A PROJECT REPORT ON TRAINING AND DEVELOPMENT With Reference to OIL AND NATURAL GAS CORPORATION LIMITED HYDERABAD.

A Project Submitted to OSMANIA UNIVERSITY in partial fulfillment of the requirement for the award of Master of Business Administration

Submitted By G.SHRUTHI (Regd.No.227709672014) Under the Guidance of Asst. Prof: Miss. Y.SAMATHA

DEPARTMENT OF MBA LOKAMANYA TILAK PG COLLEGE

A PROJECT REPORT ON TRAINING AND DEVELOPMENT PROGRAMME With Reference to OIL AND NATURAL GAS CORPORATION LIMITED HYDERABAD. A Project Submitted to OUSMANIA UNIVERSITY in partial fulfillment of the requirement for the award of Master of Business Administration Submitted By G.SHRUTHI (Regd.No.227709672014) Under the Guidance of Asst. Prof. Miss. Y.SAMATHA

LOKAMANYA TILAK PG COLLEGE (Affiliated to Osmania university, Hyderabad) Ibrahimpatnam. 2009-2011

DECLARATION

I hereby declared that the project entitled TRAINING AND DEVELOPMENT in ONGC is an original work submitted towards partial fulfillment of the requirement for the award of Master Degree in Business Administration in H.R.M.

(G.SHRUTHI)

ACKNOWLEDGEMENT I take this opportunity to remember and acknowledge the cooperation, support provided by several individuals out of which this project has evolved. I would like to sincerely thanks to Mr. JOHN WESLEY (General Manager) and Mr.G.Venu Babu (In-charge P&A) and also to Mr. K.Krishna Rao (Sr.Executive P&A) for giving me valuable guidance and support in completing my project at ONGC, HYDERABAD. I take this opportunity to thanks our HOD Mr. HARI KRISHNA and Asst. Prof. Miss .Y.SAMATHA who has given me guidance and suggestion in doing the project work. I am grateful to my parents & friends for their encouragement and moral support in completing this project.

(G.SHRUTHI)

ABSTRACT

The efficiency of any organization depends directly on the effective persons Performance in their current jobs. To perform effectively, development of personnel is Essential even under the best suitable conditions; some sort of training is required. Development of personnel helps the organization in long-range effectiveness. Oil And Natural Gas Corporation Ltd (ONGC), is one of the leading companies in the World processing a wide range of Oil Country. Tubular Goods required for the Oil Drilling and Exploration Industry. ONGC is an ISO 9000 company and is licensed by American Petroleum Institute (API) ONGC is located near Hyderabad city, India, and is an unique integrated facility in the World. ONGC has earned worldwide Recognition for the Quality of its products and services. Innovation and Technical Excellence are the driving focus at ONGC is on the quality of its products and services. Training programmers are essential and the respondents also felt the same. The various methods and media used were encouraging employees to learn. Employees are helped to upgrade their technical knowledge and skills through Training. Induction training programme is given more importance, is a well-planned exercise and is of sufficient duration. Employees are satisfied by the knowledge attained through training programmes.

CONTENTS

CHAPTER INTRODUCTION

TOPIC

PAGE NO

1.1 1.2 1.3 1.4

Objectives of the study Introduction to Training & Development Concept of Training Training Methods Concept of Management development

1.

7 8 11 20

METHODOLOGY 2.1

2.2 2.3 2.4 2.5 2.6 2.

27 Purpose of the study Nature &Scope of the study Sample Design Data collection method Limitations of the study

27 27 27 28 28

ORGANISATION PROFILE Profile of the company TRAINING AND DEVELOPMENT IN ONGC

30

4.

4.1 Procedure for Training and Development 38 4.2 Performance appraisal role in T & D 4.3 Training calendar 4.4 Procedure for promotion or Increment

40 48 50

5. 6. 7. 8. 9.

DATA ANALYSIS CONCLUSIONS FINDINDS&SUGGESIONS BIBLIOGRAPHY ANNEXURE 6

52 67 69 71 75

(Questionnaire)

CHAPTER 1 INTRODUCTION

INTRODUCTION TO TRAINING AND DEVELOPMENT The efficiency of any organization depends directly on the effective persons performance in their current jobs. To perform effectively, development of personnel is essential even under the best suitable conditions; some sort of training is required. Development of personnel helps the organization in long-range effectiveness. Todays organizations need to have for their survival existence in the competitive world and effectiveness and which are increasingly making the training and development of their members of crucial and Strategic adaptability, and they are quality and continuous improvement, flexibility and completely next task boundaries and hence works relationships, and ways of working and thinking about work. Todays manager skill does not pertain to a specific job, his skills should present day manager is Global manger such development takes place through organized Planning, specifically designed to help individual develop their capabilities, which is known as training and people to perform the activities that have well-trained and experienced people to potential job occupant can meet this requirement training is not important. But when this is not the case, it is necessary to raise the skill levels and increases the versatility and adaptability of employees. Inadequate job performance or a decline in productivity or changes resulting nut of job redesign or a technological breakthrough require some type of training and development efforts. As the job becomes more complex the importance of employee development also increases. In a rapid changing society, employee training and development is not only an activity that is desirable, but also an activity that an organization must commit resources to if it is to maintain a variable knowledge of force. Industrial growth cannot take place without trained manpower. The technological advancement is taking place at such a rapid speed that the knowledge, the need for systematic training is now felt in almost all organizations. Having selected the most suitable for various jobs in the organizations through the application of scientific techniques, the next function of personnel management is to arrange for their training. All types of jobs in the organization usually require some type of training for their efficient performance. Employees talents are not fully productive without a systematic training programme. Moreover, big organizations hire large number of young people every year who do not know how to perform jobs assigned to them in work organizations and they need to be trained by their employers. Even those who have learn technical or professional concepts while at some college or institute must receive some initial training in the form of orientation training regarding the policies, practices and ways of their employing organizations. The need for the systematic training has increased because of rapid technological changes, 8

which create new jobs and eliminate old ones. New jobs required some sort of special skills, which may be developed in existing work force only by giving them necessary training. If, no formal training programme exists in the organization the employee tries to train himself by trial or by observing the others. But in fact the absence of a systematic training programme will result in higher training costs. The employee will take a much longer training time in learning the skills. He may not able to learn the best operating methods.

