Training and Development In Oil and Natural Gas Corporation Limited

A PROJECT REPORT
Submitted in the fulfilment of the Requirement of the Award of the Degree of Master of Business Administration (YEAR 2011-2012)

Supervised by: Mr. S. S. Negi Manager-HR

Submitted by: Priya Srivastava nd MBA 2 SEM

BANASTHALI VIDYAPITH, WISDOM JAIPUR CAMPUS (RAJASTHAN) 302001

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DECLARATION

I PRIYA SRIVASTAVA hereby declare that the project work entitled TRAINING AND DEVELOPMENT is authenticated work carried by me at OIL AND NATURAL GAS CORPORATION under guidance of Mr S. S. Negi for the award of the degree of Master of Business Administration & this work is submitted to BANASTHALI UNIVERSITY (RAJASTHAN)

Priya Srivastava (MBA 2nd SEM)

ACNOWLEDGEMENT
I would like to express my deep sense of gratitude to Shri. K. S. Jamestin Director-HR , he provided me the opportunity to undergo summer training at ONGC. My special thanks to Mr. S.S. Negi, Manager-HR for providing me the necessary information. Their analytical approach and insidious ideas helped me greatly in crystallizing my thoughts to give a final shape to this project. I am thankful to Mr. O. P. Srivastava and Mr Rajesh Kumar for their guidance & encouragement throughout the project work during the training period. Finally, I extend my sincere thanks to all members of staff of ONGC for their help and support during the training period. Lastly, I am also thankful to our Dean Prof. Parveen Dhyani and all my professors of Banasthali University for all their able guidance and support for the fulfilment of job.

Priya Srivastava

TABLE OF CONTENTS S No.

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.

Topic
Preface Introduction Research Methodology Company profile History Objective of T&D Determination of training needs Training techniques Training system of ONGC Types of Training at ONGC Training Strategies Evaluation of Training Data Analysis Findings Recommendations Learning from the Project Bibliography Annexure

Page no.
5 7-12 13-14 15-17 18-20 22 23-24 25 27-36 37-41 42-43 44-45 46-67 68 69-70 71 72 73

PREFACE
Human resource development is the basis of success of any organisation. HRD helps to enhance employees effectiveness and help to achieve organisational goals. Now with the emergence of NEW ECONOMY, the increasing role of knowledge in industry is becoming obvious. In the emerging knowledge age, incessant learning by employees through effective TRAINING AND DEVELOPMENT is going to be a key to survival and growth for organisations. In unfolding economic scenario it is increasingly being realised that employees are more precious assets of the company. Any amount spent on the training and development is basically an investment, which can enhance the value of asset. Leadership, Training, Management, Development and problems of analysing grass root, lay workers for meeting the challenges of change and innovation. The aim of training and Development in ONGC is to equip the executives with the latest development in the specialized field of Oil and Gas sector and also to keep them updated with the latest development in their own sector. ONGC Academy, the nodal training agency provides trainings on functional areas of Engineering, Exploration, Finance and Production, Management development and also offers International Accreditation programmes in key areas. This project studies the Training and Development activities for Executives carried out in ONGC. This project includes a Questionnaire, which was administered to evaluate the basic satisfaction level of level of employees from their training and development programme.

ONGC Centres in India

INTRODUCTION
Purpose:
The basic purpose of this 4 weeks training was to get the glimpse of the real world scenario that how various functions of HRM takes place in an organisation and how HRM is helpful for an organisation to fulfil its mission and vision. We were being taught various lessons on recruitment, selection, appraisal, training, etc. The purpose of this theoretical knowledge was to make us acquaint with the organisations working trend. Human Resource Management undertakes the following activities and how this theory was applicable in ONGC that is been explained in short: 1. Human resource or manpower planning. It is a process that identifies current and future human resources needs for an organization to achieve it goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning. 2. Recruitment and selection Recruitment is a process of locating and encouraging potential applicants to apply for existing opening or anticipated job opening. It serves two purposes: a. Attracting a large number of qualified applicant who are ready to take up the job if its offered b. Offering enough information for unqualified person to self- select themselves out. here it can be explained in the case of ongc when there is a job opening in ONGC the company gives notification through advertisement by this only graduate trainees (GT) are hired, through employment exchange all the other vacancies are informed from lower grade to higher grade and through department of Recruitment and Promotion Section a circular of any vacancy available is being passed within the organisation and no information is given outside the organisation about the vacancy,.

Selection is a process of picking individual who have relevant qualification to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidate. Same happens at ongc there is a step by step approach to the selection process a. Scrutiny of Application b. Written test c. Interview d. Appointment letter and Medical test e. Police verification and they submit the report f. Reporting of the appointee in the appointed department At ONGC selection of GTs are sometimes done by Campus Selection as well. 3. Training and development of employees. Training is the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. Training has specific goals of improving one's capability, capacity, and performance. At ONGC Training is imparted to the GTs the duration of that training is of 1 year these are the Class I officers that are joining as fresher in the organization. Development is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge At ONGC skills of an individual is enhanced by means of Training and Development that is further discussed in the report. It is done by knowledge enhancement is done by means of practical exposure to work and by means of subject related work. 4. Appraisal of performance of employees. The process by which a manager or consultant examines and evaluates an employee's work behaviour by comparing it with present standards, documents the results of the comparison, and uses the results to provide feedback to the employee to show where improvements are needed and why. Performance appraisals are employed to determine who needs what training, and who will be promoted, demoted, retained, or fired.
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At ONGC every year a PAR (Performance Appraisal Report) is prepared. In this the employees fill a form online on a site namely Web-ice, it is a site that works only inside the campus it works through intranet. After the PAR is submitted it is send to the immediate senior i.e. the controlling officer. He then award marks according to the PAR further the marks are send to the accepting authority , it is in the accepting officer hand whether to accept the report or decline it and on the basis of the report the performance appraisal is awarded. 5. Taking corrective steps such as transfer from one job to another. At ONGC there are no transfers for the person working as a staff but in the case of Officers level i.e. E0 for the period of 12years there is no transfer but after this duration the officer can be transferred to any region. These are ERBC, NRBC, CRBC & SRBC. 6. Remuneration of employees. Reward for employment in the form of pay, salary, or wage, including allowances, benefits (such as company car, medical plan, pension plan), bonuses, cash incentives, and monetary value of the non-cash incentives. At ONGC easy car loan, student loan and company provides travel allowances, benefits like government homes etc. 7. Social security and welfare of employees. For this area ONGC provides Composite Social Security Scheme (CSSS), in this a nominal amount is deducted from the employees basic pay every month and if an employee dies within the service period that amount is given to the family members that sometimes amounts up to 20lcs apart from this gratuity, PF + interest and 300days of leave encashment is also given to the dependents of the employee. 8. Collective bargaining, contract negotiation and grievance handling. Collective bargaining involves discussions and negotiations between two groups as to the terms and conditions of employment. It is called collective because both the employer and the employee act as a group rather than as individuals. It is known as bargaining because the method of reaching an agreement involves proposals and counter proposals, offers and counter offers and other negotiations. At ONGC collective bargaining happens at the time of revision of pay, if the union is not satisfied with the revision then they can bargain with the
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management and the higher officials are not satisfies with their revised pay they can do the bargaining with the Government of India by means of an association that is formed by the high officials of different Oil Sectors (like IOL, HPCL and IOC). A grievance is any discontent or feeling of unfairness and in the workplace, it should be pertaining to work. A grievance is more deep-seated than a complaint. Complaints are expressions of grievances, but a grievance is deep-rooted such that the employee takes appropriate remedial action to seek satisfaction. At ONGC the grievance arises generally because of the unfair transfer or any need that have arisen and it is mentioned anywhere in the policies of ONGC. 9. Developing and maintaining motivation for workers by providing incentives. To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise. At ONGC employees motivation factors are good medical facilities, yearly PRP (Profit Related Payment), Awards and Rewards, CMD award, etc. 10. Reviewing and auditing man power management in the organization At ONGC every year a request is sent for the man power and then the higher authorities does the auditing on the request that how many people are currently working and then the reviewing team checks the report of the auditing team and then further appointment are done. 11. Potential Appraisal & Feedback Counseling. It is a process of determining employees strength and weaknesses with a view to use this as a predictor of his future At ONGC there are no such criteria of feedback counseling but the PAR marks that an employee gets is shown to the employee but at no point the employee can complaint about the marks he scored. 12. Role Analysis for job occupants. Role analysis is a structured exercise to provide an overall picture of what the role is supposed to achieve, the rationale for its existence in the organization, its interlink age, and the attributes of an effective role occupant.
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At ONGC time to time reshuffling is done and according to skills jobs are assigned to the employee. 13. Job Rotation. Job rotation is a management technique that assigns trainees to various jobs and departments over a period of a few years. Surveys show that an increasing number of companies are using job rotation to train employees.

