SUMMER TRAINING PROJECT REPORT

ON

“EXECUTIVE CAREER DEVELOPMENT

IN
FIRST FLIGHT”
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
MASTER’S DEGREE IN BUSINESS ADMINISTRATION
OF

GRAPHIC ERA HILL UNIVERSITY, DEHRADUN

SUBMITTED TO:
INTERNAL GUIDE EXTERNAL GUIDE
MR. KOSHLENDRA SENGAR
SR. HR. EXECUTIVE
FIRST FLIGHT
NOIDA
SUBMITTED BY:

GRAPHIC ERA HILL UNIVERSITY -DEHRADUN

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 CERTIFICATE

I have the pleasure in certifying that Ms. …………………………is a bonafide

student of IIIRd Semester of the Master’s Degree in Business Administration
(Batch …………….), of Graphic Era University, Dehradun Roll No. …………...

She has completed her project work entitled EXECUTIVE CAREER

DEVELOPMENT IN FIRST FLIGHT under my guidance.

I certify that this is his/her original effort & has not been copied from any other
source. This project has also not been submitted in any other Institute /
University for the purpose of award of any Degree.

This project fulfils the requirement of the curriculum prescribed by this Institute
for the said course. I recommend this project work for evaluation & consideration
for the award of Degree to the student.

Signature : ……………………………………
Name of the Guide : Ms. …………………..
Designation :………………………..
Date : ……………………………………

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 ACKNOWLEDGEMENT

I express my sincere gratitude to MR. KOSHLENDRA SENGAR (SR. HR EXECUTIVE)

for their kind permission for undergoing the training in the Institute.

Thanks are due to all members of FIRST FLIGHT , NOIDA for their constant
support.

Last but not the least I am grateful & thankful to all the faculty members of our
Institute for their wholehearted support and cooperation and giving us right direction to
proceed.

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 EXECUTIVE SUMMARY

The research work aims at identifying the Executive Career Development in First
Flight, Noida. During this research senior executives were interviewed and a
survey was conducted through a questionnaire prepared to map the current
status of recruitment process which was introduced about one year back.

The survey and interview were conducted at FIRST FLIGHT, NOIDA, an effort was
made to know the employees opinion about the Executive Career Development
systems at FIRST FLIGHT , NOIDA.

On the basis of the research it is found that most of the employees feel that there
some improvement required in the process. There is no immediate action taken
by the company after the complaints are loged in.

An attempt was also made to project the Executive Career Development in First
Flight, Noida. To know do employees think that there should be some
modification for improvement. It is recommended that quick action should be
taken as the complaints are lodged and there should be separate contract for
different premises.

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 OBJECTIVE

To measure the Executive Career Development in First Flight, Noida, in

context to the existing Career Development being followed here. The
Questionnaire was circulated to the employees which had twenty
questions in total The questions are jumbled up so as not to allow the
respondent to make guesses. Equal weight age is given to all of them in
carrying out the final percentage which is a average of all these.

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 CONTENTS

1. Acknowledgement
2. Company profile
2.1. History
2.2. Management
2.3. Vision
2.4. Mission
2.5. Scope of Services
3. Career Development
3.1. Introduction
3.2. Definition
3.3. Different career development theories
3.4. Career Planning
3.5. Executive career development
3.6. Initiatives of career development
a) Performance appraisal
b) Motivation
c) Job rotation & Transfer
d) Training & Development
e) Succession Planning
4. Career Development in FIRST FLIGHT
4.1. Training system in FIRST FLIGHT
4.2. Promotion
4.3. Job rotation & transfer policy
4.4. Career development matrix of FIRST FLIGHT
5. Research Methodology
6. Interpretation of data
7. Analysis
8. Conclusion
9. Annexure
9.1. Questionnaire used for the survey
9.2. Bibliography

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COMPANY PROFILE

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COMPANY PROFILE

First Flight Couriers came into being on Monday, 17th November 1986. It all began with
the setting up of three offices at Kolkata, Mumbai and Delhi.

The overwhelming response from customers, was not just a dream come true, but the
fruits of an early realization and recognition of the tremendous potential that the Indian
subcontinent offered in terms of market size.

It was the foresight and dynamism of the Founder Chairman and Managing Director, O.
P. Saboo which created a spring board for the organization to catapult into what it is
today –  India’s Largest Domestic Courier Company.

 930 First Flight Offices across India

 2208 Authorized Collection Centers
 452 Franchisee Locations
 Serving over 5000 Pincode Destinations across India
 Dedicated Workforce of over 10000 plus employees
 Strategically located 8 own International Offices
 Serving over 220 countries globally

The fast paced growth and widening network is the outcome of four basic beliefs:

Speed
Safety
Reliability
Economy

As a natural corollary to its growth endeavor, First Flight is in the process of setting up a
large scale integrated Logistics Division to offer an entire gamut of Warehousing,

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Inventory Management, Supply Chain Services and Distribution Channels, thereby
providing total end-to-end solutions to customers.

In keeping with times, First Flight continues to invest substantial effort in building a
State-of-the-Art Super Information Technology highway.

First Flight’s commitment to corporate excellence and its yearning for making it a
common household name opens floodgates of opportunities and challenges and to meet it
head on, shall be the corner stone of its philosophy.

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MANAGEMENT

Mr. O.P.Saboo
(Chairman & Managing Director)

Mr. N.K.Somani
(Deputy Managing Director)

Mr. R.K.Saboo
(Deputy Managing Director)

Mr. Mahesh Pareek

(Director - Finance)

Mr. M.L.Saboo
(Director)

Mr. A.K.Srivastava
(Director)

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 Mr. M.M.Sunil
(Vice President and Head International)

Mr. Felix Thattil

(Vice President - Information Technology)

Mr. Vijay Kumar

(Vice President - Tamil Nadu, Karnataka)

Mr. Sumant Jha

(Vice President - Delhi, West Bengal, Jharkhand, Bihar, Orissa)

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Scope of Services
The focus of the company is to cater to the needs of all sorts of customers. The scope is
as follows :

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Domestic Express Mode (Documents and Non-documents) : A guaranteed and
prioritized upliftment through our own aircraft and /or by the fastest and first available
commercial airline and surface mode. Wherever air routes apply, a Courier accompanies
your load to destination and ensures immediate retrieval from the Airport and delivery
effected in the least possible time.

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Scope of Services
The focus of the company is to cater to the needs of all sorts of customers. The scope is
as follows :

Domestic Express Mode (Documents and Non-documents) : A guaranteed and

prioritized upliftment through our own aircraft and /or by the fastest and first available
commercial airline and surface mode. Wherever air routes apply, a Courier
accompanies your load to destination and ensures immediate retrieval from the Airport
and delivery effected in the least possible time.

First Flight brings the same quality of service and value enjoyed by our domestic
customers to international shipments. Along with on-time deliveries, we also give extra
importance to the safety of your products. Therefore our customers can be relieved of all
worries while dealing with us.

Domestic Cargo Mode (First Wheels): A cost-effective alternative to our Air Cargo
mode. Our surface operations, through dedicated vehicles cover most parts of India. Our
adherence to strict schedules of vehicle movements, extensive and strategic routings offer
you an option to book your shipments through our surface mode.

Domestic Cargo Mode (First Wings): An unmatched and reasonably designed tariff, to
suit requirements of your bulk shipments of any nature. In view of First Flight ‘s own
aviation operations and strategic underwritten space with commercial airlines, a
prioritized, safe and speedy handling of load is ensured.

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First Flight provide you with a simple yet innovative way of maintaining relationships
with your dear ones in this fast-paced age - Emotional Bond. Emotional Bond delivers
everything from greeting cards, sweets, cakes or dry fruits on your behalf to any part of
the country. All you need to do is provide information of the people you want to greet by
indicating the special occasion and you can be rest assured that your consignment will
reach your loved ones on time.

First Flight Tours and Travels is a division of First Flight Couriers Limited providing
travel assistance to International and Domestic destinations, to include Air tickets,
Package Tours, Foreign Exchange, Passport and Visa Assistance. We also facilitate
Corporate Conferences, Exhibitions and Hotel bookings at the most competitive rates and
tariffs.

