INTERN REPORT.docx
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INTERNSHIP REPORT ON DEVELOPMENT AND ITS ROLE IN ONGC’S EFFECTIVENESS” “TRAINING & DEVELOPMENT AT OIL AND NATURAL GAS CORPORATION LIMITED (ONGC) (RAJAHMUNDRY (RAJAHMUNDRY ASSET)
A PROJECT SUBMITTED TO
SCHOOL OF MANAGEMENT NIT WARANGAL
SUBMITTED BY:
B.PRIYANKA 128911 SCHOOL OF MANAGEMENT NIT WARANGAL
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ACKNOWLEDGEMENT I feel a great pleasure to acknowledge my indebtness to my guide Mr. RAJESH KALEKURI (Manager, HR, and ONGC RAJHAMUNDRY ASSET).
It is a pleasure to express my thanks and gratitude to all the persons in ONGC RAJHAMUNDRY where I got the chance, support and encouragement that enabled me to conduct my study within the stipulated period of time.
I sincerely express my gratitude for their indigenous and able guidance, constant encouragement and for the discussion they had with the tenure of my work.
Thanks are also due to all members of HR Department, ONGC RAJHAMUNDRY for their constant guidance and responding to my questionnaire as and when asked to. I once again take the opportunity to convey my heartiest thanks to all those who were connected with project directly and have provided me with a wonderful experience and learning opportunity.
B.PRIYANKA 128911 SCHOOL OF MANAGEMENT
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CONTENTS
1. INTRODUCTION …………………………………………………………………..3 2. RESEARCH METHODOLOGY…………………………………………………10 3. INDUSTRY PROFILE …………………………………………………………..13 4. HISTORY………………………………………………………………………….. 13 5. ORGANISATIONAL CHART……………………………………………………15 6. HRM AT ONGC…………………………………………………………………….22 7. TRAINING AND DEVELOPMENT……………………………………………..25 8. RAJAHMUNDRY ASSET…………………………………………………………30 9. T&D AT ONGC…………………………………………………………………….36 10.SCREEN 10. SCREEN SHOTS…………………………………………………………………...42 11.DATA 11. DATA INTERPRETATION……………………………………………………….44 12. FINDINGS………………………………………………………………………….62 13. SUGGESTIONS……………………………………………………………………63 14. CONCLUSION……………………………………………………………………..64 15. BIBLIOGRAPHY…………………………………………………………………..65
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INTRODUCTION
The efficiency of any organization depends directly on the effective person’s performance in their current jobs. To perform effectively, development of personnel is essential even under the best suitable conditions; some sort of training is required. Development of personnel helps the organization in long-range effectiveness.
Today’s organizations need to have for their survival existence in the competitive world and effectiveness and which are increasingly making the training and development of their members of crucial and Strategic adaptability, and they are quality and continuous improvement, flexibility and completely next task boundaries and hence works relationships, and ways of working and thinking about work.
Today’s manager skill does not pertain to a specific job, his skills should present day manager is Global manger such development takes place through organized Planning, specifically designed to help individual develop their capabilities, which is known as training and people to perform the activities that have well-trained and experienced people to potential job occupant can meet this requirement training is not important.
But when this is not the case, it is necessary to raise the skill levels and increases the versatility and adaptability of employees. Inadequate job performance or a decline in productivity or changes resulting nut of job redesign or a technological breakthrough require some type of training and development efforts Having selected the most suitable for various jobs in the organizations through the application of scientific techniques, the next function of personnel management is to arrange for their training. All types of jobs in the organization usually require some type of training for their efficient performance.
Employee’s talents are not fully productive without a systematic training programme. Moreover, big organizations hire large number of young people every year who do not know how to perform jobs assigned to them in work organizations and they need to be trained by their employers. Even 4
those who have learn technical or professional concepts while at some college or institute must receive some initial training in the form of orientation training regarding the policies, practices and ways of their employing organizations.
The need for the systematic training has increased because of rapid technological changes, which create new jobs and eliminate old ones. New jobs required some sort of special skills, which may be developed in existing work force only by giving them necessary training. If, no formal training programme exists in the organization the employee tries to train him by trial or by observing the others. But in fact the absence of a systematic training programme will result in higher training costs. The employee will take a much longer training time in learning the skills. He may not able to learn the best operating methods.
CONCEPT OF TRAINING: A planned process to modify attitude, knowledge or skill behavior through learning, experience to achieve performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the Individual and to satisfy the current an d future needs of the organization.
TRAINING OBJECTIVES:
Objective of training is to prepare employees for the job meant for them.
While on first appointment or on promotion and impair them the required skill and knowledge.
Assist the employees to function more effectively in their present positions by exposing them to the least concepts, information, techniques and develop the skills and that would be required.
The objective is to build a second line of competent officers and prepare them to more responsible positions.
NEED FOR BASIC PURPOSE OF TRAINING:
A program of training becomes essential for the purpose of meeting the specific problems of particular organization arising out of the introduction of new limes of production, changes in design, the demands of competition and economy. The quality of material processed individual adjustments, promotions, carrier developments job and personnel changes and changes in volume of business. 5
Collectively these purposes of organizational training programmers are to enhance overall effectiveness. The need for the training of employees would be clear from the set objectives. Some of the observations made in formulating the objectives are as follows:
To increase the productivity
To help the company to fulfill its future personnel needs,
To improve organization climate
To improve the health and safety
Personal growth and heightened morale
Reduced supervision
Increased organizational stability and flexibility
PRINICIPLES OF EFFECTIVE TRAINING:
A successful training programmer should be based on the following principles:
The objective and scope of a training plan should be defined before it is developed and is begun in order to provide a basis for common agreement and Cooperative action.
The technique and process of training programmer should be related directly to the needs and objective or an organization.
To be effective, the training must use tested principles of learning.
Training should be conducted in the actual job environment to the maximum possible extended.
STEPS IN TRAINING PROGRAMMES: Training programmes are a costly affair, and time consuming process. Therefore, management needs to draft very carefully. Usually in the organization training programmers the following steps are considered necessary. They are as follows:
Discovering or identifying the training needs.
