Final Report 2012 Training and Development

7/31/2019 Final Report 2012 Training and Development

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Training and Development In

Oil and Natural Gas Corporation Limited

A PROJECT REPORT

Submitted in the fulfilment of the Requirement of the Award of the Degree of

Master of Business Administration

(YEAR 2011-2012)

Supervised by: Submitted by:Mr. S. S. Negi Priya SrivastavaManager-HR MBA 2 nd SEM

BANASTHALI VIDYAPITH, WISDOMJAIPUR CAMPUS (RAJASTHAN) 302001


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DECLARATION

I PRIYA SRIVASTAVA hereby declare that the project work entitledTRAINING AND DEVELOPMENT is authenticated work carried by meat OIL AND NATURAL GAS CORPORATION under guidance of Mr S.S. Negi for the award of the degree of Master of Business Administration &this work is submitted to BANASTHALI UNIVERSITY (RAJASTHAN)

Priya Srivastava

(MBA 2 nd SEM)


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TABLE OF CONTENTS

S No. Topic Page no.1. Preface 52. Introduction 7-123. Research Methodology 13-144. Company profile 15-175. History 18-206. Objective of T&D 227. Determination of training needs 23-248. Training techniques 259. Training system of ONGC 27-36

10. Types of Training at ONGC 37-4111. Training Strategies 42-4312. Evaluation of Training 44-4513. Data Analysis 46-6714. Findings 6815. Recommendations 69-7016. Learning from the Project 7117. Bibliography 72

18. Annexure 73


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PREFACE

Human resource development is the basis of success of any organisation.HRD helps to enhance employee s effectiveness and help to achieveorganisational goals. Now with the emergence of NEW ECONOMY, theincreasing role of knowledge in industry is becoming obvious. In theemerging knowledge age, incessant learning by employees through effectiveTRAINING AND DEVELOPMENT is going to be a key to survival andgrowth for organisations. In unfolding economic scenario it is increasinglybeing realised that employees are more precious assets of the company. Anyamount spent on the training and development is basically an investment,which can enhance the value of asset. Leadership, Training, Management,Development and problems of analysing grass root, lay workers for meeting

the challenges of change and innovation.

The aim of training and Development in ONGC is to equip theexecutives with the latest development in the specialized field of Oil and Gassector and also to keep them updated with the latest development in their ownsector.

ONGC Academy, the nodal training agency provides trainings onfunctional areas of Engineering, Exploration, Finance and Production,Management development and also offers International Accreditationprogrammes in key areas.

This project studies the Training and Development activities forExecutives carried out in ONGC. This project includes a Questionnaire,which was administered to evaluate the basic satisfaction level of level of employees from their training and development programme.


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ONGC Centres in India


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INTRODUCTION

Purpose:

The basic purpose of this 4 weeks training was to get the glimpse of thereal world scenario that how various functions of HRM takes place in anorganisation and how HRM is helpful for an organisation to fulfil its missionand vision. We were being taught various lessons on recruitment, selection,appraisal, training, etc. The purpose of this theoretical knowledge was tomake us acquaint with the organisation s working trend.

Human Resource Management undertakes the following activities andhow this theory was applicable in ONGC that is been explained in short:

1. Human resource or manpower planning.It is a process that identifies current and future human resources needsfor an organization to achieve it goals. Human resources planning shouldserve as a link between human resources management and the overallstrategic plan of an organization. Aging worker populations in most westerncountries and growing demands for qualified workers in developingeconomies have underscored the importance of effective Human ResourcesPlanning .

2. Recruitment and selectionRecruitment is a process of locating and encouraging potential

applicants to apply for existing opening or anticipated job opening. It servestwo purposes:

a. Attracting a large number of qualified applicant who are ready totake u p the job if it s offered

b. Offering enough information for unqualified person to self- selectthemselves out.

here it can be explained in the case of ongc when there is a job opening inONGC the company gives notification through advertisement by this only

graduate trainees (GT) are hired, through employment exchange all the othervacancies are informed from lower grade to higher grade and throughdepartment of Recruitment and Promotion Section a circular of any vacancyavailable is being passed within the organisation and no information is givenoutside the organisation about the vacancy,.


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Selection is a process of picking individual who have relevantqualification to fill jobs in an organisation. The basic purpose is to choose theindividual who can most successfully perform the job from the pool of qualified candidate.Same happens at ongc there is a step by step approach to the selection process

a. Scrutiny of Applicationb. Written testc. Interviewd. Appointment letter and Medical teste. Police verification and they submit the reportf. Reporting of the appointee in the appointed department

At ONGC selection of GTs are sometimes done by Campus Selectionas well.

3. Training and development of employees.Training is the acquisition of knowledge, skills, and competencies as a

result of the teaching of vocational or practical skills and knowledge thatrelate to specific useful competencies. Training has specific goals of improving one's capability, capacity, and performance.

At ONGC Training is imparted to the GTs the duration of that trainingis of 1 year these are the Class I officers that are joining as fresher in theorganization.

Development is any attempt to improve current or future employee performance by increasing an employee s ability to perform through learning,usually by changing the employee s attitude or increasing his or her skills andknowledge

At ONGC skills of an individual is enhanced by means of Training andDevelopment that is further discussed in the report. It is done by knowledgeenhancement is done by means of practical exposure to work and by means of subject related work.

4. Appraisal of performance of employees.

The process by which a manager or consultant examines and evaluatesan employee's work behaviour by comparing it with present standards,documents the results of the comparison, and uses the results to providefeedback to the employee to show where improvements are needed and why.Performance appraisals are employed to determine who needs whattraining, and who will be promoted, demoted, retained, or fired.
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At ONGC every year a PAR (Performance Appraisal Report) is prepared. Inthis the employees fill a form online on a site namely Web-ice, it is a site thatworks only inside the campus it works through intranet. After the PAR issubmitted it is send to the immediate senior i.e. the controlling officer. Hethen award marks according to the PAR further the marks are send to theaccepting authority , it is in the accepting officer hand whether to accept thereport or decline it and on the basis of the report the performance appraisal isawarded.

5. Taking corrective steps such as transfer from one job to another.At ONGC there are no transfers for the person working as a staff but in

the case of Officer s level i.e. E0 for the period of 12years there is no transferbut after this duration the officer can be transferred to any region. These are

ERBC, NRBC, CRBC & SRBC.

6. Remuneration of employees.Reward for employment in the form of pay, salary, or wage, including

allowances, benefits (such as company car, medical plan, pension plan) ,bonuses, cash incentives, and monetary value of the non-cash incentives.

At ONGC easy car loan, student loan and company provides travelallowances, benefits like government homes etc.

7. Social security and welfare of employees.For this area ONGC provides Composite Social Security Scheme

(CSSS), in this a nominal amount is deducted from the employees ba sic payevery month and if an employee dies within the service period that amount isgiven to the family members that sometimes amounts up to 20lcs apart fromthis gratuity, PF + interest and 300days of leave encashment is also given tothe dependents of the employee.