14. Quality Circle, Organization development and Quality of Working Life. Any conscious effort for improving working condition, work content,, and its safety and security, wages and benefits, etc. In other words, all the original inputs which aim at improving the employees satisfaction and enhancing organizational effectiveness. At GEOPIC now the documentation work is majorly done on the computer and the specifies website cannot be opened outside the campus thus the QWL is high at ONGC

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Scope:
The scope of this project is mainly to emphasize on the training process of ONGC being a Government Organisation the process of Training is world class and can easily be implemented at any other organisation. This kind of Training programme is shared by various company as it is certified by ISO: 9001. The process of Training and Development at ONGC is simple yet effective. Assessment of training need Establishment of Training Goals Devising Training Programme Implementation of Training Programme Evaluation of Result

Limitations:
Due to time constraint and hectic schedule of ONGC employees sometime I found difficulty in interaction with employees. O r g a n i z a t i o n b e i n g v e r y l a r g e a n e f f o r t wa s ma d e t o d o t h e t a s k s effectively and efficiently but more detailed study could have done by having large sample size. Employees delayed in submitting the feedback form so it affected the time in compiling and analyzing data for findings and suggestions. Many questions were responded as Blank due to the subjectivity of the topic and some information was not revealed due to certain reasons like being confidential in nature. In many responses details were not provided due to which the outcome received is not exact.

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Research Methodology Used:

Research methodology is a scientific and systematic way to solve research problem. A researcher has to design his methodology, i.e. in addition to the knowledge of methods/ techniques; he has to apply the methodology as well. The methodology deals with the research method and takes into consideration the logic behind the methods, we use. Following steps have been carried out for the project undertaken:Step 1-Get acquainted with the organization to understand its setup in order to be able to appreciate its functioning. Step 2-Studied the annual report of the company, filled various Questionnaire and the relevant data was sorted out from the maize of information therein. Step 3-Classify the relevant data and carried out the required calculation. Step 4-The results were analyzed and conclusions were drawn.

Area of Study: Employees training and development that takes place at ONGC.

Questionnaire Design: Questionnaire was designed as to find out the level of satisfaction that an employee have with the training imparted time to time.

Scale Used: Five point scale used.

Sample size: Number of correspondent to whom questionnaire was distributed = 50.

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Data collection method: There are two types of sources of data collection i.e. 1. Primary Sources 2. Secondary Sources Primary Sources: Discussions with the management briefings with the concerned supervisors and officers. Questionnaires were distributed so as to get the primary data Secondary Sources: Secondary data are information, which have already been collected by others. In order to carry out this project successful I have also relied on the secondary data already available in following ways: Through Annual Report of ONGC 2010-11. Through records of the company for getting the history of the company. Through website of ONGC i.e. www.ongcindia.com.

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Company Profile OIL AND NATURAL GAS CORPORATION

ONGC was formed in 1956 with the vision of great leaders to make our country energy-sufficient. Since then, the company has taken every step to fulfil this promise. Over the years, the company has discovered 6 of the 7 producing basins in India and added 6.4 billion tonnes of Oil and Gas reserves. Today, according to Platts Top 250 Global Energy Ranking, ONGC is the no. 1 E&P company in the world. The company is ready to touch new horizons of growth by resolutely focusing on its Oil & Gas production capabilities. ONGC aims to explore newer avenues for a greener planet, excel in its exploratory endeavours and evolve into a complete energy solution provider. ONGC group of companies comprises of Oil and Natural Gas Corporation ltd (ONGC- The Parent Company), ONGC Videsh Ltd (OVL a wholly owned subsidiary of ONGC), ONGC Nile Ganga BV (ONGC BV a wholly owned subsidiary of OVL) and Manglore Refinery and Petrochemicals Limited (MRPL a subsidiary of ONGC) ONGC Videsh Limited (OVL) is the international arm of ONGC. It was rechristened on 15 June 1989. It currently has 14 oil and projects across 15 countries. Its oil and gas production reached 8.87 MMT of O+oEG in 2010, up from 0.252 MMT of O+OEG in 2002/03. PRODUCTS OF ONGC are: Crude Oil Gas LPG (Liquefied Petroleum Gas) Natural Gas Natural Gas Liquid Aromatic Naphtha Superior Kerosene Oil C2-C3 (Ethane-Propane)

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Human Resource
ONGC has vast pool of skilled and talented professionals the most valuable asset for the company. 33,229 ONGCians (as on 31st March, 2011) dedicate themselves for the excellent performance of your company during the year. ONGC continues to extend several welfare benefits to the employees and their families by way of comprehensive medical care, education, housing and social security.

Global Ranking
ONGC is now a Fortune 500 Company (with 413th rank) and is the only and the first ever Indian Company to figure in the Fortunes list of Worlds Most Admired Companies in the year 2007. Ranked as the number two E&P Company in world (Platts ranking of top 250 Energy Companies 2011), ONGC remains Indias Most Valuable PSU in terms of net profit and net-worth. ONGC has been ranked at 172nd position in the Forbes Global 2000 list for the year 2011 of the worlds biggest companies released on 21st April 2010. The ranking is based on Sales (US$ 22.6 billion), Profits (US$ 4.3 billion), Assets (US$ 44.6 billion) and Market Capitalization (US$ 53.2 billion). 57 Indian Companies find placed in the list among which ONGC has been ranked at No.3. ONGC has been ranked 24th among the Global publicly-listed Energy companies as per PFC Energy 50 (2011) Financial Express in its latest listing of top 500 Companies of India for the year 2010-11 has placed ONGC, second on composite overall ranking amongst all companies in India. ONGC also maintains its position as most valuable PSU of the Country. Business World, in its latest survey on Most Respected Companies 2011 (published on 14th February, 2011) ranked ONGC fourth amongst all the companies in both private and public sector in India. ONGC has emerged as not only the sector leader (oil & gas sector) but also the most respected company amongst all the PSUs. Transparency International in a recently released report Promoting Revenue Transparency: 2011 Report on Oil & Gas
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Companies has ranked ONGC at top on parameters for organisational disclosure. ONGC ranked at 26th on reporting on anti-corruption programmes and at 16th place on Country-level disclosure International Operations. ONGC has been ranked 361st position as per Fortune Global 500 - 2011 list, based on revenues, profits, assets and shareholders equity.

