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Birla Institute of Management Technology

Summer Internship Project I. Skill gap analysis of the Management Cadre in Two Job Groups of HRS North II. Evaluation, Analysis and Redesign of the Training Calendar 2010-11

Company: Bharat Petroleum Corporation Limited, Noida Industry Guide: Mr. Rajnish Kumar Faculty Guide: Dr. Manosi Chaudhuri

Submitted by: Chitra Chakraborty PGDM 2009-11 Roll No. - 033 HR Major

SUMMER PROJECT CERTIFICATE

This is to certify that Ms. Chitra Chakraborty Roll No. 033, a student of PGDM has worked on summer project titled “Skill gap analysis of the Management Cadre in Two Job Groups of HRS North” and “Evaluation, Analysis and Redesign of the Training Calendar 2010-11” at Bharat Petroleum Corporation Limited, Noida after trimester-III in partial fulfilment of the requirement for the programme. This is her original work to the best of my knowledge.

Date

Signature Name of faculty: Dr. Manosi

Chaudhuri

Seal

CERTIFICATE OF APPROVAL
The following Summer Internship Report titled ““Skill gap analysis of the Management Cadre in Two Job Groups of HRS North” and “Evaluation, Analysis and Redesign of the Training Calendar 2010-11” ” is hereby approved as a certified study in management carried out and presented in a manner satisfactory to warrant its acceptance as a prerequisite for the award of Post Graduate Diploma in Management for which it has been submitted. It is understood that by this approval the undersigned do not necessarily endorse or approve any statement made, opinion expressed or conclusion drawn therein but approve the Summer Internship Report only for the purpose it is submitted.

Industry Guide Name: Mr. Rajnish Kumar Designation: Deputy Manager

Signature..............................

ACKNOWLEDGEMENT
It has been a very rewarding experience working in the Human Resources department at Bharat Petroleum Corporation Limited, Noida. During the course of my project I was always guided in the right direction and this experience has helped me to grow more rational in my thinking and approach. I am extremely grateful to Mr. Sunil K. Bains, Manager, Employee Relations, Northern Region, for giving me the opportunity to work on this project which helped me learn a lot and integrate my theoretical knowledge with the practical workings of a corporation. I am highly indebted to Mr. Rajnish Kumar, Deputy Manager, Employee Relations, Northern Region, for taking over as my mentor after Mr. Bains transferred to a different department.

My special thanks to Ms. Mansi Dubey, Assistant Manager, Employee Relations, Northern Region for helping me throughout my study. I am grateful to her for sharing her valuable insights and knowledge. I also extend my thanks to Ms. Ritu Mathur, Deputy Manager, Training and Development, Northern Region for giving me an opportunity to work with an additional project. I also sincerely thank my Faculty Mentor Ms. Manosi Chaudhuri, Associate Professor, BIMTECH for guiding me throughout the project. Her expertise in the domain of Human Resources led to the successful completion of this project. I would also like to add that this project would not have been possible to conduct without the support of all the members of the Human Resource Department. I would like to take this opportunity to thank them all.

Table of Contents
S.No
1. 2. 3. 4. 5. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

Particulars
Executive Summary Objectives Scope of the Project Research Methodology Industry and Company Profile Competitor’s Profiles Review of literature BPCL’s HR structure Findings and analysis Conclusions Recommendations Limitations of study Learning Experiences Annexure Bibliography

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The entire project was carried out in four phases: 1. The individual employees will then be benefitted in terms of being able to produce personal development and training plans. I have also been able to rRecommendations were offered about ways to overcome the skill gaps that the target group wasseems to be facing. it all falls flat. Since the targets here are job groups A and B. By applying skills gap analysis across a company it is possible to find out which skill and knowledge shortfalls there are in an organization. . Identifying the areas in which training is required. Studyingied the HR profile of BPCL. In today’s dynamic world change is indeed the only constant where new technology is consistently replacing older ones. Furthermore. It can also be used to bolster morale by showing how they have progressed over time. I have been able to reach certain conclusions about the skill levels of the target group were assessed.EXECUTIVE SUMMARY The levels of excellence an organization reaches depends on the skill levels of its employees. It is then possible to target training resources on those necessary skills that require the most attention. and pay reviews. Thus it is imperative that employees’ skills be constantly upgraded. RecommendingFormulate training programs relevant to the needs. This should result in the optimal use of resources in terms of improving the overall performance of the company. the idea is to build a strong talent pool in the company which will aid in career planning and pipelining. support appraisals. 2. 4. Through the surveys that were I conducted. Analysis will also allow benchmarking and encourage tutoring and mentoring within teams. Skills gap analysis will also be used to identify which staff members have most knowledge of particular aspects of the business as well as those with skill gaps. it will aid recruitment by identifying the candidate whose skills best match those needed to function effectively in a particular role. Carryingied out surveys for target group and line managers. An organization can adopt new procedures and acquire new techniques but if its personnel are not skilled enough to work with them. 3. Here lies the need for a skills gap analysis.

To identify the discrepancies between where skill levels of the employees should be and where they are and to assess the skill gap. 3. 5. To analyse the employee’s list of the skills required.OBJECTIVES As the title of the project suggests. To analyse the manager’s list of the skills required and his rating of the employee skill level. To suggest interventions to bridge the skill gap. 4. the objective of this project is to identify and analyze the gaps in skills required to perform the jobs in job groups A and B in the Human Resources department. The main aim is to ensure that in this dynamic environment their personnel’s’ skills are up-to-date. The project has been carried out to aid BPCL in future decision making in terms of designing its training interventions. . The objectives of the project are the following: 1. To understanding the job descriptions of the various positions in job groups A and B in HRS North and to create skills list for the same. 2.

This should result in the optimal use of resources in terms of improving the overall performance of the company. and pay reviews. Skills gap analysis will also be used to identify which staff members have most knowledge of particular aspects of the business as well as those with skill gaps. it will aid recruitment by identifying the candidate whose skills best match those needed to function effectively in a particular role. It is then possible to target training resources on those necessary skills that require the most attention. and sport. Benefits:   Ensure that staff requirements are understood and integrated with business needs. the idea is to build a strong talent pool in the company which will aid in career planning and pipelining. educational institutes. Make sure that training and development activities exactly meet the needs of the individual as well as the organisation.  Improve staff morale and support career development.SCOPE OF THE PROJECT The skills gap concept is used in areas such as business. It can also be used to bolster morale by showing how they have progressed over time. . support appraisals. The individual employees will then be benefitted in terms of being able to produce personal development and training plans. Analysis will also allow benchmarking and encourage tutoring and mentoring within teams. Furthermore. By applying skills gap analysis across a company it is possible to find out which skill and knowledge shortfalls there are in an organization. Since the targets here are job groups A and B.

