Professional Documents
Culture Documents
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Introduction
Training a person for a bigger and higher job is development. And this
may well include not only imparting specific skills and knowledge but
also inculcating certain personality and mental attitudes. As the jobs
become more complex, the importance of employee development also
increases. In a rapidly changing society, employee training and
development are not only an activity that is desirable but also an
activity that an organization must commit resources to if it is to
maintain a viable and knowledgeable work force.
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Training has played a very important role in helping the corporation to
reach the commanding heights of performance. Any training would be
considered to be successful only when the knowledge gained by the
participants is transferred to the job performance
Definition
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Training imparts the ability to detect and correct error. Further more it
provides skills and abilities that may be called on in the future to
satisfy organisation’s human resources needs.
Management development
Knowledge change;
Attitude change
Behaviour change
Performance change
End-operational results (the last two changes being the
result of the first three changes)
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Training Philosophy:
Features of training
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Bridge the gap between job needs and employee skills.
Job oriented process, vocational in nature
Short-term activity designed especially for operatives.
Objectives of Training
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Training and Development programmes help remove performance
deficiencies in employees. This is particularly true when –
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personal and career goals are furthered, generally adding to his
abilities and value to the employer.
The need for the training of employees would be clear from the
observations made by the authorities
1. To Increase Productivity: “Instruction can help employees
increase their level of performance on their present assignment.
Increased human performance often directly leads to increased
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operational productivity and increased company profit.” Again, “
increased performance and productivity, because of training, are
most evident on the part of new employees who are not yet fully
aware of the most efficient and effective ways of performing the
jobs.”
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5. To Improve Health and Safety: “Proper training can help
prevent industrial accidents. A safer work environment leads to
more stable mental attitudes on the part of employees.
Managerial mental state would also improve if supervisors know
that they can better themselves through company-designed
development programmes.”
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c) Need for additional hands to cope with an increased production
of goods and services;
d) Employment of inexperienced, new or badli labour requires
detailed instruction for an effective performance of a job.
e) Need for reducing grievances and minimizing accident rates.
f) Need for maintaining the validity of an organization as a whole
and raising the morale of its employees.
Importance of training
There is an ever present need for training men so that new and
changed techniques may be taken advantage of and improvements
affected in the old methods, which are woefully inefficient.
Training is a practical and vital necessity because, apart from the other
advantages, it enables employees to develop and rise within the
organization, and increase their “market value”, earning power and job
security. It enables management to resolve sources of friction arising
from parochialism, to bring home to the employees the fact that the
management is not divisible. It moulds the employees’ attitudes and
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helps them to achieve a better co-operation with the company and a
greater loyalty to it.
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ON–THE-JOB- TRAINING:
Virtually every employee, from the clerk to the president, get “On-The-
Job Training”, when he joins a firm. It is primarily concerned with
developing in an employee’s skills and habits consistent with the
existing practices of an organization, and orienting him with his
immediate problems. It is mostly given for unskilled and semi-skilled
jobs- clerical and sales jobs.
VESTIBULE TRAINING
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help of the equipment and machines which are identical with those in
use in the place of work. This technique enables the trainee to
concentrate on learning the new skills rather than on performing on
the actual job. In other words, it is geared to job duties. Theoretical
training is given in the class room, while the practical work in
conducted on the production line.
OF-THE-JOB METHODS:
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1. Lectures:
Lectures are regarded as one of the simplest ways of imparting
knowledge to the trainees, esp. when facts, concepts, or principles,
attitudes, theories and problems-solving abilities are to be taught.
Lectures are formal organized talks by the training specialists, the
formal superior or other individual specific topics.
The lecture methods can be used for very large groups which are to
be trained within a short time, thus reducing the cost per training. It
can be organized rigorously so that ideas and principles relate
properly. Lectures are essential when it is a question of imparting
technical or special information of a complex nature. They are
usually enlivened with discussions, film shows, case studies, role-
playing and demonstrations.
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In training, the most important uses of lectures include:
1. Conference method:
In this method, the participating individuals ‘confer’ to discuss point
of common interest to each other. A conference is basic to most
participative group-centered methods of development. It is a formal
meeting, conducted in accordance with an organized plan, in which
the leader seeks to develop knowledge and understanding by
obtaining an considerable amount of oral participation of the
trainees. It lays emphasis on small group discussions, on organized
subject matter, and on the active participation of the members
involved. Learning is facilitated by building up on the ideas
contributed by the conferees.
