Download - Training Effectiveness (ONGC)
-
7/23/2019 Training Effectiveness (ONGC)
1/83
A
RESEARCH PROJECT REPORT
ON
TRAINING EFFECTIVENESS IN
ONGC
Submitted By :
AASTHA BANSAL
MBA IV Semester
Roll No. : (0724970001)
In partial fulfilled of the requirement for
the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
(2007- 2009)
U.P. Technical University, Lucknow
(U.P.)
Supervisor : Submitted to :
Ms. Ritu Dr. Mohd. ArifDepartment of Management Head, Department of Management
SHRI RAM COLLEGE OF MANAGEMENT,
-
7/23/2019 Training Effectiveness (ONGC)
2/83
MUZAFFARNAGAR
CONTENTS
Particulars Page No.
1. Introduction
01
Training Programs
10
Training institutes
27
Training in ONGC
32
2. Objectives of the study
42
3. Scope of the study
44
4. Research methodology
46
-
7/23/2019 Training Effectiveness (ONGC)
3/83
5. Data analysis & interpretation
50
6. Findings
75
7. Conclusion
77
8. Suggestions & Recommendations
78
9. Limitations
79
10.Bibliography
11. Annexure
List of Graphs & Tables
Table No. Graph No. Title Page No.
01 01 Importance of induction training 50
02 02 Training is well planned 51
03 03 Training is of sufficient duration 52
04 04 Training provides excellent
-
7/23/2019 Training Effectiveness (ONGC)
4/83
Opportunity 53
05 05 Norms and values are clearly
defined in training 54
06 06 Senior management takes interest in
Training 55
07 07 New recruits finds training very
Useful 56
08 08 Training is periodically evaluated &
Improved 57
09 09 Training improved tech. knowledge& skills 58
10 10 Adequate emphasis on developing
managerial capabilities 59
11 11 Human relation competencies are
Developed 60
12 12 Training of workers is of great
Importance 61
13 13 Employees are sponsored for training
Programs 62
14 14 Sponsored workers take training
Seriously 63
15 15 Employees determines the training,
they need 64
16 16 Employees gets the expected
knowledge & Skills 65
17 17 HR department conducts briefing &
debriefing sessions 66
18 18 Company programs are handled by
-
7/23/2019 Training Effectiveness (ONGC)
5/83
competent faculties 67
19 19 Quality of company program is
Excellent 68
20 20 Senior line managers helps their
Juniors 69
21 21 Trained employees are given time
to improve the org. 70
22 22 Right climate is being given to
the juniors by the line managers to
implement new ideas 71
23 23 Line managers utilize & benefits
from training programs 72
24 24 External training programs are
carefully chosen 73
25 25 The company has well designed
and widely shared training policy 74
DECLARATION
I hereby declare that the research project entitled TRAINING EFFECTIVENESS IN
ONGC Submitted in Partial fulfillment of the requirement of M.B.A. of Shri Ram
College of Management Muzaffarnagar is my original work and has not been published
in my trade journal and magazine.
-
7/23/2019 Training Effectiveness (ONGC)
6/83
I have also declare that I have done my work sincerely and accurately even then if any
mistake or error has kept in I shall most humbly request the readers to point out those
errors or omissions and guide me for the removal of those errors in future.
I have also declare that I have done my work sincerely and accurately
even then if any mistake or error has kept in I shall most humbly request
the readers to point out those errors or omissions and guide me for the
removal of those errors in future.
(Aastha Bansal)MBA : Semester IV
Roll No. : 0724970001
ACKNOWLEDGEMENT
I would like express profound gratitude to my company guide Mr. Amit
Minz for giving us such a wonderful opportunity to work under his
guidance. He was an inspiration to us and motivated me to perform better
thought out the eight weeks of training and without his help and support
the project would not have been successful. He also provided us with
-
7/23/2019 Training Effectiveness (ONGC)
7/83
valuable information and useful suggestion. He also provides us with
valuable information and useful suggestions. His moral support and
continuous guidance enabled me to complete my work successfully.
I would also like to thank Dr. Rahul Goyal (Director),
Ms. Ritu (Supervisor) who guided me through out the project and
provided me invaluable support, encouragement and supervision.
(Aastha Bansal)
MBA : Semester IVRoll No. : 0724970001
PREFACE
As an integral part of the curriculum, prescribed by Utter Pradesh Technical
University, Luck now, every student of Master of Business Administration
(MBA) after 4th Semester has to go for Research Report on the topic which
is suggested organization based on their student interest as well. In this
-
7/23/2019 Training Effectiveness (ONGC)
8/83
corporate world, the institutes are oriented towards providing professional
education due to the economic reforms in our country, which enforce the
institution to carry out programs, which are readily determined to developed
potential professionalism. This is the reason, which enforces the universities
to add such type of activities in their course curriculum. These works make a
student to apply his/her bookish knowledge into practically.
This project focuses on Training Effectiveness In ONGC. The
project is divided into various chapters, which are mentioned in the
contents.
-
7/23/2019 Training Effectiveness (ONGC)
9/83
Introduc
tion
TRAINING EFFECTIVENESS
INTRODUCTION
-
7/23/2019 Training Effectiveness (ONGC)
10/83
What is Training ?
Training is the way to learn the spiritual technology of Scientology. It is the word used to
describe the study of Scientology principles by a parishioner so they can be applied to
accomplish the purpose of improving conditions in life, both his own and the lives of
others.
Study programs ranges from the introductory where an individual learns the basics of
Scientology, to the advanced were individuals study the higher levels of scripture on their
path to advanced spiritual levels. Programs also exist for those who seek to become
ministers and apply the auditing technology to others as an auditor.
In every church of Scientology are special rooms where parishioners study the written
works and listen to tape recorded lectures of L. Ron Hubbard in a precise order. A Course
Supervisor is present in each course room to assist Scientologists to attain full
understanding of the material they are learning. The student finds out for himself that
Scientology principles work. A Course Supervisor does not teach, lecture or interpret in
any way, but instead refers the individual to the correct material if the student is
experiencing difficulty. Because of the check sheets and Supervisors role, parishioners
studying Scientology materials are able to proceed at their own individual pace.
The end result of auditor training is that an individual is able to minister auditing to
another person. In every church of Scientology around the world there is one passing
standarda 100% perfect auditing session every time. Through Scientology training, that
standard is reached daily.
-
7/23/2019 Training Effectiveness (ONGC)
11/83
Because Scientology offers an understanding of human behavior, training as an auditor
also provides individuals with a means of dealing with real-life situations by
understanding their causes. Training gives an individual the know-how to resolve
difficulties in life that might otherwise appear unsolvable.
TRAINING DEFINED
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.