RESEARCH METHODOLOGY This chapter provides an idea of the process used to carry out the project. . After getting an idea of the human resources setup in BPCL. Secondary data has been collected from the company’s intranet as well as the internet. The entire project was carried out in four steps – Step I – Study of the HR setup and understanding the work profiles of the target group in particular from secondary sources. a target group comprising the staff in job groups A and B were selectedassigned to me. Both primary and secondary data have been used during the course of this project. Survey Research methodology has been used via face to face interactions with the target group and their line managers. Survey Research has been used because of the following reasons: • • • It is simple to administer. Data obtained are reliable because the use of fixed-response questions reduces the variability in the results that maybe caused by difference in interviewers Interpretation of data and analysis are relatively simple. The research instruments used are questionnaires presented as annexure. Step II – Carrying out the survey of the target group and collecting primary data. I drafted a questionnaire was drafted for the target group on the relevant issues and a survey was conducted a survey. Step IV – To analyze the data collected from both the surveys conducted and to draw meaningful inferences from the same. Step III – Carrying out the survey of their line managers. I also recommended wWays to remove any skill gaps and upgrade skill levels were also recommended. Based on preferential sampling. This survey was done face to face.

The oil and gas industry has been instrumental in fuelling the rapid growth of the Indian economy. LPG Distributors. the Government has made an agreement with Iran for the supply of natural gas). Its interests are in downstream petroleum sector. with Fortune Global 500 rank of 287 (2008) and has Navratna status. India has total reserves of 775 million metric tonnes (MT) of crude oil and 1074 billion cubic metres (BCM) of natural gas as on April 1. . Bharat Petroleum produces a diverse range of products. Lube Shoppes. besides supplying fuel directly to hundreds of industries.• Can accommodate large sample sizes and generalize results. The government has also initiated several steps to increase the supply of natural gas (for example. One is the adoption of global strategies by domestic players (an example is the building of world-class capacity by Reliance Petroleum at Jamnagar). Kerosene Dealers. BHARAT PETROLEUM CORPORATION LIMITED Bharat Petroleum Corporation Limited (BPCL) is one of India's largest PSU companies. It is involved in the refining and retailing of petroleum products. according to the Ministry of Petroleum. and several international and domestic airlines. The players in the industry are preparing themselves to face the marketing conditions after the dismantling of Administered Pricing Mechanism (APM) in 2002. The industry has been witnessing two important developments during last two years. Another important development is the increased focus on natural gas. Mumbai. from petrochemicals and solvents to aircraft fuel and specialty lubricants and markets them through its wide network of Petrol Stations. INDUSTRY AND COMPANY PROFILE Indian oil and gas industry has been evolving at a rapid pace during the last few years. 2009. Its corporate office is located at Ballard Estate.

John D Rockefeller together with his business associates acquired control of numerous refineries and pipelines to later form the giant Standard Oil Trust. The 1860s saw vast industrial development. Fleet card etc. came canned Petrol. which had been formed in 1871 to refine crude oil produced from primitive hand dug wells in Upper Burma. This alliance led to the formation of Burmah-Shell Oil Storage and Distributing Company of India Limited. service stations began to appear and became accepted as a part of road development. After the war Burmah Shell established . refiner and distributor of petroleum products. particularly in Indian and Burmese markets. It is considered a pioneer in marketing initiatives. when Mr. and employs “Best in Class” practices. The search for oil in India began in 1886. BPCL changed its gears and embarked upon a Rapid growth path. Shell.Following nationalization in 1976. While discoveries were made and industries expanded. An important player in the South Asian market then was the Burmah Oil Company Ltd. A lot of petroleum refineries came up. Though incorporated in Scotland in 1886. In 1889. A pioneer in more ways than one. profitability and financial reserves grew by leaps and bounds. Petro card. Rothschilds . the company grew out of the enterprises of the Rangoon Oil Company. BPCL is often referred to as an “MNC in PSU garb”. the Assam Railway and Trading Company (ARTC) struck oil at Digboi marking the beginning of oil production in India. This was imported in bulk and transported in 4 gallon and 1 gallon tins through rail. retail sales points were built with driveways set back from the road. followed by service stations. One of the single digit Indian representatives in the Fortune 500 & Forbes 2000 listings. Asiatic Petroleum (India) joined hands with Burmah Oil Company . Turnover. Burmah Shell began its operations with import and marketing of Kerosene. Goodenough of McKillop Stewart Company drilled a well near Jaypore in upper Assam and struck oil.an active producer. It is considered to be a pioneer in Indian petroleum industry with various path-breaking initiatives such as Pure for Sure campaign. In 1928.Royal Dutch. road and country craft all over India. In the 1930s.came together to form a single organization: Asiatic Petroleum Company to market petroleum products in South Asia. With motor cars. The largest rivals of Standard Oil .

From Burmah Shell to Bharat Petroleum . They are also on the verge of commissioning another refinery at Bina in Madhya Pradesh. It represents yin and yang. in the country. On 1 August 1977.efficient and up-to-date service and filling stations to give the customers the highest possible standard of service facilities. There have been many changes in BPCL in the recent years. BPCL's subsidiary at Numaligarh has a capacity of 3 MMT. it was renamed Bharat Petroleum Corporation Limited. LPG Distributors.5 MMTPA respectively for refining crude oil. the Burmah Shell Group of Companies was taken over by the Government of India to form Bharat Refineries Limited. For example. there has been an introduction of SAP software which has made all work go online. besides supplying fuel directly to hundreds of industries. Bharat Petroleum produces a diverse range of products.On 24 January 1976. and several international and domestic airlines. Plus the dynamic profile that the company has fosters a need for continuous training and development. It was also the first refinery to process newly found indigenous crude Bombay High. from petrochemicals and solvents to aircraft fuel and speciality lubricants and markets them through its wide network of Petrol Stations. The logo of Bharat Petroleum is shown on the left. Lube Shoppes. The refineries at Mumbai and Kochi (Kochi Refineries) have a capacity of 12 Million Metric Tonnes (MMT) and 9. Kerosene Dealers. The Bina Refinery is would operate at 6 MMTPA for the first year. Kochi and Numaligarh. A few key numbers are: . Today Bharat Petroleum Corporation Limited has got three refineries at Mumbai.

1. with an annual turnover of Rs. 03. HPCL is constructing a refinery at Bhatinda.8 1-Year Sales Growth: (6.31.5 Million Metric Tonnes Per Annum (MMTPA) capacity and the other in Vishakhapatnam.1.142 Million). in the state of Punjab. Corresponding figures for FY 2007-08 are: Turnover of Rs 1. HPCL holds an equity stake of 16. as a Joint venture with Mittal Energy Investments .): £18.618 Millions) during FY 200809. It vies with Hindustan Petroleum for the #2 slot behind Indian Oil.95% in Mangalore Refinery & Petrochemicals Limited.16.428 Crores and sales/income from operations of Rs 1. (East Coast) with a capacity of 7. 12. one in Mumbai (West Coast) of 6. In addition. Bharat Petroleum Corporation Limited (BPCL) is a modern refining and distribution company. a state-of-theart refinery at Mangalore with a capacity of 9 MMTPA.2009 Sales (mil. Top competitors of Bharat Petroleum are the following: • • • Hindustan Petroleum Corporation Limited Indian Oil Corporation Limited Reliance Industries Hindustan Petroleum Corporation Limited HPCL is a Fortune 500 company.5 1-Year Net Income Growth: (72.802 Crores (US$ 25. HPCL operates 2 major refineries producing a wide variety of petroleum fuels & specialties.1%) 2009 Net Income (mil.098 Crores (US$ 25.418.6%) COMPETITOR’S PROFILE Although it carries the ancient Sanskrit name for India (Bharat).837 Crores and sales/income from Operations of Rs.): £85.5 MMTPA. having about 20% Marketing share in India and a strong market infrastructure.

