No. 9 - Human Resources Department

[Oil and Natural Gas Corporation Ltd.
Hierarchy Structure of Organization

[Oil and Natural Gas Corporation Ltd.]
Definition of Human Resources Management

“The Human Resources Management means Planning, Organizing,
Directing and Controlling of Procurement, Development, Integration, Maintenance
of Human Resources Management to end that Individual, Organizational and

Societal objectives to be accomplished.”
Vision of Human Resources Management

To attain organizational excellence by developing and inspiring the true
potential of company’s human capital and providing opportunities for growth,
well being and enrichment.
Mission of Human Resources Management

To create a value and knowledge based organization by inculcating a
culture of learning, innovation and team working and aligning business
priorities with aspiration of employees leading to a development of an
empowered, responsive and competent human capital.
Objectives of Human Resources Management

➢ To develop and sustain core values.
➢ To develop business leaders for tomorrow.
➢ To provide job contentment through empowerment, accountability and
responsibility.
➢ To build and upgrade competencies through virtual learning, opportunities for
growth and providing challenges in the job.
➢ To foster a climate of creativity, innovation and enthusiasm.
➢ To enhance the quality of life of employees and their families.
Activities of Human Resources Department

Management Function
1. Planning
Planning is the process of deciding the goal and formulation policies
and programme to achieve the goal. Planning involve forecasting and
research. Forecasting implies scientific anticipation of future
environment. Human Resource Management involves forecasting
need for human resource predicting trends in labour market, Wages,
Union Demand etc.
2. Organizing
Organizing is the process of allocating task among the member of the
group, establishing authority and responsibility relation among them
and integrating their activities toward the common objective.
3. Directing
Directing is the process of motivating, activating, leading and
supervising people. Directing include all those activities by which a
managers influence the action of subordinates. Directing is the heart of
management’s process because it is concern with initiating action.
4. Controlling
Controlling implies checking, verifying and regulating to ensure that

every thing occurs in conformity with plan adopted and instruction
issued. Such as monitoring help to minimize the gap between desire
results and actual performance. Controlling the management of human
resource involve auditing training programmes, analyzing labour
turnover, directing morale survey etc.
Operative Function
1. Procurement Function
This is Concern with securing and employing the right kind and proper
number of people requires accomplishing the organization objective. It
consisting following activities:
• Job analysis
○ Job Description and Job Specification
a) Engineering
 Civil Engineering
 Construction and Maintenance
 Drilling
 Electrical
 Electronic and Telecommunication
 Instrumentation
 Marine Service
 Production
 Transport and Auto
b) Geo – Science
 Chemistry
 Computer Programming
 Geology
 Geophysics
 Mathematics
 Paleontology
 Reservoir
 Shot hole Drilling
 Map and Drawing
 Photography
 Surveying
c) Economics and Statistics
 Finance and Account
 Official Leverage
 Industrial Relation
 Interpretation and Translation

 Legal
 Library
 Marketing
 Medical
 Para Medical
 Personnel and Administration
 Public Relation or Corporate communication
 Security
 Material management
• Human Resource Planning
• Recruitment
• Selection
• Placement
2. Development
Human Resource Development is the process of improving the
knowledge, skills, aptitude and value of employee so that they can
perform the present and future job more effectively. This function
compromise the following activites:
• Performance Potential Appraisal
• Training
• Executive Development
• Career Planning & Development
3. Compensation Function
It refers to providing equitable and fair remuneration to employee for
their contribution to the attainment of organization objective. It consists
of following activities:
• Job Evaluation
• Wages and Salary Administration
• Bonus
4. Integration
Integration involve motivating employee through various financial and
non- financial incentive, providing job satisfaction, handling employee
grievances through formal grievances procedure, collective bargaining,
worker participating in management, conflict resolution, Developing
sound human relation, employee counseling, improving quality of work
life etc.
5. Maintenance function
It is concern with protecting and promoting the physical and mental
health of employee. For this purpose several type of fringe benefit
such as housing, medical aid, educational facilities, etc. Provided to
employee. Social security measures like provided fund, pension,
gratuity maternity benefit injury allowance, group insurance etc. are
also arrange helps, safe guard welfare measures are designed to
preserve the human resource of the organization.
Recruitment and Selection

Definition of Recruitment:
“Recruitment is the process of searching for prospective employees
and stimulating and encouraging them to apply for job in an organization.”
Process of Recruitment:
1. Recruitment Policy
3.1 PERSONNEL & ADMINISTRATION

