Objective: Communicate HR Mission, Vision and Core Values

Overall Responsibility – GM (HRO)

Task / Initiative Execution Plan Indicators /

Feedback
Communication of HR  Draw out HR Vision and  Awareness
Vision, Mission and Core Mission from the Company’s amongst
Values to all employees Business Plan. employees
 Finalization of Mission, about the HR

Vision and Core Values policies, vision

and mission.
 Communication of finalized
Mission, Vision and Core
Values through internal
memorandum/circular to all
employees by SGM (HR)
 Highlight these in SNEOA
annual gathering.
 Communicate to CBA
 Objective: Human Resource Planning
Overall Responsibility – Management

Task/Initiative Execution Plan Indicators/Feedback

Human  Evaluation of manpower  Work load
Resource/Rationa requirements to align staff analysis
lizing the Staffing according to needs for optimized  Technology
Requirement utilization in consultation with Available
Department as projected in the  Survey for VSS
manpower study and approved
by the BOD.
 Benchmarking with industry as
per standards imposed by
Regulatory authorities e.g.
OGRA
 Review manpower requirement
in line with Manpower study
conducted and approved by the
BOD.
 Plan for implementation
(hiring/De-layering/ Phasing out
surplus staff)
Based on results of
review/exercise conducted.
1. Outsourcing of non-core
functions
2. Voluntary Separation
Scheme (VSS)
 Objective: Compensation & Incentive System

Overall Responsibility – GM (HRO)

Task/Initiative Execution Plan Indicators/Feedback

Develop performance  Inviting/hiring the Consultant to carry  Attracting &
based reward system out compensation & reward survey of the retaining talent
identical Benchmark positions (Junior,  Motivating
Middle & Senior Management) in the Oil individual to
& gas Sector. invest in
 Analysis of the results and preparation of development
recommendations on Compensation &  Positive impact
Incentive System. on the desired
 Establish relationship between behavior/satisfied
Compensation-Reward & Performance workforce
INCENTIVE PROPOSAL  Market based
 Promotion based incentive compatible
 On-Job Training compensation
 Bonuses
 Non-Monetary benefits
Re-visit of the terminal benefits Pension,
health Insurance etc.
 Objective: Re-designing the Performance Management System (PMS)

Overall Responsibility – GMO (HRO)/Line Managers

Task/Initiativ Execution Plan Indicators/Feedback

e
Develop an  Formation of team / committee  Differentiate
objective  Review the exsisting PMS between high &
performance  Identify various performance low performers
management dimensions (output/Objectives,  Gap analysis
system with competencies / behavioral and between exsisting
focus on trait / business principles / core and required
employee’s values) competencies,
development  Develop a PMS that is effective, behaviors and
Plan result oriented and efficient and skills.
provide objectivity to the  Identify/motivate
system. high fliers
 Seek approval from the
management / board
 Develop Personal development
Plan(PDP)
 Training to all concerned
 Implementation
 Objective: Development of Departmental Key Result Areas (KRAs) and their
Circulation

Overall Responsibility – GM (HRO)/Line Managers

Task/Initiative Execution Plan Indicators/Feedback

Coordinate  Develop KRAs based in line with Company  Clear
development of vision/goals and 5 years Business Plan in understanding of
departmental consultation with HODs the areas on which
KRAs and their  Explain their importance department has to
circulation  Obtain signoff from HODs work.
 Improved
organizational
efficiency.
 Achievement of
goals/objectives

Objective: Support Line Managers Build Organization Capability

 Overall Responsibility – GM (HRO)

Task/ Initiative Execution Plan Indicators/Feedback

Support Line  Develop a conceptual paper that  Align policies with
Managers Build organizational development is a shared the industrial
Organization function, with HR as facilitator practices in vogue
Capability  The facilitator (HR) strives to:  Confidence level of
1. Organization is not structure but Line Managers to
capability handle HR functions
2. Ultimately HR work carried out by independently.
Line Managers  Line Managers are
3. HR based not on simple common well versed with the
sense but a body of knowledge HR
 Build relationship of trust functions/practices
1. Listen & Learn
2. Demonstrate ability
 Focus on deliverable not doable
1. Talent
2. Accountability
3. Collaboration
4. Leadership
 Prioritize and deliver capabilities
1. Goals of Capability
2. Decisions that promote capability
3. Actions that deliver capability
 Arrange seminars to share the above theme
with SGMs/HODs/RMs

Objective: Identify and Outsource Non-Core Functions

 Overall Responsibility – Management/GM (HRO)

Task/ Initiative Execution Plan Indicators/Feedback

Identify activities  Identify functions that can be conveniently  Cost saving
that are essential outsourced  Standardization
but not central to  Develop and present to the Management the  Increased speed and
the core mission or business case for outsourcing of selected quality of service
value functions  Allows HR to focus
 Identify and assess suitable outsourcing on strategic issues
service provider

Objective: Institute Career Development plan

Overall Responsibility – GM (HRO)

Task/ Initiative Execution Plan Indicators/Feedback
A career path to  Department-wise identification of top  Motivation of
employees having performers through PMS employees
growth potential  Evaluation of Performance through  Skilled/Professional
interview by Management executives
 Selection of a batch for advanced  Increased
local/foreign training. productivity due to
 Sharing of knowledge for skills development competition.
by imparting training at SNGTI
 Rotation of top performers within the job
group for further development/orientation.
 Promotion to next grade o two consecutive
nominations as top performer, provided
vacancy is available.

