SUMMER TRAINING PROJECT REPORT

ON

“Human Resource Practices

AT
THDC INDIA LIMITED RISHIKESH”

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR

THE MASTER’S DEGREE IN BUSINESS ADMINISTRATION

SUBMITTED TO:
INTERNAL GUIDE EXTERNAL GUIDE
Dr Ajay Kumar Saini Mr. Himanshu Aswal
Professor Sr. Manager HR
Graphic Era Hill University THDC
Dehradun Rishikesh

SUBMITTED BY:
Pooja Balodi
(22552490)

GRAPHIC ERA HILL UNIVERSITY, DEHRADUN

BATCH (2022-2024)

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 ACKNOWLEDGEMENT

This summer internship is a milestone in my academic career. I am grateful to the Department of

Human Resource Management in THDCIL, Rishikesh who have guided and supported me
throughout the internship and assisted my venture. Firstly, I would like to express my sincere
gratitude to Mr. HIMANSHU ASWAL (Sr. Manager HR), without whose blessings my research
project work would not be completed.

I also want to thank our Assistant - Vikas Chandra sir for providing me with encouragement,
motivation, and moral support throughout the project work. I would also like to thank Mr.
Himanshu Aswal sir who supervised my project. Under his support and guidance, my project has
taken shape. I am equally indebted to my family and friends who always inspired and motivated
me to do something better throughout this project. At last, I would like to extend my sincere thanks
to all the respondents whom I visited for giving their support and valuable information, which
helps me in completing my project work.

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 CERTIFICATE

I have the pleasure in certifying that Ms Pooja Balodi is a bonafide student of 3th Trimester of the
Master’s Degree in Business Administration (Batch 2022-2024), of Graphic Era Hill University, Dehradun,
Roll No. 2202335

She has completed her project work entitled “Human Resource Practices” under my guidance.

I certify that this is his/her original effort & has not been copied from any other source. This project
has also not been submitted in any other Institute / University for the purpose of award of any Degree.

This project fulfills the requirement of the curriculum prescribed by this University for the said
course. I recommend this project work for evaluation & consideration for the award of Degree to the
student.

Signature:
Name of the Guide: Dr Ajay Kumar Saini

Designation: Professor
Date:

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 Company Training Certificate

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 Executive Summary

This is the internship report based on the six weeks (45 Days) long internship program that
successfully completed in THDC India limited under Human resource division from 19th July 2023
to 1 Sep 2023 as requirement by my MBA from GIEHU Dehradun. Every hours spent in this
training gave me some amount of experience as organization THDC. I am really grateful to HRD
department in THDC which they helped me lot and provide support all the time, which I cannot
explain in words. But nevertheless, they were all useful for my career.

This project report includes how a HR departments works in THDC. What are the possible
division, recruitment process, and training . How to keep employees motivated as well as how to
controls compensation and benefits planning. First two weeks of my internship, I have fully
aligned with recruitment wing. I have worked different types of work like call and inform to new
joiner about them to joining date and required documents of at a time of joining. Also create an
order for confirmed new joiner for his/her respective dates also assisted to the recruitment team in
doing updating CV, joining formalities.

After two weeks of my internship was aligned with the payroll system, pay and benefits team in
order to process their final settlement data and all exit formalities. With limited knowledge and
experience I tried my best to make this report as much as understandable and translated the real
world experience in the document. Before making any conclusion based on this report, please
noted this was prepared in very short term and may have lack of some data. But, I am sure still this
report may be useful for any study to evaluate the HR policies in any company / firm.

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 INDEX

Sr. No. Particulars Page No

1 Introduction 7
2 Objective of the Study 28
3 Findings 37
4 Analysis of Findings 39
5 Conclusion 40
6 Recommendations 41
7 Bibliography or References 42

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 INTRODUCTION

Company Profile

CIN U45203UR1988GOI009822
Date of Incorporation 12 Jul 1988
Status Active
Company Category Company limited by Shares
Company Sub-category Union Government company
Company Class Public sector,Mini Ratna schedule-A
Business Activity Construction, consultancy
Paid-up Capital 364531.18 lakhs
Authorized Capital 400000.0 lakhs
Paid-up Capital % 91.1328
Registrar Office City Rishikesh
Registered State Uttarakhand
Registration Number 9822
Listing Status Unlisted

THDC India is a leading Power Sector and Profit making- Public Sector Enterprise and registered
as a Public Limited Company in July 1988 under the Companies Act,1956. THDCIL was conferred
‘Mini Ratna’ July-2010 by the Government of India.

The Company’s Equity was previously shared between the Government of India and the
Government of U.P. in a ratio of 75:25. Under the Strategic sale, the Share Purchase Agreement
was executed between NTPC Limited and the President of India on 25 th March 2020, for the
acquisition of legal and beneficial ownership of equity held by President of India in THDC India
Limited. After the Strategic sale, Equity in THDC India Limited is shared between NTPC Limited
and the Government of U.P. in a ratio of 74.496% and 25.504% of the total paid-up share capital
of THDCIL for an aggregate consideration of INR 7500 Cr.

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The Company's Authorized Share Capital is ₹ 4000 Cr. The paid-up capital as of 31st Mar’2023
is ₹3665.88 Cr. THDCIL started earning profits from the first year (2006-07) of commercial
operation of its maiden project that is, Tehri HPP (1000 MW), and THDCIL is a consistently
profit-making company since then.

THDCIL was constituted with the sole objective to develop, operate & maintain the 2400 MW
Tehri Hydro Power Complex (Tehri HPP-1000 MW, Tehri PSP-1000 MW, and Koteshwar HEP-
400 MW), and other Hydro projects.

The Corporation has grown into a Multi-Project Organization, with Projects spread over various
States as well as neighboring countries, Bhutan. It has also forayed into the generation of electricity
from renewable energy sources and thermal power plants. In addition, some more projects are
under various stages of business development.

Further, THDCIL is also developing 2000 MW UMREPPs (600 MW capacity of Solar Park, each
at Jhansi and Lalitpur District and 800 MW at Chittarkoot District of UP) through SPV (a JV of
‘THDCIL’ and ‘UPNEDA’ named ‘TUSCO’) in the state of Uttar Pradesh.

A Joint Venture (JV) Company between THDCIL and Rajasthan Renewable Energy Corporation
Limited (RRECL) named ‘TREDCO Rajasthan Ltd.’ has also incorporated on 25.03.2023 for the
development of 10,000 MW Ultra Mega Renewable Energy Parks in the Rajasthan state.