Getting ready for learner. 6
Preparation of learner.
Presentation of operation and knowledge.
Follow up and evaluation of the programme
TRAINING POLICY: Every company or organization should have well-established training policy. Such a policy represents the top management’s commitment to the training of its employees, and comprises rules and procedures governing the standard of scope of training. A training policy is considered necessary for the following reasons:
Company’s intention to develop its personnel, to provide guidance in the
Training and implementation of programmes and to provide information concerning then to all concerned.
To discover critical areas where training is to be given on a priority basis.
To provide suitable opportunities to the employee for his own betterment.
STRUCTURES AND SYSTEM: Implementing management development successfully is dependent upon an effective management development infrastructure that:
Identities and allocates responsibility
Provides and disseminates information efficiently
Provides administrative support
Increases awareness and viability
HOW TO MAKE TRAINING EFFECTIVE:
Determine the training needs through job description, performance appraisal, potential appraisal and discussion with employees.
Prepare a training calendar in discussion with the mana gers concerned.
Define the training objectives specifically. 7
Select the efficient faculty
FACTORS INFLUENCING TRAINING AND DEVELOPMENT:
Top management support
Commitment from specialists and generalists
Technological advances
Organizational complexity
Learning principles
Differences between Training and Development are as follows:
Training 1. Training is often referred to as importing specific skills. 2. The focus is on improvement in performance after training. 3. The impact of training be experienced and assessed by the organization. 4. Usually, administrative, supervisory and technical workforce may be exposed to training program.
Development 1.
Development on the other hand is often focused at overall development of personality. 2. 2.They focus on aspects like leadership skills, managing teams, problem solving, decision making , people skills, time management, etc.
TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT: Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g:
When a performance appraisal indicates performance improvement is needed
To "benchmark" the status of improvement so far in a performance improvement effort
As part of an overall professional development program
As part of succession planning to help an employee be eligible for a planned change in role in the organization. 8
To "pilot", or test, the operation of a new performance management system
To train about a specific topic.
TYPICAL TOPICS OF EMPLOYEE TRAINING: 1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. 2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. 3. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. 4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity 5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace. 6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. 7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc. 8. Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical adv ice for avoiding assaults, etc.
9. Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are i nappropriate behaviors.
GENERAL BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT: There are numerous sources of online information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:
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Increased job satisfaction and morale among employees
Increased employee motivation
Increased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)
Risk management, e.g., training about sexual harassment, diversity.
SUCCESS CAN BE FACILITATED BY:
Selecting high-achieving managers
Enthusiastic managerial support
Involving key people diagnosing management development needs
Designing active work-related activities
Presenting hard for outputs
Providing early leadership experience
Letting each person appraise himself
RESEARCH METHODOLOGY
OBJECTIVES OF STUDY:
To find the necessity of the training and development programmes at ONGC.
To know about the induction training programmes at ONGC.
To know how training needs are identified.
To identify the benefits of training and development programmes.
To evaluate the training and development programmes and thus its efficiency.
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TITLE OF THE PROJECT: A study on “Training and Development and its role in ONGC’s effectiveness” in Public Sector Company – Oil and Natural Gas Corporation Limited (ONGC)”
PURPOSE OF THE STUDY: The purpose of doing this project is to know how training needs are identified, the importance of induction training, training and development programmes and to evaluate the training and development programmes in ONGC.
NATURE & SCOPE OF THE STUDY: The study involves the analysis of effectiveness of ONGC in the organization. i.e., the operative & administrative staff. The Scope of the study is limited to a sample of 65 executives to identify the methodology of Training and Development in the organization.
SAMPLE DESIGN: SAMPLING PLAN: Sampling frame: The respondents are the employees of the public sector Company – Oil and Natural Gas Corporation Limited, Rajahmundry Asset. Sampling unit: The sampling unit is an individual employee of all the departments of the organization – Oil
and Natural Gas Corporation Limited (ONGC). Sample size: Sample size taken for this study is 70 employees covering all the departments of the
organization.
AREAS COVERED: For this survey I have covered all the departments of the organization – ONGC Rajahmundry Asset.
Following are the number and name of departments: They are:
Sl
Department
No. of employees
no 11
1
Planning
12
2
Administration
15
3
Operations
14
4
Accounts
8
5
HRD
21
Total
70
Sampling Technique used:
The sampling technique adopted was Random Sampling Method. Size of the sample:
The study was confined to a sample size of 70 employees and all are executives from different departments of ONGC.
DATA COLLECTION METHOD: There are several methods in collecting data. They are:
PRIMARY DATA: Primary data has been collected through Questionnaires.
SECONDARY DATA: It has been collected through Internal & External sources of like management in ONGC, annual reports, Manuals, Company reports etc.
QUESTIONNAIRE DESIGN: Questionnaire design for all executives at all levels for the collection of primary Data.
NO OF QUESTIONS: The total Questionnaire consists of 19 questions.
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HISTORY
FOUNDATION
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ONGC was established as Oil and Natural Gas Directorate in 1955 under the then Ministry of Natural Resources and Scientific Research, Government of India (GoI). It was raised to the status of a Commission with enhanced powers in 1956. Subsequently, an Act of Parliament converted it into a statutory body in 1959.
ONGC was primarily operating in the onshore fields of the Cambay basin and in Assam during the 1950s and 1960s, from where it was producing crude oil and natural gas. The company went offshore in the early 1970s and discovered a giant field in the form of Mumbai High in 1974.
This discovery, along with subsequent discoveries of oil and gas fields in the Western Offshore, altered the country’s energy scenario considerably. ONGC further struck oil and gas in the KrishnaGodavari and Cauvery basins and in Rajasthan during 1983-85. With these discoveries, ONGC has become a premier oil and gas company in India, accounting for 83% of the country’s crude oil production and 81% of its natural gas output.
It is also a significant producer of value-added products such as liquefied petroleum gas (LPG), superior kerosene oil (SKO), and naphtha. ONGC was reorganized as a limited company in 1993 under The Companies Act, 1956. GoI is the majority shareholder in ONGC, with a 74% equity stake as of now, after a series of disinvestments since 1993.
