Project On

TRAINING PROCESS

Master of Business Administration (Specialization)

Submitted in partial fulfillment of the requirements for award of

Master of Business Administration of

Tilak Maharashtra University, Pune.

Submitted by

Monika sharma

PRN No.

of

Ansal Institute of Technology

Gurgaon

Guided By Prof._____________________

Tilak Maharashtra University

Gultekdi, Pune 4110371

Tilak Maharashtra University, Pune (Deemed Under Section 3 of UGC Act 1956 Vide Notification No. F.9-19/85-U3

dated 24th April 1987 By the Government of India.)

Vidhyapeeth Bhavan, Gultekdi, Pune-411037.

CERTIFICATE

This is to Certify that the project titled

__________________________________ is a bonafide work carried our by Mr./ Ms. ____________________________ a student of Master of Business Administration Semester 3rd, Specialization ____________________PRN.__________________ under Tilak Maharashtra University, in the year 2010.

Head of the Department Examiner Internal ExaminerExternal

Date:

Place: University seal

Certificate of Internal Guide

This is to certify that the project titled

………………………………………………………………is a bonafide work carried

out by …………………………………. a candidate for the award of Master of

Business Administration of Tilak Maharashtra University, Pune under my guidance

and direction.

Signature of Guide

Date: Name:

Designation:

Place: Institute:

Certificate

TO WHOMSOVER IT MAY CONCERN

This is to certify that Mr./ Ms_________________________ MBA Student of Tilak

Maharashtra University, Pune has successfully collected the data for the project

report for award of Master Degree of Business Administration.

He/She has done the project on

“___________________________________________”.

Company Name Company Seal

Designation

Signature

ACKNOWLEDGMENT

The satisfaction that accompanies the successful completion of any task would be incomplete without acknowledging the people whose ceaseless cooperation, constant guidance and encouragement crown all the efforts with success.

I express my sincere gratitude to Mr. Amarendra Sahu,DGM (HR), for his kind permission for undergoing the training in the institute.

My overriding thanks to my company mentor Amarjyoti Das, HR Executive, Corporate Policy Section, ONGC Dehradun for his unmatched guidance.

Finally I would like to thank all my faculty members at Ansal Institute Of Technology and all those people at ONGC who directly or indirectly helped me making this project a success.

Monika Sharma

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PREFACE

As an integral part of curriculum we the students of MBA need to get exposed to the actual company environment for better understanding of human resource management by way of undergoing practical training of nine week duration.

I consider myself fortunate enough to have an opportunity to undergo my summer internship at ONGC Ltd. under the guidance of Mr. Amarjyoti Das, for gaining substantial knowledge of “Training Process”

ONGC is one of the pioneers in exploration, drilling and production of oil and natural gas. Human Resource is the major asset of any organization . ONGC has over 32,000 employees, management of such a vast number requires a proper mix of human technical and conceptual skills to be effective and meet organizational goal .

. This project is the outcome of detailed study of the Training process in ONGC Ltd.

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CONTENT

Acknowledgment 5

Chapter 1: Rationale for the study 8

Chapter 2: objective of the study 9

Title of the project

Objective of the study

Scope of study

Chapter 3: Profile of the Company 12

Chapter 4: Review of literature 23

Chapter 5: Research methodology 28

Research Design 29

Data collection method 30

Sampling technique 30

Chapter 6: Data analysis 31

Chapter 7: Findings 51

Chapter 8: Limitations 52

Chapter 9: Recommendations 53

Appendix 54

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Chapter 1

RATIONALE FOR THE STUDY

This project has been undertaken to share my experiences on Training process as well as to enhance my understanding of this fascinating subject by doing some study & research.

The project explains the meaning of Training and Development, different training is provided to the employees based on their needs.

It also aims at understanding the problems associated with training process and suggests measures to be adopted to overcome these issues.

Overall objective of the project is to understand the how the training is imparted and in what basis.

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Chapter 2

OBJECTIVE OF THE STUDY

TRAINING PROCESS

Training process report is an index of an employee’s performance over a

given period of time. It is crucial for his or her career growth as it indicates the

strengths, weaknesses, training needs, nature of job being performed and

problems faced in work situation.