Part- A:
CONCEPT OF TRAINING: A planned process to modify attitude, knowledge or skill behavior through learning, experience to achieve performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the Individual and to satisfy the current and future needs of the organization TRAINING OBJECTIVES 1. them. 2. 3. While on first appointment or on promotion and impare them the Assist the employees to function more effectively in their present required skill and knowledge. positions by exposing them to the least concepts, information, techniques and develop the skills and that would be required. 4. The objective is to build a second line of competent officers and prepare them to more responsible positions. NEED FOR BASIC PURPOSE OF TRAINING: A program of training becomes essential for the purpose of meeting the specific problems of particular organization arising out of the introduction of new limes of production, changes in design, the demands of competition and economy. The quality of material processed individual adjustments, promotions, carrier developments job and personnel changes and changes in volume of business. Collectively these purposes of organizational training programmers to enhance overall effectiveness. The need for the training of employees would be clear from the set objectives. 9 Objective of training is to prepare employees for the job meant for

Observation made by the different authorities 1. 2. 3. 4. 5. 6. 7. To increase the productivity To help the company to fulfill its future personnel needs, To improve organization climate To improve the health and safety Personal growth and heightened morale Reduced supervision Increased organizational stability and flexibility

PRINICIPLES OF EFFECTIVE TRAINING: A successful training programmer should be based on the following principles: 1. The objective and scope of a training plan should be defined before its Developed is begun in order to provide a basis for common agreement and Cooperative action. 2. The technique and process of training programmer should be related directly to the needs and objective or an organization. 3. To be effective, the training must use tested principles of learning. 4. Training should be conducted in the actual job environment to the maximum possible extended. STEPS IN TRAINING PROGRAMMES Training programmes are a costly affair, and time consuming process. Therefore, management needs to draft very carefully. Usually in the organization training programmers the following steps are considered necessary. 1. Discovering or identifying the training needs. 2. Getting ready for learner. 3. Preparation of learner. 4. Presentation of operation and knowledge. 5. Follow up and evaluation of the programme 10

TRAINING POLICY: Every company or organization should have well-established training policy. Such a policy represents the top managements commitment to the training of its employees, and comprises rules and procedures governing the standard of scope of training. A training policy is considered necessary for the following reasons: a. Companys intention to develop its personnel, to provide guidance in the Training and implementation of programmes and to provide information concerning then to all concerned. b. To discover critical areas where training is to be given on a priority basis. c. To provide suitable opportunities to the employee for is own betterment. TRAINING METHODS Employee training methods are multi faceted in scope and dimension, and each is suitable for particular situation. The best technique for one situation may not be best for different groups or tasks. Care must be used in adapting the technique or method to the learner and the job. An effective training technique generally fulfills these objectives; provide motivation to the trainee to improve job performance, development a willingness to change, provide for the trainees active participation in the learning process, provide knowledge of results about attempts to improve and permit practice while appropriate. A careful use of training methods can be a very cost effective investment in the sense of using the appropriate method for the needs of a person or group. Generally, methods can be divided in on-the-job training. On-the-job training (OJT): OJT emphasize on learning while an individual is actually engaged in work. This method can be suitable for all types of employees. Thus people can learn by working on the jobs. There can several ways in which OJT can be offered.

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1. On Specific Job: On Specific Job method is the most common form of training for all individuals. A person can learn when he is put on a specific job. He can develop skills for doing the job in better way over the period of time. However, coaching or working as understudy. Coaching involves direct personal instructions and guidance usually with demonstration and continuous critical evaluation and correction. Under the understudy method, the trainee works under the direction the supervision of a person, normally as assistant. He can learn the jobs very quickly under the guidance of his trainer. 2. Position rotation: In position rotation method, a person is given jobs in various departments of the organization the major objective of job rotation is to broaden background of the trainee. He learn the working of various sections and department of the organization, which helps in developing an integrated view of the organizational functioning. 3. Special Projects, Task Forces etc.: Assignment of people on special projects, task forces, committees etc, works like position rotation. Besides learning the jobs performed in these assignments, he also learns how to work with different type of persons. 4. Apprenticeship: Apprenticeship is like understudy in which the trainee is put under the supervision of person who may be quite experienced in his field. Apprenticeship training has been quite popular in medieval times when those intended to learn some craft or profession to work under some experts. In todays context many organizations also take apprenticeship to fill their requirement of skilled personnel. 5. Vestibule school: The concept of vestibule school is that people will learn and develop skills while working in the situation Similar to that they are part on actual jobs. Many organization established training centre to train people for skilled work particularly production department, when the job requirement is such that people cannot be observed directly they are all in such training centre. Here they learn while work however, learn as against the actual production is the basic objective. When they learn the job handling, they are absorbed by the organization in actual operation. 12

Off-the-job training method: 1. Lectures(class room instruction): Lectures are regarded as one of the most simple ways of imparting knowledge to the trainees, especially when facts, concepts, or principles, attitudes, theories and problem-solving abilities to be taught. Lectures are formal organized talks by the training specialists, the formal superior or other individual specific topics. The Lecture method can be used for very large groups which are to be trained within a short time. Thus reducing the cost per trainee. It can be organized rigorously so that ideas and principles relate properly. Lectures are essential when it is a question of imparting technical or special information of complex nature. They are usually enlivened with discussions, film show, case studies, role playing and demonstrations. Audiovisual aids enhance their value, the lecture method is not dead as some would believe. In the hands of table lecturers, and for certain kinds of purposes and participants, it may turn out to be interesting and effective than any other methods, in training, the most important uses of lectures include: 1. Reducing anxiety about upcoming programmes organizational changes by explaining their purposes. 2. Introducing a subject and presenting an overview of its scope. 3. Presenting the basic material that will provide a common background for subsequent activities. 4. Illustrating the application of rules, principles, reviewing, clarifying summarizing. The main advantage of the lecture system is that it is simple and efficient and through it more material can be presented within a given time than by any other method. However the lecture system suffers from some limitations: 1. The lectures are passive intend of active participants. The lecture method violates the principle of learning by doing. It is a one way communication. There is no feedback from the audience. 2. A clear and vigorous verbal presentation requires a great deal of preparation 13

for which management personnel often lack the time. Moreover, it is calls for substantial speaking skill. 3. The attention span of even a well-motivated and adequately informed listener is only from 15 minutes to 20 minutes so that in the course of an hour, the attention of listeners drifts. 4. It is difficult to stimulate discussion following a lecture, particularly if the listener is uninformed or instruct by the lecturer. 5. The untrained lecturer either samples or packs far too much information in the lecture, which often becomes unpalatable to the listened. 6. The presentation of material should be geared to a common level of knowledge. 7. It tends to emphasise the accumulation and memorization of facts and figures and does not lay stress on the application of knowledge. 8. Though a skilful lecture can adapt his material to the specific group, he finds it difficult to adjust it for individual difference within a group. According to the conclusions reached at the conference on management education and training held from 22to 24, 1964 at Pune, the essential pre-requisites for a successful lecture method are 1. Group interest must be motivated and adapted to its needs. 2. A lecture should be well-planned as to purpose; the main ideas and organizations should have clear and the development interesting. 3. It should presented by an enthusiastic and animated speaker who has his learners needs and interest in mind at all time; 4. It should not less than 30 minutes and not than an hour a lecture should be made interesting and enlist the active participation of the learners with the aid gain of guided discussion, the lecturer should pose leading questions, instead of giving out knowledge and information, to which the listeners should provide answers. 14