The refining capacity steadily increased from 5. HPCL also owns and operates the largest Lube Refinery in the country producing Lube Base Oils of international standards. but a fire to be ignited" as said by Plutarch. On the financial front. and achieve outstanding business results.Ltd.428 Crores in FY 2008-09. "Arousing passion and emotional involvement is the best possible way to align the employees around a common purpose. thereby transforming HPCL into an innovative and learning organization where employees continuously acquire new skills and capabilities to excel. and Inland Relay Depots & Retail Outlets. Aviation Service Stations. Project ACE was conceived to develop a co-created vision shared by the organizational members at large. a need was felt for a robust tool to help execute these strategies. HPCL. Measurement is the key to ensure that the strategies translate into business results. 2687 Crores in 198485 to an impressive Rs 1. Lube and LPG Distributorships." With this objective. over the years.5 MMTPA in 1984/85 to 13 MMTPA presently. has moved from strength to strength on all fronts. LPG Bottling Plants. What HPCL is doing on the training front? At HPCL. with a capacity of 335 TMT. . While Project ACE enabled formalization of strategies. This Lube Refinery accounts for over 40% of the India's total Lube Base Oil production.Pte. the turnover grew from Rs.Achieving Continuous Excellence. HPCL's vast marketing network consists of 13 Zonal offices in major cities and 90 Regional Offices facilitated by a Supply & Distribution infrastructure comprising Terminals. they believe – "The mind is not a vessel to be filled. HPCL embarked upon a process of Organizational Transformation called Project ACE . 16.

officers set targets for each of the perspectives of Balanced Scorecard viz. To encourage novel ideas and to be competitive. which are drawn up at the end of every Development Centre. Moreover. it was made sure that every employee was empowered to think beyond boundaries and challenge themselves and each other. Development Centres for key position holders are conducted to identify the competency gaps. Mobilising the potential of the Project ACE and Balanced Scorecard initiatives. Under this initiative. This flows from the belief that innovation can come anytime from anyone. Towards this end. the appraisal format was redesigned in line with different perspectives of BSC. the Behavioural and Technical Competency Framework has been finalized. the competencies of employees need to be in line with the international standards. in order to establish strong linkage with the Performance Management System. This initiative is linked to the Learning and Growth Perspective of Balanced Scorecard initiative. • • • • Financial Customer Internal Processes and Learning and Growth Benchmarking: When it comes to benchmarking. These gaps are systematically addressed through Individual Development Plans. Accordingly. they believe “The value of achievement lies in the achieving” as said by Albert Einstein. another major HR initiative – Competency Mapping and Development was embarked upon at HPCL. All training programs are . and to create a BSC conducive culture.With this philosophy. Balanced Scorecard (BSC) was introduced as a strategic initiative for clear articulation of measurable business outcomes and cascading it to different levels of the organization.

Inputs from development centres are also used for career and succession planning. they have developed robust and objective performance management processes which strive to effectively tread through their employees’ hopes and aspirations. and knowledge from the people their employees work with. employees are in a learning and growth mode and it has become a way of life at HPCL. coaching. This is also integrated with our recruitment process. enrich their personal growth and development. It is all about endorsing an empowering environment which takes you to your best.linked to the competencies defined in various frameworks and gaps identified in the Development Centres. They are fully committed to enhancing the skills and competencies of their employees. Performance Management In their endeavour to effectively analyze the performance of their training and mentoring programs. Career progression at HPCL is ensured through objective appraisal of performance. mentoring and additional inputs through specific training programmes. With the competencies being mapped and competency gaps identified. and also. It enables the employees to identify and develop their strengths and weaknesses and align them towards organizational objectives through counselling. . Their performance appraisal process is based on Balanced Scorecard Approach and is more than just assessment. Capabilities are recognized and opportunities for further learning are provided. where the interviewers are trained to conduct competency based interviews. And they make sure you get valuable feedback. Their training programs are at par with the best and strive to galvanize a person into a thorough professional with which he can realize his potential.

Their responsibility towards employees doesn’t stop at compensation alone. These are: VDA (Variable Dearness Allowance). Yoga sessions are also conducted under the guidance of Yoga gurus. online. Their educational refund plan offers the employee the support in pursuing the course of his interest. and other perquisites as applicable to particular grade are also provided. HPCL has also developed an e-learning portal using which employees can enhance their technical and behavioural competencies through numerous e-learning modules. The institute has a well equipped gymnasium. The institute's library is a treasure house that contains works on a variety of subjects covering all the aspects of management. Each morning. Towards Employee Delight The welfare of their employees is the key theme in their organization. HRA (House Rent Allowance). The employee’s growth in the company will be complemented by his own self-development. these programmes are conducted by experts drawn from reputed academic institutes to Management Consultants. CCA (City Compensatory Allowance) etc. The benefits they offer them are on par with the best available. They offer all . Perquisites: They have a comprehensive medical insurance program that covers the whole array of medical expenses for the employee and his dependants. An Interactive Training Portal with complete schedule and the details of the various training activities conducted across the country is available.HPCL has a state of art learning centre at Nigdi. tennis court and indoor sports for recreation. These interactive modules are content rich and also enable the employee to evaluate these on the knowledge acquired. Their study leave policy also includes a time-off to pursue higher studies related to employee’s profession. This portal has provisions to enabling employees to nominate themselves for the programs of their interests. Pune called HP– MDI which is a certified ISO 9002 institute where a wide range of Functional / Behavioural / Managerial programmes are conducted. Carefully designed and developed.

Employees who have been a part of the corporation for more than 15 years are rewarded for their service since they have proved to be a major force behind their successful journey. or his team’s performance. accommodation at a very minimal charge depending upon availability and a host of allowances and insurance schemes to make the employee’s stay in their company comfortable. They provide housing and vehicle loans at a very nominal interest rate that will help in securing employee’s family’s future. HPCL values loyalty and rewards it suitably. They encourage individuals to take on increased responsibility and thereby contribute to the success of the company. Indian Oil and its subsidiaries account for a 47% share in the petroleum products market. Training 3. gratuity and pension plan. Manpower planning and recruitment In their efforts to nurture merit and enable people to bring out their best. they do have the following titles for the work they do: 1. Performance Management 2. is of unrivalled standards and has led to substantial savings.possible help to facilitate employee’s settling down. Hard work and contribution never go unnoticed at HPCL. All these in addition to a host of deferred benefits like provident fund. they place a premium on innovation and give their people the freedom to think differently. if an employee’s. Competency mapping and development 6. It is India’s largest commercial enterprise. Industrial Relations 4. Their other benefits include furniture and computer advance. Hr marketing 5. Indian Oil Corporation Limited Indian Oil is an Indian public-sector oil and gas company. 40% share in refining . home lease facility. It’s in recognition of the employee’s unrelenting and steady performance. his contribution shall be rewarded with “Outstanding Achievement Award ". Sub departments: While they do not have any specific sub divisions in their HR department. ranking 105th on the Fortune Global 500 list in 2009.