1. Its not what you want in life, but its knowing how to reach it.
2. Its not where you want to go, but its knowing how to get there.
3. Its not how high you want to rise, but its knowing how to take off.
4. It may not be quite the outcome you were aiming for but it will be an outcome.
5. Its not what you dream of doing, but its having the knowledge to do it.
6. It's not a set of goals, but its more like a vision.
7. Its not the goal you set, but its what you need to achieve it.
8. Training is about knowing where you stand (no matter how good or bad the
current situation looks) 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.
ROLE OF TRAINING
-
7/23/2019 Training Effectiveness (ONGC)
12/83
IMPORTANCE OF TRAINING
Training is a very important priority for us. Training and developing our people is a
strategic focus. Were talking about winning in a highly competitive business. Our
objective is to drive our competitiveness through this training. Now, its not going to
happen unless every person in the division, including the President, makes a personal
-
7/23/2019 Training Effectiveness (ONGC)
13/83
investment in leadership, in learning and in development. We think this is the central
concept around building quality of work life. It is the central concept around getting the
best people to come to work for you, and it is the central concept around moving to the
next level. It cant be overemphasized.
Organizations are under pressure to justify various expenses. The training budget is,
often, not exempted from this purview. There are a number of questions raised on the
value derived from training programesboth directly and indirectly. Business heads and
training managers are under pressure to prove the effectiveness of training.
Measuring Training Effectiveness / Impact
Training can be measured in a variety of ways :
1. Prior to training :
a. The number of people that say they need it during the needs assessment
process.
b. The number of people that sign up for it.
2.At the end of training :
1. The number of people that attend the session.
2. The number of people that paid to attend the session.
3. Customer satisfaction (attendees) at end of training
-
7/23/2019 Training Effectiveness (ONGC)
14/83
4. Customer satisfaction at end of training when customers know the actual costs of
the training.
5. A measurable change in knowledge or skill at end of training.
6. Ability to solve a "mock" problem at end of training.
7. Willingness to try or intent to use the skill/ knowledge at end
of training.
3. Delayed impact (non-job) :
a.Customer satisfaction at X weeks after the end of training.
b. Customer satisfaction at X weeks after the training when customers know the actual
costs of the training.
c.Retention of Knowledge at X weeks after the end of training.
d.Ability to solve a "mock" problem at X weeks after end of training.
e.Willingness to try (or intent to use) the skill/ knowledge at X weeks after the end of
the training.
4. On the job behavior change :
1. Trained individuals that self report the skill or knowledge on the job after the
training (within X months).
2. Trained individuals who's managers report that they changed their behavior / used
the skill or knowledge on the job after the training (within X months).
-
7/23/2019 Training Effectiveness (ONGC)
15/83
3. Trained individuals that actually are observed to change their behavior / use the
skill or knowledge on the job after the training (within X months-report that they
changed their behavior /).
5. On the job performance change :
1. Trained individuals that self-report that their actual job performance changed as a
result of their changed behavior / skill (within X months).
2. Trained individuals who's manager's report that their actual job performance
changed as a result of their changed behavior / skill (within X months).
3. Trained individuals who's manager's report that their job performance changed (as a
result of their changed behavior / skill) either through improved performance
appraisal scores or specific notations about the training on the performance
appraisal form (within X months).
4. Trained individuals that have observable / measurable (improved sales, quality,
speed etc.) improvement in their actual job performance as a result of their changed
behavior / skill (within X months).
5. The performance of employees that are managed by (or are part of the same team
with) individuals that went through the training.
6. Departmental performance in departments with X % of employees that went
through training ROI (Cost/Benefit ratio) of return on training dollar spent
(compared to our competition, last year, other offered training, preset goals etc.).
Other measures :
1 .CEO / Top management knowledge of / approval of / or satisfaction with the
training program.
-
7/23/2019 Training Effectiveness (ONGC)
16/83
2. Rank of training seminar in forced ranking by managers of what factors (among
miscellaneous staff functions) contributed most to productivity/ profitability
improvement.
3. Number (or %) of referrals to the training by those who have previously attended
the training.
4. Additional number of people who were trained (cross-trained) by those who have
previously attended the training. And their change in skill/ behavior/ performance.
5. Popularity (attendance or ranking) of the program compared to others (for
voluntary training programs).
Kirkpatrick's Four-Level Model for measuring Training Effectiveness
One of the most popular methodologies for measuring training effectiveness was
developed by Donald Kirkpatrick. This model articulates a four-step process.
Level 1 : Reactions.
At this level, we measure the participants reaction to the program. This is measured
through the use of feedback forms (also termed as happy-sheets). It throws light on the
level of learner satisfaction. The analysis at this level serves as inputs to the facilitator
and training administrator. It enables them to make decisions on continuing the programe,
making changes to the content, methodology, etc.
2. Level 2 : Participant learning.
We measure changes pertaining to knowledge, skill and attitude. These are changes that
can be attributed to the training. Facilitators utilize pre-test and post-test measures to
-
7/23/2019 Training Effectiveness (ONGC)
17/83
check on the learning that has occurred. However, it is important to note that learning at
this level does not necessarily translate into application on the job.
Measuring the effectiveness of training at this level is important as it gives an indication
about the quantum of change vis--vis the learning objectives that were set. It provides
critical inputs to fine-tuning the design of the programe. It also serves the important
aspect of being a lead indicator for transfer of learning on to the job context.
3. Level 3 : Transfer of learning.
At this level, we measure the application of the learning in the work context, which is not
an easy task. It is not easy to define standards that can be utilized to measure application
of learning and there is always this question that preys on the minds of various people:
Can all changes be attributed to the training?
Inputs at this level can come from participants and their supervisors. It makes sense to
obtain feedback from the participants on the application of learning on the job. This can
be done a few weeks after the programe so that it gives the participants sufficient time to
implement what they have learnt. Their inputs can indicate the cause of success or
failure; sometimes it is possible that learning was good at level-2, but implementation did
not happen due to system-related reasons. It can help the organisation deal with the
constraints posed by systems and processes so that they do not come in the way of
applying learning.
-
7/23/2019 Training Effectiveness (ONGC)
18/83
4. Level 4 : Results.
This measures effectiveness of the programe in terms of business objectives. At this level
we look at aspects such as increase in productivity, decrease in defects, cycle time
reduction, etc.
-
7/23/2019 Training Effectiveness (ONGC)
19/83
TRAINING PROGRAMS
ONGC ACADEMY VISION
To be world class training institute by creating learning aspirations and proving
integrated and providing integrated training services in exploration, production and
management with global presence.
The details of various training modules conducted by different institutes for executives
and non- executives are given as under.
