A project on TRAINING NEED IDENTIFICATION & Employee engagement survey At By Rijuta ghosh Application id- glc pgdm-285 Ref no- 201220285 Course- pgdm-hr Institute for technology and management Navi mumbai
1. 1 A project on TRAINING NEED IDENTIFICATION & Employee
engagement survey At By Rijuta ghosh Application id- glc pgdm-285
Ref no- 201220285 Course- pgdm-hr
2. 2 Institute for technology and management Navi mumbai
Session-2012-2014 ACKNOWLEDGEMENT I would like to express my
sincere gratitude to Dr. Ganesh Raja, Professor B.V.R. Murthy, Dr.
Sarit Prava Das (Faculty Guide), Mr Indrajit Bose(Executive
Director Indian Oil Corporation Eastern Region), Mr Sourav
De(CHRDM/ER) and Mrs Maria Bhattacharya(Ch T&D Mgr, ERO)for
their invaluable assistance, support, and guidance. Without your
knowledge and assistance this study, research, and internship would
not have been successful. All your valuable information combined
with good environment and facilities has motivated me throughout my
project and internship. In addition, I would also like to thank my
beloved family for their understanding and endless love, throughout
studies and all phase of life.
3. 3 Content Serial no. Topic Page no. 1 Executive Summary 5-6
2 About the Company 7 2.1 Mission 7 2.2 Vision 8 2.3 Values 9 2.4
Products and Service Portfolio 9 2.5 Competitors 10 3 Importance of
Training in Human Resource management 11-13 4 Introduction-
Training Need Identification 14 4.1 Defining Training Need
Identification 14 4.2 Competency 15-16 4.3 Defining the 8
competencies 17-22 5 Research methodology 23 5.1 Research
methodology used in this project 23 5.2 Data collection 23
4. 4 6 Analysis of data 24 6.1 Analysis on excel sheet 25 6.2
Graphs of various managerial levels 26-32 7 Conclusions and
Findings- Training Models 33-34 8 Introduction- Employee Engagement
Survey 35-37 9 Analysis of the Data 38 9.1 Analysis on excel sheet
38-39 9.2 Graphs 39-42 10 Conclusions and Findings- Employee
Engagement Survey 43-44 11 Recommendation and Suggestions 45 12
Limitations of the Project 46 13 Bibliography 47 14 Appendix
48-56
5. 5 Executive summary Today, training function which can be
described as the possession of skills is becoming an integral
element necessary for the success of an employee. Since every job
has become quite technical and specific to each organization, we
find there are fewer employees whose qualifications meet the
company requirements. Training Needs or Training Needs Analysis is
the process of identifying the gaps related to training and look
into each aspects of a domain, so that certain skills and concepts
can be easily identified and an individual can be trained
accordingly. How to identify training needs? - Companies should
review their business objectives and identify critical activities.
- Set certain standards to measure the efficiency or success and
identify problem areas.
6. 6 - Acquire feedback from customers, supplier, and business
partners on a periodic basis. - Take feedback from employees and
include them in the training needs for effective employee
performance management. - Identify potential weaknesses and
problems concerning new products and technologies. - Also
prioritize problem areas or areas of weakness. - Create, structure,
and acquire a training program to meet specific objectives or
outcomes. - Ensure that improving systems or equipment contributes
effectively to resolve problems. - Set up clear objectives for
training activities and consider if the training will provide an
effective solution to all problems. - Plan and implement adequate
training schemes to ensure that employees are willing to learn. -
Review the outcome of training on a regular basis to assess the
effectiveness of training needs analysis of each company. -
Determining the training required by individual employees and the
organization. - Using valid and reliable methods to determine the
current abilities of an individual and the results of training
activities. However, there are some cardinal rules which should be
followed while identifying the training needs for each employee.
Companies should not assume that different employees will require
the same training or expect to achieve unrealistic goals, with or
without training. In addition, imposing training on unwilling
employees is also simply ruled out. To meet training needs
successfully, companies should focus on critical activities and
periodically review the outcomes of training. The second project is
on employee engagement survey to determine and to find out to the
extent an employee is engaged in an organization because a
satisfied employee is satisfied with the working environment
(extrinsic factors mainly) not necessarily will provide 100% output
but in case of an engaged employee he will spontaneously give 100%
output. For the both the topics the research methodology involved
are questionnaire. The questionnaire are surveyed among the said
sample size which is 30 in both the cases, collected and the
analysis is done on the excel sheet. With help of this analysis
graphs are plotted and conclusions are drawn.
7. 7 About the company Indian Oil began operations in 1959 as
Indian Oil Company Ltd. The Indian Oil Corporation was formed in
1964, with the merger of Indian Refineries Ltd. It is an Indian
state owned oil and gas company, headquarters in Mumbai, India. It
is Indias largest commercial enterprise; ranking 83rd on the Future
Globe 500 lists in 2012. The Indian Oil Corporation Group of
companies owns and operates of Indias 19 refineries
8. 8 with a combined refining capacity of 65.7 million metric
tons per year. Recently Indian Oil has also introduced a new
business line of supplying LNG (liquefied natural gas) by cryogenic
transportation. This is called "LNG at Doorstep". MISSION To
achieve international standards in all aspects of energy and
diversified business with focus on customer delight through value
of products and services and cost reduction. To maximize creation
of wealth, value and satisfaction for the stake holders. To attain
leadership in developing, adopting and stimulating state of art
technology for competitive advantage. To provide technology and
services through sustained Research and Development. To foster a
culture of participation and innovation for employees growth and
contribution. To cultivate high standards of business ethics and
total quality management for a strong corporate identity and brand
equity. To help enrich the quality of life of the community and
preserve ecological balance and heritage through a strong
environment conscience. VISION
9. 9
10. 10 VALUES Indian Oil nurtures the core values of Care,
Innovation, and Passion & Trust across the organization in
order to deliver value to its stakeholders. CARE stands for
INNOVATION stands for PASSION stands for TRUST stands for Concern
Creativity Commitment Delivered promises Empathy Ability to learn
Dedication Reliability Understanding Flexibility Pride
Dependability Cooperation Change Inspiration Integrity Empowerment
Ownership Truthfulness Zeal and zest Transparency PRODUCT AND
SERVICE PORTFOLIO Products Indane gas Auto gas Natural gas Petrol/
Gasoline Diesel/ Gas oil ATF/Jet fuel SERVO lubricants and greases
Marin fuel and lubricants Kerosene Bulk Industrial fuel Bitumen
Petrochemical Special products Crude oil
11. 11 SERVICES Refining Pipelines Marketing Research and
development Training Competitors Indian Oil Corporation faces
competition from other public sector like HPCL Hindustan Petroleum
Corporation Limited because even they deal in the same kind of
product line like Refineries, Aviation, Bulk Fuels and Specialties,
LPG(HP gas), Lubes( HP lubes), Retail(petrol pumps)and Product
pipelines. Another major competitor in the public sector is PPCL-
Pondicherry Power Corporation Limited. With respect to the private
sector IOC Limited has competition from Reliance Petroleum Limited
which was set up by Reliance Industries Limited (RIL), one of
India's largest private sector companies based in Ahmedabad.
