Professional Documents
Culture Documents
2011
ONGC
An Exploration & Production (E&P) Company
Exploration
Production
Refining
Overseas
Historical Profile
1955 Oil and Gas Directorate, GOI 1956 Oil & Natural Gas Commission 1959 Autonomous Statutory Body 1994 Public Limited Company 1997 A Navaratna PSU
2006: offshore acquisitions 2008: Acquired Imperial Energy 2009: Maharatna Status 2010:Virtually state owned monopoly
Corporate Commitment
Quality, Health, Safety & Environment 100% accreditation of all operational installations and facilities obtained and maintained
HR FRAMEWORK IN ONGC
HR VISION
To build and nurture a world class Human capital for leadership in energy business.
HR MISSION
To adopt and continuously innovate best-in-class HR practices to support business leaders through engaged, empowered and enthused employees.
HR OBJECTIVES
Enrich and sustain the culture of integrity, belongingness, teamwork, accountability and innovation. Attract, nurture, engage and retain talent for competitive advantage. Enhance employee competencies continuously. Build a joyous work place. Promote high performance work systems. Upgrade and innovate HR practices, systems and procedures to global benchmarks. Measure and Audit HR performance. Promote work life balance.Integrate the employee family into the organisational fabric. Inculcate a sense of Corporate Social responsibilities among employees
C&MD
DIRECTOR (OFFSHORE) DIRECTOR (ONSHORE) DIRECTOR (EXPLORATION) DIRECTOR (HR) DIRECTOR (T&FS) DIRECTOR (FINANCE) DIRECTOR (Corporate Services)
HR STRUCTURE
DIRECTOR (HR)
ER HRD
FUNC. HR PLANNING
Sub Surface
Surface
Support
Block Geology
Specialist Pool
Support
P&A Area Geology Reservoir Geophysics Production Chemistry Drilling Civil xyz xyz Area Area Production Mechanical Electrical Instrumentn. Chemistry xyz xyz Operations Planning Location Mgr F&A MM Logistics xyz xyz
Support
Stabilizing output
Ahmedabad Asset
HR AS CORPORATE FUNCTION
Functions of HR:
Open recruitment Campus recruitment Referral Orientation Refresher Promotion Lateral shift
HR AS CORPORATE FUNCTION
Compensation & Benefits Wage/Salary Perks Manpower planning Business goal & business scenario Nature of current manpower Cost factor Separation Superannuation VR Resignation Death Termination
B.
C.
Q-1 Class)
Q-2
For induction at A-V level, Top of Class-III, JE level-Diploma/Post Graduation For induction at A-I level, bottom of Class-III, -ITI /Graduate For induction at W-I level, bottom of Class-IV
Q-3 Matric
MANPOWER ACQUISITION
Infusion of fresh blood in Executive cadre through Campus Recruitment & GT Scheme. Tenure based appointments undertaken in certain areas such as Security, Medical etc. Also being extended to areas such as Drilling, Well Services and Maintenance. Several sportspersons of National and International repute were inducted in ONGC. Several International and National sports events were sponsored by ONGC as a part of its commitment to the National effort.
1405
520
615
315
2855
514
210
45
153
PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL IS A PROCESS OF ASSESSING, SUMMARISING AND DEVELOPING THE WORK PERFORMANCE OF AN EMPLOYEE IT IS THE SYSTEMATIC EVALUATION OF THE INDIVIDUAL WITH RESPECT TO HIS PERFORMANCE ON THE JOB, HIS POTENTIAL FOR DEVELOPMENT
FORMATS
SIMPLE 3 SHEETS DOCUMENT SEPARATE FORMATS FOR EXECUTIVES AT THE LEVEL E-1 TO E-3 AND E-4 TO E-6 AT E-1 TO E-3 LEVEL PERFORMANCE GIVEN HIGHER WEIGHTAGE AT E-4 TO E-6 LEVELS, MANAGERIAL TRAITS GIVEN HIGHER WEIGHTAGE DETAILED ASSESSMENT BY REPORTING OFFICERS OVERALL ASSESSMENT WITH DUE COMMENTS BY REVIEWING AND ACCEPTING AUTHORITIES
B)
C)
JOB ROTATION
To enable planned movement of employees from one job/station to another. To enable employees acquire multi-dimensional knowledge and skills for self-development. To enable employees to develop their own career path by opting for specific job placement/change. To provide flexibility in pursuing tasks.