Training Program:
1. INDUCTION TRAINING
The institute has a comprehensive training module of 52 weeks for the newly recruited
graduate trainees. The efforts have been made to design this training module focusing
on overall personality development of the newly recruited executives and socialize them
in the parent company. The various sub modules of induction training module are as
under:
i). Orientation & Multi Disciplinary Theoretical Training (OMDTT)-6 Weeks:
This module covers:
1) Introduction to oil industry
2) Organization set up of ONGC
3) Missions and objectives
-
7/23/2019 Training Effectiveness (ONGC)
20/83
4) Corporate planning of ONGC
5) ONGC past, present & future
6) Welfare schemes in ONGC
7) International oil scene
8) Communication skills & personality development
9) Introduction of role of various disciplines in ONGC viz. - Geology,
chemistry, geophysics, engineering, information technology, computer,
10) P&A. IR etc.
2. Multi Disciplinary Field Familiarization Training (MDFF)-5 Weeks:
This module covers exposure of the newly inducted trainees to the various field
operations of ONGC. They are provided both on the site exposure and field job related
theoretical inputs on following areas :
1) Introduction to exploration management
2) Exploitation of hydrocarbons
3) Introduction to drilling technology
4) Introduction to production technology
5) Introduction to technical services
6) General management
7) Financial management
8) Material management
9) Personnel management & IR
-
7/23/2019 Training Effectiveness (ONGC)
21/83
10) Safety & environment management
11) Information technology
3. Specialisation Training (ST) 6 weeks:
After completion of 6 weeks orientation & MDTT and 5 weeks MDFF, the participants
are again regrouped discipline wise for the training in their discipline for an in depth
understanding of the core subject. In general these specialisation trainings are arranged
disciplines-wise for the core subject. In genera these specialisation training are arranged
disciplines-wise at the ONGC ACADEMY/RTI palghat / tata honey well Pune / FTI
Bangalore etc.
4. On job training (OJT) - 33 weeks:
In this module of 33 weeks trainees are put on the job at field
installations/projects/processing plants etc. for hands on experience and implement what
they have learned during various modules of the training. They are rotated in planned
manner to various jobs one individual may required to handle when posted permanently
after completion of the training. It gives them lot of confidence in taking our
responsibilities of their assignment after completion of training.
5. Final Evaluation (FE)-2 weeks:
The trainees are evaluated through out the whole process of training separately for each
sub-module, ONGC ACADEMY conducts final evaluated for knowledge, skill and
-
7/23/2019 Training Effectiveness (ONGC)
22/83
attitudinal development and extra curricular activities. Based on this evaluation best
G.T.s. are identified and given various awards and trophies.
These training modules are evaluated through project work, group discussions,
presentation whichever are feasible and conducting tests in process and at the end of
modules and whole GT programe. The faculty feedback for each faculty and end of
course feedback is taken and the record of feedback is maintained.
2. ORIENTATION TRAINING
1. ONGC ACADEMY plans and develops orientation modules for the
executives:
2. Who has risen from the rank
3. Promotes whose nature of job is quite different earlier
4. Laterally shifted from other disciplines
5. Inducted at higher levels
These are designed and conducted for these categories of employees to prepare them to
take the challenges of new assigned jobs. The duration of these programs ranges from
one week to four weeks. The modules are specifically designed to suite the job
requirements and cover introduction of petroleum sector in India & abroad, introduction
of ONGC, activities, specialization module of particular discipline, along with behavioral
and attitudinal inputs.
-
7/23/2019 Training Effectiveness (ONGC)
23/83
3. EXPLORATION TRAINING
The institute of management development plans and conducts training programs on all
aspects of exploration technology covering programs on geology, geophysics, well
logging reservoir engineering etc. the same of the programs organized by the institutes in
petroleum exploration are as under :
1) Genetic modeling of sedimentary basins.
2) Basin evaluation, geo-history
3) Resource appraisal
4) Risk evaluation and delineation of exploration priorities
5) Petroleum economics
6) Advanced exploration management
7) Advance in statigraphy
8) Exploration contacts
9) Modern carbonate sedimentation
10) Advances in Seismic Processing, 3D seismic
11) Advances in Geo- Chemistry.
12) Advanced concepts in well logging
13) Reservoir management
14) Enhanced oil recovery
15) Numerical reservoir simulation
16) Sand control etc.
-
7/23/2019 Training Effectiveness (ONGC)
24/83
4. PRODUCTION TECHNOLOIGY TRAINING
The institute designs and organizes training programs on all aspects of petroleum
production technology to meet the skill and knowledge requirement of the petroleum
engineers of the organization. The training modules in petroleum production technology
are as under :
1) Basic Programs in Production Engineering
2) High Pressure-High Temperature Well Operations
3) Well Completion and Work Over Problems
4) Advances in Stimulation Technology
5) Blow Out Control
6) Production Maintenance
7) Advance in Offshore Production Technology
8) Production Optimization
9) Natural Gas Engineering
10) Effective Management of Operations and Cost Control
11) Production Simulation
12) Artificial Lift etc
5. ENGINEERING & INFORMATION TECHNOLOGY
TRAINING
The institute designs and conducts training programs in all branches of engineering
relevant to the petroleum industry and information technology. The training programs in
-
7/23/2019 Training Effectiveness (ONGC)
25/83
information technology cover both computer hardware and software and electronics and
telecommunication.
Orientation training programs for engineers with respect to petroleum industry are :
1) Equipment Management & Maintenance
2) Value Engineering & Value Analysis
3) Total Quality Management
4) 3 D Telemetry
5) Satellite Communication
6) Maintenance of Crane and Heavy Machines
7) Under water inspection and maintenance
8) Energy conservation & Energy audit
9) Safety in Oil & Gas field operations
10) Project Management
11) Material Management
12) Pipe Line Technology
13) Maintenance of micro processor based electronic equipments
14) Advance developments is wielding Technology
15) Captive Power Plants
16) Switch Gears and Controls
17) Electric drives and Controls
18) Fire detection and alarming system
19) Introduction to Offshore structure and Ocean Technology
20) Advanced technology foundation for structure
-
7/23/2019 Training Effectiveness (ONGC)
26/83
21) Corrosion and corrosion control
22) Pneumatic and Hydraulic control system
23) Oil field instrumentation and controls
24) Logistic management
25) Management of seismic unit / telemetry system
26) Telecommunication system and networking
27) Maintenance of well logging system
28) Fibred optics
29) UNIX & c++
30) Oracle with developer 2000
31) Visual basic
32) Window NT etc.
6. MANAGEMENT TRAINING
The institute of management development plans and conducts trainings programs in all
stream of management including personnel management, financial management and
material management. The training programs planned and organized by training institute
on various aspect of management are as under :
1) Enhancing managerial effectiveness
2) Transformational building
3) Building process re engineering & benchmarking
4) Performance enhancement
5) Leadership & empowerment programs for women executives.
-
7/23/2019 Training Effectiveness (ONGC)
27/83
6) Development of hr for line managers
7) Objective appraisal
8) Project management
9) Financial management for non- finance execs.
