Need analysis of training @ IOCL

NEED ANALYSIS OF TRAINING &

DEVELOPMENT OF EMPLOYEES

INDIAN OIL CORPORATION LIMITED

Submitted by:APURVA AGRAWAL

BBA 2011-2014A 7006411002

HUMAN RESOURCE

Under guidance of:

MS VEENA KUMARI DR. ALPANA SRIVASTAVAHR MANAGER, BSO (MD) PROFESSORINDIAN OIL CORP. LTD. ABS, LUCKNOW

(SUMMER INTERNSHIP REPORT IN PARTIAL FULFILLMENT OF THE AWARD OF FULL TIME BACHELORS IN BUSINESS ADMINISTRATION (2011-14))

AMITY BUSINESS SCHOOL

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AMITY UNIVERSITY UTTAR PRADESH, LUCKNOW

STUDENT’S CERTIFICATE

Certified that this report is prepared based on the summer internship project

undertaken by me in INDIAN OIL CORPORATION LIMITED from 6th May

2013 to 23th June 2013, under the able guidance of Ms. VEENA KUMARI in partial

fulfillment of the requirement for award of degree of Bachelor of Business

Administration (BBA) from Amity University, Uttar Pradesh.

Date--------------------

--------------- ----------------- -----------------

Apurva Agrawal Dr. Alpana Srivastava Prof. V. P. Sahi BBA-2011-2014 Professor Director

(ABS)

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FACULTY CERTIFICATE

Forwarded here with a summer internship report on “Need Analysis of Training

& Development of Employees” of Indian Oil Corporation Limited submitted by

Apurva Agrawal, Enrollment No-A 7006411002 student of BBA Vth Semester

(2011-14).

This project work is partial fulfillment of the requirement for the degree of

Bachelor in Business Administration from Amity University Lucknow Campus,

Uttar Pradesh.

--------------------------------Dr. Alpana Srivastava

Amity University,

Lucknow Campus

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ACKNOWLEDGEMENT

“Gratitude is the hardest of emotion to express and often does not find adequate ways to convey the entire one feels.” Summer training is the one of the important part of BBA course, which has helped me to learn a lot of experiences which will be beneficial in my succeeding career. For this with an ineffable sense of gratitude I take this opportunity to express my deep sense of indebtedness to Respected Prof. V.P. Sahi, Director of Amity Business School who has provided me an opportunity to learn the corporate culture during my BBA course.

I am also very much thankful to Ms. Veena Kumari, HR Manager, Indian Oil Corporation, Patna. for his interest, constructive criticism, persistent encouragement and untiring guidance throughout the development of the project. It has been my great privilege to work under her inspiring guidance.

Further I would also like to extend my sincere ‘Thanks’ to Dr. Alpana Srivastava for her valuable guidance, suggestions and outstanding mentorship.

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TABLE OF CONTENT

Particular Page

Student’s Certificate 2

Faculty’s Certificate 3

Industry Certificate 4

Acknowledgement 5

Graphs 7

Synopsis 8

Chapter I- Introduction 10

Chapter II- Organisational Profile of the Company 13

Chapter III- Data Presentation 23

Chapter IV- Data Analysis and Interpretation 28

Chapter V- Findings and Conclusion 42

Annexure 45

Bibliography 52

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GRAPHS

Title Page No.

Figure 1.1 30

Figure 1.2 30

Figure 1.3 31

Figure 1.4 31

Figure 1.5 32

Figure 1.6 32

Figure 1.7 33

Figure 1.8 33

Figure 1.9 34

Figure 1.10 34

Figure 1.11 35

Figure 1.12 35

Figure 2.1 36

Figure 2.2 36

Figure 2.3 37

Figure 2.4 37

Figure 2.5 38

Figure 2.6 38

Figure 2.7 39

Figure 2.8 39

Figure 2.9 40

Figure 2.10 40

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EXECUTIVE SUMMERY

Training and Development is an essential part of every organization and every organization

follows a training calendar. “Need analysis of development of employees” basically deals with

the significance of training and development for employees in an organization. The training

requirement for an employee arises when performance gap is encountered. An organization

always expects something from a training session which must add to the benefits of the

organization likewise an employees also have some expectations from the organization and the

training program. The project has mainly used a close ended questionnaire survey to arrive at a

conclusion, the questionnaires focuses on the norms of training and development at Indian Oil

Corporation. The questions asked from the employees were to know the no. of training programs

they attend in a year, to know how frequent the training is given to the employee in the

organization. The questions have also focused on know whether training was an integral part of

the organization and does it play any strategic role for the organization. Is the organization is

giving a proper training, whom are the trainers training, what methods are used to train the

employees, the time duration in which the training is conducted, how effectively is it

contributing to the organizational goals are some of the questions which is included in the

questionnaire to know the whole procedure of training and development at Indian Oil

Corporation.