8. Collective bargaining, contract negotiation and grievance handling.Collective bargaining involves discussions and negotiations between

two groups as to the terms and conditions of employment. It is calledcollective because both the employer and the employee act as a group ratherthan as individuals. It is known as bargaining because the method of reaching an agreement involves proposals and counter proposals, offers andcounter offers and other negotiations.

At ONGC collective bargaining happens at the time of revision of pay,if the union is not satisfied with the revision then they can bargain with the
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management and the higher officials are not satisfies with their revised paythey can do the bargaining with the Government of India by means of anassociation that is formed by the high officials of different Oil Sectors (likeIOL, HPCL and IOC).

A grievance is any discontent or feeling of unfairness and in theworkplace, it should be pertaining to work. A grievance is more deep-seatedthan a complaint. Complaints are expressions of grievances, but a grievance isdeep-rooted such that the employee takes appropriate remedial action to seek satisfaction.

At ONGC the grievance arises generally because of the unfair transferor any need that have arisen and it is mentioned anywhere in the policies of ONGC.

9. Developing and maintaining motivation for workers by providing

incentives.To retain good staff and to encourage them to give of their best while at

work requires attention to the financial and psychological and evenphysiological rewards offered by the organization as a continuous exercise .

At ONGC employees motivation factors are good medical facilities,yearly PRP (Profit Related Payment), Awards and Rewards, CMD award, etc.

10. Reviewing and auditing man power management in the organizationAt ONGC every year a request is sent for the man power and then the

higher authorities does the auditing on the request that how many people arecurrently working and then the reviewing team checks the report of theauditing team and then further appointment are done.

11. Potential Appraisal & Feedback Counseling.It is a process of determining employees strength and weaknesses with

a view to use this as a predictor of his futureAt ONGC there are no such criteria of feedback counseling but the

PAR marks that an employee gets is shown to the employee but at no point

the employee can complaint about the marks he scored.

12. Role Analysis for job occupants.Role analysis is a structured exercise to provide an overall picture of

what the role is supposed to achieve, the rationale for its existence in theorganization, its interlink age, and the attributes of an effective role occupant .


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At ONGC time to time reshuffling is done and according to skills jobsare assigned to the employee.

13. Job Rotation.Job rotation is a management technique that assigns trainees to various

jobs and departments over a period of a few years. Surveys show that anincreasing number of companies are using job rotation to train employees.

14. Quality Circle, Organization development and Quality of Working Life . Any conscious effort for improving working condition, work content,,

and its safety and security, wages and benefits, etc. In other words, all theoriginal inputs which aim at improving the employees satisfaction andenhancing organizational effectiveness.

At GEOPIC now the documentation work is majorly done on thecomputer and the specifies website cannot be opened outside the campus thusthe QWL is high at ONGC


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Research Methodology Used:

Research methodology is a scientific and systematic way to solveresearch problem. A researcher has to design his methodology, i.e. in addition

to the knowledge of methods/ techniques; he has to apply the methodology aswell. The methodology deals with the research method and takes intoconsideration the logic behind the methods, we use.

Following steps have been carried out for the project undertaken:-

Step 1-Get acquainted with the organization to understand its setup inorder to be able to appreciate its functioning.

Step 2-Studied the annual report of the company, filled variousQuestionnaire and the relevant data was sorted out from the maize of information therein.

Step 3-Classify the relevant data and carried out the requiredcalculation.

Step 4-The results were analyzed and conclusions were drawn.

Area of Study:Employees training and development that takes place at ONGC.

Questionnaire Design:Questionnaire was designed as to find out the level of satisfaction that

an employee have with the training imparted time to time.

Scale Used:Five point scale used.

Sample size:Number of correspondent to whom questionnaire was distributed = 50.


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Data collection method: There are two types of sources of data collection i.e.1. Primary Sources2. Secondary Sources

Primary Sources:

Discussions with the management briefings with the concernedsupervisors and officers.Questionnaires were distributed so as to get the primary data

Secondary Sources:

Secondary data are information, which have already been collected by

others. In order to carry out this project successful I have also relied onthe secondary data already available in following ways:

Through Annual Report of ONGC 2010-11. Through records of the company for getting the history of the

company. Through website of ONGC i.e. www.ongcindia.com.


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Company ProfileOIL AND NATURAL GAS CORPORATION

ONGC was formed in 1956 with the vision of great leaders to make ourcountry energy-sufficient. Since then, the company has taken every step tofulfil this promise. Over the years, the company has discovered 6 of the 7producing basins in India and added 6.4 billion tonnes of Oil and Gasreserves. Today, according to Platts Top 250 Global Energy Ranking, ONGCis the no. 1 E&P company in the world. The company is ready to touch newhorizons of growth by resolutely focusing on its Oil & Gas productioncapabilities. ONGC aims to explore newer avenues for a greener planet, excelin its exploratory endeavours and evolve into a complete energy solutionprovider.

ONGC group of companies comprises of Oil and Natural GasCorporation ltd (ONGC- The Parent Company), ONGC Videsh Ltd (OVL awholly owned subsidiary of ONGC), ONGC Nile Ganga BV (ONGC BV awholly owned subsidiary of OVL) and Manglore Refinery andPetrochemicals Limited (MRPL a subsidiary of ONGC)

ONGC Videsh Limited (OVL) is the international arm of ONGC. Itwas rechristened on 15 June 1989. It currently has 14 oil and projects across15 countries. Its oil and gas production reached 8.87 MMT of O+oEG in2010, up from 0.252 MMT of O+OEG in 2002/03.

PRODUCTS OF ONGC are:

Crude OilGasLPG (Liquefied Petroleum Gas)Natural Gas

Natural Gas LiquidAromatic NaphthaSuperior Kerosene OilC2-C3 (Ethane-Propane)


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Human Resource

ONGC has vast pool of skilled and talented professionals the mostvaluable asset for the company. 33,229 ONGCians (as on 31st March, 2011)

dedicate themselves for the excellent performance of your company duringthe year. ONGC continues to extend several welfare benefits to the employeesand their families by way of comprehensive medical care, education, housingand social security.