10) Performance management, appraisal evaluation & counseling
11) Managing stress through SMET
12) Planning for superannuation
13) Creating work culture for competitive advantage
14) Strategic management
15) Team building for organizational effectiveness
16) Development of employees for office management
17) Skill development for non-executives
18) Corporate finance
19) Achieving excellence through TQM
20) Tripartite participative management culture for excellence etc
7. INTEGRATED PROFESSIONAL TRAINING
The institute plans and conducts training programs professional areas which involve
holistic approach of management in effective accomplishment of various integrated tasks.
The same on of the integrated professional programs planned and conducted by the
institute are ass under :
1) Planning and management of Oil &Gas Exploration
-
7/23/2019 Training Effectiveness (ONGC)
28/83
2) International exploration and production agreements process and
structure
3)Hydrocarbon resource assessment, prospect evaluation and risk management
4)Exploration plays risk analysis s and economic assessment
5) Managing well site operations
6)Managing field parties
7)Managing crisis
8)Managing systems
9)ABTP programs for the engineers
10) Management of technical services in regions etc.
8. EMERGING TECHNOLOGY TRAINING
Exploration and exploitation of petroleum is a very technology intensive area. The rate of
obsolescence is very fast in this sector of petroleum industry to keep pace with the fast
changing global scenario and keep knowledge and skills of ONGC executives updated
the institute of management development plans and conduct several training programs on
emerging technologies. Some of the emerging technology programs are as under :
1) Exploration plays risk analysis and economic assessment
2) Exploration and exploitation of natural gas hydrates
3) Exploration in deep-sea water
4) Exploration concepts in elastic reservoirs
5) Advanced concepts in well log techniques and interpretation
-
7/23/2019 Training Effectiveness (ONGC)
29/83
6) Advances in seismic processing and practical AVO
7) Technological advance in chemistry for design and advance in
stimulation technology
8) International petroleum fiscal system and production sharing
9) Economic evaluation of petroleum ventures and gas pricing contract
10) Advance technology in foundation for structure
9. SPONSORED TRAINING
The efforts are made to design and conduct training programs to meet the knowledge and
skill requirement of the vast human resource of the ONGC in all areas of petroleum
technology and management but to met some specific requirements in various disciplines
the institute sponsors the employees of ONGC in the programs of external training
agencies both India and abroad. The philosophy behind the sponsoring the executives and
non-executives in the programs of external agencies is to bring new and innovative ideas
in the organization training for very few limited number of participants to meet their
specific requirements.
10. SUMMER/ VOCATIONAL TRAINING TO THE STUDENTS
According to the company policy the students of various streams of engineering,
management and information technology are required to provide vocational
training/industrial of ONGC to fulfill its responsibilities towards the society. The institute
-
7/23/2019 Training Effectiveness (ONGC)
30/83
of management development with the help of regional training institutes and other
department and institutes is organizing industrial exposure/vocational training to the
students of professional graduate and post graduate courses. Every year more than 500
students are provided this type of training. The institute also pays some stipend and to
and fro first class railway fare to the students of engineering and management courses
from IITs, IIMs, IT-BHU and ISM dabbed as per company policy. The ward of
employees of these professional courses is also paid stipend and first class train fare. The
student is given organizational problems as project assignment under a guide. They work
on these projects and try to find out the solutions. Thus it benefits both, the individual and
organization.
OTHER TYPES OF TRAINING
Training is required of several proposals. Accordingly training programs may also be of
following types :
1. Orientation Training :
Induction or orientation seeks to adjust newly appointed employee to the work
environment. Every new employee needs to be made fully familiar with his job, his
superior and sub-ordinates and with the rules and regulations of the organisation. This
-
7/23/2019 Training Effectiveness (ONGC)
31/83
training creates self confidence in the employee. It is also known as pre job training. It is
brief and informative.
2. Job Training :
This training is provided with a view to increase the knowledge and skills of the
employee for improving performance on the job. Employees may be taught the correct
methods of handling equipments and machines used in the job. Such Training helps to
reduce accidents, wastes and inefficiency in the performance of the job.
3. Safety Training :
This training is provided t minimize accidents and damage to the machinery known as
safety training. It involves instructions in the use of safety and in safety conciousness.
4. Promotional Training :
-
7/23/2019 Training Effectiveness (ONGC)
32/83
It involves training of existing employees to enable them to perform higher level jobs.
Employees with potential are selected ane theu are given trauning before there promotion
so that, they do not find it difficult to shoulder the higher responsibilities of the new
positions to which they are promoted.
5. Refresher Training :
When existing techniques becomes obsolete not to the development of better techniques,
employees have to be trained in the use of new methods and techniques. With the passage
of time employees may forgot some of the methods of doing work. Refresher training is
designed to revive and refresh at knowledge and to update the skills of the existing
employees. Short term refresher courses have become popular on account of rapid
changes in technology and work methods. Refresher or re training programs is
conducting to avoid obsolescence of knowledge and skills.
6. Remedial Training :
Such training is arranged to overcome the short comings in the behaviours and
performance of old employees. Some of the expected employees might have picked up
appropriate methods and styles of work. Such employees are identified and correct work
-
7/23/2019 Training Effectiveness (ONGC)
33/83
methods and procedures are taught to them. Psychological experts should conduct
remedial training.
METHODS OF TRAINING
1. On The Job Training Methods :
Under these methods, the employee is trained on the job and at his work place. The
training is provided by the superior or senior employee. This type of training is simple
and economical. No special place, equipment, or instructor is required. The training is
practice oriented and promotes self learning. On the job training is suitable where few
employees are to be trained in the real job environment and no expert instructor is
required. Popular on the job training methods are given below :
a). Coaching:
Under this method the trainee is receive personal guidance and instructions from his
superior. This method is effective when the superior is well trained and has sufficient
time to provide coaching.
b). Under Study :
-
7/23/2019 Training Effectiveness (ONGC)
34/83
Here the trainee works as an assistant to a superior manager. He learns through
observations and experience. The trainee is expected eventually, to occupy the job of
senior manager. The objective is to develop a successor to the retiring manager.
c). Job Rotation Method:
It involves a systematic transfer of trainees from one job to another so as to broaden his
knowledge and attitude.
2. Off The Job Training Methods :
Under these methods training is been given outside and the external agencies arrange the
training programs. The focus is more on learning then doing. Off the job training enables
the trainees to concentrate better because they are free from job pressure. It is sitable
when large no. of employyes are to be trained over a long time period. Some methods are
as follows :
a). Class Room Lecture :
Professional experts instruct through a series of lectures to impart knowledge and skills
about the job. Some organisations like HLL, SBI, LIC etc. conducts special courses for
there employees. In this course, film and t.v. shows use to supplement lectures.