OBJECTIVE OF THE STUDY.

I. To monitor the training needs of employees.

II. To facilitate training of employees in accordance with their suitability for

different types of assignments.

III. To enhance the performance of employee so that he/she perform well

in his work.

IV. To identify areas requiring exposure for training and development.

SCOPE OF THE STUDY

In the field of Human Resource Management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development. It can also be said that TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format

Training and development encompasses three main activities: training, education, and development.

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Training :

This activity is both focused upon, and evaluated against, the job that an individual currently holds. Training is a process of learning a sequence of programmed behavior. . It attempts to improve their performance on the current job or prepare them for an intended job

Education : This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. It is understanding and intervention of knowledge.It involves a range of skills and expertise which can be provided only by educational institutions. An organization can make use of such institutions in order to support and supplement its internal training and development efforts.

Development:

Training an employee for a bigger and higher job is development. And this may include not only imparting specific skills and development but also including certain personality and mental attitude. In this sense development is not much different from educatio

.

NEED OF TRAINING

Increases knowledge and skills for doing a particular job; it bridges the gap between job needs and employee skills, knowledge and behaviors

Focuses attention on the current job; it is job specific and addresses particular performance deficits or problems

Concentrates on individual employees; changing what employees know, how they work, their attitudes toward their work or their interactions with their co-workers or supervisors

Tends to be more narrowly focused and oriented toward short-term performance concerns

It help to improve the quality and increase the productivity. Newly recruited employees require training so as to perform

their tasks effectively. Instruction, guidance, coaching help them to handle jobs competently, without any wastage.

Training is necessary to prepare existing employees for higher-level jobs (promotion).

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Existing employees require refresher training so as to keep abreast of the latest developments in job operations. In the face of rapid technological changes, this is an absolute necessity.

Training is necessary when a person moves from one job to another (transfer). After training, the' employee can change jobs quickly, improve his performance levels and achieve career goals comfortably.

Training is needed to bridge the gap between what the employee has and what the job demands.

The training process seeks to evaluate:

I. The reaction of the employee during the training process.

II. The extent of development achieved by the employee during the period

under training.

III. Evaluation of behavioral attributes, attitudes and abilities.

IV. Evaluation of potentials for assuming higher responsibility.

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Chapter 3

PROFILE OF THE COMPANY

HISTORY:

1947-1960:

During the pre-independence period, the Assam Oil Company in the

northeastern and Attack Oil Company in northwestern part of the undivided

India were the only oil companies producing oil in the country, with minimal

exploration input. The major part of Indian sedimentary basins was deemed to

be unfit for development of oil and gas resources.

After independence, the National Government realized the importance of oil

and gas for rapid industrial development and its strategic role in defense.

Consequently, while framing the Industrial Policy Statement of 1948, the

development of petroleum industry in the country was considered to be of

utmost necessity.

In 1955, Government of India decided to develop the oil and natural gas

resources in the various regions of the country as part of the Public Sector

development. With this objective, an Oil and Natural Gas Directorate was set

up towards the end of 1955, as a subordinate office under the Ministry of

Natural Resources and Scientific Research. The department was constituted

with a nucleus of geoscientists from the Geological survey of India.

In April 1956, the Government of India adopted the Industrial Policy

Resolution, which placed mineral oil industry among the schedule ‘A’

industries the future development of which was to be the sole and exclusive

responsibility of the state.

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1961-1990:

Since its inception, ONGC has been instrumental in transforming the country’s

limited upstream sector into a large viable playing field, with its activities

spread throughout India and significantly in overseas territories. In the inland

areas, ONGC not only found new resources in Assam but also established

new oil province in Cambay basin (Gujarat), while adding new petroliferous

areas in the Assam-Arakan Fold Belt and East coast basins (both inland and

offshore). Subsequently, over 5 billion tones of hydrocarbons, which were

present in the country, were discovered. The most important contribution of

ONGC, however, is its self-reliance and development of core competence in

E&P activities at a globally competitive level.