Measurable Benefits:

Paying a satisfactory dividend Increasing profitability Increasing market share Providing stable and secure employment Satisfying the needs of beneficiaries Improving quality Introducing new products or services Reducing costs

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OBJECTIVE

To analyze & know how training programs are designed by Indian Oil Corporation Ltd

To examine the impact of training on the workers

To study the changes in behavioral pattern due to training

To measure the differential change in output due to training

To examine the effectiveness of training in overall development of skills of workforce.

The results of the needs assessment allows the training manager to set the training objectives by

answering two very basic questions: what needs to be done, and why is it not being done now?

Then, it is more likely that an accurate identification of whom, if anyone, needs training and

what training is needed. Sometimes training is not the best solution, and it is virtually never the

only solution. Some performance gaps can be reduced or eliminated through other management

solutions, such as communicating expectations, providing a supportive work environment, and

checking job fit. These interventions also are needed if training is to result in sustained new

behaviors needed to achieve new performance levels, for an individual, an occupation, or an

entire organization.

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CHAPTER- IINTRODUCTION

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SIGNIFICANCE OF TRAINING & DEVELOPMENT

Training is a systematic process of bringing about a change or improvement for a definite purpose. It is a process of helping employees to gain effectiveness in their work through development of appropriate habits of thought, skills, which the activities of an organization carried out by improving the efficiency and effectiveness of its Human Resource. Industry training is nothing but learning through the process of training attempts to bring about a change in response to a given set of circumstances.

Optimum Utilization of Human Resources–Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

Development of Human Resources–Training and Development helps to provide an opportunity and broad structure for the development of human resources‟ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employees–Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.

Productivity–Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.

Team spirit– Training and Development helps in inculcating these nse of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

Organization C ulture - Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

Organization Climate– Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

Quality– Training and Development helps in improving upon the quality of work and work-life.

Healthy work environment– Training and Development helps increating the healthy working environment. It helps to build good employee, relationships o that individual goals aligns with organizational goal

Health and Safety–Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.

Morale–Training and Development helps in improving the morale of the work force.

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BACKGROUND OF TRAINING AND DEVELOPMENT

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees.

Training is activity leading to skilled behavior.

It’s not what you want in life, but it’s knowing how to reach it It’s not where you want to go, but it’s knowing how to get there It’s not how high you want to rise, but it’s knowing how to take of

Training is about knowing where you stand at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies.

REVIEW OF PREVIOUS RESEARCH STUDY

The powers & duties of the officers and workmen of the Company are derived mainly from job descriptions, manuals, terms and conditions of appointment and Delegation of Authorities enunciated by the Corporation. The officers & workmen of the Company are appointed for carrying out the business operations of the Company, which are in line with the objectives specified in the Memorandum of Association of the Company. While discharging duties and responsibilities, officers & workmen of the Company are complying with the applicable provisions of statutes and rules and regulations framed there under. Procedures followed in the Decision-Making Process, Including Channels of Supervision and Accountability

SCOPE AND OBJECTIVE OF TRAINING AND DEVELOPMENT

The scope of the study covers in depth, the various training and development practices, modules, formats being followed and is limited to the company IOCL and its employees. The different training programmes incorporated in IOCL through its faculties, outside agencies or professional groups. It also judges the enhancement of the knowledge & skills of employees and feedback on its effectiveness. To find out to what extent the satisfaction workforce perceives the training program to be effective and helpful.

AREA AND PERIOD OF STUDY

This study was carried out in the area of Human Resource Management.

The period of this study was seven weeks

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CHAPTER- IIORGANIZATIONAL PROFILE OF THE

COMPANY

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1. THE BACKGROUND

Indian Oil Corporation Ltd. Is India’s largest commercial enterprise. Indian Oil was incorporated on 30th June, 1959 under the name and style of Indian Oil Company Ltd. Upon merger with Indian Refineries Ltd. On September 1, 1964, the name of the company was changed to Indian Oil Corporation Ltd. Guwahati Refinery, the first public sector refinery of the country, was built with Romanian collaboration and was inaugurated by the first Prime Minister of India, Pandit Jawaharlal Nehru, on 1st January 1962. Indian Oil refineries registered a record through put of 35.3 million tones during the financial year surpassing the previous best of 33.8 million tones in 2001-2002. Indian oil is investing Rs. 43,393 crore (US$10.8billion) during the period 2007-2012 in augmentation of refining and pipeline capacities, expansion of marketing infrastructure and product quality upgradation as well as in integration and diversification project

Indian Oil is India's #1 oil refiner. Of India's 20 refineries, the company owns 10, which processed 55.6 million metric tons (a 35% national refining market share) in Fiscal 2012. The group also owns more than 10,900 kilometers of pipeline and operates a chain of some 20,240 gas stations across India. India's largest commercial enterprise, Indian Oil has 71% of India's downstream pipeline throughput capacity, and its network of 36,900 retail outlets represents 49% of the country's petroleum products market share. Indian Oil also has exploration and production operations in India and around the world.

