Interview Guide. Appendix I

Transcription

1 Interview Guide Appendix I I. Interview questions related to: Leadership Dynamisms 1. What are the Organisational initiatives for developing at unit, regional and functional heads of the departments? 2. Can you give some example of some dynamism that can be cited by you particularly with respect to achieving excellence in the Organisation? 3. Is the phenomenon of shared more pronounced? If no, how real dynamism becomes more operative? II. Interview questions related to: Globalisation Issues 1. Do you feel that Organisation is really aspiring to acquire a worldwide status and position? 2. What are its various initiatives including joint ventures and do you think it will be able to make its presence nationally, regionally and internationally? 3. How has the Organisation managed the threat posed by some of our turnkey technical projects consultants who also went for setting up their own hydro projects? III. Interview questions related to: Vision, Mission and Strategies Issues 1. How proper is the understanding of the terms vision, mission and? 2. How aligned are the Organisational vision, mission and? 3. What is the process of finalizing key performance areas and getting more focused results from them? IV. Interview questions related to: HR Policies and Practices 1. What special HR initiatives is there that is making a difference from before? 2. What is the scene of the union relations? 3. How beneficial are training and HRD initiatives to you and to the Organisation as a whole? V. Interview questions related to: Competency Management 1. How will you share certain issues related to talent and competency processes in ABCL? 2. Can you give some example of demonstration of some highly talented individuals and what happened to them? 252

2 3. How far the processes such as Competency mapping, business process re-engineering (BPR) and appraisal systems have proved helpful to the Organisation? VI. Interview questions related to: Team Working 1. What all can you say to the importance and effectiveness of Team approach to working in ABCL? 2. How cohesive are the Operations and maintenance in ABCL? VII. Interview questions related to: General Management Excellence 1. Do you think there has been a highly satisfactory growth of ABCL during the last 10 years or so? 2. How comfortably is the Organisation able to fulfill the excellence criteria set up by the ministry of power? 3. Are the Organisations subsidiaries and joint venture projects running satisfactorily, and to best bench marked hydro power generating Organisations? VIII. Interview questions related to: Human Resource Management Excellence 1. How well planned are the Employee (HRD) initiatives in ABCL? 2. How is Organisation able to place the right kind of a person to lead a department or unit or a station or a project or a region or a directorate? IX. Interview questions related to: Operational Management Excellence 1. What are the various employee productivity concerns in the Organisation and how is that increasing from year to year? 2. Do you think that there is still a possibility to increase the plant operational productivity to a higher level than what it is at present? 3. How far the Organisation has been successful in reducing project time and cost overruns? 253

3 Focus Group Guide Appendix II I. Focus group guide for use in FGD with Senior Officers, Officers in Planning and IE department only 1. What specific issues related to globalization can be of high concern to ABCL? 2. From when has globalization been given importance in ABCL? Why it is important to give importance to globalization? 3. What are the initiatives for achieving international standards of performance and what is the need for it? Why is it important at the present juncture? 4. To what extent you feel, ABCL can become a world class global Organisation? What driving forces require to be strengthened for achieving this? 5. How many overseas contacts have been established? What are the total hydroelectric potentials overseas? Who are the major global players? Where is ABCL placed in terms of other global hydroelectric players in terms of competencies, particularly cross-cultural competencies, etc.? 6. What are the various criteria and standards of excellence of these stations and projects and how these are measured? 7. What are supportive forces that lead to better functioning of operations and maintenance as a team? 8. What forces will help in achieving speedier completion of construction power projects? II. FGD guide for use with officers in CBDD department only: 1. What are the motivations to the present employees to become more proactively involved for strengthening the driving forward of the various consultancy assignments with its foreign clients such as Kurichu Project Authority, Sargent and Lundy, USA, Tala Project Implementing Authority, Government of Nepal, Tamanthi Hydro Electric Project, Myanmer, Dept. of Energy, Royal Govt. of Bhutan and later work towards culminating them into either a turnkey project undertaken by ABCL, or setting up of a Joint Venture? 2. What are the measures, the team and the structure for strengthening the consultancy and business division (CBDD) which may be helpful in shaping ABCLs vision? What are the and plans of CBBD for becoming transnational? 254