Global Ranking

ONGC is now a Fortune 500 Company (with 413th rank) and isthe only and the first ever Indian Company to figure in the

Fortune s list of World s Most Admired Companies in the year 2007. Ranked as the number two E&P Company in world ( Platt sranking of top 250 Energy Companies 2011), ONGC remainsIndia s Most Valuable PSU in terms of net profit and net -worth.ONGC has been ranked at 172nd position in the Forbes Global2000 list for the year 2011 of the world s biggest companiesreleased on 21st April 2010. The ranking is based on Sales (US$22.6 billion), Profits (US$ 4.3 billion), Assets (US$ 44.6 billion)and Market Capitalization (US$ 53.2 billion). 57 IndianCompanies find placed in the list among which ONGC has beenranked at No.3.ONGC has been ranked 24th among the Global publicly-listedEnergy companies as per PFC Energy 50 (2011) Financial Express in its latest listing of top 500 Companies of India for the year 2010-11 has placed ONGC, second oncomposite overall ranking amongst all companies in India.ONGC also maintains its position as most valuable PSU of theCountry.Business World, in its latest survey on Most Respected

Companies 2011 (published on 14th February, 2011) rankedONGC fourth amongst all the companies in both private andpublic sector in India. ONGC has emerged as not only the sectorleader (oil & gas sector) but also the most respected companyamongst all the PSUs.Transparency International in a recently released reportPromoting Revenue Transparency: 20 11 Report on Oil & Gas


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Companies has ranked ONGC at top on parameters for organisational disclosure. ONGC ranked at 26th on reporting onanti-corruption programmes and at 16th place on Country-leveldisclosure International Operations.ONGC has been ranked 361st position as per Fortune Global 500- 2011 list, based on revenues, profits, assets and shareholder sequity.

Strategic Vision 2001- 2020

To focus on core business of E&P, ONGC has set strategic objectives of:

Doubling reserves (i.e. accreting 6 billiontonnes of O+OEG). Improving average recovery from 28 per centto 40 per cent. Tie-up 20 MMTPA of equity Hydrocarbonfrom abroad by 2018. Accrete 1 Billion tonnes of resources fromunconventional sources of energy.

The focus of management will be to monetise the assets as well as to assets

the money.


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HISTORY

Foundation

During the pre-independence period, the Assam Oil Company in thenorth-eastern and Attock Oil company in north-western part of the undividedIndia were the only oil companies producing oil in the country, with minimalexploration input. The major part of Indian sedimentary basins was deemed tobe unfit for development of oil and gas resources.

After independence, the national Government realized theimportance oil and gas for rapid industrial development and its strategic rolein defence. Consequently, while framing the Industrial Policy Statement of

1948, the development of petroleum industry in the country was considered tobe of utmost necessity.

Until 1955, private oil companies mainly carried out exploration of hydrocarbon resources of India. In Assam, the Assam Oil Company wasproducing oil at Digboi (discovered in 1889) and the Oil India Ltd. (a 50%

joint venture between Government of India and Burmah Oil Company) wasengaged in developing two newly discovered large fields Naharkatiya andMoran in Assam. In West Bengal, the Indo-Stanvac Petroleum project (a jointventure between Government of India and Standard Vacuum Oil Company of USA) was engaged in exploration work. The vast sedimentary tract in otherparts of India and adjoining offshore remained largely unexplored.

In 1955, Government of India decided to develop the oil and naturalgas resources in the various regions of the country as part of the Public Sectordevelopment. With this objective, an Oil and Natural Gas Directorate was setup towards the end of 1955, as a subordinate office under the then Ministry of Natural Resources and Scientific Research. The department was constitutedwith a nucleus of geoscientists from the Geological survey of India.

A delegation under the leadership of Mr. K D Malviya, the thenMinister of Natural Resources, visited several European countries to study thestatus of oil industry in those countries and to facilitate the training of Indianprofessionals for exploring potential oil and gas reserves. Foreign expertsfrom USA, West Germany, Romania and erstwhile U.S.S.R visited India andhelped the government with their expertise. Finally, the visiting Soviet experts


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drew up a detailed plan for geological and geophysical surveys and drillingoperations to be carried out in the 2nd Five Year Plan (1956-57 to 1960-61).

In April 1956, the Government of India adopted the Industrial PolicyResolution, which placed mineral oil industry among the schedule 'A'industries, the future development of which was to be the sole and exclusiveresponsibility of the state.

Soon, after the formation of the Oil and Natural Gas Directorate, itbecame apparent that it would not be possible for the Directorate with itslimited financial and administrative powers as subordinate office of theGovernment, to function efficiently. So in August, 1956, the Directorate wasraised to the status of a commission with enhanced powers, although itcontinued to be under the government. In October 1959, the Commission was

converted into a statutory body by an act of the Indian Parliament, whichenhanced powers of the commission further. The main functions of the Oiland Natural Gas Commission subject to the provisions of the Act, were "toplan, promote, organize and implement programmes for development of Petroleum Resources and the production and sale of petroleum and petroleumproducts produced by it, and to perform such other functions as the CentralGovernment may, from time to time, assign to it ". The act further outlinedthe activities and steps to be taken by ONGC in fulfilling its mandate.


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1961-1990

Since its inception, ONGC has been instrumental in transforming thecountry's limited upstream sector into a large viable playing field, with its

activities spread throughout India and significantly in overseas territories. Inthe inland areas, ONGC not only found new resources in Assam but alsoestablished new oil province in Cambay basin (Gujarat), while adding newpetroliferous areas in the Assam-Arakan Fold Belt and East coast basins (bothinland and offshore).

ONGC went offshore in early 70's and discovered a giant oil field inthe form of Bombay High, now known as Mumbai High. This discovery,along with subsequent discoveries of huge oil and gas fields in Western

offshore changed the oil scenario of the country. Subsequently, over 5 billiontonnes of hydrocarbons, which were present in the country, were discovered.The most important contribution of ONGC, however, is its self-reliance anddevelopment of core competence in E&P activities at a globally competitivelevel.

Post 1990

In 2006 a commemorative coin set was issued to mark the 50th anniversary of the founding of ONGC, making it only the second Indian company (alongsideState Bank of India) to have such a coin issued in its honor.

In 2011, ONGC applied to purchase of 2000 acres of land at Dahanu toprocess offshore gas ONGC Videsh, along with Statoil ASA (Norway) andRepsol SA (Spain), has been engaged in deep-water drilling off the northerncoast of Cuba in 2012.


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TRAINING AND DEVELOPMENT


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Objectives of Training and Development

The objectives of Training and Development are as follows:

To impart to new entrants the basic knowledge and skill they need foran intelligent performance of definite tasks.To ensure that each employee is equipped with capabilities to performvarious tasks associated with his role.To assist employees to function more effectively in their presentpositions by exposing them to the latest concept, information andtechniques and developing skills they will need in their particularfields.

