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    JobRotationPolicy TATA

    Uploaded by

    Sharanya Raman
    The document outlines Tata Power's job rotation policy which aims to develop internal talent for leadership roles by giving employees exposure to diverse functions and roles across the organization. It applies to all management employees and seeks to enrich their skills and experience through opportunities such as planned rotation initiated by the organization, rotation pursued through internal job postings, and rotation based on organizational requirements. The policy stresses that job rotation can help employees gain wider experience and prepare them for career progression to higher levels in the organization.

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    JobRotationPolicy TATA

    Uploaded by

    Sharanya Raman
    128 views3 pages
    The document outlines Tata Power's job rotation policy which aims to develop internal talent for leadership roles by giving employees exposure to diverse functions and roles across the organization. It applies to all management employees and seeks to enrich their skills and experience through opportunities such as planned rotation initiated by the organization, rotation pursued through internal job postings, and rotation based on organizational requirements. The policy stresses that job rotation can help employees gain wider experience and prepare them for career progression to higher levels in the organization.

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    Job rotation case study

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    The document outlines Tata Power's job rotation policy which aims to develop internal talent for leadership roles by giving employees exposure to diverse functions and roles across the organization. It applies to all management employees and seeks to enrich their skills and experience through opportunities such as planned rotation initiated by the organization, rotation pursued through internal job postings, and rotation based on organizational requirements. The policy stresses that job rotation can help employees gain wider experience and prepare them for career progression to higher levels in the organization.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    128 views3 pages

    JobRotationPolicy TATA

    Uploaded by

    Sharanya Raman
    The document outlines Tata Power's job rotation policy which aims to develop internal talent for leadership roles by giving employees exposure to diverse functions and roles across the organization. It applies to all management employees and seeks to enrich their skills and experience through opportunities such as planned rotation initiated by the organization, rotation pursued through internal job postings, and rotation based on organizational requirements. The policy stresses that job rotation can help employees gain wider experience and prepare them for career progression to higher levels in the organization.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    JOB ROTATION POLICY

    Tata Power believes in developing its internal talent pool for leadership roles in the organization. To
    achieve this, it is important for officers to have exposure and experience in diverse functions and roles
    across the organization.

    This policy is effective from 1 January 2017 and supersedes all other prior policies and communication
    on this subject. This policy is applicable to all officers in the Management stream in work levels of ME,
    MD, MC and on the permanent rolls of Tata Power and select group companies - CGPL, MPL, IEL, TPTCL,
    TPREL, TPSSL, CTTL, PTL and any other company which may be incorporated in future with applicability
    of Tata Power HR policies - hereafter referred to as ‘Company' in this policy.

    This policy is also applicable to officers on the rolls of Tata Power working at overseas or domestic JVs
    & subsidiaries on secondment, deputation & nominated positions, in conjunction with provisions in the
    Expatriate Manual and other relevant policies / guidelines.

    Any exception to this policy requires the approval of the Chief - HR.

    Version: 1.0
    Date of Issue: December 2016
    Released by: Chief - HR
    Preamble
    Growth of professionals at various stages of career is driven by experience, learning & practice of new
    concepts under diverse business situations. Organization is committed to create & provide such
    opportunities to officers at different career stages aimed to build their managerial & domain knowledge
    & expertise across core & adjacent functions within job families. Width & depth of experience acquired
    & consolidated by individual officers over a period of time leads to creating a talent pool which is ready
    to lead various aspects of organization growth & operations.

    In addition to class room & other conventional learning methods as means of capability building,
    development by way of job rotation, job enrichment and coaching on the job are important measures
    being pursued for accelerated learning & growth of the talent pool within the organization.

    This policy aims at creating avenues & opportunities for wider segments of officers to pursue career &
    learning options as per their interest which also addresses the medium & long term talent needs of the
    organization. The policy also targets at continuously upgrading the knowledge & competencies of the
    talent pool to keep it at cutting edge of the contemporary standards and at the forefront of technological
    developments.