-
7/23/2019 Training Effectiveness (ONGC)
35/83
b). Conference :
In a conference, employee of the same organisation or different discuss together the
various aspect of the particular subject. Discussion among the various participants take
place on the basis of lectures given by experts. This method helps to widen the outlook
and knowledge of the trainees.
c). Case Discussion :
A case study is a written description of an actual or hypothetical situation. A capable
instructor presents the facts of the case. The participants discuss the case and arrive at
conclusions. This method helps to develop analytical reasoning and other mental quality
of the participant.
d). Role Playing:
Under this method, the participant in acts a no. of roles to understand the problem. For
example, a sales manager can appreciate the problems of the customers if he himself acts
that role.
e). Sensitivity Training:
-
7/23/2019 Training Effectiveness (ONGC)
36/83
Under this method a training group consisting of 5 10 person is formed. The members
of the group freely express there ideas, beliefs and attitudes. Such an open discussion
enables the trainee to appreciates the problems of others and adjust accordingly.
TRAINING INSTITUTES
1. The Keshava Deva Malaviya Institute Of Petroleum Exploration
(KDMIPE)
The Keshava Deva Malaviya Institute of Petroleum Exploration (KDMIPE), located at
Dehra Dun in the picturesque Doon valley, was set up in 1962 as a research and training
-
7/23/2019 Training Effectiveness (ONGC)
37/83
institute. The institute continues to be the country's premier centre for basic and applied
research in petroleum exploration.
The functions of the Institute can be classified under three major areas:
Petroleum Economics & Foreign Appraisal
Geosciences Research
Basin Research
2. Geodata Processing And Interpretation Centre (GEOPIC)
The Geodetic Processing and Interpretation Centre (GEOPIC) located at Dehra Dun were
established in 1987. It is ONGC's largest computing facility and one of the few centers
around the world where integrated processing and interpretation of different geo-
scientific data from seismic to petro-physical, geological and reservoir engineering are
carried out.
3. Institute Of Drilling Technology (IDT)
The institute is situated in a sprawling area abound by the blessings of nature in the
picturesque Doon valley located between the Green Shivaliks and The Grand Lower
Himalayas in the Northern part of India at Dehradun. The flora and fauna abound,
heavenly atmosphere prevailing, the city provides an ideal setup for an institute amidst
this serene environment.
-
7/23/2019 Training Effectiveness (ONGC)
38/83
The institute, which was founded in 1978 to tackle the immense challenges of Oil & Gas
well drilling, has earned the recognition of Center Of Excellence through its persistent
efforts in providing solutions to the problems encountered during drilling operations
drawing from the vast field experience of its manpower. Drilling, Drilling Fluid
Engineering and Cementation / Cementing Materials are the main departments ably
supported by an infrastructure deemed fit for an ideal institute.
4. Institute Of Engineering And Ocean Technology (IEOT)
The Institute of Engineering and Ocean Technology (IEOT) was founded in 1983 for
innovation, development and acceleration of the future plans of ONGC to achieve self-
reliance in technology. The Institute has developed expertise in the fields of Risk &
Reliability Engineering; Geotechnical Engineering; Materials & Corrosion Engineering,
Structural Engineering and Gas Hydrates & Advanced Composite Materials.
The major strength of IEOT lies in its highly qualified, trained and experienced engineers
and scientists. Further, the Institute is equipped with modern laboratories and industry
recognized advanced software & hardware for analytical studies backed up with modern
Library with IT enabled facilities. The Institute is abreast with the advanced technologies
through in-house and collaborative R&D efforts and technology transfer programs with
reputed national and international institutes and companies.
5. Institute Of Oil & Gas Production Technology (IOGPT)
-
7/23/2019 Training Effectiveness (ONGC)
39/83
To meet the technological requirements of oil and gas production, the Institute of Oil &
Gas Production Technology (IOGPT) was established in 1984 at Panvel about 50 km
from Mumbai airport amidst picturesque surroundings on the Mumbai-Pune Highway.
The objective was to improve the economics of operations and boost indigenous
hydrocarbon production. This is the first institute in the country to provide integrated
R&D support to the entire spectrum of oil and gas production, beginning with well/field
production analysis to transmission to consumer point. The Institute has the distinction of
providing specialized training including simulator based training to production engineers.
6. Institute Of Petroleum Safety, Health And Environment
Management (IPSHEM)
In 1989, the Institute of Petroleum Safety, Health and Environment Management
(IPSHEM) was established with the objective of promoting standards of safety, health
and environment in petroleum sector in India. The Institute is committed to upgrade and
develop human resources with a view to minimize the overall risk to human life, damage
to property, process and the environment.
The main functions of the Institute are Training, Research and Development,
Consultancy Services, Data bank and Information services and by serving in an Advisory
capacity in evolving standards and procedures. The Institute offers training courses in
Basic & Advanced Safety and Environment Management, Fire Safety, Offshore Survival
& Safety and Coxswain Boat Handling etc.
-
7/23/2019 Training Effectiveness (ONGC)
40/83
7. Institute Of Reservoir Studies (IRS)
Institute of Reservoir Studies (IRS) is the nodal agency for formulating the development
schemes of oil and gas fields of ONGC. The emphasis is on Integrated Reservoir
Management combining seismic, geological, well logging, reservoir and production data.
The Institute also helps in developing expertise in different areas of Reservoir
Engineering through intensive training programs. At our learning centre, we transfer our
expertise through specialized capsule training programs and allow the users to use our
dedicated technical and work session facilities.
8. Regional Training Institutes (RTI)
Training and development of human resource is an important activity leading to
acquisition and updating of knowledge and skills The main mission of this institute is to
develop technically competent human resource (mainly no-executives) in assets/ regions
in accordance with HRD policy.
-
7/23/2019 Training Effectiveness (ONGC)
41/83
TRAINING IN ONGC
. EXISTING SYSTEM OF TRAINING
ONGC is a highly capital and technology intensive organization. It is on the cross roads
of transformation from a fully protected administrative price mechanism, monopoly
economy to a market driven liberalizes and competitive new economy with the advent of
-
7/23/2019 Training Effectiveness (ONGC)
42/83
new exploration licensing policy. The petroleum sector has been opened for the private
and multi-national petroleum companies. Now ONGC has to complete with other private
operators and maintain its leading position. This requires it to adopt very progressive and
forward hard policies to sustain and survive in the new economic scenario. The dynamic
manpower with updated knowledge and skills can only make ONGC dynamic and vibrant
organization. Only the competent and motivated people can make things happen in
desired way and enable an organization to achieve its business goals. The human resource
development is a continuous process and to ensure such development the HRD
philosophy of ONGC has been based on following important axioms other human
resource:
1. Human resource has boundless potential
2. An individual who ceases to learn ceases to grow
3. The organization excellence is achievable through the excellence of human
resource.
Keeping this in view, the HRD policy and strategies have been designed and
implemented through out the organization to harness the boundless potential of Human
capital and make the organization a vibrant and learning organization.
2. POLICY ADOPTED
It is vitally important, that management has a policy with respect to training and that this
policy should be well defined and clear-cut. It should be expressed in the rules and
procedures, which influence the standard and scope of training in the organization.