2
1. General Manager E-7 - 3 years as
( Personnel & 20500- Deputy G.M.
Administration ) 26500 ( P & A)
2. Deputy General E-6 - 3 years as
Manager 19500- Chief Manager
( Personnel & 25600 ( P & A)
Administration )
3. Chief Manager E-5 - 3 years as Manager
( Personnel & 18500- ( P & A)
Administration ) 23900
4. Manager E-4 1st class MBA with 3 years for merit and 4
specialization in Personnel years under Quantification
( Personnel & 17500-
Management/ HRD/ HRM or as Deputy Manager (P&A)
1st class post graduate
degree in Personnel
Management/ IR/ Labour
Welfare
10 years experience for
departmental candidate e & 12
years for others in class I or
equivalent position of which at
least 3 years should be in the
next lower scale.
5. Deputy Manager E-3 - 4 years for Merit and 5
years under
( Personnel & 16000-
Quantification as Senior
P & A Officer.
6. Senior Personnel & E-2 - 4 years under

Administrative Quantification as P & A
13750-
Officer Officer.
18700
7. Personnel & E-1 1st class MBA with SCF criteria
Administrative specialization in Personnel
12000- Qual. No. of
Officer Management/ HRD/ HRM or
17500
1st class postgraduate degree Years of
in Personnel Management/ Experience as
IR/ Labour Welfare. Assistant P&A
Officer/Private Secretary
Q-1 2 Yrs
Q-2 4 Yrs
Q-3 6 Yrs
Below Q-3 7 Yrs
8. Assistant Personnel E-0 - 4 years as Junior Job Linked

& Administrative Superintendent Test for
10750-
Officer existing
16750 ( P & A) or 6 years as
employees
Assistant Grade I
with Q-3
( P & A). qualification.

9. Private Secretary E-0 - 4 years as Personnel Job Linked
Assistant or 6 years as Test for
10750-
Assistant Gd. I (Steno existing
16750
English). employees
with Q-3
Minimum Speed of 50
qualification.
w.p.m. in Typing.
(Condition of shorthand as
prescribed under R&P'80
has been waived off vide
O.O. No.1(125)/98/RP-I
dated 3.3.98.
Tests Apply.
10. Junior Open Post Graduate degree in
Superintendent Ended Business Administration/
Personnel Management/ IR/
( Personnel & 7000
Labour Welfare or Graduate
Administration )
degree with 2 years Diploma
in Personnel &
Administration .
11. Personal Assistant Open Graduate with minimum 2
Ended years Diploma in Secretarial
Practice/ Office
7000
Administration.
Minimum speed 120 w.p.m.
in shorthand and 40 w.p.m.
in typing in English.
12. Chief S-IV - 5 years for Q3 & higher
Superintendent qualification holders and
Open
6 years for below Q-3
( Personnel & Ended
qualified as Senior
Administration ) 15200 Superintendent (P&A).
13. Senior S-III - 5 years for Q3 & higher
Open
( Personnel & Ended
qualified as Superintendent
Administration ) 13070 (P&A).
14. Superintendent S-II - 5 years for Q3 & higher

qualification holders and
( Personnel & Open
Administration ) Ended
qualified as Assistant
11400 Superintendent (P&A).
15. Assistant S-I - 6 years as Assistant Grade
Superintendent I (Steno-English)/Assistant
Open
( Personnel & Grade-I
Ended
Administration) Test apply ( for Steno)
10220
16. Assistant Grade I A-IV - 6 years as Assistant Grade
II (Steno-English)
(Steno-English) Open
Ended Tests apply. Minimum
speed 120 w.p.m. in
6500
shorthand and 40 w.p.m.
16A. Chief Superintendent S-IV - 5 years for Q3 & higher

Ended
qualified as Senior
15200
Superintendent
(Steno-English)
16B. Senior S-III - 5 years for Q3 & higher
Open
(Steno-English) Ended
qualified as Superintendent
13070
(Steno-English)
16C. Superintendent S-II - 5 years for Q3 & higher

Ended
qualified as Assistant
11400
Superintendent
(Steno-English)
16D. Assistant S-I - 3 years as Assistant
Superintendent Grade I (Steno-
Open
English).
(Steno-English) Ended
10220 Minimum speed of 50
w.p.m. in typing.
17. Assistant Grade II A-III - 6 years as Assistant
Grade III
Ended (Steno-English)
5800 Tests apply. Minimum
speed 100 w.p.m. in
shorthand and 40 w.p.m.
18. Assistant Grade III A-II - 3 years as Junior Assistant
(Steno-English) Open (Steno-English)
Ended Tests apply.
5100 Minimum speed 90 w.p.m.
in shorthand and 30
w.p.m. In typing in
English.
19. Junior Assistant A-I Graduate with Typing speed
30 w.p.m. and Shorthand at
80 w.p.m. Certificate/Diploma
Ended
of minimum duration of six
4700 months in Computer
Applications in the office
environment
2. Method of Filling Post
All posts in the Corporation shall be filled by:-