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because the participants develops solutions and reach conclusions,
which they often willingly accept.
2. Group discussions:
This is an established method for training. A group discussion is
conducted in many ways:
1. Case studies:
“The case study is based on the belief that the managerial
competence can best be attained through study, contemplation and
discussion of concrete cases.” The ‘case’ is the set of data, written
or oral miniature, description and summary of such data that
present issues and problem calling for solutions or action on the
part of trainee. When the trainees are given cases to analyse, they
are asked to identify the problem and recommend tentative solution
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for it. This method offers to the trainees matter for reflection and
brings home to them a sense of complexity of life as oppose to
theoretical simplifications of, and practices in the decision-making
process. The case study is primarily useful as a training technique
for supervisors and is specially valuable as the technique of
developing decision-making skills and for broadening the
perspective of the training.
2. Programmed instruction:
Programmed instruction involves a sequence of steps which are
often set up through the central panel of an electric computer as
guides in the performance of a desired operation or series of
operations. It incorporates a pre-arranged, proposed, or desired
course of proceedings pertaining to the learning or acquisitions of
some specific skills or general knowledge. A programmed
instruction involves breaking information down into meaningful
units and then arranging these in a proper way to form a logical and
sequential learning programme or package.
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Evaluation of the training programme must be based on the following
principles:
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CASE STUDY
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The Indian Petroleum Industry
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comparison of per capita consumption of petroleum products in the
various parts of the world.
* India 98
* China 165
With the per capita consumption level in India being only about 60% of
that in China, a strong growth potential exists in India, given
particularly a large population base of over a billion.
Growth
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(Assam), Barauni (Bihar) and Koyali (Gujarat) essentially to process the
indigenous crude discovered in Assam and Gujarat. In 1959, the Indian
Oil Company (INDIANOIL), again a wholly owned Government
company, was formed for marketing of petroleum products. Indian
Refineries Ltd. was merged with Indian Oil Company Ltd. to form Indian
Oil Corporation Ltd. on 1st September 1964.
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However, the production of crude oil increased to over 35 million
tonnes per annum in the year 1997-98. This represents only less than
50% of country’s requirement of petroleum. The balance had to be
made good by imports putting our foreign exchange to a great strain.
Considering the ever-growing demand of petroleum at the rate of
about 7% per annum, and the dwindling reliance on indigenous
production of oil and natural gas, the Government of India, in 1991
decided to open up the exploration and production of oil and natural
gas to the private sector.
Threats:
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Towards end of the year, the major concern of the petroleum industry
was the rising cost of crude oil. While the uprising in gross refining
margins helped improve the bottom line, Indian refiners were severely
impacted by the ever-rising and fluctuation price of crude oil and
products in the international market. Since our country is still
dependent on imports to the extent of 70% of its requirement, we shall
continue to be subject to volatility in the international prices of oil. The
strengthening of the Indian Rupee against the US Dollar helped limit
the impact partially. Concerted steps taken by the Government to
augment indigenous production through the NELP rounds, and
encouragement to Indian companies in acquiring equity oil and gas
abroad, are therefore steps in the right direction
Introduction:
Petroleum is one of the most valuable natural resource in the world.
Some people call it as “Black Gold”, but it may be better described as
the Life Blood of Industrialised Countries.
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Furnace Oil, Aviation Turbine Fuel etc and also trying to decontrol High
Speed Diesel, Motor Spirit, Liquefied Petroleum Gas, Superior Kerosene
Oil etc in the near future. In spite of Government regulations there
exists an intense competition among the existing oil companies. The
flexibility of grabbing more market share will intensify after decontrol
of these products from the Government.
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In another major feat, IndianOil was ranked among the top 10 ‘Best
Employers in India–2004’ in a joint survey conducted by Business
Today and Hewitt Associates across 220 organizations.
For 15th consecutive year, IndianOil earned ‘Excellent’ rating for its
performance in its MOU with the Government of India for the year
2003-04.