2. THE PROMOTERS

Chairman: R. S. Butola

Executive Director, Pricing, Marketing Division: E. Unnikrishnan

Executive Director, Retail Sales, Marketing Division: H. S. Bedi

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3. THE COMPANY AND ITS PRODUCT LINE

IndaneGas - Domestic and Industrial Gas AutoGas - Automotive Natural Gas Xtra Premium - Automotive Premium Petrol Xtra Mile - Automotive Premium Diesel Servo - Lubricants and Greases ATF/Jet Fuel Marine Fuel and Lubriccants Kerosene

4. FEATURES OF PRODUCTS The Products produced by IOCL are broadly classified into the following classes:

Class A:1. Liquid Petroleum Gas (L.P.G)

Class B:1. Motor Spirit (M.S.)/Gasoline2. Super Kerosene Oil (S.K.O)3. High Speed Diesel Oil (H.S.D)

Class C :4. High Speed Diesel Oil (H.S.D)5. Furnace Oil (F.O.)6. Bitumen7. Naphtha8. Aviation Turbine Fuel (A.T.F)

Class D :9. Mineral Turpentine Oil (M.T.O)10. Jute Batching Oil (J.B.O)11. Light Diesel Oil (L.D.O)12. Unleaded petroleum13. Lubes & Greases14. Fuel & Feedstock 15. Super Kero

5. ORGANISATION STRUCTURE

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STRUCTURE OF EASTERN REGION OFFICE:-

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GM – Regional Service (Eastern Region) G.M – Aviation G.M – Human Resource G.M – Finance STRUCTURE OF STATE OFFICE:- There are 16 state office all over India. Under each state office there are divisional officers, state officers, plants, terminal & depots. STRUCTURE OF WEST REGIONAL STATE OFFICE (W.B.S.O):- ED – W.B.S.O CRSM – Retail Sales D.G.M – Consumer Sales D.G.M – Finance Sales D.G.M – L.P.G D.G.M – Operations D.G.M – Lube D.G.M – Law STRUCTURE OF HR DEPARTMENT UNDER W.B.S.O:- One senior HR Managers One HR Officer AREA OF OFFICES UNDER W.B.S.O:- W.B.S.O has three area offices: 1. Durgapur area offices. 2. Kolkata area offices. 3. Siliguri area offices. L.P.G UNDER W.B.S.O:- The L.P.G plants under W.B.S.O are situated as the following places: 1. Budge Budge 2. Durgapur 3. Kalyani 4. Malda 5. Rangpo 6. Raninagar 7. Port Blair DEPOTS UNDER W.B.S.O:- 1. Hasimara 2. Kantapukur 3. Malda 4. Rangpo

6. COMPETITORS

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Indian Oil Corporation has two major domestic competitors, Bharat Petroleum and Hindustan Petroleum. Both are state-controlled, like Indian Oil Corporation. There are two private competitors, Reliance Industries and Essar Oil.

7. GOVERNMENT POLICIES/ BUSINESS ENVIORNMENT Corporate Social Responsibility

At Indian Oil Corporate Social Responsibility (CSR) has been the cornerstone of success right from inception in the year 1964. The corporation’s objective in this key performance area are enshrined in its Mission statement. As a constructive partner in the communities in which it operates, Indian Oil has been taking concrete actions to realize its social responsibility objectives thereby building value for its shareholders and customers.

EnvironmentAs an active partner of Global Compact Programme of the United Nations, Indian Oil is fully focused on “sustainable development”. As a dominant player the corporation recognizes protection of environment as a core commitment of its business.

Integrity PactIndian Oil believes in total transparency, integrity and accountability of its functioning. This integrity pact strengthen established systems and procedure by creating trust and would have the full support of Central Vigilance Commissions.

8. BALANCE SHEET

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http://en.wikipedia.org/wiki/Essar_Oil

http://en.wikipedia.org/wiki/Reliance_Industries

http://en.wikipedia.org/wiki/Hindustan_Petroleum

http://en.wikipedia.org/wiki/Bharat_Petroleum

http://en.wikipedia.org/wiki/Bharat_Petroleum

Balancesheet - Indian Oil Corporation Ltd.