In addition, some projects are under various stage of business development.

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THDCIL has a portfolio of 10 projects (Hydro, Thermal, Wind & Solar), with a total capacity of
4516 MW. This, includes 1587 MW operational Projects (Tehri HPP-1000 MW), Koteshwar HEP-
(400 MW), Dhukwan SHP-(24 MW), Patan Wind Farm-(50 MW), Devbhumi Dwarka Wind Farm-
(63 MW), and one Solar Power Plant at Kasaragod, Kerala (50 MW). Two hydropower plants
namely Tehri PSP 1000 MW) & VPHEP (444 MW), and one Thermal Project namely Khurja
STPP (1320 MW), are under the Ministry of New and Renewable Energy (MNRE) have allotted
THDCIL to develop UMREPPs through SVP/JVC in the state of Uttar Pradesh and Rajasthan. JV
Company namely TUSCO Limited has been registered on 12.09.2020 and in the initial phase, JV
is planning to develop 600 THDCIL & representative of the Rajasthan Government is underway.

Further, THDCIL has also diversified to provide specialized Consultancy services in the Power
Sector.

VISION

A major global player in the power sector, providing quality affordable, and sustainable power

with a commitment to the environment, ecology, and social value.

MISSION

• To plan, develop, and promote hydro as well as other energy resources from concept to
commission and operate power stations to meet the growing energy demand, ensuring
environment and ecological balance contributing to national prosperity and operating
energy resources efficiently.
• To adopt state-of-the-art technologies.
• To achieve performance excellence by fostering a learning and innovation work ethos.
• To accept Corporate Social responsibility (CSR), including rehabilitation and resettlement
of project-affected persons with human faces.
• To build sustainable value-based relationships with stakeholders through mutual trust.
• To undertake rehabilitation and resettlement of project affected persons with human face.

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CORE VALUES

• Zeal to excel and zest for change.

• Integrity and fairness in all matters.
• Respect for the dignity and potential of individuals.
• Ensure speed of response.
• Strict adherence to commitments.
• Foster learning, creativity, and teamwork.
• Loyalty & pride in CPSE.

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 STRUCTURE OF HRD IN THDC INDIA LIMITED

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OBJECTIVES OF THDC
Short-term objectives:

• Possession of 1200 acre land from UPSIDC to THDC for Khurja STPP (1320 MW) and
commencement of works.
• Commissioning of 50 MW wind power project in Gujarat.
• Commissioning of 50 MW solar power plant in Kerala.
• To fill up Tehri reservoir up to full capacity 830ml EL with the permission of the group.
• Plugging of diversion tunnel of Koteshwar HP.

Medium-term objectives:

• To award the 1320 MW Khurja super thermal power project contract.

• To commence works of JhelamTanak HEL (180 MW)
• To commence works of Bunakha HEP (180 MW), Bhuta.

Long-term objectives:

• To reach up to the installed capacity of 250 MW in the renewable energy sector (wind
power and solar power)

Internal Environment

The internal environment of THDCIL in the HR department would encompass various

components that enable smooth HR operations. Here is a description of what the internal
environment exactly looks like:

• High-speed internet connection: The HR department would require a fast and reliable
internet connection to ensure uninterrupted access to online resources and
communication platforms.

• HR management system (HRMS): THDCIL is likely to have an HRMS in place, which

is a software or platform that helps manage various HR functions. The HRMS would
be accessed through the Internet and would allow employees to perform tasks such as

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 leave management, payroll processing, performance evaluations, and employee self-
service.

• Online recruitment platforms: THDCIL would use online platforms and job portals to
advertise job openings and receive applications. These platforms may include popular
job websites and the company's career portal.

• Employee self-service portal: An employee self-service portal would enable employees

to access and update their personal information, view their leave balances, download
payslips, and perform other HR-related tasks at their convenience.

• Communication tools: The HR department would utilize email and other

communication tools to communicate with employees, managers, and external
stakeholders. They may also employ collaboration tools for team discussions and
project management.

• Training and development resources: The HR department may provide online training
and development resources to employees. This could include e-learning courses,
webinars, and online tutorials accessible through the internet.

• Performance management systems: THDCIL may have an online performance

management system that enables managers and employees to set goals, track progress,
conduct reviews, and provide feedback.

• HR policies and documents: The HR department may maintain an intranet or an online

repository where employees can access HR policies, procedures, employee handbooks,
and other company documents.

• Data security measures: As the HR department deals with sensitive employee data,
THDCIL would have robust data security measures in place. This could include
firewalls, encryption, secure servers, access controls, and regular data backups.

• Web conferencing and virtual meeting tools: With the growing trend of remote work
and geographically dispersed teams, THDCIL's HR department may use web

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 conferencing tools to conduct interviews, hold virtual meetings, and communicate with
employees based in different locations.

Leadership Style

THDCIL's leadership style in the HR department can be described as participative and

transformational.

• Participative Leadership
THDCIL encourages the involvement of employees in decision-making and problem-solving
processes. The HR department follows a collaborative approach, seeking input from employees at
various levels. This leadership style fosters a sense of ownership, engagement, and increased job
satisfaction among employees.

• Transformational Leadership:
THDCIL's HR department focuses on inspiring and motivating employees to achieve their full
potential. The leaders in the HR department act as role models, encouraging innovation, creativity,
and continuous learning. They provide a clear vision, set high expectations, and empower
employees to develop their skills and talents.

Overall, THDCIL's HR leadership style promotes a positive and supportive work culture, where
employees are encouraged to contribute their ideas and are empowered to grow both personally
and professionally.

Motivational & Controlling Techniques

The HR department at THDCIL (Tehri Hydro Development Corporation India Limited) may
utilize various motivational and control techniques to ensure employee engagement, productivity,
and effective performance management. Some of these techniques may include:

1. Performance-based incentives: Offering rewards and recognition programs tied to

individual and team achievements can motivate employees to perform at their best and exceed
expectations.

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 2. Goal setting and feedback: Setting clear and challenging goals for employees, coupled with
regular feedback on their progress, helps to keep them focused and motivated towards
achieving their targets.

3. Training and development opportunities: Providing employees with opportunities for

professional growth and skills enhancement can help them feel valued and motivated to
contribute their best to the organization.