Strategic Vision 2001- 2020

To focus on core business of E&P, ONGC has set strategic objectives of: Doubling reserves (i.e. accreting 6 billion tonnes of O+OEG). Improving average recovery from 28 per cent to 40 per cent. Tie-up 20 MMTPA of equity Hydrocarbon from abroad by 2018. Accrete 1 Billion tonnes of resources from unconventional sources of energy. The focus of management will be to monetise the assets as well as to assets the money.

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HISTORY Foundation
During the pre-independence period, the Assam Oil Company in the north-eastern and Attock Oil company in north-western part of the undivided India were the only oil companies producing oil in the country, with minimal exploration input. The major part of Indian sedimentary basins was deemed to be unfit for development of oil and gas resources. After independence, the national Government realized the importance oil and gas for rapid industrial development and its strategic role in defence. Consequently, while framing the Industrial Policy Statement of 1948, the development of petroleum industry in the country was considered to be of utmost necessity. Until 1955, private oil companies mainly carried out exploration of hydrocarbon resources of India. In Assam, the Assam Oil Company was producing oil at Digboi (discovered in 1889) and the Oil India Ltd. (a 50% joint venture between Government of India and Burmah Oil Company) was engaged in developing two newly discovered large fields Naharkatiya and Moran in Assam. In West Bengal, the Indo-Stanvac Petroleum project (a joint venture between Government of India and Standard Vacuum Oil Company of USA) was engaged in exploration work. The vast sedimentary tract in other parts of India and adjoining offshore remained largely unexplored. In 1955, Government of India decided to develop the oil and natural gas resources in the various regions of the country as part of the Public Sector development. With this objective, an Oil and Natural Gas Directorate was set up towards the end of 1955, as a subordinate office under the then Ministry of Natural Resources and Scientific Research. The department was constituted with a nucleus of geoscientists from the Geological survey of India. A delegation under the leadership of Mr. K D Malviya, the then Minister of Natural Resources, visited several European countries to study the status of oil industry in those countries and to facilitate the training of Indian professionals for exploring potential oil and gas reserves. Foreign experts from USA, West Germany, Romania and erstwhile U.S.S.R visited India and helped the government with their expertise. Finally, the visiting Soviet experts
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drew up a detailed plan for geological and geophysical surveys and drilling operations to be carried out in the 2nd Five Year Plan (1956-57 to 1960-61). In April 1956, the Government of India adopted the Industrial Policy Resolution, which placed mineral oil industry among the schedule 'A' industries, the future development of which was to be the sole and exclusive responsibility of the state. Soon, after the formation of the Oil and Natural Gas Directorate, it became apparent that it would not be possible for the Directorate with its limited financial and administrative powers as subordinate office of the Government, to function efficiently. So in August, 1956, the Directorate was raised to the status of a commission with enhanced powers, although it continued to be under the government. In October 1959, the Commission was converted into a statutory body by an act of the Indian Parliament, which enhanced powers of the commission further. The main functions of the Oil and Natural Gas Commission subject to the provisions of the Act, were "to plan, promote, organize and implement programmes for development of Petroleum Resources and the production and sale of petroleum and petroleum products produced by it, and to perform such other functions as the Central Government may, from time to time, assign to it ". The act further outlined the activities and steps to be taken by ONGC in fulfilling its mandate.

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1961-1990 Since its inception, ONGC has been instrumental in transforming the country's limited upstream sector into a large viable playing field, with its activities spread throughout India and significantly in overseas territories. In the inland areas, ONGC not only found new resources in Assam but also established new oil province in Cambay basin (Gujarat), while adding new petroliferous areas in the Assam-Arakan Fold Belt and East coast basins (both inland and offshore). ONGC went offshore in early 70's and discovered a giant oil field in the form of Bombay High, now known as Mumbai High. This discovery, along with subsequent discoveries of huge oil and gas fields in Western offshore changed the oil scenario of the country. Subsequently, over 5 billion tonnes of hydrocarbons, which were present in the country, were discovered. The most important contribution of ONGC, however, is its self-reliance and development of core competence in E&P activities at a globally competitive level.

Post 1990 In 2006 a commemorative coin set was issued to mark the 50th anniversary of the founding of ONGC, making it only the second Indian company (alongside State Bank of India) to have such a coin issued in its honor. In 2011, ONGC applied to purchase of 2000 acres of land at Dahanu to process offshore gas ONGC Videsh, along with Statoil ASA (Norway) and Repsol SA (Spain), has been engaged in deep-water drilling off the northern coast of Cuba in 2012.

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TRAINING AND DEVELOPMENT

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Objectives of Training and Development

The objectives of Training and Development are as follows: To impart to new entrants the basic knowledge and skill they need for an intelligent performance of definite tasks. To ensure that each employee is equipped with capabilities to perform various tasks associated with his role. To assist employees to function more effectively in their present positions by exposing them to the latest concept, information and techniques and developing skills they will need in their particular fields. To help the employee develop as an individual so that the organization can recognize and use the maximum possible potential of its employees. To help the employees work as team members since no individual can accomplish the goals of the organization single handedly. The "Training & Development" aims to maximize the performance of individuals and groups to meet your organizational goals. Most organizations recognize the importance and benefits of training & development for their employees, especially as a retention tool. Lately, training has also become an important tool to create a smarter, adaptable workforce and yield optimum results for the corporation. Training and Development is a means to an end, not the end itself. It is an ongoing process. In a world where technology, systems, methods, and approaches are changing at an accelerating pace, it is imperative for your organization to keep abreast with these changes. A workforce that is trained for change becomes an asset for the organization

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Determination of Training Needs:

Performers of today believe in employees as asset to be developed. Accordingly, need for training of this asset is to be determined on the following grounds: New candidates who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations and the working conditions. The existing employees are trained to refresh and enhance their knowledge. If any updating and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing new equipment, changes in technique of production, computer implantment. The employees are trained about use of new equipment and work methods. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job. The benefits of training can be summed up as: Improves morale of employees- Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover. Less supervision- A well trained employee will be well acquainted with the job and will need less of supervision. Thus, there will be less wastage of time and efforts. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less are the chances of committing accidents in job and the more proficient the employee becomes. Chances of promotion- Employees acquire skills and efficiency during training. They become more eligible for promotion. Increased productivity- Training improves efficiency and productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money and resources if employees are properly trained.
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Elements of Training
Every training programmes includes trainee, trainer, a training program and training material Trainee: The selection of a trainee is of major importance if permanent change and gainful results are to be attained. Organisations should draw up priorities and identify employees who are crucial to performance and achievement of basic objectives of the company. Accordingly training programmes are to be organised keeping in view nature of job and technicalities. A training calendar of the training to be held in the coming year should be published well in advance. Employees may be asked to put forward their training requirement in a predesigned format which can be analysed accordingly. Trainer: The trainers are the key figure in an effective training programme. Trainers can be the catalyst in the transformation process of human capital because they develop a culture and professionalism through their high calibre. The use of seasoned company veterans gives the company a pool of talent to draw from its design and upgrade courses. Corporate education presents special challenges and sometimes demands outside expertise. Training Period: The length of the training period depends upon the skills to be acquired, the trainers learning capacity and the training media to be used. The use of effective material usually helps to reduce the training time. The training period may extend from 3 weeks to 6 months or even more depending upon the job requirements. Training methods: There are many methods and techniques for imparting training among trainees. The choice of any method depends upon: Cost Time and availability Number of trainees Depth of knowledge required Background of the trainees