Currently, RPL is subsidiary of RIL, and has interests in the
downstream oil business. RPL also benefits from a strategic
alliance with Chevron India Holdings Pte Limited, Singapore, a
wholly owned subsidiary of Chevron Corporation USA (Chevron), which
currently holds a 5% equity stake in the Company. Indian Oil
Corporation Limited also faces competition from Essar Oil has a
global portfolio of onshore and offshore oil and gas blocks, with
about 35,000 sq km available for exploration. They have over
750,000 bpsd (barrels per stream day) of global crude- refining
capacity (Vadinar+Stanlow+Kenya). In marketing, the company
operates a network of over 1,400 retail outlets across India, with
another 200 under various stages of commissioning.
12. 12 Importance of training in human resource management What
is Human Resource Management? Human resource management refers to
the policies, practices and system that influence employees
behavior, attitudes and performance. Human Resource practices play
a key role in attracting, motivating, rewarding and retaining
employees. To be effective, training must play a strategic role in
supporting the business. What is TRAINING in human resource
management? Training refers to a planned effort by a company to
facilitate employees learning of job related competencies. These
competencies include knowledge, skills, or behaviors that are
critical for successful job performance. The goal of training is
for employees to master the knowledge, skill, and behaviors
emphasized in training programs and to apply them to their day to
day activities. For a company to gain a competitive advantage, its
training has to involve more than just skill development. Many
companies have adopted this broader perspective, which is known as
high leverage training. High Leverage Training is linked to
strategic business goals and objectives, uses an instructional
design process to ensure the training is effective and compares or
benchmarks the companys training programs against training programs
in other countries. The emphasis on high leverage training has been
accompanied by a movement to link training and performance
improvement. E.g. Pricewaterhouse Coopers.
13. 13 High leverage training practices also help to create
working conditions that encourage continuous learning. Continuous
Learning requires employees to understand the entire work system,
including the relationships among their jobs, their work units and
the company. Why is Training important in Human resource
Management? Addressing Weaknesses Most employees have some
weaknesses in their workplace skills. A training program allows you
to strengthen those skills that each employee needs to improve. A
development program brings all employees to a higher level so they
all have similar skills and knowledge. This helps reduce any weak
links within the company who rely heavily on others to complete
basic work tasks. Providing the necessary training creates an
overall knowledgeable staff with employees who can take over for
one another as needed, work on teams or work independently without
constant help and supervision from others. Improved Employee
Performance An employee who receives the necessary training is
better able to perform her job. She becomes more aware of safety
practices and proper procedures for basic tasks. The training may
also build the employee's confidence because she has a stronger
understanding of the industry and the responsibilities of her job.
This confidence may push her to perform even better and think of
new ideas that help her excel. Continuous training also keeps your
employees on the cutting edge of industry developments. Employees
who are competent and on top of changing industry standards help
your company hold a position as a leader and strong competitor
within the industry. Consistency A structured training and
development program ensures that employees have a consistent
experience and background knowledge. The consistency is
particularly relevant for the company's basic policies and
procedures. All employees need to be aware of the expectations and
procedures within the company. This includes safety, discrimination
and administrative tasks. Putting all employees through regular
training in these areas ensures that all staff members at least
have exposure to the information. Employee Satisfaction
14. 14 Employees with access to training and development
programs have the advantage over employees in other companies who
are left to seek out training opportunities on their own. The
investment in training that a company makes shows the employees
they are valued. The training creates a supportive workplace.
Employees may gain access to training they wouldn't have otherwise
known about or sought out themselves. Employees who feel
appreciated and challenged through training opportunities may feel
more satisfaction toward their jobs.
15. 15 INTRODUCTION TO THE Training need identification Through
this part of the project we mainly concentrated on indentifying
training needs to be provided to IOC employees to develop their
behavioral aspect. In todays business world developing soft skill
is one of main aspect because until very recently, Hard Skills were
the only things that companies looked for when hiring and promoting
their employees. However, now that multiple studies have shown the
importance of soft skills on job performance and the bottom line,
recruiters and HR have jumped on the soft skill bandwagon,
demanding that candidates encompass both. Once hired, employees are
measured for promotion, assignments, salary increases and bonuses
on their soft skill quotient. So, the ability to get along with
others, selling the ideas, managing time, bringing a project in
under budget and create an enjoyable workplace environment is now
as important- if not more so- than the technical expertise.