➢ direct Recruitment; or
➢ promotion of employees already in the service of the Corporation ; or
➢ borrowing the services of persons from the Central Government or the State
Governments or Public Sector Undertakings or local or other authorities; or
➢ Any other method, as may be decided by the Corporation, for reasons to be
recorded in writing, for appointment, to any post, of persons possessing
special merit, qualifications or experience.
3. Categories of posts, scales of pay, qualifications and other

matters connected therewith:
a) The categories of posts, scales of pay, method of
recruitment, qualification and other matters connected therewith for
appointment or promotion to the said posts, the percentage reserved
for promotion and for direct recruitment to the posts thereof shall be as
Specified in Schedule I appended to these regulations, subject to any
relaxation from time to time by the Corporation.
b) Any revision in the scales of pay to any post, from time to
time, by the Corporation shall apply to the scales of pay specified in
Schedule I appended to these regulations.
c) The Board will be the Competent Authority to
change/modify the designations/grades or any other term/condition in
these Regulations.
4. Age limit for Direct Recruitment and other matters to be followed

while making Recruitments and Promotions :
a) The age limit for direct recruitment and other matters to be

followed while making direct recruitment or promotion to the various
posts specified in Schedule-I referred to in Regulation-4 shall be as
given below.
b) The direct recruitment will be made at the following levels, to be
called induction levels :-
SCALE OF AGE LIMIT

PAY (Rs.) Earlier Enhanced*
Provision
a) EXECUTIVE LEVEL
E-4 17500-22300 42 yrs. 44 yrs.
E-1 12000-17500 28 yrs. 30 yrs.
b) CLASS-III
Top of Class-III 7000 ( Open 30 yrs. 32 yrs.
ended )
A-II (Asstt. Rig man only) 5100 ( Open 30 yrs. 30 yrs.
ended )
Bottom of Class-III 4700 ( Open 28 yrs. 30 yrs.
ended )
c) CLASS-IV
Bottom of Class-III 25 yrs. 27 yrs.
4700 ( Open
ended )
Definition of Selection:
“The Selection is the process of choosing the best applicant from the
available.”
Process of Selection:
A. Reception of Applicant
The Selection process begins with reception of the applicant in the HR
department. The receptionist provides information about the company and
current vacancies and also helps candidates in completion of application
forms.
B. Preliminary Interview
The primary purpose of the preliminary interview is to screen out those
who are visibly unsuitable for the job and select those who found suitable, he
is selected for further screening.
C. Application Blank
It Include detail information of candidate like the name of the candidate,
address, telephone no., physical information, experience, hobbies, reference,
etc.
D. Selection Test
Job seekers who pass the screening and preliminary interview are
called for test. Different types of the test may be taken depending up
on the job and company.
• Intelligence test
These measure the intellectual capacity of the candidate.
They use mainly for the selection of such candidates who
are required for the post of accountant, professor,
manager etc.
• Trade test
These are also called performance test. Company can

actually use these to measure the candidate claim ability
to perform the job. They measure there trade knowledge
and skills in the trade.
• Personality Test
Personality of the candidates should match the job
requirements. These tests discover his value systems,
emotional maturity relation moods etc. Which generally
affect his working.
E. Interview
Interviewing is the most widely used tool in selection procedure. In
many companies interview is the only tool used in selecting employee.
The major types of interview are.
• Planned Interview
Planned interview is carefully designed to have a high
degree of accuracy and precision. The question be ask
to the candidates are prepared in advance.
• Non Directive Interview

It is designed to let the candidates express his opinion for
the idea is to give him freedom to express himself.
Subject on which he is asked to express include his
expectations, motivation background, interests etc.
• Group Interview
It is a method of asking question in an interview which is
designed to examine in depth, the candidates
background and thinking. It uses questions in key area
studied by the interviewer in advance and includes area

like home life, education, past experience etc.
F. Investigating Past Career

Usually applicants are asking to give reference of the past employer
and also of one or two respectable persons known him. References
and recommendation prove useful as a source of information regarding
the reputation of candidates.
To check references one may use the phone, postal service
or a personal visit to the reference given. It includes reference and
background checks basically many employees request names,
address, and contact no of reference for the purpose of verifying
information previous employers, university professor or friends can act
as a reference.
G. Primary Selection
If a candidate is found eligible for the post on the basis of above steps,
he is appointed as an apprentice and then oriented and trained for a
definite period of times.
H. Physical Examination
After approved by the supervisor, the candidate is sent to the factory
physician for a complete medical check up.
The basic purpose of physical examination is to determine
the fitness of the candidates as per the job requirements. Different
jobs different type of capacities. A proper matching of job requirement

with physical ability results in better utilize of manpower.
I. Contracts For Employment