To help the employee develop as an individual so that the organizationcan recognize and use the maximum possible potential of itsemployees.To help the employees work as team members since no individual canaccomplish the goals of the organization single handedly. The "Training & Development " aims to maximize the performance of individuals and groups to meet your organizational goals.Most organizations recognize the importance and benefits of training &development for their employees, especially as a retention tool. Lately,training has also become an important tool to create a smarter,adaptable workforce and yield optimum results for the corporation.Training and Development is a means to an end, not the end itself. It isan ongoing process. In a world where technology, systems, methods,and approaches are changing at an accelerating pace, it is imperative foryour organization to keep abreast with these changes. A workforce thatis trained for change becomes an asset for the organization


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Determination of Training Needs:

Performers of today believe in employees as asset to be developed .Accordingly, need for training of this asset is to be determined on thefollowing grounds:

New candidates who join an organization are given training. Thistraining familiarizes them with the organizational mission, vision, rulesand regulations and the working conditions.The existing employees are trained to refresh and enhance theirknowledge.If any updating and amendments take place in technology, training isgiven to cope up with those changes. For instance, purchasing newequipment, changes in technique of production, computer implantment.

The employees are trained about use of new equipment and work methods.When promotion and career growth becomes important. Training isgiven so that employees are prepared to share the responsibilities of thehigher level job.

The benefits of training can be summed up as:

Improves morale of employees- Training helps the employee to get job security and job satisfaction. The more satisfied the employee isand the greater is his morale, the more he will contribute toorganizational success and the lesser will be employee absenteeism andturnover.Less supervision- A well trained employee will be well acquaintedwith the job and will need less of supervision. Thus, there will be lesswastage of time and efforts.Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The moretrained an employee is, the less are the chances of committing accidents

in job and the more proficient the employee becomes.Chances of promotion- Employees acquire skills and efficiency duringtraining. They become more eligible for promotion.Increased productivity- Training improves efficiency and productivityof employees. Well trained employees show both quantity and qualityperformance. There is less wastage of time, money and resources if employees are properly trained.


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TRAINING AT ONGC

INTRODUCTIONONGC ACADEMY THE TRAINING INSTITUTE

TRAINING PROCESSTYPES OF TRAINING CONDUCTED AT ONGC

TRAINING STRATEGIESEVALUATION PROCESS


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Training system in ONGC

ONGC is a highly capital and technology intensive organisation. It ison the cross roads of transformation from a fully protected administrativeprice mechanism, monopoly economy to a market driven liberalized andcompetitive economy. The petroleum sector has been opened to private andmultinational petroleum companies. ONGC has to compete with other privatesectors and maintain its leading position. This requires it to adopt veryprogressive and forward HRD policies to sustain and survive in the neweconomic scenario. Only the competent motivated people can make thingshappen in desired way and enable an organisation to achieve its goals. TheHRD is a continuous process and to ensure development the HRD philosophyof ONGC has been based on the following important points of the human

resource:Human Resource has boundless potential.An individual who ceases to learn grow.The organizational excellence is achievable through theexcellence of human resource.


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ONGC ACADEMY - THE TRAINING ACADEMY

ONGC Academy is the premiere nodal agency for developing HumanResource for ONGC. The institute emerged out of a SWOT Analysis by theorganization in 1982. Since ONGC academy has been developed as a Centreof Excellence in imparting in all practices and perspective linking the oilindustry to overall managerial harness. The institute, an internationallyacclaimed ISO-9001 certified training faculty, is committed to excellence inthe cause of HRD, creating an environment inspiring learning is given highpriority at ONGC Academy.

ONGC Academy is located in Dehra Dun. ONGC Academy has anexcellent auditorium for 220 participants, a well-furnished conference hall, 16lecture halls, and a fully operational computer centre for hands on experience,a well-equipped library, cut models and simulation aids. In addition,proximity to R&D Institutes of national repute like KDIMPE, IDT, andGEOPIC is added advantage. The executive hostel of the institute can housemore than 100 participants at any point of time.


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MOTTO

Bettering the best

VISION

Excellence in entrepreneurial hydrocarbon business

POLICY

ONGC academy s prime objective is to be a global player by realizingthe full potential of ONGC s human resources to meet the c hallenges in theupstream petroleum industry and is committed to achieve global excellence inmeeting managerial and technical needs of customers in upstream oil industryby continuously upgrading training programmes to suit the requirements of the emerging skills and technologies internationally, effectively implementingand maintaining ISO-9001 Quality management system.

QUALITY OBJECTIVES

To periodically evaluate the resource base of ONGC academy in order

to meet the provision of the strategic business objectives of the parentcompany.

To identify the gap between the current technological know-how &how these emerging internationally in order to bridge the same bydeveloping appropriate training modules, minimum one programmeeach in exploration production engineering & engineering servicesgroup in the state-of-art technology both in contents & execution to beat par with international standard each year.

To offer the expertise of ONGC academy to various national &international customers competitively.

To promote the quality awareness, develop quality practices &inculcate creative & innovative thinking.

To design 7 develop long duration modules to facilitate qualification upgradation of the unqualified executives.


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To strive to create quality culture throughout the parent company asmeans of bringing efficiency and improvement.

To design & organize workshops on strategic issues for seniorexecutives of the parent company.

To take measures to standardize the training policy of the parentcompany.

To strive to achieve 100% target set for each year.

To improve the quality of training programmes & achieve the level of the programmes.

FACULTY

The ONGC Academy faculty includes a mix of highly experienced core& visiting external faculties from within the organization, industry & topnational institution to combine theoretical rigor with applications. Theypossess diverse & varied backgrounds in terms of specialization, experience,institutional temperament & thus provide strong conceptual input aroundwhich the practical issue raised by the practitioner can be appreciated &diagnosed.

PEDAGOGY

The pedagogy is interactive and participative and the methods includelectures, case studies, seminars, group discussions, business games, role play,simulation exercises, structured and unstructured group work and field visits.The emphasis is on involving each participant in making the learning processparticipant centred and relating the sharing of concepts with individual andgroup, thereby promoting joint effort in achieving common objectives.Functional areas are discussed in the context of opportunities forinternationalizing business and equipping the organization to respond to therapid changing technology and market forces in the emerging globalenvironment. Eminent academicians policy makers and senior executives.


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CURRICULUM

Training is made as per the specific requirements catering to the freshgraduate trainees, middle and senior level corporate executives.Refresher, awareness and exposure and courses in the field of Geosciences,production and reservoir engineering, emerging technologies and managerialaspects for the national and international oil companies are conductedregularly.

Programmes on joint venture negotiations, price risk analysis, costreduction, advanced petroleum management, etc. are added feature of thetraining curriculum.

ONGC academy is also conducting several integrated programmes on

the petroleum management and petroleum exploration in collaboration withinstitutions such as Indian School of Mines, Dhanbad.

BENCHMARKJNG STUDIES

ONGC academy in its constant endeavour to excel in its training anddevelopment missions undertook benchmarking studies with the best in theindustry. Benchmarking is one of the best tools to continuously improve thequality of services and products.

ONGC academy further improved upon and upgraded its system andprocedures through benchmarking.

POST TRAINING EVALUATION

An innovative 360 degree post training evaluation method is the recentaddition used to upgrade the programme and provide contents relevant to thecustomer.