ONGC is one the most valuable company of India, which produces more than 84% of the country’s Crude Oil and Natural Gas. The Company continues to register commendable successes and excellence in all facets of its activities. As we realize, this is the era of high oil and gas prices. Average crude oil price during 2006 was over USD 65 per barrel almost 20% above the 2005 average.
Since inspection ONGC has scripted India’ hydrocarbon saga by: Discovering 6 out of 7 producing Basins of the country, made yet another landmark achievement by opening up the Ultra-deepwater prospect in the east coast of Andhra Pradesh. Cumulatively producing 762.3 Million Metric Tons (MMT) of crude and 440.7 Billion Cubic Meters (BCM) of Natural Gas, from 115 fields and 51669 thousand tones of Value-Added Products (VAP) from 136 domestic onshore production fields and 7 domestic offshore fields.
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Owning and operating more than 11000 kms of pipelines in India. Undertaking the biggest ever-deep water exploration campaign globally by a single operator, investing 80 million rupees every day.
ONGC GROUP COMPANIES:
The ONGC Group of Companies comprises of –
1. ONGC VIDESH LIMITED (OVL): OVL is the wholly own subsidiary of ONGC, which has been mandated to carry out international E&P business operations of the parent company.
2. MANGALORE REFINERY AND PETROCHEMICALS LIMITED (MRPL): This is a 71.60% subsidiary of ONGC. It is the only other listed company besides parent ONGC within the ONGC group.
3. ONGC NILE GANGA BV (ONG BV): This is the wholly owned subsidiary of ONGC Videsh Limited which, in turn, is 100% owned by ONGC. The company was incorporated in Netherlands and has 25% participating interest in the Greater Nile Oil Project in Sudan producing crude oil from on-shore blocks earmarked for the purpose.
4. ONGC MITTAL ENERGY LIMITED (OMEL): This is the joint venture between ONGC Videsh Limited and Mittal Investments Sarl in the ratio of 49.98%: 48.02% with SBI Capital holding the remaining 2%. This joint ventures aims to source equity oil and gas from abroad for securing India’s energ y independence.
5. ONGC MITTAL ENERGY SERVICES LIMITED (OMESL): This is the joint venture between ONGC Videsh Limited and Mittal Investments Sarl with the same ownership structure as that of OMEL. This joint venture will be involved in trading and shipping of oil and gas (including LNG) sourced by OMEL from abroad . 15
6. ONGC TRIPURA POWER COMPANY PVT.LTD (OTPCL): ONGC has embarked upon a project for generation of power with 750 MW gas based closed-cycle power plant. The project is being developed by a SPV between IL&FS, Government of Tripura and ONGC with an equity share of 50%, 24% and 26% respectively. The project is estimated to cost around Rs 3800 Crores and is expected to be commissioned during the first quarter of 2008.
7. MANGALORE SEZ LIMITED: With a view to providing synergy with MRPL, large petroleum and petrochemicals based projects are envisaged to be developed at Mangalore. With view to optimizing the capital cost during the construction of the project and subsequently promoting sale of petrochemical intermediates, a decision was taken to associate with a special economic zone (SEZ) Contemplated for development at Mangalore.
8. DAHEJ SEZ LIMITED: ONGC participating in the initiative of Govt. of Gujarat has formed a joint venture company under public private partnership to establish and develop necessary infrastructure facilities within a land of 1740 hectares in cooperation with Gujarat Industrial Development Corporation. ONGC is currently engaged in implementing its C2-C3 extraction project, which will be located within this SEZ.
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ORGANIZATIONAL STRUCTURE
The typical organizational hierarchy and delegation power can be explained by the following flowchart:
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ASSETS/BASINS/PLANTS/REGIONS/INSTITUTES/MAJOR PRODUCTS: ASSETS:
Mumbai High Asset, Mumbai Neelam & Heera Asset, Mumbai
Bassein & Satellite Asset, Mumbai
Ahmadabad Asset, Ahmadabad
Ankleshwar Asset, Mehsana
Mehsana Asset, Mehsana
Rajahmundry Asset, Rajahmundry
Karaikal Asset, Karaikal
Assam Asset, Nazira
Tripura Asset, Agartala
BASINS:
Western Offshore Basin, Mumbai
Western Onshore Basin, Baroda
KG Basin, Rajahmundry
Cauvery Basin, Chennai
Assam & Assam-Arakan Basin, Jorhat
CBM- BPM Basin, Kolkata
Frontier Basin, Dehradun
PLANTS:
Uran Plant, Uran
Hazira Plant, Hazir
REGIONS:
Mumbai Region, Mumbai
Western Region, Baroda
Eastern Region, Nazira 19
Southern Region, Chennai
Central Region, Kolkata.
SERVICES:
Chief Drilling Services, Mumbai
Chief Well Services, Mumbai
Chief Geo-Physical Services, Dehradun
Chief Logging Services, Baroda
Chief Engineering Services, Mumbai
Chief Offshore Logistics, Mumbai
Chief Technical Services, Mumbai
Chief Info-com Services, New Delhi
Chief Corporate Planning, New Delhi
Chief Human Resource Development, Dehradun
Chief Employee Relations, Dehradun
Chief Security, Dehradun
Company Secretary, New Delhi
Chief Marketing, New Delhi
Chief Corporate Affairs &Co-ordination, New Delhi
Chief Corporate Communication, New Delhi
Chief Material Management, Dehradun
Chief Technical Services, Dehradun
Chief Health, Safety & Environment, Mumbai
Chief Legal, New Delhi
Chief Medical, Dehradun
Chief Internal audit, New Delhi
Chief Commercial, New Delhi
Chief Exploration & Development, Dehradun
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OBJECTIVES:
Optimize production of Hydrocarbons.
Self reliance in technology.
Promoting indigenous efforts in oil and gas equipment, materials and services.
Assist in conservation of hydrocarbons, more efficient use of energy and development of alternative sources of energy.
Develop scientifically oriented and technically component HR through motivation and training.
Environment protection.
Generate adequate resources for investment.