IndianOil started with a sales turnover of Rs. 109 crores and a profit of
1 crore in 1964-65. In the year 2005-06 INDIANOIL has achieved a
sales turnover of Rs.1,83,204/-crores (profits of Rs. 4,915 crores for
2005-06). The total sales volume (inclusive of export sales) increased
from 47.56MMT in 2002-03 to 48.61MMT in 2003-04, registering a
growth of 2.2 %. The Corporation recorded the highest ever Profit
Before Tax of Rs.9,691 crore (Rs.2,686 crore tax) during 2003-04 as
against Rs.8,414 crore (Rs. 2,299 crore Tax) in 2002-03, registering a
growth of 15.2 %. The Profit before tax for the year ending 2005-06
was 6,706/-crores.
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9. Lubricants
History
In the late 1950s Indian oil industry was dominated by three Multi
national Companies, viz., Shell, Esso and Caltex. The country was
dependant on refined petroleum products imported into the country by
these companies.
In 1970, the Multinational Oil Companies were nationalized and this led
to the emergence of Bharat Petroleum Corporation Limited (BPCL)
(from Shell) and Hindustan Petroleum Corporation Limited (HPCL) (from
Esso and Caltex). Apart from this Government also formed Indo-Burma
Petroleum (IBP) Limited. While the three oil majors have their own
refineries, IBP relied only on marketing. Later Assam Oil Company was
merged with INDIANOIL, and a separate division known as Assam Oil
Division (of INDIANOIL) was formed.
Apart from this other public and private sector companies like Madras
Refineries Limited, Cochin Refineries Limited, Bongaigaon Refineries
and Petrochemicals Limited, IPCL, Reliance Petroleum, Essar Oil
Limited also entered the market at later stages. Initially they were not
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given any marketing rights for the controlled oil products but could
refine crude oil and sell through the nationalized oil companies. But,
after the withdrawal of Administered Pricing Mechanism (APM), (in
2002) these oil companies were allowed to sell these decontrolled
products through the Retail Outlets or by bulk to direct customers.
IndianOil holds over 33% of the country's refining share (42%, if the
capacity of recently acquired subsidiaries is also added). All refinery
units are accredited with ISO 9002 and ISO 14001 certifications. It’s
Mathura refinery is the first refinery in Asia and the third in the world
to earn the British Standard (BS: 7750) and ISO-14001 certifications in
environmental management.
As on As on As on As on As on As on
Refinery
1.4.2000 1.4.2001 1.4.2002 1.4.2003 1.4.2004 1.4. 2005
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IOC
IOC- Guwahati 1.0 1.0 1.0 1.0 1.0 1.0
IOC- Barauni 3.3 4.2 4.2 6.0 6.0 6.0
IOC- Koyali 13.0 13.7 13.7 13.7 13.7 13.7
IOC- Haldia 4.6 4.6 4.6 4.6 6.0 6.0
IOC- Mathura 7.5 8.0 8.0 8.0 8.0 8.00
IOC- Digboi 0.65 0.65 0.65 0.65 0.65 0.65
IOC- Panipat 6.0 6.0 6.0 6.0 6.0 6.0
Sub-Total IOC 36.05 38.15 38.15 39.95 41.35 41.35
IOC Subsidiaries
CPCL- Chennai 6.5 6.5 6.5 6.5 9.5 9.5
CPCL-
0.50 0.50 0.50 1.0 1.0 1.0
Narimanam
BRPL-
2.35 2.35 2.35 2.35 2.35 2.35
Bongaigaon
Sub-Total IOC
9.35 9.35 9.35 9.85 12.85 12.85
Subisdiaries
IOC-Total(With-
45.40 47.50 47.50 49.80 54.20 54.20
Subsidiaries)
IndianOil holds over 33% of the country's refining share (42%, if the
capacity of recently acquired subsidiaries is also added). All refinery
units are accredited with ISO 9002 and ISO 14001 certifications. It’s
Mathura refinery is the first refinery in Asia and the third in the world
to earn the British Standard (BS: 7750) and ISO-14001 certifications in
environmental management. The refinery network is presented below
with its installed refining capacity.
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technology have resulted in high efficiency and optimum capacity
utilization.
With sales of 49.61 Million Tonnes in 2005-06, Indian Oil holds over
51.2 % of Market share. (with the acquisition of IBP it holds around 60
% of the market in India)
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the country). These include Retail Outlets of MS/HSD, SKO/LDO
dealers, LPG distributors, SERVO shops etc.
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Equipment Manufacturers (OEMs) including new generation cars. 9,000
Retail Outlets and a countrywide network of SERVO SSls and SSAs
Bazaar traders offer servo range of lubricants to customers.
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Marketed through a network 48 stations out of an industry total of 103
Auto LPG Dispensing Stations.