After 1990:

The liberalized economic policy, adopted by the Government of India in July

1991, sought to deregulate and de-license the core sectors (including

petroleum sector) with partial disinvestments of government equity in Public

Sector Undertakings and other measures. As a consequence thereof ONGC

was re-organized as a limited Company under the Company’s Act, 1956 in

February 1994.

In the year 2002-03, after taking over MRPL from the A V Birla Group, ONGC

diversified into the downstream sector. ONGC will soon be entering into the

retailing business. ONGC has also entered the global field through its

subsidiary, ONGC Videsh Ltd. (OVL). ONGC has made major investments in

Vietnam, Sakhalin and Sudan and earned its first hydrocarbon revenue from

its investment in Vietnam.

ONGC, one of the Navaratana Public Sector Companies is India’s natural Oil

Exploration and Production Company. It was established in 1956 as the Oil

and Natural Gas Commission as an immediate consequence of the Industrial

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Policy Resolution of 1956, which laid the basis for industrial Development in

free India with emphasis on public sector led growth.

Inspired by the spirit of Self Reliance and backed by the government policies

the ONGC enabled India to break the shackles of the International Oil Majors

whose exploration and production goals in India were determined by their

global

Interest rather than by any interest in finding, developing and producing from

oilfields in India.

In India, oil was first discovered Digboi, Assam in the late 19th century. In

1921, United Kingdom based Burmah Oil Company took over the Assam Oil

Company, which control the oilfields and the only refinery in India, which

situated in the area. In 1931, about 2.5 lakhs tones of oil was produced from

the oil fields there. After Independence, multinational companies such as

Royal Dutch Shell, Standard Oil and Burmah Oil were invited to explore for oil

but they insisted that there was no oil available outside the Assam tracts.

An important aspect of the ONGC programme was the use of Soviet and

Romanian assistance in Oil Exploration Projects. An agreement with the

Soviet Union for an offshore seismic enabled the collection of data from the

Gulf of Cambay, the Arabian Sea and the East Coast. Oil was struck in

Bombay High stabilized in 1976-77 and increased rapidly until 1983-84, but

has declined since then.

The ONGC is among the best managed and the most efficient public sector

enterprise in India. It leads India’s efforts to develop its petroleum resources in

ONGC.

Established in 1956, as the oil and natural gas commission, ONGC acquired a

new corporate identity on February 1st 1994 to become the OIL AND Natural

Gas Corporation Limited. ONGC has its operations spread all over the

country, both on land and offshore. Exploration to extraction, it has its

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enterprise diverse facets of the Petroleum Industry including Technical and

Consultancy Services. Powered by highly trained and motivated workforce of

32000, ONGC has contributed around 5500 million barrels of oil equivalent of

gas to the petroleum industry of India and today produces one billion boe per

day.

ONGC is now a major player in the nation’s corporate arena with a

commendable turnover of around Rs.65049 million in 2009-10 with

accumulated capital employed of around turnover Rs.540744 million.

Positioned at the very nucleus of India’s economic pulse, ONGC has a

corporate mission that envisages development of hydrocarbons in an

environment friendly

manner. Its objectives aims at self reliance in technology and a holistic

perspective on energy, for the nation’s progress.

FY’10

In last 25 years World energy consumption increased by 70%. Energy

consumption centre shifts from West to East due to demand from developing

economies. Speculators drove the prices up, subsequently, massive de-

leveraging by financial institutions contributed to collapse in Crude oil prices.

FUTURE SUPPLIES

BP

IEA

Highlights: FY’10

Highest reserve accretion in 2 decades

Oil & gas production levels maintained

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Dividend 330% total payout Rs.7,058 Crore

Plus Dividend Tax of Rs. 1,162 Crore

ONGC conferred with Maharatna status

Economy:

World output contracted by 0.6% in 2009; Advanced economies declined by 3.2%.

