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. Arif
Department of Management Head, Department of Management

SHRI RAM COLLEGE OF MANAGEMENT,

 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
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

 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

 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.

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
 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 IV
Roll 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

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.
Introduc
tion

TRAINING EFFECTIVENESS

INTRODUCTION
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 Supervisor’s 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

standard—a 100% perfect auditing session every time. Through Scientology training, that

standard is reached daily.

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. It’s not what you want in life, but it’s knowing how to reach it.

2. It’s not where you want to go, but it’s knowing how to get there.

3. It’s not how high you want to rise, but it’s knowing how to take off.

4. It may not be quite the outcome you were aiming for but it will be an outcome.

5. It’s not what you dream of doing, but it’s having the knowledge to do it.

6. It's not a set of goals, but it’s more like a vision.

7. It’s not the goal you set, but it’s 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
 IMPORTANCE OF TRAINING

“Training is a very important priority for us. Training and developing our people is a

strategic focus. We’re talking about winning in a highly competitive business. Our

objective is to drive our competitiveness through this training. Now, it’s not going to

happen unless every person in the division, including the President, makes a personal
 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 can’t 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 programes—both 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

 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).
 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.
 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
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-à-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.
 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.
 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

 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

 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
 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.

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.

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
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

 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.

 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

 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

 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
 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 IIT’s, IIM’s, 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
 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 :
 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
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 :

 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.
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 :

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
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

 Geoscience’s 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.

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)

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. 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.

 TRAINING IN ONGC

1. 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
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.
1) Management’s own overall responsibility right from the planning stage to

successful implementation

2) The firm’s 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 firm’s intention regarding each

individual‘s carrier development and their contribution of training to a

person’s 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 company’s growth

inextricably linked with the growth of each employee.

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. : 01

Week

 Graduate Trainees - Graduate Training Prog. : 52

Weeks
  E2-E3 Level - Jr. Management Training Prog. : 02

Weeks

 E4-E5 Level - Middle Management Training Prog. : 02

Weeks

 E6-E7 Level - Sr. Management Training Prog. : 02

Weeks

 E7 & Above Level - Adv, Management Training Prog. : 05

Weeks

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
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
 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

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.

 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.
 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 individual’s competencies and promotion of organizational

objectives. Training must also help to build up high standards of integrity, character and

probity in professional life.

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,
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

 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.
 Objecti
ves

OBJECTIVES

1. To study the existing system related to training.

2. To elaborate the training effectiveness in ONGC.

3. To find out the ways to make better training policy in ONGC.

Scope

Of
The

Study
 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.
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.
Researc
h
Method
ology
 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.
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.
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 data’s viz. Primary and

Secondary.

The Primary data’s are those, which are collected afresh and for the first time and thus

happened to be original in character. The Secondary data’s 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
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 ONGC’s. 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.

 Data
Analysis
&
Interpret
ation
Microsoft Excel
Worksheet
Finding
s
 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 GT’s 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.
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..

Conclus
ion
 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

 Suggesti
ons
 &
Recomme

ndations

SUGGESTIONS & RECOMMENDATIONS

1) Training should provide to all the employees for increasing their working

efficiency.
2) 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.

Limitati

ons
 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.

Bibliogr
aphy
 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

4) ONGC reports – monthly magazine of ONGC

5) www.ongcreports.net

6) www.ongcindia.com
 Annexu
re

TRAINING EFFECTIVENESS

ANNEXURE FOR ALL EMPLOYEES

LEVEL : __________________________
LENGTH OF SERVICES : __________________________

NOT A SOME TRUE VERY

S. AT LTTLE WHAT TO A TRUE
QUESTION
NO. ALL TRUE TRUE GREAT
TRUE EXTENT
Induction training is given
1. adequate importance in your
organization.
Induction training is well-
2.
planned.
Induction training is of sufficient
3.
duration.
Induction training provides an
excellent opportunity for
4. newcomers to learn
comprehensively about the
organization.
The norms and values of the
company are clearly explained to
5.
the new employees during
induction.
Senior management takes interest
6. and spends time with the new staff
during induction training.
The new recruits find induction
7. training very useful in your
organization.
The induction training is
8. periodically evaluated and
improved.
The employees are helped to
9. acquire technical knowledge and
skills through training.
10. There is adequate emphasis on
developing managerial
capabilities of the managerial staff
 through training.
Human relations competencies
are adequately developed in your
11.
organization through training in
human skills.
Training of workers is given
12. adequate importance in your
organization.
Employees are sponsored for
training programs on the basis of
13.
carefully identified developmental
needs.
Those who are sponsored for the
14. training programs take the
training seriously.
Employees in the organization
15. participate in determining the
training they need.
Employees sponsored for training
go with a clear understanding of
16. the skills and knowledge they are
expected to acquire from the
training.
The HR department conducts
briefing and debriefing sessions
17.
for employees sponsored for
training.
Company programs are handled
18.
by competent faculty.
The quality of company programs
19.
in your organization is excellent.
Senior line managers are eager to
20. help their juniors develop through
training.
Employees returning from
training are given adequate free
21
time to reflect and plan
improvements in the organization.
22 Line managers provide the right
 kind of climate to implement new
ideas and methods acquired by
their juniors during training.
Line managers utilize and benefit
23.
from the training programs.
External training programs are
carefully chosen after collecting
24.
enough information about their
quality and suitability.
There is a well-designed and
25. widely shared training policy in
the company.

Thank You