4. Performance appraisals: Conducting regular performance appraisals allows HR to measure

employee performance, provide feedback, and identify areas for improvement. This helps in
maintaining performance standards and ensuring accountability.

5. Employee engagement initiatives: Organizing team-building activities, employee

recognition events, and promoting a positive work culture can enhance employee morale and
engagement.

KEY LEARNINGS (INDUSTRY ANALYSIS)

1. Introduction and Overview of THDC India
• THDC India Limited, a Joint Venture of Govt. of India and Govt. of Uttar Pradesh,
is a Public Sector Enterprise under the administrative control of the Ministry of
Power (MoP), Government of India (GoI) and registered as a Public Limited
Company in July-88 under the Companies Act, 1956. The Equity of the company
is shared between GoI and Go UP in the ratio of 75: 25. THDCIL was conferred
‘Mini Ratna–Category-I Status in Oct-09 and up-graded to Schedule ‘A’ PSU in
July-10 by the Govt. of India.
• THDCIL was constituted with the sole objective to develop, operate & maintain the
2400 MW Tehri Hydro Power Complex and other Hydro projects. The 2400 MW
Tehri Hydro Power Complex comprises (1) Tehri Dam & HPP (1000 MW), (2)
Koteshwar HEP (400 MW) (3) Tehri PSP (1000 MW).
• The Memorandum and Articles of Association of the Company have been modified
on 31st Aug-2010 to reflect the current business reality of projects outside
Bhagirathi Valley. The object clause of the Company has been amended to

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 incorporate the development of Conventional / Non-conventional / Renewable
sources of Energy and River Valley Projects.

ECONOMIC FACTORS THAT INFLUENCE THDC

THDC India Limited (formerly known as Tehri Hydro Development Corporation) is a power
utility company in India. Several economic factors can influence THDC India, both at the
macroeconomic level and within the energy sector. Here are some key economic factors that can
impact THDC India:

1. Economic Growth: The overall economic growth of the country has a significant influence on
THDC India. During periods of high economic growth, there is an increased demand for electricity,
which can benefit THDC India by driving up power consumption and revenues.

2. Energy Demand and Consumption: The level of energy demand and consumption in the country
affects THDC India's operations. Factors such as population growth, industrial activity,
urbanization, and technological advancements contribute to changes in energy demand. THDC
India needs to consider these factors when planning its power generation and distribution
strategies.

3. Government Policies and Regulations: Government policies and regulations play a crucial role
in shaping THDC India's operations. Policies related to power generation, pricing, subsidies,
renewable energy targets, and environmental regulations can significantly impact the company's
business model and profitability.

4. Fuel Prices: The cost of fuel, such as coal, gas, and oil, can impact the operational expenses and
profitability of thermal power plants operated by THDC India. Fluctuations in fuel prices can
influence the company's cost of production and pricing strategies.

5. Exchange Rates: THDC India may import equipment, technology, or raw materials, and
fluctuations in exchange rates can affect the company's expenses. A favorable exchange rate can
help reduce the cost of imports, while an unfavorable exchange rate can increase costs.

6. Infrastructure Development: Adequate infrastructure, such as transmission lines and grid

connectivity, is crucial for THDC India to efficiently supply electricity to consumers.

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Infrastructure development policies and investments in the power sector can impact the company's
operations and expansion plans.

7. International Energy Prices: THDC India's operations can be influenced by international energy
prices, particularly in the case of hydroelectric power generation. Fluctuations in global energy
prices, including crude oil and natural gas, can indirectly impact the cost of electricity generation.

8. Plant Load Factor (PLF): PLF is a measure of the capacity utilization of a plant by the maximum
possible energy that could have been generated. A higher PLF indicates better capacity utilization
and can have a positive impact on the company's economic performance

9. Tariff structure: The tariff structure for THDC India's operating hydro project portfolio is a cost-
plus structure, which means that the company is allowed to recover its costs plus a reasonable
return on investment. This can have an impact on the company's economic performance.

SWOT ANALYSIS OF THDC

Opportunities and Threats have to be against strengths and weaknesses to be analyzed. The SWOT
analysis of THDC is as below:

STRENGTH:

Strong technical skill base:

a) Project implementation: THDCIL has strong technical skills in the development of Hydro,
Wind, and Solar Power Plants and Plant Operations. The total installed capacity is 1424 MW. It It
includes 1000 MW Tehri Dam & HPP (World’s 4th highest dam in its category) which was
conferred with ICOLD Award for its technical complexities and 400 MW Kotshwar HEP which
was conferred with PMI Best Project Award. Installed capacity also includes 113 MW wind and
50 MW solar Power Plants commissioned before schedule. With three already operational Hydro
Power Plants of 1424 MW including Tehri HPP& Dam (3rd highest in the world in its category),
two Wind Power Plants of 113 MW, and one Solar Power Plant of 50 MW THDCIL has proven
its presence and expertise in power sector well ahead of others. This experience has created gems
of technical know-how and established THDCIL a company full of exceptionally strong technical
base among its competitors in the Power Sector.

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b) Power Plant Operation & Maintenance: With vast experience gathered in in-house operation
and maintenance of its operational Power Plants, THDCIL has developed expertise resulting in
continuous un-hindered quality power generation and achievement of plant availability well
beyond normative values. THDCIL’s two operational Hydro Power Stations (Tehri HPP and
KHEP) played a key role in ensuring Grid Stability during “Prime Minister’s 09 Minutes Switch
off Lights Call” at 9 PM on 05.04.2020., as it provided the flexibility of a quick generation ramp
down and ramp up.

• Capable in handling complex issues of Environmental and R&R involved in the implementation
of Hydro Electric Generation Projects: THDCIL follows best international practices for the
protection of the environment. A responsible, proactive approach toward Environment protection
during Project construction and plant operations minimizes the complexities and contributes to
reducing our carbon footprints. With the in-principle approach to deal with the Rehabilitation &
Resettlement issues with a human face, THDCIL had carried out massive R&R in the
implementation of Tehri Hydro Power Complex including rehabilitation of Old Tehri Town with
the development of New 11 Tehri Town (the only planned city in a hilly region in India). The
experience and learning are presently being implemented in VPHEP & Khurja STPP. Going
further, THDCIL has been helping local communities by developing infrastructure and taking
various initiatives in the field of health, education, women empowerment, rural development, etc.

