MBA (FT) Project Report

A STUDY ON
EMPLOYEES PERCEPTION
TOWARDS TRAINING AND
DEVELOPMENT PROGRAMME AT
ONGC, ASSAM ASSET, NAZIRA

[A Project Report submitted in partial fulfillment of the requirements of the Degree of Master of Business
Administration (Full Time) of Dibrugarh University]

Pranamika Saikia
MBA 3rd Semester
Roll no- 42
Centre for Management Studies
Dibrugarh University
December 2013

Page | 1

CERTIFICATE FROM GUIDE

This is to certify that the project entitled A STUDY ON EMPLOYEES

PERCEPTION TOWARDS TRAINING AND DEVELOPMENT PROGRAMME AT
ONGC, ASSAM ASSET , NAZIRA been completed under my guidance and
supervision for the partial fulfillment of the requirements for the Degree of Master of
Business Administration (MBA) of Dibrugarh University.
It is further certified that the said project report has not been submitted anywhere for
any other purpose previously.

Ms. Brishni Borkotoky

Assistant Professor
Centre for Management Studies
Dibrugarh University

Page | 2

DECLARATION

I, the undersigned hereby declare that this project report EMPLOYEES

PERCEPTION TOWARDS TRAINING AND DEVELOPMENT PROGRAMME AT
ONGC, ASSAM ASSET , NAZIRA written and submitted by me under the guidance
of Ms. Brishni Borkotoky, Assistant Professor, Centre for Management Studies,
Dibrugarh University is my original piece of work. The empirical findings in the report
are based on the data collected by me and have not been copied from the project report
submitted earlier.

Pranamika Saikia
MBA 3rd Semester
Roll No. 42
CMS.DU

Page | 3

A STUDY ON
EMPLOYEES PERCEPTION TOWARDS TRAINING AND
DEVELOPMENT PROGRAMME AT ONGC ASSAM ASSET ,
NAZIRA
Executive Summary :
A training course is the training effort of an organization. It may be said that the
Trainees from the basic input, together with the other resource such as the physical
Facilities, reading material, resource persons, etc. The design and conduct of the Course
constitutes the processes and the trained employee the output. The evaluation of the
training course, generally done at the end of the course, is the feedback of The basis of
which improvements are made in the subsequent courses organized by The institution.
But this is a simplistic and crude way of viewing the training effort though it illustrates
the systems concept of an institutional training effort with the untrained employee, the
training course, the trained employee and the evaluation of the training course
representing the input, the process, the output and feedback Control. A significant and
meaningful approach for a proper understanding of the Training effort as systems
concept consist not in regarding the conduct of the Training programme as the sole
process involved, but in viewing the training Programme as a link in the chain of
professional development of an employee.oil And natural gas corporation limited
(ONGC) is focused in providing professional training to its employees. It has outlined a
few training objectives to be followed.
They are as follows:
To develop entrepreneurship and expertise par excellence through training and
retaining.
To prepare executives to meet the strategic business goals in the fast changing
environment.
To create a learning environment in order to achieve a competitive edge through
leveraging human resource.
To develop training tools and techniques to facilitate effective learning.
To organize interactive workshops in the upstream industry areas.
To strive for continuous improvement in all aspects of E&P activities through training
in the emerging
technologies.
To inculcate quality consciousness.
To promote it as an instrument of organizational transformation.
Page | 4

 To cultivate creative and innovative thinking.

Reducing gap between current and expected level of performance through Systematic
enrichment of knowledge, skill and attitudes.

CONTENTS

1.
1

Introduction

2.
2

Objectives

of

the

Study

3.
2

Limitations

of

the

Study

4.

Methodology
19

5.

Company Profile
19

6.

Analysis and Interpretation

25

7.
51

Findings

8.

Suggestions
52

9.
53

Conclusion

10.
54

Questionnaire

Page | 5

11.
57

References

List of tables and pie diagram

Sl no
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.

Contents
Age of respondents
Male / female
Educational qualification of respondents
Marital status
Aware of training programme.
Attended training programme.
Nature of training programme
Training needs identified are realistic, useful and based on
business strategy of organisation
Training needs are identified through formal appraisal
system.
Organization conducts extensive training program in all
aspect.
Training is used as a tool for employee placement.
Undertake training programmes in future.
The quality of training programme provided.
Enhance technical skills.
Enhances leadership skills
Agrees it enhance soft skills.
Agrees that it result in better performance.
Chances of promotion
The training is considerably interesting & informative.
The topics covered are relevant in training programme.
Topics covered are related to programme objective.
Topic covered was within right time
Topics covered easy to understand
Training meet its stated objectives

Page no
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
Page | 6

25.
26.

Satisfaction level
Suggestions on improvements

49
50

ACKNOWLEDGEMENT

At the very outset, I would like to take the privilege of giving my vote of thanks to
those persons whose cooperation and suggestions have given me heartiest support
accomplish my project report successfully.
I would like to express my heartfelt thanks and gratitude to Dr. Pratim Baruah,
Director I/C, Centre for Management Studies, Dibrugarh University for giving me
the opportunity to accomplish this project in the centre.
Next, I would like to express my deep sense of indebtedness to my guide Ms.
Brishni Borkotoky , Assistant Professor, Centre for Management Studies,
Dibrugarh University for her valuable suggestions and constant motivation.
Finally, I would like to thank every individual who directly or indirectly helped me
in successful completion of the project and their timely cooperation.

Page | 7

Pranamika Saikia
MBA 3rd Semester
Roll no . 42

Introduction

Training of personnel consists in providing them with the necessary facilities And
opportunities to acquire knowledge, develop skills and cultivate attitudes and behavior
for the efficient and effective discharge of their duties and Responsibilities.
Administrative skills can be grouped into technical skills, human Skills and conceptual
skills. Training should enable people to perform their present Duties effectively and at
the same time prepare them to shoulder higher Responsibilities in the future. The
ultimate objective of training for personnel is the Improvement in the effectiveness of
achievement of organizational objectives. Each and every position in an organization
calls for a certain amount of Expertise in terms of knowledge, skills and attitudes. The
person occupying the Position may not have all the elements. Of expertise required for
effectively performing new technology or procedure or law. The need for training arises
in Account of the requirement of filling the gap between the skills and competences
required for the performance of a job and the expertise actually possessed by the Job
holder. This gap can be filled either by institutional training or on-the-job Training. The
common method is to mount a course on the basis of the experimental Wisdom. Hence,
a training course conducted kin a training institution is generally looked upon as some
kind of an isolated event. This is one of the reasons why it has not been possible to
derive the maximum benefit from a training course. Institutional training is regarded as
a break from the monotony of the job. No Wonder sabbatical was one of the objectives
of some of the courses. It is time that training is looked upon as a system. A system may
be defined As a group of inter-related and inter-development parts or processes
operating in a Sequence, according to a predetermined plan in order to achieve a goal or
series of Goals. For understanding a system or for setting up a system, one should start
by determining the objectives of the system i.e. what the system seeks to accomplish.
The inputs are to be identified and the outputs specified. In the light of the Relationship
between the inputs and outputs the different processes can be worked out. Suitable
Page | 8

feedback must be obtained at the various stages, to ensure appropriate Corrective steps
at the necessary stages. A training course is the training effort of an organization. It may
be said that the Trainees from the basic input, together with the other resource such as
the physical Facilities, reading material, resource persons, etc.. The design and conduct
of the Course constitute the processes and the trained employee the output. The
evaluation of the training course, generally done at the end of the course, is the
feedback of The basis of which improvements are made in the subsequent courses
organized by The institution. But this is a simplistic and crude way of viewing the
training effort though it illustrates the systems concept of an institutional training effort
with the Untrained employee, the training course, the trained employee and the
evaluation of The training course representing the input, the process, the output and
feedback Control. A significant and meaningful approach for a proper understanding of
the Training effort as systems concept consist not in regarding the conduct of the
Training programme as the sole process involved, but in viewing the training
Programme as a link in the chain of professional development of an employee. If this
view is accepted a systems concept of training would include the environment and
organization in which the employee works. It will also include the Identification of his
training needs, and the other salient aspects such as the Determination of training
objectives, designing, and the training programme its Implementation and evaluation.
The evaluation should not only cover the training Imparted but the improvement in
organizational effectiveness and achievement of Organizational goals resulting from the
contribution of the trained employee. Thus, the training effort becomes a total system of
which the sub-systems are the Different aspects outlined above.