was set up in 2003. Maldives. Success is people driven. It has been modelled on the R&D marketing arms of Royal Dutch Shell and British Petroleum. Building competencies through training is one of the core strengths of Indian Oil. It supplies Indane cooking gas to over 47. conducts advanced management education programmes in collaboration with premier business schools and top line professionals. In addition. Bahrain Iraq. Malaysia and Zambia.2 million metric tons per year. Nigeria. with a vision to market the technologies developed at Indian Oil's Research and Development Centre.990 Indian distributors. Tanzania. The Indian Oil Institute of Petroleum Management.a wholly owned subsidiary. Bhutan. The Indian Oil Group of Companies owns and operates 10 of India's 19 refineries with a combined refining capacity of 60. Indian Oil's Research and Development Centre (R&D) at Faridabad supports. Indian Oil Technologies Limited . situated on the outskirts of New Delhi. Abu Dhabi. Indian Oil has been serving as a source of technical support and expertise to petroleum companies of carious countries across the globe.a centre of excellence for nurturing future leadership. Algeria.capacity and 67% downstream sector pipelines capacity in India. .5 million households through a network of 4. which have partnered for excellence. include Sri Lanka. Kuwait. Ethiopia. Nepal. develops and provides the necessary technology solutions to the operating divisions of the corporation and its customers within the country and abroad. Indian Oil operates 18 training centres across the country for up-skilling. Indian Oil operates the largest and the widest network of fuel stations in the country. Some of these countries. numbering about 17606 (15557 regular ROs & 2049 Kissan Sewa Kendra). re-skilling and multi-skilling of employees in its pursuit of corporate excellence. It has also started Auto LPG Dispensing Stations (ALDS). Subsequently.

Professor of Harvard University published a paper in 1973 titled “Testing for Competency Rather Than Intelligence” which launched the competency movement in psychology.REVIEW OF LITERATURE Any organization needs a skills management program in place. In the early 1970’s. role. attitudes. McClelland. Wellimplemented skills management should identify the skills that job roles require. They are also free from bias against race. or culture. Competencies are personal characteristics that differentiate levels of performance in a given job. In other words Competencies are defined as personal characteristics that lead to superior performance. school grades and credentials did not predict job performance. There was significant evidence to show that personality and personality testing was very poor at predicting job performance (about 10% success rate was achievable). knowledge tests. Skills Management is the practice of understanding. organization. experience and consulting work have demonstrated that competencies are the best method to define and predict outstanding job performance. Dr David C. knowledge. Over 30 years of research. industrial psychologists and human resource managers were seeking ways to better predict job performance. At the same time. a number of studies showed that traditional academic aptitude. Competencies include skills. motives and other personal attributes that allow managers to perform at an excellent standard. . the skills of individual employees. sex or socioeconomic factors. and any gap between the two. developing and deploying people and their skills.

what he or she believes is important to do.e.are relatively enduring characteristics of a person’s behavior..the ability to perform a certain physical or mental task. Affiliation.g.g. being a good listener. Achievement. a dentist’s physical skill to fill a tooth without damaging the nerve. but they rarely predict or determine outstanding performance..the way a person sees himself or herself . either cognitive or psycho-social. their long-term performance.g. thus. The deeper levels of competencies traits and motives . being a leader or a follower.the information a person has in specific areas. Social role and Self-concept exist at a conscious level. • • • Skill.. and they exist at different levels of consciousness within people. e. The underlying elements of competencies are less visible but they largely direct and control surface behavior.g. knowledge of basic accounting principles. • Motives. with skill and knowledge forming the tip of the iceberg. The upper levels are easy to see.are natural and constant thoughts and preferences in a particular area (i. the “outer self. lying closest to the person’s core. direct. seeing oneself as a teacher or leader. or being able to recognize patterns across seemingly unrelated elements. or internal concept of identity.g. It reflects a person’s values . Traits and Motives exist even further below the surface. e. S kill Knowledge Social Role... . Knowledge. e.. Self Image. and Power) that drive.tend to drive people’s long-term behavior and.the image a person projects to others. Values V Self Image T rait Motive Necessary for top performance but not sufficient to be outstanding Characteristics that provide motivation and lead to longer term success As seen in the iceberg there are six basic types of competency characteristics.the “inner self”..” e. e. • • Traits. knowledge of human anatomy etc.Below is the iceberg competency model which depicts the various levels of competency characteristics. continuously wanting to achieve and make things better.g. Social Role. and select a person’s outward behaviour. e.

In general. motives exist at the unconscious level. and Power Motivation) are the most difficult competencies to assess. motives are extremely difficult to develop. that are presented in résumés. Similarly. some more easily than others. As we have seen. That behavior is the outward indicator of that particular competency. For example. However. the competencies that contribute to outstanding performance will differ from job to job. or to show it more. training is all that is required. To develop a competency. For example. Affiliation. The easiest to assess are the ones above water on the Iceberg Model: skills and knowledge. we may not even know or understand our motives ourselves. . and we rarely get feedback on what motivates us. On the other hand. the competencies that are harder to see are harder to develop. These are the kinds of competencies. the level of consciousness at which a competency exists is not related only to how easily it can be assessed. Self. there are certain behavioral indicators that come from and are associated with the various competencies. Competencies determine whether someone is well-matched or not so well-matched with his or her job or role. but also to how easily it can be developed.image competencies lie somewhere in-between.. Thus.The first two are relatively easy to develop and acquire. it is therefore more cost-effective to select for these characteristics. Behavioral indicators of competencies can be identified through Behavioral Event Interviews or. However. all competencies can be developed. through questionnaires. the last two are the core of one’s personality and are more difficult to assess and develop. although with more time and effort. such as extent of education. and areas of expertise. but rather because there are external or internal obstacles that make showing the behavioural evidence of a competency difficult. it may not be because they don’t possess the competency. while acquiring a set of simple skills may only require taking a single class. So. job experience. a person who has the competency characteristics of Achievement Orientation will tend to set challenging goals for himself or herself and others. The most important thing is that competencies can be taught. That is. When people fail to demonstrate the behaviours related to a competency. Achievement. it helps to identify whether the key issues standing in the way of competency expression are external or internal. But some competencies need extensive developmental effort over an extended period (as do motives). motives (e. attitudes and values such as self-confidence and self-esteem can be changed with training and positive developmental experiences. and then to focus efforts at competency development. the job of an individual contributor in a computer company will require a different set of competencies from the job of an executive in a service company. in some cases. the more effective and satisfied a person will be in carrying out what the job or role requires.g. The better the match. and some are limited as to the degree of development possible (as is intelligence). Because different jobs have widely differing demands.