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Offices including 2 of Assam Oil Division. A large network of 9,138
Retail Outlets including 82 Jubilee Retail Outlets serve the retail
market. A total of 3,521 Kerosene/ Light Diesel Oil (LDO) dealers reach
the products to the customers throughout the country. They are fed by
162 Bulk storage depots/terminals all over the country.
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peace time or war, drought or floods, INDIANOIL has carried oil
requirements to remote hamlets, provided fuel for transport and
fulfilled energy needs of the Defence forces. INDIANOIL has always
been keen supporter of worthy causes such as family planning and
welfare and rehabilitation of handicapped and under privileged.
INDIANOIL views energy as a means of achieving self-reliance and
healthy economy. So it continuously strives to bring energy to life.
Projects :
Completed Projects :
Ongoing Project :
New Project :
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Divisions of Indian Oil
Corporate :
MISSION STATEMENT:
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To achieve international standards of excellence in all aspects of
energy and diversified business with focus on customer delight through
value of products and services, and cost reduction.
2 To maximize creation of wealth, value and satisfaction for the
stakeholders.
3 To attain leadership in developing, adopting and assimilating
state-of-the-art technology for competitive advantage.
4 To provide technology and services through sustained Research
and Development.
5 To foster a culture of participation and innovation for employee
growth and contribution.
6 To cultivate high standards of business ethics and Total Quality
Management for a strong corporate identity and brand equity.
7 To help enrich the quality of life of the community and preserve
ecological balance and heritage through a strong environment
conscience.
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To work towards the achievement of self-sufficiency in the
field of oil refining by setting up adequate capacity and to
build up expertise in laying of crude and petroleum product
pipelines.
To create a strong research and development base in the
field of oil refining and stimulate the development of new
product formulations with a view to minimize/eliminate their
imports and to have next generation products.
To maximize utilization of the existing facilities in order to
improve efficiency and increase productivity.
To optimize utilization of its refining capacity and maximize
distillate yield from refining of crude to minimize foreign
exchange outgo.
To minimize fuel consumption in refineries and stock losses
in marketing operations to effect energy conservation.
To further enhance distribution network for providing
assured service to customers throughout the country
through expansion of reseller network as per Marketing
Plan/Government approval.
To avail of all viable opportunities, both national and global,
arising out of the liberalization policies being pursued by the
Government of India.
To achieve higher growth through integration, mergers,
acquisitions and diversification by harnessing new business
opportunities like petrochemicals, power, lube business,
consultancy abroad and exploration & production.
Financial Objectives
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To ensure maximum economy in expenditure.
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Obligations :
Towards customers and dealers :
Towards suppliers:
Towards employees:
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Towards community:
Areas Of Focus :
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➢ Project Management for faster completion of on-going
project.
➢ Faster commissioning of Retail Outlets.
Strengths
Spreading Wings :
IndianOil has overseas offices in Sri Lanka, Dubai, Kuala Lumpur and
Mauritius to co-ordinate business activities. It has also set up
subsidiaries in Mauritius and Sri Lanka for implementing business
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expansion project. SERVO lubricants are being exported to Dubai,
Nepal, Bhutan, Kuwait, Malaysia, Bahrain, Indonesia, Sri Lanka,
Mauritius, Bangladesh etc.
Marketing
The marketing of petroleum products in India today is dominated by
the four state-owned oil companies. Their market shares as on 31st
March 2001 were as follows:
IndianOil has the maximum market share with 55% followed by Bharat
Petroleum Corporation with 21% and Hindustan Petroleum Corporation
with 19.5%
Training At IndianOil
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Marketing Division. In addition it also receives nominations from
Refinery and Pipelines Divisions, R & D Center, Assam Oil Division,
Indian Oil Blending Limited (IOBL), Oil Co-ordination Committee (OCC),
PCRA, PII and defence personnel. It also offers an opportunity for
participation in training programme to managers of organization from
developing countries with whom it has co-operation agreements.
The Corporation has not only established its leadership in this field, but
has also gained unquestionable credibility at the international level.
The credit for this achievement goes to its most potent and vital force
that is the dedicated efforts of the Indian Oil employees. Indian Oils
aims at world-class excellence, which requires top-notch managerial
training and development of their human resource. That is the reason
why INDIANOIL has given the highest importance to training right from
its inception, which has enabled it to maintain and perpetuate its
profitable and efficient existence.