• Exceptional Engineering and construction skills in underground works in complex Himalayan

Geology: Hydro Power Projects are generally in young Himalayan regions where the geology is
very complex. Having Commissioned Tehri Dam & HPP in 2006-07, and Koteshwar HEP in 2011-
12, successfully encountering the geological challenges, the expertise has been effectively utilized
in 1000 MW Tehri PSP where all geological challenges have been tackled successfully. This rich
experience in engineering and construction has been getting due recognition and THDCIL is
providing various engineering consultancy to State Governments in their Projects.

• Efficient Operation and Maintenance: THDCIL has gathered vast experience in in-house
operation and maintenance of its operational Power Plants. THDCIL has developed enormous
expertise and continually looking towards maximizing plant performance, effective monitoring,
minimizing accidents, and working smartly. This resulted in continuous un-hindered quality power
generation and achievement of plant availability well beyond normative values. THDCIL’s two

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operational Hydro Power stations (Tehri HPP and KHEP) played a key role in ensuring Grid
Stability during “Prime Minister’s 09 Minutes Switch Off Lights Call” at 9 PM on 05.04.2020., as
it provided the flexibility of a quick generation ramp down and ramp up and as they took the least
time to switch on or off.

• Automated Plant Monitoring: Plants are being monitored through the SCADA (Supervisory
Control and Data Acquisition) system, which uses computers, and network data communication
supported by the graphical user interface, which resulted in high-level supervisory management of
the plant. • Competent and committed workforce: THDCIL has an exceedingly strong asset of a
highly technical, professional Management team and an excellent team of Support Staff consisting
of 1736 employees (as on 31st March 21).

• Strong Financial Management: THDCIL is a profit-making Company, ever since the

commissioning of its maiden project, Tehri HPP in the year 2006-07. With Reserves and Surplus
more than Paid-up Capital, the company has a robust platform to invest its resources for future
expansion/capacity addition programs.

• High employee retention rate: THDCIL has an exceedingly high retention rate of exceptionally
skilled, highly experienced, and motivated staff.

WEAKNESS:

• Slow recovery of outstanding dues from DICOMs. (Despite of opening of LC by DISCOMs as

per the mandate given by GoI, outstanding dues of DISCOMs, adversely affect the financial health
of the company.)

• Being Hydro projects in the complex Himalayan Region, Geological surprises encountered result
in delay leading to time and cost overrun and increase in tariff.

• Very high gestation period is adversely affecting the development of Hydro Power Projects. •
Delay in tapping potential opportunities.

• Rising contingent liabilities.

• Procedural constraints associated with Public Sector ownership.

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• Natural Attrition- Major chunk of the experienced workforce in the Company shall retire by
2024-25. Which will create a knowledge drain situation in the Company. Timely & adequate
recruitment will help the company in preventing a knowledge drain situation.

OPPORTUNITIES:

• Enormous untapped Hydro Power potential and rising share of infirm renewable injection:
Enormous Hydro Power potential available in India remains untapped. The current thrust towards
renewable energy paves the way for expeditious implementation of more Hydro/ Pumped Storage
plants for providing peaking support to the grid.

• Opportunities in other Countries: There is huge potential for growth of the business outside
India, particularly in countries, where the Government of India provides bilateral support,
such as Nepal and Bhutan. Potential markets can be developed through collaborations with
other firms to strengthen business development activities and expand its Geographical
presence.
• Strategic diversification: THDCIL has diversified into conventional (Thermal) and non-
conventional (Wind & Solar) sources in India and looking ahead for similar opportunities
abroad.
• Thermal Power: Khurja Super Thermal Power Plant of 1320 MW having an annual
generation of 9828 MU would be ready by 2024-25.
• Wind Power: Already commissioned two Wind Projects totaling 113 MW capacity.
Looking forward to other projects.
• Solar Power: THDCIL commissioned a 50 MW Solar PV Project with 10 years O & M in
Kasargod, Kerala on 31.12.2020 and dedicated to the Nation by Hon’ble Prime Minister
on 19.02.2021. After the successful venturing into wind Solar and Thermal Power, the
opportunities for the development of UMREPPs through SPV are being explored. With the
simultaneous execution of 2000 MW UMREPPs in the state of Uttar Pradesh, 1500 MW
UMREPPs in the state of Rajasthan are to be developed with the formation of JVC with
Rajasthan Renewable Energy Corporation Ltd. (RRECL).

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 • Engineering Consultancy: There is an opportunity for providing more Engineering
Consultancy to Uttarakhand /Himachal State Governments in the treatment of hill slopes
caused by the heavy rains. With enormous expertise available and experience in the
treatment of chronic hill slope stabilization, 13 THDCIL has completed various
consultancy projects and engineering solutions for other Govt. Organizations and more are
in the pipeline.

THREATS

• Opposition to Hydro Power Projects: The opposition to Hydro Power Projects on

environmental and religious grounds by pressure groups delays Project Clearances and
implementation.
• Cumbersome Procedure & Delay in Clearances: The capacity addition program of Hydro
Projects gets badly affected due to delays in obtaining environmental, forest, and Wild Life
clearances for projects, due to existing stringent norms and cumbersome procedures of GoI.
In addition, there are threats of an increase in e-flow by enforcing agencies which leads to
the risk of abandoning the project, even after incurring huge expenditures on feasibility
studies/ investigations.
• Cumbersome Land acquisition process: Present land acquisition process for infrastructure
work as well as the project’s components including submergence is quite an encumbrance
and time-consuming. The project should be awarded when all statutory clearances and
more than 80% of land acquisition are in place.
• Poor financial health of the Civil Contractors of the Hydro Sector: The experienced
Contractors of the Hydro Sector in India are facing a huge cash crunch which limits their
abilities to perform effectively in project construction.
• Natural Calamities and Geological uncertainties: The Hydro projects are mainly located in
hilly terrains. The hilly terrains are posed by threats of natural calamities like landslides,
frequent hill slope failures resulting in road blockades, and the increasing phenomenon of
cloud bursts. Geological surprises in complex and young Himalayan regions create
hindrances in construction activities. These natural calamities and Geological uncertainties,

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 adversely impact the construction schedules leading to huge time & cost overruns which
eventually increases tariff.
• Skilled Labour Problem: Due to Covid-19 Lockdown, the entire labor force employed at
Projects, is moving toward their native places/hometowns, posing a severe threat to the
pace of work progress at sites even after the ease of the Covid-19 Lockdown.
• Deteriorating Financial Health of State DISCOMs: Inability of the DISCOMs to make
timely payments for power procurement, especially costly tied-up power. However, Govt.
has taken some steps/initiatives in this matter during the Covid-19 Lockdown.
• Changing Market Scenario: Availability of cheaper Power in the short-term market.
• Regulatory Risks: One of the major risks is that the Regulatory Authority may not consider
the total incurred cost of the Project for tariff. Additionally, time-to-time changes in tariff
regulations may also affect cash flows & operational profits.

