How Can We Improve Employee Handholding at a 500 MW Power Plant After Induction?

Greetings to all, I am working on a project about Employee Handholding at a 500 MW power plant. I would greatly appreciate your valuable insights on the support services and systems that should be implemented to engage employees both professionally and personally. I welcome any discussions on the above parameters. You can reach me anytime at [Phone Number Removed For Privacy Reasons]. Thank you to CiteHR.

The topic of your research sounds good and lively. To come across and analyze situations in reality, emotions and psychology matter more or less. Once after Induction, there comes a gap between HR and employees. They approach the HR Dept for any queries/issues. This can lead to a setback in the hand-holding part.

Discussion on Employee Handholding

I would like to start this discussion with a few points I came across to reach the point of hand-holding:

- Periodic review of established policies and documents, circulating among all, making employee-friendly presentations about the same will help them remember the policies, norms, and stick to them to ensure that all HR processes are followed and on track.

- First and foremost, an employee needs to feel "My Company cares for me." Help desk campaigns to solve existing queries/Engagement programs are some of the sample ideas that are executed.

Regards

At the outset, 500 MW in 18 months is a farce. I am unable to understand your query in the proper perspective. If you clearly mention, I can give my views as I am in the Power Industry. Support services, you mean, HR, Admin, Security, HSE, etc., or Engineering Services?

Regards,
Pon

Sir, you are right when you said 18 months is a farce. It has taken almost 38 months (from project commencement to handover to operations). The paperwork for the project started in 2006. My apologies for the mistype. I have noticed that people feel left alone after joining, with no interaction with HR. Sir, at the outset:

1) I am trying to learn about those HR initiatives that can lead to better handholding of the employee until the initial settlement, both at the professional level and personal family level.
- **Professional level:** Developing synergies between the HOD, his team, and colleagues, building teams, etc.
- **Personal level:** For example, how better we can reach the displaced family on account of his transfer to the new site, addressing his immediate needs, reaching out to his family, etc.

2) Post initial settlement, HR is losing rapport with the employee. It's the employee all by himself battling at the grassroots to deliver stated goals. In such a scenario, some aspects like training him for short-term and long-term needs would be beneficial, as you know. I am looking for similar systems, such as a grievance cell, counseling centers, etc.

Regards,

Sir, you are right when you said 18 months is a farce. It has taken almost 38 months (from project commencement to handover to operations). The paperwork for the project started in 2006—my apologies for the mistype. I have noticed that people feel left alone after joining with no interaction with HR.

HR Initiatives for Employee Handholding

1) I am trying to learn about HR initiatives that can lead to better handholding of the employee until the initial settlement, both at the professional and personal family levels. At the professional level—developing synergies between the HOD, his team, and his colleagues, building teams, etc. At the personal level, for example, how can we better reach the displaced family due to his transfer to the new site, addressing his immediate needs, reaching out to his family, etc.

2) Post initial settlement, HR is losing rapport with the employee. The employee is left to battle in the grassroots to achieve stated goals. In such a scenario, aspects like training for short-term and long-term needs would be beneficial. I am looking for similar systems, something like a grievance cell, counseling centers, etc.

Dilip,

First of all, I am not from HR but from the Engineering side. Yes, as you said, the initiatives of HR in keeping the team coherent are far from satisfactory. In the power industry, the attrition rate is high due to the entry of new private players who poach from established organizations by offering attractive packages with the promise of the best amenities. All players are in a fix due to the limited availability of power professionals. HR is doing very little to retain the talent pool. Power projects are in remote areas and naxal-infested areas; HR has to play an active role in creating facilities, family welfare, gathering with families, arranging entertainment events, etc.

Regards,
pon