Particulars Mar'12 Mar'11 Mar'10 Mar'09 Mar'08

Liabilities 12 Months 12 Months 12 Months 12 Months 12 Months

Share Capital 2,427.95 2,427.95 2,427.95 1,213.97 1,192.37

Reserves & Surplus 55,448.75 52,904.37 48,124.88 42,789.29 39,893.88

Net Worth 57,876.70 55,332.32 50,552.83 44,003.26 41,086.25

Secured Loans 13,045.97 20,379.65 18,292.45 17,565.13 6,415.78

Unsecured Loans 57,277.96 32,354.22 26,273.80 27,406.93 29,107.39

TOTAL LIABILITIES 128,200.63 108,066.19 95,119.08 88,975.32 76,609.42

Assets

Gross Block 99,455.46 92,696.69 71,780.60 62,104.64 56,731.50

(-) Acc. Depreciation 39,336.13 34,509.29 30,199.53 27,326.19 23,959.68

Net Block 60,119.33 58,187.40 41,581.07 34,778.45 32,771.82

Capital Work in Progress. 13,434.77 12,620.44 21,268.63 18,186.05 9,170.22

Investments. 18,678.46 19,544.76 22,370.25 32,232.13 21,535.78

Inventories 56,829.20 49,284.52 36,404.08 25,149.60 30,941.48

Sundry Debtors 15,502.87 8,869.65 5,799.28 5,937.86 6,819.23

Cash And Bank 307.01 1,294.42 1,315.11 798.02 824.43

Loans And Advances 44,988.11 25,454.49 17,453.01 13,348.99 14,920.93

Total Current Assets 117,627.19 84,903.08 60,971.48 45,234.47 53,506.07

Current Liabilities 66,510.58 60,441.18 40,818.96 38,890.28 39,326.07

Provisions 15,148.54 6,763.46 10,271.56 2,603.46 1,172.99

Total Current Liabilities 81,659.12 67,204.64 51,090.52 41,493.74 40,499.06

NET CURRENT ASSETS 35,968.07 17,698.44 9,880.96 3,740.73 13,007.01

Misc. Expenses 0.00 15.15 18.17 37.96 124.59

TOTAL ASSETS (A+B+C+D+E) 128,200.63 108,066.19 95,119.08 88,975.32 76,609.42

9. SWOT ANALYSIS

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Strength:

1. India's largest commercial enterprise with a strong brand name2. Has around 50% petroleum products 3. Operates 10 refineries in India 4. Huge distrubtion network through retailing 5. Accounts for a 47% share in the petroleum products market, 34.8% share in

refining capacity and 67% downstream sector pipelines capacity in India6. Has over 35,000 employees7. Loyalty programs like XTRAPOWER Fleet Card Program is aimed at Large Fleet

Operators

Weaknesses:

1. Legal issues 2. Employee management 3. Bureaucracy4. Volatility in the crude market & subsidy burden

Opportunities:

1. Increasing fuel/oil prices 2. Increasing natural gas market 3. More oil well discoveries 4. Expand export market

Threats:

1. Government regulations 2. High Competition

10. ACHIEVEMENT/AWARDS

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Indian Oil retains top rank in Fortune 500 India listThe State-run Indian Oil Corp (IOC) is the biggest company in terms of revenue, followed by Reliance Industries, according to the Fortune 500 list of Indian companies for 2012. This year’s list of the country’s 500 largest corporations, compiled by the business magazine Fortune’s Indian edition, features as many as 55 new entities. Indian Oil Corp is the biggest company with annual revenue of Rs 4,20,287 crore, followed by Mukesh Ambani-led RIL with a full-year revenue of Rs 3,67,539 crore. Bharat Petroleum is at third spot with a revenue of Rs 2,14,866 crore.

Indian Oil in Top 10 Indian companies in Forbes Global 2000Indian Oil once again made it to the list of the Forbes Global 2000, compiled by Forbes magazine for the year 2012. Ranked at the 350 th position, Indian Oil stands in the Top Ten of the 56 Indian companies figuring in the list.

Indian Oil Barauni Refinery wins Best Kaizen AwardBarauni Refinery has added yet another feather to its cap in its TPM journey held at Gujrat recently.

Indian Oil bagged IT excellence awardsIndian Oil won the prestigious Silver Enterprise Driving Growth and Excellence (EDGE) Awards from United Business India and Information Work for the Corporate IS Department’s path-breaking IT initiative on Human Capital Management restructuring, which paved the way for a unified payroll across the organization on SAP platform.

Indian Oil tops Business Standard’s ‘BS 1000’ listingFor the third time in a row Indian Oil has topped the Business Standard’s ‘BS 1000’ ranking of India’s biggest companies by net sales. Indian Oil has maintained the top position with consolidated net sales of Rs. 4,20,287.1 crore, setting a high benchmark for all other companies to match.

Indian Oil tops FE 500 Listwith a net revenue of Rs. 4,13,358.80 crore, Indian Oil has retained its position as the country’s largest company, according to the list of FE500- India’s finest companies- released by the Financial Express for 2011-12. Even in terms of market cap of Rs. 63,757.97 crore and operating profit of Rs. 11,795.53 crore, Indian Oil was way ahead of its competitors.

