This action might not be possible to undo. Are you sure you want to continue?
VARIOUS TRAINING IN OIL India LIMITED FOR EXECUTIVES
Submitted by: Submitted to: SUMIT KUMAR PUJARI VIVEK BRAHMA MBA Part II Officer 2009-2011
A report submitted in partial fulfillment of the requirement of 2years full time master
of business admistration (MBA) at JODHPUR NATIONAL UNIVERSITY, JODHPUR
MR. VIVEK BRAHMA development centre Training & Development officer
Management training & Oil India limited Duliajan ASSAM
Certified that Mr. SUMIT KUMAR PUJARI a student of MBA 2st year (3nd semester) JODHPUR INSTITUTE OF MANAGEMENT, JODHPUR has worked for this project report entitled “SUMMER TRAINING REPORT ON VARIOUS TRAINING IN OIL INDIA LIMITED FOR EXECUTIVES”, under my supervision and guidance.
The project work embodies the result of his original research. The candidate has fulfilled necessary requirements under the regulation of “OIL INDIA LIMITED, DULIJAN”
Dated (MR. VIVEK BRAHMA) _____________ Supervisor
I, the undersigned, hereby declare that this project written and submitted by me under the guidance of MR. VIVEK BRAHMA, TRAINING & DEVELOPMENT OFFICER is my original work. The empirical findings in the project are based on the data collected by me and I have not copied from any research report or project report submitted by anyone, to any university anywhere earlier.
Dated, _____________ KUMAR PUJARI) (SUMIT
Every mature individual in professional life is keenly aware of his sense of indebtness to many people who have stimulated and influenced his intellectual development. Ordinarily this feeling is expressed in customary gesture of acknowledgement. Therefore, it seems as a right to acknowledge my gratitude with sense of veneration to the almighty God and various people who helped me during the course of the project work. Their valuable guidance and wise direction have enabled me to complete my project in systematic and smooth manner. As it is said that “Success is the sweetest flower in the garden of hard work but thinking of success is merely creamy fudge without an adequate guidance” I owe a great debt of gratitude and sincere appreciation to my supervisor, MR. VIVEK BRAHMA, TRAINING & DEVELOPMENT OFFICER who helped me by providing encouragement, suggestions,
constructive criticism and moral support throughout the entire course of project. Accurate, immanent and systematically planned working is really a precious tool to be succeeding, which I have learned from him. My heartily thanks go to him for sparing his invaluable time and guidance for me. I am deeply indebted and thankful to MR.
D.BARUA, Head T&D department, who has been a perennial source of inspiration for this project. I am thankful to all staff for their precious gift of knowledge, in oil India limited I express my vote of thanks to Mrs. Ilima Baishya & Library staff, CENTRAL LIBRARY, OIL INDIA LIMITED for helping me in maximum utilization of library resources. It is my real pleasure to thanks to Mr. Vijay Mohan Bareja, Manager Public relation Department & others for their selfless support, cooperation & valuable suggestion. Lastly, I want to thank my dearest ‘Parents’ for pitching in with their patience and invaluable feedback. It was enjoyable discussing some of the aspects with them.
(SUMIT KR PUJARI)
TABLE OF CONTANT
Serial no. 1 2 3 4 5 Certificate Declaration Acknowledgement Executive summary Company profile
Introduction History of oil Present activity
Page no. I ii iii-iv 1 2-15
2 4 6
Golden jubilee celebrations Vision of oil Objective and obligation of oil Structure of oil Awards and accolades Accredation Department of oil
6 7 7 8 13 14 14
Training & development concept
Introduction Definition Need for training Advantage of training Disadvantage of training Objective of training Training methods/techniques Training process Training cycle
16 17 18 18 18 19 19 22 23
Training & development department
INTRODUCTION SCOPE STRUCTURE OF T&D DEPARTMENT FUNCTION BENEFIT OF T&D DEPTT. ACTIVITY OF T&D DEPTT. TRAINING & DEVELOPMENT POLICY 2007 Training & development process
24 25 25 26 26 27 27 28
EXECUTIVE TAINING PROGRAMMES
TYPE OF TRAINING IN-HOUSE TRAINING IN-HOUSE APPROVAL PROCESS IN-COUNTRY TRAINING IN-COUNTRY APPROVAL PROCESS OVERSEAS TRAINING OVERSEAS APPROVAL PROCESS
31 32 34 37 38 39 40
9 10 11 12 13 14
RESEARCH METHODOLOGY DATA ANALYSIS Conclusions & RECOMMADATION LIMITATION BIBLOGRAPHY QUESTIONNAIR
41 42-46 47 48 49 50-52
EXECUTIVE SUMMARY:This project has been completed in four parts:
1. Initially in the project “COMPANY PROFILE” has been covered. The profile entails history of OIL, its business and latest developments. Departments under OIL, functions of Training and Development Department. 2. Then a summer training report on “VARIOUS TRAINING IN OIL INDIA LIMITED FOR EXECUTIVES” was determined. 3. At the end of the project the “RECOMMANDATIONS FOR THE SHORTFALL OF THE EVALUTION PROCESS” has been given to analyses the variances.
PURPOSE, SCOPE AND LIMITATION OF THE STUDY:PURPOSE The purpose of the study is to have an in-depth Knowledge about TRAINING EVALUATION PROCESS carried out in the organization for the benefit of the company in the long run. SCOPE 1. Training and development department can use the project for suggestion improvement in the TRAINING EVALUATION PROCESS. 2. Further research can be carried out.
INTRODUCTION:Oil India Limited (OIL) is a premier national oil company, engaged in the business of exploration, production and transportation of Crude Oil and Natural Gas. Oil India Limited is a”schedule A” company under the ministry of petroleum and Natural Gas, government of India. The authorized and paid up capital of the company as on 31st March 2008 are Rs 500 cores and Rs 214 cores respectively with 98.31% holding by the government of India and 1.87% by employees and others. The net worth of the company as on 31st March 2008 was Rs 7932.97 cores. Oil India Limited is having over 1.70 lakes sq km of PEL/ML areas for its exploration and production activities. Majority of OIL’S activity is being taken up in the north east from where its entire Crude Oil production and majority of Gas production is coming. Rajasthan is the other production areas of oil from where it is producing 10%of its total Gas production. The company’s exploration activities are spread over onshore areas of Ganga Valley and Mahanadi in addition to its onshore areas in North East and Rajasthan. OIL also has participation
interest in help exploration block in Mahanadi offshore, Mumbai deep water, Krishna Godavari deep water etc. The company is also having participating interest in various projects such as in Libya, Gabon, Iran, Nigeria and Sudan. In recent years, OIL has stepped up E&P activities significantly including Gas monetization in North East India. OIL has set up the NEF (North East Frontier) project to intensify its exploration activities in the frontier areas in and geologically complex. Presently, seismic surveys are being carried out in Manbhum, Pasighat and other trust belt areas. The company operates a Crude Oil pipeline in the North East for transportation of Crude Oil produced by OIL and ONGCL in regions to feed Numaligarh, Guwhati, Bongaigaon and Barauni refineries and a branch line to feed Digboi refinery. The company is currently in the process of constructing a 660km long product pipeline from Numaligarh to Siliguri. OIL also sells its produced Gas to different customers in Assam viz. BVFCL, ASEB, NEEPCO, IOC (AOD) and APL and to REEB in Rajasthan. The company also produces Liquefied Gas (LPG) in its plant at Duliajan, Assam. It also has Optical Fiber Network along its Crude Oil pipeline and is lending out dark fibers to telecom companies like BSNL and AIRTEL. After restructuring into strategic business unit OIL has also ventured into offering rig package, expertise and services in E&P sector and signed a contract with Premier OIL, a company registered in Netherland, for drilling of well in Joipur block in Assam. OIL has also carried out work over job for Great Eastern Energy Corporation Limited and Coal Bed Methane Wells. In recent CRISIS India today survey, OIL was adjusted as one of the 5(five) best major PSU’S (Public Sector Undertakings) and one of the 3(three) best energy sector PSU’S in the country.
