How Can We Encourage Employees to Stay at Remote Grid Sub Stations in Rajasthan?

Hi all, I am working in the HR department at one of the State Power Sector Companies in Rajasthan. I am required to frame a transfer policy specifically for the establishments, i.e., Grid Sub Stations situated in remote areas. Most of the GSSs are located far from cities, in districts like Jaisalmer, Barmer, Bikaner, and near border areas. Employees posted at such locations frequently request transfers as commuting to these establishments poses significant challenges. Despite the company providing transport and residential facilities, employees are reluctant to stay.

Main issue faced by the company

The main issue the company faces is how to motivate employees to remain at these remote locations. Additionally, what facilities or incentives can be offered to employees stationed in such isolated areas to encourage them to prolong their stay? I would appreciate your guidance on this matter. If anyone is from the power sector, please share the transfer policy and additional facilities provided to employees in remote or isolated areas.

Regards, Dr. Shipra Agarwal Narang

You can think of devising and paying graded 'Inconvenience Allowance' to such employees. Amounts can be 2, 3, or 4 fixed monthly sums depending on the degree of inconvenience.

In our company, a backward district allowance was given to employees who were posted in 9 identified districts (considered tough districts), but the scheme was not successful. Since the company is a PSU with a structured grade pay and pay scale system for various posts, the backward district allowance couldn't help much as it is equally compensated with HRA for other districts. Other districts have a higher HRA than these identified districts.

Is there any other allowance or perk that can keep employees motivated and engaged to work in such remote areas?

Writing from the perspective of a Maharatna PSU in the Power Sector, let me tell you that the site incentive has to be thought of comprehensively, covering family life, children's education, bachelor accommodation, mess at the site, entertainment needs, medical needs, frequent leave passage, etc., and cannot be limited to site allowance alone. Such employees have to get the impression that they are special people, and even an appreciative gesture like a get-together cum dinner party whenever top executives visit the site helps a long way. Thus, you need to look at all the aspects and develop a comprehensive package covering both financial and non-financial incentives. As the saying goes, people leave organizations not for money but due to the attitude of the management.

The only alternative is increasing the backward district allowance beyond what is payable to at least a D-class city. This way, people may choose to stay in remote areas.

Thank you.

Thank you very much. I will put forth the view for increasing the allowance, especially the backward district allowance.