INTRODUCTION Training need identification is a tool utilized to
identify what educational courses or activities should be provided
to employees to improve their work productivity. Here the focus
should be placed on needs as opposed to desires of the employees
for a constructive outcome. In order to emphasize the importance of
training need identification we can focus on the following areas: -
To pinpoint if training will make a difference in productivity and
the bottom line. To decide what specific training each employee
needs and what will improve his or her job performance. To
differentiate between the need for training and organizational
issues and bring about a match between individual aspirations and
organizational goals. Identification of training needs (ITN), if
done properly, provides the basis on which all other training
activities can be considered. Also requiring careful thought and
analysis, it
16. 16 is a process that needs to be carried out with
sensitivity as people's learning is important to them, and the
reputation of the organization is also at stake. Identification of
training needs is important from both the organizational point of
view as well as from an individual's point of view. From an
organizations point of view it is important because an organization
has objectives that it wants to achieve for the benefit of all
stakeholders or members, including owners, employees, customers,
suppliers, and neighbors. These objectives can be achieved only
through harnessing the abilities of its people, releasing potential
and maximizing opportunities for development. Therefore people must
know what they need to learn in order to achieve organizational
goals. Similarly if seen from an individual's point of view, people
have aspirations, they want to develop and in order to learn and
use new abilities, and people need appropriate opportunities,
resources, and conditions. Therefore, to meet people's aspirations,
the organization must provide effective and attractive learning
resources and conditions. And it is also important to see that
there is a suitable match between achieving organizational goals
and providing attractive learning opportunities. So we have short
listed few soft skills in form of generic competency followed in
IOC and tried to identify gaps and develop some training models.
What is Competency? A competency is an underlying characteristic of
a person, which enables him to deliver superior performance in a
given job, role or a situation. This characteristic may be called
an attribute bundle, consisting of knowledge, skills, traits,
social role, self image and motive. The underlying characteristics,
manifests itself in form of behavior, which helps identification
and measurement of the competency. This can be explained in the
following figure: People have and acquire COMPETECIES We applythese
inthe formof BEHAVIOR (actions,thoughts, feeling) Our behavior
producesOUTPUTS (productand service) How thisisdone
yieldsRESULTS
17. 17 The following is the list of competencies that are
followed in IOC 1) Planning & Organizing 2) Strategic
Orientation 3) Change Leadership 4) Championing Customer Focus 5)
Performance Focus 6) Seizing Opportunities 7) Personal
Effectiveness 8) Team Leadership 9) Developing Self and Others 10)
Impact and Influence 11) Strategic Thinking 12) Practical
Creativity 13) Openness and Learning 14) Customer Service
Orientation 15) Achievement Orientation 16) Analytical Ability 17)
DecisionMaking 18) Problem Solving 19) Negotiation Skills 20) Team
Effectiveness 21) People Development 22) Communication skills Out
of these 8 competencies has been chosen they are: 1) Planning and
Organization 2) Team Leadership 3) Communication skills 4) Decision
Making 5) Performance Focus 6) Problem solving 7) Openness &
Learning 8) Developing self and others
18. 18 Planning and Organizing Competency definition
Establishes systematic action plans for self and others to assure
accomplishment of specified objectives. Proficiency level 1
Proficiency level 2 Ability to plan and organize for self Develops
schedules to accomplish work Develops a personal organizational
system and work routine (files, to-do lists, paperwork, pending
orders) that facilitates delivery of work Prioritizes activities
and issues on daily, weekly, and monthly basis and reworks plans as
required Ability to do complex planning for self and team Clearly
outlines the work, deliverables, and timelines to team members, if
any and helps them work out action plans Establishes a course of
action to accomplish a specific goal; plans proper allocation of
time and resources. Analyzes cost-benefit trade-off and focuses on
activities that have the greatest impact Is aware of
inter-relationships among different activities and plans work
assignments and allocates resources accordingly Team leadership
Competency definition Team Leadership is the ability of a person to
set direction, inspire others, and channelize the energy of the
group in a certain direction. This is not always a level of formal
authority. Proficiency level 1 Proficiency level 2 Proficiency
level 3 Promote Team Effectiveness Publicly crediting team members,
etc. Uses formal authority and power in a fair and equitable manner
Is able to rally key team members around during times of crises.
Take care of the Group (resourceful for the team) Undertakes
activities that would indirectly promote team spirit to promote
team morale and productivity Protects the extended team within the
organization Communicates a compelling vision Transforms
individuals beyond their own expectations Has a genuine charisma,
communicates a compelling vision, which generates excitement,
enthusiasm and commitment to the
19. 19 Communicates the big picture; shared purpose
Demonstrates ability to enthuse the group through his personal
energy and passion group vision Ability to create a shared vision
by encompassing the vision of other team members Communication
Skills Competency definition Displays the ability to grasp and
process information, and to articulate thoughts and ideas to
convey/ use information in an open, transparent and meaningful
manner. Proficiency level 1 Proficiency level 2 Proficiency level 3
Clarity of oral and written communication Verbally conveys
information so that intended message is understood by others
Develops written information that clearly and concisely conveys
information to reader Listens carefully and asks probing questions
to obtain more clarity Ability to structure complex communication
Presents and structures information (both written and verbal) in a
prioritized manner that is clear and easily understandable Adapts
to different individuals and tailors communication style
accordingly Uses direct persuasion to achieve the desired result /
action / commitment from others Proactive approach, extensive use
of nonverbal cues Uses active listening skills to understand non-
verbal cues during discussions Transfers ideas and opinions clearly
and effectively through various media by summarizing into key
points what others can easily understand Develops clear and logical
arguments that can compel others to change or alter their opinion
Anticipates queries and prepares thoughtful responses Decision
Making Competency definition Makes decisions, renders judgment,
takes action or makes commitments after considering the available
courses of action, organizational priorities and value to
others.
