A STUDY ON EFFECTIVENESS OF TRAINING AND DEVELOPMENT AT ONGC.

A PROJECT REPORT Submitted to the SRM SCHOOL OF MANAGEMENT In partial fulfillment of the requirement For the award of the degree Of MASTER OF BUSINESS ADMINASTRATION By SHUBHRA ROY Reg. No. 35080564 Under The Guidance Of (Shanmugapriya, Asst. Professor)

SRM SCHOOL OF MANAGEMENT SRM UNIVERSITY KATTANKULATHUR- 603203 MAY- 2010

ONGC Ltd, TRIPURA ASSET, BADARGHAT COMPLEX, AGARTALA799014.

CERTIFICATE This is to certify that Miss SHUBHRA ROY, student of Master ofbusiness administration, SRM School of Management,SRM University has done internship training in HR Department, titled as Effectiveness of Training and Development in ONGC, Tripura Asset, Agartala, from 11.03.2010 to 11.05.2010. During her stay in our organization, we found her to be punctual, sincere and hard working. Her character and conduct were good and satisfactory. We wish her success in life and career.

MENTOR Mr.G.R.DHIMAN Training Coordinator. Dy.Manager (HR), ONGC, Agartala. ONGC, Agartala .

BONAFIDE CERTIFICATE Certified that this is a project record titled A STUDY ON TRAINING AND DEVELPOMENT AT ONGC is the bonafide work of SHUBHRA ROY (Reg. No. 35080564) who carried out the Training Program from 11th march to 11th may 2010. Certified further, that to the best of my knowledge the work reported here in dose not from part of any other project report dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

Signature of External Examiner

Signature of HOD

(Dr. Jayasree Suresh)

Signature of Internal Guide (Mrs. shanmugapriya) Date: 11/05/2010 Place: Chennai

ABSTRACT
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.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. 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.

ACKNOWLEDGEMENT In two years course in MBA Summer Training is a part of it which provides practical exposure about the real life working environment. So it is an important and challenging part of two years course curriculum. My project work is supported by unparallel help & guidance from respected persons with whom I have been acquainted with in the course of the project. I feel extremely satisfied to be able to acknowledge their help & support in completion of my project work. I express my gratitude & thanks to Mr.G.R.DHIMAN, Dy Manager(HR) my projects guide whose inspiring suggestions & guidance made it possible for me to go on with the project & had a great influence on my thinking. I one a considerable debt of gratitude to Dean Dr. J. Suresh of SRM School of Management for helping to get my Academic Career started. I am indebted to my faculty members who had a great influence on my thinking, especially Mrs. Shanmugapriya serving as my positive role model & showing her immense faith to me. It has been a great pleasure & varies enriching experience working on ONGC, Marketing Division (Regional Office, Tripura). I wish to accord my gratitude to each & every person of the Training Department Especially Mr. S.C. SAHA (SR. P& A Officer, Trg) for their help rendered to me. Before concluding I must convey regards & heartiest gratitude to my family & friends who have expended their unbelievable co-operation directly or indirectly in helping me to complete this project.

shubhra Roy

CONTENTS.

SERIAL NO. 1. 2. 3. 4. 5. 6. 7 8. 9. 10. 11.

CONTENTS. INTRODUCTION. OBJECTIVES OF THE STUDY REVIEW OF LITERATURE METHODOLOGY AND LIMITATIONS OF THE STUDY COMPANY PROFILE ANALYSIS AND INTERPRETATION FINDINGS SUGGESTIONS CONCLUSION QUESTIONNAIRE BIBLIOGRAPHY

PAGE NO. 8-10 11 12-31 32-33 34-52 53-75 76-77 78-79 80 81-83 84

LIST OF TABLES AND CHARTS

SERIAL NO. 1. 2. 3. 4 5. 6. 7. 8.

CONTENT UNDERGONE ANY TRAINING TRAINING NEEDS AND STRATEGY OF ORGANIZATION TRAINING NEEDS AND APPRAISAL SYSTEM ORGANIZATION CONDUCTS EXTENSIVE TRAINING PROGRAM TRAINING IS USED AS A TOOL FOR EMPLOYEE PLACEMENT IMPRESSION ABOUT THE TRAINING TRAINING MEET ITS STATED OBJECTIVES TRAINING INTERESTING & INFORMATIVE

PAGE NO. 54 55 57 59 61 63 65 67

Training of personnel consists in providing them with the necessary facilities and opportunities to acquire knowledge, develop skills and cultivate attitudes and behaviour 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 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, 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 asses the impact Training & Development system of ONGC with respect to;
The awareness level of employee regarding his/her job The level of satisfaction of training given in ONGC The training methodology in ONGC The training environment in ONGC The effectiveness of training in job

LIMITATIONS OF THE STUDY.