Strategic Planning

The present installed capacity of THDCIL is 1587 MW having three hydro, two wind, and one
solar power plant. THDCIL envisages adding 2764 MW up to 2025-26 with the anticipated
commissioning of its three under-construction power projects namely Tehri PSP (4x 660 MW).
The installed capacity of THDCIL is envisaged to be 4351 MW during the year 2025-26. Further,

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THDCIL is developing 2000 MW Solar Power Parks in the State of Uttar Pradesh (Jhansi600 MW,
Lalitpur-600 MW, and Chitrakoot-800 MW) through a Joint Venture Company namely ‘TUSCO
Ltd.’ between ‘THDCIL’ and ‘UPNEDA’ Unit/Agency of Govt. of U.P.), which has been
registered in Sep’2020. Hon’ble Prime Minister of India laid the foundation stone of 600 MW
Ultra Mega Solar Power Parks in district Jhansi (UP) in Nov’2021. THDCIL has also signed a
MoU with RRECL (Rajasthan Renewable Energy Corporation Ltd.) on 15th Apr’2022 for the
development of 10,000 MW Ultra Mega Renewable Energy Parks in the 5 Rajasthan state. The
RE parks will be developed through an SPV in the form of a JV company between ‘THDCIL’ and
‘RRECL’. A Joint Venture (JV) Company between THDCIL and RRECL named ‘TREDCO
Rajasthan Ltd.’ has also been incorporated on 25.03.2023. In addition, the Ministry of Power, GOI,
has allotted two hydro projects in Arunachal Pradesh; 1750 MW Demwe Lower and 1200 MW
Kalai-II in Lohit Valley for carrying out suitable analysis and preparation of an evaluation report.
THDCIL is also planning to implement ‘Green Hydrogen’ as a pilot project of 1 MW capacity
(Electrolyser & Fuel-cell based micro-grid system) at THDCIL Office Complex, Rishikesh
(Uttarakhand). Further to explore future possibilities of energy generation from Renewable
Sources, Energy Efficiency and Environment Technologies an MoU has been signed between
THDCIL and IREDA on 3rd Dec’21 to collaborate in the field of renewable energy for a period
of 5 years. THDCIL is also exploring possibilities for developing Hydro Electric, Pumped Storage,
and Renewable Energy Schemes in various parts of the country and neighboring Countries.
Ministry of Power has indicated 10 Nos. Pump Storage Projects to THDCIL with a total capacity
of 12,555 MW in the state of Uttarakhand, Maharashtra, Tamil Nadu, and Kerala to take up the
matter with the concerned State Governments, carry out suitable analysis and prepare the
evaluation reports expeditiously. A consultant for the preparation of Pre- Feasibility Reports of
PSPs indicated to THDCIL has already been appointed.

The work of preparation of PFRs of some projects is in progress. THDCIL has been granted a
Power Trading Licence for the trading of electricity in the whole of India. THDCIL is also trying
to get power projects in other countries also viz. 2585 MW Sankosh HEP (Storage Project) and
180 MW Bunakha HEP both in Bhutan, 1305 MW Suusamyr-Kolomeren HPP in Kyrgyzstan, and
50 MW Ground Mounted Solar Power Project in Ghana. The Corporation intends to provide
consultancy/ project implementation services to other CPSUs/ States/ Private sectors in the
implementation of the Hydro Power Projects.

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Looking Ahead

The present installed capacity of THDCIL is 1587 MW having three Hydro, two Wind, and one
Solar Power Plant. THDCIL envisaged adding 2764 MW up to 2024-25 with the anticipated
commissioning of its three under-construction power projects namely Tehri PSP (4x250 MW),
Vishnugad Pipalkoti HEP (4x111 MW) and Khurja STPP (2x660 MW). The installed capacity of
THDCIL is envisaged to be 4351 MW by the end of the year 2024-25. THDCIL is developing
2000 MW Solar Power Parks in the State of Uttar Pradesh, Jhansi (600 MW), Lalitpur (600 MW),
and Chitrakoot (800 MW) through a Joint Venture Company namely ‘TUSCO Ltd’ between
‘THDCIL’ and ‘UPNEDA’ (a Unit/Agency of Govt. of U.P.) registered in Sep’2020 with equity
participation in the ratio of 74:26. In principle approval for 2000 MW Solar Power Parks has been
accorded by ‘MNRE’. 6 An MoU has been signed between THDCIL and RRECL in Apr’2022 for
the development of 10,000 MW Ultra Mega Renewable Energy Parks in the Rajasthan state. The
RE parks will be developed

through an SPV in the form of a JV company between THDCIL and RRECL (Rajasthan
Renewable Energy Corporation Limited). The work of preparation of DPR of the project ‘Bokang
Bailing HEP’ on river Dhauliganga (a tributary of Kali/ Sarda River) in District Pithoragarh
(Uttarakhand) with a proposed installed capacity of 165 MW is in progress. Ministry of Power,
GOI, has entrusted THDCIL with the development of the Lohit Basin in Arunachal Pradesh also
which includes the development of Kalai-II HEP (1200 MW) and Demwe (Lower) HEP (1750
MW). The government of Maharashtra entrusted two Pumped Storage Schemes (PSS) namely
Malshej Ghat (700 MW) and Humbarli (400 MW) for updating DPR. DPR for Malshej Ghat has
been submitted to the Government of Maharashtra for the signing of the Implementation
Agreement. Under India- Bhutan cooperation in Hydro Power Sector development, MOP allotted
in Bhutan two projects namely the Sankosh Storage Project (2585 MW) for updating of DPR and
Bunakha HEP (180 MW) for updating of DPR as well as subsequent implementation on
Intergovernmental Authority Model/JV with Bhutanese PSUs. DPR of both projects has been
submitted. THDCIL endeavors to undertake projects and participate in Govt. of India’s National
Hydrogen Mission. THDCIL is also planning to implement ‘Green Hydrogen’ as a pilot project of
1MW capacity (Electrolyser & Fuel-cell micro-grid system) at THDCIL Office Complex,
Rishikesh (Uttarakhand). THDCIL is exploring faster development of the hydro sector in