thoughts. defining and adopting a new selfimage Organized practice of trait behaviours.External Issues. seeing the display of a competency behavior as inappropriate (social role). Internal Issues. courses Skills Social Role. observation. adding a skill and changing the way you see your social role require different methods of change. asking questions.A major reason for someone not displaying a competency can be the environment or culture in which he or she works. others may relate to having a different set of cultural assumptions. Different levels of the iceberg require different kinds of development. Some of these issues can be resolved through discussions with your manager. this as appropriate? Is this the right examining values in the context of thing to do here? the situation Do I see myself doing this? Is this me? Is this important to me? Do I have the enduring. which may mean reconsidering your own focus as well as that of others. Iceberg Level Knowledge Questions to Ask Yourself Do I know enough to act? Am I missing information? Sample Development Actions Research study. it takes extra effort to show it. establishment of systems to substitute Long-term organized practice of motives.The internal obstacles to expressing a competency may have to do with a person not understanding the situation (knowledge). or simply not enjoying displaying that particular competency behavior (motive). and behaviours Trait Motive . The Iceberg Model can help identify exactly what is missing within you or keeping you from demonstrating a competency. Values Self-Image Do I have the ability or training to act? Can I act effectively? Do I know the part to play? Do I see Choosing new roles to play. for example. If the expression of a competency is discouraged or not permitted. Listed below are some key questions based on the Iceberg Model that can guide your thinking about how you want to develop the competency. reliable patterns of behaviour needed to do this? Do I enjoy this? Does it get me energized? Reordering personal priorities. books Skill training. and what is necessary in order to develop a competency.

Feedback creates a realistic self-assessment.” Once the competency has been practised adequately. or what is missing. with individuals assessing and updating their recorded skill sets regularly. The skills involved can be defined by the organization concerned. 2. and certainly when their skill sets have changed.” This includes experimentation and hands-on practice of the competency.” You can explain a competency at this step in the process. where it does not threaten overall job performance. This consists of a list of skills. or by third party institutions.” You recognize the competency when it is there or when someone demonstrates it. to a greater or lesser degree. employees. which drives the next steps for development. the manager. skills management needs to be conducted as an ongoing process. Understanding. People’s views of themselves are rarely accurate enough to yield a reliable self-assessment regarding a difficult competency. Experimentation. objective feedback is vitally important here. Skills management systems record the results of this process in a database. They are usually defined in terms of a skills framework. This is an opportunity to obtain outside help from peers. These updates should occur at least as frequently as employees' regular line manager reviews.Any competency can be acquired or developed by using the step-by-step Competency Acquisition Process below. it can be integrated into daily performance on the job. Self-Assessment. what a person thinks about when acting.“I see how much I have of it. 4.“I know it when I see it. 5.“I know what it is.” This is the comparison between where you are now and where you will be when you have acquired the competency. Recognition. Skill Practice.“I am doing it. this basic process works for acquiring or developing any competency. 6. to advance and enhance the process of development over time. Development tasks and on-the-job assignments are useful here. with a definition of what it means to be at particular level for a given skill. This is also an opportunity for the manager to take part in a person’s development. and a grading system. or others. and allow . preferably in a “safe” context. even though you may not be able to do it yourself.“I am doing it on the job. 1. you know what to do. so that you can make a realistic assessment of what you bring and what stands in your way. 3. Accurate. To be most useful. Feedback.” It is critical to get objective feedback on how well you have begun to demonstrate a new competency. A goal-setting process is helpful in making long-term plans for how to do this. also known as a competency framework or skills matrix.“I know how I am doing. but cannot explain it or replicate it. Although some steps are harder than others for some competencies.

Evaluation Comparing the two findings reveals the gaps in competencies. and gives a common vocabulary for discussing skills. managers and employee representatives to determine the nature of the training program needed. when a project leader asks for assistance in building a team for a new assignment. interviews and group discussions are main tools for assessing current skill levels. group or organization. The analysis reveals the differences between the required and the existing skill levels and the recommended strategies for reducing the differences or closing the gap. Tools Performance assessments. as well as to prioritise areas for skills development. and any skills gaps that they have. Organization Executives: A rolled-up view of skills and skills gaps across an organization can enable its executives to see areas of skill strength and weakness. . Depending on their employer. This enables them to plan for the future against the current and future abilities of staff. Skill areas evaluated include responsibilities. employees should be aware of the skills their job requires.g. Recommendations Details of the gap in skill levels inform discussions among trainers. Projections. Skills management provides a structured approach to developing individual and collective skills. functions and knowledge. Skill matching is invaluable. three groups of employees receive specific benefits from skills management: Individual Employees: As a result of skills management. duties. tasks. A skills gap analysis is an evaluation tool for determining training needs of an individual. to fill a role on a particular project). questionnaires. As well as this general benefit.analysis of the data. Line Managers: Skills management enables managers to know the skill strengths and weaknesses of employees reporting to them. company goals and long-term plans inform what the desired skill levels are. Skill matching and skill-gap analysis: One of the major benefits of a competence management system is that people can be matched with specific jobs or roles as they arise. it may also result in a personal development plan (PDP) of training to bridge some or all of those skills gaps over a given period. It can also enable them to search for employees with particular skill sets (e. for example.

time management and budget considerations. Additional Usage A skills gap analysis may also reveal employees' competencies or lack thereof that could point to the need for replacement. HRD formulates the policies and lays down the procedures to implement them. it is very important for the company to have an overview of the skills needed to bridge the gap between what the company wants to deliver and what it is able to deliver. For individuals. Human Resource Development and Human Resource Services. skill-gap analyses are extremely useful for business planning. Human Resource Services. An employee may use knowledge of a skills gap to seek continuing education at an external training facility.Advantages Identifying employees' training needs and the ways of meeting those needs helps managers in planning. Similarly. The system can support management by creating graphical overviews for competency profiles. Northern. BPCL’s HR Setup BPCL’s Human Resources department is divided into two parts. and for the company as a whole. The HRS department in the northern region has the following format: . employees receive job satisfaction. Every region has a separate HRS department viz. as the name suggests is the services wing of HR in the company. promotion or pursuit of personal growth. They deal with the implementation of the policies and follow the guidelines of HRD. the company optimizes its human resources and production levels are likely to improve. western and southern. eastern. Human Resource Development is a part of the corporate office in Mumbai. With targeted training. It gives employees an opportunity to identify gaps between the requirements of a new role and their existing skills.

Satish Kumar Gupta Manager (Administration) (Admin Facilities) Mr. Lalit Watts Senior Manager (Guest Relations) Mr.V.Mr. Mukesh Nangia Senior Manager (Benefits Administration) Mr. M.Prabhakaran Chief Manager HRS North Mr. Rajnish Kumar Deputy Manager (Employee Relations) Ms. Ritu Mathur Deputy Manager (Training and Development and Separations) .