The different limitation of the study is given below Often, sources are not interested to provide the actual data which is very important for correct estimation. For the lack of experience it is hard to estimate the problem accurately. As ONGC, Tripura Asset, Agartala is not a training institute, much information regarding the formulation of the training programme, design of training programme could not be collected. 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.

LITERATURE REVIEW
TRAINING AND DEVELOPMENT: Towards Effective Training and Development. Done by- South Asian Journal of Management, Jul-Sep 2004 by Kodwani, Amitabh Deo, Singh, Manjari Training and development plays an important role in improving organizational effectiveness. This is much needed by Indian public sector enterprises in the competitive environment after liberalization and globalization. The objectives of the study are to: (i) Understand current training and development policies and practices of a public sector enterprise; and (ii) Critically analyze them and to find scope for further improvements to make them more effective. In order to make the training more effective in improving organizational as well as individual performance, it is important that perception regarding effectiveness of training be made positive. This can be done by employees' involvement in training and development activities, by creating good learning environment, by providing encouragement in terms of promotion or increment and above all, by linking training more closely to work practices. 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. 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 leads 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 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 behaviour 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 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, 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. 2. 3. 4. 5. Identification of Training Needs: Formulation of Training Objectives: Design of Training Programmes: Implementation of Training Programmes, and Evaluation of Training.

Need Identification

Formulate Objectives

Design

Implement

Evaluate

Figure: Phases in Training Process 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 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 self-evident, 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 behaviour. 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 behavioural 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. 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 The Individual General knowledge Long term

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. 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 Diversity Training Training

Refresher Cross-Functional Team Literacy Training Training Training

Creativity Training Training

Breaking away delaying judgement

Generate new ideas

TRAINING METHODS:

On- the- Job Methods1. 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. 2. 3. 4. 5. Vestibule Training Role Playing Lecture Method Conference/ Discussion Approach 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. 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) 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 & Geotectonics Studies (INBIGS): The Institute of Biotechnology & Geotectonics 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, Rajamundry) performs the following training activities. To survey existing work force to identify present and future training requirements for professional and managerial excellence. 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

INTRODUCTION 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 C&MD Mr. Subir Raha. 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 inhouse, industry and top national institutions who possess specialization, experience, institutional affiliation and temperament. 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. 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 upgradation 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:

There is always a need of learning at each stage of life, whether its a company or some where 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 mandays 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 ugradation 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, 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 includes:

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. Management Development Programmes: ONGC Academy conducts 80-90 Management Programmes every year with the help of top Business Schools of India, like IIM-Ahmedabad, IIM-Lucknow, MDI-Gurgaon, Nirma Institute of Management-Ahmedabad, ASCI-Hyderabad, Fore School of ManagementNew 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, 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 engineering- Mechanical, 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 atleast 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 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 selfmanagement, 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, leadership, problem solving, time management, group behaviour. Furthermore, the lower staffs of ONGC are given training at the Regional Training Institutes of ONGC.

RESEARCH METHODOLOGY
Methodology:

Sampling Methods: To fulfill the objectives and to collect information, stratified random sampling was followed to select employees of ONGC, Tripura Asset, Agartala. For this study employees from different levels of different departments of ONGC, Tripura Asset, Agartala were selected. Sample size: Total 70 employees were studied from departments. These departments HRER, HR-Corporate Communication, Finance, Surface Team, Sub-Surface Team, Security, Fire Service, Material Management, Infocom, Civil, Drilling, Logging, Forward base, HSE(Health, Safety & Environment).

Mode of data collection: Secondary data collection: For this study secondary data was collected from different official documents, books, reports, journals, presentations in ONGC, Tripura Asset, Agartala. 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, Tripura Asset, Agartala 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 analysed 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 11th march, 2010 and ended on 11th may, 2010.

COMPANY PROFILE

ONGC THE PETROCHEMICAL JEWEL OF INDIA ONGC the most valuable company of India produces more then 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 Tones of in place Hydrocarbon Reserves through more than 320 discoveries of oil and gas. Cumulatively producing 712 million metric tones 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 sub sea 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 USbased 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 (MVA) of Rs. 24,258 Crore and the fourth-highest Economic Value-Added (EVA) of Rs. 596 Crore, as assessed in the 5th Business Today-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 (India's 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 India's 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).

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-Hasan-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.

Indias Most Valuable Company:

With a mar W rket capital lization ha aving excee eded Rs 1 trillion, ONGC O reta ains its position n as the mo ost valuable company y in India in various listings. l

As per 5th A h Business s Today Stern-Stew S wart study, ONGC was w the biggest b Wealth Creator during d 199 98-2003 (R Rs 226.30 0 billion). It was ag gain the h highest c dur ring 1999-2 2004, as pe er Motilal Oswal Sec curities. wealth creator

ONGCs mega O m Publi ic Offer (I Indias big ggest-ever equity of ffer worth more than Rs 100 billion was over r subscribe ed 5.88 tim mes.