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Training process at ONGC

Steps of Training process

1. Training needs identification 2. Preparation of annual training calendar 3. Nomination 4. Coordination 5. Measurement and evaluation 6. Post training impact

1. TRAINING NEEDS IDENTIFICATION

In order to achieve the overall goals and improve performance trainingmust contribute to the enhancement of professional knowledge, understandingand skills at both individual and organizational level. It should also equip allthe employees of an organization for the appropriate response to the emerging

challenges.The main emphasis of training should be on developing entrepreneurship

and expertise and doing rather than knowing only.Training must also help to build up high standards of integrity, character andprobity in professional life. While designing training needs identification

process, efforts are always made it involve the individual and experts in line.The HR planners with the approval of the Director-in-charge will determinetraining needs for different cadres. U.4:I: r organizes workshops on trainingneeds identification each year.


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2. PREPARATION OF ANNUAL TRAINING CALENDAR

After the training needs identification has been done, the traininginstitutes design and develop annual training calendar covering identifiedtraining needs into the training programmes. Each programme is developedcovering the following topics:

Programme code

Programme title

Programme overview and objectives

Programme profile (programme centres)

Who may attend Faculty/training agency

Programme venue

Number of seats

The training calendar which has been developed is put to the executivecommittee for approval along with the financial implications and the fundswhich are required for infrastructure development and teaching aidprocurement.

After the approval and incorporation of the changes suggested byexecutive committee, if any, the training institutes will print and distribute theannual training calendar to all the key executives throughout ONGC and takefurther action to conduct training programmes as per the plan. The institutealso puts this calendar on internet or LAN to ensure wider accessibility.

3. NOMINATION

Training institutes will develop their manpower database managementsystem, based on that they will identify suitable candidates for the trainingprogrammes. Training institutes will circulate a list of 35-40 participantsrepresenting all work centres and disciplines for nomination by the keyexecutives.


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Keeping in view of maximum utilization of resources and taking utmostadvantage of the training activities, the heads of the work centres willnominate a substitute (who has not attended such training programmes in thepast or has not attended any training programmes in the past three years) incase, the confirmed participant is not in a position to attend the trainingprogrammes due to unavoidable circumstances as an exceptional case, suchcandidate and his/her controlling officer will ensure participants in the nexttraining programme keeping in view the policy of the organization to provideequitable development opportunities to each and every employee.

4. COORDINATION

The successful and effective organization of a training programme

requires a lot of advanced planning and preparation for the coordination. Thetraining coordinators at the institutes will initiate action for planning andpreparation for the particular training programme at least two months inadvance. The following activities are performed to maintain the high qualityof training programme:

Designing training programmes and developing session wisedetails as format.

Identification and evaluation of the faculty and/or training

agency along with alternative faculty.Identification of resources including teaching aids and classroomfacilities.

Design and development of training programmes and goodquality course material.

Planning for measurement and evaluation of the participants,faculty and training programme.

5. MEASUREMENT AND EVALUATION

Measurement and evaluation is an essential ingredient of entire trainingprocess. Without measurement and evaluation quality of training programmescannot be ascertained. It provides valuable information about the faculty andthe programme and helps in taking measures to enhance the effectiveness of the programme and improve the quality of training inputs.


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The measurement and evaluation is the front-end exercise to make a trainingprogramme highly effective in true sense. The aims and objectives of theprogramme are identified at the beginning so that the effect or the result canbe measured against those set objectives.In ONGC, the training institutes design and implement a measurement andevaluation system for each and every programme to measure the effectivenessof the programme and carry out cost-benefit analysis of the same.

The measurement and evaluation is focused on the following components of the training process:

: EVALUATION OF TRAINERSThis is of utmost importance for the quality of the training programme.

After ascertaining the quality of the trainers and training agencies, theTraining Institutes award the training programmes.The trainers are evaluated before the award of training programmes to themon various parameters like their academic qualifications, professionalknowledge and experience and programmes conducted in past for thecompany or other organizations after ascertaining the quality of the trainersand training agencies, the training institutes award the training programmes.The real evaluator of the trainer during the process of the trainingprogrammes will be the participant. Each faculty (trainer) for followingattributes through faculty feedback form:

i. Subject knowledge.ii. Quality of lecture.iii. Relevance of topic.iv. Adequacy of method.v. Faculty delivery .

: EVALUATION OF PARTICIPANTS The evaluation of trainees (participants) provides the valuable

information on the effectiveness of training programmes. The evaluation of trainees is also necessary to bring seriousness in training and enhance thelearning process.The significant importance is given by the Training Institutes in view of hugecost involved in training. The training institutes design and implement


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trainee s evaluation on the following system

a. Pre course evaluation through pre course tests.

b. In process evaluation through syndicate presentations or group discussions

c. Post course evaluation through post course tests

: EVALUTION OF T HE TRAINING PROGRAMMEEvaluation of each training programme is an essential part of the

entire training process because it provides valuable inputs to improve itsquality and further upgrade the programmes. There is a well-designedmeasuring i nstrument to evaluate the programme through trainee s feedback.

6. POST TRAINING IMPACT MEASUREMENT

The cost-benefit analysis of the training activities is being emphasizedfor a long past by the companies due to the huge investment of funds on T&Dactivities. It is desired that the returns of the training should be greater thancost involved. The benefits of training can be like labor savings, productivityincreases, other cost savings and other income generation while the costs mayinclude design and development cost, promotional cost, administration cost,faculty cost, material cost, facility cost, student s cost and evaluation cost.

The cost of training programmes can be calculated easily while thedetermination of the training benefits/returns is considerably difficult becausethe method for computing benefits/returns will vary greatly form situation tosituation in large organizations such as ONGC. It becomes difficult tocalculate the training benefits where multiplicity of factors plays a vital role inthe achievement of success. The training institutes develop directory of resource persons for training and the faculty resource is shared for the benefitof the corporation.


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TYPES OF TRAINING CONDUCTED BY ONGCACADEMY

The institute plans and develops the human resource of ONGC throughvarious types of programmes as follows:

1. INDUCTION TRAINING

ONGC academy prepares young Engineers, Scientists and Personnelfrom Finance, Administration, IR, PR, in all from 17 disciplines fresh fromuniversities through integrated 52 weeks modular Induction TrainingProgramme with constant monitoring, evaluation and counselling throughfaculty from within the ONGC management experts and industrialpsychologists. The basic objectives during induction training is help them toadapt to contemporary business paradigms, organizational culture/sense of belongingness, develop interpersonal relationship and collaborative attitudeapart from exposing them to feel of the entire gamut of E&P activities of ONGC and their overall development to help smooth transition fromBrahmacharya to Garhastya.