Developing Asia registers 6.6% growth; China 8.7%; India 5 7%

Financials FY’10

ONGC

Turnover/ Net Profit/ Net worth

Highest-ever Net profit

Oil & gas investment declines Lack of Cash and Access to Capital Drive Capex Down by 18% in 2009

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Net worth: ONGC Group

 

ONGC Group Net worth crosses Rs. One Trillion

             

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Highest-ever Net Profit

FY’10: Net Profit up 4%

TURNOVER

NET PROFIT

Reserve Position

As on 01.04.2010, Total Reserves (3P): 1,619.25 MTOE

Discoveries: FY’10

21 New Discoveries

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EXECUTIVE SUMMARY

Oil and Natural Gas Corporation Limited (ONGC) is engaged in the business

of exploration and drilling of crude oil and natural gas and is the world’s

second biggest exploration and production company ONGC owns and

operates more than 11000 kilometers of pipelines in India, including nearly

3200 kilometers of sub-sea pipelines. The company contributes more than

78% of India’s oil and gas production.

Today, ONGC is the flagship company of India; and making this possible is a

dedicated team of nearly 32,000 professionals who toil round the clock. It is

this toil which amply reflects in the performance figures and aspirations of

ONGC. The company has adapted progressive policies in scientific planning,

acquisition, utilization, training and motivation of the team. At ONGC

everybody matters, every soul counts.

ONGC has a unique distinction of being a company with in-house service

capabilities in all the activity areas of exploration and production of oil & gas

and related oil field.

Needless to emphasize, this was made possible by the men & women behind

the machine. Over 18,000 experienced and technically competent executives

mostly scientists and engineers from distinguished Universities / Institutions of

India and abroad form the core of our manpower. They include geologists,

geophysicists, geochemists, drilling engineers, reservoir engineers, petroleum

engineers, production engineers, engineering & technical service providers,

financial and human resource experts, IT professionals and so on. This report

concentrates on the study of the Training process followed by ONGC and to

check its effectiveness and further to suggest and recommend any possible

ways to improve and strengthen it.20

ONGC VISION

To be a world class Oil and Gas Company integrated in energy business with

dominant Indian leadership and Global presence.

ONGC MISSION

Dedicated to excellence by leveraging competitive advantages in R&D and technology with involved people.

Imbibe high standards of business ethics and organizational values.

Abiding commitment to safety, health and environment to enrich quality of community life.

Foster a culture of Trust, openness and mutual concern to make a stimulating and challenging experience for our people.

Strive for customer delight through quality products and services.

ORGANIZATION CHART

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HR Vision

"To build and nurture a world class Human capital for leadership in energy

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business".

HR Mission

"To adopt and continuously innovate best-in-class HR practices to support business leaders through engaged, empowered and enthused employees".

HR OBJECTIVES

1) Attract, nurture, engage and retain talent for competitive advantage.

2) Enhance employees competencies continuously.

3) Build a joyous work place.

4) Promote high performance work systems

5) Upgrade and innovate HR practices, systems and procedures to global

benchmarks.

6) Promote work life balance.

7) Measure and Audit HR performance.

8) Promote work life balance. Integrate the employee family into the

organizational fabric.

9) Inculcate a sense of Corporate Social responsibilities among

employees.

10)To develop and sustain core values.

11)To develop business leaders for tomorrow.

12)To provide job contentment through empowerment, accountability and

responsibility.

CHAPTER 4

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REVIEW OF LITERATURE

In simple terms, training process refers to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training process is… it is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge. The need for training is determined by the employee’s performance deficiency, computed as follows:

Training need = Standard performance – Actual performance

Training Objective

The principal objective of study is to make sure the availability of a skilled and willing workforce to an organisation. In addition to that, there are four other objectives:

Individual,Organizational,Functional,andSocietal.

Individual Objectives – help employees in achieving their personal goals,

which in turn,enhances the individual contribution to an employees

Organizational Objectives – assist the organization with its primary objective

by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level

suitable to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially

responsible to the needs and challenges of the society

Training need identification

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Training needs identification diagnoses present problems and future challenges to be met through training and development. Organizations spend vast sums of money (usually as a percentage on turnover) on training and development.ONGC spend Rs13 crores(approx) in training programme Before committing such huge resources, organizations would do well to the training needs of their employees. Organizations that implement training programmes without conducting needs assessment may be making errors. For example, a needs assessment exercise reveal that less costly interventions (e.g. selection, compensation package, job redesign) could be used in lieu of training.

