S T R AT E G I C

H U M A N
R E S O U R C E
M A N A G E M E N
T

APPLIED ON INDIAN
OIL

PREPARED BY:
AYUSHI A.- 2K19/UMBA/10
DEEPSHIKHA S. – 2K19/UMBA/11
VIDHI S. – 2K19/UMBA/25
WHAT IS SHRM ?
 Associated with goal
setting

NATURE Long term focus

OF Fosters corporate
SHRM excellence skills

Interrelated with
business strategies
OBJECTIVES OF SHRM
Set goals Set strategies for
future challenges
Utilize human
resources Formulate HR
policies
Set the evaluation
standard Review the
existing HRM
Identify practices
relationships

Compensation Develop guidelines

plan
 CHALLENGES
OF SHRM

Quality and
Structure Team-working Performance
customer care
 At Indian Oil Corp, workforce is a perfect
blend of youth and experience
Indian Oil Corp. has laid out an eight-fold leadership competency
framework, specifying the kind of competencies that it values and seeks in
its leaders. State-owned refiner Indian Oil Corp. Ltd (IOC), which operates
11 of India’s 23 refineries, is among the largest employers in the country
with over 33,000 employees and serves consumers across the country with
an elaborate ecosystem of dealers, distributors and transporters, making
people at the core of its assets.
That makes ensuring their safety at refineries, upgrade of skill, motivation
and rewarding a core function for the country’s largest refiner. The
complexity of operations, including supply of fuel at remote areas and
during natural calamities, operation of a complex network of road and
pipeline transportation infrastructure, massive capacity expansion projects
and diversification into new businesses in allied sectors which have a public
policy dimension such as revamping sick fertilizer companies make
management of workforce a key task for the oil giant. Deployment of
workforce at optimum efficiency becomes a key guiding principle in the
refinery business which thrives on very low margins and massive volumes.
Chairman Sanjiv Singh, who took over the leadership of the company on 1
June 2017, highlighted the importance of having a positive work
environment in his first message to shareholders, saying it was key to make
IOC future-ready at a time energy sector’s future is facing disruptive trends.
“With a workforce encompassing varied age groups and expertise, IOC
represents a perfect blend of youth and experience.
This creates an environment highly conducive to innovative ideas,
technologies, high-quality products and services, and safe and efficient
operations while enhancing stakeholder value on a sustained basis,"
said Singh.
The company has laid out an eight-fold leadership competency
framework, specifying the kind of competencies that the organization
values and which it seeks in its leaders and budding leaders. To groom
leaders, IOC introduced the project “Saksham" in 2015 with the help of
leading business schools in the country. The programmed is constantly
being revised to expand its scope. According to a company official, who
asked not to be named, IOC believes in developing leaders from within.
The idea is to offer a rewarding career to those joining the company,
not merely employment.
IOC is taking the lead in India’s shift to a more environment friendly mix
of fuels while ensuring energy security through affordable conventional
fuels. In a recent interview, Singh said that IOC was making a strategic
shift to a less carbon-intensive future by getting into clean energy and
related infrastructure, while keeping refinery expansion plans flexible
for course correction.
Most of the townships located at its refinery locations are self-sufficient
with all amenities including medical facilities, schools and recreation
centers as per information given by the company in its annual report for
2016-17. IOC seeks to ensure that takes meticulous care in taking
affirmative action in empowering those with disabilities
IndianOil
Indian Oil Corporation Limited (IOCL), d/b/a IndianOil is an Indian public sector oil
and public-service corporation headquartered in national capital. It's the biggest
commercial company within the country, with a earnings of ₹19,106 crore for the
financial the year 2016–17. it's ranked 1st in Fortune India 500 list for year 2016
and 117th in Fortune Global 500 list of world's largest companies within the year 2019. As of 31
March 2017 IndianOil's employee strength is 33,135, out of which 16,545 are within the officer
cadre. it's India's largest downstream company, with a workforce of over 33,000 employees, a
turnover of ₹5,06,428 crore and a income of ₹21,346 crore in 2017–18.