After the job offer has been made and the candidates accept the offer,
certain document need to be execute by the employee and the
candidate may have to prepare a contract for employment that includes
information like job title, duties summary, date when continues
employment standard rate of pay, hours of work, holidays arrangement,
work rules etc.
Human Resources Planning

Definition of HRP:
“Human Resources planning is the process of determining and assuming that
the organization will have adequate number of qualified person available at proper
time, performing job which meet the need of the organization and which provide
satisfaction to individual involved.”
Process of HRP:
1) Analyzing Organizational Plans:
First of all, the objective and strategic plans of the company are analyzed. HR
Plan needs to be based on organization objectives i.e. objectives of HR must be
derived form organization objectives. Specific requirement in terms of number and
characteristics of employees should be derived form these objectives. The role of
HRP is to fulfill the overall objective define by top management by assuring
availability and utilization of human resource.
2) Human Resource Need Forecast
HR need forecasting is the process of estimating in future quantity and quality
of people requirement on the basis of corporate and functional plans, and future
activates levels, the future need fort human resources in the organization are
anticipated. The number of people and the skills level needed in future de3pnad on
the production and sales budgets in a manufacturing enterprise.
3) Human Resource Supply Forecast

Personal Demand analysis production the manager with no and qualified
people for employees that will be require. Nest logical step is to find out the number
of people likely to be available from within and outside organization.
4) HR Programming
Once an organization’s personnel and supply are forecast, the two just be
reconciled or glanced in order that vacancies can be filled by the right employees at
the right time. HR programming, the third step in the planning process therefore,
assumes greater importance.
5) HR planning implementation
Implementation requires converting HR plan into action. A series of action
Programmers are initiated as part o HR plan implementation. Some such program
recruitment, selection and placement; Training and development, retraining and
redevelopment, the retention plan; and the redundancy plan.
6) Control and Evaluation

Control and evaluation represents the fifth and the final phase in the HRP
process. The HR plan should include budgets, targets and standards. It should also
clarify responsibilities for implementation and control and establishes reporting
procedures which will enable achievements to be monitored against the plan. These
may against the recruitment targets. But they should also report employment costs
against budget, and trends in wastage and employment ratios
Training and Development

Definition of Training & Development:
“Training is the sort term process utilizing a systematic and organizes
procedure by which non managerial personnel learn technological knowledge and
skills for definite purpose.”
“Development is long term education process utilizing a systematic an
organize procedure by which managerial personnel learn conceptual and theoretical
knowledge for general purpose.”
Objective of Training & Development:

1. To develop entrepreneurship and expertise par excellence through training

and retraining.
2. To prepare executives to meet the strategic business goals in the fast
changing environment.
3. To create a learning environment in order to achieve a competitive edge
through leveraging human resource.
4. To develop training tools and techniques to facilitate effective learning
5. To organize interactive workshops in upstream industry areas.
6. To strive for continuous improvement in all aspects of E&P activities through
training in the emerging technologies.
7. To inculcate quality consciousness
8. To promote IT as an instruments of organizational transformation.
9. To cultivate creative and innovative thinking.
10. Reducing gap between current and expected level of performance through
systematic enrichment of knowledge, skills and attitudes.
11. Developing multi-craft skills.
12. Preparing executives for career advancement.
13. To impart training to all employees to motivate them towards actualization of
their potential.
ONGC Training Institutes:

Training & Development in the company is imparted through the following
Institutes:-
1. Institute of Management Development (IMD), Dehra Dun.
2. Regional Training Institute, Makarpura Road, Vadodara
3. Regional Training Institute, Chennai
4. Regional Training Institute, Panvel, Mumbai.
5. Regional Training Institute, Sibsagar, Assam.
6. Regional Training Institute, Rajahmundry.
Setting up of the Institute of Management Development is a visible initiative of the
company towards development of the Human Resource to achieve the goals and
objectives of the organization.
The Institute is conducting training programs for different levels of executives