4 III. IV. FGD guide for use with officers in HR department only: 1. What are the specific enhanced roles of HR for meeting the challenges in the present business scenario? Is there some linkage seen in addressing the issue of the Organisation becoming world class, transnational with new HR initiatives being developed for Human Resource excellence? 2. What are these new HR initiatives? How are these being given shape? What the HRD group feels about the same? 3. How important is HR s role regarded in meeting the demands of globalization pressures and how HR policies can be more suitably developed for meeting those challenges? 4. In view of tremendous potential across the globe for hydroelectric projects, and also huge competency available within the Organisation, do the HR policies require a recast? If yes, please give specific suggestions in this regard. FGD guide for use with officers in HRD department only: 1. What competency mapping processes are resorted to by the Organisation? 2. What are the efforts made to provide and develop for driving change initiatives and programs for Organisational transformations? 3. What improvements do you think are required in performance appraisal systems to achieve higher motivational levels among the employees and whereby people think of only continuing and not leaving at all? 4. What are the special types of training programs that will be helpful in achieving greater dynamisms and better team working? 5. What special initiatives for Organisation wide and team working initiatives can be undertaken by HRD either jointly or by themselves? Name of respondent:.. Designation: Age:.. Sex:. No. of years of experience: Address: 255

5 Appendix III Contributions of Factors of Powerful Leadership to Attributes of General Management Excellence Sl. Attributes of No. Excellence 1. Moving towards Excellence 2. Consolidation and strengthening of acquired establishments 3. Continuous addition and expansion of unit sizes 4. Management of outdated redundant technologies 5. Speedy commissioning of projects 7. Reducing Project Completion time to worlds bench marks 9. Managing political dynamics / external takeover threats 10. Going beyond boundaries 11. High determination and commitments 12. Organic growth Globalisation Issues Demonstration of core competence, hydropower Awareness and concerns of globalization, globalization concerns and core competencies, shift of emphasis to mega projects Demonstrated core competence Growth strategy Competitive advantage, hydropower Business strategy, Internationalization, business National and international competition, vendor Growth and business, competititve Vision mission and Top vision Vision, mission driven growth Implementing performance systems, Awareness and clarity of vision and KPAs Passion for vision, mission, institutionalisation of KPAs Vision and its operationalisation Top vision Vision and its operationalisation Implementing Performance Management Systems Vision and its Leadership dynamism Developing managers as leaders, assertive leaders, powerful followers Coaching subordinates, ownership, towards super speciality, ignorance Vision document, turnaround, powerful Developing skills, work pressure, Confidence in Assertive, shared, project challenges Towards super specialty, super specialty centered dynamism Confidence in, powerful, turnaround Global initiatives, powerful followers Leadership ownership, project challenges, leaders motivation, ignorance Leadership by understudy, super specialty, shared, 256

6 13. Managing joint ventures and subsidiaries 14. Human centered advantage, shift of emphasis to mega projects Hydropower, National and international recognition operationalisation Implementing PMS, instrumentalities to operationalising and integrating vision and mission Top vision managing gaps in Coaching subordinates, by understudy, work pressure, developing skills Project challenges, global initiatives 257

7 Appendix IV Contributions of Factors of Performance Culture to Attributes of General Management Excellence Sl. Attributes of No. Excellence 1. Moving towards Excellence 2. Consolidation and strengthening of acquired establishments 3. Continuous addition and expansion of unit sizes 4. Management of outdated redundant technologies 5. Speedy commissioning of projects 7. Reducing Project Completion time to worlds bench marks 9. Managing political dynamics / external takeover threats 10. Going beyond boundaries 11. High determination HR policies and practices Strengthening HRD, union relationships, employee welfare, sustainable human Workers union support, employee welfare Transparency in transfers, multi skilling, KPA based appraisal system, innovative HR practices, competency mapping Humanpower productivity, Humanpower, workers unions support, sustainable human Humanpower productivity, performance based promotion, performance related pay, Competency mapping, KPA based appraisal, performance related pay (PRP) Competency mapping, managing attrition and employee engagement, strengthening HRD Union relations, top team selection, Talent Management Talent initiatives, rewards to talents Nurturing talents, rewards to talents, talent initiatives, technical competency High accomplishments, talent motivation Competency mapping, managing / adjusting to aggressiveness / high bossism, large technical expertise pool, Competency mapping, working on competency profiles, strengthening process Accomplishment pride, technical competency Competency mapping, broader High technical expertise pool, Team Working generating, high performing monitoring generating, high performing maintenance, work demand focused project generating, high performing maintenance generating, high performing maintenance, high performing project, high performing consulting high performing project, high performing consulting, high performing monitoring, high performing maintenance New team, high performing consulting New team New team, high performing 258