2. The conference Method: Under this method, a conference is held in accordance with an organized plan. Mutual problems are discussed and participant pool their ideas and experience in attempting to arrive at better methods of dealing with this problems. The members of the group come to teach each other and to learn together. Conferences may include Buzz sessions which devide conferences in small groups of four or five for intensive discussions. These small groups report back to the whole group with their conclusions are questions. This methods is ideally suited for analyzing problems an issues, and examination them from different viewpoints, It helps in developing conceptual knowledge, reducing dogmatism and modifying attitudes. 3. Seminar or Team discussions: The group learns through discussion of a paper on a selected subject. The paper is written by one or more trainees. Discussion may be on a same statement made by the person in charge of the seminar or on a document prepared by an expert. The material to be analyzed is distributed in advanced in the form of required reading. 4. Case Discussion: Under this method, a real business problem or situation demanding solution, is presented to the group and members are trained to identify the problems presented, they must suggest various alternatives for tackling them, analyze each one of test, find out their comparative suitability, and decide for themselves the best solution. The trainer only guides the discussion and in the process ensures that no relevant aspect is left or discussion, and adequate time is spent on each aspect. This method promotes analytical thinking and problem-solving ability. It encourages open-mindedness, patient listening respecting others views and integrating the knowledge obtained from different basic disciplines, incidentally, it enables trainees to become increasingly aware of obscurities, 15

contradictions and uncertainties encountered in a business. This method is extensively used in professional school of law and engagement, and in supervisory and executive training programmer in industry.

5. Role-playing: This method is also role-reversal socio-drama or psycho-drama. Here trainees act out a given role as they would in a stage play. Two or more trainees are assigned roles in a given situation, which is explained to the group, these are no written lines to be said and, naturally, no rehearsals. The role players have to quickly respond to the situation that is ever changing and to react to it as they would in the real one. It is a method of human interaction, which involves realistic behavior in an imaginary or hypothetical situation. Role playing primarily involves employee- employer relationships, hiring, firing, discussing a grievance problem, conducting a post appraisal interview, disciplining a subordinate, or a salesman making presentation to a customer.

6. Programmed instruction: This involves two essential elements: a) step by step series of bits of knowledge, each building upon what has gone before, and b) a mechanism for presenting the series and checking on the trainees knowledge questions are asked improper sequenced and indication given promptly whether the answers are correct. This may be carried out with a book, a manual or a teaching machine; it is primarily used for teaching factual knowledge such as mathematics, physics.

16

Evaluation and monitoring of training: Objective of training evaluation is to determine the ability of the participant in the Training programmed to perform jobs for which they were trained, the specific nature of training efficiencies whether the trainees required any additional on the job training, and the extent of training not needed for the participants to meet job requirements. There are various approaches to training evaluation. To get a balid measure of training effectiveness, the personnel manager should accurately assess trainees job performance two to four on the after completion of training. Writers have suggested that four basic categories of outcomes can be measured. 1. Reaction. Worth evaluated the trainees reaction to the programmer. Did he like the programme? Did he think while? 2. Learning. Did the trainee learn the principles, and fact that the supervisor or the trainer wanted them to learn? 2. Behavior. Whether the trainees behavior on the job changes because of the Training Programme? 3. Results. What final results have been achieved? Did he learn how to work on

machine? Did scrap page costs decrease? Was turnover reduced? are production quotas now being? Responsibility for Training That training is quite a stupendous task, which cannot be done by one single department, you are right in your thinking. In fact, total responsibility for training has to be shared among: 1. The top management who should frame on authorize the basic training policies, review an approve and board outlines of training plans and programmes and approve training budgets. 2. He personnel department, which should plan, establish and evaluate instructional programmes. 17

3. He supervisor who should implement and supply the various development plans. 4. Employees who should provide feedback, revision and suggestions for improvement in the programme. Part-B MANAGEMENT DEVELOPMENT- CONCEPTS: Formal management development processes are been designed to widen the range of experience, to give specific training in particular skills and to give specific training in particular skills and to provide knowledge of the context in which the manager operates. The paradox in the managers continue to think learning and development as being essentially and primarily about the work experience they have had whereas personnel and management development advisers think about management development in terms of planned processes of job rotation, succession planning and courses. DISTINCTION BETWEEN TRANING AND DEVELOPMENT: Training is a short-term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and mechanical operation, skills for definite purpose. While development is a long-term educational process training a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose.

18

MANAGEMENT DEVELOPMENT- DEFINITIONS: Management development is a systematic process of training and growth by which managerial personnel Gain and supply skills, knowledge, attitudes and insights to manage the work in their organization effectively and efficiently. A conscious and systematic process to control the development of managerial resources in the organization for the achievement of goals and strategies. (Molender, 1986) An attempt to improve managerial effectiveness through a planned and deliberate learning process (Mum ford, 1987). The function, which form deep understanding of business goals and organizations requirements undertaken, a. To forecast need, skill mixes and profiles for many positions and levels: b. To design and recommend the professional, carrier and personal Development programmers necessary ensure competence; c. To move from the concept of management to the concept of managing; NEED FOR MANAGEMENT DEVELOPMENT: A business organization has to develop the of all those who are in management positions or who are fresh from management institutions and have the potential this development is necessary for the following reasons Society is facing a rapid of technological and social change, Management personnel to be developed, as they Have to tackle problems arising out of introduction of automation, intense market competition, growth of markets enlarged labour participation in management and greater interest being taken by public and the government in various activities of business Business and industrial leaders are increasingly recognizing their social 19

and public responsibilities, which call for a much broader outlook on the part of management. Managers are to be developed to exploit future opportunities and potential, and for handling problems arising out of increasing size and complexity of the organization. Management labour relations are becoming increasingly complex (to retain and to motive employees). To understand and adjust to changes in socio-economic forces, including changes in public policy and concepts of social justice, industrial democracy, problems of ecology (some and pollution), ekistics (the problem of human settlements) ergonomics (the problem of working environment).

Management Development Concepts: A sound programmer of management development has to be based on the development of concepts evolved in the past, the more important of the given below: Management development is not a one shot affaire but continues throughout an executives whole professional career. There always exists some gap between actual performance and capacity, with prove ides considerable opportunity for improvement. Increased understanding of others their behavior and attitude, and of oneself indefinitely aid in managing, and contributing to personnel department. Development requires clear-cut objectives and goals which are to be achieved or attained, and the ways and methods of achieving these. Development seldom takes place in a completely peaceful and relaxed 20

atmosphere growth involves stress and strain. Participation is essential for growth. Spoon-feeding seldom brings significant or lasting improvement. Feedback from a superior to a subordinate and from a group to and individual is necessary for the recognition of short comings and for keeping oneself in touch with the progress that has been achieved. An important responsibility of the personnel department is that of development. Objectives of Management Development: Any programme of management development must aim at achieving the following objectives: To assure the organization of availability of requirement numbers of managers with the required skills on meet the present and anticipated future needs of the business. To encourage management to grow as persons and their capacity to handle greater responsibility. To improve the performance of managers at all levels in the jobs they hold now. To sustain good performance of managers throughout their careers.