First Flight Tours and Travels is an IATA approved agency with excellent rapport with a
number of domestic and international airlines.
We offer :
Domestic Air Ticket
International Air Ticket
Package Tours
Visa and Passport assistance
Foreign Exchange
Hotel Bookings
Car Rentals
Facilitation of Exhibitions and Conferences

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CAREER DEVELOPMENT

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 WHAT IS CAREER?
Career is a sequence of positions occupied by person during a course of his lifetime.
Career has number of meanings-
a) It can be advancement
b) It can be profession
c) Stability over a period of time
There are various career stages-
1. Exploration
2. Establishment
3. Mid-career
4. Late-career
5. Decline
WHAT IS CAREER DEVELOPMENT?
In organizational development, the study of career development looks at-
a) How individuals manage their careers within and between organizations.
b) How organizations structure the career progress of their members, it can also be
tied into succession planning within some organizations.
In personal development, career development is-
a) The total constellation of psychological, sociological, educational, physical,
economic, and chance factors that combine to influence the nature and significance
of work in the total lifespan of any given individual.
b) The lifelong psychological and behavioral processes as well as contextual influences
shaping one’s career over the lifespan. As such, career development involves the
person’s creation of a career pattern, decision-making style, and integration of life
roles, values expression, and life-role self-concepts
Career development is an organized approach used to match employee goals with the
business needs of the agency in support workforce development initiatives.
The purpose of career development is-
a) Enhance each employee’s current job performance.
b) Enable individuals to take advantage of future job opportunities
c) Fulfill agencies’ goals for a dynamic and effective workforce.
WHO’S RESPONSIBLE FOR IT?
a) Managers are responsible for linking the organization’s needs to
employee career goals, and assist employees in the career planning
process.
b) Human resources is responsible for designing career paths and employee
development programs that help employees reach their goals.
c) Each employee is responsible is responsible for planning and managing
his/her career.

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CAREER Model for Career Development Success
Contemplate and understand who you are and what you want from life. This
C
first step is most critical and can sometimes take the most amount of time.

Assess your current situation and what you want to become. This step
A involves self-assessment in a variety of ways as you begin to develop a vision
of your next career move.

Research and set goals to achieve the vision of yourself. Research is critical for
R all phases of your job-search, and in this step, you need to fully research the
requirements of your next career move.

Explore and develop short and long term plans to achieve your goals. This
E step builds on the assessment and research from previous steps and has you
mapping out a plan to achieve your career goal.

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 Execute and implement your plans, making changes where necessary. Once
your plans have been formulated, the next step is actually putting the plans
E
into action, making necessary changes as you progress toward your career
goal.

Reflect on success; plan for future. With your career goal in sight, this step is
about rewarding yourself for achieving your career goals while also looking
R
ahead and continuing the process to achieve your longer-term goals and
aspirations.

Career Development Program Objectives

Career Development services are designed to provide individuals with career awareness,
self-development, and career decision making skills.

Objectives:

a) To help individuals cope with continued changes in the world of work.

b) To help individuals develop a realistic attitude toward the dignity of all work
and workers.
c) To help individuals understand their unique abilities, interests, and aptitudes.
d) To help individuals develop a realistic understanding of themselves in regard
to decision making and career alternatives.
e) To provide up-to-date occupational information and other labor market data.
f) To provide the opportunity for individuals to become acquainted with a wide
range of occupational and educational opportunities
g) To provide information about the world of work that will assist individuals in
making long-range educational and career plans.
h) To assist individuals in making appropriate educational and occupational
choices.
i) To provide appropriate follow up information.

ROE’S THEORY OF CAREER CHOICE (1956)

Roe’s theory of career choice concludes that differences in early childhood experiences
get reflected in later choices of occupation, where parent-child relations lead to
development of an occupational choice. These different types of parent-child relations
were seen asproducingamajor orientation either toward or not toward persons.
According to the theory, it is these orientations that lead to interest development and
occupational choice.

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GINZBERG’S THEORY OF CAREER CHOICE (1951)

Ginzberg’s theory of career choice stressed that the choice of vocation is an irreversible
process marked by three periods in early life: fantasy, tentative, and realistic.

THE FANTASY PERIOD

The primary task the child accomplishes during the first period of vocational
development is part of the general maturational process of changing from a play
orientation to a work orientation. As a child grows older and approaches the terminal
point of the fantasy period, a gradual orientation occurs reflecting a preference for
vocational activity, which leads to accomplishments resulting in abstract satisfaction
such as pleasing a parent.

THE TENTATIVE STAGE

This occurs approximately between the ages 11 and 18 and is divided into three stages
that differ in their vocational development tasks. The interest stage is the time, around
the age 11 and 12, when the child begins to recognize the need to identify a career
direction. The capacity stage, age 12-14, logically follows the interest stage. Here
students introduce the notion of ability into their vocational considerations. In the value
stage, following during the 15th and 16th years, students undergo a very marked change
in their approach to vocational choice. The transition stage closes the tentative period
occurring at about age 17 or 18. This stage is characteristically calmer than the
preceding stages of the tentative period.

REALISTIC STAGE

It takes place approximately between 18 and 22 years of age or even as late as 24 years.
The first stage is exploration stage. The principle task is simply the selection of a path to
follow from among two or three strongly held interests. Next is the crystallization stage.
By this time, students havebecome more or less deeply involved in a specific field. They

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definitely have a clear idea of occupational tasks they wish to avoid. The final stage is
the specification stage. It is the final point in career development. The individual
elaborates upon his choice by selecting specific jobs or graduate school subspecialty.

SUPER’S THEORY OF CAREER DEVELOPMENT (1957)

Super’s theory of career development stresses on the awareness of individuals to

choose a career based on relevant information and planning about career. The
dimensions of career development cutting across these stages have been enumerated
by Super as follows.

Awareness of the need to choose. It is a mark of career maturity, particularly in early

adolescence, to recognize the societal expectation that all individuals declare a career of
their choice.

Specificity of information and planning. By the time a young person has reaches early
adulthood, career choice should be based upon reliable and relevant information about
the world of work and career plans should be feasible and easy to implement.

CRITES’ MODEL OF CAREER MATURITY (1974)

Combining Ginzberg’s focus on ego function in career decisions making with Super’s
emphasis on the dimensions of career maturity, and adding components from factorial
analyses of ability, Crites (1974) has formulate a model of career maturity that
encompasses both the content and the process of career decision making. They propose
that abilities are organized in a hierarchical fashion. At the lowest level of hierarchy are
specific variables of interest- knowledge of the world of work. At the intermediate level
are the group factors of dimensions that converge upon the highest level of the
hierarchical model- the general factor ‘G’. This ‘G’ is the degree of career maturity.
Erickson (1959) considered a career as an individual’s course of development through
chronologically successive life stages.

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 CAREER PLANNING

From an individual’s point of view career planning is the process by which an individual
selects his career goals and the paths to achieve these goals. This is known as individual
career planning.

From an organization’s point of view career planning involves identification of

individuals and charting out their career paths and designing an organizational system of
career movement and growth opportunities for employees from the initial stage to the
retirement stage.

Career planning process is undertaken by both employees and organization

simultaneously, a career path for each employee is charted out by this exercise.
Therefore, it is a joint exercise of process which benefits both employees and the
organization.

Benefits of career planning

a) For individuals
1. Explicit career path- Forces the employee to define their career goals more
specifically and establish a career path for realizing these goals.
2. Focus is on self-development- Once an individual is clear about his career path
he can make concerted efforts to develop himself in various ways.
3. Increased productivity- Individuals derive meaning out of what they do on
accomplishing the work, they develop a feeling that they had achieved
something meaningful for themselves and their organization. This leads to high
level of motivation which again results in increased productivity.

b) For organization

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 1. Assured availability of talent- Aligning employees means and aspirations with
organization requirements will insure that the right people will be available to
meet the organization’s changing HR requirements.
2. Attracting and retaining talent- Scarce talent can be attracted and retained in the
or only when a bright future is insured. By matching personal and work
requirements this can be achieved.
3. Promoting organizational image- Employees are one of the best media to project
the image of an organization. If their career is planned well they will project a
good image of the organization.
4. Projecting interests of special groups of employees- Taking care of social groups
like women, ex-servicemen, etc. This is followed by HRP followed by career
planning and development.

Objectives of career planning

a) Attract and retain talent by offering careers, not jobs.

b) Use human resources effectively and achieve greater productivity.
c) Reduce employee turnover.
d) Improve employee morale and motivation.
e) Meet the immediate and future human resource needs of the organization on a
timely basis.

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 WHAT IS EXECUTIVE CAREER DEVELOPMENT?

Executive development- The term development implies overall growth in person. It

means not only improvement in job performance but also improvement in knowledge,
personality, attitude and behavior of an executive. It focuses on the personal growth
helping the employee, understand cause and effect relation relationship. Synthesizing
from experiences visualizes relationships and thinks logically. Development is based on
assumptions that there always exists a gap between an employee’s performance and
what he can perform.

Objectives of executive development

a) To increase knowledge of business functions.

b) To increase proficiency in management techniques.
c) To stimulate creative thinking.
d) To understand industrial relations and problems.
e) To develop the ability to analyze problems and find solutions
f) Improve the awareness about technical and institutional forces.
g) To improve the thought process and analytical abilities in order to take decisions in
the best interest.

Importance of executive development

a) With the rapid changes in the environment a manager is required to undergo

training to abrest of and cope with ongoing changes in the organization.
b) Labor-management relations are becoming increasingly complex, in such situations
managers not only need job skills but also behavioral skills for negotiation, collective
bargaining and grievance redressal. These skills are learned through T&D programs
c) The nature and number of problems change along with increase in size and structure
of the organization. Thus, underlies the need for developing managerial skills.