ONGC is the O t only In ndian com mpany to have h earned d a Net Pr rofit of ov ver Rs 10,000 crores (200 02-03).

The market T t capitaliza ation of th he ONGC group con nstitutes 8% % of the market capitaliz zation of BSE. B

ONGC add O ded 49.06 MMT of ultimate reserves of f O+OEG during 20 003-04 (includi ing oversea as acquisit tions), mai intaining th he trend of f positive a accretion for f the third co onsecutive year.

OUR VISION: To be a world-class Oil and Gas Company integrated in energy business with dominant Indian leadership and global presence. OUR NEW VISION: 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.

OUR MISSION M N: World Class by levera cated to excellence e aging com mpetitive advantage es in R&D Dedic and tec chnology with involved people. p Imbib be high st tandards of o busines ss ethics and a organ nizational values. v Abidin ng commi itment to safety, he ealth and environm ment to en nrich quali ity of community life. Foste er a cultur re of trust, opennes ss and mu utual conc cern to ma ake working a stimu ulating and challenging g experien nce for ou ur people. . Strive e for custo omer delig ght throug gh quality y products s and serv vices. rated In Energy Business B s: Integr s on dome estic and internatio onal oil an nd gas exp ploration and Focus production busin ness oppor rtunities. Provid de value linkages l in n other se ectors of energy e bu usiness. Creat te growth opportun nities and maximize e sharehol lder value e. nant Indi ian Leadership: Domin an petroleum sector r and enh hance Indi ia's Retain dominant position in India energy availability.

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 Cambay 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 KrishnaGodavari 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 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 Value-Added 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.

ONGC GROUP COMPANIES:

The ONGC Group of Companies comprises of 1. ONGC Videsh Limited (OVL): OVL is the wholly own subsidiary of ONGC, which has been mandated to carry out international E&P business operations of the parent company. 2. Mangalore Refinery and Petrochemicals Limited (MRPL): This is a 71.60% subsidiary of ONGC. It is the only other listed company besides parent ONGC within the ONGC group. 3. ONGC Nile Ganga BV (ONG BV): This is the wholly owned subsidiary of ONGC Videsh Limited which, in turn, is 100% owned by ONGC. The company was incorporated in Netherlands and has 25% participating interest in the Greater Nile Oil Project in Sudan producing crude oil from on-shore blocks earmarked for the purpose. 4. ONGC Mittal Energy Limited (OMEL): This is the joint venture between ONGC Videsh Limited and Mittal Investments Sarl in the ratio of 49.98%: 48.02% with SBI Capital holding the remaining 2%. This joint ventures aims to source equity oil and gas from abroad for securing Indias energy independence. 5. ONGC Mittal Energy Services Limited (OMESL): This is the joint venture between ONGC Videsh Limited and Mittal Investments Sarl with the same ownership structure as that of OMEL. This joint venture will be involved in trading and shipping of oil and gas (including LNG) sourced by OMEL from abroad.

6. ONGC Tripura Power Company Pvt.Ltd. (OTPCL): ONGC has embarked upon a project for generation of power with 750 MW gas based closed-cycle power plant. The project is being developed by a SPV between IL&FS, Government of Tripura and ONGC with an equity share of 50%, 24% and 26% respectively. The project is estimated to cost around Rs 3800 Crores and is expected to be commissioned during the first quarter of 2008. 7. Mangalore SEZ Limited: With a view to providing synergy with MRPL, large petroleum and petrochemicals based projects are envisaged to be developed at Mangalore. With view to optimizing the capital cost during the construction of the project and subsequently promoting sale of petrochemical intermediates, a decision was taken to associate with a special economic zone (SEZ) Contemplated for development at Mangalore. The SEZ will be an SPV with Karnataka Industrial Areas Development Board (KIEDB), Karnataka Chambers of Commerce and Industry (KCCL) and ONGC between them bringing in 49% equity with ONGC contributing 26%. IL & FS has offered to take the remaining 51% equity. This SPV is in the process of being incorporated. 8. Dahej SEZ Limited: ONGC participating in the initiative of Govt. of Gujarat has formed a joint venture company under public private partnership to establish and develop necessary infrastructure facilities within a land of 1740 hectares in cooperation with Gujarat Industrial Development Corporation. ONGC is currently engaged in implementing its C2-C3 extraction project, which will be located within this SEZ.