Management Development must relate to all managers in the organization. It must lead to growth and self-development of the organization. Its focus should be on future requirements rather than those of today. Management development must be dynamic and qualitative, rather than static replacement based on mechanical rotation. A Das Gupta has given the objectives of the development of managerial personnel for various levels of management. These are given below: 21

a. Top Management: 1. To improve thought processes and analytical in order to uncover and examine problems and take decisions in the interests of the country and organization. 2. To broaden the outlook of the executive in regard to his role, position and responsibilities in the organization and outside: 3. To think through problems this may confront the organization now or in the future 4. To understand economic technical and institutional forces in order to solve business problems: 5. To acquire knowledge about the problems of human relation. b. Middle line Management: 1. To establish a clear picture of executive function and responsibilities. 2. To bring about an awareness of the board aspects of management problems, and an acquaintance with and appreciation of, inter-departmental relation: 3. To develop the ability to analyze problems and to take appropriate action; 4. To develop familiarity with in the managerial uses of financial accounting, psychology, business law and business statistics; 5. To inculcate knowledge of human motivation and human relationships; and 6. To develop responsible leadership; STRUCTURES AND SYSTEM: Implementing management development successfully is dependent Upon an effective management development infrastructure that: Identities and allocates responsibility Provides and disseminates information efficiently Provides administrative support 22

Increases awareness and viability

The Diversity of the Management: Management development has to be linked to the reality of managerial work. When organizational development programmer, it is important to cater for the diversity of management skills, attitudes and experience that resides with in the organization. One example is given by the Odiorne (1984) who advocates a portfolio approach where a mix of objectives and techniques are arranged to match the profile of the management team in the organization. A PORTFOLIO APPROACH TO DEVELOPMENT: Stars: high performing, high potential managers Aim: Create challenge Provide incentives and rewards Allocate adequate resources and effort

Workhorses: high performing, limited managers Aim: Emphasize value and worth of experience Motive and reassures Utilize experience on assignments, projects, coaching

Problem employees: high potential, under performing Aim: Identify weakness Channel resources to address weaknesses Regular performance monitoring and feedback

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Deadwood: low performing, low potential managers Aim: Identify weakness, resolvable? If not, consider release, early retirement, demotion (Source: H.R.M, Ian Beard well Len Holden) The diverse nature of management means that certain questions need to be answered before development commences: Who is to be developed? It is order manager seeking new challenges or younger high fliers on a fast rack development programme? It is senior manager seeking to enhance their strategic skills, middle mangers seeking update and broaden existing skills or junior level managers looking to acquire additional managerial skills? Is it technical specialists seeking to expand their cross-functional capabilities or supervisors receiving training for the first time?

What is being developed? 24 Does the programme seek to develop new attitudes and values as in the case the case of a recently privatized public utility or a private sector company that has just undergone a take-over? Does the programme aim to develop technical, financial, business or interpersonal skills what are the priorities? Does the programme seek to change existing managerial behaviors and style to reflect and internal organizational restructuring, i.e. the introduction of new technology?

Where will the development take place? Should development be on-the-job in the office, factory or sales territory, or off-the-job in a residential hall, academic institution or individuals home, or a combination or both?

What are the most appropriate techniques to achieve the best for between individual and organizational requirements? What are the most cost-effective/appropriate techniques available? How much scope is there to accommodate individual learning needs and preferences? How is conflict resolving between individual and organizational needs? How much choice is delegated to the individual over the choice of development techniques?

Once these questions have been considered, the organization is in position to construct framework development techniques that best fits its needs. Achieving success in management development: Charles Margerison offers indicating the ways of achieving success in Management Development. He does not present them as a model, but it is convenient and appropriate to consider them. Success can be facilitated by: Selecting high-achieving managers Enthusiastic managerial support Involving key people diagnosing management development needs Designing active work-related activities Presenting hard for outputs Providing early leadership experience Letting each person appraise himself 25

CHAPTER 2 METHODOLOGY

26

METHDOLOGY Objectives of study: To find the necessity of the training and development programmes. To know about the induction training programmes. To know how training needs are identified. To identify the benefits of training and development programmes. To evaluate the training and development programmes. To prevent obsolescence. To impart the new entrant the basic knowledge and skills they need for an intelligent performance of definite job. To prepare employees for higher-level tasks. To develop potentialities of people for the next level of job. To ensure economic output of required quality. To promote individual a collective morale a sense of responsibility, cooperative attitude and good relationships. Purpose of the study The purpose of doing this project is to know how training needs are identified, the importance of induction training, training and development programmes and to evaluate the training and development programmes in ONGC. Nature & Scope of the study The study involves the analysis of effectiveness of ONGC in the organization. i.e., the operative & Administrative staff. The Scope of the study is limited to a sample of 65 executives to identify the methodology of Training and Development in the organization. 27

Sample Design a. Sampling Technique used The sampling technique adopted was Random Sampling Method. b. Size of the sample The study was confined to a sample size of 65 employees and all are executives from different departments.

Data Collection Method There are several methods are collecting data Primary Data Primary data has also collected through the Interviews and Questionnaire. Secondary Data It has been collected through Internal & External sources of like management in ONGC. a. Questionnaire Design Questionnaire design for all executives at all levels for the collection of primary Data.

b. No of Questionnaire
The total Questionnaire consists of 15 questions.

Limitations of the study 1. The study was exploratory in nature, only a small sample size of 15 surveyed.

2. To study various Types of Training & Development programs

conducted at ONGC& ONGC training policy & Methodology of training & module training.

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CHAPTER 3 ORGANISATION PROFILE

29

PROFILE OF THE COMPANY: BRIEF SUMMERY ABOUT THE ORGANISATION: Oil Country Tubular Limited (ONGC), is one of the leading companies in the World processing a wide range of Oil Country. Tubular Goods required for the Oil Drilling and Exploration Industry. ONGC is an ISO 9000 company and is licensed by American Petroleum Institute (API). ONGC is located near Hyderabad city, India, and is an unique integrated facility in the World. ONGC has earned worldwide recognition for the Quality of its products and services. Innovation and Technical Excellence are the driving focus at ONGC is on the quality of its products and services. At ONGC, the complete processing activity is concentrated in a single unique Integrated Plant located at Narketpally with Corporate Head Quarters in Hyderabad, India. The managing director Mr heads the company. The facilities include Upsetting, Heat Treatment of Tubular. PROCESS: Non-Destructive Testing, Metallurgical Laborator, Gauging and Calibration Laboratory, Tool Joint and Coupling Heat Treatment and Threading, Hard facing of Tool Joints, Casing and Tubing Threading, Friction Welding of Drill Pipe, Hydrostatic Testing And Internal Plastic Coating of Tubulars. Research and Development activities are continuous phenomena at ONGC aimed at upgradation of technology and manufacturing processes.