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Process of employee development

Development involves a process consisting of sequencing of various steps in a

chronological order. The various steps also called as the components of employee
development are as follows-

1. Identifying development needs- Once an executive development program is

decided to be launched its implementation begins with identifying the
developmental needs of the organization concerned. In this first of all
identification of present and future development needs for managers are
ascertained by identifying how many and what type of executives will be
required organizational needs may be identified by making organizational
analysis in terms of organizational growth plan strategies and competitive
environment while individual needs may be identified by individual career
planning and performance appraisals.
2. Appraisal of present managerial talent- This is the second step in the
development process. For this purpose a qualitative assessment of the existing
managers in the organization is made. Then the performance of every executive
is compared with the standards expected of him.
3. Inventory of executive manpower- Information gathered from human resource
planning helps in preparing an inventory about each executive in each position.
Information about an executive’s age, education, experience, health reports,
psychological test results and performance appraisal data is collected and
maintained for analyzing the strengths and the deficiencies of the executives in
certain functions relative to future needs of the organization concerned.
4. Developing development programs- Having identified strengths and weaknesses
of each executive a development program needs to be tailored to fill in the
deficiencies of executives. Such tailored programs of development focus on
individual needs such as skill development, changing attitudes and knowledge
acquisition.

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 5. Conducting development programs- It is worth mentioning that no single
development program can be adequate for all managers. The reason is that each
manager has unique set of physical, intellectual and emotional characteristics
thus, conducting different development programs to uniquely suit to the needs
of an executive is required.
6. Evaluating development programs- Executive development program is
evaluated to see changes in behavior and executive performance. Evaluation of
development program enables to appraise program’s effectiveness, highlight its
weaknesses and aids to determine whether the development program should be
continued or not and how it can be improved upon.

Role of managers and executives in employee development

Normally the personnel department of an organization is entrusted with the T&D

functions. But the existence of this department does not relieve the managers from
training and education responsibilities. Personnel department cannot do the whole job,
thus, T&D is the responsibility of every executive manager and supervisor. They are
responsible for selling the idea of training as vital force in the organization and develop
an atmosphere conducive to sound manpower development, device, recommend and
execute strong policies for T&D, administer desired programs, manage the training
facilities, carry out continuous study, analysis and evaluation of the organization’s
training needs and current development programs. But the decisions to training and the
authority behind the training must come from the managers as he is the one who
shapes the behavior of his people continuously by his actions and belief.

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INITIATIVES FOR CAREER DEVELOPMENT
Organization undertakes few initiatives for career development of its employees. These
are as follows.
1. Performance appraisal
a. Performance related pay (variable pay)
2. Motivation
a) Job enlargement
b) Job enrichment
c) Promotion
3. Job rotation and Transfers
4. Training and development
5. Succession planning

PERFORMANCE APPRAISAL
An organization’s goals can be achieved only when people put in their best efforts. How
to ascertain whether an employee has shown his or her best performance on a given
job? The answer is performance appraisal. Employee assessment is one of the
fundamental jobs of HRM, but not an easy one though. Performance appraisal is a
systematic appraisal of the employee’s personality traits and performance on the job
and is designed to determine his contribution and relative worth to the firm. All formal
procedures used in working organization to evaluate personalities and contributions and
potentials of group members.
Objectives of performance appraisal
a) To evaluate the success of training programmes.
b) To forecast the need of the employees and to determine the nature of training.
c) To motivate the employee to do better and more work.
d) To establish harmonious relations between employees and employers.
e) To reward the more efficient employees.
f) To determine a policy for promotion and transfer.
Need for performance appraisal
a) Provide information to diagnose deficiency in employee regarding skill, knowledge,
determine training and developmental needs and to set new standards of necessary.
b) To prevent grievances and in disciplinary activities.
c) Provide information which helps to counsel the subordinate.
d) Provide information for correcting placement.

Methods of performance appraisal

a) Ranking method
b) Paired comparison method
c) Graphic rating scale method
d) forced distribution method
e) checklist method
f) field review

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 g) Confidential report method
h) Assessment center method
i) Forced choice method
j) Critical incidence method
k) Appraisal by(MBO)

Performance appraisal process

The process of performance appraisal follows a set pattern, viz., a man’s performance is
periodically appraised byESTABLISH
his superiors.PERFORMANCE
The process has following
STANDARDSsteps:

COMMUNICATING STANDARDS TO EMPLOYEES

MEASURE ACTUAL PERFORMANCE

COMPARING ACTUAL PERFORMANCE WITH STANDARD

DISCUSS THE APPRAISAL WITH THE EMPLOYEE

IF NECESSARY CORRECTIVE ACTION IS TAKEN
Establish performance standards – at the time of designing a job and formulating a job
description, performance standards are usually developed for the position.
Communicating standards to employees – the standards are communicated to the
employees so that they may not find it difficult to guess what is expected of them. To
make communication effective feedback is necessary from the subordinate to the
manager.
Measure actual performance – it is necessary to obtain information about the actual
performance with the help of personal observation, statistical reports, oral reports and
written reports.

Comparing actual performance with the standards – attempts are made to note
deviations between standard performance and the actual performance.

Discuss the appraisal with the employee– the results of appraisal are discussed with
the employees where good points, weak points and difficulties are indicated and
discussed so that performance is improved.
If necessary corrective action is taken– immediate corrective action is taken if any
discrepancy is found. The action taken can be of two types. One is immediate and deals
predominantly with symptoms. The other is basic and delves into causes
Motivation
We define motivation as the processes that account for an individual’s intensity ,
direction , and persistence of the effort toward attaining a goal . Here are some of the
ways that the companies can put into practice to make jobs more motivating that helps
in the career development of the employees.

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 a) Job enlargement
b) Job enrichment

Job enlargement
Job enlargement means increasing the scope of a job through extending the range of its
job duties and responsibilities. This contradicts the principles of specialization and the
division of labor whereby work is divided into small units, each of which is performed
repetitively by an individual worker. Some motivational theories suggest that the
boredom and alienation caused by the division of labour can actually cause efficiency to
fall. Thus, job enlargement seeks to motivate workers through reversing the process of
specialization. A typical approach might be to replace assembly lines with modular work;
instead of an employee repeating the same step on each product, they perform several
tasks on a single item. In order for employees to be provided with Job Enlargement they
will need to be retrained in new fields which can prove to be a lengthy process.
However results have shown that this process can see its effects diminish after a period
of time, as even the enlarged job role become the mundane, this in turn can lead to
similar levels of demotivation and job dissatisfaction at the expense of increased
training levels and costs. The continual enlargement of a job over time is also known as
'job creep,' which can lead to an unmanageable workload.Job enrichment is an attempt
to motivate employees by giving them the opportunity to use the range of their abilities.
It is an idea that was developed by the American psychologist Frederick Herzberg in the
1950s. It can be contrasted to job enlargement which simply increases the number of
tasks without changing the challenge. As such job enrichment has been described as
'vertical loading' of a job, while job enlargement is 'horizontal loading'.
Job Enrichment
Job enrichment refers to the vertical expansion of jobs. It increases the degree to which
the worker controls the planning, execution, and evaluation of the work. An enriched
job organizes tasks so as to allow the worker to do a complete activity, increases the
employee’s freedom and independence, increases responsibility, and provides
feedback, so individuals will be able to assess and correct their own performance. The
enrichment of jobs can be traced to Herzberg’s two-factor theory. Following this theory,
by increasing the intrinsic factor in a job---such as achievement, responsibility, and
growth-----employees are more likely to be satisfied with the job and motivated to
perform it.
Job rotation
Job rotation is an approach to management development where an individual is moved
through a schedule of assignments designed to give him or her breadth of exposure to
the entire operation. Job rotation is also practiced to allow qualified employees to gain
more insights into the processes of a company, and to reduce boredom and increase job
satisfaction through job variation. The term job rotation can also mean the scheduled
exchange of persons in offices, especially in public offices, prior to the end of
incumbency or the legislative period. This has been practiced by the German green party
for some time but has been discontinued.