Induction training is broadly divided into the following categories:

a) ORIENTATION AND MULTI DISCIPLINARY THEORETICALTRAINING (OMDTT), 6 WEEKS

It includes introduction to ONGC, mission, objectives, corporateplanning, ONGC past, present and future, welfare schemes in ONGC,International petro-economic scenario, creative and innovative, discipline andcode of conduct, communication skills, personality development, socialgraces, presentation skills, media management, and safety environmentmanagement.

b). MULTI DISCIPLINARY FIELD FAMILIARIZATION TRAINING(MDFF), 5 WEEKS

This module covers exposure of the newly inducted trainees to thevarious field operations of ONGC. They are provided both on the site andfield job related theoretical inputs on the following areas:


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Introduction to exploration management.

Introduction to hydro carbons.

Introduction to drilling technology

Introduction to production technology

Introduction to technical services

General management

Financial management

Material management

Information management

c). SPECIALISATION TRAINING (ST), 10 WEEKS

After the above two trainings, the trainees are regrouped discipline wisefor the Training in their disciplines for an in-depth understanding of the coresubject.

d). ON THE JOB TRAINING, 19 WEEKS

In this module the trainees are out at field installation for hands onexperience and Implement what they have learned during various modules of training. They are rotated in planned manner in various jobs.

e). FINAL EVALUATION (FE), 3 WEEKS

Evaluation of graduate trainees is an essential and important part of entire induction Training programmes. The trainees are evaluated on weeklybasis throughout the Training process for each module and sub modulethrough objective and descriptive tests.


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2. EXPLORATION TRAINING

ONGC academy plans and conducts training programmes on all aspectsof exploration technology covering programmes on geology, geochemistry,geophysics, well logging, reservoir engineering, etc.

3. PRODUCTION TECHNOLOGY TRAINING

The institute designs and organizes training programmes on all aspectsof petroleum technology to meet the skills and knowledge requirements of thepetroleum engineers of the organization.

4. ENGINEERING AND INFORMATION TECHNOLOGY TRAINING

The institute designs and conducts training programmes in all branchesof engineering relevant to petroleum industry and IT. The trainingprogrammes in IT cover both computer hardware & software and electronics& communications.

5. MANAGEMENT TRAINING

ONGC academy plans and conducts training programmes in allstreams of management, financial management and material management.The training programmes planned and organized by training institute onvarious aspects of management as under:

Enhancing managerial effectiveness

Building managerial competence

Performance enhancement

Development of HR for the line managers

Project management

Financial management for non-financial executives


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Team building for organizational effectiveness

Achieving excellence through TQM

6.INTEGRATED PROFESSIONAL TRAINING

The institute plans and conducts training programme on professionalareas that involve holistic approach of management in effectiveaccomplishment of various integrated tasks.

7. EMERGING TECHNOLOGY TRAINING

Exploration of petroleum is a very technology intensive area. The rateof obsolescence is very fast in this sector of petroleum industry to keep pacewith the fast changing global scenario and keep knowledge and skills of ONGC executives updated.

8.SPONSORED TRAINING

The efforts are needed to design and conduct the training programmesto meet the knowledge and skills requirement of the vast human resource of the ONGC in all areas of petroleum technology and management but to meetsome specific requirements in various disciplines, the instate sponsors theemployees of ONGC in the programmes of external training agencies both inIndia and abroad. The philosophy behind sponsoring the executives and non-executives on the programmes of external agencies is to bring new andinnovative ideas in the organization from outside world and minimize the costof organizing training for every limited number of participants to meet thespecific requirement.


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9. HIERARCHY BASED TRAINING

Training programmes conducted by the academy are classified anddesigned on the basis of various hierarchy levels that are determined by thestructure of the organizations. The various levels in the organization are itoperational, strategic or decision-making levels all require training anddevelopment during their work schedules to enhance and upgrade their skillsrequired qualifications, skills and core area of development and hence trainingprogrammes for the particular designation.

10. REFRESHER TRAINING PROGRAMME! IN-SERVICEPROGRAMMES

ONGC academy organizes Refresher Technical Training Programmesfor all the three groups i.e., exploration, production and engineering group.


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TRAINING STRATEGIES

In ONGC the planned development of human resource is given toppriority. The training has to be organized for entire human resource covering

all levels from the lowest class IV to the highest board level. Special attentionis paid to the lower and middle level executives, who are the cutting edge of operations. By nature of their job responsibilities and position in theorganization, the executives and non-executives have to discharge differenttype of jobs that demand different sets of knowledge and skills. Henceseparate training strategies for the executives and non- executives have beendesigned.

Training Strategy for the Executives

T&D activities are seen in relation with the career progression of theemployees in the organization. Therefore the following interventions atvarious level of career path of the executives are proposed:

Mandatory Training for the Executives

Mandatory training programmes are essential to enable an employee of the discharge his responsibilities efficiently and effectively. These areknowledge, skill and attitude based programmes that will be organized atvarious levels of the career span of the executives.

E-O level week Supervisory development programme 1Graduate trainees week Graduate training programme 52E2-E3 level weeks Jr. Management training programme 2E4.-E5 level weeks Middle management training programme 2E6-E7 level weeks Sr. Management training programme 2E7 above level weeks Adv. Management training programme 4 to 5

These training programmes are mandatory in nature and efforts. Wemade to impart these training to individuals throughout their careerprogression in the organization. The training institutes in these programmeswill make the nomination and the line managers will ensure the participationof the individual working under their control to ensure development andprepare them to discharge their responsibilities efficiently. The training


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institutes will maintain HRD database to facilitate nomination process andwill ensure participation of each employee by designing and conductingsufficient number of training programmes. The appropriate system is beingdesigned as project SHRAMIK .

To identify and nominate individual for mandatory training. Toensure participation and development of individual in mandatory training,effective monitoring will be done through this system.

NEED BASED TRAINING FOR EXECUTIVES

Need based training will be given to meet the individual as wellas organizational requirement. The controlling officer will forward the

nomination for such training institutes. The institutes either by organizing thetraining programme if sufficient number of participants is available or bysponsoring in the training programmes of external agencies if the number of nomination is small will meet this type of training needs. The need basedtraining interventions for the executives will.be as under:

E2-E4 LEVEL

a) Refresher training programmes in line function at an interval of 3-4

years.b) Cross functional programmes in relevant areas.

E5-E7 LEVEL

a) Multi-disciplinary perspective building programmesb) Advanced technical training programmes in the line functionc) Training abroad in the line function


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EVALUATION OF TRAINING-CONCEPT NEED FOREVALUATION

EVALUATION CONCEPT

Evaluation means the assessment of value or worth. Evaluation of training is the act of P judging whether training is worthwhile in terms of setcriteria (objectives) or not.

A comprehensive and effective training evaluation plan is a criticalcomponent so any successful training programmes. It should be structured togenerate information of the impact of P training on the reactions, on the amount of learning that has taken place, onthe trainee s behavio ur and its contribution to the job or organization.Therefore evaluation of training is a measure of how well it has met the needsof its human resources. An index of contribution of training to theorganizational success through evaluation strengthens training as a keyorganizational activity.