OBJECTIVE OF THE STUDY

To know employee perception towards training and development programme of ONGC,
Assam Asset , Nazira with Respect to;

To understand the awareness level of employee regarding training

To understand the level of satisfaction of training given in ONGC, Assam
Asset , Nazira
To understand the training environment in ONGC, Assam Asset , Nazira

LIMITATIONS OF THE STUDY.

The different limitation of the study is given below-

Page | 9

 Often, sources are not interested to provide the actual data which is Very
important for correct estimation.
Many of the employees have to work in the rigs so it was not possible To know
their view.
Due to work load and survey done by the lots of trainees from Different
institutes scope of interaction with the employees was less.

INTRODUCTION
Public sector enterprises (PSEs) have played an important role in Indian economy Since
the enactment of industrial policy resolution, 1956. These enterprises played A very
crucial part in developing the industrial base of an agrarian economy with Poor
infrastructural facilities. State's intervention was deemed necessary in view of Low level
of employment opportunities and lack of trained manpower (pant, 2000). The townships
developed around the PSEs brought in a new era of economical and Educational
development. After the implementation of new economic policy in 1991, Indian PSEs
are facing high level of competition in product market as well As labor market. In order
to compete in liberalized and open market scenario, Indian PSEs need to improve
overall organizational effectiveness and productivity To ensure competitive edge. These
changes necessitate the need of training and Development of personnel in these PSEs.
Indian public sector is passing through massive changes due to advancement in Science
and technology and competition from private sector. India has nearly one sixth Of the
world's population. This over abundant human resource needs to be converted to asset.
This is possible only through proper training and development. The former Prime
Minister Rajiv Gandhi rightly sensed this need and had established a separate ministry
for human resource development in 1985. He Stressed on the development of human
resources and because of his initiatives, Training had taken a front seat in the national
economy. Later on, most of the PSEs realized the need and importance of training their
employees for better and improved results. The human resource development approach
is essential in order To have the optimum utilization of manpower for the benefit of
both, the employees and the organization.

Page | 10

After opening up of the economy, there has been tremendous amount of pressure On the
PSEs to increase productivity of their employees on one hand and reduce Surplus
manpower on the other. PSEs have found out the route to reduce their Manpower
strength by adopting voluntary retirement scheme (VRS). The biggest Challenge in
VRS is to safeguard talent drain. Talented employees see this as an Opportunity and are
moving away from PSEs in search of high paid jobs in private and multinational
companies, which lead to scarcity of trained manpower. On the One side they get lump
sum compensation package by opting for VRS and on the other side they will be
attracted by MNCs and other private sector enterprises (the Indian express, January 25,
2001; business line, June 08, 2000. Nearly 40% of The employees in reliance petroleum
were drawn from the public sector (Vittal, 2001). This again emphasizes the need and
importance of training and employee Retention in PSEs. Research conducted by
TVRLS on VRS also proves that good outside opportunity is one of the important
reasons for employees opting for VRS. (Government of India promoted PSEs to fulfill
the social objectives since the time Of the first prime minister Jawahar Lal Nehru. As a
result, reservation for socially and educationally weaker sections of the society was
introduced in public sector Jobs. The government has banned de-reservation of
vacancies meant for the reserved categories since 1989 and reservation for other
backward classes were Introduced in 1993. Now PSEs are required to recruit up to 50%
of their manpower from the reserved categories. In the event of candidates from
reserved categories not meeting the required standards, reserved seats are filled after
relaxing the Standards (Naik, 1998). This is another reason to concentrate more on
training and Development activities in PSEs and to provide proper training and
development Opportunities to persons recruited on relaxed standards, so that they can
come up On par with the required standards.
In the year 2000, 11th finance commission emphasized that the second phase of
Structural reforms should concentrate on the extensive restructuring of PSEs. This
Restructuring should not only give PSEs the same benefits of autonomy and Freedom as
the private sector, but also free them from the shackles of ministries from which they
originally emerged. In one of its recommendations, this Commission said that it a public
sector enterprise fails to demonstrate its Sustainability and cannot come out of the zone
of chronic losses after five years of structurally reformed existence, it should be sold of
at whatever price it can fetch. This further emphasized the need for training and
development in PSEs to improve their performance. (sudhman, 2000)
The game of economic competition has new rules. Organizations should be fast
and responsive. This requires responding to customers needs for quality, variety,
Customization, convenience and timeliness. Meeting these standards requires a
Workforce that is technically trained in all respects. It requires people who are Capable
of analyzing and solving job related problems, working cooperatively in Teams and
Page | 11

changing hats and shifting from job to job as well. Training has increased in
importance in todays environment where jobs are Complex and change rapidly. To
survive and flourish in the present scenario, Organizations must invest time and money
in upgrading the knowledge and skills of their employees constantly.
Training of personnel consists in providing them with the necessary facilities And
opportunities to acquire knowledge, develop skills and cultivate attitudes and Behavior
for the efficient and effective discharge of their duties and Responsibilities.
Administrative skills can be grouped into technical skills, human Skills and conceptual
skills. Training should enable people to perform their present Duties effectively and at
the same time prepare them to shoulder higher Responsibilities in the future. The
ultimate objective of training for personnel is the Improvement in the effectiveness of
achievement of organizational objectives.
Each and every position in an organization calls for a certain amount of Expertise
in terms of knowledge, skills and attitudes. The person occupying the Position may not
have all the elements. Of expertise required for effectively performing new technology
or procedure or law. The need for training arises in Account of the requirement of filling
the gap between the skills and competences required for the performance of a job and
the expertise actually possessed by the Job holder. This gap can be filled either by
institutional training or on-the-job Training.
The common method is to mount a course on the basis of the experimental
Wisdom. Hence, a training course conducted kin a training institution is generally
looked upon as some kind of an isolated event. This is one of the reasons why it has not
been possible to derive the maximum benefit from a training course. Institutional
training is regarded as a break from the monotony of the job. No Wonder sabbatical
was one of the objectives of some of the courses.
It is time that training is looked upon as a system. A system may be defined as a
group of inter-related and inter-development parts or processes operating in a Sequence,
according to a predetermined plan in order to achieve a goal or series of Goals.
For understanding a system or for setting up a system, one should start by
determining the objectives of the system i.e. what the system seeks to accomplish. The
inputs are to be identified and the outputs specified. In the light of the Relationship
between the inputs and outputs the different processes can be worked out. Suitable
feedback must be obtained at the various stages, to ensure appropriate Corrective steps
at the necessary stages.
A training course is the training effort of an organization. It may be said that the
Trainees from the basic input, together with the other resource such as the physical
Facilities, reading material, resource persons, etc. The design and conduct of the Course
Page | 12

constitute the processes and the trained employee the output. The evaluation of the
training course, generally done at the end of the course, is the feedback of the basis of
which improvements are made in the subsequent courses organized by The institution.
But this is a simplistic and crude way of viewing the training effort though it illustrates
the systems concept of an institutional training effort with the Untrained employee, the
training course, the trained employee and the evaluation of The training course
representing the input, the process, the output and feedback Control.
A significant and meaningful approach for a proper understanding of the Training
effort as systems concept consist not in regarding the conduct of the Training
programme as the sole process involved, but in viewing the training Programme as a
link in the chain of professional development of an employee. If this view is accepted a
systems concept of training would include the environment and organization in which
the employee works. It will also include the Identification of his training needs, and the
other salient aspects such as the Determination of training objectives, designing, and the
training programme its Implementation and evaluation. The evaluation should not only
cover the training Imparted but the improvement in organizational effectiveness and
achievement of Organizational goals resulting from the contribution of the trained
employee. Thus, the training effort becomes a total system of which the sub-systems are
the Different aspects outlined above.