Needs assessment occurs at twolevels-group andindividual. An individual obviously needs when his or her performance falls short of standards, that is, when there is performance deficiency. Inadequacy in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty selection, poor job design, uninspiring supervision or some personal problem may also result in poor performance. Transfer, job redesign, improving quality of supervision, or discharge will solve the problem.

Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast and new technology demands new skills. It is necessary that the employee acquire new skills. This will help him/her to progress in his or her career path. Training and development is essential to prepare the employee to handle more challenging tasks.

Assessment of training needs occurs at the group level too. Any change in the organization’s strategy necessitates training of groups of employees. For example, when the organization decide to introduce a new line of products, sales personnel and production workers have to be trained to produce, sell and service the new products. Training can also be used when high scrap or accident rates,low morale and motivation, or other problems are diagnosed. Although training is not all, such undesirable happenings reflect poorly-trained workforce.

Training imparted

How the process should be started? Even after due care some unforeseeable problem will arise. It is often advisable to start with a pilot scheme, probably at management level so that they understand the principles, benefits and problem before applying training process to the people for whom they are responsible.

How to monitor the introductory stages? It is essential to keep closely in touch with how things are going so that problems can be anticipated or dealt with swiftly when they arise.

Evaluation25

After imparting the training evaluation of training process is necessary. training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.There are a number of evaluation models available to evaluate the

performance of an employee. Kirkpatrick evaluation model is one of them.

5.7.1-Kirkpatrick evaluation model:

Donald Kirkpatrick was president of the American Society for Training and Development (ASTD) in 1975. Kirkpatrick has written several other significant books about training and evaluation, more recently with his similarly inclined son James, and has consulted with some of the world's largest corporations.

Level Evaluation type (what is measured)

evaluation description and characteristics

examples of evaluation tools and methods

relevance and practicability

1Reaction

Reaction evaluation is how the delegates felt about the training or learning experience.

'Happy sheets', feedback forms.

Verbal reaction, post-training surveys or questionnaires.

Quick and very easy to obtain.

Not expensive to gather or to analyse.

2Learning Learning

evaluation is the measurement of the increase in knowledge - before and after.

Typically assessments or tests before and after the training.

Interview or observation can also be used.

Relatively simple to set up; clear-cut for quantifiable skills.

Less easy for complex learning.

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3Behavior Behavior

evaluation is the extent of applied learning back on the job - implementation.

Observation and interview over time are required to assess change, relevance of change, and sustainability of change.

Measurement of behavior change typically requires cooperation and skill of line-managers.

4 ResultsResults evaluation is the effect on the business or environment by the trainee.

Measures are already in place via normal management systems and reporting - the challenge is to relate to the trainee.

Individually not difficult; unlike whole organization.

Process must attribute clear accountabilities.

Table 5.2- Kirpatrick’s four levels of evaluation

All the training programme is held by ONGC Academy. ONGC Academy, previously known as Institute of Management Development (IMD), which has an ISO 9001 certification, along with 7 other training institutes, play a key role in keeping the workforce at pace with global standards.

Formal alliances with reputed organizations and Institutions likeASCI, Hyderabad, MDI (Management Development Institute), Gurgaon, IMI, New Delhi, ICWAI, New Delhi, Andhra University, Roorkee University, and the Indian School of Mines, Dhanbad have helped the Institute to provide quality dissemination of knowledge. The R&D wing of ONGC Academy is continuously engaged in updating strategic HRD plans to improve productivity, efficiency and effectiveness of ONGC executives.

ONGC Academy, is the premier nodal agency responsible for developing the human resource of ONGC. It also focuses on marketing its HRD expertise in the field of Exploration & Production of Hydrocarbons.

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CHAPTER 5

RESEARCH METHODOLOGY

The approach used for the study was Survey Method. For this Literature and

Diagnostic Survey were carried out:

LITERATURE SURVEY

Secondary sources were referred to get the basic culture and working pattern

of ONGC. All the required information was collected from the in-house

journals, magazines, reference books, manuals and the other related sources.

DIAGNOSTIC SURVEY

It was done with the help of a questionnaire to check the efficiency and

effectiveness of the system.

RESEARCH OBJECTIVE 28

To study the Performance Training and Development in ONGC Ltd.