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TRAINING TECHIQUES Training is generally imparted in following ways: ON THE JOB TRAINING VESTIBULE TRAINING DEMONSTRATION SIMULATION APPRENTICESHIP CLASSROOM METHODS LECTURES CONFERENCE CASE STUDY ROLE PLAYING PROGRAMMED INSTRUCTION ASSOCIATION AUDIO-VISUAL

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TRAINING AT ONGC
INTRODUCTION ONGC ACADEMY THE TRAINING INSTITUTE TRAINING PROCESS TYPES OF TRAINING CONDUCTED AT ONGC TRAINING STRATEGIES EVALUATION PROCESS

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Training system in ONGC

ONGC is a highly capital and technology intensive organisation. It is on the cross roads of transformation from a fully protected administrative price mechanism, monopoly economy to a market driven liberalized and competitive economy. The petroleum sector has been opened to private and multinational petroleum companies. ONGC has to compete with other private sectors and maintain its leading position. This requires it to adopt very progressive and forward HRD policies to sustain and survive in the new economic scenario. Only the competent motivated people can make things happen in desired way and enable an organisation to achieve its goals. The HRD is a continuous process and to ensure development the HRD philosophy of ONGC has been based on the following important points of the human resource: Human Resource has boundless potential. An individual who ceases to learn grow. The organizational excellence is achievable through the excellence of human resource.

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ONGC ACADEMY - THE TRAINING ACADEMY

ONGC Academy is the premiere nodal agency for developing Human Resource for ONGC. The institute emerged out of a SWOT Analysis by the organization in 1982. Since ONGC academy has been developed as a Centre of Excellence in imparting in all practices and perspective linking the oil industry to overall managerial harness. The institute, an internationally acclaimed ISO-9001 certified training faculty, is committed to excellence in the cause of HRD, creating an environment inspiring learning is given high priority at ONGC Academy. ONGC Academy is located in Dehra Dun. ONGC Academy has an excellent auditorium for 220 participants, a well-furnished conference hall, 16 lecture halls, and a fully operational computer centre for hands on experience, a well-equipped library, cut models and simulation aids. In addition, proximity to R&D Institutes of national repute like KDIMPE, IDT, and GEOPIC is added advantage. The executive hostel of the institute can house more than 100 participants at any point of time.

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MOTTO Bettering the best VISION Excellence in entrepreneurial hydrocarbon business POLICY ONGC academys prime objective is to be a global player by realizing the full potential of ONGCs human resources to meet the challenges in the upstream petroleum industry and is committed to achieve global excellence in meeting managerial and technical needs of customers in upstream oil industry by continuously upgrading training programmes to suit the requirements of the emerging skills and technologies internationally, effectively implementing and maintaining ISO-9001 Quality management system. QUALITY OBJECTIVES To periodically evaluate the resource base of ONGC academy in order to meet the provision of the strategic business objectives of the parent company. To identify the gap between the current technological know-how & how these emerging internationally in order to bridge the same by developing appropriate training modules, minimum one programme each in exploration production engineering & engineering services group in the state-of-art technology both in contents & execution to be at par with international standard each year. To offer the expertise of ONGC academy to various national & international customers competitively. To promote the quality awareness, develop quality practices & inculcate creative & innovative thinking. To design 7 develop long duration modules to facilitate qualification up gradation of the unqualified executives.
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To strive to create quality culture throughout the parent company as means of bringing efficiency and improvement. To design & organize workshops on strategic issues for senior executives of the parent company. To take measures to standardize the training policy of the parent company. To strive to achieve 100% target set for each year. To improve the quality of training programmes & achieve the level of the programmes. FACULTY The ONGC Academy faculty includes a mix of highly experienced core & visiting external faculties from within the organization, industry & top national institution to combine theoretical rigor with applications. They possess diverse & varied backgrounds in terms of specialization, experience, institutional temperament & thus provide strong conceptual input around which the practical issue raised by the practitioner can be appreciated & diagnosed. PEDAGOGY The pedagogy is interactive and participative and the methods include lectures, case studies, seminars, group discussions, business games, role play, simulation exercises, structured and unstructured group work and field visits. The emphasis is on involving each participant in making the learning process participant centred and relating the sharing of concepts with individual and group, thereby promoting joint effort in achieving common objectives. Functional areas are discussed in the context of opportunities for internationalizing business and equipping the organization to respond to the rapid changing technology and market forces in the emerging global environment. Eminent academicians policy makers and senior executives.

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CURRICULUM Training is made as per the specific requirements catering to the fresh graduate trainees, middle and senior level corporate executives. Refresher, awareness and exposure and courses in the field of Geosciences, production and reservoir engineering, emerging technologies and managerial aspects for the national and international oil companies are conducted regularly. Programmes on joint venture negotiations, price risk analysis, cost reduction, advanced petroleum management, etc. are added feature of the training curriculum. ONGC academy is also conducting several integrated programmes on the petroleum management and petroleum exploration in collaboration with institutions such as Indian School of Mines, Dhanbad. BENCHMARKJNG STUDIES ONGC academy in its constant endeavour to excel in its training and development missions undertook benchmarking studies with the best in the industry. Benchmarking is one of the best tools to continuously improve the quality of services and products. ONGC academy further improved upon and upgraded its system and procedures through benchmarking. POST TRAINING EVALUATION An innovative 360 degree post training evaluation method is the recent addition used to upgrade the programme and provide contents relevant to the customer.

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Training process at ONGC

Steps of Training process 1. 2. 3. 4. 5. Training needs identification Preparation of annual training calendar Nomination Coordination Measurement and evaluation 6. Post training impact

1. TRAINING NEEDS IDENTIFICATION In order to achieve the overall goals and improve performance training must contribute to the enhancement of professional knowledge, understanding and skills at both individual and organizational level. It should also equip all the employees of an organization for the appropriate response to the emerging challenges. The main emphasis of training should be on developing entrepreneurship and expertise and doing rather than knowing only. Training must also help to build up high standards of integrity, character and probity in professional life. While designing training needs identification process, efforts are always made it involve the individual and experts in line. The HR planners with the approval of the Director-in-charge will determine training needs for different cadres. U.4:I: r organizes workshops on training needs identification each year.