Saurabh Bhatnagar Assistant Manager Mr. The Benefits Administration sub department has the following structure: Mr. Daleep Kumar Secretary Ms.There are four departments viz. Ben-admin North deals with a variety of benefits. Kamal Kant Mr. There are non – management staff attached with every department. Benefits Administration. Guest Relations and Training and Development. is concerned with the administration of benefits provided by the company to its employees. as the name suggests. Administration. Mgr (BenAdmin) Ms. These mainly include the following: . Mukesh Nangia Sr. Kamaldeep Secretary Mr. Employee Relations. Madhu Neera Kerketta Assistant Manager Deputy Manager Benefits Administration.

1. Mickey P Singh Dy. Dipankar Saha Assistant Manager Mr. Salary Administration 2. In the office: . Taneja Executive The administration department mainly takes care of providing facilities to the employees in the office and in the housing complex. Satish Kumar Gupta Manager Mr. These services mainly include the following: 1. The Administration sub department has the following structure: Mr. S. Manager Mr. Rinki Jaiswal Executive Mr. Ajoy Singh Dy. Home loan 4. Transfer Expenses 5. Manager Mr. Ashwini Kumar Executive Ms. K. Medical reimbursement etc. Vehicle loan 3.

They undertake the acquiring and maintenance of guest houses and holiday homes. Manager Mr. . meetings etc. The department also takes care of official transportation need of the company. Arrangements for conferences. Vinay Mehndiratta Secretary Mr. Electrical Systems b. Horticulture d. Maintenance of facilities like gym. In the housing complex a. Maintenance of holiday homes and transit flats. Khalid Ahmed Assistant Manager The Guest Relations department basically caters to the employees needs with the idea of treating them like guests. swimming pool etc. 2. Electrical systems b. The Guest Relations sub department has the following structure: Mr. Lalit Watts Sr. Nadeem Khan Dy. Manager Mr. Security c. Housekeeping c. Ticket booking 2. Thus the main activities of the department are: 1.a.

Transfers b.The Employee Relations sub department has the following structure: Mr. Manpower planning – a. Redeployment etc. . Manager Mr. Mansi Dubey Assistant Manager The employee relations department takes care of a number of issues. Rajnish Kumar Dy. Rajesh Kapoor Executive Ms. Main amongst them are: 1.

Kapil Rohtagi Assistant Manager . Court cases against the company The Training and Development and Separations sub department has the following structure: Ms.2. Manager Mr. Performance management for non-management staff 3. Ritu Mathur Dy.

One was for the target group of the thirteen employees and the other for their line managers. Retirement. Taking care of the separation i. two months on an average.e.The training and development and separations department takes care of mainly the following: 1. Overseeing the training programs 3. However. The study included two sets of preliminary questionnaires created for two sets of respondents. The line managers felt that the trainings were well received. input was taken on the importance. death. . FINDINGS AND ANALYSIS The study was done on thirteen employees of job groups A and B. 2. After the preliminary data collection. This is corroborated by the skill gap in behavioural skills (refer to graph in next section). Training programs formulation and implementation 2. These two questionnaires along with observation technique were used to gather data. the effect of the behavioural trainings wore off after a few months. required proficiency and current proficiency. SAP knowledge was given highest preference by both the target group and the line managers. Following are some preliminary findings of the study: 1.

7. 2) Training Needs Analysis (TNA) Index: ∑ Average Importance * Gap <=4 . thus multiplied by importance it gives us zero. But it seemed that the behavioural trainings were not taken seriously. Personnel want to go in for various courses viz. The attitude towards behavioural trainings needs to change in order for it to be effective. There was an emphasis on behavioural skills. we get the value four. Next we divide the weighted Proficiency Gap Index by 4(max gap) to get the gap percentage. In such cases job rotation can be performed to give them a sense of achievement and motivation. four common and cancelling the numerator by the denominator. Some employees feel that their job roles do not do full justice to their potential.3. 6. The limits come out to be zero and four. However there was no case of role ambiguity or role conflict found. The department is working on reducing paperwork. For this purpose there is a need to identify and quantify the skills and skill levels required. this would require that the personnel are well versed with advanced computer skills including both MS Office applications and SAP. 4. The maximum is 4 as the minimum proficiency can be one so taking the difference in the bracket i. This does not mean less emphasis on behavioural skills as all the line managers emphasized it is of utmost importance.e. It is advised that they meet with their line managers once in three months to discuss the potential courses they might opt for. 8. The lower limit is zero as the minimum skill gap is zero. 5. Advanced Negotiation Skills etc. Findings on the basis of rating survey: The following two formulae were used on the data collected: 1) Weighted Proficiency Gap Index: 0<= ∑Importancei (Profiency Requiredi – Current Proficiencyi) ∑Importancei This gives the gap between proficiency required and current proficiency while taking the importance as a weight. However now the focus needs to shift to functional skills.

9 4 2.7 2. 7 3.3 4 4. employee needs Change communication Domain knowledge General Awareness Assimilation of training information Application of training in work Weighted Proficiency Gap Index Gap % In order of need for training Skill 5 5 3 4 4 4 4 5 3 4 4 4. They are then sorted in descending order to show which skills need more attention.r. 7 3 4 4 TNA Index Knowledge of company policies Application of company policies Knowledge of industry standards SAP Proficiency Knowledge of SAP Information gathering w.47 61.2 4 2. 7 5 2.No.3 4 4 4. Of individuals This gives the TNA index for each skill. 7 2. Ben-Admin Functional Skill Requirement Sample A: Skill Importance Proficiency Required 5 5 3 5 4 4 4 4 4 4 4 Current Proficiency 2 2 1 2 2 1 2 2 1 2 2 Average Importance 4. 1 3 2.t.67% TNA Index . 7 5 3.

7 2.1 1. 7 2. employee needs Domain knowledge General Awareness Knowledge of SAP Change communication Assimilation of training information Application of training in work Knowledge of industry standards 5 4.t. 9 2.3 .6 1.7 1.7 5 3. 7 2.r. 2 Ben-Admin Functional Skill Requirement Sample B: Skill Importance Proficiency Current Required Proficiency 5 5 4 4 5 5 4 5 4 4 3 4 Average Importance 4.Application of company policies Knowledge of company policies SAP Proficiency Information gathering w. 7 4 4 3. 1 3 2.3 4 TNA Index Knowledge of company policies Application of company policies Knowledge of industry standards SAP Proficiency 1.

6 1.3 4 4 4.19 29.r.Knowledge of SAP Information gathering w.3 1.6 1.4 1.t.7 3 4 4 1.7 1.t.4 2.7 1.r.3 .3 1. employee needs Change communication Application of company policies Knowledge of company policies Domain knowledge Knowledge of SAP SAP Proficiency Assimilation of training information Application of training in work 5 4 5 5 3 4 4 4 5 5 5 4 4 4 3 3 3 4 3 3 3 4.69% TNA Index 2.6 1 1. employee needs Change communication Domain knowledge General Awareness Assimilation of training information Application of training in work Weighted Proficiency Gap Index Gap % In order of need of training Skill Information gathering w.3 1.7 2.3 1.7 2.7 1.