HISTORY OF OIL:-
The journey begins……… In the dense swampy jungles of ASSAM, in North East India, in the year 1889. What can one say about a company whose acronym is OIL! Except that the history of oil exploration in India and the story of OIL (Oil India Limited) are one and the same as saga of trial and triumph. The first Geologist to visit Assam was H.B.Medlicott, who visited the areas between Joipur and Ledo in upper Assam, where he found several coal seams. He was very much impressed by the oil seepages in these localities and recommended drilling for oil. This was the period when wells
were drilled near the oil seepages and our geological knowledge about the occurrences of oil was very vague. The well drilled near Joipur in 1866 were unsuccessful; those drilled in 1867 in Namdang (Makum) near Margherita produced some oil but on account of the absence of adequate transport facilities, no further attempts were made; drilling was suspended for about 20 years. In 1882 the first railway line in Assam from Dibrugarh to Margherita was opened for traffic, this important facility brought the Colliery district of Margherita nearer to rest of the country. With this improvement, drilling was soon resumed in Makum-Namdang areas, where a few years earlier, the engineers of Assam Railways and Trading Company (AR&T Co.) while surveying the rail route to Margherita has accidently come across oil seepages along the edge of the low hills nears DIGBOI. AR&T Co. started drilling in Digboi in 1889 and discovered oil in the first wildcat well after drilling to 622fts. Immediately afterwards, several development wells were drilled in the immediate neighborhood of the oil seepages. Through the wooden derricks, thatched with leaves to keep out the sun and rain, were incapable of reaching great depths, some of the early development wells at Digboi were productive but result of drilling at Makum were disappointing. However a “tea-pot” refinery which was planned earlier was completed at Margherita in 1893 to which oil from Digboi was send by rail in tank wagons. In 1899, by which time 14 wells had been drilled, the Assam Oil Corporation (AOC) was formed to take over the management of AR&T Co’s interested in Digboi-Makum area. During the same year the Digboi refinery, with a capacity of nearly 20,000 imperial gallons (500 barrels) per day was produced.
In 1889, Crude Oil was first discovered in the fields of Digboi. On 18th February 1959, Oil India Private Limited was incorporated to explore and develop the newly discovered oil fields of Naharkatia and Moran in the North East India. In 1961, OIL become a joint venture company between the Government of India and Burmah Oil Company Limited, U.K. Two decades later, in 1981, Oil India Limited become a wholly owned Government of India Enterprise. Today, Oil India Limited (OIL) is a premier Indian National Oil Company engaged in the business of exploration, Development and production of Crude Oil and Natural Gas, Transportation of Crude Oil and production of LPG. The company also provides E&P related services to the industry and holds 26% equity in Numaligarh Refinery Limited (NRL).
The company presently produces around 3.30 MMPTA of Crude Oil (around 59,000 barrel per day), over 5 MMSCMD of Natural Gas and over 50,000 ton of LPG annually. Most of these emanate from its traditionally rich Oil and Gas fields concentrate in the North Eastern part of India. OIL’S intensely rich outfield in upper Assam includes Naharkatia (since 1953), Moran (since 1967) which are under production till date. Some of its recent oil fields include those in Dikom, Kathaloni and Shalmari Oil fields. The search for newer avenue has seem OIL spreading out its operation in offshore of Orissa, Desert of Rajasthan, Plains of Uttar Pradesh, River Bed of Brahmaputra and coastal of Saurashtra and Kaveri Basin.
GOLDEN JUBILEE CELEBRATIONS:Essentially OIL has celebrated two milestones years till date. First was the silver jubilee tear 1984 and second, a hundred years of discovery of Crude Oil in Digboi in 1989. The Digboi discovery was celebrated primarily because OIL’S legacy has its roots in Asia’s first and the world’s second commercially successful oil exploration activity in Digboi, Assam in 1889. The silver jubilee year was celebrated in 1984 because on February 18th 1959, Oil India as accompany (Oil India Private Limited) was born. Through the nature of ownership changed from the private sector to the public sector,
Oil India in essence retained its name and continued to carry out its core activity as an E&P company. Today as the pioneering and second largest National upstream Oil and Gas company with a pan Indian presence and growing Global footprint, OIL is all set to conquer newer horizons of all round growth and excellence.
VISION OF OIL:To be a vibrant, responsive knowledge based, competitive E&P Company with Global presence, and a selective presence across the Oil and Gas value chain in India, maximizing shareholders value, respective stake holder’s aspiration and caring for the environment. OIL believes “superlative efforts precede superlative results”. To serve that very purpose OIL has set the highest challenges for itself to measure up to. Its objectives are:-
OBJECTIVE AND OBLIGATION OF OIL:BASIC OBJECTIVE• • • • • To achieve self sufficient in hydrocarbon resources. To get adequate return on capital. To promote R&D in hydrocarbon exploration. To encourage technical advancement of import substitution. To develop and promote use of non conventional energy resources. • To build excellence management team. • To build and project an efficiency corporate image.
TOWARDS EMPLOYEES:• To establish personnel policies for the well being of its employees. • To induct and develop competent person in all levels.
• To provide training and development opportunities to enhance skills for optimum contribution. • To evolve a system of closer associations in involvement of employees to encourage sports, cultural and other activities for promotion healthy community and fellow felling.
TOWARDS PEOPLE:• • • • Social and community development. Development of ancillary and small sector units. Promotion of pollution free environment. Healthy interaction with the users and business associates.
STRUCTURE OF OIL India LIMITED:Oil India Limited is a pioneering organization whose main objectives are to produce and explore Crude oil and natural gas from the earth interior. The structure of Oil India Limited started with chairman and Managing Director (CMD). Under the CMD there are 4(four) Directors headed by the important departments of the organization. The main department of the organization is Exploration and Development department, Human Resource and BD, etc.