Prior to 1964, the individual companies had their own training schemes
patterned on the erstwhile oil companies approach. The early focus
was on supervisory development. Since the organization was designed
along divisional lines, the training activities were also carried out
almost independently division-wise. The training in Marketing Division
started with programmes organized by them for the Defence Personnel
for handling of petroleum products called the Petrol Oil and Lubricants
(POL) courses. Even as early as 1963-64 technical programmes on fuel
engineering were conducted for the sales force with the help of MOBIL,
USA. In 1965, the Administrative Staff College (ASC) was set up in
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Bombay to conduct functional programmes in areas such as Personnel
Management and Productivity for INDIANOIL personnel in addition to
the POL programmes for the Defence Personnel. The first few
programmes were adapted from those being conducted by the Burma
Shell with guest faculty and later on with the help of internal faculty.
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Consequently, further changes were introduced in the Annual
Performance Appraisal (APA) System. The APA form was redesigned
and training need identification was given more importance. In 1990,
the personnel department was redesigned as Human Resource
Management to reflect the greater emphasis on HRD though the basic
set up continued as earlier. Thus, the training also got a fillip with
introduction of general management and leadership courses and
interface programmes.
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In the Marketing Division, the training activity is organized with set ups
at selected locations, at each regional headquarter level and at the
head office. The workmen training is organized at the selected
locations while officers’ training and some workmen training are
organized at regional headquarters, apart from the training
programmes for direct recruits and promotee officers and the middle
and senior level officers at the HO.
Over the past few years there has been a substantial increase in the
number of employees exposed to training in the various divisions of
INDIANOIL.
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Over the years the INDIANOIL has invested substantial amount of
financial resources into training.
Training MISSION :
TRAINING PROCESS
TRAINING COMMITTEES
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Based on the need identified, training programmes focused towards
specific area of interest are approved by the committee for
implementation. The training committee also reviews the training
activities on a half-yearly basis.
HO TRAINING COMMITTEE
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Basically two types of training programmes are conducted
by the training department :
a. Functional Programme
b. Developmental Programme
Role of training :
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(including willingness to grant time off, and/or payment of fees
for External courses).
4 To enhance public relations for example, to help recruit high
caliber recruits; to reassure clients and public at large about the
quality of products or services or to project an image as a caring
and progressive employer by taking part in government
sponsored “Social” training programmes.
Importance Of Training
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The main importance is to mould the employees attitude and help
them to achieve better co-operation with company. It also helps in
reducing dissatisfaction, complaints, absenteeism and labour turnover.
A successful training programme can be made by creating a good
environment for it.
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4. Devising the training programme
5. Implementation of the programme
6. Evaluation of the results
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An organization normally employs sufficient number of managerial and
non-managerial personnel with required competence to perform given
jobs leading to the accomplishment of organizational objectives.
Effective performance of a job requires a standard of competence in
the job holder consisting of vital areas such as job related knowledge,
skill and attitude. But due to one or other reasons the existing
competence of the jobholder may fall short of the standard
competence required in the job. The processing of assessing and
finding the gap between the standard competence required in a job
and the existing competences in turns of vital knowledge and skill and
attitude in the job holder may be called as the identification of the
areas of deficiencies and the resultant inventory of gaps in the job
holder in terms of knowledge and skill and attitude may be said as his
training needs.
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the entire organization, its operations and manpower resources
available in order to find out the ‘trouble spots’ where training may be
needed.
The training need for officers are identified in the “Training need” form
that constitutes the basis on which the nominations are accepted by
the training centers for the various in-house training progrmmes. The
nominations to external training programmes are encouraged only for
such progrmmes where in-house training programmes are not
available, and there is a self/organizational need.
2) Training Nominations
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3) Training Facilities
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The training center at HO has well equipped reference library. It has
an excellent collection of books and CDs on various aspects of
Management, Information Technology, Petroleum Industry and Energy
Management besides general disciplines.
4) Training Techniques
5) Training Faculty
The trainer has to be prepared for the job for he is the key figure in the
entire programme.
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The strength of the Training in INDIANOIL lies in the faculty being
generated from within. In-house faculty imparts a lot of credibility to
the training efforts. The training faculty members are selected on the
basis of their positive attitude towards training assignment and their
ability to communicate effectively with others. Each faculty member is
required to have thorough knowledge of his subject. The training
faculty is responsible for ensuring that the formal training activities are
in line with the organisational requirements.