7 .6 1.7 2.2 2.3 4 TNA Index Knowledge of company policies Application of company policies Knowledge of industry standards SAP Proficiency 4 5 3 4 1.7 5 3.1 1 Ben-Admin Functional Skill Requirement Sample B: Skill Importance Proficiency Required 4 4 3 5 Current Proficiency 3 3 1 3 Average Importance 4.Knowledge of industry standards General Awareness 1.

6 1.7 3 4 4 1. employee needs Change communicati on Domain knowledge General Awareness Assimilation of training information Application of training in work Weighted Proficiency Gap Index Gap % In order of need of training Skill Knowledge of SAP SAP Proficiency Knowledge of industry standards Application of company policies Knowledge of company policies Domain knowledge Information gathering 4 4 5 4 3 3 4.17% TNA Index 2.3 1.r.t.7 2.9 1.17 29.7 1.9 2.Knowledge of SAP Information gathering w.3 .3 4 2.6 1 0 1.6 1.2 1.3 3 4 3 4 4 3 5 3 3 4 2 4 2 3 3 4 4.3 1.

5 5 4 Ability to lead a 4 team .w.t.5 2.3 1 0 Employee Relations Functional Skill Requirement Sample A: Skill Importance Proficiency Required 5 5 5 5 Current Proficiency 4 4 3 3 Average Importance 5 5 5 4 TNA Index Knowledge of company policies Knowledge of industry standards Team Player 5 5 5 2.r. employee needs Change communicati on Application of training in work General Awareness Assimilation of training information 1.3 1.

5 2.5 2.25 2.5 5 5 2.5 0 0 2.5 5 5 5 5 2.Foresightedness 5 Written communication Task management Performance check of procedures Knowledge of relevant laws Reception to training Presentation Skills Drafting Skills 5 5 4 5 5 5 5 5 5 5 5 5 5 5 5 4 5 5 4 4 3 3 4 5 5 5 4.25% TNA Index 5 5 5 4 2.5 2.5 2.5 Weighted Proficiency Gap Index Gap % In order of need of training SKILL Team Player Reception to training Presentation Skills Ability to lead a team Knowledge of company policies Knowledge of industry standards Foresightedness Knowledge of relevant laws Drafting Skills 1.169811321 29.5 .

Performance check of procedures Written communication Task management 2.25 0 0 Employee Relations Functional Skill Requirement Sample B: Skill Importance Proficiency Required 5 5 5 5 5 5 Current Proficiency 3 4 4 Average Importance 5 5 5 TNA Index Knowledge of company policies Knowledge of industry standards Team Player 5 2.5 2.5 .

5 .5 5 Weighted Proficiency Gap Index Gap % In order of need of training Skill Knowledge of company policies Written communication Drafting Skills Ability to lead a team Knowledge of industry standards Team Player Foresightedness Task management Knowledge of relevant laws 1.5 5 5 5 5 4 2.3 31.5 2.5 2.5 2.5 2.5 2.25 2.48% TNA Index 5 5 5 4 2.5 2.5 2.5 5 2.Ability to lead a team Foresightedness Written communication Task management Performance check of procedures Knowledge of relevant laws Reception to training Presentation Skills Drafting Skills 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 3 4 3 4 4 4 4 4 3 4 5 5 5 4.

Ben-Admin Behavioural Skill Requirement Sample A: Skill Ability to work in a team Developing People Conflict Management Importance 4 4 3 Proficiency Required 5 4 4 Current Proficiency 2 1 2 .5 2.25 On the basis of behavioural skills only the gap has been calculated since the focus was on functional skills.5 2.Reception to training Presentation Skills Performance check of procedures 2.

37% Ben-Admin Behavioural Skill Requirement Sample B: Skill Ability to work in a team Developing People Conflict Management Innovative Problem Solving Negotiation Persuasiveness Importance 4 4 4 4 4 4 Proficiency Required 5 4 4 5 4 4 Current Proficiency 2 4 2 2 2 3 .Innovative Problem Solving Negotiation Persuasiveness Problem Analysis Achievement Orientation General Awareness Assertiveness Ability to say 'No' Communication Skills Listening skills Persistence Adaptability Dependability Dedication Passion for work People Skills Holistic approach to work Stress Management Delegation Decisiveness Planning Innovation/Creativity Leadership Behaviour Flexibility 4 3 3 3 4 3 3 4 5 3 3 4 5 4 5 4 4 4 3 4 4 3 3 3 4 3 3 4 5 3 4 5 5 3 4 4 5 5 5 4 4 3 3 4 5 4 4 4 1 2 1 1 2 1 1 2 1 1 2 2 2 2 3 2 2 2 1 1 2 2 1 2 Weighted Proficiency Gap Index 2.5 Gap % 62.

34% Ben-Admin Behavioural Skill Requirement Sample C: Skill Ability to work in a team Developing People Conflict Management Innovative Problem Solving Importance 5 4 4 4 Proficiency Required 5 4 4 4 Current Proficiency 2 3 1 2 .Problem Analysis Achievement Orientation General Awareness Assertiveness Ability to say 'No' Communication Skills Listening skills Persistence Adaptability Dependability Dedication Passion for work People Skills Holistic approach to work Stress Management Delegation Decisiveness Planning Innovation/Creativity Leadership Behaviour Flexibility 4 4 3 3 4 4 4 4 4 4 4 5 5 4 4 4 4 4 4 4 4 5 5 4 4 4 5 5 4 3 5 5 5 4 4 5 4 4 4 5 4 5 2 4 3 3 4 3 2 3 3 5 4 4 2 3 2 3 4 4 2 3 2 Weighted Proficiency Gap Index 1.45 Gap % 36.

Negotiation Persuasiveness Problem Analysis Achievement Orientation General Awareness Assertiveness Ability to say 'No' Communication Skills Listening skills Persistence Adaptability Dependability Dedication Passion for work People Skills Holistic approach to work Stress Management Delegation Decisiveness Planning Innovation/Creativity Leadership Behaviour Flexibility Weighted Proficiency Gap Index Gap % 5 4 4 5 3 4 4 4 4 4 3 5 4 4 4 4 3 3 4 4 4 4 4 1.9 47.69% 5 3 4 5 3 4 4 5 4 4 3 5 5 4 3 4 3 3 4 5 4 4 5 3 3 3 3 2 2 4 3 2 1 1 2 2 2 2 2 2 3 3 2 3 1 1 Employee Relations Behavioural Skill Requirement Sample A: Skill Ability to work in a team Developing People Conflict Management Innovative Problem Solving Importance 4 3 4 5 Proficiency Required 5 5 5 5 Current Proficiency 3 3 4 4 .

04 26.Negotiation Persuasiveness Problem Analysis Achievement Orientation General Awareness Assertiveness Ability to say 'No' Communication Skills Listening skills Persistence Adaptability Dependability Dedication Passion for work People Skills Holistic approach to work Stress Management Delegation Decisiveness Planning Innovation/Creativity Leadership Behaviour Flexibility Weighted Proficiency Gap Index Gap % 4 5 4 5 4 3 5 5 5 5 4 5 5 5 5 5 5 5 5 5 4 4 5 1.02% 5 5 5 5 5 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 3 5 5 5 4 5 3 4 3 5 4 5 5 5 3 4 4 3 4 3 4 3 3 Employee Relations Behavioural Skill Requirement Sample B: Skill Ability to work in a team Developing People Conflict Management Innovative Problem Solving Importance 5 5 4 4 Proficiency Required 5 5 5 5 Current Proficiency 4 3 4 4 .