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2. PREPARATION OF ANNUAL TRAINING CALENDAR After the training needs identification has been done, the training institutes design and develop annual training calendar covering identified training needs into the training programmes. Each programme is developed covering the following topics: Programme code Programme title Programme overview and objectives Programme profile (programme centres) Who may attend Faculty/training agency Programme venue Number of seats The training calendar which has been developed is put to the executive committee for approval along with the financial implications and the funds which are required for infrastructure development and teaching aid procurement. After the approval and incorporation of the changes suggested by executive committee, if any, the training institutes will print and distribute the annual training calendar to all the key executives throughout ONGC and take further action to conduct training programmes as per the plan. The institute also puts this calendar on internet or LAN to ensure wider accessibility. 3. NOMINATION Training institutes will develop their manpower database management system, based on that they will identify suitable candidates for the training programmes. Training institutes will circulate a list of 35-40 participants representing all work centres and disciplines for nomination by the key executives.
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Keeping in view of maximum utilization of resources and taking utmost advantage of the training activities, the heads of the work centres will nominate a substitute (who has not attended such training programmes in the past or has not attended any training programmes in the past three years) in case, the confirmed participant is not in a position to attend the training programmes due to unavoidable circumstances as an exceptional case, such candidate and his/her controlling officer will ensure participants in the next training programme keeping in view the policy of the organization to provide equitable development opportunities to each and every employee. 4. COORDINATION The successful and effective organization of a training programme requires a lot of advanced planning and preparation for the coordination. The training coordinators at the institutes will initiate action for planning and preparation for the particular training programme at least two months in advance. The following activities are performed to maintain the high quality of training programme: Designing training programmes and developing session wise details as format. Identification and evaluation of the faculty and/or training agency along with alternative faculty. Identification of resources including teaching aids and classroom facilities. Design and development of training programmes and good quality course material. Planning for measurement and evaluation of the participants, faculty and training programme. 5. MEASUREMENT AND EVALUATION Measurement and evaluation is an essential ingredient of entire training process. Without measurement and evaluation quality of training programmes cannot be ascertained. It provides valuable information about the faculty and the programme and helps in taking measures to enhance the effectiveness of the programme and improve the quality of training inputs.
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The measurement and evaluation is the front-end exercise to make a training programme highly effective in true sense. The aims and objectives of the programme are identified at the beginning so that the effect or the result can be measured against those set objectives. In ONGC, the training institutes design and implement a measurement and evaluation system for each and every programme to measure the effectiveness of the programme and carry out cost-benefit analysis of the same. The measurement and evaluation is focused on the following components of the training process: : EVALUATION OF TRAINERS This is of utmost importance for the quality of the training programme. After ascertaining the quality of the trainers and training agencies, the Training Institutes award the training programmes. The trainers are evaluated before the award of training programmes to them on various parameters like their academic qualifications, professional knowledge and experience and programmes conducted in past for the company or other organizations after ascertaining the quality of the trainers and training agencies, the training institutes award the training programmes. The real evaluator of the trainer during the process of the training programmes will be the participant. Each faculty (trainer) for following attributes through faculty feedback form: i. Subject knowledge. ii. Quality of lecture. iii. Relevance of topic. iv. Adequacy of method. v. Faculty delivery .

: EVALUATION OF PARTICIPANTS The evaluation of trainees (participants) provides the valuable information on the effectiveness of training programmes. The evaluation of trainees is also necessary to bring seriousness in training and enhance the learning process. The significant importance is given by the Training Institutes in view of huge cost involved in training. The training institutes design and implement
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trainees evaluation on the following system a. Pre course evaluation through pre course tests. b. In process evaluation through syndicate presentations or group discussions c. Post course evaluation through post course tests : EVALUTION OF THE TRAINING PROGRAMME Evaluation of each training programme is an essential part of the entire training process because it provides valuable inputs to improve its quality and further upgrade the programmes. There is a well-designed measuring instrument to evaluate the programme through trainees feedback. 6. POST TRAINING IMPACT MEASUREMENT The cost-benefit analysis of the training activities is being emphasized for a long past by the companies due to the huge investment of funds on T&D activities. It is desired that the returns of the training should be greater than cost involved. The benefits of training can be like labor savings, productivity increases, other cost savings and other income generation while the costs may include design and development cost, promotional cost, administration cost, faculty cost, material cost, facility cost, students cost and evaluation cost. The cost of training programmes can be calculated easily while the determination of the training benefits/returns is considerably difficult because the method for computing benefits/returns will vary greatly form situation to situation in large organizations such as ONGC. It becomes difficult to calculate the training benefits where multiplicity of factors plays a vital role in the achievement of success. The training institutes develop directory of resource persons for training and the faculty resource is shared for the benefit of the corporation.

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TYPES OF TRAINING CONDUCTED BY ONGC ACADEMY

The institute plans and develops the human resource of ONGC through various types of programmes as follows: 1. INDUCTION TRAINING ONGC academy prepares young Engineers, Scientists and Personnel from Finance, Administration, IR, PR, in all from 17 disciplines fresh from universities through integrated 52 weeks modular Induction Training Programme with constant monitoring, evaluation and counselling through faculty from within the ONGC management experts and industrial psychologists. The basic objectives during induction training is help them to adapt to contemporary business paradigms, organizational culture/sense of belongingness, develop interpersonal relationship and collaborative attitude apart from exposing them to feel of the entire gamut of E&P activities of ONGC and their overall development to help smooth transition from Brahmacharya to Garhastya. Induction training is broadly divided into the following categories: a) ORIENTATION AND MULTI DISCIPLINARY THEORETICAL TRAINING (OMDTT), 6 WEEKS It includes introduction to ONGC, mission, objectives, corporate planning, ONGC past, present and future, welfare schemes in ONGC, International petro-economic scenario, creative and innovative, discipline and code of conduct, communication skills, personality development, social graces, presentation skills, media management, and safety environment management. b). MULTI DISCIPLINARY FIELD FAMILIARIZATION TRAINING (MDFF), 5 WEEKS This module covers exposure of the newly inducted trainees to the various field operations of ONGC. They are provided both on the site and field job related theoretical inputs on the following areas:

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Introduction to exploration management. Introduction to hydro carbons. Introduction to drilling technology Introduction to production technology Introduction to technical services General management Financial management Material management Information management c). SPECIALISATION TRAINING (ST), 10 WEEKS After the above two trainings, the trainees are regrouped discipline wise for the Training in their disciplines for an in-depth understanding of the core subject. d). ON THE JOB TRAINING, 19 WEEKS In this module the trainees are out at field installation for hands on experience and Implement what they have learned during various modules of training. They are rotated in planned manner in various jobs. e). FINAL EVALUATION (FE), 3 WEEKS Evaluation of graduate trainees is an essential and important part of entire induction Training programmes. The trainees are evaluated on weekly basis throughout the Training process for each module and sub module through objective and descriptive tests.

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2. EXPLORATION TRAINING ONGC academy plans and conducts training programmes on all aspects of exploration technology covering programmes on geology, geochemistry, geophysics, well logging, reservoir engineering, etc. 3. PRODUCTION TECHNOLOGY TRAINING The institute designs and organizes training programmes on all aspects of petroleum technology to meet the skills and knowledge requirements of the petroleum engineers of the organization.

4. ENGINEERING AND INFORMATION TECHNOLOGY TRAINING The institute designs and conducts training programmes in all branches of engineering relevant to petroleum industry and IT. The training programmes in IT cover both computer hardware & software and electronics & communications. 5. MANAGEMENT TRAINING ONGC academy plans and conducts training programmes in all streams of management, financial management and material management. The training programmes planned and organized by training institute on various aspects of management as under: Enhancing managerial effectiveness Building managerial competence Performance enhancement Development of HR for the line managers Project management Financial management for non-financial executives

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Team building for organizational effectiveness Achieving excellence through TQM 6.INTEGRATED PROFESSIONAL TRAINING The institute plans and conducts training programme on professional areas that involve holistic approach of management in effective accomplishment of various integrated tasks.