20. 20 Proficiency level 1 Proficiency level 2 Ability to take
decisions of a routine nature Makes decisions based on the ethical
principles of the organization Is able to take routine decisions in
own work area Seeks inputs from others in order to make informed
and appropriate decisions Determines when to take decisions versus
escalating the same Assists superiors in making decisions by
providing them the requisite information Ability to take decisions
on complex matters using complex information Determines when
decisions outside the policy framework are warranted and acts
accordingly Takes ownership for decisions made Makes fact-based
decisions/ recommendations Bases decisions on a logical analysis of
information; derives meaningful conclusions from facts available
and by sorting relevant information Learns from failures or poor
judgment in the past Performance focus Competency definition
Performance focus is a desire for doing ones own work well or for
competing against a standard of excellence. The focus of
individuals demonstrating this competency is on the outcome and on
over-achieving the outcome. An individual demonstrating this
competency may set standards based on his/ her past performance or
performance of others or those based on innovation. Proficiency
level 1 Proficiency level 2 Proficiency level 3 Creates Own
Standards of Excellence and Strives to Improve Them Uses personal
methods of Measuring outcomes against a standard of excellence (not
imposed by the (organization) Demonstrates ability to plan in
detail for goal achievement Demonstrates a strong personal belief
to succeed Demonstrates ability to persist in actions over a
Persists in effort Makes specific changes in the system or in own
work to improve performance, without any specific performance
improvement standards set Sets challenging goals for self and
others (a challenging goal is one which has a 50-50 chance of
achievement it is a definite stretch, but not unrealistic or
impossible) This level is characterized by people who persist in
their efforts to meet goals Sets new benchmarks in performance Sets
up benchmarks in performance, which are international class Takes
numerous sustained actions over time in the face of obstacles to
reach very challenging goals. This level incorporates significant
levels of innovation for achieving set goals.
21. 21 long period of time Demonstrates ability to maintain
focus on goals in spite of diversions that maybe new to the
division/ organization. Problem Solving Competency definition
Visualizes problems proactively; generates and evaluates
alternatives to develop an appropriate course of action within
established constraints. Proficiency level 1 Proficiency level 2
Proficiency level 3 Can view problems objectively and address
Approaches problems with curiosity and an open mind Doesnt get
overwhelmed by seemingly complex situations Uses his/ her common
sense and experience to identify problems Identifies and obtains
information needed to understand and solve problems. Can conduct
effective diagnosis where required Diagnoses problems effectively
Adopts a structured hands on approach towards solving problems Has
presence of mind and can think on his/ her feet Makes prompt and
sound decisions when faced with problems. Can resolve complex
problem through effective prioritization Systematically gathers and
analyses relevant information to plan a course of action Generates
and evaluates alternative methods of solving problems to yield more
effective results Finds ways to condense a large amount of
information to a useful form Effectively identifies and prioritizes
issues that need to be addressed Thinks of creative alternatives to
problems; encourages others to think differently in the context.
Openness and Learning Competency definition Utilizes learning and
resourcefulness to generate ideas, innovate, recognize
opportunities and develop enterprising solutions. Proficiency level
1 Proficiency level 2 Willing to try out new approaches Works as
active change agent for his department Proactive approach to
learning for self and team Stimulates others to learn & act as
active
22. 22 Exhibits active curiosity to discover new things,
acquires information & adapts behavior & approaches in
dealing with changing situations & people Expert in his
functional area change agent for the company & bring quantum
improvement Demonstrates a commitment to learning & change in
an effort to acquire expertise ranging from simple continuation to
mastering new fields Developing self & others Competency
definition This competency has two facets developing others and
developing self. In case of developing others, this competency is
demonstrated by a genuine intent to foster the learning or
development of others specifically for the benefit of the people
and organization in the immediate and long term. Delegation and
empowerment are key enablers to foster development of subordinates.
This competency also assumes that an individual has an accurate
assessment of his/her subordinates strengths and weaknesses. In
case of developing self, this competency is about the desire and
pursuit of deep continuous learning of the areas handled and the
curiosity to learn areas beyond specific responsibilities. The
individual has a motivation or disposition for acquisition and
distribution of expertise. Proficiency level 1 Proficiency level 2
Proficiency level 3 Gives specific and appropriate Feedback;
follows it up with action plans Is able to create learning
Opportunities through delegation Is able to give negative feedback
Ensures that team members get corrective feedback on performance in
the manner of an action plan Presents a balanced view of someones
specific strengths and weaknesses. Thus he is able to identify top
performers Updates knowledge from Empowers with shared
accountability Delegates full authority and responsibility with
enough space to do a task in their own way, including the
opportunity to make and learn from mistakes in a noncritical
setting Arranges appropriate and helpful training, assignments or
other experiences with a specific purpose of fostering the other
persons learning and development Exhibits active curiosity to
discover new things, explores beyond ones Long term leadership
development Has a track record of creating star performers (in
leadership positions) through driving focused development over a
long time frame Arranges for recognition (for e.g.,
promotion/career growth) for the individual(s) as a reward for his
development. This behavior is rated highly because generally an
individual has to have developed people well to be able to reward
them for responding well He is an acknowledged expert in his field
within and
23. 23 medium term perspective makes self aware of the latest
information, actively keeps skills up to date Actively seeks
feedback from others and uses it to understand strengths and
weaknesses in order to improve job performance immediate field
Demonstrates high degree of excellence in complex functional areas
Updates knowledge from long-term perspective outside the
organization Makes major efforts to acquire new skills and
knowledge, or maintains an extensive network of technical /
professional contacts to keep abreast of the latest ideas
Willingness and track record of developing expertise in area other
than core area This is often the kind of person selected to work in
uncharted waters
24. 24 RESEARCH METHODOLOGY Research Methodology is defined as
highly intellectual human activity used in the investigation of
nature and matter and deals specifically with the manner in which
data is collected, analyzed and interpreted. RESEARCH METHODOLOGY
USED IN THE PROJECT A questionnaire is a research instrument
consisting of a series of questions and other prompts for the
purpose of gathering information from respondents. Although they
are often designed for statistical analysis of the responses, this
is not always the case. The questionnaire was invented by Sir
Francis Galton. Questionnaires have advantages over some other
types of surveys in that they are cheap, do not require as much
effort from the questioner as verbal or telephone surveys, and
often have standardized answers that make it simple to compile
data. However, such standardized answers may frustrate users.
Questionnaires are also sharply limited by the fact that
respondents must be able to read the questions and respond to them.
Thus, for some demographic groups conducting a survey by
questionnaire may not be practical. The questionnaire is attached
in the Appendix at the end of the project. DATA COLLECTION METHOD
The questionnaire is prepared and floated in the organization
through various departments and managerial levels. The employees
with due responsibility and eagerness answered all the questions
and provided with the feedback. Then the answers are critically
analyzed and interpreted providing definite results of this survey.