Mr. Nayan Mani Borah Chairman & Managing Director Mr. Borah holds a Bachelor’s degree in Petroleum Engineering from the Indian School of Mines, Dhanbad. He also holds a Post Graduate Diploma in Petroleum Prospecting and Reservoir Evaluation from the Norwegian Institute of Technology, Trondheim, Norway. He is associated with the Society of Petroleum Engineers, USA and the Society of Petroleum Geophysics. He has over 36 years of experience in the oil and gas exploration and production industry. He is a member of the top level strategy team in our Company and is responsible for Oil India's foray into
international exploration activities. Previously, he also held the post of Group General Manager (Main Producing Area) and General Manager (Geosciences) at our Company. He joined our Board on May 6, 2004 as Director (Operations) and was elevated to the position of Chairman and Managing Director with effect from December 1, 2008. Mr.T.K Ananth Kumar Director (Finance) Mr. Kumar holds a Bachelor’s degree in Commerce from Osmania University. He is also a member of the Institute of Chartered Accountants of India. He has 29 years of experience in the oil and petroleum industry. Prior to joining our Company, he was the Director (Finance) of NRL for over three years and prior to that, he worked with HPCL for 23 years. He is responsible for the entire financial management as well as the strategic management of the Company. He joined our Board on January 18, 2007. Mr. B N Talukdar Director (Exploration & Development) Mr. Talukdar holds a Bachelor’s degree in Petroleum Engineering from the Indian School of Mines, Dhanbad. He has over 33 years of experience in the petroleum industry. He heads all exploration, development, reservoir management and drilling activities of the Company. He is also Director in charge for all the overseas concessions. Prior to joining our Company in 1977, he worked in the Reservoir Engineering Division of ONGC. Prior to joining the Board on December 1, 2007, Mr. Talukdar held the post of Group General Manager (Geosciences) in the fields in the North-East India. Mr. Talukdar is an active member of the Society of Petroleum Engineers, USA and also closely associated with the American Association of Petroleum Geologists and Society of Petroleum Geophysicists.
Director (Human Resources and Business Development) Director (Operations)
Mr. D N Narasimha Raju Government Nominee Director Mr. Raju holds a Master’s degree in Science (Horticulture), Bangalore and a Post Graduate Degree in Master of Business Laws from the National Law School of India University, Bangalore.He joined the Indian Administrative Service in 1984 and has worked in various capacities with the Karnataka State government including having served as the Deputy Commissioner in Bangalore City Corporation, Bidar District and Bangalore Rural District. He has 26 years of professional experience. He has also served in GoI on deputation basis as Deputy Secretary/Director in DoEA, Ministry of Finance and as Private Secretary to Commerce Minister. He was working as Joint Secretary (Marketing) in MOPNG from October 2006 to January 2009 and has also been working as Joint Secretary (Exploration) since August 2008. He has been nominated as a special invitee on the board of ONGC Videsh Limited. He joined our Board on August 1, 2008. Dr. (Smt.) Archana Saharya Mathur Government Nominee Director Dr. Mathur holds a Masters degree in Economics from Delhi University and a Doctorate in International Trade from Jawaharlal Nehru University, Delhi. She joined the Indian Economic Service in 1982. Dr. Mathur has professional experience of 27 years in government service, where she has served in various Economic Ministries of the GoI. She is currently serving as Economic Advisor in the MoPNG. She joined our Board on February 9, 2009.
Mr. Ghanshyambhai Hiralal Amin Independent Director Mr. Amin holds a Bachelor’s degree in Science and Law from Gujarat University. He has 36 years experience as an advocate in the Gujarat High Court. He is currently the Director of National Federation of State Cooperative Limited, National Film and Fine Arts Cooperative Limited, and the Director and Chairman of Gujarat region in Cosmos Cooperative Bank Limited. He was formerly Chairman of the Bar Council of Gujarat and the Ahmedabad District Cooperative Bank. Mr. Amin is also the President of the National Cooperative Union of India. He joined our Board on July 30, 2008. Mr. Sushil Khanna Independent Director Mr. Khanna holds a Bachelor’s degree in Science and a Post Graduate Diploma in Management from the Indian Institute of Management, Calcutta. He has 38 years of professional experience. He is a faculty member of Economics and Strategic Management at Indian Institute of Management, Calcutta. He is also a member of the Board for Restructuring Public Sector Enterprises constituted by the GoI. He is currently the Chairman of Kerala Finance Corporation. He joined our Board on July 30, 2008. Mr. Arun Kumar Gupta Independent Director Mr. Gupta holds a Bachelor’s degree in Science from the University of Allahabad, a Post Graduate Diploma in Systems Management from the Bajaj Institute of Management, University of Bombay, and is also a Mechanical Engineer. Mr. Gupta has about 41 years of professional experience. He joined the Indian Railways Service of Mechanical Engineers and retired as the Chief Administrative
Officer (Railways) in Diesel Loco Modernisation Works. He has served as a director on the boards of several public sector undertakings and is currently working as an advisor with RITES Limited. He is a member or fellow of a number of engineering and management institutes and associations. He joined our Board on July 30, 2008.
Mr. Alexander K Luke Independent Director Mr. Luke holds a Bachelor’s degree in Civil Engineering from Indian Institute of Technology, Mumbai. Mr. Luke has 35 years of professional experience. He joined the Indian Administrative Service in 1975 and took voluntary retirement in 2006. During his years in the government service, he has served as Managing Director in various companies including Gujarat State Fertilizer and Chemicals Limited, Gujarat Alkalies and Chemicals Limited, Gujarat Narmada Valley Fertilizer Limited, Gujarat Industrial Investment Corporation and Sardar Sarovar Narmada Nigam Limited. He was also the Chairman and Managing Director of the Kerala Minerals and Metals Limited and Travancore Titanium Products Limited. He joined our Board on July 30, 2008.
Mr. VinodKumar Misra
Independent Director Mr. Misra holds a Bachelor’s degree and a Post Graduate degree in Physics from the University of Delhi. He also holds a Master’s degree in Philosophy from the Indian Institute of Public Administration. Mr. Misra has 41 years of professional experience. He joined the Indian Defence Accounts Services in 1969. During his years in government service, he has served on deputation in various capacities and ministries with the Goal. He also served as Secretary, Defence (Finance)
in the Ministry of Defence until his superannuation in 2007. He joined our Board on July 30, 2008. Mr. Pawan Kumar Sharma Independent Director Mr. Sharma holds a Bachelor’s degree in Commerce and Law from Guwahati University. He has been a practicing Chartered Accountant since 1984 and has a professional experience of 26 years. He is a member of the ad-hoc Task Force constituted by the Ministry of Heavy Industries, GoI, the 17th Central Council of the Cost and Works Accountants of India and the Institute of Chartered Accountants of India. He has served as director on the board of several companies including Vijaya Bank, Assam Financial Corporation, Assam Conductors and Tubes Limited. He has been a life member of the Indian Council of Arbitrators since 2002. He joined our Board on July 30, 2008. Company Secretary: Mr. S R Krishnan Code of Conduct for Directors and Senior Management of the Company as approved by the Board
AWARDS AND ACCOLADES:1. Rated No. 1 Public Sector Company, 2006 by the department of Public Enterprises, Government of India based on Performance. 2. “Excellent” performance rating by government of India for past 3 years 1997-98, 1998-99, 1999-2000. 3. Performances Excellence Award, 2005-06 by the Indian Institution of Industrial engineering (IIIE). 4. Counted among the 5 best Public Sector undertaking and 3 best in the Energy category by the India Today- CRISIL survey in 2005. 5. Best Project Award for corporate Social Responsibility 2005 by TERI, among 130 participating companies.