ASSETS /BASINS/ PLANTS/REGIONS/INSTITUTES/ MAJOR PROJECTS: ASSETS:

Mumbai High Asset, Mumbai Neelam & Heera Asset, Mumbai Bassein & Satellite Asset, Mumbai Ahmedabad Asset, Ahmedabad Ankleshwar Asset, Mehsana Mehsana Asset, Mehsana Rajamundry Asset, Rajamundry Karaikal Asset, Karaikal Assam Asset, Nazira Tripura Asset, Agartala

BASINS:

Western Offshore Basin, Mumbai Western Onshore Basin, Baroda KG Basin, Rajamundry Cauvery Basin, Chennai Assam & Assam-Arakan Basin, Jorhat CBM- BPM Basin, Kolkata Frontier Basin, Dehradun

PLANTS:

Uran Plant, Uran Hazira Plant, Hazira

REGIONS:

Mumbai Region, Mumbai Western Region, Baroda Eastern Region, Nazira Southern Region, Chennai Central Region, Kolkata.

SERVICES: 1. Chief Drilling Services, Mumbai 2. Chief Well Services, Mumbai 3. Chief Geo-Physical Services, Dehradun 4. Chief Logging Services, Baroda 5. Chief Engineering Services, Mumbai 6. Chief Offshore Logistics, Mumbai 7. Chief Technical Services, Mumbai 8. Chief Info-com Services, New Delhi 9. Chief Corporate Planning, New Delhi 10. Chief Human Resource Development, Dehradun 11. Chief Employee Relations, Dehradun 12. Chief Security, Dehradun 13. Company Secretary, New Delhi 14. Chief Marketing, New Delhi 15. Chief Corporate Affairs &Co-ordination, New Delhi 16. Chief Corporate Communication, New Delhi 17. Chief Material Management, Dehradun 18. Chief Technical Services, Dehradun 19. Chief Health, Safety & Environment, Mumbai 20. Chief Legal, New Delhi 21. Chief Medical, Dehradun 22. Chief Internal audit, New Delhi 23. Chief Commercial, New Delhi 24. Chief Exploration & Development, Dehradun

ONGC AGARTALA,TRIPURA ASSET:

Tripura, the second smallest state of the country, is blessed with abundant natural resources particularly natural gas. In the present technology based world natural gas is fast emerging as important source and substitute to other forms of energy. Natural gas that is available in abundance in Tripura can meet the entire energy requirement of the state. There is a great opportunity for potential investor to establish gas-based industries there. It can completely change the economic scenario of the state, generate employment as well as improve living conditions of the people. It will immensely benefit the state economy by boosting the industrial development of the state and the region. The State has, to some extent, been able to make use of the natural gas available there. At present, it has gas thermal units at Baramura, Rukhia and Ramchandranagar. In addition to these existing plants and the upcoming 750MW Palatana project, NEEPCO has a 260 MW project proposal, slated to be set up at Monarchak in Sonamura subdivision. The State is also pursuing with Government of India to take into account the possibility of establishing a gas based fertilizer project in the State. The vast reserves of natural gas available in the state are found in non-associate form. The gas is of high quality with Methane content of up to 97 per cent. ONGC has been actively exploring reserves of hydrocarbons in the state since 1972. Since then it has developed eight sub-surface gas reservoirs for commercial production. Baramura, Agartala Dome, Konaban, Rokhia, Trishna, Gojalia and Sonamura are some of the fields associated with success. The present utilization of natural gas in the state is about 1.5 million standard cubic meters per day (MMSCMD) whereas present production potential stood at 4.5 MMSCMD. So in

order to create market for its produce in Tripura the Platana proposal of power generation has come up. The installation of new plant will tap the unutilized gas completely and need more gas for its working. For this purpose, the Energy and Petroleum major has recently announced a Rs. 400-crore investment plan for stepping up natural gas production capacity in the state. Apart from drilling four new wells, the investment plan includes setting up three gas storage stations, revamping existing storage facilities and laying a pipeline connecting the production wells to the power plant. It is estimated that it will need about 3 MMSCMD of additional gas for new venture. Agartala Dome and Baramura field projects will be able to add about another 1.9 MMSCMD of additional gas to the existing capacity. Installing some new Gas Station and upgrading facilities at Sonamura, Konaban, Gojalia, Trishna fields, will meet rest of the gas requirement. About 160 km of new trunk line network will be created by ONGC to connect producing fields to upcoming power plant at Palatana. Preliminary estimates say, the project is likely to cost around Rs. 4000 crore to be financed at the prescribed 70:30 debt-equity ratio. In the new company (OTPC) ONGC holds 26 per cent stake followed by the Tripura State Power Development Corporation with 24 per cent. The IL&FS is a strategic investor in the project holding 50 per cent equity stake. State-owned Oil and Natural Gas Corp (ONGC) and Gas Authority of India Ltd (GAIL) are to undertake massive exploration works to tap the around 40 billion cubic metres of gas reserves estimated in Tripura. The corporation would carry out drilling in 60 exploratory and 14 developmental wells as part of the mega project. "The existing gas handling facility would be enhanced from 1.6 million cubic metre (mcm) gas per day to 7.5 mcm in a phased manner." The 740 MW power plant, ONGC's first-ever commercial power project, is being set up at a cost of Rs.400 billion at Palatana in south Tripura to tap the gas potential in this logistically difficult state. After a three yearlong uncertainty, the Monarchak gas-based power project in west Tripura will now materialize after ONGC finally agreed to provide natural gas for the 104 MW project. The North Eastern Electric Power Corp (NEEPCO) will commission the project, which was earlier abandoned, for Rs.4.47 billion. PRODUCTION FACILITIES:

There are four Gas Collecting Stations (GCS) viz. Agartala Dome, Baramura, Rokhia and Konaban. Produced gas are processed at these GCS and finally dispatched to the consumers via GAIL. Agartala Dome: It was commissioned on 25-03-1989. Its present handling capacity is .4 MMSCMD and is located at a distance of 12 km. from the base office. Gas produced by this GCS is supplied to North Eastern Electric Power Company (NEEPCO) and Tripura Natural Gas Company ltd. (TNGCL). Upgradation of this GCS was undertaken by M/s L&T.

Baramura GCS: This GCS was commissioned on 03-05-1986. Its present handling capacity is .2 MMSCMD. It is located at a distance of 4 km. from the base office. Upgradation of this GCS was undertaken by M/s L&T.

Rokhia GCS: This GCS was commissioned on 7-03-1990. Its present handling capacity is .2 MMSCMD and is located at a distance of 29 km. from the base office. Gas produced from this GCS is supplied to Tripura State Electricity Department (TSED).

Konaban GCS: It was commissioned on 25-03-1999 and its present handling capacity is .5 MMSCMD. Gas produced from this GCS is supplied to North Eastern Electricity Power Company (NEEPCO) through GAIL.

HR VISION, MISSION & OBJECTIVES:

HR Vision

"To attain organizational excellence by developing and inspiring the true potential of companys human capital and providing opportunities for growth, well being and enrichment". HR Mission "To create a value and knowledge based organization by inculcating a culture of learning, innovation & team working and aligning business priorities with aspiration of employees leading to development of an empowered, responsive and competent human capital". HR Objectives: To develop and sustain core values. To develop business leaders for tomorrow. To provide job contentment through empowerment, accountability and responsibility. To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job. To foster a climate of creativity, innovation and enthusiasm. To enhance the quality of life of employees and their family.

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 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 course of Diploma in Electrical Engineering is also run for non-executives. 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. 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. Senior Management Programme: It has been introduced for executives at the middle 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

2.

3.

4.

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. 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 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.

6.

1. Have you undergone any training during the last two years?

CATEG GORY YES NO

NO.O OF RESP PONDENT TS 40 30 70

P PERCENT TAGE 57.14 4 42.86 100

DIAGR RAMATIC C REPRES SENTATI ION: Figure 1

NO 42.86 43%

YE ES YES 57.14 57% NO

INTER RPRETAT TION: pondent ou ut of 70, i.e e 57.14% said s that th hey have un ndergone training t du uring 40 resp the last two years s. 30 respo ondents ou ut of 70 i.e. 42.86% % said that they have e not one any tra aining durin ng the last two years. undergo

LUSION: CONCL

y of the respondents s i.e. 57.14% have undergone u e training during the e last Majority two yea ars.

ning needs s identified are realistic, usefu ul and bas sed on bus siness stra ategy 2. Train of organization.

GORY CATEG Strongly y Agree Agree Neutral Disagre ee Strongly y Disagree e

NO.OF RESPOND DENTS 22 30 9 6 3 70

PE ERCENTA AGE 31. .43 42. .86 12. .86 8.5 56 4.2 29 100 0

RAMATIC C REPRES SENTATI ION: DIAGR Figure 2

S Stongly disagree,4.29

D Disagree, 8.56

Neutral,12.86 1

Strongly A Agree, 31.43

StronglyAg gree Agree Neutral Disagree

Agree,42.86

Stonglydisagree

RPRETAT TION INTER

 Out of 70 respondents, 22 respondents i.e. 31.43% strongly agree that the training needs identified are realistic, useful and based on business strategy of organization. 30 respondents i.e. 42.86% agreed. 9 respondents i.e. 12.86% were neutral. 6 respondents i.e. 8.56% disagreed that the training needs identified are realistic, useful and based on business strategy of organization. 3 respondents i.e. 4.29% strongly disagreed that the training needs identified are realistic, useful and based on business strategy of organization.