A formal data collection process is necessary as it ensures that
data gathered is both defined and accurate and that subsequent
decisions based on arguments embodied in the findings are valid.
The process provides both baselines from which to measure from and
in certain cases a target on what to improve.
25. 25 Analysis of the data Analysis of data is a process of
inspecting, cleaning, transforming, and modeling data with the goal
of highlighting useful information, suggesting conclusions, and
supporting decision making. Data analysis has multiple facets and
approaches, encompassing diverse techniques under a variety of
names, in different business, science, and social science domains.
Initial data Analysis Quality of data Quality of Measurement
Initial Transformation Did the implementation of the study fulfill
the intentions of the research design? Characteristics of data
sample Final stage of initial data analysis Analyses
26. 26 After collecting the questionnaire, the response is
analyzed by plotting them on the excel sheet in the following table
and then deciding on training model. SENIOR MANAGER 1 PLANNING AND
ORGANIZING AVERAGE BENCHMARK 5 5 5 5 5 2 TEAM LEADERSHIP 5 3 5 4.33
5 3 COMMUNICATION SKILLS 3 4 5 4 5 4 DECISION MAKING 4 5 4 4.33 5 5
PERORMANCE FOCUS 4 5 4 4.33 5 6 PROBLEM SOLVING 5 4 4 4.33 5 7
OPENNESS AND LEARNING 5 5 4 4.67 5 8 DEVELOPING SELF AND
OTHERS
27. 27 4 5 5 4.67 5 4.45 5 After the feedback has been plotted
on the excel sheet like the above figure we found out that there
are five parameters under which the employees need training have
been shortlisted they are: Planning and organizing Team leadership
Communication Developing self and others Problem solving The gaps
that are identified have been represented in the following graphs:
Average Benchmarked Planning and Organizing 4.67 5 Team leadership
4.67 5 Communication 5 5 Problem solving 4.67 4 Developing self and
others 4.33 4 0 1 2 3 4 5 6 1 2 3 4 5 Avg Benchmarked ASSISSTANT
MANAGER
34. 34 Conclusion and findings Training Model PLANNING AND
ORGANIZING- Time management- Monitoring your own use of time is an
effective way of improving your time management. This involves
logging your activities in some detail over a given period, for
instance a week. Youll have to do this anyway if you charge for
your time. Once youve worked out how you spend your time, analyze
your activities, such as
35. 35 working out which activities contributed most towards
achieving your goals and which can be classified as: Urgent and
important Urgent but not important Important Neither urgent nor
important Writing to-do lists One of the simplest forms of time
management is a to-do list. This will remind you what you have to
do and help you learn how realistic your scheduling is. Note down
what you have to achieve today, or this week. It should be made
mandatory in the organization by imposing certain rules so that
everybody follows it because it helps in planning and organizing
your task to a greater extent and helps you to be successful. Using
of diary, Smartphone, or computerized calendar for both day-to-day
organization and forward planning. TEAM LEADERSHIP-Seminars Audio
visual Instruction includes overheads, slides and videos. Video is
a popular instructional method and is used to improve communication
skills, interviewing skills and customer service skills and for
illustrating how procedures should be followed. Video is not used
alone here it is used in conjuncture with lectures to show trainees
real life experience and examples. It is a major component in
behavior modeling and natural interactive video instruction. Role
plays- have trainees act out characters assigned to them.
Information regarding the situation is provided to the trainees.
Role plays focus on interpersonal responses. Adventure training-
Challenging outdoor training for cadets in specified adventurous
activities involving controlled exposure to risk, to develop
leadership, teamwork, physical fitness, moral and physical courage.
COMMUNICATION- Audio visual Instruction includes overheads, slides
and videos. Video is a popular instructional method and is used to
improve communication skills, interviewing skills and customer
service skills and for illustrating how procedures should be
followed. Video is not used alone here it is used in conjuncture
with lectures to show
36. 36 trainees real life experience and examples. It is a
major component in behavior modeling and natural interactive video
instruction. DEVELOPING SELF AND OTHERS-Experiential Exercises: -
are usually short, structured learning experiences where
individuals learn by doing. For instance, rather than talking about
inter-personal conflicts & how to deal with them, an
experiential exercise could be used to create a conflict situation
where employees have to experience a conflict personally & work
out its solutions. PROBLEM SOLVING- Case Study is a description
about how employees or an organization dealt with a difficult
situation. Trainees are required to analyze and critique the
actions taken, indicating the appropriate actions and suggesting
what might have been done differently. A major assumption of the
case study approach is that employees are most likely to recall and
use knowledge and skills if they learn through a process of
discovery. Cases may be especially appropriate for developing
higher order intellectual skills such as analysis, synthesis and
evaluation. Cases also help trainees develop the willingness to
take risks given uncertain outcomes, based on their analysis of the
situation. In-Basket Exercise: - Also known as In-tray method of
training. The trainee is presented with a pack of papers &
files in a tray containing administrative problems & is asked
to take decisions on these problems & is asked to take
decisions on these within a stipulated time. The decisions taken by
the trainees are compared with one another. The trainees are
provided feedback on their performance. Introduction Employee
engagement survey What is EMPLOYEE ENAGAGEMENT? There is a yet no
agreed upon definition of the term employee engagement even though
work on this concept has been going on for a quite some time. This
concept has
37. 37 naturally evolved from past researchers on topics like
job involvement, job satisfaction, work motivation, empowerment,
trust and organizational commitment. All of these concepts
(including employee engagement) are, in some ways, variations of
the same fundamental issue- namely, employee motivation and
behavior. Humanistic social scientists believe that the human
spirit seeks fulfillment through self expression at work. For this
to happen, a worker must be able to completely immerse himself at
work. In other words, he must be able to engage his cognitive,
emotional and physical dimensions in his work. As against this,
disengagement can be viewed as the detachment or decoupling of the
self from the work role, which is manifested in employees
withdrawing during role performance. Disengagement (which is also
called alienation) is central to the problem of employees lack of
motivation and commitment, whereas engagement of the human spirit
at work means an employees psychological identification with his
job and the organization he works for. Human beings also have basic
need to belong to someone or something beyond oneself. It is
believed that engagement occurs when employees are emotionally
connected to their organization and to their leaders and co
workers. Guided by this belief, some researchers have used an
operational definition of engagement that includes the following
elements: a) Employees intend to remain in the organization(STAY)
b) Employees act as advocates for the company(SAY) c) Employees are
ready to work beyond the call of duty (STRIVE) So, what is it that
the term employee engagement really boils down to? By taking into
account the theoretical considerations outlined above, we can
describe the essence of employee engagement in the following simple
and pragmatic definition: An engaged employees is one who is in
love with the work he is doing and is loyal to the organization he
works for. Guided by this operational definition, we have developed
the following two measures of employee engagement for purposes of
this survey: 1. Job involvement An engaged employee is one who is
totally involved in the job assigned to him by the organization.