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At the senior management levels, job rotation - frequently referred to as management
rotation, is tightly linked with succession planning - developing a pool of people capable
of stepping into an existing job. Here the goal is to provide learning experiences which
facilitate changes in thinking and perspective equivalent to the "horizon" of the level of
the succession planning. For lower management levels job rotation has normally one of
two purposes: promotability or skill enhancement.
In many cases senior managers seem unwilling to risk instability in their units by moving
qualified people from jobs where the lower level manager is being successful and
reflecting positively on the actions of the senior manager. Many military jobs use the job
rotation strategy to allow the soldiers to develop a wider range of experiences, and an
exposure to the different jobs of an occupation. Whilst there is relatively little research
undertaken in this area a prospective emancipator action research study has been on-
going in North West London health services for several years, the research papers can
be found on - www.nurserotation.com. The work has been undertaken by Patrick
Coyne, Dr. Ricky Lucock, Prof. Buchan and Jane Ball, with the local health communities.
A meta-evaluation of the research and the development of a global model of job
rotation is being completed at this point by Patrick Coyne. If employees suffer from
overroutinization of their work, one alternative is to use job rotation (or what many now
call cross –training).we defines this practice as the periodic shifting of an employee from
one task to another. When an activity is no longer challenging, the employee is rotated
to another job, usually at the same level, that has similar skill requirements.
The strengths of job rotation are that it reduced boredom, increase motivation through
diversifying the employee’s activities, and helps employees better understand how their
work contributes to the organization. Job rotation also has indirect benefits for the
organization because employees with a wider range of skills give management more
flexibility in scheduling work, adapting to changes, and filling vacancies .However, job
rotation is not without its drawbacks. Training costs are increased, and productivity is
reduced by moving a worker into a new position just when efficiency at the prior job is
creating organizational economies. Job rotation also creates disruption. Member of the
work group have to adjust to the employee. And supervisors may also have to spend
more time answering question and monitoring to the work of recently rotated
employees
Importance of job rotation
Job rotation is the surest way of keeping the employee away from complacency and
boredom of routine. It is difficult for an employee to sustain his interest in a given job
for any substantial length of time as humans have the tendency of outgrowing their jobs
through the learning and experience that they gain over a period of time. Stimulating
human mind through diversity of challenges is a sure way to bring to forefront its
creative instincts and in taking the individual and organizational performance to a higher
plane. This is where job rotation can prove to be a handy tool. A well planned job
rotation programme in an organization has immense potential of positive impact on job
satisfaction, engagement of people and finally on retention of people. Few of the
outcomes of job rotation with respect to the individual are:
a) Job enrichment
30
 b) Overall development
c) Intrinsic motivation to perform caused by newer challenges
d) Career development
Whereas for an organization, the benefits could include some or all of the following:
a) Leadership development
b) Aligning competencies with organizational requirements
c) Lower attrition rates
d) Performance improvement driven by unique view points of new people
Transfer
Transfer means shifting of an employee from one job to another, one unit to another or
one shift to another and may involve a new geographic location. Transfers may be
initiated by the organization or by the employees with approval of the organization . a
transfer may require an employee to change his work group, work place or
organizational unit . It can be defined as:
“Transfer involves the shifting of an employee from any job to another without
special reference to change responsibility or compensation”.
“A transfer is the change in job where the new job is substantially the equal to the
old in terms of pay, status & responsibility”.
As the transfer is a change in job assignment, it is distinguished with promotion and
demotion in the way which simply an ascending and descending change, respectively, in
the hierarchy of positions. A transfer may be either temporary or permanent depending
upon the need and may occur within a department, between departments & divisions
or between plants with in a company.
Purpose of transfer
a) To satisfy the employee needs. Employee do need transfer in order to satisfy their
desire to work under a friendly superior, in a department/region where
opportunities for advancement are bright in or near their native place or place of
interest doing a job where the work itself is challenging etc.
b) To give the relief to the employee who are over burden or doing complicated or
risky work for long period.
c) To minimize fraud, bribe etc. which result due to permanent stay and contact of
employee with customers, dealers suppliers etc.
d) To utilize employee skill, knowledge etc, where they are more suitable or badly
needed.
e) To correct inter-personnel conflicts.
f) To help the employees whose working hours of place of work is inconvenient to
them.
g) To punish the employees who violate the disciplinary rules.

Promotions
Many organizations declare a systematic policy for promotion. The basic aspect of such
a policy incorporate the guidelines about who apply for the higher jobs, what
experience or educational qualification the person concerned must possess, how much

31
to merit and competence and will be the process of judging the suitability of the
candidate for the post.
In the matter of promotion of the management must be fair. It is important that you
must seem to be fair to the concerned candidates and to the other employees in the
organization. Performance appraisal can be used as a tool and yardstick for the purpose.
Such an appraisal done periodically and systematically helps the management in
assessing the strong and weak points of the candidate’s systematic appraisal. Also helps
an organization in arriving at a rational and fair decision in matter of promotion.
Promotion is the upward reassignment of an individual in an organization’s hierarchy,
accompanied by increased responsibilities enhanced status and usually with increased
income though not always so. In other words, it is the vertical move in rank and
responsibility.
“Promotion involves a change from one job to another that is better in terms of status
and responsibilities”
Objective of promotion
a) To develop the feeling of integration with the enterprise among the employees.
b) To motivate them to do their jobs with responsibility.
c) To establish cordial human relations in the enterprise.
d) To maintain discipline in the enterprise.
e) To reduce the rate of labour turnover.
f) To maintain the industrial peace.
g) To fill up the higher posts.

Importance of promotion
a) It makes responsible and efficient employees available to the vacant higher posts.
b) It provides an opportunity to the employee to represent their abilities and efficiency.
c) It makes the best utilization of the potentialities and abilities of the employees of
the enterprise.
d) It rewards the efficient employee for their services.
e) It reduces the cost of training.
f) It minimizes industrial conflict in the enterprise.
g) It maintains efficient employees in the enterprise.
h) It increases the morale of employees.
i) It increases the recognition of enterprise.
j) It attracts the capable and efficient workers.

Training and Development

In the field of human resource management, training and development is the field
concerned with organizational activity aimed at bettering the performance of individuals
and groups in organizational settings. It has been known by several names, including
employee development, human resource development, and learning and development.
Harrison observes that the name was endlessly debated by the Chartered Institute of
Personnel and Development during its review of professional standards in 1999/2000.

32
"Employee Development" was seen as too evocative of the master-slave relationship
between employer and employee for those who refer to their employees as "partners"
or "associates" to be comfortable with. "Human Resource Development" was rejected
by academics, who objected to the idea that people were "resources" — an idea that
they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning
and Development", although that was itself not free from problems, "learning" being an
over general and ambiguous name. Moreover, the field is still widely known by the
other names. Training and development encompasses three main activities: training,
education, and development. Garavan, Costine, and Heraty, of the Irish Institute of
Training and Development, note that these ideas are often considered to be
synonymous. However, to practitioners, they encompass three separate, although
interrelated, 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.
The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching,
resources, and performance. The participants are those who actually undergo the
processes. The facilitators are Human Resource Management staff. And the providers
are specialists in the field. Each ofthese groups have its own agenda and motivations,
which sometimes conflict with the agendas and motivations of the others.
The conflicts are the best part of career consequences are those that take place
between employees and their bosses. The number one reason people leave their jobs is
conflict with their bosses. And yet, as author, workplace relationship authority, and
executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced
his or her career by making the boss look stupid." Training an employee to get along
well with authority and with people who entertain diverse points of view is one of the
best guarantees of long-term success. Talent, knowledge, and skill alone won't
compensate for a sour relationship with a superior, peer, or customer.
Employee training promotes employee satisfaction in every company, Human
Resources (HR) training in many employee-related and legally-related topics is
mandatory, especially for managers and supervisors. We need to equip our employees
to handle their employee relations responsibilities competently. But, for maximum
positive impact and learning, we need to make the HR training motivational and
engaging. The right employee training, development and education at the right time

33
provides big payoffs for the employer in increased productivity, knowledge, loyalty, and
contribution
Training and development is one of the key factor in employee motivation and retention
is the opportunity to continue to grow and develop job and career enhancing skills.
There are a couple of secrets to what employees want from training and development
opportunities, however. Plus, training and development opportunities are not just found
in training classes and seminars .most of the organizations have started various types of
training and developmental programmers’ for the fresher’s and the individuals working
in the organization. Different types of training programs have been started in the
organizations .These programs aims at developing the career of the employees and the
fresher’s training.
Benefits of training.
1. Benefits to the organization:
Proper training programmes help the organizations in increasing the strength of the
employees and achieving the goals and objectives.
2. Benefits to the individuals:Training plans helps the employees to groom themselves
and create their personality within the organization.

Succession Planning
Succession planning is a process for identifying and developing internal personnel with
the potential to fill key or critical organizational positions. Succession planning ensures
the availability of experienced and capable employees that are prepared to assume
these roles as they become available.

Succession planning accelerates the transition of qualified employees from individual

contributors to managers and leaders. Succession planning:

a) Prepares current employees to undertake key roles

b) Develops talent and long-term growth
c) Improves workforce capabilities and overall performance
d) Improves employee commitment and therefore retention
e) Meets the career development requirements of existing employees
f) Improves support to employees throughout their employment
g) Counters the increasing difficulty of recruiting employees externally
h) Focuses on leadership continuity and improved knowledge sharing
i) Provides more effective monitoring and tracking of employee proficiency levels and
skill gaps.
j) Succession planning is a necessary part of an organization’s ability to reduce risk,
create a proven leadership model, smooth business continuity and improve staff
morale.