VISION “To be global leader in integrated energy business through sustainable growth, knowledge, excellence and exemplary governance practices”.
MISSION
Dedicated to excellence by leveraging competitive advantages in R & D & Technology with involved people.
Strive for customer delight through quality products & services.
Imbibe high standards of business ethics and organizational values.
Abiding commitment to safety, health and environment to enrich quality of community life
Foster a culture of Trust, openness and mutual concern to make a stimulating and challenging experience for our people.
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HUMAN RESOURCE IN ONGC
Keeping with the strong focus on continuous development, ONGC seeks to build and nurture world class human capital for leadership in its every business. It is essential to keep pace with the latest technology and ensure continuous development of people. Empowerment initiatives have become part of ONGC’s corporate rejuvenation campaign.
The company believes in continuous learning and does not hesitate to approach external experts. ONGC has created many departments for the HR practices. ONGC works under major groups drilling, exploration and engineering/technical.
These groups performed exceptionally well with focus aligned with business growth. The experts in each field are empowered to become the decision makers and are given managerial post at basins/ assets. Human Resource at ONGC helps employee to set target and perform well.
HR VISION "To attain organizational excellence by developing and inspiring the true potential of company’s human capital and providing opportunities for growth, well being and enrichment"
HR MISSION "To create a value and knowledge based organization by inculcating a culture of learning, innovation & team working and aligning business priorities with aspiration of employees leading to development of an empowered, responsive and competent human capital"
HR OBJECTIVES
To develop and sustain core values
To develop business leaders for tomorrow
To provide job contentment through empowerment, accountability and responsibility
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To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job.
To foster a climate of creativity, innovation and en thusiasm.
To enhance the quality of life of employees and their family.
To inculcate high understanding of 'Service' to a greater cause.
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TRAINING AND DEVELOPMENT The game of economic competition has new rules. Firms should be fast and responsive. This requires responding to customers' needs for quality, variety, customization, convenience and timeliness.
Meeting these new standards requires a workforce that is technically trained in all respects. It requires people who are capable of analyzing and solving job related problems, working cooperatively in teams and 'changing hats' and shifting from job to job as well.
Training has increased in importance in today's environment where jobs are complex and change. Rapidly. Companies that pay lip-service to the need for training, by lazily setting aside a few hours a year, will soon find themselves at the receiving end when talented employees leave in frustration and other employees find it difficult to beat rivals with new products, sophisticated designs and improved ways of selling.
Training enables an employee to do his present job more efficiently and prepare himself for a higher-level job. The essential features of training may be stated thus:
Increases knowledge and skills for doing a particular job; it bridges the gap between job needs and employee skills, knowledge and behaviors
Focuses attention on the current job; it is job specific and addresses particular performance deficits or problems.
Concentrates on individual employees; changing what employees know, how they work, their attitudes toward their work or their interactions with their co-workers or supervisors
Tends to be more narrowly focused and oriented toward short-term performance concerns
TRAINING IS NEEDED TO SERVE THE FOLLOWING PURPOSES:
Newly recruited employees require training so as to perform their tasks effectively. Instruction, guidance, coaching help them to handle jobs competently, without any wastage.
Training is necessary to prepare existing employees for higher-level jobs (promotion).
Existing employees require refresher training so as to keep abreast of the latest developments in job operations. In the face of rapid technological changes, this is an absolute necessity. 24
Training is necessary when a person moves from one job to another (transfer). After training, the' employee can change jobs quickly, improve his performance levels and achieve career goals comfortably
Training is necessary to make employees mobile and versatile. They can be placed on various jobs depending on organizational needs.
Training is needed to bridge the gap between what the employee has and what the job demands.
TRADITIONAL AND MODERN APPROACHES:
TRADITIONAL APPROACH
MODERN APPROACH
TRADITIONAL APPROACH: Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching.
MODERN APPROACH: It is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.
METHODS OF TRAINING: There are two types of training. They are:
COGNITIVE METHODS (OFF THE JOB TRAINING METHODS)
Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. 25
METHODS OF COGNITIVE TRAINING:
Lectures
Demonstrations
Discussions
Computer based training (CBT)
LECTURES:
This method is used to create understanding of a topic or to influence behaviour, attitudes through lecture.
A lecture can be in printed or oral form.
Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic.
It is difficult to imagine training without lecture format.
There are some variations in Lecture method.
The variation here means that some forms of lectures are interactive while some are not.
CBT TRAINING:
Computer based training can be defined as that any training that occurs through the use of computer.
E- Learning new ways of delivering training programs are constantly being developed in the
attempts to match the high speed at which businesses are moving. One of the new methods of delivering training programs is with online.
VESTIBULE TRAINING: SIMULATION:
Vestibule Training involves the virtual duplication of work environment in an off-site setting.
Simulation exercises place the trainee in an artificial environment that closely imitates actual working conditions where the trainer demonstrates on the same kind of machine and using the same procedures that trainees will use on the job
BUSINESS GAMES:
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Business games are another form of simulations that attempt to indicate the way in an industry, company, or subunit of company functions. Generally, they are based on a set of relationships, rules, and principles derived from the theory or research.
In this type of training, participants learn how to deal with a variety of issues in a simulated business environment. Trainees are provided with information describing a situation and are asked to make decisions about what to do. (e.g., develop leadership skills, strengthen executive and upper management skills)
CASE STUDIES:
Details of series of events, either real or hypothetical, which take place in a business environment.
When this method of training used, participants asked to sort through data provided in the case to identify the principal issues and then propose solutions to these issues
ROLE PLAY:
The purpose of this method is to give participants a chance to experience such situations in a controlled setting.
Trainees are provided with a description of the context usually a topic area, a general description of a situation, a description of their roles, and the problem the y each face.
EACH OF THE FORMATS HAS PARTICULAR TYPES OF SKILLS FOR WHICH IS MOST APPROPRIATE LIKE:
Vestibule training obviously is best at teaching people how to work with equipment.
