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38 Jindal Steel & Power Limited Business Leadership Sustainable Operations Excellent Governance Robust FinancialsHuman ResourceAnnual Report 2011-1239Exploring vistas ofhuman excellenceDURING 2011-12, OUR ATTEMPT HAS BEEN TO CONSTRUCTIVELY DEAL WITH THE CHALLENGES OF GROWTH, HIRE THERIGHT TALENT, DEEPEN EMPLOYEE ENGAGEMENT AND INCREASE EMPLOYEE UTILISATION AND PRODUCTIVITY. AT JSPL,WE RE-DEFINED THE ROLE OF OUR HR FUNCTION.rigorous 2-day workshop on managingperformance and employee feedback.Multi-source Employee DevelopmentalInputs: JSPL significantly emphasiseson employee development. A criticalstep in this direction is the annualdevelopment programme, conductedthrough reputed consulting firms. 2011marked the extension of this practiceto a far larger number of employees,comprising AGMs and above. This yearalso saw the introduction of SHL’s OPQtool for Managers and Senior Managersto radically assess their strengths andareas of development against the JindalCompetencies Scale.JLMT (Jindal Lead Management Trainee)programme: It is one of the mostambitious programmes for buildingfuture Leadership Talent Pool in the JSPLgroup. This opportunity is extended eachyear to our existing employees also,especially those who are ‘out-of-thebox’thinkers and who have the abilityto see the ‘Big Picture’ and turn theiraspirations into reality. The shortlistedcandidates are taken through a rigorousselection process, so that new rolesand responsibilities can be properlyassimilated to fast-track development.Training in progress at Raigarh plant in ChhattisgarhTheatrical training in progressHR workshop for engineersWe are leveraging advanced analyticsto nurture talent and our HR strategiescreate an enabling environment toincubate future preparedness.LEAD: High-potential employeeengagement and developmentprogramme aimed at creating leadersacross the organisation. Facilitatedthrough a suite of developmentalinterventions from breakthroughprojects, coaching, personalinsights workshop, global exposure,benchmarking visits, simulations, wargames, functional foundation coursesand advanced courses among others.Analyst toBusinessChangeManagerInterventionSpecialistEvaluatorFirst Steps: In order to build a robust HRfunction for our new global locations,a detailed job analysis is conducted forall unique roles. The process entails jobevaluation and designing to enable thearticulation of a robust organisationalstructure, competitive compensationbenchmarking and clarity in thedeployment of KPIs and goal setting.HR Analytics: 2011-12 observed theintegration of systems and processesby the deployment of a SAP HR module.With the organisation adding newdimensions and constantly redefiningscales – the need for automation anddata integrity is paramount.Performance ManagementSystem: Awareness and orientationworkshops were conducted acrosslocations involving all employees asa part of Performance Management.All managers were taken through aHR accoladesOur value framework to build humanresource excellence has been widelyrecognised by external forums throughseveral awards and accolades:Greentech HR Excellence GoldAward 2012 in the categories ofTraining Excellence and Innovationin Employees Retention StrategiesStrong Commitment to HRExcellence during the 2nd CIINational HR Excellence Awards 2011Asia Pacific HR Excellence Award2011 for Organisation withInnovative HR Practices (1st Prize)Indian National Suggestion SchemesAssociation (INSSAN) OrganisationalExcellence in Suggestion SchemeWinner in 24th Regional WorksSkill Competition (Eastern Region)in Refrigeration & InstrumentMechanic Trade 2011-12Winner in 11th National SupervisorySkills Competition in Operation &Production Category 2011-12Confederation of Indian Industry(CII) National HR Excellence Award2011 commendation for ‘Strongcommitment to Human ResourceExcellence’