11. FUTURE PROSPECTS

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There will be almost 85% growth in petrochemicals and much of it will be in Asia Meeting with President of Mauritius Sets new milestones in Petrochemical marketing MoU for the year 2013-14 is signed with Ministry of Gujrat To enhance and make policies for CSR

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CHAPTER- IIIDATA PRESENTATION

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HUMAN RESOURCE AT INDIAN OIL

With the reform process ushering the free market condition, the corporation is focusing in providing a ‘learning and knowledge based’ environment for its employees. The HR group is now trying to facilitate the implementation of this strategic agenda. Career progression of executives, particularly in middle and senior level position, has been linked to its‘ career path so as to prepare them to function effectively in cross-functional duties across the multi-unit environment.

Key HR Functions:

Manpower planning & placement Corporate HR policies Training & Development Employee performance management Corporate communications Indian Oil Foundation

TRAINING & DEVELOPMENT AT INDIAN OIL

Indian Oil conducts structured training programmes for its employees both in general management and functional management disciplines. It also provides them opportunities to avail of membership of professional bodies. Monetary incentives are also available for those acquiring additional qualifications.

Indian Oil Institute of Petroleum Management (IIPM) at Gurgaon conducts round-the-year management development programmes on organizational goals and strategies, diversification and globalization plans. It has also provided specialized training to employees of other international oil companies having strategic alliances with Indian Oil, besides consultancy services in the are of petroleum management.

The training activities in Indian Oil began since early 60s and were further reinforced with the introduction of the development programmes in early 80s. the training function encompassed the entire range of employees from the workmen to the top level management. Indian Oil Corporation today has training committees at the corporate office level, regional/unit level which play an active role in formulating traing and development plans.

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Training Objectives

To imparts to new entrants the basic knowledge and skill they need for an intelligent performance of definite tasks

To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields

To build up second line of competent officers and prepare them to occupy more responsible positions

To broaden the minds of senior management by providing them with opportunities for an interchange of experiences within and outside with a view to correcting the narrowness of the outlook that they arise from an over-specialisation

Training Programmes Conducted By Indian Oil Corporation At BSO, Patna

(A)Functional Training Programmes:

i) HO Programmes (Middle/Senior level Managers) Operations Management Courses Tankers Operations Management Advance Terminal and Depot Operations Aviation Refresher Course Advance Aviation Lubes Energy Audit for TS Engineers Advanced Tribology and Induatrial Marketing

ii) Regional Programmes (Junior/Middle level Officers) Sales LPG Aviation Finance Engineering/projects Quality control Safety and environment protection Systems Human Resource Hindi Workshops/Probodh Classes

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(B) Developmental Training Programmes:

i) HO Programmes (Middle/Senior level Management) General Management (2 Weeks) Long Productivity (4 Weeks) Strategic Marketing (2 Weeks) Organisational Effectiveness (1 Week) Leadership for Motivation (2 to 3 days) Attitudinal/Value Workshop (1 Week)

ii) Regional programmes (Officers) Managerial Skill (5 Days) Effective Industrial Relations (5 Days) Short Productivity (14 Days) Reservation Policies (2 Days) Customer Delight (2 Days) HRD Workshop (3 Days) Performance Appraisal Workshop (2 Days) Basics of Marketing Management (5 Days) Excise and Customs Workshop (3 Days)

(C)Educational Programmes

ICWA- Training programmes for employees who promoted from staff cadre to the officer’s cadre in the administrative office. ICWA gives training to such non-professional accounts officers. ( 12 Weeks)

Petroleum Engineering Practices Programme- For officers promoted from staff cadre and who are posted in locations as- operation officer in aviation, LPG bottling plant fields. These employees handles equipment in day-to-day basis and do not have enough technical knowledge, for this a training programme is conducted.

Skill Upgradation- This is a 8 week training programme to train blue color workers giving technical knowledge of equipments and machinery. Training is imparted by approved technical institute.

.

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Process Of Preparation Of Annual Training Calendar in Indian Oil

The Annual Training Calendar is placed in the soft form in the Indian Oil Internet Server (SAP) for officers and staffs to get to know about the programmes that are coming up im the ensuing period.

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HOTraining Group

MeetingDirector (M) & Core Group

Thrust, Theme are decided and

Annual Plans are laid

Plans are sent to Regions

Regional Training Committee approves Regional Plans and Region’s Monthly Plans are sent to HO

Training Centre

HO prepares the Annual Training

CHAPTER- IVDATA ANALYSIS AND INTERPRETATION

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REAEARCH METHODOLOGY

Sources of Data Collection:i) Primary- a) Questionnaire- closed ended question that forces the respondents to select from a list of possible response

b) Interview

ii) Secondary- Indian Oil Magazines, IOCL website, internet, company records, periodicals, reference books

Sampling Design:i) Sampling Size- 40ii) Sampling Type- Grade( A to G) White Collor Officersiii) Sampling Unit- Indian Oil (MD) BSO, Patna

Tools and Techniques of Data Collection:i) Research Instrument- 4 Point Scale (Ordinal Scale)ii) Data Collection Method- Questionnaire Survey and Interviewiii) Plan of Analysis- The data obtained from questionnaire and interview was summed up. Inference was drawn quantitatively from the Percentages and finally conclusions and recommendation are made.