Business games are best for developing business decision-making skills and for exploring and solving complex problems
Case studies are most appropriate for developing analytic skills, higher-level principles, and complex problem-solving strategies. Its focus is more on the “what to do”(strategic knowledge) than on the “how to get it done”(skills)
Role plays provide a good vehicle for developing interpersonal skills and personal insight, allowing trainees to practice interacting with others and receiving feedback
BEHAVIOURAL METHODS (ON THE JOB TRAINING):
Behavioural methods are more of giving practical training to the trainees
The various methods in this allows the trainee to behaviour in a real fashion 27
These methods are best used for skill development
Job Rotation
Coaching
Apprenticeship Training
Job instruction training (JIT)
JOB ROTATİON:
Job rotation is the systematic movement of employees from job to job or project to project within an organization, as a way to achieve many different human resources objectives.
Excellent job rotation program can decrease the training cost while also increasing the impact of training, because job rotation is a hand on experience.
Make individuals more self-motivated, flexible, adaptable, innovative, eager to learn and able to communicate effectively and better understanding of strategic issues.
One of the possible problems with the rotation programs will be the cost, because job rotation increase amount of management time to spent on lower level employees.
COACHING:
Coaching is the process of one-on-one guidance and instruction to improve knowledge, skills and work performance.
Coaching is becoming a very popular means of development, and often includes working one-on-one with the learner to conduct a needs assessment, set major goals to accomplish, develop an action plan, and support the learner to accomplish the plan
APPRENTICESHIP TRAINING: Apprenticeship is another form of on-the-job training, is one of the oldest forms of training. Apprenticeship is designed to provide planned, practical instruction over a significant time span. Apprenticeship was the major approach to learning a craft.
JOB INSTRUCTION TRAINING (JIT) Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development
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RAJAHMUNDRY ASSET
HR/ER Department of ONGC, Rajahmundry, supporting the needs of Rajahmundry Asset, K. G.-PG Basin and East Coast Asset, Kakinada covering Seven Onshore Rigs, 20 production installations. In addition there is one sub office at Narsapur and one workshop in Dowleswaram. ONGC’s First Refinery also been established in this Asset at Tatipaka.
Rajahmundry is one of the major Assets of ONGC under CRC Structure. It has 1452 personnel, representing cross section of the country, working in this Asset, Basin and East Coast Asset.
Rajahmundry Asset is headed by Shri. P.K.RAO, Executive Director. Rajahmundry Asset erstwhile known as KG Project is one of the major work centers in Southern Region of ONGC. The areas of operations in Andhra Pradesh are spreading in East Godavari, West Godavari and Krishna Districts. Following are the milestones of Rajahmundry Asset since its inception.
Geological Surveys initiated in 1959.
Geophysical Surveys initiated in 1960.
First exploratory drilling commenced in the basin at Narsapur – 1 in 1979.
First off shore well G-1 -1 was drilled in 1980 at a water depth of 250m produced oil.
Oil production and on land commercial production of gas started in 1988.
Offshore production started in 2001.
RESOURCES OF THE ASSET: Currently, there are about more than 1800 employees are working in Rajahmundry Asset, East Coast Offshore Asset. In Rajahmundry Asset there are about 18 Production installations as under:
Group Gathering Station
02
Gas Collecting Station
09
Extended Production Testing 07
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Effluent Treatment Plant
02
Water Injection Plant
01
Tatipaka Mini Refinery
01
On land Drilling Rigs:
07
Offshore Rigs:
07
The following are the salient features of the Rajah mundry Asset:
Rajahmundry Asset is operating and handling production bo th in onshore as well as in Offshore.
Rajahmundry Asset is the only Asset in ONGC that manages operations in both upstream and downstream sector.
Tatipaka Mini Refinery (ISO14001) is the first of its kind in ONGC, which is operating in this Asset.
NATIONAL SAFETY AWARDS – MINES RECEIVED FROM HON’BLE PRESIDENT OF INDIA
2004 – Winner :Production Mine (Lowest Injury Frequency Rate) 2005 – Winner : Production Mine(Longest Accident Free Period) 2006 – Runner : Production Mine(Lowest Injury Frequency Rate) 2006 – Runner : Drilling Mine(Longest Accident Free Period)
KAMDHENU OF RAJAHMUNDRY ASSET-RIG E-1400-17
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Rig E-1400-17 has been awarded with Rs. 150000 by EC
for its consistency Record performance for last three years.
Record performance of this rig in 2006-07: - 10 wells (1
Exploratory, 8 Development and 1 side track) Metreage drilled - 18716 m Cycle speed of 1665 m/rm Commercial speed of more than 4100 m/RM in 3 wells
First time in ONGC On land Drilling rig E-1400-17 of
RJY Asset has won the DIRECTOR (T&FS) TECHNICAL & QUALITIY ASSURANCE award for the year 2007-08 (Best Rig of ONGC in its category)
31
TRAINING & DEVELOPMENT AT ONGC TRAINING OBJECTIVES: Oil and Natural Gas Corporation Limited (ONGC) is focused in providing professional training to its employees. It has outlined a few training objectives to be followed. They are as follows:
To develop entrepreneurship and expertise par excellence through training and retaining.
To prepare executives to meet the strategic business goals in the fast changing environment.
To create a learning environment in order to achieve a competitive edge through leveraging human resource.
To develop training tools and techniques to facilitate effective learning.
To organize interactive workshops in the upstream industry areas.
To strive for continuous improvement in all aspects of E&P activities through training in the emerging technologies.
To inculcate quality consciousness.
To promote IT as an instrument of organizational transformation.
To cultivate creative and innovative thinking.
Reducing gap between current and expected level of performance through systematic enrichment of knowledge, skill and attitudes.
Developing multi-craft skills.
Preparing executives for career advancement.
To impart training to all employees to motivate them towards actualization of their potential.
These objectives set by ONGC are to be met through justified approach towards the training of its employees. ONGC along with its allied training institutes imparts training to its employees to meet the above following objectives.