SIGNIFICANCE OF STUDY

Human Resource Development is the basis of success of any organization.

HRD helps to enhance employee’s effectiveness and helps to achieve

organizational goals. Now with the emergence of so-called “NEW

ECONOMY”, the increasing role of knowledge in industry is becoming

obvious. In the emerging knowledge age, incessant learning by employees

through effective Training and Development is going to be a key to survival

and growth for organizations. Without effective Training and Development no

enterprise can claim to be giving due importance to HRD. Training in the real

sense can be carried out only when the performance of employees are

assessed. In the unfolding economic scenario it is increasingly being realized

that employees are the most precious assets of any company. Any investment

in introducing the training programme is worth only when the above

mentioned criterion is fulfilled. Every organization nowadays providing

sufficient training to improve the performance of the employees so that the

real potential of the human asset can be known and utilized in the proper

way.Training not only evaluates the work done by the employees but also

tries to boost the morale and motivate them to do their best. Training is a very

important aspect for the development of the employees.

RESEARCH DESIGN

The present investigation is descriptive type of study undertaken to estimate

the Training process in ONGC Ltd. The present study identifies views of

employees of different levels and disciplines.

To do the better analysis these groups are further incised as

Discipline

Finance

HR

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Technical and Engineering

Age

• Age less than 40 years

• Age between 40-50 years

• Age above 50 years

Levels

Junior management (E1 to E3)

Middle Management (E4 to E5)

Senior Management (E6 and above)

Scope of the Study

The scope of the study is limited to Dehradun.

Population of the Study

Executives working in ONGC, Dehradun.

For the purpose of analysis a sample size of 100 was selected. For this 100 questionnaire were distributed. Out of which 85 were collected.

METHOD OF DATA COLLECTION

PRIMARY DATA

The primary data to be selected was based upon the response of the respondents to the questionnaire designed. The questionnaire consists of closed ended questions.

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A part of Questionnaire was targeted to know the personal details of the respondents. Second part consists of closed ended questions on the scale of 1 to 4.

SECONDARY DATA

The secondary data was collected by referring through manuals, journals and intra net, web sites, and the final data was analyzed systematically to achieve the desired result.

SAMPLING TECHNIQUES

The sampling method chosen for the project was “Simple Random Sampling” and a little bit of “Cluster Sampling”. I have distributed the questionnaires randomly but in the particular offices and buildings.

CHAPTER 6

DATA ANALYSIS

1) Please rank the following process based on which you think training is imparted:-

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As we see the graph we conclude that max. percentage of employees i.e 54% says that the training is imparted through appraisal process whereas 46% says that they are nominated by Controlling Officer and 38% says that they are self nominated for the training.

DISCIPLINE

HR

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The graph clearly shows that 60% of the HR people says that training is imparted through appraisal process Whereas 44% of HR people says that they are nominated by Controlling Officer and 36% says they are self nominated.It conclude that the HR people is very much satisfy with the appraisal process.

Finance

40% of the finance respondents says training is imparted by appraisal process whereas 60% and 70% says they are nominated by controlling officer and self nominated respectively.

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Technical

The people of the technical department give 67% the appraisal process whereas max percentage in case of controlling Officer is 60% and 80% says that they are self nominated. So it conclude that the technical department do the self naomination for the training programme.

2) I am given adequate opportunity to indicate my training needs.

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81% of the respondents agree that they have adequate opportunity to indicate their training needs. However 19% disagree with the above statement. So it can be concluded that the company gives adequate opportunity to their employees to indicate their training needs.

85% of the finance people agree that they have adequate opportunity to indicate their training needs whereas 15% disagree with the statement. 80% 0f the HR & Technical people agree that they have adequate opportunity to indicate their training needs whereas 20% disagree with the statement.

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73% of the Junior management (E1 to E3) agree that they have adequate opportunity to indicate their training needs whereas 27% disagree with the statement.

84% of the Middle Management (E4 to E5) agree that they have adequate opportunity to indicate their training needs whereas 16% disagree with the statement.

88% of the Senior Management (E6 and above) agree that they have adequate opportunity to indicate their training needs whereas 12% disagree with the statement.