To provide an easily accessible machinery to the employees for redressal of their grievances so as to have increased satisfaction on the job which may result in improved productivity & efficiency of the organization
A complaint of an individual employee for not getting any benefit due to nonimplementation of policies, rules, regulations & management decisions. Includes: Salary/ wages Increment Promotion Seniority Transfer Work assignment , working conditions Interpretation of service rules Leave
GMS - OUTLINE
Informal channels
Open hearing day Counseling Stage I: Departmental Head Stage II: Local grievance committee Stage III: Appeals Committee
Formal channel:
WELFARE SCHEMES
Leave Fare Assistance Scheme-LFA Children Education Assistance Scheme-CEA Hostel Subsidy Special Awards for Achievements of Wards Merit Scholarship Medical Facilities Incentive for acquiring higher qualification Incentive for adoption of small family norms. Housing facilities Loans & Advances
WELFARE SCHEMES
HR INITIATIVES IN ONGC
SHRAMIK - SYSTEM OF HUMAN RESOURCE AUTOMATED MANAGEMENT INFORMATION FOR KAIZEN SWAN (SAP WEB ADD ON) ICE- Information consolidation for efficiency PAYROLL MODULE (Interface between P&A and Finance) for better coordination and efficient working. SAMPARC (System of Automated Management of Personal activities, reimbursements and claims)
THANK YOU
CLASS I SUB-SURFACE WELLS SURFACE SUPPORT DRILLING ENGG-SERVICES TOTAL-105 151 383 221 254 079 1193
280
163 229 028 773
K.Sasikiran, Chess
Businessworld-IMRB survey (June, 2006): Most respected PSU Best PSU: Peoples Award for Excellence in Business & Economy 2006, by Planman Media (June 2006)
454th in Fortune Global 500 & 95th in Fortune Global 100 (July, 2005)
PFC Energy 50: 18th among top 50 publicly traded Global Oil & Gas Companies (Jan, 2006)
Financial Times Global 500: 158th among the worlds largest companies (June, 2006), topper from India
Market Capitalization
Rs 25,000 Crore : 20.06.2001 Rs 50,000 Crore : 13.03.2002 Rs 75,000 Crore : 11.08.2003 Rs 1,00,000 Crore : 12.12.2003 Rs 1,25,000 Crore : 02.01.2004 Rs 2,05,327 Crore : 09.05.2006 Rs 49,279,100 : 06.06.2011 (BSE) Rs 397,138,400 : 06.06.2011 (NSE)
Onshore
Director (Onshore)
Focus Production
Assets
Assam
Karaikal
Tripura
Rajamundry
HR
Director (HR)
Focus HRD
Institutes
ONGC Academy
Functions
HRD ER Security Legal RTIs
Trusts
CSSS CPF PRBS Sahyog ONGC Pura
HRD Human Resource Development ER Employees Relation RTI Regional Training Institutes
GENERIC LIST OF SKILLS AND ATTITUDES FOR SELECTION OF CRITERIA FOR POTENTIAL APPRAISAL SELECT 5 SKILLS AND ATTITUDES EACH MOST SUITABLE FOR THE JOB AND FUTURE REQUIREMENTS FOR HIGHER RESPONSIBILITY
SKILLS
ATTITUDES
Decision making Logical thinking Coaching skills Communication- written, oral Analytical ability Conflict resolution Coordination, liaison, Resourcefulness Crisis management Monitoring Negotiation Organizing ability Planning ability Problem diagnosis and solving Strategic thinking Tactful
Target oriented Cost consciousness Leadership Potential Critical ability Ability to relate to wider context Service oriented Interest in lifelong learning (Curiosity) Sense of urgency Safety conscious Team work Persuasive Tolerance (cope with the pressure and stress) Enables and delegates Innovation and imagination Quality consciousness Business acumen Ability to conceptualize key issues Persistence Independent judgement Builds trust and recognizes contribution Systemic (structured way of working)
GENERIC LIST OF SKILLS AND ATTITUDES FOR SELECTION OF CRITERIA FOR POTENTIAL APPRAISAL SELECT 5 SKILLS AND ATTITUDES EACH MOST SUITABLE FOR THE JOB AND FUTURE REQUIREMENTS FOR HIGHER RESPONSIBILITY
SKILLS
ATTITUDES
Decision making Logical thinking Coaching skills Communication- written, oral Analytical ability Conflict resolution Coordination, liaison, Resourcefulness Crisis management Monitoring Negotiation Organizing ability Planning ability Problem diagnosis and solving Strategic thinking Tactful
Target oriented Cost consciousness Leadership Potential Critical ability Ability to relate to wider context Service oriented Interest in lifelong learning (Curiosity) Sense of urgency Safety conscious Team work Persuasive Tolerance (cope with the pressure and stress) Enables and delegates Innovation and imagination Quality consciousness Business acumen Ability to conceptualize key issues Persistence Independent judgement Builds trust and recognizes contribution Systemic (structured way of working)
GENERIC LIST OF SKILLS AND ATTITUDES FOR SELECTION OF CRITERIA FOR POTENTIAL APPRAISAL SELECT 5 SKILLS AND ATTITUDES EACH MOST SUITABLE FOR THE JOB AND FUTURE REQUIREMENTS FOR HIGHER RESPONSIBILITY
SKILLS
ATTITUDES
Decision making Logical thinking Coaching skills Communication- written, oral Analytical ability Conflict resolution Coordination, liaison, Resourcefulness Crisis management Monitoring Negotiation Organizing ability Planning ability Problem diagnosis and solving Strategic thinking Tactful
Target oriented Cost consciousness Leadership Potential Critical ability Ability to relate to wider context Service oriented Interest in lifelong learning (Curiosity) Sense of urgency Safety conscious Team work Persuasive Tolerance (cope with the pressure and stress) Enables and delegates Innovation and imagination Quality consciousness Business acumen Ability to conceptualize key issues Persistence Independent judgement Builds trust and recognizes contribution Systemic (structured way of working)