-
7/23/2019 Training Effectiveness (ONGC)
43/83
1) Managements own overall responsibility right from the planning stage to
successful implementation
2) The firms approach to the training function, which would include guidance
for design and execution as well as dissemination of relevant information to
all employees.
3) Provision for annual or periodic surveys in order to ensure that training is
need based and development oriented.
4) Identification of priority areas since recourses are always scarce and
programmers must be prioritized according to felt needs.
5) Clear identification of target groups and confirmation that training relates to
every one without exception.
6) Communication to all employees of the firms intention regarding each
individuals carrier development and their contribution of training to a
persons future promotional prospects.
7) Expression of firm faith and belief that training and development are as
crucial to the organization as to the individual and that the companys growth
inextricably linked with the growth of each employee.
-
7/23/2019 Training Effectiveness (ONGC)
44/83
3. TRAINING STRATEGIES
In ONGC the planned development of human resource is given top priority. The training
has to be organized for entire human resource covering all levels from the lowest class IV
to the highest board level. Special attention is to be paid at the lower and middle level
who is the real performer at various field installations. By nature of their job
responsibilities and their position in the organization, the executives and non-executives
have to discharge different type of jobs which demand upon them different nature of
knowledge, skill, attitudes and Value system. Hence the separate training strategies for
the executives and the non-executives have been designed.
Training strategy for the executives
Training and development activities are seen in relation with the carrier progression of
the individual in the organization. Therefore, the following training interventions at
various level of career path of the executives are proposed.
Mandatory training for executives
E-0 Level - Supervisory Development Prog. : 01Week
Graduate Trainees - Graduate Training Prog. : 52Weeks
-
7/23/2019 Training Effectiveness (ONGC)
45/83
E2-E3 Level - Jr. Management Training Prog. : 02Weeks
E4-E5 Level - Middle Management Training Prog. : 02Weeks
E6-E7 Level - Sr. Management Training Prog. : 02
Weeks
E7 & Above Level - Adv, Management Training Prog. : 05Weeks
These training programs are mandatory in nature and efforts will be made to impart these
training to each individual throughout their career progression in the organization. The
nomination will be made by the training institutes in these programs and the line
managers will ensure their participations of the individual working under their control to
ensure development and prepare them to discharge their responsibilities deficiently. The
training institutes will maintain HRD data base to facilities efficiently. The training
institutes will maintain HRD data base to facilitate nomination process and will ensure
participation of each employee by designing and counting sufficient number of training
programs. The appropriate system is being designed as part pf project SHRAMIK to
identify and nominate individual for mandatory training. To ensure participation and
-
7/23/2019 Training Effectiveness (ONGC)
46/83
development of individual in mandatory training effective monitoring will be done
through this system.
Training intervention strategy for non-executives
Training and development activates for the non-executives are directly linked to the role
to be performed by the individual and his own development. the main stress is given on
bridging the skill and knowledge gap arising out of changes in the roles due to career
growth and development activities for non-executives on focused and targeted areas in
systematic and planned manner on Operating Manual-RTI-Manual has been developed
and training activates of regional training institutes which are basically meant for their
development are being managed accordingly. The various training interventions both
mandatory, as well as, need based is planned as under:
1. Induction training programs at the time of recruitment
2. Orientation training programs at the time of promotion
3. Supervisory development programs at supervisor level/top of class III.
4. Statutory/certification courses (like mines vocational training, semi,
reservation policy etc.)
Efforts will be made to impart these training to each and every employee by the institutes.
The newly recruited non-executives will join at the regional training institute for
induction training and other mandatory training will be designed and imparted by
regional training institutes and staff training institutes by inviting nominations to fulfill
-
7/23/2019 Training Effectiveness (ONGC)
47/83
the training need requirements of the non-executives. The regional training institutes will
operate as per the RTI manual and accomplish their training responsibilities to meet the
requirements of respective regional business units.
4. TRAINING OBJECTIVES
Primary Objective
1) The primary purpose of training is to establish a sound relationship between
the worker and his job- the optimum man-task relationship.
2) To upgrade skills and prevent obsolescence. The jobs employees do are not
staic; they change, sometimes without necessary awareness since
technology advances are getting increasingly more rapid. to keep pace with
the changing technology, mechanization, automation, electonic data
processing etc. training become mandatory for employees in order to update
them, teach them never skills and increase their efficiency:
3) To develop healthy, constructive attitudes. Training programmers in
companies are aimed at moldings employee attitude to achieve support for
company activities and to obtain better cooperation and greater loyalty
-
7/23/2019 Training Effectiveness (ONGC)
48/83
4) To import broad based knowledge relating to the plant, machinery, mat,
product quality and standards to the factory, workplace and work
environment
5) To prepare employees for future assignment. People are not generally
satisfied if they continue to work in the same position or at the same level
for long mobility is a main factor in motivation. One of the objects of
training is to provide and employee opportunity to climb up the promotional
ladder or to move on to assignments which will help upward mobility
6) To increase productivity. The most efficient and cost-effective ways of
performing jobs are taught to the employees which naturally leads to
enhanced productivity,
7)To minimize operational errors. Since training is an effort to provide
opportunities to the employee to acquire new and improve existing job
related skills, it follows that operational mistake will be significantly
reduced. Unnecessary repetition, wastage and spoilage of material are
brought down deficiencies in methods of doing work are ironed out in
training sessions there by also reducing the hazard of accidents.
Consequently, a safer and better work environment is created.
-
7/23/2019 Training Effectiveness (ONGC)
49/83
8) To enhance employee confidence and morale. With greater knowledge and
finely honed skills, the employee approaches his job with greater
confidence and simultaneously, does morale.
9) To bring down the cost of production because better and more cost-
effective methods are taught, because mistake and errors minimized,
because productivity is improved, because quality standards are adhered to
more strictly and because confidence is engendered, significant stride are
automatically take in the areas of cost control and economies in the
production process.
10) To bring down labor turnover and absenteeism training is a powerful tool
that breed in the employee a sense of pride as well as of belonging. Both
these contribute in a major way to checking and reducing labor turnover as
well as absenteeism.
SECONDRY OBJECTIVES
1) To prepare our executives to meet the strategic business leaders in the fast
changing environment,
2) To create a learning environment in order to achieve a competitive edge
through positive human resource,
3) To develop training tools and techniques for effective learning,
4) To facilitate and organize interactive workshops in upstream industry
issues.
-
7/23/2019 Training Effectiveness (ONGC)
50/83
5) To strive for continuous improvement in all aspects if E&P activities,
6) To inculcate quality consciousness,
7) To promote IT as an instrument of organizational transformation,
8) To cultivate creative and innovative thinking.
9) Reducing gap between current and expected level of performance through
systematic enrichment of knowledge, skills and attitudes.
10) Preparing executives for career advancement.