CONCLUSION: Majority of the respondents,42.86% agreed that the training needs identified are realistic, useful and based on business strategy of organization

3. Training needs are identified through formal appraisal system? CATEGORY NO.OF PERCENTAGE

Strongly y Agree Agree Neutral Disagre ee Strongly y Disagree e

RESPOND DENTS 10 30 15 13 2 70

14. .29 42. .86 21. .43 18. .57 2.8 85 100 0

DIGRA AMATIC REPRESE R ENTATIO ON

RPRETAT TION: INTER

 10 respondents out of 70 i.e. 14.29% strongly agreed that the training needs identified through formal appraisal system. 30 respondents i.e. 42.86% agreed that the training needs identified through formal appraisal system. 15 respondents i.e. 21.43% have chosen the neutral option. 13 respondents i.e. 18.57 disagreed that the training needs identified through formal appraisal system. 2 respondents i.e. 2.85% strongly disagreed that the training needs identified through formal appraisal system.

CONCLUSION: Majority of the respondents i.e. 30(42.86) agreed that the training needs identified through formal appraisal system.

4. Organization conducts extensive training program in all aspects? CATEGORY NO.OF PERCENTAGE

Strongly y Agree Agree Neutral Disagre ee Strongly y Disagree e

RESPOND DENTS 10 30 15 13 2 70

14. .29 42. .86 21. .43 18. .57 2.8 85 100 0

DIAGR RAMATIC C REPRES SENTATI ION: Figure 4

Disagree D 8 11% St trongly A Agree 18 26% Neutral 16 23% Ag gree 2 26 37 7% ly Stongl disagre ee 2 3% StronglyAg gree Agree Neutral Disagree Stonglydisagree

INTER RPRETAT TION:

 Out of 70 respondents 18 i.e. 25.71% strongly agreed that the organization conducts training in all aspects. 26 respondents i.e. 37.14% agreed that the organization conducts training in all aspects. 16 respondents i.e. 22.86% were neutral in their view. 8 respondents i.e. 11.43% disagreed that the organization conducts training in all aspects 2 respondents i.e. 2.86% strongly disagreed that the organization conducts training in all aspects.

CONCLUSION: 26 respondents(37.14%) said that the organization conducts training in all aspects.

5. Training is used as a tool for employee placement?

CATEG GORY Strongly y Agree Agree Neutral Disagre ee Strongly y Disagree e

NO.OF DENTS RESPOND 12 20 15 15 8 70

PE ERCENTA AGE 17. .14 28. .57 21. .43 21. .43 11. .43 100 0

RAMATIC C REPRES SENTATI ION: DIAGR

Stongly disagree 8 12%

Stro onglyAgree 12 17%

StronglyAg gree Disagree 15 21% Agree 20 29% Agree Neutral Disagree Stonglydisagree

Neutral 15 21%

INTER RPRETAT TION:

 Out of 70 respondents 12 i.e. 17.14% strongly agreed that the training is used as a tool for employee placement. 20 respondents i.e. 28.57% agreed that the training is used as a tool for employee placement. 15 respondents i.e. 21.43% have chosen the neutral option. 15 respondents i.e. 21.43% disagreed the training is used as a tool for employee placement. 8 respondents i.e.11.43% strongly disagreed that the training is used as a tool for employee placement.

CONCLUSION: 28.57% agreed that the training is used as a tool for employee placement.

6. Wha at is your impression n about th he training g given to you? CATEG GORY Excellen nt Very go ood Good Satisfac ctory Poor NO.OF RESPOND DENTS 14 22 25 8 1 70 PE ERCENTA AGE 20 31. .43 35. .71 11. .43 1.4 43 100 0

DIAGR RAMATIC REPRESE ENTATIO ON: Figure 6

SATISFACTO ORY 12% POOR % 1%

EXCELLENT 0% 20

EXCELLENT V VERY GOOD G GOOD

GOOD 36%

VER RYGOOD 31%

SATISFACTORY P POOR

INTERPRETATION: 14 respondents i.e. 20% said that training given to them by ONGC is excellent. 22 respondents i.e. 31.43%said that the training given to them is very good. 25 respondents i.e. 35.71% said that the training given to them is good. 8 respondents i.e. 11.43% said that the training given to them is satisfactory. Only 1 respondent out of 70 i.e. 1.43% said that that the training given to them is poor.

CONCLUSION: 25 respondents (35.71%) agreed that the training given to them is good.

he training meet its stated obj jectives? 7.Did th CATEG GORY Substan ntially Conside erably Very les ss Fairly Not at all a NO.OF DENTS RESPOND 10 25 20 10 5 70 PE ERCENTA AGE 14. .29 35. .71 28. .57 14. .29 7.1 14 100 0

DIAGR RAMATIC C REPRES SENTATI ION: Figure 7

NOTATALL A 7% SUBSTA ANTIALL Y 14 4% SUBSTANTIA ALLY CONSIDEABLY VERYLESS VERYLES SS 29% CONSIDEABLY 36% FAIRLY NOTATALL

FAIRLY Y 14%

INTERPRETATION: out of 70,10 respondents i.e. 14.29% said that substantially training meet its stated objective. 25 i.e. 35.71% thinks that considerably training meet its stated objective. 20 i.e. 28.57% of respondents thinks that training meet its stated objective in a very less extent. 10 i.e. 14.29% of respondents thinks that fairly training meet its stated objective. 5 i.e. 7.14% of respondents thinks training does not meet its stated objective.