The principle sub-systems of a systems concept of training are:

1. Identification of training needs:
2. Formulation of training objectives:
3. Design of training programmes:
4. Implementation of training programmes, and
5. Evaluation of training

Page | 13

n
e
e
d

eval
uat
e

form ulate
objective

im pl
em e
nt

de
sig
n

The traditional idea that these five phases are quite distinct and separate Entities
gives the impression that though these phases are connected with one Another
sequentially they are independent. So that the findings and conclusions of each phase
are treated as final and conclusive statements for taking action and which are not
supposed to be revised in the light of findings in the subsequent Phases. Of course, the
evaluation phase is considered to have a bearing on the Design and implementation of
subsequent programmes. But the inter dependence of each phase with all the others is
not seriously thought of and acted upon.
The final objective of all training effort is to improve organizational
Effectiveness. An analysis of organizational working and the environment of the
Organisation, coupled with an assessment of the reasons for organizational and
individual ineffectiveness, is the starting point of any signification of training Needs,
taking into account job descriptions and available manpower resources and their
qualifications. If the training needs of employee are not properly assessed, the Training
objectives cannot be precisely formulated and these will have no relevance to the actual
requirement of employees. The design of a training programme Depends on its
objectives as well as the level of participants and the nature of Learning they are
expected to acquire. Unless, we are clear about the training because the evaluation can
be done only in terms of the predetermined objectives. The design of a course
determines its implementation and may have to be revised In the light of the evaluation
findings. The course has to be evaluated in the light of its objectives and the manner of
its design and implementation. The evaluation has Also to be conducted so as to
examine how far the training imparted to the Employees has resulted in their better job
performance leading to over all Organizational improvement and effectiveness. The
evaluation of the course of the Job performance of the individual and of the
organizational betterment provides the Necessary feedback on the basis of which new
Page | 14

training needs and training Objectives may emerge, necessitation new training, designs
and implementation of revised training schedules. Thus, the inter dependence of the five
phases of the Training effort referred to in the preceding paragraph, appears selfevident, thereby Establishing the systems concept of training. Thus, the five phases are
sub-systems in the total training system.

Training need:
Newly recruited employees require training so as to perform their tasks effectively.
Instructions, guidance and coaching help them to handle jobs competently, without any
wastage.
Training is necessary to prepare existing employees for higher-level jobs (promotion)
Existing employees require refresher training so as to keep abreast of the Latest
developments in job operations. In the face of rapid technological Changes, this is an
absolute necessity.
It is necessary when a person moves from one job to another (transfer). It Helps in the
performance level.
It makes employees mobile and versatile.
It is needed to bridge the gap between what the employee has and what the Job
demands. It is needed to make the employees more productive and useful In the long
run.

Training vs. development:

Training often has been referred to as teaching specific skills and behavior. It is usually
reserved for the people who have to be brought up to performing level in some specific
skills. The skills are almost always behavioral as distinct from Conceptual or
intellectual.
Development, in contrast, is considered to be more general than training and more
oriented to individual needs in addition to organizational needs and it is most often
aimed towards management people.
Usually, the intent of development is to provide knowledge and understanding that will
enable people to carry out non-technical organizational functions more effectively, such
as problem solving, decision-making and relating to the people.

Page | 15

Distinction between training and development:

Learning Dimension
Meant for
Focus
Scope
Goal
Initiated by
Content
Time-frame

Training
Operatives
Current job
Individual employees
Fix current skill deficit
Management
Specific job related
Information
Immediate

development
Executives
Current & future jobs
Work group or
Organization
Prepare for future work
Demands

Thus,
Training is meant for operatives and development is meant for managers.
Training tries to improve a specific skill relating to a job whereas Development aims
at improving the total personality of an individual.
Training is a one-shot deal, whereas development is an ongoing and Continuous
process.
The scope of training is on individual employees, whereas the scope of Development
is on entire work group or organization.
Training is mostly the result of initiatives taken by management; it is the Result of
some outside motivation. Development is mostly the result of internal motivation.
Training seeks to meet the current requirements of the job and the Individual; whereas
development aims at meeting the future needs of the job and the individual.
In other words we can say that, training is a reactive process whereas Development is a
proactive process. Development is future oriented training, focusing on the personal
growth of the employees.

A checklist to avoid training pitfalls:

Trying to teach too quickly results in frustration. It is not wise to push Employees
beyond their learning limits.
Page | 16

 There are limits to the amount that one can learn. It is recommended to teach
Segments of the job in sequential fashion in order to develop a greater Appreciation and
understanding of the whole job.
All employees are different. This must be recognized when it comes to Training. Since
some workers learn faster or slower than others, these Differences must be accounted
for in the training programme.
Practice makes perfect. There is no such thing as natural-born skilled Workers.
Adequate practice time must be provided for employees to develop their skills.
As a supervisor, it is possible to know the job for which the employee is Training so
thoroughly that a new employee may feel inadequate or intimidated.

Types of training:

Skills
creativity Diversity
training

refresher
literacy

cross-functional
Training

team
training

Delaying judgment

Breaking away

generate
New
ideas

Training methods:
On- the- job methodsPage | 17

1. Job instruction training (JIT)

2. Coaching
3. Mentoring
A) Career functions
B) Psychological functions
4. Job rotation
5. Apprenticeship training
6. Committee assignments

Off-the-job methods1. Vestibule training

2. Role playing
3. Lecture method
4. Conference/ discussion approach
5. Programmed instruction

Training & development at ongc:

Training objectives:
Oil and natural gas corporation limited (ongc) is focused in providing Professional
training to its employees. It has outlined a few training objectives to be followed. They
are as follows:
To develop entrepreneurship and expertise par excellence through training and
retaining.
To prepare executives to meet the strategic business goals in the fast changing
environment.
To create a learning environment in order to achieve a competitive edge through
leveraging human resource.
To develop training tools and techniques to facilitate effective learning.
Page | 18

 To organize interactive workshops in the upstream industry areas.

To strive for continuous improvement in all aspects of E&P activities through training
in the emerging technologies.
To inculcate quality consciousness.
To promote it as an instrument of organizational transformation.
To cultivate creative and innovative thinking.
Reducing gap between current and expected level of performance through Systematic
enrichment of knowledge, skill and attitudes.
Developing multi-craft skills.
Preparing executives for career advancement.
To impart training to all employees to motivate them towards actualization Of their
potential.
These objectives set by ONGC are to be met through justified approach towards the
training of its employees. Ongc along with its allied training Institutes imparts training
to its employees to meet the above following Objectives.