Questionnaire Survey:A Questionnaire Survey was conducted which covered officials of Grade (A to G) of Indian Oil Corporation (MD), BSO Patna belonging to departments like Human Resource, Aviation Operations, Marketing & Sales, Safty, Information System. Accordingly, analysis was done and recommendation was put forward.

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(A) Personal Details

1. Gender Distribution

`

Male Female0

5

10

15

20

25

30

Figure 1.1

From the above table, it can be revealed that, out of 40 respondents, 28 (70%) are Male and 12 (30%) are Female.

2. Age Distribution

20-30 31-40 41-50 51-600

2

4

6

8

10

12

14

Figure 1.2

From the above table t can be revealed that, out of 40 respondents, 12 are of age group 20-30, 8 are of age group 31-40, 9 are of age group 41-50 and 11 are of age group 51-60

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3. Experience Wise Distribution

0-10 11 20 21-30 31-400

2

4

6

8

10

12

14

Figure 1.3

From the above table it is revealed that out of 40 respondents, 13 have an experience of 0-10 years, 10 have an experience of 11-20 years, 13 have an experience of 21-30 and 5 have an experience of 31-40 years.

(B)Questionnaire Survey Analysis

1. How many Training & Development Programs do you attend in a year?

Less Than 10 10 to 20 20 to 40 More Than 400

5

10

15

20

25

Figure 1.4

Out of 40 respondents around 80% attain approx 40 programmes evry year

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2. Does your Organisation consider Training and Development as a part of organisational Strategy?

Strongly Agree Partly Agree Dont Agree Cant Say0

5

10

15

20

25

Figure 1.5

Out of 40 respondents, 55% and 30% agree with it, whereas only 5% do not agree and 10% cant say

3. To whom Training is given more in your organisation?

senior staff junior staff new staff based on recr

0

2

4

6

8

10

12

14

16

18

20

Figure 1.6

Out of 40 respondents, 45% respondents say that majority of training programmes are conducted for new staff, and least for junior staffs.

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4. Which is the most important barrier to T&D?

time money lack of interest in trainee non availability of skilled

trainers

0

2

4

6

8

10

12

14

16

Figure 1.7

Out of 40 respondents, 35% say money is the most important barrier, where 27% say lack of interest in trainee, 20% say time and 17% say non availability of skilled trainer

5. What mode of T&D programmes are used in your organisation?

job rotation conference external training programmed instruction0

2

4

6

8

10

12

14

Figure 1.8

Out of 40 respondents, 32.5% say conference and external training as the mode of T&D, 20% say it as job rotation and 15% say programmed instruction

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6. What type of Training is imparted for new recruitment in your organisation?

technnical managemnet presentation others0

2

4

6

8

10

12

14

Figure 1.9

Out of 40 respondents, 32.5% say technical and management training is imparted to new recruitments, whereas enough of presentation and other trainings are also given

7. Time duration givem to a T&D period is-

sufficient to be shortened to be extended manageable0

2

4

6

8

10

12

14

16

18

20

Figure 1.10

Out of 40 respondents, a majority of 47.5% say the duration of a programme is manageable, for 25% it is sufficient, 20% say it is to be extended and 7.5% say it is to be shortened

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8. Comment on the degree to which the T&D objectives are met during the Training session

all objective most of them few objective none0

5

10

15

20

25

30

Figure 1.11

Out of 40 respondents, 65% say that all the objectives have met in T&D programme, whereas only 3% say that few objectives have met

9. How much have you benefitted from T&D session?

very much sufficient enough not sufficient not at all0

5

10

15

20

25

F igure 1.12

Out of 40 respondents, 50% have been benefitted very much from T&D programme, 40% say it is sufficient enough whereas, 3% say they are not benefitted

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Based on the information obtained from Annual Training Calendar of Indian Oil following analysis have been carried out

1. Percentage distribution of employees’ response towards training need

Figure 2.10

10

20

30

40

50

60

70

SatisfactoryGoodVery GoodExcellent

It is evident from the chart distribution that 65% of the respondents to a large extent are well aware of their training needs, where as only 3% employees feel training need to a satisfactory level

2. Percentage distribution of employees’ perception level towards the adequacy of the current Training Programmes

Figure 2.20

10

20

30

40

50

60


Many of the sample employees (58%) perceive the current training programme as adequate. Some of them (12%) think it is adequate to a small level.