34
Succession Plan

There are four stages to developing an effective succession plan:

a) Identifying roles for succession

b) Developing a clear understanding of the capabilities required to undertake those
roles
c) Identifying employees who could potentially fill and perform highly in such roles;
and
d) Preparing employees to be ready for advancement into each identified role.

Without the implementation of a succession plan, there can be significant impacts on an

organization including;

a) Loss of expertise and business knowledge

b) Loss of business continuity
c) Damaged client relationships
d) Time and effort to recruit and train replacement employees

35
36
 CAREER DEVELPOMENT IN FIRST FLIGHT

Many initiatives have been taken in FIRST FLIGHT to develop the better career of the
employees working in the organization. Different types of programs and policies have
been started for the betterment of career of the employees. Various kinds of training
programs are been available for the fresher’s and the working staff. These programs
helps them to get updated with the latestest technologies and this helps in increasing
the overall career.

These initiatives includes the training programs and policies, promotions, performance
appraisals and etc. These programs are explained widely to help for better
understanding.

TRAINING SYSTEM IN FIRST FLIGHT

FIRST FLIGHT is a highly capital and technology intensive organization. It is on the cross
roads of transformation from a fully protected administrative price mechanism,
monopoly economy to a market driven liberalized and competitive economy with the
advent of New Exploration Licensing Policy. The petroleum sector has been open for the
private and multi national petroleum companies. Now FIRST FLIGHT has to compete with
other private operators and maintain its leading position. This requires it to adopt very
progressive and forward HRD Policies to sustain and survive in thee new economic
scenario. Only the competent motivated people can make things happen in desired way
and enable an organization to achieve its business goals. The human resource
development is a continuous process and to ensure such development the HRD
philosophy of FIRST FLIGHT has been based on the following important axiom of Human
Resource:
 Human Resource has boundless potential.
 An individual who ceases to learn to grow.
 The organizational excellence is achievable through excellence of Human Resource.
Keeping this in view the HRD policies and strategies have been designed and
implemented throughout the organization to harness the boundless potential human
capital and make the organization a vibrant and learning organization.

Training Strategies
In FIRST FLIGHT the planned development of Human Resource is given top priority. The
training has to be organized for entire human resource covering all levels from the
lowest class IV to the highest board level. Special attention is to be paid to the lower and
middle level executives, who are at the cutting edge of operations. By nature of their job

37
responsibilities & their positioning the organization, the executives and non-executives
have to diswcharge different types of jobs, which demanddifferent sets of knowledge
and skills. Hence, separate training intervention strategies for the executives and non-
executives have been designed.
Training Strategies for the Executives
Training & Development activities are seen in relation with the career progression of the
employees in the organization. Therefore, the following training interventions at various
levels of the career path of the executives are proposed.
Mandatory Training for Executives
Mandatory Training program is essential to enable an employee to discharge his
responsibility efficiently and effectively. These are knowledge, skills and attitude
programs, which will be organized at various level of the career span of the executives.

E-0 Level Supervisory Development Program 1 Week

Graduate Trainees Graduate Training Pogrom 52 Weeks
E2-E3 Level Jr. Management Training Program 2 Weeks
E4-E5 Level Middle Management Training Program 2 Weeks
E6-E7 Level Sr. Management Training Program 2 Weeks
E7 & Above Level Adv. Management Training Program 4-5 Weeks
These training programs are mandatory in nature & efforts will be made to impart these
training to each individual throughout their career progression in the organization. The
training in institutes in these programs will make the nomination and the Line Managers
will ensure development & prepare them to discharge their responsibilities efficiently.
The training institutes will maintain HRD database to facilitate nomination process and
will ensure participation of each employee by designing & conducting sufficient number
of training programs. The appropriate system is being designed as part of project
SHRAMIK to identify and nominate individual for mandatory training to ensure
participation ad development of individual in mandatory training effective monitoring
will be done through this system.
Induction Training
The institute has comprehensive training module o 52 weeks for the newly recruited
graduate trainees. The efforts have been made to design this training module.
Orientation and Multi Disciplinary Theoretical Training (OMDTT) 6 Weeks:-
It Includes introduction to FIRST FLIGHT, mission, objectives, corporate planning,
FIRST FLIGHT past, present & future, welfare schemes in FIRST FLIGHT, International
Petro economic scenario, creativity and innovative, Discipline and code of conduct,
communication skills, personality development, social graces, presentation skills, media
management, safety and environment management.

38
Multi Disciplinary Field Familiarization Training (MDFF) 5 Weeks:- This module covers
exposure of the newly inducted trainees to the various field operations of FIRST FLIGHT.
They are provided both on the sight and field job related theoretical inputs on the
following areas:
 Introduction to Exploration management
 Exploitation of Hydrocarbon
 Introduction to drilling technology
 Introduction to production technology
 Introduction to technical services
 General management
 Financial Management
 Materials Management
 Information Technology
Specialization Training (ST) 6 Weeks:-
After the above two training, the trainees are regrouped discipline wise for the training
in their disciplines for an in-depth understanding of the core subject.
On-Job Training (OJT) 33 Weeks:-
In this module the trainees are put at field installations for hands on experience and
implement what they have learned during various modules of training. They are rotated
in planned manner to various jobs.
Final Evaluation (FE) 2 Weeks:-
Evaluation of graduate trainees is an essential and important part of entire induction
program. The trainees are evaluated on weekly bases throughout the training process
for each module, sub-module through objective and descriptive tests.

Exploration Training:-
IMD plans and conducts training programs on all aspects of exploration technology
covering programs on Geology, Geochemistry, Geophysics, Well Logging and Reservoir
Engineering etc.
Production Technology Training:-
The instituted designs and organizes training programs on all aspects of Petroleum
Technology to meet the skill and knowledge requirement of the petroleum engineers of
the organization.
Engineering and Information Technology Training:-
The institute designs and conducts training programs in all branches of engineering
relevant to the petroleum industry and information technology. The training program in
Information Technology covers both computer hardware and software and electronics
and telecommunication.
Management Training:-
IMD plans and conducts training programs in all streams of management, Financial
Management and Material Management.
Integrated Professional Training:-

39
The institute plans and conducts training programs on professional areas, which involve
holistic approach of management in effective accomplishment of various integrated
tasks
Emerging Technology Training:-
Exploration and Exploitation of Petroleum is a very technological intensive area. The
rate of obsolescence is very fast in this sector of petroleum industry to keep pace with
the fast changing global scenario and keep knowledge and skills of FIRST FLIGHT
executives updated.
Sponsored Training:-
The efforts are needed to design and conducts the training programs to meet the
knowledge and skills requirements of the fast human resource of FIRST FLIGHT in all
areas of Petroleum Technology and Management but to meet some specific
requirements in various disciplines, the instate sponsors the employees of FIRST FLIGHT
in the programs of external training agencies both India and abroad. The philosophy
behind sponsoring the executives and non-executives on the programs of external
agencies is to bring new and innovative ideas in the organization form outside world and
minimize the cost of organizing training for very limited number of participants to meet
this requirement.
Promotion Policy In FIRST FLIGHT:-
The detail requirement for promotion and induction at various levels in each of the
disciplines are given at Schedule –

Filling up of Vacancies by Promotion

1) All Promotions to posts shall be considered by a promotion Committee duly

constituted by the Appointing Authority in accordance with the orders issued by the
Corporation From time to time and it shall consist of not less than three members.
2) All employees of the Corporation , who fulfill the criteria as laid down for promotion
to the posts in schedule-I appended to these regulations shall be eligible for
consideration for promotion :
Provided that where vacancies to be filled by promotion are limited and the number of
the employees who fulfill the said criteria are more , the Promotion Committee shall
decide the number of the employees to be considered for such vacancies :
Provided further that the number of the employees to be considered for such vacancies
shall not be less than twice the number of vacancies sought to be filled.
3) Where an employee of the Corporation who fulfills the said criteria is not considered
by the Promotion Committee, it shall record in the reasons for not considering such
employee.
4) In cases where the criterion for promotion is Merit, the Promotion Committee,
before selecting the employees:
a) Shall consider the service records and annual confidential reports:

40
 b) May hold a written examination or practical test or interview or any combination
of these;
c) Shall follow the procedure for determining merit as laid down by the corporation
at least too months in advance of the date of the said selection.