HANBLIN (1970) defined evaluation of training as: Any attempt toobtain information P (feedback) on the effects of training programmeand to assess the value of training in the

light of that information for improving further train ing.


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NEED FOR EVALUATION

Evaluation of training could be multipurpose like:

To determine the extent and degree of a training programme fulfillingits set objectives.

To provide feedback on the performance of the trainees, training staff,the quality of the training and facilities provided during training.

To enable assessment of training needs.

To aid the learning process of the trainee by providing knowledge of results.

To provide a self-correcting feedback system to improve the designand implementation of current future training.

To update and refresh old employees to enable them to keep abreastthe changing organizational dynamics.

To raise the commitment and involvement of trainees in the trainingprocess.

To highlight the impact of training on the behaviour and performanceof the individual.

To determine the cost benefit from training investment.

To judge the impact of training for organizational benefits .


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DATA ANALYSIS

1. Induction training is given adequate importance in your organisation.

S.No. Response No. of Respondent %age of response1. Strongly Agree 5 102. Agree 45 903. Can t say 0 04. Disagree 0 05. Strongly Disagree 0 0

Interpretation:

The Induction training is provided to every employee that is employedin the organisation thus the data clearly says that the employeescompletely satisfied with the type and format that is followed at ONGCso no further inputs are needed this this area.

Strongly

AgreeAgree Cant say Disagree

Strongly

DisagreeSeries1 5 45 0 0 0

0

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50figure 1


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2. Induction training is well-planned.


Interpretation:

Since at ONGC Training is commenced at various academies set by theorganisation thus there is a high sense of satisfaction among the samplethat has been chosen as to do the survey. The induction training isprovided to the graduate training and thus it needs to be highly plannedand by means of the data collected it is observed that the training at

ONGC is well-planned.

StronglyAgree

Agree Cant say DisagreeStronglyDisagree

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figure 2


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3. Induction training is of sufficient duration.


Interpretation

This data signifies that 66% of the sample agrees with the duration of training but 32% disagrees with the duration of the training as there isspecified duration of the training period in ONGC but it is to be notedthat the training needs varies from person to person so there should bean evaluation procedure in between the training period and the oneswho are performing better or those who are performing below the

marked standard should be done and the duration of training periodshould be made flexible.

StronglyAgree


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figure 3


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4. Induction training provides an excellent opportunity for newcomers tolearn comprehensively about the organisation.


Interpretation

The training module is set in such a manner that the trainee is impartedknowledge by means of lectures, case studies, seminars, groupdiscussions, business games, role play, simulation exercises, structuredand unstructured group work and field visits, etc. so in turn a traineegets knowledge of practical as well as a theory. The data itself signifies

that 78% of the sample agrees to the company s policy of descriptivetraining. Thus it is a successful method.

StronglyAgree


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figure 4


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5. The norms and values of the company are clearly explained to the newemployees during induction.


Interpretation

The norms of the company are clearly explained to the employees asthe statistics clearly explains that at the time of orientation there was asession in which they were explained about various policies. But 6%and 8% of employees disagree with the scenario then it is possible thatthere were grievances that were not resolved.

StronglyAgree


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figure 5


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6. Senior management takes interest and spends time with the new staff during induction training.


Interpretation

At ONGC the mentor and the mentee relationship is quite strong thusthe seniors take keen interest in the training and development of thenew recruits it is clearly stated in the data acquired from the primarydata collected.

StronglyAgree


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figure 6


52/73


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8. The induction training is periodically evaluated and improved.


Interpretation

Every organisation have loopholes and thus it is sometimes difficult toevaluate the training that has been imparted this is visible in the datacollected and thus it can be seen that being such a huge organisation8% employees strongly disagree so this area needs improvement.

StronglyAgree


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9. The employees are helped to acquire technical knowledge and skillsthrough training.


Interpretation

Ongc is a company dealing with petro-chemical product which needslot of technically skilled worker even a person appointed at the post of Astt. Engineer has to work at the rig in the initial years of the job so heacquire all the skill needed for the job while working at the rig thusenhancing his technical skills and knowledge.

StronglyAgree


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10. There is adequate emphasis on developing managerial capabilities of the managerial staff through training.


Interpretation

No organisation can stand an face the market peculiarities unless itunderstand the managerial aspect thus it can be understood from thisstats that at ONGC lot of attention is given on managerial training andthus the employees who were taken as sample agrees to the question i.e.50%

StronglyAgree


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11. Human relations competencies are adequately developed in yourorganisation through training in human skills.


Interpretation

It is made clear as 84% states that they are aware of the programrunning in the organisation but rest of the 16% are not familiar withsuch training program thus a reform should be made so as to clarify theareas of self-development of the employees and let be aware of whatfuture aspects can be resolved by such types of training

StronglyAgree


Series1 0 43 7 0 0

05

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figure 11


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12. Training of workers is given adequate importance in your organisation.


Interpretation

It can be clearly understood that the training is imparted time to time inthe organisation as 62% of the employee agree to it.

StronglyAgree


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13. Employees are sponsored for training programmes on the basis of carefully identified developmental needs.


Interpretation

At ONGC every year a need assessment program is conducted in whichthere is a calendar is issued in which all the training that will beconducted in the year are mentioned and the employee in the beginningof the year is made aware about the training schedule thus can nominatehis or her name for the same. But in some cases the head of the

department nominates the name of the employee for the training. As itcan be concluded from the data collected that the employees aresatisfied with the system of need assessment at ONGC.

StronglyAgree


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14. Those who are sponsored for the training programmes take the trainingseriously.


Interpretation

The sample that was collected clearly says that 64% of the peopleagrees to the fact that employees who are sent for training take thetraining seriously but 10% of the sample does not agree the reasoncould me the time that is needed to be invested is more and thus peopletend to get reluctant towards the schedule or may be the evaluation

process is not very strict that is why some think that those assign for thetraining doesn t take it seriously.

StronglyAgree


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16. The HR department conducts briefing and debriefing sessions foremployees sponsored for training.


Interpretation

At ONGC there is a strong HR policy and there is an easy access forevery employee to go and contact the HR department so it can beobserved from the statistics that the employees get briefing sessionstime to time and while the task are daily assigned to the employeewhile training then the employee need to report to the HR after the task

is completed or the current status of the task that was assigned.

StronglyAgree


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17. In-company programmes are handled by competent faculty.


Interpretation

At ONGC the training programme are designed such that the facultyare outsourced from well-known institutes and they are asked to deliverlectures time to time thus the sample that was chosen states that 90% of the employees agree to this fact.

StronglyAgree


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18. Senior line managers are eager to help their juniors develop throughtraining.