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Uttarakhand through a Joint Venture Company of ‘THDCIL’ and ‘UJVN’ (a PSU of GoUK).
THDCIL is exploring possibilities for the development of Pumped Storage Plants in Kerala State.
The discussions are in progress with ‘Kerala State Electricity Board Ltd’. THDCIL is also
exploring possibilities for developing Hydro Electric, Pumped Storage, and Renewable Energy
Schemes in various parts of the country and neighboring countries. THDCIL endeavors to
undertake the development of floating Solar Power Plants on existing reservoirs & canals of
irrigation & hydro projects in India. THDCIL intends to provide consultancy/ Project
implementation services to other CPSUs/ States/ Private sectors in the implementation of the
Hydro Power Projects. Further to explore future possibilities of energy generation from Renewable
Sources, Energy Efficiency and Environmental Technologies an MoU has been signed between
THDCIL and IREDA in Dec’2021 to collaborate in the field of renewable energy for a period of
5 years. THDCIL have one Grid Connected Roof Top Solar Power Plant of 500 KWp capacity at
THDCIL premises, Rishikesh since the year 2017. Another Grid Connected Roof Top Solar Power
Plant of 500 KWp capacity is planned to be installed at THDCIL, Rishikesh.

through an SPV in the form of a JV company between THDCIL and RRECL (Rajasthan
Renewable Energy Corporation Limited). The work of preparation of DPR of the project ‘Bokang
Bailing HEP’ on river Dhauliganga (a tributary of Kali/ Sarda River) in District Pithoragarh
(Uttarakhand) with a proposed installed capacity of 165 MW is in progress. Ministry of Power,
GOI, has entrusted THDCIL with the development of the Lohit Basin in Arunachal Pradesh also
which includes the development of Kalai-II HEP (1200 MW) and Demwe (Lower) HEP (1750
MW). The government of Maharashtra entrusted two Pumped Storage Schemes (PSS) namely
Malshej Ghat (700 MW) and Humbarli (400 MW) for updating DPR. DPR for Malshej Ghat has
been submitted to the Government of Maharashtra for the signing of the Implementation
Agreement. Under India- Bhutan cooperation in Hydro Power Sector development, MOP allotted
in Bhutan two projects namely the Sankosh Storage Project (2585 MW) for updating of DPR and
Bunakha HEP (180 MW) for updating of DPR as well as subsequent implementation on
Intergovernmental Authority Model/JV with Bhutanese PSUs. DPR of both projects has been
submitted. THDCIL endeavors to undertake projects and participate in Govt. of India’s National
Hydrogen Mission. THDCIL is also planning to implement ‘Green Hydrogen’ as a pilot project of
1MW capacity (Electrolyser & Fuel-cell micro-grid system) at THDCIL Office Complex,
Rishikesh (Uttarakhand). THDCIL is exploring faster development of the hydro sector in

27 | P a g e
Uttarakhand through a Joint Venture Company of ‘THDCIL’ and ‘UJVN’ (a PSU of GoUK).
THDCIL is exploring possibilities for the development of Pumped Storage Plants in Kerala State.
The discussions are in progress with ‘Kerala State Electricity Board Ltd’. THDCIL is also
exploring possibilities for developing Hydro Electric, Pumped Storage, and Renewable Energy
Schemes in various parts of the country and neighboring countries. THDCIL endeavors to
undertake the development of floating Solar Power Plants on existing reservoirs & canals of
irrigation & hydro projects in India. THDCIL intends to provide consultancy/ Project
implementation services to other CPSUs/ States/ Private sectors in the implementation of the
Hydro Power Projects. Further to explore future possibilities of energy generation from Renewable
Sources, Energy Efficiency and Environmental Technologies an MoU has been signed between
THDCIL and IREDA in Dec’2021 to collaborate in the field of renewable energy for a period of
5 years. THDCIL have one Grid Connected Roof Top Solar Power Plant of 500 KWp capacity at
THDCIL premises, Rishikesh since the year 2017. Another Grid Connected Roof Top Solar Power
Plant of 500 KWp capacity is planned to be installed at THDCIL, Rishikesh.

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Objective of the study
The study was get to know about day to day HR activity on THDC India limited and THDC was
maintaining the new joiner files and verified his/her documents. Some others objectives of the
study as below:

• The objective of the study is to get certification in THDICIL recruitment policy and HR
documentation.
• To know about the recruitment and selection in THDC.
• To know the addition of new employees in the system of THDC.
• To study the content involved in the recruitment process of THDC.
• To, study the content involved in the payroll of THDC.

Recruitment

I learned about recruitment factors which considered for hiring in THDC as below:

Internal Factors

• Recruiting policy
• Temporary and part-time employees
• Recruitment of local citizen
• Cost of recruitment

Eternal Factors

• Economic Factors
• Technological Factors

a) I asked some common questions to all new joiners before joining.

b) I have done document verification of joiner with the provided document at the time
application.

c) I have also completed biometric process to new joiners.

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Steps of recruitment process in THDC

Sources of Recruitment:

There are two sources of recruitment process, and these are;

A. Internal source of recruitment

B. External source of recruitment

A) Internal Recruitment:

The first step in THDC creating a successful recruitment process is creating and using an internal
recruitment policy. The policy describes what internal applicants can expect during the selection
process and whether applying for an internal position will affect their current ones.

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B) External Source:

THDC is using below external source for recruitment

• Advertisement
• Internship
• Posted CV’s

Selection

Selection is the process through which we nominate and then select the best people for the
THDC.

Steps as below

• Short-listing
• Written Test
• Interview
• Background Check
• Verbal Offer
• Written letter of offer

Questions list for before on-boarding to the candidate -

• will you surely join the THDC at joining date?

• Do you want to relocate?
• Are you ready to be available for company accommodation?
• Did you prepare all the documents required at joining time?
• Any help please let me know

I have done my task mainly workers personal life in THDC recruitment process. The major
documents must need to keep in personal file: such as Appointment Letter, Educational
Certificates, Citizenship Certificate, Nationality Certificate, Character Certificate, Physical Health
Certificate, Blood Group Checking Report, Employee History Background and Reference Check,
And Employee Information etc. I prepares those documents.