Obligation Towards employees:- To develop their capabilities and facilitate

their advancement through appropriate training and career planning. To have
fair dealings with recognised representatives of employees in pursuance of
healthy industrial relations practices and sound personnel policies.
 Care Innovation

VALU
E

Passion Trust
 EMPLOYEE
VALUE
PREPOSITION

STRATEGIC
TRAINNING WORKFORCE
PLANNING

STRATEG
IC HRM

PERFORMAN
RECRUITEME
CE
NT AND
MANAGEMEN
SELECTION
T
Applicability of Nature and Objectives of
SHRM at INDIAN OIL
• Goal Oriented
• Goal Oriented
• Long Term Focus
• Long Term Focus
• Fosters corporate excellence skills
• Fosters corporate excellence skills
Nature • Interrelated with Business Strategies
Nature • Interrelated with Business Strategies

• Leadership – a driving force to realize goals; Workforce Encompassing Varied Age Groups
• Leadership – a driving force to realize goals; Workforce Encompassing Varied Age Groups
• Job Rotations, Inter-location Assignments, Training and Mentoring Programs
• Job Rotations, Inter-location Assignments, Training and Mentoring Programs
• EWS, ED & Training Institutes, Safety & Occupational Health
Points of • EWS, ED & Training Institutes, Safety & Occupational Health
Points of • Recruitment, Staffing, Training and Development
Justification • Recruitment, Staffing, Training and Development
Justification
 CONTD…
• Utilize Human Resources
• Utilize Human Resources
• Set Evaluation Standards
Objectives
Objectives • • Set Evaluation Standards
Review the Existing HRM Practices
• Review the Existing HRM Practices
• Develop Guidelines
• Develop Guidelines

• Job Rotation, Inter Location assignment

Points
Pointsofof • • Job Rotation, Inter Location assignment
EPMS
• EPMS
Justification From “plugging competency deficiency” to “perfect blend of
•
Justification From “plugging competency deficiency” to “perfect blend of
•workforce”
workforce”
• Norms set for discharge of functions
• Norms set for discharge of functions

Competency Development at Indian Oil; First Published July 1, 2005;

Competency Development at Indian Oil; First Published July 1, 2005;
https://doi.org/10.1177%2F097226290500900308
 PHILOSIPHSY-to
PHILOSIPHSY-to
offer a rewarding
careeroffer a rewarding
to those joining
career to those
the company, not joining
theemployment.
merely company, not
merely employment.

PROCESSES- POLICY-
PROCESSES-
Recruitment, POLICY-
an eight-fold
Recruitment,
Selection, staffing, an eight-fold
leadership
Selection,
training,staffing, 5P leadership
competency
training,
performance 5P competency
framework,
performance
management , etc. MODEL framework,
management , etc. MODEL
-
-
INDIAN
INDIAN
OIL
OIL

PRACTICES-
PRACTICES-
Welfare schemes, PROGRAMS-
Welfare
Open houseschemes, PROGRAMS-
Training- Saksham,
Open
sessions, house
Security, Training-
EP, EPMS,Saksham,
etc.
sessions, Security,
training, etc. EP, EPMS, etc.
training, etc.
 CONVERTING CHALLENGES INTO STRENGHTS
Techniques
Techniques
Skill Up
gradation

Complex
Performance Complex
Performance Structure Equal
Structure Employment
Opportunities

Balancing
Workforce
Optimum Diversity
Optimum
Team Work Utilization of
Team Work Utilization of
Workforce Strategic
Workforce Staffing
CHALLENGES
CHALLENGES

Team Building
Sessions
 CREDITS
• Radhika Ma’am’s PPTs and Study material
• Indian oil Corporation Limited ; www.iocl.com
• Live Mint; www.livemint.com
• Competency Development at Indian Oil; First
Published - July 1, 2005;
https://doi.org/10.1177%2F097226290500900308