ONGC training institutes

The training and development of the ongc employees is taken care of by the Following
institutes:1. Institute of Management Development (IMD), Dehradun
2. Regional Training Institute, Makarpura Road, Vadodara
3. Regional Training Institute, Chennai
4. Regional Training Institute, Panvel, Mumbai
5. Regional Training Institute, Sivasagar, Assam
6. Regional Training Institute, Rajamundry
7. Geodata Processing and Interpretation Centre (GEOPIC)
8. Keshav Deva Malaviya Institute of Petroleum Exploration (KDMIPE)

Page | 19

9. Institute Of Drilling Technology (IDT): the institute of drilling Technology (IDT)

was set up in 1978 at Dehradun. It is engaged in Relentless effort in R&D and has
rendered excellent services in the area of oil And gas well drilling technology.
10.Institute Of Engineering And Ocean Technology (IEOT): the institute of
Engineering and ocean technology (IEOT) was founded in 1983 to achieve Self reliance
in technology by innovation, development and acceleration of The future plans of ongc.
11.Institute Of Biotechnology & Geotectonic Studies (INBIGS): the institute Of
biotechnology & geotectonic studies (INBIGS) was founded in 1989 at Jorhat , Assam.
Inbigs is engaged in the innovative research of petroleum Biotechnology through a
talented and dedicated team of bio-scientists.
12.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.
13.Institute Of Petroleum Safety, Health & 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.
14.institute of reservoir studies (IRS): the institute of reservoir studies (IRS) was
founded in 1978 as a single-source and multi-service reservoir Engineering agency with
the objectives to:

Maximize hydrocarbon recovery at minimum cost

Provide holistic reservoir description through integration of all data
Maximize the value of proven reserves with conventional and Improved
recovery techniques.

Functions of the training institutes:

IMD along with its five regional training institutes (Sivasagar, Chennai, Vadodara,
Mumbai, and Rajamundry) performs the following training activities.
To survey existing work force to identify present and future training Requirements for
professional and managerial excellence.

Page | 20

 To prepare career linked training plans for officers keeping in view the job Rotations
in ongc
To prepare the annual training calendar for the company in consultation with the assets
/ basins / chief of services, institute heads and top Management / directors etc. With
respect to the organizational Requirements and individual perceptions.
To prepare common training syllabi for programmes to be conducted by IMD in
association with RTIs and R&D INSTITUTES.
To conduct orientation programmes for geo-scientists and engineers in Emerging
technologies in association with R&D institutes, through which The technology transfer
is taking place.
To develop SC/ST and women personnel through special programmes

ONGC ACADEMY
Ongc academy is located in the lush green environment of the Himalayas at
Dehradun. Known previously as institute of management development (IMD), it was
formally re-christened as ongc academy on November 2, 2003 by CMD Mr. Subir Saha.
It is ongc's premier nodal agency for training and developing Human resources. The
institute emerged out of SWOT analysis carried out by the Organization in 1982.
Designing parameters for measuring performance of human resources, succession
planning, mapping of individual relations scenario, work climate and work culture
Analysis and managing change are some of the areas of research related to Management
development. To serve this purpose, the academy is committed to Excellence in the
cause of HRD and of the availability of appropriate systems and Procedures with a view
to ensure managerial effectiveness, quality and Productivity in E&P sector. Ongc
academy is also responsible for coordinating Training/seminars for ongc executives
abroad. The academy has acquired iso-9001 certificate through implementation of
quality Assurance system.

Faculty, pedagogy & curriculum: Faculty:

Ongc academy has an experienced core and visiting external faculty from in house,
Industry and top national institutions who possess specialization, Experience,
institutional affiliation and temperament.
Page | 21

Pedagogy:
The pedagogy is interactive and participative and the methods include lectures, Cases,
seminars, group discussions, business games, role plays, simulation Exercises,
structured and unstructured group work and field visits. Eminent academicians, policy
makers and senior executives deliver extensive Lectures to the faculty and the
participants.
Curriculum:
Training programmes are as per the specific requirements catering to the fresh Graduate
trainees; middle and senior level corporate executives. Refresher, Awareness and
exposure courses in the field of geo-science, production, and Reservoir engineering,
emerging technologies and managerial aspects for the National international oil
companies are conducted regularly

Infrastructure:

Well equipped air-conditioned auditorium, with a capacity of 220 for seminars

And conferences
Lecture halls with audiovisual systems
Air-conditioned hall for conducting video sessions on wide screen video
displays
Library with a vast collection of books related to the oil industry and latest
Managerial subjects
A fully equipped computer centre with a host of pcs connected through lan
Excellent cut models of diesel engine, motor and simulators as training aids
Physical training and yoga, squash, badminton, tennis, billiards and table tennis
Medical facilities.

Alliances:
Formal alliances with reputed organizations and institutions like ASCI, Hyderabad,
MDI (management development institute), Gurgaon , IMI, new Delhi, ICWAI, New
Delhi, Andhra university, Roorkee university, and the Indian school of Mines, Dhanbad
have helped the institute to provide quality dissemination of Knowledge. The R&D
wing of ongc academy is continuously engaged in Updating strategic HRD plans to
improve productivity, efficiency and effectiveness Of ongc executives.

Page | 22

QUALITY OBJECTIVES OF THE ACADEMY:

To create and meet the learning aspirations of all ONGCians.
To identify the gaps between current technological know-how and those emerging
internationally in order to bridge the same by developing Appropriate training modules
and conducting minimum 15 programmes.
Developing and upgrading minimum 5 programmes in the state of the art Technology
both in contents and execution, to be at par with international Standards.
To promote quality awareness, develop quality practices and inculcate Creative and
innovative thinking by conducting minimum 15 training Programmes every year on the
topics related to various aspects of quality.
To design and develop long duration training modules to facilitate Qualification up
gradation of the under qualified executives and impart Training about 150 executives
every alternate year in order to upgrade their Qualification.
To strive to create quality culture throughout parent company as means of Bringing
efficiency and improvement and introduce new quality concepts Like total quality
management (TQM), iso-9001-2000 quality Management system, quality circles, six
sigma, etc.
To design and organize at least two workshop on the strategic issues for senior
executive of parent company, each year to meet strategic Requirements.
To strive to achieve 100% target set for each year.
To improve the quality of training programmes and achieve the level of excellent
ratings for 855 of the programmes.

Hierarchy based training:

Therefore, training programs conducted by the academy are classified and Designed on
the basis of various hierarchy levels that are determined by the Structure of the
organization. Thus hierarchy is a factor which determines the requires qualifications,
skills and Core area of development and hence training programs for a particular
designation.

Training activities of ongc:

Page | 23

There is always a need of learning at each stage of life, whether its a company or
Somewhere outside. The person starts learning after he/she is accustomed to the Work
culture of the company. He is provided with the latest information and Training
according to the requirement of the job. The academy takes care of the Fact and
conducts its programmes accordingly. It conducts approximately 250 Programmes
catering to over 5000 executives and over a Lakh training man days every year. This in
all investment of rupees thirty Crore every year on the Development of human capital of
the organization.
The vast spectrum of the training programme includes:
Induction training
Refresher training
Management development
Quality management
Qualification up gradation
Induction training: ONGC academy prepares young engineers, scientists &
Personnels from finance, administration, IR, pr in all from 17 disciplines fresh from
universities through integrated 52 weeks modular induction training Programmes with
constant monitoring, evaluation and counseling through experienced faculty from
within ongc, management experts, and industrial Psychologists. The objective is to help
them adapt to contemporary business Paradigms, infuse organizational culture, and
Sense Of Belongingness, Develop Interpersonal Relationship and collaborative attitude
apart from Exposing them to feel of the entire gamut of E & P activities of ongc and
their Overall development to help smooth transition from BRAMHACHARYA to
GARHASTYA. Induction training is broadly classified into six modules which include:
OIT (orientation introductory training) of 7 weeks
MDTT (multi-disciplinary theoretical training) of 8 weeks
MDFF (multi-disciplinary field familiarization training) of 5 weeks
ST (specialized training) of 10 weeks
OJT (on job training) of 19 weeks
FE (final evaluation) of 3 weeks
Refresher training: ongc academy organizes refresher technical training Programmes
for all the three groups exploration, production, and engineering Group.
Page | 24

Management development programmes: ongc academy conducts 80-90 Management

programmes every year with the help of top business schools of India, like IIMAhmadabad, IIM-Luckhnow, MDI-Gurgaon, Nirma institute of ManagementAhmadabad, ASCI-Hyderabad, fore school of management- New Delhi. It is broadly
classified into 3 categories:
Junior management for E1-E2 levels executives
Middle management for E3-E5 levels executives
Senior management for E6 & above level executive

Quality management: ongc academy has been identified by EC to play the Role of a
nodal agency to create quality aspirations throughout the organization including rolling
out six sigma business initiative in a phased manner by Benchmarking Indian six sigma
consultants with the experts available board. Academy is also organizing programmes
on ISO-9001-2000 QUALITY MANAGEMENT SYSTEM, QUALITY CIRCLES, and
SIX SIGMA.
Qualification up gradation : via this programme, diploma holding engineers get A
chance to become degree holders and certificate holding technicians secure Diplomas.
This programme has been launched for four disciplines in degree Engineeringmechanical, electrical, electronics and telecommunication (E&T), and instrumentation.