in order to fill the gap between the practicing technology and State of the art
technology. The technological needs and improvisation, the present and future
objectives and strategies as well as individual aspirations for achieving professional
and managerial excellence are identified and a fruitful extensive interaction is made
with the R & D Institutes and operating regions of the organization. Also services of
the widely experienced retired personnel are utilized to execute the in-house training
programs.
In its endeavor, Institute of Management Development is playing the pivotal
role in refining the micro and macro met culture of the organization with specific
reference to Human Resource Development.
Function of Training Institutes:
In view of the above, IMD along with its five Regional Training Institutes (Sibs agar,
Chennai, Vadodara, Mumbai) performs the following training activities.
a. To survey existing work force to identify present and future training
requirements for professional and managerial excellence.
b. To prepare career linked training plans for officers keeping in view the job
rotations in ONGC
c. To prepare the annual training calendar for the company in consultation with
the Assets/Basins/Chief of Services, Institute Heads and Top
Management/Directors etc. with respect to the organizational requirements
and individual perceptions.
d. To prepare common training syllabi for programs to be conducted by IMD in
association with RTIs and R & D Institutes.
e. To conduct induction training and training for officers risen from ranks.
f. To conduct orientation programs for Geo-Scientists and Engineers in
emerging technologies in association with R & D Institutes, through which the
technology transfer is taking place.
g. To develop SC/ST and Women personnel through special programs.
h. To conduct training related to technology transfer including initial screening of
such requirements.
i. To coordinate training abroad.
Induction Training:
The fresh incumbents of the organization are exposed to wide gamut of
technology of petroleum industry through synergic approach covering multi-
disciplinary theoretical and practical aspects with emphasis upon on the job training.
Thus, a newly recruited executive undergoes an intensive classroom training
interspersed with field exposure to effectively specialize him in the Organisation. The
specialized modules of training on the advanced hydrocarbon exploration and
exploitation technology are inculcated in the newly recruited officer before he is put
on the job training for hands-on-experience.
Management Training:
One of the most important aspects of executive development is "Man-
Management"; suitable programs are being organized with special emphasis on
appreciation of roles played by various disciplines in the company. Environment and
public enterprises, principles of Management, Corporate planning, Project
Management, Management of Change, Management of Technology, Man-
Management, Team building and conflict Resolution, Management of R & D,
Personal Effectiveness including Oral and Written communication, Presentation
skills, listening skills, Managing Stress etc. are wider areas covered through various
training modules.
For the personnel already engaged in different disciplines, a career linked
training plan is drawn to impart advance training in management.
The executives of E-4 and above levels are exposed to General Management
Training at reputed Institutions in India including ASCI & IIM’s to achieve the
perfection in development. Thus the training system in ONGC ensures overall
development of the officers.
Promotion and Transfer

Definition of Transfer:
“Transfer is a horizontal movement of employee from one job to another in the same
organization without any significant change in status and pay.”
Objective of Transfer:
i. To enable planned movement of employees from one job/station to another to

meet operational and/or administrative requirement of the organization from
time to time.
ii. To enable employees acquire multi-dimensional knowledge and skills for self-
development, to shoulder higher supervisory and managerial responsibilities
through a structured job rotation profile and exposure to diversified
geographic and operational environments.
iii. To enable employees develop their own career path by opting for specific job
placement/change in job assignment and outstation placements so as to have
an effective linkage with their career development.
iv. To provide flexibility in pursuing specialist tasks.
Process of Transfer:
I. Process Generating transfer requirements

Sub-Process: (i) Generating Transfer requirement Optimum
manpower requirement for N.E. to be worked
out discipline/level wise by HRG each year and
transfer to NE to be limited to actual requirement
and not on replacement.
(ii) Generating the list of candidates in the
transfer Zone and bio-data of all executives,
discipline-wise, Sector/Asset-wise-in order of
Sectoral stay seniority.
Responsibility: Office of Chief HRD (Assistance to be provided
by respective establishments).
Completion Date: August 15
II.Process: Obtaining Feedback
Sub-Process: Putting the generated list on the net and
circulation to the key executives. Obtaining the
feedback from the key executives/individuals
regarding requests/preference/constraints.
Responsibility: Office of Chief HRD
Completion Date: September 15
III. Process: Developing draft transfer list
Sub-Process: Office of Chief HRD to work with respective
establishments at Head quarters.
Completion Date: October 15
IV. Process: Obtaining inputs from Key Executives
Sub-Process: (i) Draft transfer list to be circulated to Key
Executives
(ii) The input of the Key Executives is to be
considered before the transfer list is finalized.
Completion Date: November 15
V. Process: Developing final transfer list
Sub-Process: Finalizing the transfer list after approval of
competent authority.
Completion Date: December 15
VI. Process: Issue of transfer orders.
Responsibility: Concerned Establishment at Headquarters
Completion Date: 2nd week of January.
Performance Appraisal
Definition of Performance Appraisal:
“Performance Appraisal Report is an Index of an Employee/Executive’s works
performance over a given period of time. It is crucial for his/her Career Growth as it
indicates the Strengths, Weaknesses (if any), Training needs, Nature of job being
performed, problems faced in work situation.”
Objective of Performance Appraisal:
➢ To set Norms and Targets of Work Performance, as well as, to monitor the
Work Progress of Employees.
➢ To facilitate placement of Employees in accordance with their suitability for
different types of Assignments.
➢ To provide an Objective basis for determination of Merit, Efficiency and
Suitability for the purpose of promotion.
➢ To identify areas requiring exposure for Training/Development.
Process of Performance Appraisal:

➢ PAR/ACR in respect of an employee is required to be assessed/written by
levels indicated below:-
1. by the Reporting Officer under whom employee is working.
2. by the Reviewing Officer
➢ Class III/IV & E-0 employees:
The reporting officer for writing PAR of an employee of Class III/IV and E-0
level category will be the executive under whose control the employee is working.
The Reviewing officer will be of one grade above the grade of Reporting Officer.
The PARs in respect of Class III and IV employees duly reviewed/accepted

is maintained at Region/Institutes/Headquarters Group-wise in the concerned
establishment section/PAR Sections.
➢ The PAR in respect of E-0 to E-6 level executives are being maintained in
PAR Department at Headquarters of R&P Division. As regards, E-7 and above
all such reports which are received from Regions/Institutes/Headquarters are
maintained at Chairman-cum-Managing Director’s office.
➢ The Reporting officer will be the officer to whom the executive reports for his
day to day work. Review of the PAR will be done by the executives to whom
the Reporting officer is responsible for his functions. Accepting authority will
be the executive higher than the Reviewing officer at different stages
depending upon the nature of the grades, as per delegation of Powers in PAR
Rules.
➢ The Performance Appraisal Reports of Executives of E-6 level i.e. Deputy
General Manager and above will be submitted to concerned Functional
Director for final review and acceptance.
1. The Performance Appraisal Reports of Executives of E-5 level i.e. CM

and equivalent will be reviewed by the RD/ED/Nominee of the Director
concerned.
2. The Performance Appraisal Reports of executives upto E-4 level i.e.
Manager and equivalent would be reviewed by the Functional
Head/GM/GGM not less than E-7.
Wages and Salary Structure
Designations Level Scale of

Pay
Executive Director E-9 Rs. 23750-
28550
Group General Manager E-8 Rs. 20500-
26500
General Manager E-7 Rs. 20500-
26500
Deputy General Manager E-6 Rs. 19500-
25600
Chief Manager/Chief Geophysicist/ Chief Geologist/Chief E-5 Rs. 18500-
Chemist/Chief Engineer 23900
Manager/Superintending Engineer/Superintending E-4 Rs. 17500-
Geophysicist/ Superintending Geologist/Superintending 22300
Chemist
Deputy Manager/Deputy Superintending Geophysicist/ Deputy E-3 Rs. 16000-
Superintending Geologist/Deputy Superintending Chemist/ 20800
Deputy Superintending Engineer
Senior (**) Officer/Executive Engineer/Senior E-2 Rs. 13750-
Geophysicist/Senior Geologist/Senior Chemist 18700
(**) Officer/Assistant Executive E-1 Rs. 12000-
Engineer/Geophysicist/Geologist/Chemist 17500
Assistant (**) Officer/Assistant Engineer E-0 Rs. 10750-
16750
Chief Superintendent/Senior Foreman S-IV Rs. 15200
(OE)
Senior Superintendent/Senior Foreman S-III Rs. 13070
(OE)
Superintendent/Foreman S-II Rs. 11400
(OE)
Assistant Superintendent/Assistant Foreman S-I Rs. 10220
(OE)
Junior Engineer/Junior Superintendent/Junior Accountant A-V Rs. 7000
(OE)
Topman/Chargeman/Assistant Grade - I A-IV Rs. 6500
(OE)
Junior Technician/Rigman/Assistant Grade - II A-III Rs. 5800
(OE)
Assistant Technician/Assistnant Rigman/ Assistant Grade - III A-II Rs. 5100
(OE)
Junior Assistant Technician/ Junior Assistant A-I Rs. 4700
(OE)
Head Worker W-VII Rs. 10220
(OE)
Deputy Head Worker W-VI Rs. 6500
(OE)
Senior Worker W-V Rs. 5800
(OE)
Attendant Grade - I W-IV Rs. 5100
(OE)
Attendant Grade - II W-III Rs. 4700
(OE)
Attendant Grade - III W-II Rs. 4500
(OE)
Junior Attendant W-I Rs. 4300
(OE)
Abbreviations in use
Superintending = S./Suptdg. Superintendent = Suptdt.