6. Corporate Social Responsibility Award 2003-04, by TERI for Good Corporate Citizenship and Sustainable initiatives among companies with turnover about Rs 500 cores. 7. Green Tech Award for Environment Management 2002. 8. Golden Peacock Award for Corporate Social Responsibility, 2002.
9. Special commendation Award for Human Resource Management, 2001-02 by National Petroleum Management Programmed for OIL’S continuously evolving technology and business environment and the company initiative to enhance safety in operation and quality of work life via good practices. 10.Longest Accident Free Period Award 1997-98, 1998-99. 11.Excellence in Riverbed Survey Award 1997-98. 12.Best Oil and Gas Processing Unit Award 1997-98. 13.International Green Land Society National Award, 1997-98 for Best Energy Conservation and Implementation. 14.Corporate Performance Award 1985 for Harvard Business School Association of India and Economic times. 15. Ranked 1st for Profitability in term of Paid up Capital, Net asset and Sales from 1981-82 to 1983-84 by the Indian Institution if Public Opinion, among 100 largest Corporate Enterprises in India.
ACCREDATION:1. ISO-9000:2000 Certificate (QUALITY MANAGEMENT SYSTEM): LPG Plant.
2. ISO-9001:2000 Certificate: GAS based power plant. 3. ISO-9000:2000 Certificate (QUALITY MANAGEMENT SYSTEM): Truck Pipeline. 4. ISO-9001:2000 Certificate: OIL Hospital at Duliajan. 5. ISO-14001 (ENVIRONMENT MANAGEMENT): Truck Pipeline. 6. OHSAS 18001 (OCCUPATIONAL HEALTH SAFETY ASSESSMENT SERIES): Truck Pipeline. 7. ISO/IEC 17025:2005 accreditation by NABL, Government of India for OIL’S Research & Development Deptt. the first among Exploration & Production(E&P) company laboratories to get this accreditation.
DEPARTMENTS OF OIL INDIA LIMITED: Production (OIL) Production (GAS) Production project LPG Drilling department Pipeline Well logging Geological and Reservoirs Geophysics Materials Chemical Electrical Field engineering Instrumentation Information Technology Finance & Accounts Administration Civil Employee Relation Personnel Field Communication Public Relation Research & Development Training & Development
Internal Audit Technical Audit Safety & Environment Health and Hygiene (MEDICAL DEPTT.) Transportation Central Industrial Security Force(CISF) Vigilance Business Development and Third Party Inspection Contract Planning Land Business development and TPP BP Coach Employee Relations Enterprises Resource Planning(ERP) Legal Cell North Eastern Frontier(NEF) Pump station Strategic & Corporate Planning
TRAINING & DEVELOPMENT CONCEPT
Every organization needs to have well trained and experienced people to perform the activities that have to be done. Training is a process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their
behavior. It attempts to improve their performance on their current job and prepare them for an intended job. Development is a related process. It covers not only those activities which improve job performance, but also which bring about the growth of the personality; help individuals in the progress towards maturity and actualization of their potential capabilities so that they become not only good employees but better men and women. In organizational terms, it is intended to equip person to earn promotions and hold greater responsibility. 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. 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. Training is the main function of HR. To enhance the Corporation's growth and keep the Corporation ready to anticipate all types of competition and face it too, there is a need that Human Resource should play more active role for overall progress of the Corporation. The impact of training programme is to mould the employee’s attitude and help them to synergies individual goals with organizational goals. It also helps in reducing dissatisfaction, complaints, absenteeism and labour turnover.
According to Flippo, “Training is the act of
increasing knowledge and skills of an employee for doing a particular job" The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during their training programme, which helps them to improve their performance. Training can also be defined as activities designed to change the behavior. Another way of defining training would be a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitudes and social behavior of employees. Training imparts the ability to detect and correct error. Furthermore it provides skills and abilities that may be called on in the future to satisfy organization’s human resources needs. “All development is self development”. It must be generated within the main himself. Development is highly individual. The development of an individual is due to his day to day experience on a job. Hence, emphasis should be on experiences from day to day work. Any activity designed to improve the performance of existing managers and to provide for a well planned growth of managers to meet future organizational needs is management development.
Training and development encompasses three main activities:
TRAINING: This activity is both focused upon, and evaluated against, the job that an individual currently holds. EDUCATION: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. DEVELOPMENT: This activity focuses upon the activities that the organization employing the individual, or that the individual is
part of, may partake in the future, and is almost impossible to evaluate.
Need for training:
The need for training & development is determined by the employee’s performance deficiency, computed as follows: T&D need = Standard performance – Actual performance.
When does the need for training arise?
The installation of new equipment or techniques A change in working methods or products produced A realization that performance is inadequate Labour shortage, necessitating the upgrading of some employees A desire to reduce the amount of scrap and to improve quality An increase in the number of accidents Promotion or transfer of individual employees. Ensures availability of necessary skills and there could be a pool of talent from which to promote from. Up gradation of skill in a particular position. Acquire advance knowledge/skill in areas of concern.
Advantages of training:
Leads to improved profitability and/or more positive attitudes toward profits orientation. 2. Improves the job knowledge and skills at all levels of the organization. 3. Improves the morale of the workforce. 4. Helps people identify with organizational goals. 5. Helps create a better corporate image. 6. Fasters authentically, openness and trust. 7. Improves the relationship between boss and subordinate. 8. Aids in organizational development. 9. Learns from the trainee. 10. Helps prepare guidelines for work.
Disadvantages of training:
Can be a financial drain on resources; expensive development and testing, expensive to operate? Often takes people away from their job for varying periods of time;
Equips staff to leave for a better job 4. Bad habits passed on 5. Narrow experience
Objectives of Training:
The overall training objective is to develop required knowledge, skills and attitudes of our employees so that they can perform more productively and achieve the business goals. It is recognized that the employees learn primarily from on-thejob experience. Therefore, in achieving this objective, the primarily contribution is from on-the-job training and supporting contribution from the formal training effort.
1. 2. 3. 4.
To impart basic knowledge and skill to new entrants and enable them to perform the job well. To equip employee to meet the changing requirement of the job and organization. To teach the employees the new technique and ways of performing the job or operations. To prepare employees for higher level task and build up a second line of competent managers.
Training has always played an important and integral part in furthering many kinds of human learning and development. However, the fact that training can make an important, if not crucial, contribution to organizational effectiveness is only now being recognized fully. Companies, organizations and government are beginning to appreciate the value of adequate, consistent and long term investment in this function.
