Problems of plenty

Problems of plenty

BHEL recruited us with a slogan “Future is Bright”. Prime minister Indira Gandhi had declared an internal emergency in June 1975. While coming from Trichy town to BHEL township, a huge hoarding greeted us. It said “There is no substitute for hard work” As part of National integration, a large number of North Indian Trainees were posted to Trichy and South Indians posted in North India.

After joining, we realised that our batch had the maximum number of Engineer Trainees across BHEL. Initially we were 180 divided in four batches as A to D, later to meet the government regulations on SC/ST quota additional ETs were recruited as E batch.

In 1975, BHEL as an organisation had recruited 600 ETs. In 1976, 750 ETs followed by two batches in 1977. This means more than 2500 ETs in 3 years of emergency. This recruitment was not a well-planned activity, but more of appeasement to the wishes of government.

The infrastructure was not planned for accommodating these executives. Large number of employees working in the units from 1964 were transferred to erection sites. This created office space for the new entrants.  Residential accommodation was another issue.

As a PSU, BHEL was required to follow the norms set by BPE (Bureau of Public Enterprises). These norms specify the grade wise area per employee as office space and residential accommodations. It also specified the ratio of number of quarters in each category. This meant that the new entrants would never get proper residential accommodation as per their grade.

With limited budget for employee welfare schemes, there was a long waiting list for Car loan and Home-loan. If a senior applied for a car loan again, he was given preference as management quota denying the eligible candidate for first time loan.

The ETs of these four batches (1975 to October 1977), mingled with each other and there was harmony. The large number also made their living comfortable in a place far from their native places. It was like continuation of college life.

As in any group there were some ambitious individuals, some clever and opportunist individuals, some hard workers, some intellectuals, and most of the people docile with no goals. Many happy go lucky people.  Traditionally people join a government/ PSU job for job security. Government job also ensures lifelong pension. Many employees retire on the day they join the job. They understand that for a peaceful life one should not create ripples. It is beneficial to pretend ignorance than showing eagerness to do a job or volunteer. That way you do not tread on someone’s toes and invite reprisal. The pay scales ensure that there is not much difference between the earnings of a high performer and a retard. PSU increments are miniscule and not enticing. A performer gets transferred from one challenge to another and has a disturbed family life. On the other hand, the average person is hardly disturbed as there are no takers for him.

Around 1977-78, BHEL sets were underperforming and there was a lot of criticism. BHEL was also in the process of entering into a collaboration with KWU, a subsidiary of Siemens AG. BHEL undertook a program to stabilise the units commissioned and achieve rated capacity for these plants. Engineers from FES were posted to these projects to monitor their operations and give feedback to Engineering for corrective actions. This gave an opportunity to the FES engineers to choose a power plant near their native place and stay there. Dr Vasudevan came out with a scheme, to ensure that these do not become victims of TADA rules. He would ask them to visit a nearby place to break the tour duration at a place. FES engineers were happy to double their income as compared to the batchmates stationed at Trichy.

Some ETs tried their luck with UPSC exams as long as they were eligible. Some got selected and left BHEL. Some ETs tried their luck with ICWA and MBA entrance exams. Doing a part-time PG DBM was an option chosen by few when the opportunity was available for them.

Employees sent abroad were required to furnish additional Service bond. Some jumped the Service bond and left BHEL. Some waited for the bond obligation to be over before quitting and starting a new journey.

As the trainees started getting married, their lifestyle changed. Some had to abandon the earlier group of friends as their spouses did not appreciate the same. Pressure started building up on the Homefront to get a transfer to a place near native place. Circumstances in the families back home created the need to seek transfer. After 1981, there was a considerate view on people who wanted to migrate. Some were able to arrange mutual transfers, others managed to get recommendations for a transfer to desired location. At this juncture, BHEL introduced Circular 8. This circular specified that if one requests for a transfer to other unit on his own, he would forego seniority and would not be eligible for transfer benefits. Some desperate persons applied and were transferred to desired locations. Persons who had joined PPD were offered better remunerations and promotion opportunities by NTPC. Some took this offer and left BHEL. Some persons were asked by management to resign for indulging in activities against the interest of company.

The large size of the batch had some advantages too. In every department there was a batchmate posted. These batchmates would cut red tape and help each other to get things moving. This camaraderie was seen across all units. Once the dealing executive knew that you belonged to 1976 batch, the attitude changed and things would get done out of turn.

There were other issues also faced due to the large size of the batch. HRDI conducted General Management Program (GMP) at Noida for Corporate cadre (Senior Manager and above) executives. They had limited capacity and people had to wait for years to get nominated for the program. Initially Directors were expected to interact with the GMP group and slots were allotted for the same. However, most of the times, the Directors avoided these interactions. To reduce the backlog for GMP, the program was started at BHEL RC puram in addition to HRDI Noida. In addition to GMP, HRDI used to conduct Advanced Management Program and Strategic Management Program. These programs helped executives to interact with other participants from other units and network.

The size of batches had impact on the promotion and transfer policies also. In the 1970s, there was an All-India Management pool consisting of managers from various PSUs. Slowly this got diluted and vanished.

Earlier Manager to Senior manager interview was conducted by Directors. By the time our batch became eligible the procedure was changed. Even for Senior manager to DGM promotion Directors stopped their participation in interviews. Till 1994, the transfer and posting proposals of Senior Managers & above were sent to the Corporate office and the orders were issued by Corporate office. After 1995, authority for these transfers was delegated to the region/unit and only submission of revised organisation chart was mandated. This was in total contrast to the organisation culture at the induction stage in 1976.

Today when we look back, we see different streams of people. Some have left for heavenly abode. Some successful in BHEL, other organisations or in their own businesses. Some not successful in BHEL or in the other organisations they joined. Unfortunately, no one rose the level of a Director in BHEL. Some tried their luck outside India, few succeeded, others came back and managed to float. Some joined family business. After retirement some are active social work.