5) In cases where the criterion for promotion is “Seniority-cum-fitness", the Promotion

Committee, before selecting employees, shall consider the past service records and
Performance Appraisal Reports of such employees.
Provided that wherever test is provided for such selection in Schedule I appended to
these regulations such tests shall be conducted by the Promotion Committee.
Provided further that where any doubt arises about the fitness of employees , the
Promotion Committee may, if it considers necessary ,interviews any such employee to
assess their fitness.
6) The Promotion Committee shall submit its recommendation to the Appointing
Authority after arranging the names in order of merit in cases where merit is
the criterion and in order of seniority in cases where seniority – cum – fitness is
the criterion.
7) The appointing authority shall consider the recommendation of the promotion
committee and pass such orders as it thinks fit;
Provided that where the appointing authority does not accept any recommendation of
the promotion committee, it shall record the reasons therefore in writing.
8) After issue of promotions orders according to the availability of vacancies, the name
of the remaining candidate shall be kept in the list for further use to fill up vacancies
which may arise in future:
Provided that the period of validity of the said list shall be six month from the date of its
acceptance by the appointing authority.
Provided further that the said period may be extended by a further period of six months
by the appointing authority for reasons to be recorded in writing.
9) An employee shall be informed of his non-selection in the cases of promotion .
10) All promotion up to E-7 level i8n the Corporation shall be Effective from the 1 st of
January every year.
11) The promotions will be carried out under the following three criteria:
I. Seniority-cum-fitness(up to E- I level)
II. Quantification Scheme (E-2 to E-4 level)
III. Merit Promotion by selection

(a) At E-3 & E-4 level

(b) Corporate promotions (E-5 level and above)

(I) Seniority-cum fitness:

Under "Seniority-cum- Fitness" criteria all employees who fulfill
the specified requirement of experience and qualification as specified
in Schedule 1 appended to these regulations are considered for
41
 promotions by duly constituted departmental Promotion committee
according to seniority subject to their fitness based on performance
appraisal reports of relevant period and trade test and interview,
wherever, required.
Quantification Scheme:
a. Under the Quantification scheme, the executives will beassessed by
a selection committee on the basis of qualification, experience and
Performance Appraisal Reports of the relevant period.
Maximum marks allocated to each of these criteria would be as follows:

a) Qualification 20 marks

Experience 32 marks
b)
c Performance Appraisal Reports(PAR) 60 marks
)
TOTAL 112 marks

CURRENT PROMOTION POLICY IN FIRST FLIGHT

Currently FIRST FLIGHT is following the Revised Modified Promotion
Regulation, 1980(in short Revised MRPR -80).
The Modified Promotion Regulation 1980 are effective from 1.1.1997 and the Revised
MRPR-80 is effective from 1.1.2004.

REVIEW OF PROMOTIN POLICY

Revision of existing Promotion policy i.e., MRPR1980 has been a thrust area of
management because of a mismatch between availability of Human Resource and
Organizational requirement. Further the career progression within executive cadre and
also from non-executive to executive cadre remains unabated. Accordingly, after a
series of meetings with Association of Scientific & Technical Officers (ASTO) and
recognized unions, some changes in recruitment as well as promotion policy have been
agreed to.

PROMOTIONS
SENIORITY-CUM-FITNESS scheme to be modified as follows:
PROMOTIONS FROM E-0 TO E-1

42
Qualification Experience for Qualification Experience for promotion
promotion
Q1 2 years Q1 2 years
Q2 4 years Q2 4 years
Q3 6  Q3 & below Q3 will not have career progression beyond
years E-0 Level.
Below Q3 7  Applicable to employees becoming E-0 w.e.f. 01.01.2003
years through tests (JLT ,trade tests & interviews)

43
JOB ROTATION AND TRANSFER
POLICY

44
 JOB ROTATION AND TRANSFER POLICY
In supersession to all the earlier instructions on the subject, job rotation and transfers of
FIRST FLIGHT employees shall henceforth be regulated as under:
1. Objectives:
a) To enable planned movement of employees from one job/station to another to meet
operational and/or administrative requirement of the organisation from time to time.

b) To enable employees acquire multi-dimensional knowledge and skills for self-

development, to shoulder higher supervisory and managerial responsibilities through
a structured job rotation profile and exposure to diversified geographic and
operational environments.

c) To enable employees develop their own career path by opting for specific job
placement/change in job assignment and outstation placements so as to have an
effective linkage with their career development.

d) To provide flexibility in pursuing specialist tasks.

3. Broad Principles:
a) Every executive should realize the importance of mobility on jobs/to different
stations as an effective tool for career development apart from meeting operational
requirements of the organization.

b) There shall be two transfers for executives between E-1 (excluding first posting after
training for GTs) to E-4 levels (including their tenure in E.4 level). However, seniority
for transfer will be reckoned from the date of becoming E-0 in case of promotes to E-
1 level.

c) All GTs joining FIRST FLIGHT must initially be posted for the field assignments/
operational activities. Further, those GTs who have never been to the field and have
completed 5 years or more in the office should be considered for transfer/posting to
the field assignments. Those GTs having a stay of 10 years or more and non GTs
having 8 years or more (from the date of promotion to E-0 level) staying at one place
irrespective of field postings, should be considered for transfer. Any change subjected
in such transfer orders shall be with the approval of EC only.

45
5. Job rotation/transfer process:
I. Process
Generating transfer requirements

Sub-Process: i) Generating Transfer requirement Optimum manpower

requirement for N.E. to be worked out discipline/ level wise by
HRG each year and transfer to NE to be limited to actual
requirement and not on replacement
ii) Generating the list of candidates in the transfer Zone and bio-
data of all executives, discipline-wise, Sector/Asset-wise-in
order of Sectoral stay seniority.
Responsibility: Office of Chief HRD (Assistance to be provided by respective
establishments).
Completion Date: August 15
II. Process: Obtaining Feedback
Sub-Process: Putting the generated list on the net and circulation to the key
executives. Obtaining the feedback from the key executives/
individuals regarding requests/ preference/ constraints.
Responsibility: Office of Chief HRD
Completion Date: September 15
III. Process: Developing draft transfer list
Sub-Process: Office of Chief HRD to work with respective establishments at Head
quarters.
Responsibility: Office of Chief HRD
Completion Date: October 15
IV. Process Obtaining inputs from Key Executives
i) Draft transfer list to be circulated to Key Executives
ii) The input of the Key Executives is to be considered before the
transfer list is finalised.

46
CAREER DEVELOPMENT MATRIX OF FIRST FLIGHT
EXHIBIT-1
MATRIX FOR CAREER DEVELOPMENT OF P&A PERSONNEL IN E1-E4 LEVELS

NE   
Work
  
Centre-2

  
Work
Centre-1

Category 1 Category Category Category 4 Category 5

2 3
Training & Establish R&P Estate, Housing & Land Acquisition
Development ment Seniority House keeping Socio-economic
Staff function Appraisal SC/ST/OB Welfare & development
HRG Discipline C Hospitality Liaison with
& Appeals reservatio Loans & Advances external groups
n Sports Contract
Canteen Procurement &
Management provisioning
IR

Shows possible
career options
from E1 to E4

47
EXHIBIT-2
MATRIX FOR CAREER DEVELOPMENT OF GEOLOGY PERSONNEL IN E-1 - E-4 LEVELS
  
NE

  
Work
Centre-2

  
Work
Centre-1

Category 1 Category 2 Category 3 Category 4 Category 5

Operations Interpretati Laboratories/R&D Management Techno-
Well-site on Sedimentology Planning & commercial
Workover Asset Team SEM Lab Coordination evaluation
Field party Basin Team Paleontology MSG Techno-
Headquarte Palynology Land evaluation
rs Photo-geology Acquisition Bidding/bid
Institutes Special Project etc PEL evaluation
Liaison MAP
Training Budget &
Store etc.

Shows possible
career options
from E1 to E4

48
EXHIBIT-3
MATRIX FOR CAREER DEVELOPMENT OF CHEMISTRY PERSONNEL IN E-1 - E-4 LEVELS

 
NE 

  
Work
Centre-2

  
Category-1 Category-2 Category-3 Category-4 Category-5
Work
Operations Operations Labs Management Asset Team
Centre-1
Geochemistry Techno-commercial Basin Team
Well-site Installations Rock Evaluation evaluation
(Drilling) (operations) Radio dating etc. Planning &
And PVT, Core, Water Coordination
Workover Oil, gas, cement Land acquisition
Institute PEL
Liaison Training

Shows possible
career options
from E1 to E4

49
RESEARCH METHODOLOGY

50
 RESEARCH METHODOLOGY
PROBLEM FORMULATION

The problem is that the various career development initiatives and programs running in
FIRST FLIGHT are not sufficient in providing better career. Hence study on understanding
& developing the better career development system with specific reference to FIRST
FLIGHT.

OBJECTIVE

a) To identify the present career development programs in FIRST FLIGHT.

b) To identify the programs that is best in fulfilling the various career development
needs of executives.
c) To identify reasons that leads to ineffectiveness of career development
programmes.

SAMPLING DESIGN
Sampling technique- simple random sampling.
Sample – 102 units. [E-3 – E-8]
Sampling frame – FIRST FLIGHT, Noida.

DATA COLLECTION SOURCES

a. Primary Sources: Data was collected with help of questionnaires.

b. Secondary sources: Books, Magazines & Website.