ONGC TRAINING INSTITUTES: The training and development of the ONGC employees is taken care of by the following institutes:
Institute of Management Development (IMD), Dehradun known as ONGC Academy
Regional Training Institute, Makarpura Road, Vadodara
Regional Training Institute, Chennai 32
Regional Training Institute, Panvel, Mumbai
Regional Training Institute, Sivasagar, Assam
Staff Training Institute, Rajahmundry
Geodata Processing and Interpretation Centre (GEOPIC), Dehradun
Keshav Deva Malaviya Institute of Petroleum Exploration (KDMIPE)
FUNCTIONS OF THE TRAINING INSTITUTES: IMD along with its five Regional Training Institutes (Sivasagar, Chennai, Vadodara, Mumbai, and Rajahmundry) performs the following training activities:
To survey existing work force to identify present and future training requirements for professional and managerial excellence.
To prepare career linked training plans for officers keeping in view the job rotations in ONGC
To prepare the annual training calendar for the company in consultation with the Assets / Basins / Chief of Services, Institute Heads and Top Management / Directors etc. with respect to the organizational requirements and individual perceptions.
To prepare common training syllabi for programmes to be conducted by IMD in association with RTIs and R&D institutes.
To conduct orientation programs for Geo-Scientists and Engineers in emerging technologies in association with R&D institutes, through which the technology transfer is taking place.
To develop SC/ST and Women personnel through special programme
ONGC ACADEMY:
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ONGC Academy is located in the lush green environment of the Himalayas at Dehradun. Known previously as Institute of Management Development (IMD), it was formally re-christened as ONGC Academy on November 2, 2003 by C&MD Mr. Subir Raha. It is ONGC's premier nodal agency for training and developing human resources.
ONGC Academy is also responsible for coordinating training/seminars for ONGC executives abroad. The academy has acquired ISO-9001 certificate through implementation of quality assurance system.
FACULTY: ONGC Academy has an experienced core and visiting external faculty from in-house, industry and top national institutions that possess specialization, experience, institutional affiliation and temperament.
PEDAGOGY: The Pedagogy is interactive and participative and the methods include lectures, cases, seminars, group discussions, business games, role plays, simulation exercises, structured and unstructured group work and field visits. Eminent academicians, policy makers and senior executives deliver extensive lectures to the faculty and the participants.
CURRICULUM: Training programmes are as per the specific requirements catering to the fresh graduate trainees; middle and senior level corporate executives. Refresher, awareness and exposure courses in the field of geo-science, production, and reservoir engineering, emerging technologies and managerial aspects for the national international oil companies are conducted regularly.
INFRASTRUCTURE:
Well equipped air-conditioned auditorium, with a capacity of 220 for seminars and conferences
Lecture halls with audiovisual systems
Air-conditioned hall for conducting video sessions on wide screen video displays
Library with a vast collection of books related to the oil industry and latest managerial subjects fully equipped computer centre with a host of PCs connected through LAN
Excellent cut models of diesel engine, motor and simulators as training aids 34
Physical training and yoga, squash, badminton, ten nis, billiards and table tennis
Medical facilities.
ALLIANCES: Formal alliances with reputed organizations and Institutions like ASCI, Hyderabad, MDI (Management Development Institute), Gurgaon, IMI, New Delhi, ICWAI, New Delhi, Andhra University, Roorkee University, and the Indian School of Mines, Dhanbad have helped the Institute to provide quality dissemination of knowledge. The R&D wing of ONGC Academy is continuously engaged in updating strategic HRD plans to improve productivity, efficiency and effectiveness of ONGC ex ecutives.
QUALITY OBJECTIVES OF THE ACADEMY:
To create and meet the learning aspirations of all ONGCians.
To identify the gaps between current technological know-how and those emerging internationally in order to bridge the same by developing appropriate training modules and conducting minimum 15 programmes.
Developing and upgrading minimum 5 programmes in the state of the art technology both in contents and execution, to be at par with international standards.
To promote quality awareness, develop quality practices and inculcate creative and innovative thinking by conducting minimum 15 training programmes every year on the topics related to various aspects of quality.
To design and develop long duration training modules to facilitate qualification up gradation of the under qualified executives and impart training about 150 executives every alternate year in order to upgrade their qualification.
To design and organize at least two workshop on the strategic issues for senior executive of parent company, each year to meet strategic requirements.
To strive to achieve 100% target set for each year.
To improve the quality of training programmes and achieve the level of excellent ratings for 855 of the programmes.
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HIERARCHY BASED TRAINING: Therefore, training programs conducted by the academy are classified and designed on the basis of various hierarchy levels that are determined by the structure of the organization. Thus hierarchy is a factor which determines the required qualifications, skills and core area of development and hence training programs for a particular designation.
TRAINING ACTIVITIES OF ONGC: There is always a need of learning at each stage of life, whether it’s a company or somewhere outside. The person starts learning after he/she is accustomed to the work culture of the company. He is provided with the latest information and training according to the requirement of the job.
The Academy takes care of the fact and conducts its programmes accordingly. It conducts approximately 250 programs catering to over 5000 executives and over a lakh training mandays every year. The vast spectrum of the Training Programme includ es:
INDUCTION TRAINING
REFRESHER TRAINING
MANAGEMENT DEVELOPMENT
QUALITY MANAGEMENT
QUALIFICATION GRADATION
INDU
CTION TRAINING: ONGC Academy prepares young Engineers, Scientists & Personnel’s from Finance, Administration,
IR, PR in all from 17 disciplines fresh from universities through integrated 52 weeks modular Induction training Programmes with constant monitoring, evaluation and counseling through experienced faculty from within ONGC, Management experts, Industrial Psychologists. Induction Training is broadly classified into six modules which include:
OIT (Orientation Introductory Training) of 7 weeks
MDTT (Multi-Disciplinary Theoretical Training) of 8 weeks
MDFF (Multi-Disciplinary Field Familiarization Training) of 5 weeks
ST (Specialized Training) of 10 weeks
OJT (On Job Training) of 19 weeks
FE (Final Evaluation) of 3 weeks 36
REFRESHER TRAINING:
ONGC Academy organizes Refresher technical Training Programmes for all the three Groups Exploration, Production, and Engineering group.