Deputy = Dy. Accountant = Acctt.
Executive = Ex. Assistant Grade = A.G.
Senior = Sr. Technician = Tech.
Assistant = Asstt. Open Ended = OE
Incentive Scheme for Hindi Workers:

1. TITLE: OIL AND NATURAL GAS CORPORATION LIBERALISED
COMPREHENSIVE INCENTIVE SCHEMES FOR HINDI WORK.
2. SCOPE: All Offices of the Corporation irrespective of their place of location.
3. COMMENCEMENT: From the date of its adoption i.e. w.e.f. 21.6.1991.
4. INCENTIVES: The various incentives covered under the Scheme are:
i. Incentive for original Hindi Noting and drafting in official work.
ii. Grant of Hindi Incentive Allowance to Stenographers and Typists for doing
their official work in Hindi in addition to English.
iii. Hindi Incentives for in-service Training Courses.
iv. Lump-Sum Award and (V) Personal Pay.
INCENTIVES FOR ORIGINAL HINDI NOTING AND DRAFTING IN

OFFICIAL WORK:
i. ELIGIBILITY
a. Officers/employees of the categories who are expected to do original
noting/drafting in official work can participate in this scheme.
b. Stenographers/Typists who are covered under some other incentives
for encouraging the use of Hindi in official work under this scheme will
not be eligible for incentives for original Hindi noting and drafting.
Stenographers and Typists can opt for Hindi incentive allowance to
Stenographers and Typists for doing their official work in Hindi in
addition to English as stipulated in para 4.2 of this scheme.
Stenographers and Typists can opt only for one type of an incentive.
c. Hindi Officers and Translators who generally do their work in Hindi will
not be eligible to participate in the scheme. However, Hindi
Stenographers and Hindi Typists doing English work in addition to their
Hindi work to meet out the bilingual preparation of the documents to be
issued under Sec.3 (3) of the Official Languages Act, 1963 may opt for
the incentives under Para I91)(b).
ii. PRIZES
The following cash prizes in each Asset/Basin/Services/Institutes/Regional Offices or
work centers may be given to the participants every year according to the work done
by them in Hindi :
(a) First Prizes: Two Prizes : Rs.700/-

(Seven Hundred each)

(b) Second Prizes: Three Prizes : Rs.500/-
(Five Hundred each)
(c) Third Prizes: Five Prizes : Rs.350/-
(Three Hundred Fifty each)
(d) Consolation : Five Prizes : Rs.200/-
Prizes (Two Hundred each)
iii. CRITERIA
a. For facilitating assessment, a total of 100 marks will be allotted. Out of
this, 70 marks will be earmarked for the quantum of work done in Hindi
and 30 for the quality of noting and drafting in Hindi.
b. A person who writes a minimum of Twenty Thousand words in Hindi in
Regions ‘A’ & ‘B’ and Ten Thousand works in Region ‘C’ in an year will
be eligible to compete for the prizes. The prizes will be awarded to the
first ten persons in order they stand on the basis of the marks allotted
by the Assessment Committee referred to in Para (iv) below.
Consolation prizes will be awarded on the recommendation of the
Assessment Committee to such persons who do work in Hindi
meritoriously but are not covered under First, Second and third prizes.
c. iv. CONSTITUTION OF ASSESSMENT COMMITTEE

d. The Assessment Committee in each
Asset/Basin/Services/Institutes/Regional Offices or Work centers may
consist of the following:
(a) An officer not below the level of E4.
(b) A Senior P&A Officer
(c) A Senior P&A Officer (Hindi)/Hindi Officer/PAO looking after Hindi
work.
v. PROFORMA
WEEKLY STATEMENT OF THE HINDI NOTING/DRAFTING WORK

DONE BY SHRI/SMT./KM.______________________________
DESIGNATION_____________________ C.P.F. No._________
FOR THE WEEK ENDING ON __________
Sr No Date File No Quantum of Quantum of No. of Signature
of
Sectional
notes/drafts notes/drafts words Head
written in written in
Hindi Hindi
1 2 3 4 5 6 7
Employee Welfare
Definitions of Employee Welfare:
“Employee Welfare means anything done for the comfort and improvement,
intellectual and social of employee or and above the wages paid which is not a necessary for
the industry.”
Objective of Employee Welfare:
• It helps to improve the recruitment.
• Employee welfare improves will moral and loyalty of workers.
• It reduces labour turnover and absenteeism.
• It helps to improves employee productivity and efficiency.
• It help to improve to Industrial Relation.
• It helps to improve goodwill and public image of the company.
Types of Welfare Activities:

Intramural
These services are provided within the establishment. These include
Canteen, Library, Uniform, Latrine, Urinals, Refreshment Room, Parking,
Wash Basing, AC Cabin and free and subsidized food etc.
A. Extramural
These services are provided outside the establishment. These
consist of housing accommodation, transport, maternity benefits, Childers’s
education, sport fields, family planning and a child welfare, holiday homes; leave
travels facilities, works cooperative stores, fair price shops, credit societies,
vocational guidance, interest free loans etc.
a. Housing
Amount Up to Rs.30,001/- to Above