51
DATA COLLECTION
INSTUREMENTS

52
 DATA COLLECTION INSTUREMENTS

QUESTIONNAIRE
The data collection flows from specifying the information needed, to identify the
method of obtaining it, to determining the scaling procedures. Once this is done, a data
collection instrument can be created. This usually is a questionnaire. A questionnaire is a
formalized set of questions for obtaining information from respondents. It must
translate the information needed into a set of specific questions that the respondents
can and will answer. A questionnaire must uplift, motivate and encourage the
respondent to become involved in the interview, to cooperate and to complete the
interview. A questionnaire should minimize response error. A good questionnaire
appears as easy to compose as does a good poem.
While common sense and good grammar are important in question writing, more is
required in the art of questionnaire design. To assume that the people will understand
the questions is a common error. People simply may not know what is being asked. They
may be unaware of the topic of interest, they may confuse the subject with something
else, or the question may not mean the same thing to everyone interviewed.
Respondents may refuse to answer personal questions. Further properly wording the
questionnaire is also important, as some problems may be minimized or avoided
altogether if a skilled researcher composes the questions.
Questionnaire design
Relevance and accuracy are the two basic criteria a questionnaire must meet if it is to
achieve the researcher’s purpose. To achieve these ends, a researcher who
systematically plans a questionnaire’s design will be required to make several decisions,
on some of the topics mentioned below:
a) What should be asked?
b) How should each question be phrased?
c) In what sequence the questions be arranged?
d) What questionnaire layout will best serve the research objective?

What should be asked ?

There has a good problem definition and clear objectives for the study. The problem
definition will indicate which type of information must be collected to answer the
manager’s questions. The communication medium used for data collection such as
telephone interview, personal interview or self-administered survey will have been
determined.
Questionnaire relevancy
A questionnaire is relevant if no unnecessary information is collected and if the
information that is needed to solve the business problem is obtained. Asking the wrong

53
or irrelevant question is a pitfall to be avoided. If the task is to pinpoint compensation
problems, then the questions asked for general information regarding morale may be
inappropriate. To ensure information relevancy, the researcher must be specific about
data needs, and there should be a rationale for each item of information.
Questionnaire accuracy
Once the researcher has decided what should be asked, the criterion of accuracy
becomes the primary concern. Accuracy means that the information is reliable and valid.
While experienced researchers generally believe that one should use simple,
understandable, unbiased, unambiguous terms to ensure accuracy in question writing.
Respondents tend to be most cooperative when the subject of the research is
interesting. If the questions are not difficult, not lengthy or ego-threatening, then the
probability of getting unbiased answers is more.
Phrasing questions
There may be two ways to phrase questions, which may be categorized as either open
ended or closed ended. Open ended response questions are free answer questions.
They are most beneficial when the researcher is conducting exploratory research,
specially when the range of response is not known. Open ended questions can be used
to learn what words and phrases people spontaneously give to the free response
questions. Respondents are free to answer with whatever is uppermost in their thinking.
As the responses have the flavor of the conversational language that people use in
talking about products or jobs, responses to these questions may be a source for
effective communication. Open ended questions are valuable at the beginning of the
interview. They are good first questions because they allow respondents to warm up to
the questioning process. The cost of open-ended questions is much higher than that of
closed ended ones, because the job of coding, editing and analyzing the data is quite
extensive. As each respondents answer is somewhat unique, there is some difficulty in
categorizing and summarizing the answers. The process requires an editor to go over a
sample of questions to classify the responses into some sort of scheme; then all the
answers are reviewed and coded according to the classification scheme.
In a fixed alternative or closed ended question the respondent is given specific limited
alternative responses and asked to choose the one closest to his or her own viewpoint.
The art of asking questions
Avoid complexity- words used in questionnaires should be readily understandable to all
respondents.
a) Avoid ambiguity- items on questionnaires are often ambiguous because they are
too general. Words such as often, occasionally, usually, frequently, good, fair and
poor have different meaning for different people.
b) Avoid double barreled items- a question covering several issues at once is
referred to as double-barreled and should always be avoided.
c) Avoid making assumptions- another mistake that question writers sometimes
make is assuming that the respondent has previously thought about an issue.

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What is the best layout?
It is important to have a good layout in questionnaires. It is a good practice to divide the
questionnaire into several parts, each part dealing with a specific set of questions.
Research has shown that the questions at the top of the page receive more attention
than those placed at the bottom. Divide a questionnaire into several parts. The
questions in each part should be numbered, particularly when branching questions are
used.
LIMITATIONS OF THE STUDY
a) First and fore most limitation was time, which was very short for carrying research
work
b) As the population which is larger as compared to the sample size so it may not being
results.
c) Due to the busy not able to give sufficient time.
d) Bias attitude was also a problem.

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 INTERPRETATION OF DATA

Q1. Knowledge and skills imparted during training is useful for performing present and
future assignments

Analysis
38% of executives strongly agree
st.agree whereas 58% of the executives only
agree agree that knowledge & skills imparted
undecided during training is useful for performing
present & future assignments. 3%
disagree
neither agree nor disagree with this
st.disagree while 1% strongly disagrees to this.

Q2.Training given to executives in FIRST FLIGHT helps them in doing their jobs in better
ways and in their career development
Analysis
65% of the executives agree & 38%
strongly agree that training given to
them in their jobs & in career
development. 8% are undecided &
1% strongly disagree.

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Q3.In FIRST FLIGHT, training needs of executives are identified and assessed
regularly.
Analysis
40% agree & 18% strongly
agree. 22% are undecided
that in FIRST FLIGHT training
needs of executives are
identified & assessed regularly.
12% disagree & 9% strongly
disagree.

Q4.Training programs are evaluated and improved upon every year by

Academy.
Analysis
25% strongly agree & 45% agree
that training programs are evaluated
and improved upon every year by
academy while 8% thinks otherwise.
22% are undecided.

57
Q5. Do you agree that the present training system in FIRST FLIGHT is better
than the training systems of other organizations?
Analysis
20% agree & 33% disagree while 34%
are undecided that present training
system in FIRST FLIGHT is better than
the training systems of other
organizations. 11% of the executives
are disagree. They think that other
organizations are providing better
training & FIRST FLIGHT’s needs
improvement.

Q6. Robust & Transparent performance management system brings out the
best of employees, which is useful for the organizations to decide career
growth of each employee.
Analysis.
31% strongly agree, 47% agree,
whereas 12% of the executives are
undecided. 4% disagree and 6%
strongly disagree that Robust &
transparent performance
management system brings out the
best of employees, which is useful
for the organizations.

58
Q7.There is a well designed performance appraisal system for executives in
FIRST FLIGHT.

Analysis
26% strongly agree, 54% agree
that there is a well designed
performance appraisal system for
executives in FIRST FLIGHT. 7% are
undecided whereas 7% strongly
disagree and 6% disagree to it.

Q8. Do you agree that FIRST FLIGHT’S appraisal system need improvement for
development of employees?
Analysis
50% agree and 39% strongly agree
that FIRST FLIGHT’s appraisal
system needs improvement,
whereas 1% strongly disagrees and
2% disagree. While 8% are
undecided.

59
Q9. Do you agree that there is a need for further up gradation of performance
appraisal format which addresses the development needs of the employees?
Analysis
35% strongly agree and 50% agrees.
9% are undecided whereas 6%
Disagreed that there is any further
need of up gradation.

Q10. The promotion policy in FIRST FLIGHT is fair and clear to everybody
Analysis
19% strongly agrees and 52% agrees
that promotion policy in FIRST
FLIGHT is fair and clear while 3%
strongly disagree and 10%disagree,
they say that the promotion policy is
not fair. 17% are undecided.

60
Q11. Does the individual’s career expectations are meeting with the time bound
promotion policy up to E4 level.

Analysis
58% agrees and 22% strongly
agree that the individual’s career
expectation are meeting with the time
bound promotion policy up to E4
level.7% are undecided whereas 5%
strongly disagrees and 9% disagrees.

Q12.The job profile offered in corporate level positions is challenging & satisfying.

Analysis
61% agree, 14% strongly
agrees that the job profile
offered in corporate level
positions is challenging and
satisfying.12% thinks
otherwise and 14%
undecided.

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Q13. Salaries, allowances and perquisites of executives in FIRST FLIGHT are attractive
considering their job responsibility.
Analysis
44% strongly agree, 465 agrees that
Salaries, allowances and perquisites
of executives in FIRST FLIGHT are
attractive considering their job
responsibility. 5% undecided, 5%
disagrees.

Q14. FIRST FLIGHT provides adequate welfare facilities to its executives and their
families.

Analysis
59% strongly agrees, 38% agrees
while only 3% are undecided that
FIRST FLIGHT provided adequate
welfare facilities to its executives and
their families. None disagrees with
this.

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Q15.Career development opportunities in FIRST FLIGHT motivate employees to give
their best at work at all levels.
Analysis
25%strongly agree,54%agree that
career development opportunities in
FIRST FLIGHT motivate employees to
give their best at work at all
levels.15% were undecided while 7%
are against this statement.