Objective: develop and Implement Promotion Policy Based on Merit

Overall Responsibility – GM (HRO)/Management/HRC/BOD

Task/ Initiative Execution Plan Indicators/Feedback

 Develop and  Availability of vacant  Motivation
Implement position  Talent Retention
Promotion Policy  Establish criteria for  Increased
Based on Merit success in all jobs productivity
 Systematic  Achievement of
identification of talent organizational
both within and goals
outside SNGPL
 Evaluate potential of
candidate for
performance of new
job.
 Support new job
holders

Objective: Improving Work Environment and Culture

Overall Responsibility – GM (HRO)/Line Managers

Task/ Initiative Execution Plan Indicators/Feedback
Develop high  HR dept. in consultation with HODs/line  Conductive Work
performance work managers will focus on the following Environment
place and provide constituents  Motivation
employee with an  Space  Talent Retention
enabling 1. Modularity  Increased
environment 2. Physical Proximity Productivity
3. Meeting Rooms  Improved Company
4. Customer contact Image
 Environment
1. Lighting
2. Color
3. Involvement & Ergonomics
 Symbolism
1. Physical setting signal values
2. Physical setting signal leadership style
3. Physical setting communicates the
value of people

Objective: Talent Management

Overall Responsibility – GM (HRO)/ Management

Task/ Initiative Execution Plan Indicators/Feedback
Effectively hire,  Articulation of the Talent required to  Reduction in the
retain, deploy, and execute the organization’s business strategy. gap between the
engaged talent at  Early identification of potential within talent the
all levels organization’s talent. organization has
 Assessing the readiness of the Talent for and it needs to
advanced positions. respond to emerging
 Accelerating development of Talent Design business challenges.
& develop career development/management  High employee
policies retention rate
 Identify succession planning requirements Superior Performance:
keeping in view future work requirements  in return on
and key positions invested capital
 Review and monitor the succession plan in  Operating efficiency
place, its progress and ensure continued
alignment to business needs (Retention &
Exit Strategies)

Objective: Recruitment

Overall Responsibility – GM (HRO)/ Management

Task/ Initiative Execution Plan Indicators/Feedback
Review and  HR-Budgeting  Lower turnover
improve the  Management approval to fill-in  Reduction in initial
recruitment policy vacant/proposed positions. Training &
and system  Modification of the KRAs/JDs/Job Development
Specification. expenditure.
 Advertisement  Better time
 On-Line application & management of management to
database make good
 Screening application through HRIS using employees better
pre-defined checks. rather focusing the

 Standardize evaluation system ensure full majority of time on

coverage of applicant information required below average

for job success and clearly defined decision employees.

point
 Merit based selection
 Flexible compensation package for “High
Potential”
 Orientation
 Completion of the recruitment cycle within
90 days.
 Review the policies and procedures.

Objective: Establish Key Linkages

Overall Responsibility – GM (HRO)/ Management

Task/ Initiative Execution Plan Indicators/Feedback
Establish Key  Establish and strengthen external linkages  Well aware of
Linkages as under:- changes taking place
1. With OGRA in relation with realistic in the industry w.r.t
and achievable HR targets HR
2. With SNGPL Customers through  Compliance with
participation in regular customer rules/regulations/laws
satisfaction surveys  Customer satisfaction
3. With SNGPL employees to assess level
their level of motivation
4. With HR functional heads through
HR For a, to keep abreast with the
best HR practices in the industry
5. With compensation and benefit
practitioners for regular salary
surveys to remain abreast of trends
in domestic market

Objective: Culture Change Management

Overall Responsibility – GM (HRO)/Line Managers

Task/ Initiative Execution Plan Indicators/Feedback

Change the  Conduct an Organization Health Check  Employees Participation
mindset from a periodically (20&20), to assess:-  Customer focused services
monopolistic 1. Change readiness  Restructuring/realignment
utility Company 2. Impact of change on employees keeping in view customer
to a customer 3. Need for further organizational facilitation.
focused service restructuring and realignment
provider

Objective: Facilitate Professional Development for all Executives

Overall Responsibility – GM (HRO)

Task/ Initiative Execution Plan Indicators/Feedback

  Professional  Based on changing realities and  Professional work force
Developmen increasing demands of stakeholders,  Analysis of
t for all HR professionals and executives be data/information for
Executives assigned new roles and competencies forecasting/action plan
to:  Modification of concepts
1. Base new ideas on business reality for better adaptability
2. Focus on application
3. Accept multiple learning styles
4. Present information via multiple
channels
5. Articulate a clear goal
6. Earn and build on respect
7. Create a friendly learning
environment

Objective: Human Resource Management Audit

Overall Responsibility – Consultant

Task/ Initiative Execution Plan Indicators/Feedback

Human Resource  Appointment of HRM Audit Firm  Improved business
Management periodically (after every 2 years) processes
Audit  Facilitate the Audit firm during Audit  Transparency
 Review the report prepared by the
Audit Firm
 Highlight weak areas
 Comply with recommendations of
Audit Firm and develop an action plan
on weak areas
 Present before the Board, the
observations of the Auditors and
action plan for their approval