CORE VALUES: ONGC believe in the principles of continuous improvement, which are put into practice at 30

Every level in the organization. It is ONGCs continuous endeavor to improve the quality Of its products and services to the complete satisfaction of its Customers, by adopting The latest manufacturing techniques, practices and technical improvements. ONGCs sophisticated equipment, expertise and technology makes it the best option to Manufacture and supply the product to the customers complete satisfaction. Our integrated facility gives us the competitive edge; ably supported by our personnel who are highly motivated, dedicated and committed to produce Quality products consistently. Products: ONGCS wide product range covers Drill Pipe, Production Tubing, Casing, Tool Joints, Couplings, Pup Joints, Nipples, Subs, and Cross Over. ONGCSs Oil Field Accessories include Rotary Subs, Lift Plugs and Lift Subs, Cross Over, Stabilizer sleeves, Welded Bade Stabilizers and Cast Steel Lifting Bails. SERVICES: Services include Tool Joint Hard facing, Make and Break of Tool Joints, Internal Plastic Coating of Drill Pipe and Tubing, Reconditioning of Drill Pipe, Re-threading of Drill Pipe, Tubing and Casing, Repair and Re-threading of Premium Tubing and Casing, and Field Inspection of Tubular. PRODUCTION CAPACITY: The Production Capacity of the company is 1075mt.but, the company is not fully utilizing the installation capacity handling they are utilizing 25% of the installation capacity. CUSTOMERS: The customer of the company are ONGC and Oil India Limited India and the company is doing exports to the Gulf Countries wherever, Petroleum Drilling operations are carried out.

EXPANSION PROPOSALS: At present the company is importing the raw materials i.e, Seamlers steel pipes from various countries dependly on the steel grades and quality of the materials as per the requirement of the customers. Hence or the company is setting up the back integrations project which will produce 31

seamlers steel pipes. The Government has given cleaning formally to setups the plant. After expantion the company will overcome the delay in the procurement of Raw materials. QUALITY: Oil Country Tubular Limited was established to meet the growing worldwide demand for Oil Country Tubular Goods of the highest quality by ensuring compliance with American Petroleum Institute Specifications and the ONGC Standards. ONGC endeavors to provide the best products and services to meet the exacting needs of its customers. Oil Country Tubular Limited has been assessed and certified by the American Petroleum Institute Quality Registrar (APIQR) as being in compliance with ISO 9000 Quality Systems and API Spec Q1 Quality Systems requirements. The Products are manufactured to the relevant American Petroleum Institute (API) Specifications and carry API monogram: API Specification 5D, certificate number 5D-0035 API Specification 7, certificate number 7-0082 API Specification 5CT, certificate number 5CT- 0243

Quality is of paramount importance at ONGC. In the pursuit of this goal, the ONGC Quality Assurance Program actively involves personnel at all levels, in the continuing effort to produce the highest level of quality products consistently. At ONGC, Quality is a continuous process and is embedded in every event, right from the receipt of the Customer Order, procurement of raw materials, processing and shipment of the finished products. During each of the processing stages, strict quality controls are performed to ensure the highest levels of quality and full compliance with the specified requirements. The best controls, testing, inspection concepts, and practices are integrated in to the system. The inspection procedures are designed to detect imperfections, assess their severity and assure that all 32

products comply with the specified standards. These include mechanical and metallurgical testing, non-destructive testing for possible longitudinal and transverse defects, wall thickness and steel grade verification, pipe hardness, drift, hydrostatic testing, magnaflux and ultrasonic inspection, and threading inspection. To accomplish this, the facility is equipped with the latest testing and inspection equipments, Metallurgical Laboratory including ARL Spectrometer for chemical analysis, and Metrology Laboratory for gages and tooling control. A complete set of Master and Working Gages are maintained and the calibration of the gages is strictly scheduled for verifying Working Gages against Master Gages, as well as all the inspection, measuring, and testing equipment. The ONGC Quality Assurance Program provides complete process and product traceability for each pipe, starting from the raw material stage through finishing. A unique product number is die stamped on every product to ensure complete traceability. All the Tests and Inspection results throughout the manufacturing process and product traceability data are fully documented and maintained in a computerized data base and are traceable with the product number. Complete documentation is provided with each shipment detailing the full Quality control records covering the Mill Test and Inspection Certificate, Quality Clearance certificate, Length Tally, Drill String Assembly data, Non-destructive Test Certificate and Warranty Certificate. Any other documentation can also be included on Customers request. At any time, the Customer can be provided with a comprehensive account of his product.

QUALITY OBJECTIVES: 1. To produce & market Quality Products. 2. To Retain and enhance our reputation as a leading manufacturer of Oil Country Tubular Goods of high Quality. 3. To optimize operational Efficiency to increase Productivity. 4. To Enhance Customer Satisfaction. 33

PERSONNEL POLICY The importance of Human Resources in attainment of the Corporate Objectives is well recognized at ONGC and the Management views the Human Resources as the most valuable of all other assets of the organization. 1. The Personnel Policy of the Company is: i. ii. iii. iv. To attract and secure the services of competent and capable or potentially competent and capable personnel To provide maximum scope for the individual development within the Organization; To retain at all times an adequate number of contented personnel, and Optimum utilization of Human Resources.

2. In conformity with the Companys personnel Policy, the objectives of Recruitment Induction/Orientation Training Appraisal Health & Safety and Welfare functions

Shall initially be laid down and may be modified, altered, amended or rectified subsequently from time to time as required.

HEALTH AND SAFETY POLICY: 1. This policy of ONGC operates in a manner designed to protect the Health and Safety of its Employees and other Members of the Community in which the Factory carries on its production activities. 34

2. Health and Safety is a Personal Responsibility of every Employee and enforcement of Health and Safety Rules and Regulations is a Line Responsibility and Executives at all levels are accountable. 3. In accordance with this policy ONGC Administration at Factory

Designs, Constructs, Operates, Maintains and manages its operations. To prevent Unacceptable Risk to Human Health To provide Work Places free of recognized Safety Hazards.

4. Complies with all applicable Statutory, Governmental and Internal Health and Safety through Training and Awareness Programmers. 5. Establishes and Communicates standards on Health and Safety through Training and Awareness programmers. 6. Encourages the Participation of Employees at all levels in Health and Safety Programmers and activities. 7. Monitors, Evaluates and reports to the Management on Periodic basis the Health Status and safety programmers.

35

CHAPTER 4 TRAINING AND DEVELOPMENT IN ONGC

36

1.0 SCOPE ONGC recognizes and regards the Human Resources as the most valuable asset of the Organization. The ONGC Management firmly believes that the Quality of Man-Power at its command will ultimately determine the prosperity of the Organization and the successful attainment of Corporate Objectives and polices. ONGC being a High Tech oriented Industry competing with its Products in International Markets the need for attainment of certain Standards is essential for the individual employees to perform efficiently in their respective jobs. 2.0 AIMS AND OBJECTS With a view to maintain the requisite efficiency levels, the need for minimum Qualifications and certain length of Training are imperative.