PROMOTION RELATED TRAINING:

Various training schedules in the training calendar of ongc are designed Especially for
executives who are promoted from their present levels or for those Who are shifted
from one branch to another.
1. Comprehensive development training program for serving executives (rose From the
ranks E0 to E3 levels)- this training program is for 26 weeks for Executives of various
disciplines who have risen from the ranks to meet their Training needs and will conduct
a course for them with at least 25 Participants.
2. In the field of management development for the E2 to E4 executives who Have
graduated from line managers to acquire interface managerial Responsibilities there is a
training schedule for performance enhancement for 25 executives. This program aims at
enabling participants to understand their Role, responsibilities and culture for evolving
Page | 25

performing organizations; Developing skills of subordinates for growth and

participative management; Developing HRD intervention capability for creating a
learning and Performing organization; to facilitate understanding of core activities and
Costs in decision making. The program profile encompasses self management, Team
building, working capital management, HRDs role and Philosophy, performance
appraisal, conflict management, business Negotiation, strategic thinking, creativity, cost
management techniques.
3. There are E6 to E7 executives who graduate from line managers to acquire Interface
managerial responsibilities. These executives are trained in Strategic management for
business leaders concepts. These are designed for General Managers who would be
taking up positions as key executives Identified through competency mapping and
assessment center.
4. There is also at training programme with 40 seats for employees who are Taking VRS
or are on the verge of superannuating. Six programmes are designed at IMD and other
work centers. This programme helps the Employees to adapt the transition of retired
life. The employees are given Training so that they can face the future with confidence.

Training imparted to the lower staff of ongc:

E0 and below level staff of engineering disciplines from Dehradun, Delhi and NRBC
are given training at Bangalore by faculty of FTI. This programme has 25 seats. The
training schedule is for non-executives and is regarding Supervisory development of
engineering discipline. The objective of the Programme is to develop communication
and supervisory skills of the Employees to achieve operational excellence. It helps in
the functions of Supervisors, team building, hr, communication skills, and leadership,
problem Solving, time management, group behavior.
Furthermore, the lower staffs of ongc are given training at the regional Training
institutes of ongc.

Page | 26

Research methodology
Sampling methods: Convenience sampling
Sample size: Total 50
Secondary data collection:
For this study secondary data was collected from different official Documents, books,
reports, journals, presentations in ONGC, Assam Asset, Nazira. Data were also
collected from website of ongc and different other Websites etc.
Primary data collection:
For this study primary data was collected by interviewing employees of ONGC, Assam
asset, Nazira.
Tools of data collection :
To collect the primary data a questionnaire was prepared which may fulfill the
Objectives of the study.
Data analysis :
The primary data was analyzed through tabulation and graphical Presentation. Before
and after Method was followed in analyzing employees Views on training and
development system in ongc.
Duration of the study :
The study started on 4th September, 2013 and ended on 15th December 2013.

COMPANY PROFILE
Ongc the petrochemical jewel of India
Page | 27

Ongc the most valuable company of India produces more than 845 of the Countrys
crude oil and natural gas. Last year ONGC Company considered as the most valuable
company of India
Since inception, ongc has scripted Indias hydrocarbon saga by Discovering 6 out
of 7 producing basins of the country.
Establishing over 6 billion metric tons of in place hydrocarbon Reserves through
more than 320 discoveries of oil and gas.
Cumulatively producing 712 million metric tons of crude oil. 396 billion Cubic
meters of natural gas and 51.669 thousand tones of value add wed products.
Owning and operating more than 11000 kilometers of pipelines in India, Including
more than 3200 k.m. of subsea pipelines .
Trebling group turnover from less than 15 billion us dollar in the last 4 Year.
Undertaking the biggest-ever deep water exploration campaign globally by a signal
operator. Also investing over 80 million dollars per day.
Achieving 100% accreditation for all the operating installation. Health, Safety and
environment management thus making ongc the only company of the World of its kind.

Global ranking & overview of ongc:

Is Asias best oil & Gas Company, as per a recent survey conducted by US based
Magazine Global Finance.
Ranks as the 2nd biggest E&P company (and 1st in terms of profits), as per The Platts
energy business technology (EBT) survey 2004
Ranks 24th among global energy companies by market capitalization in PFC energy
50 (December 2004). [ONGC was ranked 17th till march 2004, before
The shares prices dropped marginally for external reasons.
Is placed at the top of all Indian corporate listed in Forbes 400 global Corporate (rank
133rd) and financial times global 500 (rank 326th), by market Capitalization.
Is recognized as the most valuable Indian corporate, by market Capitalization, net
worth and net profits, in current listings of economic times 500 (4th time in a row),
business today 500, business baron 500 and business week.
Has created the highest-ever market value-added of rs. 24,258 Crore and the fourthhighest economic value-added of rs. 596 Crore, as Assessed in the 5th business todayPage | 28

stern Stewart study (April 2003), ahead of Private sector leaders like reliance and
Infosys. Ongc is the only public sector Enterprise to achieve a positive MV a as well as
EVA.
Is targeting to have all its installations (offshore and onshore) accredited (certified) by
march 2005? This will make ongc the only company in the world in This regard.
Owns and operates more than 11000 kilometers of pipelines in India, Including nearly
3200 kilometers of sub-sea pipelines. No other company in India Operates even 50 per
cent of this route length.
Crossed the landmark of earning net profit exceeding rs.10, 000 Crore, the First to do
so among all Indian corporate, and a remarkable net profit to revenue Ratio of 29.8 per
cent. The growth in ongc's profits is not solely due to Deregulation in crude prices in
India, as deregulation has affected all the oil Companies, upstream as well as
downstream, but it is only ongc which has Exhibited such a performance (of doubling
turnover and profits).
Has paid the highest-ever dividend in the Indian corporate history.
Its 10 per cent equity sale (Indias highest-ever equity offer) received Unprecedented
global investor recognition. This was a landmark in Indian equity Market, establishing
beyond doubt, the respect ongc's professional management Commands among the
global investor community. According to a report published in 'The Asian wall street
journal (Hong Kong)', ONGC's public issue brought in 20 Foreign institutional
investors (FILS) to India, as (it was reported), 'they could not Ignore the company
representing Indias energy security'.
The market capitalization of the ongc group (ONGC & MRPL) constitutes 10 per cent
of the total market capitalization on the Bombay stock exchange (BSE). Ongc has an
equity weight age of 5 per cent in Sensex; 15 per cent in the nifty (the Only Indian
corporate with a two-digit presence there); ongc commands a 7 per Cent weight age in
the Morgan Stanley capital international (MSCI) index.
The growth in ongc's market capitalization (from rs. 18,500 Crore before May 2001 to
rs. 1,25,000 Crore in January 2004) is unprecedented and except Wipro (who had a
higher market capitalization temporarily), no other Indian Company (either in public or
private sector) has seen such a phenomenal growth.
ONGC has come a long way from the day (a few years back) when India and Ongc did
not figure on the global oil and gas map. Today, ongc group has 14 Properties in 10
foreign countries. Going by the investments (committed: usd 2.708 billion, and actual:
usd 1.919 billion), ongc is the biggest Indian Multinational corporation (MNC).
Page | 29

 ONGC ended the sectoral regime in the Indian hydrocarbon industry and
Benchmarked the globally- established integrated business model; it took up 71.6 per
Cent equity in the Mangalore Refinery & Petrochemicals Limited (MRPL), and also
took up a 23 per cent stake in the 364-km-long Mangalore-Hassan-Bangalore product
Pipeline, connecting the refinery to the Karnataka hinterland.
. By turning around MRPL in 368 days, ongc has set standards of public sector
companies reviving Joint (or private) sector companies, proving that in business,
professionalism Matters, not ownership.