8 and commitments 12. Organic growth 13. Managing joint ventures and subsidiaries 14. Human centered employee welfare, sustainable human, multi-skilling, strengthening HRD Multi-skilling, Humanpower productivity, Humanpower, strengthening HRD Competency mapping, KPA based appraisal systems, performance based promotions, performance related pay Sustainable human, employee welfare, transparency in transfers, performance based promotions talent motivation, talent retention, rewards to talents Managing / adjusting to bossism / aggressiveness, large technical expertise pool Talent motivation, talent expertise pool Talent initiatives, nurturing talents, talent / skill retention monitoring, high performing consulting New team, high performing consulting New team, high performing project, project team excellence New team, high performing consulting 259

9 Appendix V Contributions of factors of Powerful Leadership to Attributes of Human Resource Management Excellence Sl. No. Attributes of Excellence 1. Excellence Achievers 2. Planned Training and Developmen t Initiatives 3. High Psychologic al contract 4. High competence and Capacity 5. Employee / workmen developmen t initiatives 6. Excellence in Leadership and Change Skills 7. Handling surplus unskilled category 8. Excellence in training Globalization Issues Awareness and concerns of globalization, globalization concerns and core competence, Globalization concerns and core competence, hydropower, shift of emphasis to mega projects, Competitive advantage, hydropower Demonstrated core competence, national and international recognition Shift in emphasis to mega projects, internationalization, competitive advantage, growth Hydropower, internationalization, business, competitive advantage Internationalization, shift of emphasis to mega projects, business, growth Globalization concerns and core competence, business, growth, hydropower Vision mission and Top vision, importance of KPAs, awareness and clarity of vision and KPAs Instrumentalities to operationalising and integrating vision and mission, implementing performance systems, Passion for vision, mission, vision mission driven growth Top vision, awareness and clarity of vision mission Implementing PMS, vision mission driven growth Vision and its operationalisation, passion for vision mission and its institutionalization Internationalization, shift of emphasis to mega projects, business, growth Vision mission driven growth Vision and its operationalisation, importance of KPAs, instrumentalities to operationalising and integrating vision and Leadership dynamism Assertive, shared Developing skills, global initiatives, ignorance, work pressure Coaching subordinates, by understudy, ignorance Developing managers as leaders, ownership Project challenges, work pressure, by understudy Project challenges, powerful Internationalization, shift of emphasis to mega projects, business, growth Vision mission driven growth, Coaching subordinates, by understudy Encouraging powerful followership, shared, project challenges 260

10 mission 9. Excellence in Promotions 10. Excellence in transfers 11. Transparenc y in communicat ions 12. Excellence in sustained human developmen t Competitive advantage, growth, business Hydropower, business, growth HRD climate survey, Companywide ERP, BPRE Corporate social responsibility, Rehabilitation and Resettlements Vision mission driven growth Vision mission drien growth Vision and its operationalisation, implementing PMS Vision and its operationalisation Super specialty, super specialty centred dynamism, ownership Project challenges, work pressure, confidence in, leaders motivation Ignorance, global initiative Turnaround, vision document 261