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3. Percentage distribution of employees’ opinion whether training programmes are practical

Figure 2.30

5

10

15

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50


Survey indicates that 49% of the respondents consider that the received training programmes are practical and problem oriented to a large extent, whereas only 12% consider it to a small extent

4. Percentage distribution of employees’ perception level towards identification of strength and weakness after attending the training programme

Figure 2.40

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20

30

40

50

60


The survey shows that after training 58% of employees are able to identifies strength and weaknesses to a large extent while only 2% of the employees graded it as poor

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5. Percentage distribution of employees’ perception level towards how far training facilities are able make concepts clear and create interest

Figure 2.5

0

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Study shows that 54% and 6% employees respectively feel that training facilities are able to make concepts clear and create interest to a large extent and to a very large extent, 3% of respondents feel training facilities are interesting to a very small extent

6. Percentage distribution of employees’ perception level towards the requirement of proper feedback channel for training programmes to become more effective

Figure 2.60

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20

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The study shows that maximum employees (59% and 30%) recommend creating an efficient feedback system

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7. Percentage distribution of employees’ attitude toward assistance in family life through training at IOCL

Figure 2.70

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40


40% of the employees feel that training at IOCL provides assistance in family life to a large extent while 27% of employees consider excellent whereas 11% think satisfactory regarding this issue.

8. Percentage distribution of employees\ perception level of satisfaction towards training procedure

Figure 2.80

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35% employees are satisfied with the present training procedure to a moderate level whereas 12% of the respondents are satisfied to a large extent

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9. Percentage distribution of employees’ opinion whether training benefitted the organisation in terms of reduction of loss of working hours

Figure 2.90

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20

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SatifactoryGoodVery GoodExcellent

The chart shows that 57% employees agree in this matter to a large extent while 4% does not think so

10. Percentage distribution of employees’ opinion whether training benefitted the organisation in terms of reduction of cost/wastage

Figure 2.100

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It shows that 58% of the employees perceive that their training benefitted the organisation in terms of reduction of cost/wastage to a large extent while 28% of the employees graded this matter to a moderate extent

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LIMITATIONS OF THE STUDY

In this project only Marketing Division of BSO unit (Patna) is to be taken for the study.

The area is too big therefore it is not possible to cover all the employees of the organisation, only a sample size of 40 employees is taken for convenience.

The topic of my topic is broad hence difficult to carry out in short duration.

Some of the respondents in spite of the request made were not ready to fill the questionnaire due to lack of time and interest.

I do not have previous experience in research, despite of that I have done at best of my knowledge and ability.

It should be noted that in consideration with the limitation the conclusions and suggestions have been drawn to the best of my understanding

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CHAPTER-VFINDINGS AND CONCLUSION

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FINDINGS

Training programmes are necessary for the progressive development of an individual. 50% respondents are strongly agree for this.

After the training, employees can handle the job competently. 53% respondents are agree with this and 23% respondents are strongly agree.

Training helps in increasing the job performance.

The training and development activity also increase the belongingness feeling for the organization. 50% respondents are agree with this statement.

After training sessions, employees are able to manage difficult task than earlier.

Superiors communicate well about the performance after training. 43% responses are agree. But 17% responses are disagree and 34% are neutral.

Most of the respondents have a good understanding of the training opportunities available to them.

Most of the respondents agree that enough practice is given during the training session. But 13% are disagree and 34% are neutral.

Induction training is given adequate importance in this organization. 44% are agree and 20% are disagree with this statement.

The training programme helped the respondents to increase their productivity.

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CONCLUSIONS AND SUGGESTIONS

1. Training helps in increasing the job performance.

2. Training has a direct relevance with the job performance.

3. Training helps in problem solving.

4. Training given to the employees helps them in their personal life too.

5. Training helps in creating self awareness.

6. Training is necessary for the progressive development of an individual.

7. Training helps in cost reduction and effective utilization of time and resources.

8. Training is an instrument that brings desired change.

9. Training is a means of increasing organizational technical skills.

10. Training helps in the overall development and improvement of the employees.

11. Employees should be motivated to attend the training.

12. The training programme should be periodically evaluated and improved.

13. I can conclude that, employees have good understanding of the training opportunities available to them in the organization. Most of the employees are satisfied regarding the developmental training given in IOCL. But some employees are neutral and some are disagree also. So, the improvement should be done in training activity by IOCL.

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ANNEXTURE

Questionnaire #1- conducted by Apurva Agrawal

1. How Many Training & Development Programmes Do You Attend In A Year?A) Less Than 10B) 10-20C) 20-40D) More Than 40

2. Does Your Organization Consider Training & Development As A Part Of Organizational Strategy?A) Strongly AgreeB) Partly AgreeC) Don’t AgreeD) Can’t Say

3. To Whom Training Is Given More In Your Organization?A) Senior StaffB) Junior StaffC) New StaffD) Based On Recruitment

4. What Is The Most Important Barriers To T&D?A) TimeB) MoneyC) Lack Of Interest Of TraineesD) Non Availability Of Skilled Trainers

5. What Mode Of T&D Programmes Is Used In Your Organisation?A) Job RotstionB) Externsl TrainingC) Conferences/DiscussionsD) Programmed Instructions

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6. What Type Of Training Is Imparted For New Recruitment In Your Organization?A) Technical TrainingB) Management TrainingC) Presentation SkillsD) All/Other

7. Time Duration Given To A T&D Period Is-A) SufficientB) To Be ExtendedC) To Be ShortenedD) Manageable

8. Comment On The Degree To Which The T&D Objectives Are Met During The Training Session-A) All Objectives Are MetB) Few Objectives Are MetC) Most Of The Objectives Are MetD) None Of Them Are Met

9. How Much Have You Benefitted From The T&D Sessions?A) Very MuchB) Sufficient EnoughC) To Some ExtentD) Not Sufficient

Your Suggestion/ Feedback-

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Response of employees

How Many Training & Development Programmes Do You Attend In A Year?