MANAGEMENT DEVELOPMENT PROGRAMMES:
ONGC Academy conducts 80-90 Management Programmes every year with the help of top Business Schools of India, like IIM-Ahmadabad, IIM-Lucknow, MDI-Gurgaon, Nirma Institute of ManagementAhmadabad, ASCI-Hyderabad, and Fore School of Management- New Delhi. It is broadly classified into 3 categories:
Junior Management for E1-E2 Levels Executives Middle Management for E3-E5 Levels Executives Senior Management for E6 & above Level Executive QUALIFICATION UPGRADATION:
Via this programme, diploma holding engineers get a chance to become degree holders and certificate holding technicians secure diplomas. This programme has been launched for four disciplines in degree engineering- Mechanical, Electrical, Electronics and Telecommunication (E&T), and Instrumentation.
PROMOTION RELATED TRAINING: Various training schedules in the training calendar of ONGC are designed especially for executives who are promoted from their present levels or for those who are shifted from one branch to another:
Comprehensive Development Training program for serving executives (rose from the ranks E0 to E3 levels)- this training program is for 26 weeks for executives of various disciplines who have risen from the ranks to meet their training needs and will conduct a course for them with at least 25 participants.
In the field of Management Development for the E2 to E4 executives who have graduated from line managers to acquire interface managerial responsibilities there is a training schedule for performance Enhancement for 25 executives.
This program aims at enabling participants to understand their role, responsibilities and culture for evolving performing organizations; developing skills of subordinates for growth and participative 37
management; developing HRD intervention capability for creating a learning and performing organization; to facilitate understanding of core activities and costs in de cision making.
The program profile encompasses self-management, team building, working capital management, HRD’s role and philosophy, Performance Appraisal, conflict management, business negotiation, strategic thinking, creativity, cost management techniques.
There are E6 to E7 executives who graduate from line managers to acquire interface managerial responsibilities. These executives are trained in strategic management for business leaders’ concepts.
These are designed for general managers who would be taking up positions as key executives identified through competency mapping and assessment center.
There is also at training programme with 40 seats for employees who are taking VRS or are on the verge of superannuating. Six programmes are designed at IMD and other work centers.
This programme helps the employees to adapt the transition of retired life. The employees are given training so that they can face the future with confidence.
TRAINING IMPARTED TO LOWER STAFF OF ONGC:
E0 and below level staff of engineering disciplines from Dehradun, Delhi and NRBC are given training at Bangalore by faculty of FTI. This programme has 25 seats. The training schedule is for nonexecutives and is regarding supervisory development of engineering discipline.
The objective of the programme is to develop communication and supervisory skills of the employees to achieve operational excellence. It helps in the functions of supervisors, team building, HR, communication skills, leadership, problem solving, time management, group behaviour.
Furthermore, the lower staffs of ONGC are given training at the Regional Training Institutes of ONGC.
SCREEN SHOTS OF TRAINING & DEVELOPMENT TERMINAL:
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39
40
41
42
43
DATA INTERPRETATION
1.
Does training helps to improve employee- employer relationship?
strongly agree
agree
neutral
disagree
strongly disagree
14% 24%
22%
20%
20%
Interpretation: From the above observation 20% strongly agree and disagree that there is no improvement in employee and employer relationship 24% say that there is an ov erall improvement.
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2. Does training at Ongc helps to increase the motivation level of employees?
strongly agree
agree
neutral
disagree
strongly disagree
0% 8%
16%
50%
26%
Interpretation:
50% of the employees strongly agree that training helps to increase the motivation level of employees, 26% agree that helps to increase the motivation level of employees, 8% disagrees it and the remaining employees neither opposed nor supported.
3. Are employees of Ongc involved in identifying their training needs/areas of training? 45
strongly agree
0%
agree
neutral
disagree
12%
strongly disagree
16%
12%
60%
Interpretation: From the above 60% of them say that they agree that employees have identified their need 28% disagree that employee have not identified their needs the remaining neither supported nor opposed.
4. Whether training and developmental practices support business goals of the organization? 46
strongly agree
agree
neutral
disagree
strongly disagree
0% 0% 8%
32%
60%
Interpretation:
92% of the employees say that T&D practices support business goals of Ongc remaining 8% neither they supported nor opposed.
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5. Is that the training program was well planned and was for sufficient duration?
strongly agree
agree
neutral
disagree
strongly disagree
0% 8% 20% 12%
60%
Interpretation: From the above observation 60% agree that the training period was held for sufficient duration 20% strongly agreed that was well planned 8% of the employees were not satisfied with their training duration 8% neither opposed nor supported.
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6. Do you think methods used at Ongc are relevant and effective?
strongly agree
agree
neutral
disagree
strongly disagree
2% 0% 4%
28%
66%
Interpretation: From the above observation 66% agree that methods used are relative & effective at Ongc, 28% strongly agree that the methods used were relative and effective, 2% were disagreed that methods used were not relative to Ongc 4% neither supported nor opposed
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7. Whether the management uses new technologies for training the employees?
strongly agree
agree
neutral
disagree
strongly disagree
0% 0% 4%
36%
60%
Interpretation: From the above observation 60% strongly agrees that management uses new technologies for training, 36% agree that management uses new technologies for training, 4% neither supported nor opposed
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8. Do you think your objective of attending the training program is normally achieved?
strongly agree
agree
neutral
0%
0%
disagree
strongly disagree
0%
10%
90%
Interpretation: 90% of the employees agree that their objective of attending the training program were normally achieved, 10% of the employees strongly agrees it.
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9. Do the training practices conducted at Ongc help the employees in improving their career?
strongly agree
agree
neutral
disagree
strongly disagree
0%
0% 4%
96%
Interpretation: From the above observations 96% strongly agree that training programs conducted at Ongc helped the employees in improving their career 4% neither supported no r opposed
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Do we need to provide special training to employees who have low performance?
strongly agree
agree
neutral
disagree
strongly disagree
0% 0%
0%
12%
88%
Interpretation: From the above observation 88% strongly agree that special training must be provided who has low performance, 12% agree that employees having poor performance must be trained specially.