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3) I am provided training based on my training requirements.

79% of the respondents agree that the training provided to them is based on their requirements whereas 21% disagree with the above statement

85% of the finance people agree that the training provided to them is based on their requirements whereas 15% disagree with the above statement.

78% of the HR people agree that the training provided to them is based on their requirements whereas 22% disagree with the above statement.

67% of the technical people agree that the training provided to them is based on their requirements whereas 33% disagree with the above statement.

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83% of the junior management (E1 to E3) agrees that the training provided to them is based on their requirements whereas 17% disagree with the above statement.

68% of the Middle management (E4 to E5) agrees that the training provided to them is based on their requirements whereas 32% disagree with the above statement.

80% of the senior management (E6 and above) agrees that the training provided to them is based on their requirements whereas 20% disagree with the above statement.

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4) I am provided training irrespective of my training requirements.

45% of the respondents agree that the training provided to them is not based on their requirements whereas 55% disagree with the above statement

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55% of the Finance people agree that the training provided to them is not based on their requirements whereas 45% disagree with the above statement

46% of the HR people agree that the training provided to them is not based on their requirements whereas 54% are disagree with the above statemen33% of the Technical people agree that the training provided to them is not based on their requirements whereas 67% disagree with the above statement

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45% of the Junior Management (E1 to E3) agree that the training provided to them is not based on their requirements whereas 55% disagree with the above statement.

53% of the Middle Management (E3 to E5) agree that the training provided to them is not based on their requirements whereas 47% disagree with the above statement.

50% of the Senior Management (E6 and above) agree that the training provided to them is not based on their requirements whereas 50% disagree with the above statement.

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5) My company has in place the requisite infrastructure to provide training.

98% of the respondents agree that the Company has a good infrastructure to provide training whereas 2% disagree with the above statement.

100% of the Finance & Technical people agree that the Company has a good infrastructure to provide training whereas 55% disagree with the above statement.

88% of the HR people agree that the Company has a good infrastructure to provide training whereas 12% disagree with the above statement.

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93% of the junior management (E1 to E3) agree that the Company has a good infrastructure to provide training whereas 7% disagree with the above statement.

100% of the Middle mang. (E4 to E5) & Senior mang. agree that the Company has a good infrastructure to provide training.

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6) I am provided at least one training by the Company in the last three years.

87% of the respondents agree that the Company provide at least one training in the last three years whereas 13% disagree with the above statement

95% of the Finance people agree that the Company provide at least one training in the last three years whereas 5% disagree with the above statement80% of the HR people agree that the Company provide at least one training in the last three years whereas 20% disagree with the above statement93% of the Technical people agree that the Company provide at least one training in the last three years whereas 7% disagree with the above statement

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83% of the Junior management agree that the Company provide at least one training in the last three years whereas 17% disagree with the above statement84% of the Middle management agree that the Company provide at least one training in the last three years whereas 16% disagree with the above statement96% of the Senior management agree that the Company provide at least one training in the last three years whereas 4% disagree with the above statement

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7) The faculty members have appropriate knowledge on the subject and provide necessary guidance & assistance.

96% of the respondents agree that the faculty members who provide training have appropriate knowledge whereas 4% disagree with the above statement

95% of the Finance people agree that the faculty members who provide training have appropriate knowledge whereas 5% disagree with the above statement96% of the HR people agree that the faculty members who provide training have appropriate knowledge whereas 4% disagree with the above statement87% of the Technical people agree that the faculty memberswhoprovide training have appropriate knowledge whereas 13% disagree with the above statement

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96% of the Junior management agree that the faculty members who provide training have appropriate knowledge whereas 4% disagree with the above statement95% of the Middle management agree that the faculty members who provide training have appropriate knowledge whereas 5% disagree with the above statement100% of the respondent agree that the faculty members who provide training have appropriate knowledge.

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8) I find a measurable change in my work after the training.

87% of the respondents agree that they find a measurable change in their work after the training whereas 13% disagree with the above statement.

100% of the Finance people agree that they find a measurable change in their work after the training.84% of the HR people agree that they find a measurable change in their work after the training whereas 16% disagree with the above statement.80% of the Technical people agree that they find a measurable change in their work after the training whereas 20% disagree with the above statement.