Training Methods/ Techniques:The forms and types of employee training methods are inter-related. It is difficult, if not impossible; to say which of the method or combination of methods is more useful than the other. In fact, methods are multifaceted in scope and dimension, and each is suitable for a particular situation. The
best technique for one situation may not be best for different groups or tasks. Care must be used in adapting the technique/ method to the learner and the job. An effective training technique generally fulfills this objective; provide motivation to the trainee to improve job performance, Develop a willingness to change, provide further trainee’s active participation in the learning process. Provide knowledge of results about attempts to improve (i.e. feedback), and permit practice where appropriate. The various training techniques are as follows:
Virtually every employee, from the clerk to the president, gets “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. Employees are coached and instructed by skilled co-workers, by supervisors, by the special training instructors. They learn the job by personal observation and practice as well as occasionally handling it. He is learning by doing, and it is most useful for jobs that are either difficult to stimulate or can be learned quickly by watching and doing it. The main advantage of on-the-job training is that the trainee learns on the actual equipment in use and in the true environment of his job. He, therefore, gets a feel of the actual production conditions and requirements. In this way, a transfer from a training centre or school to the actual production conditions following the training period is allowed. Secondly, it is highly economical since no additional personnel or facilities are required for training. Thirdly, the trainee learns the rules, regulations procedures by observing their day to day applications. He can, therefore be easily sized up by the management.
“Of-the-job training” simply means that training is not a part of everyday job activity. The actual location may be
in the company classroom or in the places which are owned by the company, or in universities or in associations which have no connection with the company. This method consists of: 1. Lectures 2. Conferences 3. Group Discussions 4. Case Studies 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 problemssolving 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.
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 groupcentered 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. The conference is ideally suited for the purpose of analyzing problems and issues and examining them from different viewpoints. It is an excellent method for development of conceptual knowledge and for reducing dogmatism and modifying attitudes because the participants develops solutions and reach conclusions, which they often willingly accept.
Group discussions: This is an established method for training. A group discussion is conducted in many ways: It may be based on a paper prepared by one or more trainees on a subject selected in consultation with the person Incharge of the group discussion. It may be a part of a study or related to theoretical studies or practical problems. The trainees read their papers, and this is followed by critical discussion. It may be based on the statement made by the person Incharge of the group discussion or on a document prepared by an expert, who is invited to participate in the discussion. The person Incharge of the group discussion distributes in advance the material to be analyzed in the form of required readings. The group discussion compares the reaction of trainees, encourages discussion, defines the general trends and guides the participant to certain conclusions.
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 analyses, they are asked to identify the problem and recommend tentative solution 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 decisionmaking process. The case study is primarily useful as a training technique for supervisors and is especially valuable as the technique of developing decision-making skills and for broadening the perspective of the training.
ANALYSIS OF TRAINING NEEDS
STRUCTURE SELECT, DESIGN, ADAPT MATERIAL
TIMETABLING/SEQUENCING SELECTION OF METHORDS TRAIN
Training and development department of oil India limited INTRODUCTION:-
Oil India Limited management could visualize the greater role of training and development activities for the organization. Accordingly a management training policy was formulated in 1986 and 2(two) training institute namely MANAGEMENT TRAINING AND DEVELOPMENT CENTRE (MTDC) and OIL TAINING INSTITUTE (OTI) were established and become operational in 1996 and 1997 respectively. MTDC complex houses the TRAINING & DEVELOPMENT DEPTT, the Central Library, a hostel for newly selected Executive Trainees and a Faculty block (Guesthouse) for visiting Faculties, Participants and other Company visitors. MTDC office complex along with the Central Library conduct various In-House training programs, workshops and seminars in its 3(three) Classrooms and 1(one) Auditorium.OTI has been relocated and a new building with 2(two) Classrooms, 1(one) Workshop and 1(one) Exhibition room is been constructed in the MTDC complex, adjacent to the present MTDC building. MTDC also caters to the need of the various apprentices passed from the ITI’S and Polytechniques by providing them the training; it is also provided Training to students from different Engineering Colleges and other Institutes/ Universities.
SCOPE:The Training Policy will cover the Training and Development requirement of the total workforce and the various program to be developed and administered will be classified into the following categories for formulating strategies, objectives, goals and thrust areasTop Management Development Program1. Executive Development and Training Program. 2. Supervisory Development Program. 3. Employee Development and Refresher Program. 4. Skill and Competency Development Program. 5. Statutory Skills Training. 6. Orientation Program for new entrants. 7. Apprentices Training.
STRUCTURE OF T&D DEPTT:IN THE Training and Development Department there are 16 no. of employees working for the organization including 7executive, 7 work person and 2 SRS.
GENERAL MANAGER T&D DEPTT
CHIEF MANAGER T&D DEPTT
CHIEF MANAGER T&D DEPTT
MANAGER T&D DEPTT
MANAGER T&D DEPTT
MANAGER T&D DEPTT
ASST. T&D D OFFICER
FUNCTION:To align Training and Development process with the corporate strategy and plan of the company in the changing business scenario, following function are followed: Organize different training for executives and work persons of OIL as noted below• Technical training program • Managerial / behavioral training program • Training by OIL’S own internal faculties • Statutory and safety training as lay down by Government regulation Organizing Executive Development Program for the newly recruited executives’ trainees. Apprenticeship training and diploma and ITI passed students. Summer Training / projects work to students from various institutes and universities. Regulations for services provide and contract workers. Employing the more effective methods to satisfy the training need in a given time frame through In-house, In-country, overseas training programs. Identifying the best available training program and faculties in India and abroad. Identifying and developing internal faculty. Selecting specific training methodologies. Central library: • Purchase of books and journal • Company sponsored membership scheme • Suggestion scheme
BENEFIT FROM TRAINING AND DEVELOPMENT DEPTT:1. The training and development function will play a catalytic role to make OIL INDIA LIMITED a truly knowledge driven organization. 2. Line managers and business heads will be drawn into a close partnership with Training and Development.
3. The planning and implementation aspects of the Training and Development Policy will be strengthened. 4. Training effectiveness will be given priority with periodic reviews. 5. The Training and Development function will work very closely with the other HR system in the company such as job rotation and succession planning to ensure that the necessary HRD activities take place at the point when it is required. 6. The Training and Development Department is also doing the local training programs in country and overseas training programs.
ACTIVITIES OF TRAINING AND DEVELOPMENT DEPTT:1. Assessment of Training needs of individuals by department. 2. Prepare annual training plan, budget and calendar and obtain approval. 3. Organize in-house Training programs for executives and work persons including statutory Training program for work persons. 4. In- country Training. 5. Overseas Training. 6. Training by internal Trainers. 7. Onsite safety training. 8. Safety training for contractors workers. 9. Statutory safety programs for services providers. 10.Apprentices Training. 11.Summer Training. 12.Central library activity. 13.Company sponsored membership scheme. 14.Industry academia interaction. 15.Training module for petroleum prospecting countries. 16.Maintenance of training records in MS Access Database. 17.MIS Reporting. 18.Suggestion scheme.
TRAINING & DEVELOPMENT POLICY 2007:A management training policy was formulated in 1986. In contrast of continuously changing techno and business environment the training and development policy was revised in
the year 2000. However the same was not felt adequate in view of the changing scenario and a new Training and Developmental Policy had been proposed in 2003 and come to power in 2007.