Vision Statement :
To be a world-class oil and gas company integrated in energy business with Dominant
Indian leadership and global presence.

New vision Statement:

GIVEN BY HON'BLE FORMER PRESIDENT OF INDIA, DR. APJ ABDUL KALAM
I would suggest ongc to give world leadership in management of energy Source,
exploration of energy sources, diversification of energy sources, Technology in
underground coal gasification, and above all, finding new Ways of tapping energy
wherever it is, to meet the ever-growing demand Of the country.

History of ongc
Ongc was established as oil and natural gas directorate in 1955 under the Then ministry
of natural resources and scientific research, government of India (GOI). It was raised to
the status of a commission with enhanced powers in 1956. Subsequently, an act of
parliament converted it into a statutory body in 1959. Ongc was primarily operating in
the onshore fields of the Bombay basin and in Assam during the 1950s and 1960s, from
where it was producing crude oil and Natural gas. The company went offshore in the
early 1970s and discovered a giant Field in the form of Mumbai high in 1974. This
discovery, along with subsequent Discoveries of oil and gas fields in the western
offshore, altered the countrys Energy scenario considerably. Ongc further struck oil and
gas in the Krishna- Godavari and Cauvery basins and in Rajasthan during 1983-85.
With these Discoveries, ongc has become a premier oil and gas company in India,
Accounting for 83% of the countrys crude oil production and 81% of its natural Gas
output. It is also a significant producer of value-added products such as Liquefied
petroleum gas (LPG), superior kerosene oil (SKO), and naphtha. Ongc was reorganized
as a limited company in 1993 under the companies Act, 1956. GOI is the majority

Page | 30

shareholder in ongc, with a 74% equity stake as Of now, after a series of disinvestments
since 1993.
Ongc is one the most valuable company of India, which produces more than 84%
of the countrys crude oil and natural gas. The company continues to Register
commendable successes and excellence in all facets of its activities. As we Realize, this
is the era of high oil and gas prices. Average crude oil price during 2006 was over USD
65 per barrel almost 20% above the 2005 average. Oil prices Peaked above USD 78 per
barrel last year. After a dip below usd 60 per barrel, The prices have again moved up
steadily crossing even usd 80 per barrel Momentarily last week. Volatility in oil prices
is expected to remain.
Since inspection ongc has scripted India hydrocarbon saga by:
Discovering 6 out of 7 producing basins of the country, made yet another Landmark
achievement by opening up the ultra-deepwater prospect in the East coast of Andhra
Pradesh.
Establishing 6.42 billion tones of in-place hydrocarbon reserves with more Than 300
discoveries of oil and gas: out of these in-place hydrocarbons in Domestic acreages,
ultimate reserves are 2.29 billion metric tones (bmt) Of oil plus oil equivalent gas
(O+OEG).
Cumulatively producing 762.3 million metric tones (mmt) of crude and 440.7 billion
cubic meters (bcm) of natural gas, from 115 fields and 51669 thousand tones of valueadded products (vap) from 136 Domestic onshore production fields and 7 domestic
offshore fields.
Company has been awarded the highest number of blocks under NELP-VI (new
exploration licensing policy) i.e., 24 out of 52 blocks awarded by the Government of
India. Cumulatively, your company has been awarded 85 Blocks (more than half), out
of 162 blocks awarded so far in the six nelp Bidding rounds.
Owning and operating more than 11000 kms of pipelines in India.
undertaking the biggest ever-deepwater exploration campaign globally by A single
operator, investing 80 million rupees every day

Human resource development in ongc:

Ongc is a company with a global character. It believes, thinks and performs in Line with
global best-in-breed practices. Encourages employees to think in sync With the world
and prove themselves by availing global opportunities. In association with technical
institutes of national and international repute, ongc Has sponsored a number of its
Page | 31

employees to develop their competencies. The main Aim is to improve professional

excellence and develop an all-round management Skills at all levels. Some of the
initiatives are as follows:
1. Unnati prayas scheme: ongc pioneered in-house engineering and Technology
education programmes, under which employees are Conferred b.tech. Degrees awarded
by punjab technical university, Jalandhar, in the fields of mechanical, electrical,
electronics &Communication and instrumentation engineering. An additional courseOf
diploma in electrical engineering is also run for non-executives.
2. Super unnati prayas: customized and exclusive MBA programmes are Administered
at the Indian institute of foreign trade (IIFT), where Employees are conferred mba
degrees in international business. Ongc Executives excelled and eight out of the first
batch of twenty, surpassed The highest grade of the topper of the regular batch, by
achieving CGPA Of more than 3.9. Another MBA programme is conducted at MDI,
Gurgaon.
3. Shangsaptak: this unique, innovative and exclusive orientation Programme for
below-the-board executives is conducted at the Indian School of business (ISB),
Hyderabad. The programme has three modules Spread over 15 months, including
classroom sessions, overseas learning Component and project / assignments to be
undertaken by the Participants. The overseas learning component includes
internationalized Training at PETRONAS (Malaysia), Trafigura (Singapore), British
Petroleum (UK), Exxon Mobil (USA), Baker Huges (USA) and The University Of
Houston.
4. Senior management programme: it has been introduced for executives At the
senior level. The programme comprises of classroom learning for 14 days at MDI
Gurgaon and an overseas learning for the next 14 days including training at OPEC
headquarters, Vienna, Vienna Power Plant, British petroleum downstream Hub-Austria,
university of Antwerp, European school of management Paris and Luxembourg Stock
exchange.
5. ONGC academy: customized training programmes as well as career Growth of
employees are regularly carried out at the ongc academy. Around two hundred
programmes are held every year at the academy, by internationally -renowned foreign
faculty.

6. Arcube : ongc initiated a comprehensive study to redefine the Organization in order

to achieve world-class performance levels. The Three Rs represent roster, roles and

Page | 32

responsibilities. From the Findings of this study, the following hr initiatives have been
identified and are under implementation:
Competency mapping in the core business areas of exploration.
Rationalization of cadres and disciplines in line with the best global Practices.
Optimum manpower deployment in operational sites like rigs and Production
installations.

DATA ANALYSIS AND INTERPRETATION

1. AGE OF RESPONDENTS
AGE

NO OF RESPONDENT

PERCENTAGE (%)

25-30

10

20

30-35

16

35-45

21

42

>45

11

22

Total

50

100

Page | 33

INFERENCE
20% of the respondents are at the age group from 25-30years,
16% respondents are from 30-35years of age,
42% of the respondents are from 35-45 years of age and
22% of the respondents are above 45years of age.

25-30

30-35

35-45

>45

2. EDUCATIONAL QUALIFICATION OF RESPONDENTS

No of Respondent

PERCENTAGE (%)

secondary

14

28.0

diploma

13

26.0

ug

18

36.0

pg

10.0

Total

50

100.0

INFERENCE

28% of the respondents completed secondary.

Page | 34

26% of the respondents completed Diploma.

36% of the respondents completed UG and remaining
10% of the of the respondents completed PG.