5. TRAINING NEED IDENTIFICATION
In achievement of overall goals of performance and improvement, training must
contribute to the enhancement of professional knowledge, understanding and skill both at
individual and collective levels. It should also equip the all employees of an organization
for appropriate response to the emerging challenges. The main emphasis of the training
should be on doing rather than knowing only. The training must also achieve its energy
between the improvement of individuals competencies and promotion of organizational
objectives. Training must also help to build up high standards of integrity, character and
probity in professional life.
-
7/23/2019 Training Effectiveness (ONGC)
51/83
While designing training need identification process, efforts should be made to involve
the individuals and the experts in the line. It must be a comprehensive exercise to cover
all relevant technological, technical, managerial and other aspects of the organizations
working so that a complete picture of organizational, as well as, individual requirements
can emerge. The training institutes will involve the line and functional managers and
conduct surveys to identify individual training needs, as well as, organizational needs.
The training needs may emerge from following:
1) Environmental scanning and strategic requirements
2) Recommendations from senior executives
3) Suggestions made by executives of ONGC
4) New recruitment and appointment in the organization
5) New promotions
6) Individual perception surveys
7) Performance appraisal system
8) Mentoring and counseling system
9) Emerging technological requirements
10) Analysis of training programmed conducted in past
11) External customer requirements
12) Statutory and regulatory/obligatory requirements
Based on the above, the training institutes design their training need identification
process and develop annual training calendars to meet the training need requirements of
the organization. In case, the numeral of participants is very less in some specific areas,
-
7/23/2019 Training Effectiveness (ONGC)
52/83
the training needs of the individual can be met through sponsoring in the training
programmers of external agencies.
6. MEETING IDENTIFIED TRAINING NEEDS
After identification of training needs by the institutes, the efforts are made to prepare
annual training calendars and organize training programmers by them. as per existing
training policy of the organization to train each individual once in three years to ensure
updating of their knowledge and skill with changing environment and ultimately reaching
the level of once in two years for minimum five training days. The existing manpower
strength of the organization is around 40,000 and the training institute has drawn up their
five year training plans to train about 18,000 employees per year to meet these training
needs of the organization. The training plans of training institutes are given under HRD
plan for 2001-02 and 2005-06.
In ONGC, there are following training institutes which are engaged in meeting, training
and development needs of the vast human resource of the organization by designing and
organizing training programs focused on organizational needs:
1) Regional training institute (RTI), Chennai
2) Staff Training institute (STI) Rajahmundary and Baroda.
3) Institute of management development (ONGC ACADEMY), Dehradun
4) Institute of petroleum safety and environments management (IPSEM), GOA.
5) Institute of riling technology (IDT) Dehradun
-
7/23/2019 Training Effectiveness (ONGC)
53/83
6) Institute of oil 7 gas production technology (Simulator Training)
7) Other Training Centers at various plants and locations.
Each training institute has its well defined area of training activities accordingly they plan
and conduct the training programmers to meet the specific requirement of the
organization.
-
7/23/2019 Training Effectiveness (ONGC)
54/83
Objectives
OBJECTIVES
1. To study the existing system related to training.
-
7/23/2019 Training Effectiveness (ONGC)
55/83
2. To elaborate the training effectiveness in ONGC.
3. To find out the ways to make better training policy in ONGC.
-
7/23/2019 Training Effectiveness (ONGC)
56/83
Scope
Of
The
Study
-
7/23/2019 Training Effectiveness (ONGC)
57/83
SCOPE OF THE STUDY
The scope of the study is to find out how ONGC develop the personality of there newly
recruited executives and how to socialize, so that they can be fitted in the frame work of
the company well.
Then we study there Training programs conducted by there training institutes to trained
there recruited employees in different field and there different courses of different
durations according to the requirement of the job.
After getting proper training and improved skills, the company give an atmosphere ( like
a case study) to check there capabilities, that how that employee tackle the situation and
to what extent their decisions are correct to solve that problem.
If the company finds that at this level also the employee is not able to get more improve
his skills the company tries to make a change in its training programs and try to introduce
new training policies so that the employee get more effective training in less time.
-
7/23/2019 Training Effectiveness (ONGC)
58/83
After passing through this field the employee then placed under his senior to take over
the charge and the senior also familiarize him with the nature of work and side by side
motivate him to give his best for the company.
And at last when the employee gave his best which benefits the company, the company
reward him by giving him promotion or increment his salary or provide more perks to
him.
-
7/23/2019 Training Effectiveness (ONGC)
59/83
Researc
hMethodology
-
7/23/2019 Training Effectiveness (ONGC)
60/83
RESEARCH METHODOLOGY
Research Design :
Research design is the conceptual structure within which research should be conducted.
A research design specifies the methods and procedures for conducting the particular
study. The research should specify the approach he intended to use with respect to the
proposed study. The function of research design is to provide for the collection of
relevant evidence with minimal expenditure of effort, time and money.
Research design is a pattern or outline of a research project work. It is a statement of only
the essential dements of the study. This is the most appropriate design with respect to
objective of the research. The detail of project study being conducted is descriptive
research design.
-
7/23/2019 Training Effectiveness (ONGC)
61/83
Descriptive Research :
It includes surveys and fact findings, inquiries of different kinds. The major purpose of
this research is description of state of affairs as it exists at present.
Sampling Size :
When a survey is undertaking it is not possible to cover the entire population. The
Researcher has to answer the basic questions How large should the sample be ? The
sample size decision is related directly to the research cost and therefore must be
justified.
The researcher while deciding the appropriate size of the sample compromises all the
factors affecting the sample size. The decision to decide the sample size must be
scientifically made and should not be done arbitrarily because of the risk involved. The
sample size should be neither too large nor too small.
Sample Size :
The sample of 125 person are being collected but only 100 respond it correctly and the
rest are not be filled correctly or incompletely or are not properly readable.
-
7/23/2019 Training Effectiveness (ONGC)
62/83
Area of Study :
The study has been conducted in the heart of Uttrakhand i.e. Dehradun, which is lush
green, peaceful and conducive to work.
Types of Data Collection :
The task of data collection begins after research problem has been defined and research
design chalked out. While deciding about the method of data collection are to be used for
the study, the researcher should keep in mind two types of datas viz. Primary and
Secondary.
The Primary datas are those, which are collected afresh and for the first time and thus
happened to be original in character. The Secondary datas on the other hand are those
which have already been collected by someone else and which have already been pass
through the statistical process.
Primary Data :
The primary data were collected by interaction with various levels of employees
belonging to different department and performing various functions. For this a
questionnaire was formed through the deep study of subject matter. The whole
questionnaire was divided into five categories . Questions were formed, after taking into
-
7/23/2019 Training Effectiveness (ONGC)
63/83
consideration language and clarity. After forming the final questionnaire survey was
conducted. As a result of this survey primary data was collected which was unorganized
and unsystematic so collected which was interpreted in the form of Histogram to have a
clear understanding of the data.