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Scope of study

a) PAYROLL
1. Manage the payroll: The strict regulation laid down by the government makes it mandatory
and crucial for maintaining accurate and up-to-date records for all employees.
2. Compensation Management:
• Generate a slip for all employees instantly.
• Salary computation with consider attendance, leave, and overtime while calculating
monthly salary.
• Manage revision towards salary and calculate errors.
3. Organize employee records:
• Create and maintain employees’ records/contact number32s/personal details/bank
accounts, etc.
• Simplify payroll by categorizing employees and organizational structure according
to various categories, groups, offices, and departments.
4. Take care of all the taxes while computing salary:
• This involves the efficient and accurate computing of various taxes like provident
funds, company provident funds, gratuity, group scheme-linked insurance, income
taxes, etc.

b) Recruitment for Manager Post

THDC invites applications from dedicated, result-oriented, and dynamic candidates with good
experience and academic records to join as Managers in various disciplines.

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S.NO. NAME OF POST No. of UR EWS OBC SC ST PwBDs
AND PAY SCALE posts (NCL)

1. Manager (O&M) for 11 05 01 03 01 01

Super Critical Thermal
Power Plant on Regular
Basis (E-5 level)
2. Manager (Chemistry) 01 01 Nil Nil Nil Nil
for Super Critical
Thermal Power Plant on
Regular Basis (E-5
level)
3. Manager (Business 05 03 Nil 01 01 Nil
Planning and
01
Development) regularly
(E-5 level)
4. Manager (Renewable 07 03 01 02 01 Nil
Energy) regularly (E-5
level)

5. Manager (Hydro civil 05 02 Nil 01 01 01

Design) regularly (E-5
level)

Post reserved for Person’s Benchmark Disabilities (PwBD)

From the post indicated by SI No.1 to 6 in the table above, 01 post is reserved. The vacancies for
Persons with Benchmark Disabilities (PwBDs) are reserved as per Government guidelines for the
posts identified:

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List of Abbreviation:

Abbreviation Definition
D Deaf
HH Hard of Hearing
OA One Arm
OL One Leg
CP cerebral Palsy
LC Leprosy Cured
DW Dwarfism
AAV Acid Attack Victim
ASD(M) Autism -Spectrum Disorder (Mild)
SLD Specific Learning Disability
MI Mental Illness
MD Multiple Disabilities

Post/ SI No. In table above Post identified suitable for

SI No. 1,3,5, & 6 a) D, HH

b) OA, OL, LC, DW, AAV
c) SLD, MI
d) MD involving (a) to (c) above
SI No. 2 a) HH
b) OA, OL, CP, DW, AAV
c) SLD, MI
d) MD involving (a) to (c) above
SI No. 4 a) D, HH
b) OL, DW. AAV
c) ASD (M), SLD, MI
d) MD involving (a) to (c) above
1) Post No. 01- Manager (O&M) for Super Critical Thermal Power Plant (11 Nos.)

Qualification: Full-Time B. E/ B. Tech / B. Sc (Engg.) in Mechanical / Electrical/ Industrial/

Production/C&I/ Electronics/ E&C discipline from a recognized University or institute recognized
by appropriate statutory authority in India with not less than 60% marks.

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Experience: The candidate must possess a minimum of 11 years of post-qualification experience
working in a large thermal power station out of which at least 3- years in immediate lower grade/
scale (CDA/ IDA) IDA Pay Scale: 70,000-3%-2,00000 or equivalent level/ post profile (Private
Sector). Equivalent level (private sector): Rs.23 lakh p.a. CTC.

The overall experience requirement of a minimum of 11 years of post-qualification experience

shall include at least 04 years in one of the following areas in Super Critical Thermal Power Plant:

• Mechanical Maintenance:
a) Maintenance activities of thermal power plant equipment such as supercritical
boilers and auxiliaries, steam turbine generators, and auxiliaries, the balance of
plant systems, etc.
b) Coordination with maintenance agencies and ensuring statutory compliances.
c) Carrying out overhauls of major equipment within cost and time parameters.
d) Compliance with environmental and statutory norms.
e) Knowledge of tariff regulations, grid code, and best industry practices on
efficiency and commercial issues.
• Condition Monitoring and Efficiency:
a) Knowledge of various techniques for condition monitoring and analysis of
parameters to ensure health and risk assessment of vital assets.
b) Budgeting, scheduling, and optimization of planned overhauls for reliability and
sustainable plant performance.
c) Knowledge of thermodynamics calculation.

2) Post No.02- Manager (Chemistry) for Super Critical Thermal Power Plant (01Nos.)

Qualification: Full-Time M.Sc. in Chemistry from a recognized University or institute

recognized by appropriate statutory authority in India with not less than 60% marks.
Experience: The candidate must possess a minimum of 11 years of post-qualification
experience working in a large thermal power station out of which at least 3- years in immediate
lower grade/ scale (CDA/ IDA) IDA Pay Scale: 70,000-3%-2,00000 or equivalent level/ post
profile (Private Sector). Equivalent level (private sector): Rs.23 lakh p.a. CTC.

35 | P a g e
The overall experience requirement of a minimum of 11 years of post-qualification experience
shall include at least 04 years in one of the following areas in Super Critical Thermal Power Plant:

• Analysis of chemical parameters of water/ steam/ oil/ and lubricants.

• Specification of quality parameters of chemicals used in Thermal Power Station.
• Process control of production and storage of DM water/ clarified water to ensure quality.
• Calibration of instruments.
• Testing and certification process of oils and lubricants.
• Monitoring of environmental parameters.

3) Post No.03- Manager (Business Planning and Development) (05-Nos.)

Qualification: Full-Time B. E/ B. Tech / B. Sc (Engg.) in any engineering discipline with MBA

from a recognized University or institute recognized by appropriate statutory authority in India
with not less than 60% marks. Knowledge of Business Analytics tools will be an added advantage.

Experience: The candidate must possess a minimum of 11 years of post-qualification experience

working in a large thermal power station out of which at least 3- years in immediate lower grade/
scale (CDA/ IDA) IDA Pay Scale: 70,000-3%-2,00000 or equivalent level/ post profile (Private
Sector). Equivalent level (private sector): Rs.23 lakh p.a. CTC.

The overall experience requirement of a minimum of 11 years of post-qualification experience

shall include at least 04 years in Strategic Planning/ Business Development / Business Analytics
functions and should possess the following qualities:

• Ability to analysis emerging business challenges, potential risks, and opportunities,

anticipate future trends and evaluate various options to develop a model for effective
strategies and prioritize business plans.
• Ability to understand business situations and suggest ways forward for achieving business
outcomes.
• Knowledge and understanding of the regulatory framework.
• Project monitoring activities and MIS.