Interpretation

At ONGC it is not necessary for a person to be selected as a traineedoes not need training but on the other hand the senior under which thatemployee works gives a helping hand and trains that employee inwhatever area he is lagging. This can be determined from the stats thatthe dyads in the organisation are sound and this shows the lucidity inworking of the organisation.

StronglyAgree


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19. Employees returning from training are given adequate free time toreflect and plan improvements in the organisation


Interpretation

The trainee that undergo training is given adequate time and after thetraining is completed a training evaluation form is given to theemployee and then he is asked to give his fullest in the area he wastrained and after a span of 3-6 months his performance is evaluatedagain. This can be easily interpreted by means of the facts that are

revealed by the data collected.

StronglyAgree


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20. . Line managers provide the right kind of climate to implement newideas and methods acquired by their juniors during training.


Interpretation

While training is imparted a trainer tends to develop new ideas within atrainee but when the training is over and the trainee returns back to thepractical world it becomes difficult for the trainee to implement newideas it can be easily inferred from the statistics that 22% disagree withthe current question and thus it is needed that the change should be

welcomed.

StronglyAgree


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21. External training programmes are carefully chosen after collectingenough information about their quality and suitability.


Interpretation

The external training programme is the one in which a few number of employees are selected and are sent to other organisation or othercountry to get themselves equipped with new technology that has comeinto the market but from the data that has been collected it can be seenthat there is a no sense of satisfaction among the employees may be due

to favouritism a non-deserving candidate gets the chance of suchtraining. As the statistics says that 18% disagree with the questionasked.

StronglyAgree


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22. Self-Nomination Process should be there so that Employee tell themanagement about their Training Needs


Interpretation

The need for training can be assessed by the department but there arefew training need that only an employee can find out so it is necessaryfor the organisation to let the employee state his need as 92% samplestrongly agrees to this fact but few state that it should be done by theHR so as to find out the real need that an employee is facing..

StronglyAgree


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RECOMMENDATIONS

After carefully studying the present system in ONGC keeping in viewthe observations derived and having interaction with the executives, I would

like to conclude that though there are certain strengths in the present trainingsystem there are certain weaknesses too. These weaknesses have to beovercome as employees are not fully satisfied with the present training systemin ONGC. There exists a scope for further improvements to be made in thepresent system.I would therefore, like to give certain recommendations in areas of improvement as follows:

1) EFFECTIVE TRAINING NEEDS IDENTIFICATION

The training needs identification should be matriculate done, i.e., theskills which people are lacking in for which training is required. Objectives of the training programmes should be identified and well defined.The focus of HRD should be on the training needs identification. Thefollowing areas have to be focused in order to improve the effectiveness in thepresent training system:

The art of man-management should be taught to compete specifictraining programmes.Cost reduction techniques should be taught to compete in the future.Training should be more through case studies and examples and notmerely theoretical.Application of creativity should be taught for productivity, costreduction and organization development.Besides skill up gradation, behaviour/attitude is also important forefficiency. These are skills and attitudes what the organization needsfor its executives and workers for its development.Specific training programmes for loyalty towards the organization

should be introduced.

2) LOOPHOLES/AREAS OF IMPROVEMENT

Personal biases creep into the trainee nomination process. The traineenomination system should thus, be made fair. The biases should be


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Learning from the project

Practical exposure to ONGC.

Development of soft skills.

Understanding the importance of employee s em powerment in theorganization.

Coordination between theoretical and practical aspects learnt.

Enjoyed the practical exposure to corporate.

Learnt how to work under supervisor.


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BIBLIOGRAPHY

http://www.ongcindia.com/profile_new.asp#s http://www.ongcindia.com/profile_new.asp http://www.ongcindia.com/history.asp http://www.managementstudyguide.com/training-of-employees.htm http://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-function http://www.businessdictionary.com/definition/performance-

appraisal.html#ixzz1zAHBDGqC http://www.egyankosh.ac.in/bitstream/123456789/35629/3/Unit-6.pdf http://www.nios.ac.in/srsec319new/319EL12.pdf http://www.mbaknol.com/human-resource-management/collective-bargaining-definition-features-2/ http://humanlinks.ws/orgsn/training_effectiveness.htm

REFERENCES

E-book of V.S.P. RAO second edition- http://books.google.co.in/books?id=jEH8MtA-8vAC&printsec=frontcover&hl=en#v=onepage&q&f=false
http://www.ongcindia.com/profile_new.asp#shttp://www.ongcindia.com/profile_new.asp#shttp://www.ongcindia.com/profile_new.asphttp://www.ongcindia.com/profile_new.asphttp://www.ongcindia.com/history.asphttp://www.ongcindia.com/history.asphttp://www.managementstudyguide.com/training-of-employees.htmhttp://www.managementstudyguide.com/training-of-employees.htmhttp://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-functionhttp://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-functionhttp://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-functionhttp://www.businessdictionary.com/definition/performance-appraisal.html#ixzz1zAHBDGqChttp://www.businessdictionary.com/definition/performance-appraisal.html#ixzz1zAHBDGqChttp://www.businessdictionary.com/definition/performance-appraisal.html#ixzz1zAHBDGqChttp://www.egyankosh.ac.in/bitstream/123456789/35629/3/Unit-6.pdfhttp://www.egyankosh.ac.in/bitstream/123456789/35629/3/Unit-6.pdfhttp://www.nios.ac.in/srsec319new/319EL12.pdfhttp://www.nios.ac.in/srsec319new/319EL12.pdfhttp://www.mbaknol.com/human-resource-management/collective-bargaining-definition-features-2/http://www.mbaknol.com/human-resource-management/collective-bargaining-definition-features-2/http://www.mbaknol.com/human-resource-management/collective-bargaining-definition-features-2/http://humanlinks.ws/orgsn/training_effectiveness.htmhttp://humanlinks.ws/orgsn/training_effectiveness.htmhttp://humanlinks.ws/orgsn/training_effectiveness.htmhttp://www.mbaknol.com/human-resource-management/collective-bargaining-definition-features-2/http://www.mbaknol.com/human-resource-management/collective-bargaining-definition-features-2/http://www.nios.ac.in/srsec319new/319EL12.pdfhttp://www.egyankosh.ac.in/bitstream/123456789/35629/3/Unit-6.pdfhttp://www.businessdictionary.com/definition/performance-appraisal.html#ixzz1zAHBDGqChttp://www.businessdictionary.com/definition/performance-appraisal.html#ixzz1zAHBDGqChttp://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-functionhttp://expertscolumn.com/content/human-resource-management-nature-scope-objectives-and-functionhttp://www.managementstudyguide.com/training-of-employees.htmhttp://www.ongcindia.com/history.asphttp://www.ongcindia.com/profile_new.asphttp://www.ongcindia.com/profile_new.asp#s


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Final Report 2012 Training and Development

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