Secondary data :
The sources of secondary data were the ONGCs. HR manual and the training
effectiveness forms used for different levels and also through the earlier studies being
done on the related topic as was provided by the high level executives and library
supplements
Sampling Methodology :
Data is collected through direct personal investigation with the help of annexure
(questionnaire) from HR employees and observation method is being used to collect the
data regarding the actual survey.
-
7/23/2019 Training Effectiveness (ONGC)
64/83
Data
Analysis&
-
7/23/2019 Training Effectiveness (ONGC)
65/83
Interpretation
-
7/23/2019 Training Effectiveness (ONGC)
66/83
Microsoft Excel
Worksheet
-
7/23/2019 Training Effectiveness (ONGC)
67/83
Finding
s
-
7/23/2019 Training Effectiveness (ONGC)
68/83
FINDINGS
1) The employees of ONGC have different view about the effectiveness of training
in ONGC. Some employees of this organization think that training is effectively
run in this organization but according to the employees that there is a great need
to improve the training procedure.
2) In the survey I had prepared a questionnaire on which 25 questions are mentioned
which is related to the effectiveness of training.
3) In my survey I have found that employee of different level have somewhat
different view about the effectiveness of training.
4) All the employees are much satisfied with the true to a great extent and a very
true with the effectiveness of training because they are mostly GTs who have
completed their training and aware about the positive as well as negative aspect
of training.
5)All the employees have different view about the effectiveness of training. Most of them
know much about the training so according to them effectiveness is training is
higher.
-
7/23/2019 Training Effectiveness (ONGC)
69/83
Opinions are also changed according to the length of the services. Employees who are
new in the organization think that training is run easy in this organization but employees
who are work from a long time..
-
7/23/2019 Training Effectiveness (ONGC)
70/83
Conclus
ion
-
7/23/2019 Training Effectiveness (ONGC)
71/83
CONCLUSION
The Employees of O.N.G.C are very much satisfied with the training system of their
organization. Employees of all the level think that training system of these organizations
is well planned. So we can also conclude that ONGC have a highly well managed
training system and employees of this organization are very much satisfied with their
working environment and give more concentration to their work
-
7/23/2019 Training Effectiveness (ONGC)
72/83
Suggestions
-
7/23/2019 Training Effectiveness (ONGC)
73/83
&Recomme
ndations
SUGGESTIONS & RECOMMENDATIONS
1) Training should provide to all the employees for increasing their working
efficiency.
-
7/23/2019 Training Effectiveness (ONGC)
74/83
Provide the better environment to trainees to their training period.
3)During the training period give the adequate knowledge about the organization climate
in which they will work after completed their training.
4)Efforts may be made to encourage employees to feel that they are the part of the
reputed company and the training the training programmers are very important
for them to increasing their working efficiency.
5) The effects should be takes place to improve the relationship that feels trainers
and trainees.
6)The Employees of O.N.G.C are very much satisfied with the training system of their
organization. Employees of all the level think that training system of these
originations is well planed.
So we can also conclude that ONGC have a highly well managed training system
and employees of this organization are very much satisfied with there working
environment and give more concentration to their work.
-
7/23/2019 Training Effectiveness (ONGC)
75/83
Limitati
ons
-
7/23/2019 Training Effectiveness (ONGC)
76/83
LIMITATIONS
Respondents may be biased.
Limitation in data collection.
Since, sample size is small a pure result cannot be generalized with full reliability.
Some respondents do not show interest in it.
Some respondents take it as a time pass & not filled correctly.
Some of them not understand it correctly due to shortage of time.
Some respondents rushed through the questionnaire and ask their colleagues to fill
it which can lead to an incorrect findings.
Due to lack of time the good amount of data collection is not possible so we had
to rely on our limited data.
-
7/23/2019 Training Effectiveness (ONGC)
77/83
Bibliogr
aphy
-
7/23/2019 Training Effectiveness (ONGC)
78/83
BIBLIOGRAPHY
For the project report on TRAINING EFFECTIVENESS in ONGC, I have consulted
the following books, periodicals and websites :
1) HUMAN RESOURCE MANAGEMENT - L.M. Prasad
2) HUMAN RESOURCE MANAGEMENT - P. Subba Rao
3) HUMAN RESOURCE MANUAL of ONGC
-
7/23/2019 Training Effectiveness (ONGC)
79/83
4) ONGC reports monthly magazine of ONGC
5) www.ongcreports.net
6) www.ongcindia.com
-
7/23/2019 Training Effectiveness (ONGC)
80/83
Annexure
TRAINING EFFECTIVENESS
ANNEXURE FOR ALL EMPLOYEES
LEVEL : __________________________
-
7/23/2019 Training Effectiveness (ONGC)
81/83
LENGTH OF SERVICES : __________________________
S.
NO.QUESTION
NOT
AT
ALL
TRUE
A
LTTLE
TRUE
SOME
WHAT
TRUE
TRUE
TO A
GREAT
EXTENT
VERY
TRUE
1.
Induction training is given
adequate importance in your
organization.
2.Induction training is well-
planned.
3.Induction training is of sufficient
duration.
4.
Induction training provides an
excellent opportunity for
newcomers to learn
comprehensively about the
organization.
5.
The norms and values of the
company are clearly explained tothe new employees during
induction.
6.
Senior management takes interest
and spends time with the new staff
during induction training.
7.
The new recruits find induction
training very useful in your
organization.
8.The induction training isperiodically evaluated and
improved.
9.
The employees are helped to
acquire technical knowledge and
skills through training.
10. There is adequate emphasis on
developing managerial
capabilities of the managerial staff
-
7/23/2019 Training Effectiveness (ONGC)
82/83
through training.
11.
Human relations competencies
are adequately developed in your
organization through training in
human skills.
12.
Training of workers is given
adequate importance in your
organization.
13.
Employees are sponsored for
training programs on the basis of
carefully identified developmental
needs.
14.
Those who are sponsored for the
training programs take thetraining seriously.
15.
Employees in the organization
participate in determining the
training they need.
16.
Employees sponsored for training
go with a clear understanding of
the skills and knowledge they are
expected to acquire from the
training.
17.
The HR department conducts
briefing and debriefing sessions
for employees sponsored for
training.
18.Company programs are handled
by competent faculty.
19.The quality of company programs
in your organization is excellent.
20.Senior line managers are eager tohelp their juniors develop through
training.
21
Employees returning from
training are given adequate free
time to reflect and plan
improvements in the organization.
22 Line managers provide the right
-
7/23/2019 Training Effectiveness (ONGC)
83/83
kind of climate to implement new
ideas and methods acquired by
their juniors during training.
23.Line managers utilize and benefit
from the training programs.
24.
External training programs are
carefully chosen after collecting
enough information about their
quality and suitability.
25.
There is a well-designed and
widely shared training policy in
the company.
Thank You