OBJECTIVE OF T&D POLICY 20071. Develop employee skills and competencies towards better performance. 2. Develop people to take higher responsibilities and new challenges. 3. Reduce the learning time for taking up new assignments. 4. To impart need based training to cover minimum 20% of the total human resources strength during each year for enhancing capital. 5. To increase the overall total training effort for work persons every year. 6. To train the work force for acquiring newer skills, potential development, attitudinal changes and exposing them to the latest work systems and technologies. 7. To depute senior work persons for skill up-gradation & developing competencies preferably minimum once in every 5 years SDP (Supervisory Development Programmers). 8. To effectively manage the Executive Training Scheme & with a view to familiarize new entrants to the organizations culture. 9. To develop case-studies through utilizing internal/external expertise and use the same as effective Training tools. 10.To help the line department for successfully implementing a multi-skills training system for the workforce for the effective HR utilization and development.
TRAINING & DEVELOPMENT PROCESSI. Assessment of individual Training needs by departments. II.Prepare Training calendar on the basis of annual Training plans submitted by departments and obtain approval from competent authority. III.Execution of Training plan. IV. Nominations. V.Evaluations of Training effectiveness.
ASSESSMENT OF INDIVIDUAL TRAINING NEEDS BY DEPTT:
The main objective of this stage is to-
1. Assess the Training needs of individuals in each department, through the active involvement of the supervising officer and HOD. 2. Prepare Annual training plan for the department covering 2530% of the executive strength to be trained in areas as determined by• Training needs assessed by department • Competency development training inputs of respective salary grade as listed by T&D department. • Priority in the merit of not attended- latest attended list, to be maintained by the departments. The identification of individual training needs shall be done according to the TNA skill matrix (Training Needs Identification) developed by T&D department. Department shall have to submit their annual training plan to T&D department by December every year.
PREPARE ANNUAL TRAINING PLAN AND CALENDAR AND OBTAIN APPROVAL FROM COMPETENT AUTHORITY BY T&D DEPTT:
Training plan is a strategic as well as operational plan for the training function, annually prepared before the financial year. It includes a training budget with details of expenses as well as a list of training programs planned, and details thereof. The training plans prepared by the T&D departments with inputs of training plans prepared by the departments on the basis of the training needs assessed by their personnel. Training calendar is a schedule of training programs planned for the year, with likely dates of the programs, names of likely trainers/agencies, duration of each program, venues for programs. T&D Department shall prepare the Annual Training Plan of the company and Annual Training Calendar on the basis of Annual Training Plans submitted by Departments and obtains approval for the Annual Training Plan of the company from competent Authority, Head-Fields. T&D Department shall prepare the Annual Training Plan and Calendar by January end. The essential requirement for the timely preparation of Annual Training Plan and Calendar by T&D
Department is- Receipt of Annual Training Plan of the Departments latest by the month of December.
EXECUTION OF THE TRAINING PLAN:
T&D Department shall inform the respective departments about the approved Training Plan. T&D Department shall also approved copies of the Annual Training Plan to Functional Directors. The lead time for processing individual nominations put by the respective department shall be as under: In-house training In-country training Overseas training 10DAYS 60DAYS 75DAYS
T&D Department shall process all nominations received from departments within the norms of DOP.
The objective of this stage is to Nominate the right person for the right program by departments as determined by TNA and eligibility in terms of Not Attended- Latest Attended list. Maintain corporate priorities for the above. The Department Training Incharge shall monitor implementation of training plan of his department at suitable intervals and liaise with T&D Department for services/help required. In case a nomination is received with lesser lead time it shall be processed only in case of special recommendations by Directors, Head-Fields, SBU Head and work exigencies justified by concerned GMs.
EVALUATION OF TRAINING EFFECTIVENESS:
Training evaluation shall be done in 4(four) levels, i.e. immediate feedback, evaluate learning, evaluating changed in behavior, evaluating results. Immediate feedback is evaluated by the participant’s response in the feedback form. Evaluating learning is observed by the test scores ‘before’ and ‘after’ training, shoeing change in knowledge- skillsattitudes of the participants of a program. Evaluating changes in behavior is observed by the post training feedback on changes observed in on-the-job behavior. Evaluating results is observed by comparison of process and business results before and after training process. The objective of this stage are Multi-level feedback on training is received by the T&D Department. Feedback is received, analyzed, remedial actions determined, and the progress shared with the Unit Training Cell (UTC). In addition, T&D Department shall also prepare a quarterly summery of training imparted, number and category of persons covered, coverage of training vis-à-vis training plan, meeting the priority of Not Attended list to be maintained by each department and average man days of training programs.
EXECUTIVES’ TRAINING PROGRAMMES
THREE TYPES OF TRAINING PROGRAMMES
Training and Development (T&D) Department of Oil India Limited carters to the need of development of the executives by organizing various types of training programmers.
Local External -
a) In- House Training b) In- Country Training c) Overseas Training
TYPES OF TRAINING:-
IN-HOUSE TRAINING: Training organized in house with reputed external faculties and internal faculties. In-house training are usually technical, behavioral, managerial, safety related and various statutory programs. IN-COUNTRY TRAINING: Such training is need based mostly technical as well as behavioral or managerial. Employees are nominated by department HOD’s based on certain pre-defined criteria and send to different institutes within the country providing specialized courses. OVERSEAS TRAINING: Employees are send overseas for technical and managerial courses.
Training Programs attended by Executives in the place of posting shall also be considered as local training. 25% to 30% of the executive strength covering all disciplines shall be send for external training programs every year according to the Annual Training Plan and Calendar approved by the competent authority. Each executive shall get a chance to go for external training once in 4(four) years.
IN-HOUSE TRAINING PROGRAMMES FOR EXECUTIVES
INTRODUCTION The Training is organized in house means inside the
organization, with reputed external faculties and internal faculties. In-house Training may be, technical, behavioral, managerial, safety related and various statutory programmers. In- House Training will be organized through any one or more of following: 1. By In-House faculty from different departments:
In-House Program by internal faculty is the best way for building an organization and to ensure that transfer of knowledge takes place within the organization. To make such programs more effective, following will be adhered to the external possible. a) Individual sessions for In-House Courses and the programs of statutory nature will be organized by the getting speakers nominated by HODs. While organizing structure course in specific areas of specialization, management approval will be necessary highlighting amongst other: Program objective Course content Methodology Target group Participant profit and expected number of the participant Proposed duration a) A panel of names from different department would be prepared from amongst the willing executives having good presentation skill to work as internal faculty as and when required. Such lists would be reviewed once in 2(two) years unless otherwise required.RCE will be final authority to approve list of trainers. b) To attract more and more executives with requisite expertise/skill to work as Trainers, successful trainers from different discipline will: Be deputed at frequent intervals to centre to excellences. Be given preference for training abroad to enhance their professional/training skills. Be given monetary incentives as decided from time to time. a) Feedback from participants will be one of the key criteria in assessing quality of training by trainer and amending necessary improvement.