    1. Job Rotation
    Job Rotation involves systematic & planned movement of employees from one to the other role with
    change in elements / location of the job. It presents an opportunity to perform different jobs, which
    enriches skills, experience and ability to perform different jobs

    Illustrations of Job Rotation:

    a. Across locations, including same /similar role e.g.


    i. Movement from EMD, Trombay to EMD, Maithon
    ii. Transfer to international locations
    b. From one department to another at the same location or at a different location
    i. Customer Acquisition to Commercial and vice versa
    ii. Transmission Lines to Transmission Automation or Performance Assurance
    c. Within the function / department which entails a change in role, e.g.
    i. Movement within EMD i.e. Boiler to BOP or vice versa
    ii. Movement within Finance & Accounts i.e. from Accounts to Treasury & vice versa
    d. Any significant addition to existing role due to organization redesign

    2. Classification of Job Rotation


    A. Planned rotation - Organization Initiated
    B. Opportunity led - Employee Initiated [Internal Job Posting]

    3. Eligibility
    An officer must have spent a minimum of 3 years in a particular role to be eligible for Job Rotation
    across functions / locations through IJPs and minimum 2 years in the role for Planned Job Rotation within
    the function. However, administrative transfers contingent upon organization requirement can be
    effected irrespective of minimum tenure in the role.

    ENABLE employees and associates to ACHIEVE and UNLEASH their FULL POTENTIAL to deliver OUTCOMES in a sustainable
    way 2
    4. Channels of Job Rotation - Job Rotation of an officer may take place through one of the following
    channels:

    a. Opportunities Within [OW]: In case of an approved vacancy in a team, it's advertised through OW
    for awareness of all concerned officers. Based on the interest of individual and subject to meeting
    eligibility criteria individuals may apply against the OW Position. Selection against the position is
    carried as per standard process and the outcome is shared with all concerned. Detailed guidelines
    of OW are as below

    i. Internal Job Posting advertisement will mention the grade / work level of the position being
    advertised. IJPs will be released for roles in Work Level MC, MD and ME.
    ii. Subsequent to applications, the shortlisted candidates will be interacted by a panel consisting
    of respective functional manager & concerned HR representative.
    iii. All applicants will be communicated status / outcome of the selection by concerned Business
    HR team. The closure of IJP will be communicated to the organization.
    iv. The selected officers are to be released within 45 days of communication.

    b. Job Rotation based on Organizational Requirement: As per organization requirement /


    restructuring, officers may be identified for specific roles as decided by the management. In such
    cases, an organization wide communication detailing the movement will be released. While deciding
    such changes, the overall career path / growth of the officer and impact of proposed change will be
    one of the key determinant of the decision.

    c. Planned Job Rotation within the function: Officers in work level ME/MD, who have spent minimum
    2 years in a particular role may be considered for a job rotation / enrichment within the function
    based on business requirements of the function. The concerned Head of Department, SBU Head and
    concerned Head - Business HR will review the tenure of officers once a year and work out a plan for
    the changes. Planning / execution of the changes must be carried in a manner to ensure business
    continuity without disruption as well as to maximize the learning & professional growth of the
    concerned officers.

    5. Career Progression and Job Rotation


    In order to be considered for career growth, it is desirable that officer gains exposure to diverse roles
    and varied work environment adding to the overall capability and learning. Accordingly officers must be
    encouraged by respective managers, HODs and SBU Heads to undertake diverse roles in related areas. A
    series of successful assignments will lead to readiness of the officer for higher levels of responsibility.

    If the selected officer is one grade lower than the grade of the notified position, placement will be
    made in the current grade and (s)he will be considered for promotion in the annual cycle based on
    eligibility & merits as per standard process.

    ENABLE employees and associates to ACHIEVE and UNLEASH their FULL POTENTIAL to deliver OUTCOMES in a sustainable
    way 3

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