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 Findings

Workplace Culture

Culture influences communication, I learned that every company or organization has its own
culture. It’s essential to observe others and learn how they engage and interact with co-workers,
or help them with projects and tasks. I quickly learned that whenever something is unclear for me,
or I don’t understand, it’s fine to ask for clarification.

Communication Skills

I learned how to communicate and build relationships with the people I worked with. I learned
how to introduce myself, talk about my interests, knowledge, and skills with my senior workers,
as well as how to ask questions and gain a better understanding of HR practices, and payroll
management. This process overall helped me develop my professional network and emphasized
the importance of creating these connections. I also connected with most of them via LinkedIn,
which is a great networking platform for professionals.

Selection Process Data Report

I learned how to make a list of candidates who applied to THDC for the different categories in the
manager post, checking their eligibility criteria and matching with THDC criteria, work
experience, and salary, and then selecting the candidates who pass the eligibility criteria for further
process.

Payroll and Compensation Management

I also learned how the payroll management process works in THDCIL. Proper channelizing of
documents and how to justify the pay scale of employees as per their position was a bit difficult
but HR senior officer helped me in channelizing of documents and justifying the pay scale of
employees

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Performance Evaluation:

The evaluation of employee’s performance of THDC is not properly done by the HR division.

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 Analysis of findings
I have done internship in THDC Rishikesh. I attempted to learn more about the THDC Human
resource procedures. I gathered data from the THDC internal employee portal and associated
information from the employees to do my investigation. If THDC human resources department
should completely convey incentive aspects to its employees in order to ensure job happiness. I
personally obtained some findings from THDC over this brief term of the 6 weeks internship
program and I am adding some analysis to the data.

Human Resource Planning in THDC

Human resource planning helps THDC human resource managers to foresee the next upcoming
new employee and ensure that competent personnel are still available. THDC human resource
planning is adaptable enough to meet the demand of short term contracted staffing while also
adjusting to the changing conditions of the long term THDC environment. The human resource
department normally prepares the following measures to achieve the THDC objectives: find and
recruit competent people, choose, train and reward the most capable individual, manage disputes
and absences, employees are either promoted or may be fired.

Recruitment and Selection

The most important components of a human resource department job at THDC is the recruiting
and selection process. The effectiveness of an organization’s hiring capacity determines its degree
of execution. THDC has developed and implemented a job posting technique in order to maximize
the effectiveness of their organization and make the most use of their HR. The method THDC
encompasses the supporting aspects is an efficient and cost effective recruiting methods. They are
identify and priorities posts, candidate objective, candidate category, employment source,
qualified employers and evaluate applicants are the ones to look for. To find appropriate applicants
THDC uses its own developed selection technique. Each step is successfully deleted before the
requester moves on to the next in this manner. Screening resumes or applications, written test,
employment interview, reference check, final approval, employee and induction are all part of the
THDC selection process. THDC always circulate the job post over newspapers or respective portal.

39 | P a g e
 Conclusion
From 19th July to 1st September 2023, I had the privilege of completing my summer internship
at THDCIL, a prominent company in the power sector. The internship took place in the HR-
Establishment department, where I was able to gain valuable insights into the organization’s
operations and contribute to various projects.

Throughout the internship, I had the opportunity to work on significant projects, including the
“Recruitment practices and payroll management of HR(Establishment) department at
THDCIL, Rishikesh”. I successfully accomplished and completed my internship, which made
a positive impact on the company’s operations and efficiency.

During my time at THDCIL, I sharpened my skills in communication, leadership, teamwork,

employee relation, grievance handling, and many more. The hands-on experience allowed me
to understand the practical applications of concepts I learned in my academic studies and
improved my ability to data collection, analyze, summarize, interpret the results, and also
maintain the records of the employees working in the organization on a daily basis. I am
grateful for the guidance and feedback provided by my supervisors and mentors at THDCIL.
Their valuable insights not only helped me improve my technical skills but also enhance my
professional conduct and communication abilities.

I greatly enjoyed working in a collaborative environment at THDCIL. The camaraderie with

my colleagues and the support of the team fostered a conducive atmosphere for creative
problem-solving and innovative thinking.

The insights gained during my internship have reaffirmed my passion for the HR-
Establishment sector, and I am enthusiastic about exploring further opportunities in this field.
The experiences and skills I acquired at THDCIL will undoubtedly influence my future career
decisions and academic pursuits positively.

In conclusion, my internship at THDCIL has been a transformative experience, providing me

with valuable skills, knowledge, and a deeper understanding of the HR-Establishment sector.

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Recommendations

• The organization should practice proper THDC guideline. The purpose of Human Resource
Management is to improve the productive contribution of people.

• To get effective and efficient employee, THDC should arrange proper training and development
programs specially for interns.

• The entire HR department should be clear about Job description to various categories.

• Payroll management system should be improve and system include the expenses of purchasing
and upgrading the system and the time and resources needed to use the program.

• To evaluate employee’s performance; the management should follow promotion policy properly.

• CTC should be justify for eligible candidate, sometimes they are vary in terms of providing
salary for same post.

• Periodical performance appraisal and giving recognition and rewards to the qualified employees
to keep motivating them.

• Internship projects should be designed to be achievable within a short period and should be allow
for in-depth investigations or comprehensive analysis.

• Proper training needed for ensuring efficient performance of the employees.

• THDC Management should hire specialist for each individual sector.

• THDC management avoids such unforeseen events, changes in project requirements, or external
factors beyond the intern’s control could impact the project’s progress.

• Summer internships should be usually have a long duration, which might be sufficient to explore
complex or extensive research questions fully.

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 Bibliography and Reference
1- www.wikipedia.com

2- https://www.thdc.co.in/

3- https://core.ac.uk/
4- Human Resource Management: Fisher, Schoenfeldt, Shaw 6th Ed
5. www.ETEnergyworld.com. "R K Vishnoi assumes charge as THDCIL CMD - ET EnergyWorld".
ETEnergyworld.com. Retrieved 7 July 2022.

6. "THDC Ltd". Archived from the original on 20 March 2014. Retrieved 19 July 2013.

7. "THDC India Limited".

8. "Press Releases | NTPC"

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