7. EMERGING TECHNOLOGY TRAINING Exploration of petroleum is a very technology intensive area. The rate of obsolescence is very fast in this sector of petroleum industry to keep pace with the fast changing global scenario and keep knowledge and skills of ONGC executives updated.

8.SPONSORED TRAINING The efforts are needed to design and conduct the training programmes to meet the knowledge and skills requirement of the vast human resource of the ONGC in all areas of petroleum technology and management but to meet some specific requirements in various disciplines, the instate sponsors the employees of ONGC in the programmes of external training agencies both in India and abroad. The philosophy behind sponsoring the executives and nonexecutives on the programmes of external agencies is to bring new and innovative ideas in the organization from outside world and minimize the cost of organizing training for every limited number of participants to meet the specific requirement.

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9. HIERARCHY BASED TRAINING Training programmes conducted by the academy are classified and designed on the basis of various hierarchy levels that are determined by the structure of the organizations. The various levels in the organization are it operational, strategic or decision-making levels all require training and development during their work schedules to enhance and upgrade their skills required qualifications, skills and core area of development and hence training programmes for the particular designation.

10. REFRESHER TRAINING PROGRAMME! IN-SERVICE PROGRAMMES ONGC academy organizes Refresher Technical Training Programmes for all the three groups i.e., exploration, production and engineering group.

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TRAINING STRATEGIES
In ONGC the planned development of human resource is given top priority. The training has to be organized for entire human resource covering all levels from the lowest class IV to the highest board level. Special attention is paid to the lower and middle level executives, who are the cutting edge of operations. By nature of their job responsibilities and position in the organization, the executives and non-executives have to discharge different type of jobs that demand different sets of knowledge and skills. Hence separate training strategies for the executives and non- executives have been designed. Training Strategy for the Executives T&D activities are seen in relation with the career progression of the employees in the organization. Therefore the following interventions at various level of career path of the executives are proposed: Mandatory Training for the Executives Mandatory training programmes are essential to enable an employee of the discharge his responsibilities efficiently and effectively. These are knowledge, skill and attitude based programmes that will be organized at various levels of the career span of the executives. E-O level week Graduate trainees week E2-E3 level weeks E4.-E5 level weeks E6-E7 level weeks E7 above level weeks Supervisory development programme Graduate training programme Jr. Management training programme Middle management training programme Sr. Management training programme Adv. Management training programme 1 52 2 2 2 4 to 5

These training programmes are mandatory in nature and efforts. We made to impart these training to individuals throughout their career progression in the organization. The training institutes in these programmes will make the nomination and the line managers will ensure the participation of the individual working under their control to ensure development and prepare them to discharge their responsibilities efficiently. The training
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institutes will maintain HRD database to facilitate nomination process and will ensure participation of each employee by designing and conducting sufficient number of training programmes. The appropriate system is being designed as project SHRAMIK . To identify and nominate individual for mandatory training. To ensure participation and development of individual in mandatory training, effective monitoring will be done through this system. NEED BASED TRAINING FOR EXECUTIVES Need based training will be given to meet the individual as well as organizational requirement. The controlling officer will forward the nomination for such training institutes. The institutes either by organizing the training programme if sufficient number of participants is available or by sponsoring in the training programmes of external agencies if the number of nomination is small will meet this type of training needs. The need based training interventions for the executives will.be as under: E2-E4 LEVEL a) Refresher training programmes in line function at an interval of 3-4 years. b) Cross functional programmes in relevant areas. E5-E7 LEVEL a) Multi-disciplinary perspective building programmes b) Advanced technical training programmes in the line function c) Training abroad in the line function

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EVALUATION OF TRAINING-CONCEPT NEED FOR EVALUATION

EVALUATION CONCEPT

Evaluation means the assessment of value or worth. Evaluation of training is the act of P judging whether training is worthwhile in terms of set criteria (objectives) or not. A comprehensive and effective training evaluation plan is a critical component so any successful training programmes. It should be structured to generate information of the impact of P training on the reactions, on the amount of learning that has taken place, on the trainees behaviour and its contribution to the job or organization. Therefore evaluation of training is a measure of how well it has met the needs of its human resources. An index of contribution of training to the organizational success through evaluation strengthens training as a key organizational activity. HANBLIN (1970) defined evaluation of training as: Any attempt to obtain information P (feedback) on the effects of training programme and to assess the value of training in the light of that information for improving further training.

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NEED FOR EVALUATION

Evaluation of training could be multipurpose like: To determine the extent and degree of a training programme fulfilling its set objectives. To provide feedback on the performance of the trainees, training staff, the quality of the training and facilities provided during training. To enable assessment of training needs. To aid the learning process of the trainee by providing knowledge of results. To provide a self-correcting feedback system to improve the design and implementation of current future training. To update and refresh old employees to enable them to keep abreast the changing organizational dynamics. To raise the commitment and involvement of trainees in the training process. To highlight the impact of training on the behaviour and performance of the individual. To determine the cost benefit from training investment. To judge the impact of training for organizational benefits.

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DATA ANALYSIS
1. Induction training is given adequate importance in your organisation. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 5 45 0 0 0 %age of response 10 90 0 0 0

50 45 40 35 30 25 20 15 10 5 0 Strongly Agree 5 Agree 45

figure 1

Cant say 0

Disagree 0

Strongly Disagree 0

Series1

Interpretation: The Induction training is provided to every employee that is employed in the organisation thus the data clearly says that the employees completely satisfied with the type and format that is followed at ONGC so no further inputs are needed this this area.

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2. Induction training is well-planned. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 12 35 3 0 0 figure 2
40 35 30 25 20 15 10 5 0 Strongly Agree 12 Agree 35 Cant say 3 Disagree 0 Strongly Disagree 0

%age of response 24 70 6 0 0

Series1

Interpretation: Since at ONGC Training is commenced at various academies set by the organisation thus there is a high sense of satisfaction among the sample that has been chosen as to do the survey. The induction training is provided to the graduate training and thus it needs to be highly planned and by means of the data collected it is observed that the training at ONGC is well-planned.

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3. Induction training is of sufficient duration. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 2 33 4 16 0 figure 3
35 30 25 20 15 10 5 0 Strongly Agree 2 Agree 33 Cant say 4 Disagree 16 Strongly Disagree 0

%age of response 4 66 8 32 0

Series1

Interpretation This data signifies that 66% of the sample agrees with the duration of training but 32% disagrees with the duration of the training as there is specified duration of the training period in ONGC but it is to be noted that the training needs varies from person to person so there should be an evaluation procedure in between the training period and the ones who are performing better or those who are performing below the marked standard should be done and the duration of training period should be made flexible.