Q16. Individual incentive bonuses provided in FIRST FLIGHT would improve the
performance of employees.
Analysis
43%strongly agree,42% agree while
8% are undecided and 7% disagree
that individual incentive bonuses
provided in FIRST FLIGHT would
improve the performance of
employees.

63
Q17.Job rotation process increases the knowledge of employees and helps
them in their career development.
Analysis
39% strongly agree, 51% agree ,6%
undecided while 1% are strongly
disagree that job rotation process
increases the knowledge of
employee and helps them in their
career development.

Q18. FIRST FLIGHT’s Job rotation policy & its implementation fulfill the purpose
of job rotation by grooming executives in multiple areas.

Analysis
21% strongly agree, 51% agrees,
thatFIRST FLIGHT’s Job rotation
policy & its implementation fulfill
the purpose of job rotation
while,10% are un decided and 13%
disagree.

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Q19. Do you agree that Job rotation should be on time bound basis and
Transfers should be on need basis.
Analysis
52% strongly agree,42% of the
executives are agree that the job
rotation should be on time bound
bases while 2% are undecided and
3% disagree.

Q20.Do you agree that promotion on transfer for senior levels acts as a
motivator?
Analysis
25% of the executives are strongly
agree, 53% agree, while 16% are
undecided that the promotion on
transfer for senior levels acts as
motivator, while 2% strongly
disagree and 5% disagree.

65
EFFICACY OF VARIOUS CAREER DEVELOPMENT PROCESSES IN
FIRST FLIGHT

The above graph shows the efficacy of various career development processes in FIRST
FLIGHT. It shows that out of 102 respondents 93 strongly agree that training given to
executives in FIRST FLIGHT helps them in doing their jobs in better ways and in their
career development.
82 strongly agree that there is a well designed performance appraisal system for
executives in FIRST FLIGHT.
81 strongly agree that individual’s career expectations are meeting with the time bound
promotion policy.
92 strongly agree that salaries, allowances & perquisites of executives in FIRST FLIGHT
are attractive considering their job responsibilities.
73 strongly agree that FIRST FLIGHT’s job rotation policy and its implementation fulfill
the purpose of job rotation by grooming executives in multiple areas.
Therefore, it is concluded that the organization is lacking in the area of job rotation and
transfer, whereas, it is strong in training areas.

66
RECOMMENDATIONS

67
RECOMMENDATIONS
On the basis of the responses given by the employees of FIRST FLIGHT through
questionnaires, I have reached to some conclusions. So taking them into consideration I
have forwarded some suggestions which may be considered while designing the career
development programs in FIRST FLIGHT.

a) The main aim of career development is to develop the potential of the human
capital present in the organization so that the organizational and individual
objectives can be easily achieved.

b) Training of new technologies should be provided to employees to improve the

career development process.

c) Encourage staff at all levels to pursue career enhancing qualification.

d) Identifying grey areas, monitoring them for continuous improvement, insures

growth and development.

e) The shortcomings or the faults of the employees should be communicated to

them in such a way that they feel as if the organization cares for their
development and is always ready to support them.

f) Right kind of training should be provided to the executives to develop their

career.

g) Arrange tester days for executives wanting to try out a new career or work in a
different area.

h) Career development should be laid down as per R&P policy, especially time
aspect.

i) FIRST FLIGHT has to renew its transfer policy.

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CONCLUSION

69
 CONCLUSION

Career development is the key responsibility of the organization. Organization

undertakes various initiatives for career development like training and development,
performance appraisal, salary/incentives, motivation & job rotation & transfer policy.
The organization tries to develop executives through various programs and initiatives.
Survey shows that in FIRST FLIGHT at present various career development programs are
running some of them are training, performance appraisal, motivation, job rotation and
transfer policy.
Training is the best process so far that is helping executives in handling their job
effectively and career development. Motivation is the second best initiative taken by
FIRST FLIGHT.
Through analysis it is also clear that most of the executives agree that there is a need to
upgrade the performance appraisal system of FIRST FLIGHT.
The present promotion policy of the organization is so far clear and fair. It is also helping
in meeting the individuals’ career expectations with the time bound promotion policy. It
is also clear from the survey that the career development opportunities in FIRST FLIGHT
motivates the employees to give their best at work at all levels.
Job rotation and transfer policy of FIRST FLIGHT needs improvement. It is the weakest of
all the initiatives.

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QUESTIONNAIRE

71
QUESTIONNAIRE

This questionnaire is a part of MBA Summer Training on ‘‘Executive Career Development

Program in FIRST FLIGHT”. Your responses will be used for academic purposes, therefore
an earnest request to spend a few of minutes of your precious time to fill the
questionnaire.
LEVEL:______________ LOCATIONS COVERED
DISCIPLINE :______________ :_______________
EXPERIENCE IN YRS AT FIRST
FLIGHT:______________ JOB ROTATIONS UNDERGONE
:__________
TRAINING
STATEMENT Strongly Agree Undecided Strongly Disagree
Agree Disagree
1 2 3 4 5

1. Knowledge and skills imparted during training is

useful for performing present and future 1 2 3 4 5
assignments.
2. Training given to executives in FIRST FLIGHT
helps them in doing their jobs in better ways and in 1 2 3 4 5
their career development.
3. In FIRST FLIGHT, training needs of executives are
identified and assessed regularly. 1 2 3 4 5

4. Training programs are evaluated and improved

upon every year by Academy. 1 2 3 4 5

5. Do you agree that the present training system in

FIRST FLIGHT is better than the training systems 1 2 3 4 5
of other organizations.

PERFORMANCE APPRAISAL
6. Robust & Transparent performance management system
brings out the best of employees, which is useful for the 1 2 3 4 5
organizations to decide career growth of each employee.
7. There is a well designed performance appraisal system
for executives in FIRST FLIGHT. 1 2 3 4 5

8. Do you agree that FIRST FLIGHT’S appraisal system

need improvement for development of employees. 1 2 3 4 5

9. Do you agree that there is a need for further up gradation

of performance appraisal format which addresses the 1 2 3 4 5
development needs of the employees.

PROMOTION
10. The promotion policy in FIRST FLIGHT is fair and clear
to everybody. 1 2 3 4 5

72
 11. Does the individual’s career expectations are meeting
with the time bound promotion policy up to E4 level.
1 2 3 4 5
12. The job profile offered in corporate level positions is 1 2 3 4 5
challenging & satisfying.

SALARY/INCENTIVES/MOTIVATION
13. Salaries, allowances and perquisites of executives in
FIRST FLIGHT are attractive considering their job
responsibility. 1 2 3 4 5
14. FIRST FLIGHT provides adequate welfare facilities to its
executives and their families. 1 2 3 4 5

15. Career development opportunities in FIRST FLIGHT

motivate employees to give their best at work at all 1 2 3 4 5
levels.
16. Individual incentive bonuses provided in FIRST FLIGHT
would improve the performance of employees. 1 2 3 4 5

JOB ROTATION & TRANSFER

17. Job rotation process increases the knowledge of
employees and helps them in their career development.
1 2 3 4 5
18. FIRST FLIGHT’s Job rotation policy & its
implementation fulfill the purpose of job rotation by
grooming executives in multiple areas. 1 2 3 4 5

19. Do you agree that Job rotation should be on

time bound basis and Transfers should be on 1 2 3 4
need basis. 5
20. Do you agree that promotion on transfer for
senior levels acts as a motivator? 1 2 3 4
5
21. Your suggestions to improve the Career Development Process in FIRST FLIGHT.

73
BIBLIOGRAPHY

For the Project Report Welfare Policies of FIRST FLIGHT, I have consulted
the following books and website:
a) HR manual
b) Website:- www.firstflight.net
c) C.R Kothari research methodology, wishwaprakashan
d) Human resource management by VSP Rao.
e) Human resource management by Ashwathapa.
f) Organization behavior by Stephen P Robbins.

74
 REPORT FORMAT

1. TITLE PAGE.

2. ACKNOWLEDGEMENT.

3. INTERNAL GUIDE CERTIFICATE.

4. COMPANY TRAINING CERTIFICATE.( Scanned /photocopy)

5. EXECUTIVE SUMMARY.

6. LIST OF CONTENTS.(mentioning page numbers)

7. LIST OF TABLES AND FIGURES. (mentioning page numbers)

8. OBJECTIVE OF THE STUDY.

9. INTRODUCTION.

10.METHODOLOGY.

11.FINDINGS.

12.ANALYSIS OF FINDINGS.

13.CONCLUSION.

14. RECOMMENDATIONS.

15.BIBLIOGRAPHY OR REFERENCES.

16.ANNEXURES.( Eg. Questionnaire , Addresses of contacted persons,

Company literature , Product literature etc. )

17.Soft Copy of Project in CD format.

75