2.1

The Training at ONGC, therefore, must aim at Awakening the potential latent in each employee so that he may become an efficient and co-operative member of any work-group and act as a creative individual. Kindling in Employees a sense of awareness of his duties and responsibilities and a sense of belonging and, along with a host of human values and Fostering an Organizational Culture where a) b) c) Superior-Subordinate Relationships, Team work and Collaboration among different Sub-units

are strong and contribute to the Professional well-being Motivation Commitment and Pride of Employees 37

3.0 THE STRATEGY ONGCs strategy of designing steady and methodical Training Programme as a perennial activity is aimed at Meeting specific Training needs with the content of Graining Programme Blending Administrative Qualities with Professional and/or Technical abilities at varying ratios to suit or to meet needs of different levels in the hierarchy of Management. Introducing Pre-Training briefing and Post-Training debriefing Encompassing all aspects of employees Career Planning Attaining Organizational Growth & Development

4.0 PURPOSE OF TRAINING The purpose of Training is utilitarian and is to improve the Quality of Human resources in terms of the following employee attributes 1. Knowledge 2. Skills 3. Experience and 4. Health and Safety 5.0 TRAINING PROCESS In the process of training at ONGC, and employees are continuously enabled in a planned way To orient develop and sharpen capabilities required to perform various tasks and functions associated with their present Jobs and Positions and their future expected roles To develop their general enabling capabilities as individuals so that they are able to discover and exploit their own inner potential for their own career Planning & Development and for the Development of the Organization.

38

6.0 SCOPE OF TRAINING ACTIVITY Training is need based obligatory Training is obligatory Under Statutory Provisions like Apprentice Act Under social & Public Relations policy of the Company

Need based Training includes the following - Training for placement - Training for Performance - Training for Promotion - Training for Development 6.1 TRAINING FOR PLACEMENT Training at ONGC is purposefully integrated with the Recruitment process and it is intertwined with Appointment and Placement. Recruitment takes place at the following five (5) levels and only fresher with requisite are selected for training. - Education qualifications - Physical standards and - Proper mental dispositions Direct Recruitment in ONGC is limited only to posts at higher levels in the hierarchy where such posts demand Specialized knowledge in specific field Professional skills and Experience

The five leaves for which fresher are recruited and selected for Training and Placement are called Trainees

Trainee Status

Minimum Qualifications 39

Trainee Engineer Trainee Technician Trainee Office Assistant Trainee Operator

Graduation in Engineering Diploma holders/Graduate or Post graduates in Sciences Graduate in any Discipline (Science, Arts or Commerce) Certificate Holders from Industrial training Institute or Certificate from Apprentice Board/Advisor

Trainee Helper

SSC with potential to grow as Tradesman/Operators

6.2

TRAINING FOR PERFORMANCE The emphasis of Training under this category is (i) to provide Opportunities for developing existing abilities in order to achieve greater speed,. Promptitude and efficiency and also (ii) for acquiring new skills when new process, methods and Machinery are introduced. Training is designed to existing employees working as Operators & Helpers Supervisors, Executive & Staff Engineers & Officers, and Managerial personnel

6.3

TRAINING FOR PROMOTION Promotion to higher step or grade in the hierarchy or to an elevated level is linked to Positive supervision Acquisition of skills Experience and Efficiency

Now, Training under this head is oriented to prepare employees for successful performance their promoted jobs. Thus this part of Training forms a part of policy towards Career Planning and Individual Development and its success however depends 40

upon Individual abilities and achievements during and after Training. The next immediate promotion levels indicated below are illustrative: Technical Side Helper to Operator Operator to Foreman Foreman to Supervisor Engineer to Manager 6.4 TRAINING FOR DEVELOPMENT Training Managerial Personnel is another key area and it is intended to advance Work processes and Technological inventions. This in fact covers and is akin to Developmental Studies in the Context of Social and Technological changes and adaptability to changed situations. 7.0 INSTITUTIONAL STRUCTURE Training has been made systematic, methodical and institutionalized through the establishment of ONGC Training School for this purpose within the Factory premises The ONGC Training School, with its Four Functional organs gives not only solid shape and structure to the Training activity but also needed Thrust to organized Training to an Employee or a Class of Employees. The School shall undertake the responsibility of conducting the Training as per the pre conceived and spelled our policy of the Company. The Four (4) Functional Organs under which the activities of the School are carried out are: 1. The Advisory Board 2. The Academic Council 3. The Training Faculty 4. The Secretariat 41 Administrative side Helper to Office Assistant Assistant to Executive Executive to Officer Officer to Manager

The School is equipped with all Amenities, Furniture, Fixtures, and Modern Teaching Aids as well as a Library. 7.1 THE ADVISORY BOARD Advisory Board is the apex body which Formulates Training Policy Provides Funds for implementing Training Policy, and Gives guidance to the Academic Council. In-

It consists of a Chairman and two (2) Members. The Joint Managing Director

charge of Factory shall be the ex-officio Member and acts as the Chairman of the Board. The Chairman choosing one each from Administration and Production Departments shall nominate the other two Members on the Board and they shall hold the Office at the pleasure of the Chairman. 7.2 THE ACADEMIC COUNCIL This is the organ, which translates the Training Policy into practice, and implements it. The other functions of the Academic Council are: To lay down Standards of Training To decide syllabus To select Faculty Members To identify Agencies and Facilities for External Training To fix duration of various Training Programmes To organize Library and to Maintain Reading Room To procure Journals, Standards, Reference Books, Technical Literature and other study Materials and Teaching Aids To list out the functions of Faculty Members and to fix their Duties And responsibilities towards Trainees, Training Programmes and Training school and to over see the functions of Faculty Members. 42

- To review the syllabus, methods and techniques of Training and To bring any modifications and alterations to make the Training Effective To provide any in fracture and other facilities found lacking. The Academic Council consists of not less than there (3) and not more than seven (7) Members selected and nominated from among the Head of the Departments or In-charges of shops by the Advisory Board. The Members of the Academic council shall elect one among them as Chairman who shall preside over the meetings of the Council. Usually the Senior Manager, Incharge of Training shall in ex-officio capacity, be nominated as Member of the council and Designated as Chairman to preside over the meetings of the Council. 7.3 THE TRAINING FACULTY The main function of a Faculty Member is two fold Giving intensive Training in the Shop Floor activities to the Trainees attached to the shop in which the Faculty Member is employed and working. Training the Trainees not exclusively attached to his shop but employed in other shops in a general way about the activities of his shop, conducting classes either on his Shop Floor or at Training School. The other Functions of Faculty Members include Preparation of detailed notes or study material Selection of Teaching Methods and Techniques Teach and Explain theoretical and practical aspects of scientific and technical principles as are employed in the working of or in any process carried on by various Machines with special reference to the Shop in which the Faculty Member is working. Demonstrate and explain the methods of doing jobs. Conduct periodical tests (written or oral) and to evaluate the performance in respect of each trainee attached to his Shop. 43

7.4

Promote Safety consciousness, quality consciousness among Trainees Monitor the activities of Trainees both with and outside Factory premises

THE SCRETARIAT The Training wing of the Personnel Department will render all Secretarial assistance and provide support services To ensure smooth conduct of activities at the Training School, and To assist in proper discharge of functions by the other Three (3) organs of the School.