Faculties from other petroleum and related organizations in the vicinity may be invited from time to time, for better interaction and transfer/exchange of professional knowledge. External faculties of repute both from within and outside the country from various institutions are engaged for imparting training. For example: ASCI, Hyderabad, IIMs, IITs, M/S Fugro Robertson, UK, etc. Retired personnel’s with proven skill will be invited as and when considered necessary subject to availability. It will endeavored to maintain a data bank of retired company personnel with specialist skill, who can be instrumental in not only imparting rich hands on experience to participants, but their involvement will also contribute towards continuances of company’s unique culture and values.
The detail of competency Development (by In-House Training): Training curriculum shall have to be compiled by each person in certain salary grade. HOD shall ensure the inclusion of this program in the Training Need Identification (ITI) Analysis. The basic aim is to equip the person to perform in a higher level of responsibility.
In-house approval process
NEED ANALYSIS OF IN-HOUSE TRAINING
IDENTIFICATION OF FACULTIES / AGENCIES BY T&D
OFFER FROM FACULTIES / AGENCIES
PROPOSEAL BY T&D
GM (F&A) / RCE FOR APPROVAL
NOT APPROVED APPROVED
Benefit from in-house training:
Building Better Decision Making Bodies:-It gives your decision making team the tools it needs to work well together, coherently. These tools will enable your team to remain focused on its mandate, make smart and strategically-driven decisions, maximize opportunities, minimize exposure to risk, and have productive and inclusive meetings. Making Meetings Work better:-In this workshop we discuss meeting dynamics. We give you tools to make your future
meetings productive, timely, inclusive and even…… enjoyable. Rules of order- Demystified & Humanized:- Rules of order are intended to help facilitate program, includes members in discussions and decision-making, and protect majority and minority rights. In this workshop we discuss use of procedures sensibly and intelligently. Community Consultation & Consensus Building:-In this workshop we discuss principles for community consultation and tools for building consensus and relationship with stakeholders. Minute Taking Standards & Related Issues:-In this one day workshop we discuss minute taking standards and relate issues, including how to work effectively with board and committee members. In the Hot-Seat:-This one day workshop helps you improve your responses to tough questions during interactions with colleagues, the media and the general public. To enhance the learning process, hot-seat interactions are simulated and analyzed.
Various in-house training programmers:
Security consciousness program Security sensitization Workflow training Training drilling operation & RIG equipment FIN 900 Special in houses training for ST & SC employees Selection test of grade ‘A’ executives Planning for a happy retirement life Industrial & Hydraulics & Pneumatic Technology Training programmers on gas testing & gas detection Basic seismic processing Knowledge management for periodicity Special in house training for ST/SC employees Management orientation program Amar jiban
Environment health safety in SAP Vigilance in primary concern Workshop on reservation policy for SC/ST/OBC Safe crane operation A great discovery self realization Human recourse development organization Project management Management orientation program Stress management Apex art of living Casing design HR 350 programming in human capital management Management orientation program FIN900 Auditing of financial business/process in SAP Vigilance awareness Mechanical seal Letter writing, work study, communication & negotiation techniques Supervisory dev program Attitudinal orientation My force multiplier Workshop on monitoring
IN-COUNTRY TRAINING PROGRAMMES FOR EXECUTIVE
In the areas of functional skill and knowledge where inHouse experts is not available or the skill is related to opening know-how of newly acquired equipment, executives or
workmen are sent for IN-COUNTRY TRAINING to institute of repute based on needs & wants. OIL also invites external faculties from reputed institutes at a particular region of its operational areas for training purpose. Training is so imparted by subscribing to packages course offered by various training institute within the country. Nomination will be made to different In-Country programs for skill enhancement and maintenance. Apart from acquiring a skill through specific training module, exposure to such programs, gives opportunity to learn from interaction and case studies from other organization and through valuable contacts. These training should be need based and relevant to present future assignment of the employees or executives.
Some in-country training institute/agencies:
All India Management Association (New Delhi) TMTC (Mumbai) ASCI (Hyderabad) IIMs ISB (Hyderabad) XLRI CMC NITI SIM NLI NPC PETS IIFI
IN-COUNTRY APPROVAL PROCESS
Training needs assessment by Administrati Contact Inform on for F&A for Nomination authority (department/SC/ST Cell /OIEEA) organizing HOD & passage & department T&D Deptt issues remitting training T&D Scrutinizes Concernedto t&d agency for Proposal GM for T&D nominee
If not ok
If not approved
Overseas TRAINING PROGRAMMES FOR EXECUTIVE
INTRODUCTION: The scope for training personnel in advance oil technology within the country is limited this advance training technical and managerial aspects is imparted by subscribing to overseas course. Petroleum industry is a high-tech, high-risk and highly competitive business especially in the global
scenario. To keep abreast of the first changing technologies being deployed worldwide and to keep abreast with the latest methods and systems, it is imperative that HR have to be exposed through overseas conferences, seminars, workshop or training program both in their technical areas of specialization and in managerial aspects. In today’s business environment, knowledge capital along with IT based solutions will be the determining factor in petroleum business. Confirmed Executives of all grades are send overseas for need based training, seminars, workshop, study tours, inspection visits, work association etc to countries likeUSA, UK, Australia, Malaysia, UAE, Singapore, France, Germany, Canada etc.
Overseas approval process
Nomination authority (HOD through concerned GM)
Inform HOD & advises
Proposal to t&d office Delhi for Issue NOC, Obtain for local FEE release, Medical management T&D prepares the T&D department T&D Scrutinizes
Contact organizing agency for
If not ok
If not approved
RESEARCH:Research can be defined as a scientific and systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. “Research comprises of defining and redefining problems, formulating hypothesis or suggested solutions, collecting organizing and evaluating data, making deductions and reaching conclusion and at last carefully testing the
conclusion to determine whether they fit the formulated hypothesis.”
The sample size for survey is taken 25 which are the existing EXECUTIVES & HEAD OF THE DEPARTMENT of Oil India Limited.
2.Type of sample design:In this study, information will be collected from the different department of Oil India Limited. Thus, it is a sample investigation. Here, Judgment sampling design is referred in which using probability methods initial sampling units are selected and then additional information is obtained from information supplied by initial units.
3.Research Design:Descriptive research design will be made in this study in which VARIOUS TRAINING IN OIL INDIA LIMITED FOR EXECUTIVES will be discussed.
4.Data Collection Method:Data collection is the most important part of any Research project. It plays a vital role in fulfilling the research objectives. In this study, PRIMARY DATA collection method will be used. A structured questionnaire was developed under the supervision of experienced supervisor, which helped me to extract detailed information with the aim of fulfilling the research objective and further information are collected from previous reports, websites; OIL’S newspapers etc there are the SECONDARY DATA.