Further data testing needs to be done by in house personnel to deal with confidentiality concerns.22% 5 5 5 5 5 4 5 5 5 5 5 5 5 5 5 5 5 5 5 4 5 5 5 5 3 4 4 4 5 4 3 4 3 4 4 4 4 4 5 4 3 4 3 3 4 4 4 4 CONCLUSION • • • • There are significant skill gaps in both the functional and behavioural domain. The list of skill gaps has been given in descending order. .Negotiation Persuasiveness Problem Analysis Achievement Orientation General Awareness Assertiveness Ability to say 'No' Communication Skills Delegation Listening skills Persistence Adaptability Dependability Dedication Passion for work People Skills Holistic approach to work Stress Management Delegation Decisiveness Planning Innovation/Creativity Leadership Behaviour Flexibility Weighted Proficiency Gap Index Gap % 5 4 5 4 4 4 5 5 5 5 4 5 5 5 5 5 5 5 5 5 5 4 5 5 1. the focus should not be removed from them.12 28. Looking at the results of the behavioural skill requirement samples.

Benefits Admin: • A basic course in understanding medicine as for personnel dealing with the medical benefits section.RECOMMENDATIONS Following are recommendations based on the interactions with the employees and their line managers. These are some points in particular: 1. It would help familiarize them with new and upcoming aspects in the field of medicine. This would also help determine the .

4. The employee already has a basic knowledge of these and so needs to go in for an advanced course. send personnel to out of company seminars and talks about the same and related subjects. this would benefit the organization in its upcoming construction projects. It can be arranged by sending the personnel and counterparts of other regions to an informative seminar like this. BPCL has ties with many hospitals. • • • An interaction with counterparts in the other regions can lead to a better performance as it will give a window into how things take place elsewhere. • 2. This can be done by arranging a seminar by medical professionals. • 3. Presentation and excel skills need to be stressed upon. A course in “Green Building Construction” has been suggested by the seniors. Also. employee’s knowledge and level of interaction with the non – management staff can be utilized by having them conduct a computer skills workshop for them thereby saving the cost of hiring outsiders and making sure the training is well-received. Guest Relations: . A course in “Rehabilitation and repair of old buildings” and “Retrofitting existing buildings with earthquake resistance”. Admin: • • A refresher course on e tendering for admin personnel would be beneficial for the organization. This can be used to help out with problems in the SAP system. Employee Relations: • Active work on statutory compliances and making all locations fully compliant is going on. Apart from this. These contacts can be used to upgrade our personnel’s knowledge.validity of claims and also suggest correct and cost saving procedures to the employees of BPCL. Personnel interested in hard core SAP training. Seeing as the world is becoming more ecologically conscious. This would lead to knowledge sharing and also interacting with similar companies would help us gauge where we stand in the industry and also give us an insight into how other companies are handling the same problems that we are facing.

admin personnel who are connected with tendering and contracting can be rotated with engineering department. Thus. For example. geysers. Some reallocation of job roles has taken place and the employees who have now been assigned certain jobs are new to them and this might slow down the speed of processing. So bring in more transparency in the evaluation system to enable employees to know how exactly their performance is affecting their appraisal. some of it can be filtered out and given to a clerical staff. Since some employees want to be part of something transformational and not just transactional they can be part of the team that does this. and an intermediate finance course. This will ensure that the big-ticket items get the attention they deserve and the smaller items do not come in the way of processing the former. BPCL’s closest competitor has enforced this system and it would do well for the company to follow this path if it is to compete. members of the non – management staff that took care of the respective matters should pass on the knowledge by means of a seminar. flooring etc are exhibited. • • • • • . This practise should be started not just within the department but also with other departments wherever there is a match. Job rotation is not performed very often in the organization which could benefit immensely. People tend to adopt a laidback attitude because they are not sure how their performance is being judged. • Moreover some other recommendations are: • There is a need to create an Individual Development Plan for every employee so that it is known what to prepare the employee for next. The paperwork has varying levels of importance. Send personnel for exhibitions where tiles.• Have Guest Relations personnel participate in stress management workshops once in 3 months. Conduct an employee satisfaction survey in the housing complex to gauge satisfaction levels and find out other possible areas of improvement. They need communication skills course. They may be sent on a tour of a travel management company to see their work and gauge where they stand vis a vis a professionally run travel unit. Also use this opportunity to manage expectations of employees by letting them know the limits to which service can be provided. so based on the levels of importance.

These courses would lead to better functioning of the departments according to the line managers. These trainings should not be taken lightly and pre and post questionnaires should be circulated to gauge the efficacy of the trainings. • LIMITATIONS OF THE STUDY • Variation from required skill is difficult to detect due to sensitivity and confidentiality issues.• Communication skills have been stressed on time and again. . Time and task management courses have been emphasized time and again.

• Industry standards were difficult to gauge. LEARNING EXPERIENCE .

The culture. structure.The experience at Bharat Petroleum was a great learning experience. processes and functions at BPCL provide a different dimension to Business growth and development. Annexure I Questionnaire for target group . BPCL gave me an opportunity to work on certain confidential aspects of the company as well. I am It was really very fortunate to have undertaken an my internship at BPCL which gave an exposure exposed me to the practical HR concepts and their applications.

Who according to you is the customer of your department? 3. Is there any role conflict when it comes to your job description? 9. What is your work profile? 2. Do you think you require any specific courses to perform your job more efficiently? 7. What do you think are the skills required for your job profile? 6. What do you think is the impact of your job on the overall department? 4.1. Do you think you have the skills required for the next job role? 10. Is there any role ambiguity when it comes to your job description? 8. What do you think is the impact of your job on the company? 5. What are the future goals and challenges that your department faces and are you ready for them? Annexure II Questionnaire for line managers .

What is the frequency of sending the team for such programs and what are those programs? 9.e. What job groups do they fall into and what is their experience level? 6.php . Do you think these programs have helped in enhancing their job performance or their potential? 10.1. What is the vision that you have for your department i.com/hrskills. Who are your team members? 5. What program-functional (on the job training. software/new technology/materials/accessories/product knowledge/interiors/logistics/cafeteria/security) and behavioural do you suggest and at what frequency? Bibliography 1. What is the plan that you have for the next few years? 3. what do you aim to achieve in the long run? 4. http://superperformance. Do you conduct/send your team for skill enhancement programs on a regular basis? 8. What do you think are the skills required for the job profiles of your subordinates? 7. What are the major tasks/activities carried out by your department? 2.

http://www.exploreHR.2. www. BPCL intralink Add References of books also .com/facts_5925583_skills-gap-analysis_.com/en/UI/HRLearningAndDevelopmen t.hindustanpetroleum.ehow.aspx 3. http://www.org 4.html 5.