CONCLUSION: 25 respondents (35.71%) agreed that the training given to them is good.

sting & inf formative? 8. Was the training interes CATEG GORY Substan ntially Conside erably Very les ss Fairly Not at all a NO.OF RESPOND DENTS 20 30 5 10 5 70 ERCENTA AGE PE 26. .57 42. .86 7.1 14 14. .29 7.1 14 100 0

DIAGR RAMATIC C REPRES SENTATI ION Figure 8

NOTATALL 7% SUBS STANTIALL Y 29% SUBSTANTIALLY CONSIDEABLY VERYLESS FAIRLY NOTATALL CONSIDEABLY Y 43%

FAIRLY 14% VERYLES SS 7%

INTERPRETATION: out of 70,20 respondents i.e. 26.57% said that substantially training was interesting and informative. 30 i.e. 42.86% thinks that considerably training was interesting and informative. 5 i.e. 7.14%of respondents thinks that training was interesting and informative. 10 i.e. 14.29% of respondents thinks that fairly training was interesting and informative. 5 i.e. 7.14% of respondents thinks training was not at all interesting and informative.

CONCLUSION: Majority of the respondents i.e. 42.86% said that training was interesting and informative.

HO: There is no significant relationship between training needs with the organizational strategy. Correlations Descriptive Statistics Std. Mean Deviation training needs with organization any training 2.11 1.43 1.084 .498 N 70 70

Correlations training needs with organization

any training

training needs with Pearson organization Correlation Sig. (2-tailed)

.713** .000 70 1

N 70 any training Pearson .713** Correlation Sig. (2-tailed) .000 N 70 **. Correlation is significant at the 0.01 level (2tailed).

70

INFERENCE: Since the correlation is significant at 0.01 level (2-tailed) the hypothesis will be rejected and an alternative hypothesis will be drawn. H1: There is significant relationship between training needs and organizational strategy.

H0: There is no significant relationship between training needs with appraisal system. Descriptive Statistics Std. Mean Deviation any training training needs with appraisal system 1.43 2.53 .498 1.046 Correlations any training any training Pearson Correlation Sig. (2-tailed) 1 training needs with appraisal system .866** .000 N 70 70

N 70 training needs with Pearson .866** appraisal system Correlation Sig. (2-tailed) .000 N 70 **. Correlation is significant at the 0.01 level (2-tailed).

70 1

70

INFERENCE: Since correlation is significant at 0.01 level (2-tailed) the hypothesis will be rejected and an alternative hypothesis will be drawn. H1: : There is significant relationship between training needs with appraisal system. H0: There is no significant relationship between training needs with extensive training conducted by organization.

Descriptive Statistics Std. Mean Deviation any training organization conducts extensive training 1.43 2.53 .498 1.046 N 70 70

Correlations organizatio n conducts any extensive training training any training Pearson Correlation Sig. (2-tailed) 1 .866** .000

N 70 organization Pearson .866** conducts Correlation extensive training Sig. (2-tailed) .000 N 70 **. Correlation is significant at the 0.01 level (2-tailed).

70 1

70

INFERENCE: Since correlation is significant at 0.01 level (2-tailed) the hypothesis will be rejected and an alternative hypothesis will be drawn. H1: There is significant relationship between training needs with extensive training conducted by organization. H0: There is no difference from training and employee placement.

Oneway Descriptives Training with employee placement 95% Confidence Interval for Mean N yes no Total 40 30 70 Mean 1.90 4.03 2.81 Std. Deviation .709 .718 1.277 Std. Error .112 .131 .153 Lower Bound 1.67 3.77 2.51 Upper Bound 2.13 4.30 3.12 Minimu Maximu m m 1 3 1 3 5 5

ANOVA training with employee placement

Sum of Squares Between Groups Within Groups Total 78.019 34.567 112.586

df 1 68 69

Mean Square 78.019 .508

F 153.48 0

Sig. .000

INFERENCE: Since the table value of F statistics is smaller then the calculated value so the hypothesis will be rejected. H1: The difference in sample means is significant.

H0: There is no difference from training and impression about training. Descriptives impression about training Std. Deviatio Mean n 1.00 1.84 2.95 3.40 3.40 .000 .374 .224 .516 1.342 95% Confidence Interval for Mean Std. Error .000 .075 .050 .163 .600 Lower Bound 1.00 1.69 2.85 3.03 1.73 Upper Bound 1.00 1.99 3.05 3.77 5.07 Minimu Maxim m um 1 1 2 3 1 1 2 3 4 4

N substan tially conside rably very less fairly not at all 10 25 20 10 5

Total

70

2.37

.951

.114

2.14

2.60

ANOVA impression about training Sum of Squares Between Groups Within Groups Total 48.433 13.910 62.343 df 4 65 69 Mean Square F Sig. .000

12.108 56.580 .214

INFERENCE: The calculated value is greater then the table value. so the hypothesis will be rejected. H1: The difference in sample means is significant.