Does Your Organization Consider Training & Development As A Part Of Organizational Strategy?

To Whom Training Is Given More In Your Organization?

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Particulars Frequency Percentage(%)

Less than 10 4 1010-20 4 1020-40 20 50More than 40 12 30Total 40 100


Strongly Agree 22 55Partly Agree 12 30Dont Agree 2 5Cant Say 4 10Total 40 100


Senior Staff 10 25Junior Staff 5 12New Staff 18 45Based on Recruitment 7 18Total 40 100

What Is The Most Important Barriers To T&D?

What Mode Of T&D Programmes Is Used In Your Organisation?

What Type Of Training Is Imparted For New Recruitment In Your Organization?

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Time 8 20Money 14 35Lack of Trainee Interest 11 27.5Non Availability of Trainer 7 17.5Total 40 100


Job Rotation 8 20Conference 13 32.5External Training 13 32.5Programmed Instruction 6 15Total 40 100


Technical 13 32.5Management 13 32.5Presentation 7 17.5Others 7 17.5Total 40 100

Time Duration Given To A T&D Period Is-

Comment On The Degree To Which The T&D Objectives Are Met During The Training Session-

How Much Have You Benefitted From The T&D Sessions?

50


Sufficient 10 25To be shortened 3 7.5To be Extended 8 20Manageable 19 47.5Total 40 100


All Objectives 26 65Most of them 13 32Few Objectives 1 3None 0 0Total 40 100


Very much 16 40Sufficient enough 20 50Not sufficient 3 7Not at all 1 3Total 40 100

Apurva AgrawalEmail: cool.apurva @gmail.com

Objective: To make positive contribution as part of your dynamic and well reputed organization in a position where my abilities, technical, management, decision making and communication skills will be appreciated and enhanced.

Educational qualification :

School/College Board/University Year of passing Average percentage

Major subjects

St. Xavier’s High school(Matriculation)

ICSE 2007 71.2 English, maths, science, history

civics, geography, hindi, computer

DAV Public School(Intermediate)

CBSE 2010 64 Physics, mathematics,

Chemistry, English, physical education

Amity Business School(Graduation)

Amity UniversityBBA Sem 4

SGPASem 1-6.81Sem 2-7.69Sem 3-7.79

CGPASem 2- 7.27Sem 3- 7.45

Accounts, micro & macro economics,

business stat, operation research,

human resource management, organisational

behaviour

Extra curricular activities

Graduate in classical music from Pracheen Kala Kendra, Chandigarh Graduate in painting from Pracheen Kala Kendra, Chandigarh Actively participated in university’s singing competitions and other various

cultural events

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mailto:[email protected]

Computer skills

Sound knowledge of Ms-Word, Ms- Excel, Ms-Power Point, good typewriting speed

Can use internet and any new software implemented by the company

Strengths:

Ambitious, hard working, energetic and well disciplined Capable of working well in team Know how to meet deadlines and handle responsibilities Positive thinking, self-motivated and flexible Good communication skills Soft spoken English is good in writing and speaking Team spirit, positive attitude

Personal details:

Name: Apurva Agrawal Date of Birth: 12/04/1991 Languages: English, Hindi Hobbies: singing, playing instruments like guitar, reading business Magazines Permanent Address: 102-E, South Sri Krishna Puri, Patna-800001 Phone no. +918765815803 Email: [email protected]

Declaration:

I here by declare that the information furnished above is true to the best of my knowledge.

Apurva Agrawal

BIBLIOGRAPHY

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Books:

i. Lynton R.P and Pareek U (1990). Training for Development. Vistaar Publications, New Delhi

ii. Pareek Udai, Training and Development, Tata McGraw Hill.

iii. Wexley, K & Lathan Gary, Developing & Training HR in Organization. P. Hall, 2002

Magazine & Journals

i. IndianOil News vol. iv, serial-6, issue- 12 April,2013

ii. IndianOil News vol. v, serial-6, issue- 9 June, 2013

Internet

i. www.iocl.com, About Us

ii. www.forbes.com, top 500 companies

iii. XtraGyan,User Portal, Training and Development

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http://www.forbes.com/

http://www.iocl.com/