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4. Induction training provides an excellent opportunity for newcomers to learn comprehensively about the organisation. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 6 39 5 0 0 figure 4
45 40 35 30 25 20 15 10 5 0

%age of response 12 78 10 0 0

Strongly Agree 6

Agree 39

Cant say 5

Disagree 0

Strongly Disagree 0

Series1

Interpretation The training module is set in such a manner that the trainee is imparted knowledge by means of lectures, case studies, seminars, group discussions, business games, role play, simulation exercises, structured and unstructured group work and field visits, etc. so in turn a trainee gets knowledge of practical as well as a theory. The data itself signifies that 78% of the sample agrees to the companys policy of descriptive training. Thus it is a successful method.

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5. The norms and values of the company are clearly explained to the new employees during induction. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 20 23 3 4 0 figure 5
25 20 15 10 5 0 Strongly Agree 20 Strongly Disagree 0

%age of response 40 46 6 8 0

Agree 23

Cant say 3

Disagree 4

Series1

Interpretation The norms of the company are clearly explained to the employees as the statistics clearly explains that at the time of orientation there was a session in which they were explained about various policies. But 6% and 8% of employees disagree with the scenario then it is possible that there were grievances that were not resolved.

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6. Senior management takes interest and spends time with the new staff during induction training. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 28 22 0 0 0 figure 6
30 25 20 15 10 5 0 Strongly Agree 28 Strongly Disagree 0

%age of response 56 44 0 0 0

Agree 22

Cant say 0

Disagree 0

Series1

Interpretation At ONGC the mentor and the mentee relationship is quite strong thus the seniors take keen interest in the training and development of the new recruits it is clearly stated in the data acquired from the primary data collected.

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7. The new recruits find induction training very useful in your organisation. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 31 12 4 3 0 figure 7
35 30 25 20 15 10 5 0 Strongly Agree 31 Agree 12 Cant say 4 Disagree 3 Strongly Disagree 0

%age of response 62 24 8 6 0

Series1

Interpretation The new recruits find induction training as a relevant part as the above data states that 62% employees who filled the form said that the it is relevant but few disagreed as the ones who disagreed must have felt that they have done training somewhere or the other and this training is not required.

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8. The induction training is periodically evaluated and improved. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 11 36 0 0 4 figure 8
40 35 30 25 20 15 10 5 0 Strongly Agree 11 Agree 36 Cant say 0 Disagree 0 Strongly Disagree 4

%age of response 22 72 0 0 8

Series1

Interpretation Every organisation have loopholes and thus it is sometimes difficult to evaluate the training that has been imparted this is visible in the data collected and thus it can be seen that being such a huge organisation 8% employees strongly disagree so this area needs improvement.

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9. The employees are helped to acquire technical knowledge and skills through training. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 15 35 0 0 0 %age of response 30 70 0 0 0

figure 9
40 35 30 25 20 15 10 5 0 Strongly Agree 15 Agree 35 Cant say 0 Disagree 0 Strongly Disagree 0

Series1

Interpretation Ongc is a company dealing with petro-chemical product which needs lot of technically skilled worker even a person appointed at the post of Astt. Engineer has to work at the rig in the initial years of the job so he acquire all the skill needed for the job while working at the rig thus enhancing his technical skills and knowledge.

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10. There is adequate emphasis on developing managerial capabilities of the managerial staff through training. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 10 25 9 6 0 figure 10
30 25 20 15 10 5 0 Strongly Agree 10 Strongly Disagree 0

%age of response 20 50 18 12 0

Agree 25

Cant say 9

Disagree 6

Series1

Interpretation No organisation can stand an face the market peculiarities unless it understand the managerial aspect thus it can be understood from this stats that at ONGC lot of attention is given on managerial training and thus the employees who were taken as sample agrees to the question i.e. 50%

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11.Human relations competencies are adequately developed in your organisation through training in human skills. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 0 43 7 0 0 figure 11
50 45 40 35 30 25 20 15 10 5 0

%age of response 0 84 16 0 0

Strongly Agree 0

Agree 43

Cant say 7

Disagree 0

Strongly Disagree 0

Series1

Interpretation It is made clear as 84% states that they are aware of the program running in the organisation but rest of the 16% are not familiar with such training program thus a reform should be made so as to clarify the areas of self-development of the employees and let be aware of what future aspects can be resolved by such types of training

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12.Training of workers is given adequate importance in your organisation. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 7 31 12 0 0 %age of response 14 62 24 0 0

figure 12
35 30 25 20 15 10 5 0 Strongly Agree 7 Agree 31 Cant say 12 Disagree 0 Strongly Disagree 0

Series1

Interpretation It can be clearly understood that the training is imparted time to time in the organisation as 62% of the employee agree to it.

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13. Employees are sponsored for training programmes on the basis of carefully identified developmental needs. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 12 28 10 0 0 figure 13
30 25 20 15 10 5 0 Strongly Agree 12 Strongly Disagree 0

%age of response 24 56 20 0 0

Agree 28

Cant say 10

Disagree 0

Series1

Interpretation At ONGC every year a need assessment program is conducted in which there is a calendar is issued in which all the training that will be conducted in the year are mentioned and the employee in the beginning of the year is made aware about the training schedule thus can nominate his or her name for the same. But in some cases the head of the department nominates the name of the employee for the training. As it can be concluded from the data collected that the employees are satisfied with the system of need assessment at ONGC.

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14.Those who are sponsored for the training programmes take the training seriously. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 10 32 3 5 0 figure 14
35 30 25 20 15 10 5 0 Strongly Agree 10 Agree 32 Cant say 3 Disagree 5 Strongly Disagree 0

%age of response 20 64 6 10 0

Series1

Interpretation The sample that was collected clearly says that 64% of the people agrees to the fact that employees who are sent for training take the training seriously but 10% of the sample does not agree the reason could me the time that is needed to be invested is more and thus people tend to get reluctant towards the schedule or may be the evaluation process is not very strict that is why some think that those assign for the training doesnt take it seriously.

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15.Employees sponsored for training go with a clear understanding of the skills and knowledge they are expected to acquire from the training. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 0 39 2 9 0 figure 15
45 40 35 30 25 20 15 10 5 0

%age of response 0 78 4 18 0

Strongly Agree 0

Agree 39

Cant say 2

Disagree 9

Strongly Disagree 0

Series1

Interpretation The data that was collected clearly states that 78% of the employees agrees to the fact that when they were assigned for the training they were clear of the objective of the training but 22% employees that were taken in the sample were either not able to decide or disagreed with the question asked, so it is to be taken in consideration that the while the employee is being selected for the training he should be made clear about the objective not just once but time to time while the training is going on.

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16.The HR department conducts briefing and debriefing sessions for employees sponsored for training. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 32 18 0 0 0 figure 16
35 30 25 20 15 10 5 0 Strongly Agree 32 Agree 18 Cant say 0 Disagree 0 Strongly Disagree 0

%age of response 64 36 0 0 0

Series1

Interpretation At ONGC there is a strong HR policy and there is an easy access for every employee to go and contact the HR department so it can be observed from the statistics that the employees get briefing sessions time to time and while the task are daily assigned to the employee while training then the employee need to report to the HR after the task is completed or the current status of the task that was assigned.

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17. In-company programmes are handled by competent faculty. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 15 30 5 0 0 figure 17
35 30 25 20 15 10 5 0 Strongly Agree 15 Agree 30 Cant say 5 Disagree 0 Strongly Disagree 0

%age of response 30 60 10 0 0

Series1

Interpretation At ONGC the training programme are designed such that the faculty are outsourced from well-known institutes and they are asked to deliver lectures time to time thus the sample that was chosen states that 90% of the employees agree to this fact.