Chi-Square Test H0: There is no significant difference between the training objective and satisfaction to the training. Descriptive Statistics N training meeting objectives 70 Std. Minimu Maximu Mean Deviation m m 2.64 1.117 1 5

training meeting objectives Observed N substantially considerably Very less fairly 10 25 20 10 Expected N 14.0 14.0 14.0 14.0 Residual -4.0 11.0 6.0 -4.0

not at all Total

5 70 Test Statistics

14.0

-9.0

training meeting objectives Chi-Square 19.286a Df 4 Asymp. Sig. .001 a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 14.0. INFERENCE: The calculated value is greater then the table value. So the hypothesis will be rejected and alternative hypothesis will be drawn. H1: There is significant difference between the training objective and satisfaction to the training.

H0: There is no significant difference between training interest and information with satisfaction. Descriptive Statistics N training interesting & informative 70 Std. Minimu Maximu Mean Deviation m m 2.29 1.229 1 5

training interesting & informative Observed N substantially considerably very less Fairly not at all 20 30 5 10 5 Expected N 14.0 14.0 14.0 14.0 14.0 Residual 6.0 16.0 -9.0 -4.0 -9.0

training interesting & informative Observed N substantially considerably very less Fairly not at all Total 20 30 5 10 5 70 Expected N 14.0 14.0 14.0 14.0 14.0 Residual 6.0 16.0 -9.0 -4.0 -9.0

Test Statistics training interesting & informative Chi-Square 33.571a Df 4 Asymp. Sig. .000 a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 14.0. INFERENCE; the calculated value is greater then the table value. So the hypothesis will be rejected. H1: There is significant difference between training interest and information with satisfaction.

 Majority of the respondents i.e. 57.14% have undergone training during the last two years. Majority of the respondents,42.86% agreed that the training needs identified are realistic, useful and based on business strategy of organization Majority of the respondents i.e. 30(42.86) agreed that the training needs identified through formal appraisal system. 26 respondents(37.14%) said that the organization conducts training in all aspects.

 28.57% agreed that the training is used as a tool for employee placement. 25 respondents (35.71%) agreed that the training given to them is good. 25 respondents (35.71%) agreed that the training given to them is good. Majority of the respondents i.e. 42.86% said that training was interesting and informative.

 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 withorganization 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. Trainees should be sent to other organization for an overview of the methodology . Good training infrastructure should be provided.

CONCLUSION

Oil and Natural Gas Corporation Limited (ONGC) is focused in providing professional training to its employees.

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 This is Shubhra Roy from SRM school of management, SRM university, and am working on a project called Effectiveness of training and development at ONGC Agartala, Tripura. In order to carry out this study I require your valuable feedback on various aspects of training and development at ONGC. This information is

purely for my academic purpose and this will be kept confidential. Kindly give your opinion on the following items. 1. Name:_______________________________________________ 2. Designation:__________________________________________ 3. Section/Dept.:_________________________________________ 4. Age:___________ 5. Gender: a) Male b) Female

6. Date:___________ 7. How long have you worked on this company? Less than 5 years Between 6-15 years Between 16-25 years 26 and above

8. Have you undergone any training during last two years? Yes No

9. Training needs identified are realistic, useful and based on the business strategy of the organization? Strongly agree Agree Neutral Disagree Strongly disagree

10. Training needs are identified through formal appraisal system. Strongly agree Agree Neutral Disagree Strongly disagree 11. Organization conducts extensive training program in all aspects? Strongly agree Agree Neutral Disagree Strongly disagree 12.Training is used as a tool for employee placement. Strongly agree Agree Neutral Disagree Strongly disagree 13. What is your impression about the training given to you? Excellent Very good Good Satisfactory Poor 14. Did the training meet its stated objectives? Substantially Considerably very less Fairly Not at all

15. Was the training interesting & informative? Substantially Considerably Fairly Very less Not at all

16. Your opinion about the training evaluation method of the organization.

17. What should the company do to improve the quality of training?

Thank you for your kind cooperation.

BIBLIOGRAPHY:
1 ) ONGC REPORTS 2) ONGC HR MANUAL 3 ) WWW.ONGCINDIA.COM 4 ) WWW.GOOGLE.COM 5) HUMANRESOURCE MANAGEMENT- K Aswathappa. 6.http://findarticles.com/p/articles/mi_qa 5483/is_200407/ai_n21363250/pg_9/?tag =content;coll