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4 Explaining “why” of the whole job and relating it to some other
job the worker already knows.
5 Placing the learner as close to his normal working position as
possible.
6 Familiarizing him with equipment, materials, tools and trade
terms.
On the other hand, a study which comes in after the event of training
is necessarily constrained to study the perceptions of the trainees,
trainers and the organization with regard to effectiveness of the
training effort. The perception study is principally an after the event
evaluation. The approach here is to elicit the perception of
participants after attending training programmes, on various aspects
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of the programme, the learning he/she has derived from the
programme and any change in attitude, knowledge or skill level and its
transferability to on-the-job situation. The perceptions expressed by
the participants are further checked out with their superiors,
subordinates and peers.
2) Follow-up
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➢ Putting trainee ‘on his own’.
➢ Checking frequently to be sure that he/she has followed
instructions.
➢ Tapering off extra supervision and close follow-up until he is
qualified to work with normal supervision.
After the employee has been recruited, selected and inducted he must
next be developed to better job and the organization. No one is
perfect fit at the time of hiring and some training and education is
essential. No organization has a choice of whether to develop
employees or not, the only choice it has is that of method of
development. If no organized programmes exist then development will
largely be self-development, while learning on the job. Development
would include both training to increase skill in performing a specific job
and education to increase general knowledge and understanding of the
total environment. Planned development programmes will return
values to the organization in terms of increased productivity,
heightened morale, reduced costs and greater organizational stability
and flexibility to adapt to changing external requirements. Such
programmes will also help meet the needs of individuals in their search
for work assignments that can add up to life-long careers.
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1. Training programmes for non managers to develop skills to perform
a job.
2. Training and educational programmes designed to develop
organizational units as entities.
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i. Lectures
Lectures are regarded as one of the simplest ways of imparting
knowledge to the trainees especially when facts, concepts or
principles, attitudes, theories and problems solving abilities are to be
taught. Lectures are formal organized talks by the training specialist,
the formal superior or other individual specific topics. The lecture
method can be used for very large groups which are to be trained
within a short time thus reducing the cost per trainee. It can be
organized rigorously so that ideas and principles relate properly.
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leader seems to develop knowledge and understanding by obtaining a
considerable amount of oral participation of the trainees. It lays
emphasis on small group discussions, on organized subject matter and
on the active participation of the members involved.
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recommend tentative solutions for it. In Case study method, the
trainee is expected to
➢ Master the facts, become acquainted with the content of the
case.
➢ Define the objectives sought in dealing with the issues in the
case.
➢ Identify the problems in the case and uncover their probable
causes.
➢ Develop alternative courses of action.
➢ Screen the alternatives using the objectives as criteria.
➢ Select the alternative that is most in keeping with the stated
objectives.
v. Role – playing
In role-playing trainees act out a given role as they would in a stage
play. Two or more trainees are assigned parts to play before the rest
of the class. These parts do not involve any memorization of lines or
any rehearsals. The role players are simply informed of the situation
and of the respective roles they have to play. Sometimes after the
preliminarily involves employee-employer relations, hiring, firing,
discussing a grievance procedure, conducting a post appraisal
interview or disciplining a subordinate or a salesman making a
representation to a customer.
method)
Programmed Instruction involves a sequence of steps which are often
set up through the central panel of an electronic computer as guides in
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the performance of desired operation or series of operations. It
incorporates a pre-arranged, proposed or desired course of
proceedings pertaining to the learning or the acquisition of some
specific skills or general knowledge, a programmed instruction involves
breaking information down into meaningful units and arranging these
in a proper way to form a logical and sequential learning programme or
package.
3. VESTIBULE TRAINING :
This method attempts to duplicate on the job situations in a company
class room. It is a class room training which is often imparted with the
help of the equipment and machines which are identical with those in
use in the work place. This techniques enables the trainee to
concentrate on learning the new skill rather than on performing an
actual job. It is a very essential method of training semi-skilled
personnel, particularly when many employees have to be trained for
the same kind of work at the same time.
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Conclusion:
Training has played a very important role in helping IndianOil to reach
the commanding heights of performance. Any training would be
considered to be successful only when the knowledge gained by the
participants is transferred to the job performance. And IndianOil is
been very successful in doing that.
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BIBLIOGRAPHY
www.iocl.com
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