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18. Senior line managers are eager to help their juniors develop through training. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 23 27 0 0 0 figure 18
30 25 20 15 10 5 0 Strongly Agree 23 Strongly Disagree 0

%age of response 46 54 0 0 0

Agree 27

Cant say 0

Disagree 0

Series1

Interpretation At ONGC it is not necessary for a person to be selected as a trainee does not need training but on the other hand the senior under which that employee works gives a helping hand and trains that employee in whatever area he is lagging. This can be determined from the stats that the dyads in the organisation are sound and this shows the lucidity in working of the organisation.

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19. Employees returning from training are given adequate free time to reflect and plan improvements in the organisation S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 35 12 0 3 0 figure 19
40 35 30 25 20 15 10 5 0 Strongly Agree 35 Agree 12 Cant say 0 Disagree 3 Strongly Disagree 0

%age of response 70 24 0 6 0

Series1

Interpretation The trainee that undergo training is given adequate time and after the training is completed a training evaluation form is given to the employee and then he is asked to give his fullest in the area he was trained and after a span of 3-6 months his performance is evaluated again. This can be easily interpreted by means of the facts that are revealed by the data collected.

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20.. Line managers provide the right kind of climate to implement new ideas and methods acquired by their juniors during training. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 7 32 0 11 0 figure 20
35 30 25 20 15 10 5 0 Strongly Agree 7 Agree 32 Cant say 0 Disagree 11 Strongly Disagree 0

%age of response 14 64 0 22 0

Series1

Interpretation While training is imparted a trainer tends to develop new ideas within a trainee but when the training is over and the trainee returns back to the practical world it becomes difficult for the trainee to implement new ideas it can be easily inferred from the statistics that 22% disagree with the current question and thus it is needed that the change should be welcomed.

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21.External training programmes are carefully chosen after collecting enough information about their quality and suitability. S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 23 10 8 7 2 figure 21
25 20 15 10 5 0 Strongly Agree 23 Strongly Disagree 2

%age of response 46 20 16 14 4

Agree 10

Cant say 8

Disagree 7

Series1

Interpretation The external training programme is the one in which a few number of employees are selected and are sent to other organisation or other country to get themselves equipped with new technology that has come into the market but from the data that has been collected it can be seen that there is a no sense of satisfaction among the employees may be due to favouritism a non-deserving candidate gets the chance of such training. As the statistics says that 18% disagree with the question asked.

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22.Self-Nomination Process should be there so that Employee tell the management about their Training Needs S.No. 1. 2. 3. 4. 5. Response Strongly Agree Agree Cant say Disagree Strongly Disagree No. of Respondent 34 12 0 4 0 figure 22
40 35 30 25 20 15 10 5 0 Strongly Agree 34 Agree 12 Cant say 0 Disagree 4 Strongly Disagree 0

%age of response 68 24 0 8 0

Series1

Interpretation The need for training can be assessed by the department but there are few training need that only an employee can find out so it is necessary for the organisation to let the employee state his need as 92% sample strongly agrees to this fact but few state that it should be done by the HR so as to find out the real need that an employee is facing..

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FINDINGS
Adequate opportunities are provided to the employees to indicate their training needs but cannot nominate themselves for training. The training process provides them an opportunity for development and growth. Training which has given to the employees is according to their training requirements. The training needs are identified through appraisal process rather than self-nomination. ONGC provide a sufficient infrastructure for trainings. The trainers have appropriate knowledge on the subject. Training provided to the employees helps them to improve their performance at work. Employees are very much satisfied with the training process.

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RECOMMENDATIONS
After carefully studying the present system in ONGC keeping in view the observations derived and having interaction with the executives, I would like to conclude that though there are certain strengths in the present training system there are certain weaknesses too. These weaknesses have to be overcome as employees are not fully satisfied with the present training system in ONGC. There exists a scope for further improvements to be made in the present system. I would therefore, like to give certain recommendations in areas of improvement as follows: 1) EFFECTIVE TRAINING NEEDS IDENTIFICATION The training needs identification should be matriculate done, i.e., the skills which people are lacking in for which training is required. Objectives of the training programmes should be identified and well defined. The focus of HRD should be on the training needs identification. The following areas have to be focused in order to improve the effectiveness in the present training system: The art of man-management should be taught to compete specific training programmes. Cost reduction techniques should be taught to compete in the future. Training should be more through case studies and examples and not merely theoretical. Application of creativity should be taught for productivity, cost reduction and organization development. Besides skill up gradation, behaviour/attitude is also important for efficiency. These are skills and attitudes what the organization needs for its executives and workers for its development. Specific training programmes for loyalty towards the organization should be introduced. 2) LOOPHOLES/AREAS OF IMPROVEMENT Personal biases creep into the trainee nomination process. The trainee nomination system should thus, be made fair. The biases should be
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minimized so that employees are nominated for training on actual need basis. It is understood that sometimes people deliberately get nominated for training on the basis of personal contacts and that too not for learning purpose and training requirement The loopholes in the trainee nomination system should be overcome. It is recommended that nominating authority should give justification of the nomination of the individual. It must also examine how many training programme has he attended during the last three years. It should be left to the assets/basin plants to nominate the participants as they are fully aware of their training needs thus, biases in the trainee nomination system can be minimized. 3) TRAINING UTILISATION Adjudge performance of the employees after sometime (say after few months) of training to determine the degree of knowledge gained has been applied. The middle level executives from E3 to E4 level should be made general by imparting them general management skills by using job rotation and transfer as a tool. Assessment of competency learning should be there. Skill gap analysis should be conducted which gives a clear picture as it assess each employees level of knowledge, skills and abilities relative to the level required for the successful performance in their position. 4) IMPROVEMENTS TO BE MADE IN THE SYSTEM There is still scope for further improvements in the present training system. Concerned HR planners should be involved and decide about the participants and what training should be given to them. This is required because some gets more training while some are not at all imparted training. Each employee should get a chance for getting trained. This data should be maintained at least for a period of 5 years. Apart from making all the programmes available online, a copy of the training calendar should be made accessible to all employees.

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Learning from the project

Practical exposure to ONGC. Development of soft skills. Understanding the importance of employees empowerment in the organization. Coordination between theoretical and practical aspects learnt. Enjoyed the practical exposure to corporate. Learnt how to work under supervisor.

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BIBLIOGRAPHY
http://www.ongcindia.com/profile_new.asp#s http://www.ongcindia.com/profile_new.asp http://www.ongcindia.com/history.asp http://www.managementstudyguide.com/training-of-employees.htm http://expertscolumn.com/content/human-resource-management-naturescope-objectives-and-function http://www.businessdictionary.com/definition/performanceappraisal.html#ixzz1zAHBDGqC http://www.egyankosh.ac.in/bitstream/123456789/35629/3/Unit-6.pdf http://www.nios.ac.in/srsec319new/319EL12.pdf http://www.mbaknol.com/human-resource-management/collectivebargaining-definition-features-2/ http://humanlinks.ws/orgsn/training_effectiveness.htm

REFERENCES
E-book of V.S.P. RAO second editionhttp://books.google.co.in/books?id=jEH8MtA8vAC&printsec=frontcover&hl=en#v=onepage&q&f=false

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ANNEXURE

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