11 Appendix VI Contributions of Factors of Performance Culture to Attributes of Human Resource Management Excellence Sl. Attributes of No. Excellence 1. Excellence Achievers 2. Planned Training and Development Initiatives 3. High Psychological contract 4. High competence and Capacity 5. Employee / workmen initiatives 6. Excellence in Leadership and Change Skills 7. Handling surplus unskilled category 8. Excellence in training HR Policies and Practices Emphasis on innovative HR, performance related pay, performance promotion, competency mapping Multi-skilling, Humanpower productivity, competency mapping, union- relations, strengthening HRD Employee welfare, union- relations, sustainable human Strengthening HRD, competency mapping, KPA based appraisal Humanpower productivity, multiskilling, union relations, workers / unions support Strengthening HRD, KPA based appraisal, performance based pay, promotion, transparency in transfers, Multi-skilling, Humanpower productivity, strengthening HRD Strengthening HRD, competency mapping, KPA based appraisal Talent Management Talent initiatives, rewards to talents, talent retention, nurturing talent Nurturing talents, high accomplishments, competency mapping, technical competency, managing aggressiveness / bossism, working on competency profiles Employee welfare, union- relations, sustainable human Strengthening competency mapping process, broader competency framework, rewards to talents, nurturing talents Competency mapping, rewards to talents Large technical expertise pool, multiskilling Broader competency framework, strengthening competency mapping process Rewards to talents, nurturing talents Competency mapping, broader competency framework Team Working Project team excellence, high performing project, high performing maintenance, high performing generating project, high performing maintenance, high performing generating, high performing consulting consulting team consulting consulting team, high performing project team, high performing monitoring team consulting team consulting team 262

12 9. Excellence in Promotions Performance promotion, KPA based appraisal, competency mapping High accomplishments, large technical expertise consulting team 10. Excellence in transfers 11. Excellence in Transparency and communications 12. Excellence in sustained human Managing attrition, emphasis on innovative HR, ERP BPRE, ERP, CSR CSR, NGO promotion/ Talent / skill retention consulting team consulting team consulting team 263

13 Appendix VII Contributions of Factors of Powerful Leadership to Attributes of Operational Management Excellence Sl. Attributes of No. Excellence 1. Excellence in productivity parameters 2. Humanpower productivity Globalisation Issues Globalization concerns and core competence Growth Vision mission and Top vision, vision and its operationalisation, implementing PMS Importance of KPAs, institutionalization of KPAs 3. Systems excellence Business strategy Implementing PMS, institutionalization of KPAs, operationalising vision document 4. Excellence in project commissioning 5. Maintenance excellence 6. Excellence in technology 7. Excellence in contract 8. Overheads productivity Competitive advantage, business strategy Growth strategy, hydropower National and international recognition, internationalization Vendor, business strategy, shift in emphasis to mega projects, Shift in emphasis to mega projects Top vision, vision and operationalising, Implementing KPAs, implementing PMS, Vision and its operationalisation Vision driven growth, Implementing KPAs, implementing PMS Leadership dynamism Turnaround, powerful, assertive Developing managers as leaders, encouraging powerful followers Leadership by understudy Developing managers as leaders, project challenges, towards super specialty Ignorance, work pressure, coaching subordinates Project challenges, turnaround, powerful Global initiatives, ownership, project challenges Assertive, confidence in, work pressure 9. Project monitoring excellence Hydropower Implementing KPAs, implementing PMS Project challenges, vision document, turnaround 10. Excellence in consultancy services National and international recognition, internationalization, CSR, R andr Top vision, vision and its operationalisation Vision, ignorance, super specialty centred dynamism 264

14 Appendix VIII Contributions of Factors of Performance Culture to Attributes of Operational Management Excellence Sl. Attributes of Excellence No. 1. Excellence in productivity parameters HR policies and practices Strengthening HRD, Humanpower productivity, KPA based appraisals 2. Humanpower productivity Multi-skilling, performance related pay 3. Systems excellence Emphasis on innovative HR, KPA based appraisal, competency mapping, strengthening HRD 4. Excellence in project commissioning Top team selection, multi-skilling, sustainable human 5. Maintenance excellence Multi-skilling, employee welfare 6. Excellence in technology Competency mapping 7. Excellence in contract 8. Overheads productivity 9. Project monitoring excellence 10. Excellence in consultancy services Competency mapping, union- relations, workers/ union support Competency mapping, KPA based appraisal Talent Management Rewards to talents Nurturing talents, talent / skill retention Competency mapping, competency profiling, talent initiatives High accomplishments Nurturing talents, Technical competency accomplishments Technical competency achievements, large technical expertise pool Rewards to talents, nurturing talents Large technical expertise pool, technical competency achievements Working on the competency profiles, broader competency framework Team Working Project team excellence, high performing project, high performing generating, high performing maintenance contract, high performing monitoring, high performing consulting project, high performing monitoring, high performing consulting, project team excellence maintenance team consulting team, new team monitoring team, new team New team monitoring consulting 265