1. What do you understand by Training & Development in general? “Process of gearing up executive to update themselves with latest innovations & best practices in industry” “Training & Development imparts from proper training to the employees of the company for overall development of every individual” “Help proper execution of any job in future” “Training & Development means enlightening the skill of the employee for the organization” “Training helps an executive do his job better” “It is a process of exposing the work persons & executives to the current knowledge & practices with the aim of development & meeting organizational goals” “Practice study for improvement” “Training & development means shaping the knowledge & skill of the employee” “It is an attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning” “Training & development means knowledge updating” “It’s is purposeful imposing of knowledge for personal development” “Upgrading knowledge of the executives” “Improving upon existing and acquiring new technical managerial skill” “To bridge the gap in the requirement for development” “It is related to training an employee/executive and developing his/her inbuilt skills” “Training & Development means overall development both professional as well as personal of an individual” “To educate employee for new assignment responsibility and develop knowledge” 2. How do you select executives for training?
Almost 100% of the respondent said that the executives are selected on the “NEED BASIS OF THE ORANISATION AND IMPROVE THE KNOWLEDGE OF THE FRESH EXECUTIVES”
3. According to you training is beneficial to executives?
100% of the respondent replied positively to the training been beneficial to executive. 4. How do you judge OIL’S present strategy to imparting training to improve and develop executive?
Above question was answered in a mix manner, 4% said EXCELLENT 16% said VERY GOOD, 72% said GOOD, 8% said FAIR.
5. The various programs sponsored by the organization training of executive are adequate?
The respondent were supporting the programs sponsored by OIL for executives almost 40% AGREED, 40% SOMEWHAT AGREED, 12%& 8% STRONGLY AGREED & DISAGREE RESPECTIVEY and no one strongly disagreed the programs sponsored by OIL. 6. According to you which of the following training are more beneficial to the executive?
More respondent replied to all the training as beneficial to the executives, out of that also IN-COUNTRY TRAINING (80%) was given more prior then IN-HOUSE TRAINING & OVERSEAS TRAINING (48%&32%) respectively. Are you satisfied with the IN_HOUSE TRAINING, INCOUNTRY TRAINING & OVERSEAS TRAINING provided by Oil India Limited?
92% of the respondent replied positively and said YES to IN-HOUSE training and 80%&56% to IN-COUNTRY AND OVERSEAS TRAINING RESPECTIVELY. 8. According to following parameters, please rank the INHOUSE TRAINING program:
All 25 respondents replied to above question since all of them have attained the IN-HOUSE TRAINING program of Oil India Limited. 9. According to following parameters, please rank the INCOUNTRY TRAINING program:
Only 21 respondents replied to above question since only they have attained the IN-COUNTRY TRAINING program of Oil India Limited.
to following parameters, please rank the OVERSEAS TRAINING program:
Only 13 respondents replied to above question since only they have attained the IN-HOUSE TRAINING program of Oil India Limited.
11.Do you believe the process of training for executives in OIL could be further improved? Almost all the respondent agreed with the statement that OIL’S executive training program can be further be improved. Their suggestions are collected in the RECOMMADATION & CONCLUSIONS.
RECOMMENFATION & CONCLUSION
RECOMMENDATIONS FROM RESPONDENTS:1. There should be a calendar for training of each executives for IN-HOUSE, IN-COUNTRY, OVERSEAS PROGRAM. 2. The training history of all executives vis-à-vis his/her placement spectrum should be made available online for anyone to view. 3. The executives should be given ON-THE JOB training more. 4. Those who are not yet going for OVERSEAS TRAINING should be identified and send accordingly. 5. The training policy should be followed in true spirit, the trainees should be utilized properly after the training. 6. More IN-HOUSE TRAINING programs should be arranged for junior executives with the help of IN HOUSE talent available at senior level. 7. To facilitate training on performance related matter, so that an executive can perform his job on an improved manner. 8. Training provided to executives as well as employees should be need based, depending on the requirement and job profile. Besides when a person comes back from training his performance and efficiency should be
evaluated to understand whether any benefit was derived out of such training to OIL. If no such benefit is derived, then it should be relooked into. 9. The trainee should be provided theory classes before field visits, proper books should also be provided. 10.More institutes should be hired for the OVERSEAS TRAINING, and selection of executives for training should be done more effectively.
1. The time duration for executing the research study was just 45 days. So, it was difficult to cover the overall depth of the study about the whole organization. 2. Public sector units have their own rigid way of doing things any change in impracticable as it will affect a large zone. 3. Some of the information about the respective department was not disclosed by the executives as they don’t possess any ideas regarding those issues. 4. The data provided in the questionnaire was not very accurate and the answers to certain question were not provided. 5. The difference in perception of the executives can be a major constrains. Hence, finding due to an evaluation study have its limitation.
6. More over newly appointed executives have not been send for any training program for last few years. So, proper information regarding the training can’t be given by them.
BOOKS:AN OVERVIEW OF OIL, Author: - S.N.Visvanath HUNDRED YEARS OF OIL, Author: - S.N.Srivasan TRAINING NEEDS ANALYSIS, Author: - Sharon Bartram Brenda Gibson
WEBSITES:www.oil-india.com www.oilweb.com www.oilindia.nic.in www.google.com
Schedule for the topic- “Summer Training Report on Various Training in Oil India Limited For Executives”
________the questionnaire has been designed in such a manner that
most of the answers require only a tick mark from you. So please spare a few moment for us………
NB: INFORMATION GIVEN IN THIS QUESTIONNAIRE SHALL BE CONSIDERED AS STRICTLY CONFIDENTIAL AND WILL BE USED FOR ACADEMIC PURPOSE ONLY.
Name:Department:Designation:1. What do you understand by Training & Development in general? ________________________________________________________________ ___________________ ________________________________________________________________ ___________________ 2. How do you select executives for training? ________________________________________________________________ ___________________ ________________________________________________________________ ___________________ 3. According to you training is beneficial to executives? YES NO
4. How do you judge OIL’S present strategy to imparting training to improve and develop executive? Excellent Very good Good Fair 5. The various programs sponsored by the organization training of executives are adequate? Strongly agree Somewhat Agree Agree Disagree Strongly disagree 6. According to you which of the following training is more beneficial to the executives? IN-HOUSES TRAINING IN-COUNTRY TRAINING OVERSEAS TRAINING 7. Are you satisfied with the IN-HOUSE TRAINING provided by Oil India Limited? YES NO 8. Are you satisfied with the IN-COUNTRY TRAINING provided by Oil India Limited? YES NO 9. Are you satisfied with the OVERSEAS TRAINING provided by Oil India Limited? YES NO 10.According to following parameters, please rank the IN-HOUSE TRAINING program: Satisfaction Average Good Excellent • Quality:• Duration:• Faculty:• Core materials:1. According to following parameters, please rank the INCOUNTRY TRAINING program: Satisfaction Average Good Excellent • Quality:• Duration:-
• Faculty:• Core materials:1. According to following parameters, please rank the OVERSEAS TRAINING program: Satisfaction Average Good Excellent • Quality:• Duration:• Faculty:• Core materials:1. Do you believe the process of training for executive in OIL could be further improved? YES NO 2. Give suggestion for further improvement in the executive training program provided by Oil India Limited? ________________________________________________________________ ______________________ ________________________________________________________________ ______________________ ________________________________________________________________ ______________________ ________________________________________________________________ ______________________
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.