His job involvement is not so much because of the extrinsic rewards
that it brings to him because of the intrinsic satisfaction that he
derives by pursuing the various activities connected with his job.
2. Organizational Commitment In this manifestation of employee
engagement, a person so identifies himself with the organization
that there is perfect harmony between his beliefs, values and goals
and those of the organization. This is reflected in three Ss: he
says good things about the organization; he stays with the
organization; and he strives to work beyond the call of duty.
38. 38 DRIVERS OF EMPLOYEE ENGAGEMENT In the literature on
employee engagement, one often comes across the term drivers, which
supposedly are the causal factors that lead to engagement. The term
drivers is generally used by consultants, whereas in scientific
literature one comes across terms like the antecedents of
engagement or the factors that influence engagement. Although we
have used the term drivers in the present study we have done so
with some degree of caution by using the phrase potential drivers.
Such a caution I necessary because to establish a cause and effect
relationship requires a different kind of research design. A list
of the selected drivers are given below along with a brief
description 1 JOB INVOLVEMENT 2 LEADERSHIP 3 RECOGNITION 4
COMMUNICATION 5 DECISION MAKING 6 CO WORKERS 7 STAKE HOLDERS Job
involvement- The degree to which an employee is engaged in and
enthusiastic about performing their work. Business managers are
typically well aware that efforts to promote job involvement among
staff tend to pay off substantially since employees will be more
likely to assist in furthering their company's objectives.
Leadership-Leadership is "organizing a group of people to achieve a
common goal". The leader may or may not have any formal authority.
Studies of leadership have produced theories involving traits,
situational interaction, function, behavior, power, vision and
values, charisma, and intelligence, among others. Somebody whom
people follow: somebody who guides or directs others. Recognition-
one of the important drivers of employee engagement is the practice
of recognition and appreciation of employees who come up to with
creative ideas or those who are honest, sincere and hardworking.
Regardless of whether recognition is accorded through monetary or
non monetary means, it is the act of recognition or appreciation
that is valued by the employees.
39. 39 Communication- Communication is the life line of a
modern industrial organization, especially one that is large,
complex and having its unit at distant geographical locations. An
effective organization is one that has open and transparent
communication channels which allow free flow of information, both
horizontally as well as up-and-down the organizational hierarchy.
Decision making- Behavioral science research and OD experiments
have shown that employees willingly support and implement decisions
to which they themselves happen to be a party. An organization that
empower and supports people down-the-line to take independent
decisions within the sphere of their job responsibilities can,
through such actions, create employee engagement. Co-workers- Man
is a social animal and hence gregarious by nature. It is important,
therefore, that the working environment of an organization should
be such that there is adequate mutual trust and understanding among
fellow employees. In such an environment employees can develop
cordial relationships with one another and be able to work as
members of teams. Stakeholders- No organization can exist and
operate as an island in itself. This is because it is
interconnected with a number of stakeholders in a relationship that
must be mutually satisfying if the organization is to survive and
thrive. This variable is meant to ascertain the extent to which the
organization is discharging its responsibilities and obligations
towards its shareholders, customers, employees and the surrounding
community. Analysis of data
40. 40 For this project the same research methodology has been
used as the earlier project. The data that has been collected
through the questionnaire survey was plotted on the graph in the
following manner: JOB INVOLVEMENT SDA DA A SA 1 1 2 4 3 6 8 2 11 2
5 3 12 1 4 5 18 5 2 3 19 2 1 3 4 28 1 6 2 1 4 17 28 21 LEADERSHIP 5
4 5 1 23 2 5 3 26 3 5 2 30 4 3 3 13 18 9 RECOGNITION 2 8 2 7 2 6 2
27 3 4 3 13 1 7 2 6 25 9 COMMUNICATION 9 1 3 3 3 16 2 2 2 4 20 2 5
3 3 7 10 10 DECISION MAKING 4 3 6 1 17 1 8 1 22 2 2 5 1 25 3 5 2 2
9 24 5 CO WORKERS 3 3 4 3 10 1 3 2 4
41. 41 15 1 2 5 2 21 2 1 4 3 24 1 3 2 4 5 12 17 16 STAKE
HOLDERS 8 1 2 2 5 14 1 4 5 2 2 6 10 These are represented in the
following graphs: 6% 24% 40% 30% JOB INVOLVEMENT SDA DA A SA
42. 42 0% 26% 36% 38% LEADERSHIP SDA DA A SA 0% 15% 62% 23%
RECOGNITION SDA DA A SA
43. 43 10% 23% 34% 33% COMMUNICATION SDA DA A SA
44. 44 5% 22% 60% 13% DECISION MAKING SDA DA A SA 10% 24% 34%
32% CO-WORKERS SDA DA A SA
45. 45 Conclusions and findings For employee engagement Survey
It is important for employees to perform the quantity of work given
to them so that the company can reach its target on time and
maintain the goodwill amongst its customer and that special care
has to be taken by the management of the company. From the graphs
we can conclude that according to the IOCL employees Recognition is
the most important driver, 85% have said that they strongly agree
10% 10% 30% 50% STAKEHOLDERS SDA DA A SA
46. 46 and agree that employees should be recognized and
appreciated of the work that they do in the organization and the
creative ideas that they come up with. But at same time 15%
employees disagree saying honest sincere and hardworking person are
not adequately recognized as well as there is practically no
attempt to publicly facilitate person who do well. The second best