10
28
secondary
diploma
ug

36

pg

26

3. GENDER
GENDER

NO.OFRESPONDENTS PERCENTAGE
(%)

male

31

62.0

female

19

38.0

Total

50

100.0

INFERENCE

62% of the respondents are male

38% of the respondents are female.
Page | 35

38
male
female
62

4. MARITAL STATUS

OPINION

NO.OFRESPONDENT
S

PERCENTAGE (%)

married

25

50.0

unmarried

25

50.0

Total

50

100.0

INFERENCE
Page | 36

50% of the respondents are married

50% of the respondents are unmarried.

NO.OFRESPONDENTS

married
unmarried

5. AWARENESS OF TRAINING PROGRAMME

NO.OFRESPONDENTS

PERCENTAGE (%)

yes

50

100

no

Total

50

100.0

INFERENCE

Page | 37

100% of the employess are aware of the training programme

0% of the employees are not aware.

yes
no

6. ATTENDED TRAINING PROGRAMME

NO.OFRESPONDENTS

PERCENTAGE (%)

yes

50

100

no

Total

50

100.0

Page | 38

INFERENCE

100% of the employees have attended training programme

0% of the employees have not attended.

yes

no

7. NATURE OF TRAINING PROGRAMME

NO.OFRESPONDENTS

PERCENTAGE (%)

mostly related to work

36

72.0

general

13

26.0

not related to work

2.0

Total

50

100.0

Page | 39

INFERENCE

72% of the employees find the training programme mostly related to their work.
26% of employees find it in general
2% find it not related to work.

mostly related to work

general
not related to work

NO.OF

PE RCENTA GE

OPINION

RESPONDENTS

Strongly Agree

20

40

Agree

18

36

Neutral

12

Disagree

Strongly Disagree

6
Page | 40

Total

50

100

8. TRAINING NEEDS IDENTIFIED ARE REALISTIC, USEFUL AND BASED

ON BUSINESS STRATEGY OF ORGANISATION
INFERENCE

40% strongly agree that training needs identified are realistic, useful and based
on business strategy of organisation
36% agree
12% neutral
6%disagree
6%stronglydisagree

OPINION
12

40

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

36

9. TRAINING NEEDS ARE IDENTIFIED THROUGH FORMAL APPRAISAL

SYSTEM
OPINION

NO.OF RESPONDENT

PERCENTAGE

Strongly Agree

10

20

Agree

20

40

Neutral

10

20

Disagree

16
Page | 41

Strongly Disagree

50

100

20% strongly agreed that the training needs identified through formal appraisal
system.
40% agreed that the training needs identified through formal appraisal system.
20% have chosen the neutral option.
16disagreed that the training needs identified through formal appraisal system.
4% strongly disagreed that the training needs identified through formal appraisal
system.

Page | 42

4
20

16

Strongly Agree
Agree
Neutral
Disagree

20

Strongly Disagree
40

10.
ORGANIZATION CONDUCTS EXTENSIVE TRAINING PROGRAM IN ALL
ASPECTS
RESPONDENTS

PERCENTAGE

Strongly Agree

10

20

Agree

20

40

Neutral

10

20

Disagree

16

Strongly Disagree

50

100

INFERENCE

20 % strongly agree that organisation conducts extensive training programme

40% agree
20% neutral
16% disagree
4% Strongly Disagree

Page | 43

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

NO.OF

PE RCENTA GE

RESPONDENTS
Strongly Agree

14

Agree

15

30

Neutral

10

20

Disagree

10

20

Strongly Disagree

16

50

100

11. TRAINING IS USED AS A TOOL FOR EMPLOYEE PLACEMENT

INFERENCE

14% strongly agree that training is used for employee placement

30% agree
20%neutral
20%disagree
16%strongly disagree

Page | 44

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

12. WILL UNDERTAKE TRAINING PROGRAMMES IN FUTURE

NO.OFRESPONDENTS

PERCENTAGE (%)

yes

43

86.0

no

14.0

Total

50

100.0

INFERENCE

86% of the employees are willing to undertake training programme in future

14% of the employees are not willing to undertake.

Page | 45

yes

no

13. QUALITY OF TRAINING PROGRAMME

NO.OFRESPONDENTS

PERCENTAGE (%)

INFERENCE

Page | 46

40% of the respondents find the quality of the training programme to be

excellent
60% of the respondents find it good.

40

Column1
excellent
good

60

14. TECHNICAL SKILLS

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

agree

39

78.0

16.0

disagree

6.0

Total

50

100.0

neither
disagree

agree

nor

Page | 47

INFERENCE

78% of the employees agree that training programme helps them to pick up new
technical skills.
16% of the employees neither agree nor disagree
6% of the employees disagree.

OPINION
agree
neither agree nor disagree
disagree

15. LEADERSHIP SKILLS

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

agree

35

70.0

12

24.0

disagree

6.0

Total

50

100.0

neither
disagree

agree

nor

Page | 48

INFERENCE

70% of the respondents agree that attending training programme helps them to
pick up leadership skills,
24% of the respondents neither agree nor disagree and
6% of the respondents disagree.

OPINION
agree
neither agree nor disagree
disagree

16. SOFT SKILLS

NO.OFRESPONDENTS

PERCENTAGE (%)

39

78.0

16.0

disagree

6.0

Total

50

100.0

agree
neither
disagree

agree

nor

INFERENCE
Page | 49

78% of the respondents agree that attending training programme helps them to
pick up soft skills
16% of the respondents neither agree nor disagree
6% of the respondents disagree.

agree
neither agree nor disagree
disagree

17. BETTER PERFORMANCE

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

agree

36

72.0

neither agree nor disagree 11

22.0

disagree

6.0

Total

50

100.0

INFERENCE
Page | 50

72% of the employees feel that attending training programme leads them to
perform better at work.
22% of the employees neither agree nor disagree and
6% of the employees disagree.

agree
neither agree nor disagree
disagree

18. CHANCES OF PROMOTION

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

agree

31

62.0

12

24.0

disagree

14.0

Total

50

100.0

neither
disagree

agree

nor

INFERENCE
Page | 51

62% of employees agree that attending training programme leads them to the
chances of promotion.
24% of the employees neither agree nor disagree and
14% of the employees disagree with it.

agree
neither agree nor
disagree
disagree

19. THE TRAINING INTERESTING & INFORMATIVE

OPINION

NO. OF

PE RCENTA GE

RESPONDENTS
Substantially

15

30

Considerably

20

40

Very less

10

Fairly

10

20

Not at a ll

50

100

Page | 52

INFERENCE

30% believes that the training interesting & informative

40% believes considerably
10% believes very less
20 % believes it fairy good

Substantially
Considerably
Very less
Fairly
Not at a ll

20. RELEVANCE OF TOPICS IN TRAINING PROGRAMME

NO.OFRESPONDENTS

PERCENTAGE (%)

yes

44

88.0

no

12.0

Total

50

100.0

INFERENCE

88% of the employees find the topics relevant to the training programme and
12% of the employees dont find it relevant.

Page | 53

yes
no

21. TOPICS COVERED IN TRAINING PROGRAMME ARE RELATED TO

PROGRAMME OBJECTIVE

NO.OFRESPONDENTS

PERCENTAGE (%)

34

68.0

13

26.0

disagree

6.0

Total

50

100.0

agree
neither
disagree

agree

nor

Page | 54

INFERENCE

68% of the respondents agree that relevant topics related to programme

objectives were covered in the training programme
,26% of the respondents neither agree nor disagree and
3% of the employees disagree.

agree
neither agree nor disagree
disagree

22. TOPICS COVERED WITHIN RIGHT TIME

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

yes

44

88.0

no

12.0

Total

50

100.0

INFERENCE

88% of the respondents accept that the topics taken for the training programme
are covered within the right time and
Page | 55

12% of the respondents dont accept with it.

yes

no

23. TOPICS COVERED EASY TO UNDERSTAND

NO.OFRESPONDENTS

PERCENTAGE (%)

yes

39

78

no

11

22

Total

50

100

INFERENCE

78% accept that the topics covered in training programme are easy to
understand and
22% of the respondents dont accept with it.
Page | 56

yes

no

24. TRAINING MEET ITS STATED OBJECTIVES

NO.OF

PERCENTAGE

OPINION

RESPONDENTS

Substantially

10

20

Considerably

20

40

Very less

12

24

Fairly

16

TOTAL

50

100

INFERENCE
Page | 57

20% said that substantially training meet its stated objective.