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86% of the Junior management agree that they find a measurable change in their work after the training whereas 14% disagree with the above statement.84% of the Middle management agree that they find a measurable change in their work after the training whereas 16% disagree with the above statement.92% of the Senior management agree that they find a measurable change in their work after the training whereas 8% disagree with the above statement.

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9) Training that has been imparted to me has helped me improve my performance at work.

92% of the respondents agree that the training help them to improve their performance at work whereas 8% disagree with the above statement

100% of the Finance people agree that the training help them to improve their performance at work.90% of the HR people agree that the training help them to improve their performance at work whereas 10% disagree with the above statement80% of the Technical people agree that the training help them to improve their performance at work whereas 20% disagree with the above statement

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90% of the Junior management agree that the training help them to improve their performance at work whereas 10% disagree with the above statement89% of the Middle management agree that the training help them to improve their performance at work whereas 11% disagree with the above statement92% of the Senior management agree that the training help them to improve their performance at work whereas 8% disagree with the above statement

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CHAPTER 7

MAJOR FINDINGS

Adequate opportunity are provided to the employees to indicate their

training needs .

The training process provides them an opportunity for development

and growth.

Training which has given to the employees is according to their training

requirements.

The training needs are identified through appraisal process rather than

self nomination

ONGC provide a sufficient infrastructure for trainings.

The trainers have appropriate knowledge on the subject.

Training provided to the employees help them to improve their

performance at work.

Employees are very much satisfied with the training process.

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CHAPTER 8

LIMITATIONS

o Due to time constraint and hectic schedule of ONGC employees some

time I found difficulty in interaction with employees.

o Organization being very large an effort was made to do the tasks

effectively and efficiently but more detailed study could have done by having large sample size..

o Employees delayed in submitting the feedback form so it affected the

time in compiling and analyzing data for findings and suggestions.

o Many questions were responded as “Blank ” due to the subjectivity of

the topic and some information was not revealed due to certain reasons like being confidential in nature.

o In many responses personal details were not provided due to which

the outcome received is not exact.

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CHAPTER 9

RECOMMENDATIONS

The Training process in ONGC is very much satisfying. On the basis of the

analysis of responses and findings I have reached to some conclusions. So

taking them into consideration few steps may be considered to strengthen the

Training process.

Self nomination process should have been considered so that

employees tell the management about their training needs(when they

require and in what area).

Management should take serious note of the training requirements

which are not identified through the appraisal process.

The feedback of all the employees related to training programme

should be considered.

Bosses should take care of their employees training needs and also

look up in what area they require training.

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APPENDIX

Questionnaire on Training Process

Why this questionnaire?

I am a student of ANSAL INSTITUTE OF MANAGEMENT pursuing MBA . As a part of curriculum I am doing my summer training in Human Resource field in ONGC. I have chosen Training and Development as my project. In this project I am studying the Training process in ONGC. To do so it would be immense help to know the viewpoints of the persons those who are the part of this system.

The information asked below is purely for academic purpose and will be kept confidential.

PERSONAL PARTICULARS

Age: __________________________

Discipline: __________________________

Level: __________________________

Years of Experience __________________________

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Questionnaire on Training process in ONGC

1. Please rank the following process based on which you think training is imparted:-

1 2 3

Needs identified by appraisal process

Nominated by Controlling Officer

Self nomination

Strongly Agree

Agree Disagree Strongly Disagree

2. I am given adequate opportunity to indicate my training needs.

3. I am provided training based on my training requirements.

4. I am provided training irrespective of my training requirements.

5. My Company has in place the requisite infrastructure to provide training.

6. I am provided at least one training by the Company in the last three years

7. The faculty members have appropriate knowledge on the subject and provide necessary guidance & assistance.

8. I find a measurable change in my work after the training.

9. Training that has been imparted to me has helped me improve my performance at work

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BIBLIOGRAPHY

www.ongcindia.com

www.wikipedia.com

www.google.com

www.ONGCnet.com

Books

International Human Resource Management, K. Aswathappa

Human Resource Management, K. Aswathappa

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