Rs. 30,000 to Rs. 3,00,000/- Rs. 3,00,000/-
Rate of interest 5.50% 6% 8%
0.5% rebate on rate of interest to employees who have adopted small
family norms is admissible.
The repaying capacity of an employee will be calculated as shown below:

Service Period Salary
Retiring after 20 years 50%
Retiring within 10 to 20 years 60% + 80% Gratuity
Retiring within 10 years* 66.67% + 90% Gratuity
b. Transportation
The distance between the workplace and residence of worker has

increased considerable. It is therefore, necessary to provide proper transport
facilities to and from the factory. Such facilities will reduce strain and
absenteeism.
Employer should also advance loans for purchase of bicycle, scooters
etc., by employees.
Generally, Most of the employers travel the distance between house

and workplace with the help of TATA Bolero provided by ONGC LTD.
c. Education
Merit Scholarship is granted to the wards of the employees who secure

the following percentages of marks in the aggregate of the last examination
passed:
a) Wards studying in classes from
i) Vth to Xth – 70%
ii) XI & XII – 60%
iii) Diploma courses – 70%
b) Graduation, Post Graduation, Professional Courses
(i) Science 65%
(ii) Commerce / Humanities stream 60%
d. Co-operative Stores
The Indian labour conference in 1963 adopted for the setting up of the
consumer co operative stores in all industrial establishment including
plantation and mine employing 300 or more workers. This store provides the
item in concessional rates.
e. Recreational
Recreational in the form of music, art, theatre, sports and games can
play important role in physical and mental development of employees. This is
provided in order to fit the labour force.
f. Medical
The ONGC has their on private hospital where the employee can check
up at reasonable rate. It also providedmedical store facilities outside the
campus. There the Employee can purchase medicine at free or concessional
rates.

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No. 9 - Human Resources Department

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[Oil and Natural Gas Corporation Ltd.

Hierarchy Structure of Organization

Definition of Human Resources Management

of Human Resources Management to end that Individual, Organizational and

Vision of Human Resources Management

Mission of Human Resources Management

Objectives of Human Resources Management

Activities of Human Resources Department

Controlling implies checking, verifying and regulating to ensure that

○ Job Description and Job Specification

 Interpretation and Translation

• Human Resource Planning

• Performance Potential Appraisal

• Career Planning & Development

• Wages and Salary Administration

Recruitment and Selection

3.1 PERSONNEL & ADMINISTRATION

6. Senior Personnel & E-2 - 4 years under

8. Assistant Personnel E-0 - 4 years as Junior Job Linked

( P & A). qualification.

14. Superintendent S-II - 5 years for Q3 & higher

16A. Chief Superintendent S-IV - 5 years for Q3 & higher

16C. Superintendent S-II - 5 years for Q3 & higher

2. Method of Filling Post

All posts in the Corporation shall be filled by:-

3. Categories of posts, scales of pay, qualifications and other

4. Age limit for Direct Recruitment and other matters to be followed

a) The age limit for direct recruitment and other matters to be

SCALE OF AGE LIMIT

These are also called performance test. Company can

• Non Directive Interview

studied by the interviewer in advance and includes area

F. Investigating Past Career

jobs different type of capacities. A proper matching of job requirement

I. Contracts For Employment

Human Resources Planning

3) Human Resource Supply Forecast

6) Control and Evaluation

Training and Development

Objective of Training & Development:

1. To develop entrepreneurship and expertise par excellence through training

ONGC Training Institutes:

The Institute is conducting training programs for different levels of executives

Promotion and Transfer

i. To enable planned movement of employees from one job/station to another to

I. Process Generating transfer requirements

Process of Performance Appraisal:

The PARs in respect of Class III and IV employees duly reviewed/accepted

1. The Performance Appraisal Reports of Executives of E-5 level i.e. CM

Wages and Salary Structure

Designations Level Scale of

Superintending = S./Suptdg. Superintendent = Suptdt.

Incentive Scheme for Hindi Workers:

iv. Lump-Sum Award and (V) Personal Pay.

INCENTIVES FOR ORIGINAL HINDI NOTING AND DRAFTING IN

(a) First Prizes: Two Prizes : Rs.700/-

(Seven Hundred each)

c. iv. CONSTITUTION OF ASSESSMENT COMMITTEE

WEEKLY STATEMENT OF THE HINDI NOTING/DRAFTING WORK

Types of Welfare Activities:

Amount Up to Rs.30,001/- to Above

The repaying capacity of an employee will be calculated as shown below:

The distance between the workplace and residence of worker has