40%thinks that considerably training meet its stated objective.
24% of respondents thinks that training meet its stated objective in a very less
extent
6% of respondents think that fairly training meet its stated objective.
6% of respondents think training does not meet its stated objective.

Substantially
Considerably
Very less
Fairly

25. SATISFACTORY LEVEL

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

very satisfied

20

40.0

satisfied

21

42.0

18.0

50

100.0

neither satisfied
unsatisfied
Total

nor

INFERENCE

Page | 58

40% of the employees are very satisfied with training programme.

42% of the employees are satisfied and
18% of the employees are neither satisfied nor dissatisfied.

very satisfied
satisfied
neither satisfied nor
unsatisfied

26. SUGGESTIONS ON IMPROVEMENTS

OPINION

NO.OFRESPONDENTS

PERCENTAGE (%)

no improvements needed

28

56.0

make the content more

3
relevant

6.0

shorten the
programme

training

13

26.0

lengthen the
programme

training

12.0

50

100.0

Total
INFERENCE

Page | 59

56% of the employees feel no improvement is needed

6% of the employees suggest on making the content more relevant
26% of the employees suggest to shorten the period of training .
12% of the employees suggest to lengthen the training programme

no improvements needed
make the content more
relevant
shorten the training
programme
lengthen the training
programme

FINDINGS
1.
2.
3.
4.
5.
6.
7.
8.

42% of respondent are of Age between of respondents 35-45

62% are male
36%Educational qualification of respondents u g
Marital status 50% married
100% are aware of training programme.
100%Have you attended training programme.
72% agrees Nature of training programme is Mostly related to work
40 % strongly agrees training needs identified are realistic, useful and based on
Business strategy of organisation
9. 40%agree training needs are identified through formal appraisal system.
10. 40% agrees that organization conducts extensive training program in all aspect.
11. 30% believes that training is used as a tool for employee placement.
12. 86% Will undertake training programmes in future.
13. 13.
60%What is the quality of training programme provided is Good .
14. 78% agrees that it enhance technical skills.
15. 70 % thinks it enhances Leadership skills.
Page | 60

16. 72% agrees it enhance Soft skills.

17. 72% agrees that it result in better performance.
18. 62% agrees that there is chances of promotion after attending training
Programme.
19. 40% thinks the training is considerably interesting & informative.
20. 20.
88% thinks that the topics covered are relevant in training programme.
21. 68% agree that topics covered are related to programme objective
22. 88% thinks that the topics covered are relevant in training programme.
23. 68% agree that topics covered are related to programme objective.
24. 88% thinks that topic covered was within right time.
25. 78% thinks that topics covered easy to understand .
26. 42% are satisfied, 40% very satisfied is the satisfaction level.
27. 56% thinks that no improvements needed

SUGGESTION

A training calendar should be provided to all the employees at the beginning of

the session.
Categorized training based on individual nature of work in the office should be
provided in order to enhance his/her interest & efficiency.
After completion of training seminars should be organized where the trainees
can share their experiences and views about the training.
Classroom training as well as on site training should be implemented.
Practical training institutes should be increased in number.
Training session should be more interactive.
Training should be given as need basis coupled with organization business
strategy.
Strong and effective feedback mechanism is required.
Company must have a serious evaluation method. Employee should undergo an
exam after each training.
Audio-visual training should be implemented.
Expert faculty members from across the world should be assigned .
Training programme should be conducted in regional language also. Adequate
practice time must be provided for employees to develop their skills. Employee
should not be pushed beyond their learning limits.
Page | 61

Trainees should be sent to other organization for an overview of the

methodology.
Good training infrastructure should be provided.

CONCLUSION
Training programmes main objective is to improve the productivity of the
companys employees which in turn will improve the companys profitability. Through
training programmes, the employees skill levels are upgraded which will make the
employees more productive.
Training programme is also set up to help employees get used with new roles and
responsibilities usually after promotion. When an employee gets promoted from one
level to next level, the skills required to do his/her job changes and training programmes
are essential in equipping the employee with the new skills.
Training programme is also a way for the company to showcase to its employees
that it cares for employees self development. This plays a big role in increasing the
loyalty that an employee feels towards its organization
Employees feedback on the training programme is essential to understand the
effectiveness of training programme. Most times, employees better understand the kind
of training programme that would help them. It is important to get employees opinion
before the creation of new training programmes.
Oil and Natural Gas Corporation Limited (ONGC) is focused in providing
professional training to its employees.
Page | 62

ONGC has developed training tools and techniques to facilitate effective learning It
has 14 training institutes and abroad training programmes also. ONGC provides a good
infrastructure and environment for their trainees..
ONGC is a company with a global character. It believes, thinks and performs in line
with global best-in-breed practices. Encourages employees to think in sync with the
world and prove themselves by availing global opportunities.

QUESTIONNAIRE SAMPLE
1.

Age of respondents: 25-30/ 30-35/ 35-45/ >45

2.

Gender : male /

3.

Educational qualification of respondents

Secondary

female

/ diploma/ u g/ pg

4.

Marital status: married

/ unmarried

5.

Are you aware of training programme? Yes /no

6.

Have you attended any training programme? Yes / no

7.

Nature of training programme:

Mostly related to work/ general

8.

/not related to work

Do you agree training needs identified are realistic, useful

and based on business strategy of organisation?
Strongly agree /agree /neutral/disagree /strongly disagree

Page | 63

9.

Are training needs identified through formal appraisal system?

Strongly agree /agree /neutral/disagree/strongly disagree

10.

Does organization conducts extensive training program in all aspects?

Strongly agree /agree/neutral/disagree /strongly disagree

11.

Does training is used as a tool for employee placement?

Strongly agree/ agree/neutral/disagree/strongly disagree

12.

Will you undertake training programmes in future? Yes /No

13.

What is the quality of training programme provided?

Excellent / Good

14.

Does it enhance technical skills?

Agree / Neither agree nor disagree/Disagree

15.

Does it enhance Leadership skills?

Agree /Neither agree nor disagree

16.

/ Disagree

Does it enhance Soft skills?

Agree/ Neither agree nor disagree/ Disagree

17.

Does it result in better performance?

Agree/ Neither agree nor disagree/ Disagree

18.

Is there any chances of promotion after attending training

programme?
Agree/ neither agrees nor disagrees /disagrees

19.

Was the training interesting & informative?

Substantially

20.

/ considerably/ Very less/ fairly/ Not at all

Are the topics covered are relevant in training programme?

Yes/ No
Page | 64

21.

Are topics covered in training programme are related to

Programme objective?
Agree/ neither agrees nor disagrees / disagrees

22.

Was topic covered within right time? Yes / No

23.

Was topics covered easy to understand? Yes /no

24.

Did the training meet its stated objectives?

Substantially/Considerably/Very less /Fairly

25.

What is the satisfaction level?

Very satisfied/Satisfied / neither satisfied nor unsatisfied

26.

Suggestions on improvements:

No improvements needed

Make the content more relevant

Shorten the training

Lengthen the training programme

programme

Page | 65

REFERRENCE

1 ) ongc reports(2013)
2) ongc hr manual
3 ) www.ongcindia.com
4) HUMAN RESOURCE MANAGEMENT-K. ASWATHAPPA.
5)http://findarticles.com/p/articles/mi_qa5483/is_200407/ai_n213
63250/pg_9/?tag
Page | 66

=content;coll

Page | 67