8.0

AREAS IN WHICH TRAINING SCHOOL OPERATES There are five (5) main areas in which Training operates in ONGC and the Training School takes care of them. 1. Knowledge 2. Skills 3. Techniques 4. Attitudes 5. Experience the School imparts the School improves the School changes the school teaches the School provides opportunities

9.0 STEPS IN TRAINING 1. Identification of Training needs and priorities by - Organizational Analysis (where) - Operational Analysis (what) - Man Analysis (who) 2. Establishing Training Goals & objects 3. Selections of Trainees 4. Pre-Training briefing 5. Selection of Training Techniques 6. Selection and Training of Faculty Members 7. Application of Training Techniques 8. The Detailed Training Programmes drawn 44

9. Post-Training briefing 10. Evaluation of the Training Programme.

10.

TRAINING METHODS The Training Methods are selected having regard to the following Objectives of Training Level of the trainee Availability of Finance Availability of Time

All the selected Training Methods must have inherent effectiveness to attain the objectives set forth. 11. TRAINING TECHNIQUES The Training Techniques generally meet the following objectives 12. Provides Motivation to the Trainee and the Develops willingness to change Inspires active participation by the Trainee in the learning process. Individual Employee and - Group of Class of Employees Training has two aspects Theoretical and Practical Training

TRAINING APPROACH Training is targeted at

Theoretical Training is otherwise known as Of the job Training and it consists of Re-orientation on subject material Analysis of practical problems encountered on job Sharing of experiences.

Practical Training is otherwise known as On the Job Training and it covers 45

13.

On Plant and Equipment On Tools and Machinery Getting the work done Position rotation

PLACE OF TRAINING Place of Training may be Training within the Country In Plant/House Training Regular Training Sporadic Training - within the Country Abroad In Plant/House Training Out Side/External Training - Regular Training (New recruits) Sporadic Training (Refresher Courses) - with Internal Faculty at ONGC School - with External Faculty at ONGC School Out Side/External Training Long Term Courses conducted by institutions Short duration specially sponsored programmes

14.

RESPONSIBILITY FOR TRAINING Apart from Training School, the responsibilities for Training mainly rest on Line Management Staff Management (P&A) - To identify & report Training needs of Employees - To plan & coordinate with Staff Management (P&A) - To Conduct Pre Training briefing - To Carry out on the job Training - To evaluate & compare effects of Training on production

Line Management

Staff Management (P&A)

- To Collect date regarding Training Needs - To Plan & Co-ordinate with Line Management - To Schedule Training Programme - To Arrange Faculty - To Conduct Organized Training 46

- To Maintain Records of Organized

15.

DURATION OF TRAINING Duration of Training depends upon the Place of Training and the Training needs of an employee. Long Term Training Short Term Training - duration one-year maximum - duration not exceeding six months

Sponsored Programmes - less than one-week duration Note: The idea in conducting 1 3 days programmes with External Faculty in the form of work shops, seminars, symposia, talks is to kindle, keep alive and foster Professional interest amONGCt the employees in general and especially the Supervisory and Executive Groups and to develop scientific Management philosophies, attitudes and practices.

16.

MEDIUM OF INSTRUCTION The medium of instruction shall be so selected and all teaching materials shall be so planned prepared to Facilitate easy perpetual assimilation of contents of instruction Economize time and effort Create an impact - English - Telugu - Mixed approach (of above two)

Language of instructions may be

17.

EVALUATION OF TRAINING Effectiveness of Training is evaluated by three (3) methods 47

Observation of the employees performance and Behavior on the job Examinations/Tests, written or oral, to find out how much the Trainees have learnt from the Training.

18.

Judging from participants reactions to the Training Programme and their suggestions

BENEFICIARIES OF TRAINING All employees at all levels who have an inclination to learn and develop All new Recruits who joined as Trainees A Selected Individual employee or a class of employees whose Training needs are specifically identi

19.

DOCUMENTATION The following Forms and Formats have been designed and put to use as a measure of Documentation of vital information on Training activity at ONGC School. S.No. Title Form No. FORM/P&A/005/01 FORM/P&A/009/01 FORM/P&A/012/02

1. Training Schedule 2. Training Schedule Compliance Report 3. Questionnaire for Evaluation of Training Programme 4. Record of attendance at Training programme 5. Evaluation of Training programme.

FORM/P&A/013/00

FORM/P&A/013/01 List of Training Programmes Conducted for the years 2006 to 2008 Year External Training 48 In House Training

2006 2007 2008 (January to June)

No.of Training Programmes Conducted 05 02 03

No. of Participants 10 04 06

No.of Training Programmes Conducted 110 122 58

No. of Participants 2200 2562 1450

STRUCTURE OF HUMAN RESOURCE DEPARTMENT OF ONGC

GENERAL MANAGER

IN-CHARGE (PERSONAL&ADMINISTRATION)

SENIOR EXECUTIVE

EXECUTIVE

49

CHAPTER 5 DATA ANALYSIS

1. Are you interested in training? 50

a. Yes

b. No

Tabulation:1 Yes No Total Respondents 43 7 50 Percentage 86% 14% 100%

Pie Chart:

Yes No . .

Interpretation: About 86% employees are interested in training and 14% were not interested.

2. What are your educational qualifications? a. Degree b. P.G. 51

c. B Tech Tabulation:

d. Others

Degree P.G B.tech Others Total

Respondents 32 7 11 0 50

Percentage 64% 14% 22% 0% 100%

Pie Chart:

degree P.G B.tech others

Interpretation: From the above, 64% employees were pursued degree,14% are P.G and 22% are B.tech.

3. Are you aware of all the training facilities that are available in ONGC concerned to you? 52

a. Yes Tabulation: Yes No Total

b. No

Respondents 46 4 50

Percentage 92% 8% 100%

Pie Chart:

Yes No . .

Interpretation: From the above 92% Employees are aware of training facilities 8% are not aware of training facilities.

4. Which aspect do you consider under training for Promotion? a. Position supervision 53 b. Acquisition

c. Experience

d. Efficiency

Tabulation: Position supervision Acquisition Experience Efficiency Total Respondents 15 12 8 15 50 Percentage 30% 24% 16% 30% 100%

Pie Chart:
position supevision acquisition experience efficiency

Interpretation: About 30% of employees think position super vision and efficiency is an important aspect in training for promotion.24% for acquisition,16% for experience think that these are important aspects.

5. Which kind of course do you like for training? a. Long term Training b. Short term Training 54

Tabulation: Long term training Short term training Total Pie Chart: Respondents 18 32 50 Percentage 36% 64% 100%

long term training short term training . .

Interpretation: From the above chart 64% of employees are preferring short term training and 36% are long term training. 6. Which place do you prefer for training provided by the organization? a. Training with in the country b. In plant / House Training c. Regular Training Tabulation: Training within company In plant/ house training regular training Total Pie Chart: the Respondents 31 12 7 50 Percentage 62% 24% 14% 100%

55

training w ith in company in plant training regular training .