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10. Isn’t career development the responsibility of an individual?
strongly agree
agree
neutral
disagree
strongly disagree
0% 0% 12%
26%
62%
Interpretation: From the above observation 62% agree that career development is an individual’s responsibility, 12% disagree that it’s not their responsibility, 26% neither opposed nor supported.
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11. Do you think you can use the job itself as career developmental experiences?
strongly agree
agree
neutral 0%
16%
disagree
strongly disagree
0%
18%
66%
Interpretation:
From the above observation 66% agree that job is used itself as a career developmental experience, 18% strongly agree that job is used as career developmental experience, 16% neither opposed nor supported.
61 55
12. In future would you like to be involved in improving/planning the training program?
strongly agree
agree
neutral 0%
disagree
strongly disagree
0%
18%
22%
60%
Interpretation: From the above observation 60% of the employees would like to involve in improving training program, 18% strongly agree that employees would like to involve in improving training programs, 22% neither support nor opposed.
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13. Do you think rules and procedures that govern the standard and scope of training Ongc are stringent?
strongly agree
agree
neutral
disagree
strongly disagree
0% 0%
18%
20% 62%
Interpretation: From the above observation 62% think that rules and procedures that govern the standard and scope of training Ongc are not stringent, 18% think that rules and procedures that govern the standard and scope of training Ongc are stringent, 20% neither oppose n or support
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14. According to you the roles and responsibilities of trainer and trainee are equally responsible to make a training program successful?
strongly agree
agree
neutral 0% 0%
disagree
strongly disagree
0%
34%
66%
Interpretation: From the above observations 66% agree and 34% strongly agree that the roles and responsibilities of trainer and trainee are equally responsible to make a training program successful.
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15. Do you think training as a tool for employee retention is important and essential?
strongly agree
agree
neutral
0%
0%
disagree
strongly disagree
0%
22%
78%
Interpretation: From the above observation 78% agree training as a tool for employee retention and is important and essential 22% of the employees neither opposed n or supported.
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DATA INTERPRETATION USING CHI SQUARE DISTRIBUTION: The square of a standard normal variate is known as chi-square variate with 1 degree of freedom can be calculated as follows: Z = (X – U)/n
The probability function of C2 with n degrees of freedom is given by: P(x) = nCx (p) ^x (q) ^(n-x).
Assume as, HO (NULL HYPOTHESIS): Training and Development practices in ONGC affect the productivity of employees. H1 (ALTERNATE HYPOTHESIS): There is no relation between Training and development & productivity of employees.
Total respondents participated = N = 60 Total number of questions = 21 Degrees of freedom = 6
Oi refers to the observed frequencies calculated from the questionnaires.
Ei refers to the expected frequencies = 20 because it is a likert scale having 5 options and the probability of getting each option selected would be: 1/5 = 20%.
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ATTRIBUTES
AGREE
DISAGREE
TOTAL
DURATION
10
18
28
RELEVANCE &
26
11
37
ENVIRONMENT
15
13
28
TRAINING PROG
8
15
23
22
10
32
EFFECTIVENESS
PLANNING STANDARDS AND SCOPE
OBSERVED Oi
EXPECTED Ei
Oi – Ei
(Oi - Ei)2
(Oi – Ei)2 / Ei)
10
20
-10
100
5.00
26
20
6
36
1.80
15
20
-5
25
1.25
8
20
-12
144
7.20
22
20
2
4
0.20 TOTAL:
15.45
Since the computed value of C2 = 15.45 is falling in the acceptance region (limits obtained from the tables i.e., 2.4548 to 18.7609) for 4 degrees of freedom at 5% level of significance, we may accept H0, null hypothesis and conclude that the training and development of the employees reflects on the effectiveness of the organization.
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FINDINGS OF THE STUDY:
Training helps to increase productivity and achieve the goals of the organization
Training programs are well planned at ONGC.
The training given in the organization is not of sufficient duration.
The training programs are not evaluated periodically.
The training programs strongly focus on technical and managerial capabilities.
The training programs are not given adequate importance due to the work pressure in the organization.
Employees’ attitude towards the training programs is casual or informal.
There is no involvement of employees in determining the training need analysis.
The quality of training programs in the organization is excellent.
The training programs are well designed and widely shared in the organization.
More priority is given for on the job trainings than the value addition programs like motivation, stress management, group dynamics.
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SUGGESTIONS:
Induction training programme should be planned with more constructively.
External training facilities it will enhance more exposure, and to exchange views and ideas, and more interaction with new people.
Training faculty should assess the depth of knowledge of trainee and chalk out the training programmes suitably so that this can useful to their efficiency levels.
Behavioral training also has to be introduced since the company values Human source customer & Quality, attitude becomes essential. Therefore, Behavioral training is the dul y solution.
Various training methods are to be used to give maximum scope for employees to learn and implement their creative ideas.
Focus on employees’ development given more effectiveness.
Evaluation of training programme should be done at regular intervals.
Levels of employee practical performance after importing training to be observed and recorder.
They need to focus more on soft skills, functional skills as per the responders suggestions.
They need to provide field experience to working staff but not necessary to all workmen.
Training requirement survey, need of assessment, managerial training, training on mergers and acquisition must be the potential areas of training.
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CONCLUSION:
According to the study conducted we can conclude that the overall satisfaction level of employees in relation to the training programs is moderate. The employees agree that the training program helps to increase productivity and achieve the organizational goal. The employees said that the training programs in the organization are well planned but they are not satisfied with the duration of the training program and they are also not satisfied with the evaluation process of training program, they are not evaluated periodically. The training programs in the organization strongly focus on the technical and managerial capabilities but these programs are not given adequate importance sometimes because of the work pressure. The employees do not take the training programs seriously, as there are no strict rules and regulations to attend the training programs. The employees are not involved in determining the training need analysis. The training programs are fixed by the top management. The quality of the training programs is excellent but the employees are not making the best use of it. Therefore we can conclude that the training programs in the organization are excellent but they have been not utilized properly by the employees as the training programs are not mad compulsory to all the departments. There is a broader scope to develop and improve its training programs in future in order to meet the requirements of the global market Employees are helped to upgrade their technical knowledge and skills through training.
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