driver for employee engagement is the Stake holders. Although the
employees are quite appreciative of the fact that IOCL is doing a
lot for the customers, shareholders but 34% of the employees feel
that they are not given the same importance and therefore their
interests are not adequately taken care of. The employees in IOC
considered Leadership the third best option for employee engagement
because it develops skill set which enables an individual to
achieve the company goals and be successful. But at the same time
26% of the employees have disagreed that leadership is one of the
factors in employee engagement because it is more of an individual
skill, everybody in the company cannot become a leader so it is not
a strong driver to prove that leadership helps in employee
engagement. 73% of the employees said that Decision Making is
fourth important driver to help an employee be engaged to his job
and perform his job. The employees appreciate the support of the
management for on-the-spot decisions taken down the line in crisis
situations. They also feel they are empowered to develop their
subordinates through decisions relating to job rotation, training
and performance appraisal. But in the eyes of 27% respondents the
management of IOCL does not encourage either independent or quick
decision making. They feel decision making in IOCL is not free from
bureaucratic delays. Communication- The employees agree that they
regularly kept informed about the companys future plans and
directions. To a slightly lesser extent they also feel that there
is adequate communication among the various departments and
functions of the company. But 33% of the respondents pointed out
that the communication channels are not sufficiently open and
transparent. The suggestions and the views are not taken seriously
by the management and the communication channels are not quite free
from red tape and procedural delays. Co-workers- Only 66% employees
have said that relationship with the co workers is good and smooth
in IOCL which in other case should have got the maximum score as a
driver for employee engagement. In the eyes of the employees there
is less amount of mutual trust and understanding among the fellow
employees due to which cordial relationship cannot be built leading
to failure to work as a team.
47. 47 Recommendations and suggestions
48. 48 The recommendations and suggestions to the management of
the company can be counted as follows: The corporate management
should carefully go through this report in order to comprehend its
findings in all their nuances. They may decide to get in to series
of brainstorming sessions among themselves with or without external
professional assistance. It would be necessary to start action from
the top at the macro level, which then may be followed up by
similar action at divisional/regional levels. Communicate the fact
that while employees responses are confidential, the data gathered
will be used to improve the workplace. Better working environment.
The management should always try to motivate them. Providing better
opportunities and incentives from time to time. The management
should administer appropriately with care and consideration for the
organizations culture and communication. The management should
never lose control of the data. To look after the performance of
the employees and observe them keenly along with the profit of the
organization. It is recommended that work on the road map should be
for a period not exceeding two years after which a study like this
should once again be undertaken to assess the changes that have
take place in the perceptions of the employees.
49. 49 LIMITATIONS The Limitations of performing this
particular project are mentioned below: Low rate of return of duly
filled questionnaire. There is no control of the questionnaire once
it is dispatched. There is no guarantee of the fact that the
employees will truly reply to all the questions asked, there may be
undue pressure from the top. The employees may unable to or
unwilling to provide certain information. There may be large number
of fixed response options which may pose confusion. Mentioning the
name in questionnaire lead to ambiguous results. Proper feedback
may not be received as employees may not take it seriously. The
process of validation may not be up to the mark, if it is not
provided by proper resource. In view of the limited time available
for the study, only the Training and Development process could be
studied. The sample size is too small to reflect the opinion of the
whole organization. The answers given by the respondents have to be
believed and have to be taken for granted as truly reflecting their
perception.
50. 50 BIBLIOGRAPHY Books employee training and development-
Raymond a noe and amitabh deo kodwani- mc graw hill publications. A
project report on employee engagement survey by imi delhi
faculties. Competency based hrm ganesh sermon-tata mc graw hill
publications Websites Economictimes.indiatimes.com Iocl.com
www.indiamba.com www.small business.chron.com wikipedia
51. 51 APPENDIX QUESTIONNAIRE POSITION-
_____________________________________________ DEPARTMENT-
_________________________________________ 1. When working with a
team, I encourage everyone to work towards the same goal. NOT AT
ALL RARELY SOMETIMES OFTEN VERY OFTEN 2. Once I choose a solution,
I develop an implementation plan with the sequence of events
necessary for completion.
52. 52 NOT AT ALL RARELY SOMETIMES OFTEN VERY OFTEN 3. I have
the ability to multi task if I plan and organize my work properly.
NOT AT ALL RARELY SOMETIMES OFTEN VERY OFTEN 4. My door is open for
any queries and clarification from my colleagues and subordinates.
NOT AT ALL RARELY SOMETIMES OFTEN VERY OFTEN 5. I evaluate the
risks associated with each alternative before making a decision.