Interpretation: About 62% of employees preferring training within the company and 24% are preferring at Inplant training ,14% are interested in regular training.

7. Do you feel that your potential is utilized by your organization? a..Yes b. No 56

Tabulation: Yes No Total Pie Chart: Respondents 48 2 50 Percentage 96% 4% 100%

Yes No . .

Interpretation: About 96% of employees are saying that their potential is utilizing by the organization. And 4% saying that their potential is not utilized.

8.Did you find any improvement in your productivity after the training program? 57

a. Yes Tabulation:

b. No

Yes No Total Pie Chart:

Respondents 46 4 50

Percentage 92% 8% 100%

Yes No . .

Interpretation: From the above, 92% of employees were improved their productivity of the training program and 8% were not.

9. How many years of service you have completed? a. 2years b. 4years 58

b. 6years

d. 8years

Tabulation: 15years 10-15years 5-10years Lessthan 5years Total Pie Chart: Respondents 30 7 9 4 50 Percentage 60% 14% 18% 8% 100%

degree P.G B.tech others

Interpretation: About 60%of Employees are having more than 15 Years Experience and 14% are having 10-15 Years, 18% are having 5-10 years Experience, 8% are having Less than 5 years Experience.

59

CHAPTER 6 CONCLUSIONS

CONCLUSIONS 60

1. Training programmes are essential and the respondents also felt the same. 2. The various methods and media used were encouraging employees to learn. 3. Employees are helped to upgrade their technical knowledge and skills through training. 4. Induction training programme is given more importance; it is a well-planned exercise and is of sufficient duration.

5. The training faculty in the company can conduct training programmes.

6. PMS, which is designed for identifying individual training needs is followed strictly.

7. Test of knowledge of various stages during the course of training is being carried in
better manner. 8. Employees are satisfied by the knowledge attained through training programmes.

9. The administrative facilities like the venue, training aids are up to the mark. 10. Measurement is required after conducting the training programmes for employees and
increased level of skills to be observed and be recorded

11. Training programmes are evaluated regularly and carries suggestions and modifications
in mode of conducting of training programmes.

12. Various methods are adapted to develop employees to learn and implement creative
ideas. 13. Organization supports and encourages self-learning and education by its managers. 14. Managers are provided opportunities to perform different tasks and acquire competencies.

61

CHAPTER 7 SUGGESTIONS

62

SUGGESTIONS 1. Induction training programme should be planned with more constructively. 2. External training facilities it will enhance more exposure, and to exchange views and ideas, and more interaction with new people. 3. Training faculty should assess the depth of knowledge of trainee and chalk out the training programmes suitably so that this can useful to their efficiency levels. 4. Behavioral training also has to be introduced since the company values Human source customer & Quality, attitude becomes essential. Therefore, Behavioral training is the duly solution. 5. Various training methods are to be used to give maximum scope for employees to learn and implement their creative ideas. 6. Focus on employees development given more effectiveness. 7. Evaluation of training programme should be done at regular intervals. 8. Levels of employee practical performance after importing training to be observed and recorder.

63

CHAPTER 8 BIBLIOGRAPHY

64

BIBLIOGRAPHY

1. Personnel Management -C.B. Mammoria 2. Principles and Practices of Management -L.M. Prasad 3. Human Resource Management -Deepak Kumar& Bhatta Charya 4. Research Methodology -G.C. Beri 5. Essential of Human Resource Management & Industrial Relations -P. Subba Rao 6. Management the Training & Development -Alan Pepper 7. Strategic Evaluation of Training System -Uday Pareek

65

Source Of Activities Considered For Undertaking This Project Work During internship Training

CONTENTS COMPANY PROFILE ORGANISATIONAL CHART MAINTENANCE OF REGISTERS LEAVES CASUAL LEAVES SICK LEAVES LOSS OF PAY HEIRARCHI OF THE ORGANISATION QUALITY POLICY QUALITY SYSTEM FUNCTIONS OF PERSONNEL DEPARTMENT OBJECTIVES

ONGC TRAINING POLICY

MANPOWER PLANNING PROCEDURE FOR TRAINING AND DEVELOPMENT LIST OF TRAINING PROGRAMMES CONDUCTED FROM 2006 TO 2008 MANUFACTURING PROCESS PRODUCTS

LIST OF IN HOUSE TRAINING PROGRAMMES

LIST OF EXTERNAL TRAINING PROGRAMMES

66

 VARIOUS TRAINING PROGRAMMES CONDUCTED IN ONGC TRAINING

SCHOOL AND ITS EVALUTION

PROCEDURE FOR PERFORMANCE APPRAISAL IN ONGC

PROCEDURE FOR PROMOTION AND PAY FIXATION PROCEDURE FOR RECRUITMENT CONCLUSIONS ADMINISTRATION: The Administration wing is playing a important role in ONGC and the follow works are carried in it P&A Wage Administration Security arrangements Maintenance of Description Imparting Training Liaison works Maintenance of Public Relations Recruitment, manpower Planning, to ensure Employee safety QUALITY POLICY OF THE ONGC Oil Country Tubular Limited was established and is committed to meet the demand of Oil Country Tubular Goods of High Quality with continual improvement while ensuring adherence API/ONGC Standards

67

CHAPTER 9 ANNEXURE

68

QUESTIONNAIRE

1. NAME

: GENDER : DESIGNATION : SALARY : ADDRESS :

2. What are your educational qualifications? a. Degree c. B Tech b. P.G. d. Others

3. Are you interested in training? a. Yes b. No

4. Are you aware of all the training facilities that are available in ONGC concerned to
you? a. Yes b. No

5. Are you participated in training? a. Yes b. No

6. How do you rate the training facilities provided by your Organization? a. Excellent c. Satisfied b. Good d. Bad

7. What kind of training programme do you prefer? a. Off- the job training b. On the job training

8. What is your purpose regarding training programme in ONGC? a. Knowledge c. Experience b. Skills d. Health & safety

9. What is your scope relating to training activities? a. Training for Promotion c. Training for Placement b. Training for Performance d. Training for Development 69

10. Which aspect do your consider under training for Promotion? a. Position supervision c. Experience b. Acquisition d. Efficiency

11. Which kind of course place do you like for training? a. Long term Training b. Short term Training

12. Which place do you prefer for training provided by the organization? a. Training with in the country b. In plant / House Training c. Regular Training 13.Do you feel that your potential is utilized by you organization? a. Yes b. No

15. Did you find any improvement in your productivity after the Training program? a.yes b. no

15.How many years of service you have completed? a.2years c.6years b. 4years d. 8years

70

LIST OF FIGURES

S.NO 1 2 3 4 5 6 7 8 9

CONTENTS Employees are interested in training Employees Educational qualifications Employees training facilities are available in ONGC Employees types of training course place of training provided by the organization

P.No 51 52 53 54 55

71