NOT AT ALL RARELY SOMETIMES OFTEN VERY OFTEN 6. I question people
after I have communicated the information to understand whether
they have listened properly. NOT AT ALL RARELY SOMETIMES OFTEN VERY
OFTEN 7. I proactively seek developmental feedback and focuses on
developing relevant capabilities. NOT AT ALL RARELY SOMETIMES OFTEN
VERY OFTEN 8. I plan my targets keeping in mind both long term as
well as short term goals. NOT AT ALL RARELY SOMETIMES OFTEN VERY
OFTEN 9. I strive to look at problems from different perspective
and generate multiple solutions. NOT AT ALL RARELY SOMETIMES OFTEN
VERY OFTEN
53. 53 10.When people talk to me I try to see their perspective
and pay attention to their body language. NOT AT ALL RARELY
SOMETIMES OFTEN VERY OFTEN 11.I take time to learn what people need
from me so that they can be successful. NOT AT ALL RARELY SOMETIMES
OFTEN VERY OFTEN 12.If I have doubt about my decisions, I go back
and recheck my assumptions and my process. NOT AT ALL RARELY
SOMETIMES OFTEN VERY OFTEN 13.I schedule my work to a particular
time frame to reduce stress and increase the productivity of my
work. NOT AT ALL RARELY SOMETIMES OFTEN VERY OFTEN 14.I clearly
understand the goals of the organization and how my career/
development plans fit in it. NOT AT ALL RARELY SOMETIMES OFTEN VERY
OFTEN 15.I strive for excellence with the help of innovation in my
work rather than following the same routine/ procedure. NOT AT ALL
RARELY SOMETIMES OFTEN VERY OFTEN
54. 54 16.I am ready for any criticism against me or my
organization as it will open new venues of improvement and
learning. NOT AT ALL RARELY SOMETIMES OFTEN VERY OFTEN 17.I help
others at my work place those who are having problems with their
respective jobs as well as set high standards for development in
myself and others. NOT AT ALL RARELY SOMETIMES OFTEN VERY OFTEN
18.I set goals which are achievable but can be stretched to
increase my performance and capabilities. NOT AT ALL RARELY
SOMETIMES OFTEN VERY OFTEN 19.To expand my knowledge at work, I
attend various seminars and read various related books to keep
myself updated. NOT AT ALL RARELY SOMETIMES OFTEN VERY OFTEN 20.I
plan my target and days work in such a way so that I can
effectively manage time, resources and budget. NOT AT ALL RARELY
SOMETIMES OFTEN VERY OFTEN 21.After a solution has been
implemented, I immediately look for ways to improve the idea and
avoid future problems. NOT AT ALL RARELY SOMETIMES OFTEN VERY OFTEN
22.I try to help people understand the underlying concepts behind
the point I am discussing. This reduces misconceptions and
increases understanding. NOT AT ALL RARELY SOMETIMES OFTEN VERY
OFTEN
55. 55 23.I take the time needed to choose the best decision
making tool for each specific decision. NOT AT ALL RARELY SOMETIMES
OFTEN VERY OFTEN 24.I make exceptions to my rules and expectations-
it is easier than being the enforcer all the time. NOT AT ALL
RARELY SOMETIMES OFTEN VERY OFTEN Employee engagement survey
questionnaire 1. This company provides adequate opportunities to
its employees for career advancement. Strongly Disagree Disagree
Agree Strongly Agree 2. The suggestions and views of the employees
are taken seriously by the higher management of this company.
Strongly Disagree Disagree Agree Strongly Agree 3. There is
adequate mutual trust and understanding among fellow employees in
this company. Strongly Disagree Disagree Agree Strongly Agree
56. 56 4. This company encourages independent decision making
by the employees. Strongly disagree Disagree Agree Strongly Agree
5. Managers in this company are given adequate feedback to develop
themselves as true leaders. Strongly disagree Disagree Agree
Strongly Agree 6. This company provides adequate training to its
employees for discharge of their job responsibilities. Strongly
disagree Disagree Agree Strongly Agree 7. Managerial employees with
creative ideas are duly recognized and appreciated in this company.
Strongly disagree Disagree Agree Strongly Agree 8. This company
values the interests of its stakeholders and takes necessary
actions to pursue this goal. Strongly disagree Disagree Agree
Strongly Agree 9. There is adequate communication among various
departments and functions in the company. Strongly disagree
Disagree Agree Strongly Agree 10.The cordial relationships among
employees in this company enable them to put in their best efforts
at work. Strongly disagree Disagree Agree Strongly Agree
57. 57 11.Managers in this company are empowered to develop
their subordinates through actions such as job rotations, training
and appraisals. Strongly disagree Disagree Agree Strongly Agree
12.The training provided by this company helps employees to adapt
to the changing demands of business. Strongly disagree Disagree
Agree Strongly Agree 13.The management of this company is quick to
recognize innovative ideas and actions. Strongly disagree Disagree
Agree Strongly Agree 14.This company adequately protects the
interests of its shareholders. Strongly disagree Disagree Agree
Strongly Agree 15.The company supports frequent social get
togethers of the employees and their families. Strongly disagree
Disagree Agree Strongly Agree 16.The communication channels of this
company are quite open and transparent. Strongly disagree Disagree
Agree Strongly Agree
58. 58 17.Management of this company encourages quick decision
making down the line. Strongly disagree Disagree Agree Strongly
Agree 18.The company undertakes evaluation of whether training
inputs have led to performance improvement. Strongly disagree
Disagree Agree Strongly Agree 19.This company provides
opportunities like job rotation and interdepartmental transfers to
facilitate all around development of employees. Strongly disagree
Disagree Agree Strongly Agree 20.The communication system in this
company is free from red tape and procedural delays. Strongly
disagree Disagree Agree Strongly Agree 21.The internal environment
of this company is such that employees are able to develop friendly
relations with one another, Strongly disagree Disagree Agree
Strongly Agree 22.In crisis situations, the management of this
company supports on the spot decisions taken by the employees.
Strongly disagree Disagree Agree Strongly Agree 23.Training
programmes are carefully designed based on individual needs and
organizational requirements.
59. 59 Strongly disagree Disagree Agree Strongly Agree 24.The
employees of this company are able to freely discuss and share
information with one another. Strongly disagree Disagree Agree
Strongly Agree 25.Decision making in this company is free from
bureaucratic delays. Strongly disagree Disagree Agree Strongly
Agree 26.The senior managers of this company are constantly trying
to keep the employees highly motivated. Strongly disagree Disagree
Agree Strongly Agree 27.The employees who do well in this company
are often felicitated through public functions. Strongly disagree
Disagree Agree Strongly Agree 28.To enable employees to cope with
work pressures the company provides facilities/options like flexi
working hours, crche, gym, recreation, etc. Strongly disagree
Disagree Agree Strongly Agree 29.This company encourages its
employees to try new ideas and approaches in their work. Strongly
disagree Disagree Agree Strongly Agree
60. 60 30.The organization provides growth opportunities to its
employees subject to individual potential and business growth.
Strongly disagree Disagree Agree Strongly Agree SOME BACKGROUND
INFORMATION Your grade- Your gender-_______Male ________Female Your
Experience in IOCL-________ Yrs