Project Report On

Job Rotation, Transfers & Promotion

In
OIL AND NATURAL GAS CORPORATION LIMITED (ONGC) MUMBAI REGION
Master of Management Studies (Human Recourse Management) Submitted in partial fulfilment of the requirement for award of Master of Management Studies of Pillai s Institute of Management Studies & Research, New Panvel Submitted By Prachi P. Tari Under the supervision of Mrs. Meeta Prasad Deputy Manager (HR), ONGC, Regional Office

Certificate of Internal Guide

This is t

rti

th t th

t tit i w rk rri

Job Rotation, Transfers & Promotion is ut

iss Prachi Tari a candidat for th award of

Mast r of Management Studies (MMS) Pi ai s Institute of Management Studies & Research New Panvel under my Guidance and direction.

Signature of guide

Date: Place:

Name: Designation: Institute:

ACKNOWLEDGEMENT
It is a matter of great pleasure and proud to present before you the project on Job Rotation, Transfers & Promotion Analysis for the staff members and new employees of OIL AND NATURAL GAS CORPORATION LTD.(O.N.G.C). The completion and execution of my project was possible only because of the valuable guidance and supervision, cooperation and full support of Mr s. Meeta Prasad, Deputy Manager of HR, ONGC (Regional Office). I would also like to thank my seniors who were

ready with a positive comment all the time, whether it was an off-hand comment to encourage us or a constructive piece of criticism and a very special thanks to all the staff level employees of RO (regional office) for giving me their precious time.

INDEX
Sl No. PARTICULARS PAGE NO.S 5

1.

Chapter-1: Rational for the study Chapter-2: Objective of the study y Title of the project y Objective of the study y Scope of the study

2.

3. 4. 5.

Chapter-3: Profile of the company Chapter-4 : Review of literature Chapter-5 : Research Methodology y Research Design y Data collection methods/sources y Sampling plan :o Sampling unit o Sampling size o Sampling methods(questionnaire & interview methods etc.)

8 17 35

6.

Chapter-6 : Data analysis and interpretations using various charts and graphs. Findings Bibliography

36

7. 8.

43 44

CHA

R:

RATIONALE FOR THE STUDY

Thi st

is ai

at suggesti g measures on improvement of present practices/process of

Job Rotation, Transfer & Promotionof class-III category (Staff level to enable hiring & retention of efficient, talented, & experienced manpower. Suggesting measures of Cadre rationali ing of Class employees for multi skilling and optimum utili ation of manpower to achieve business goals.

Chapter 2

OBJECTIVE OF THE STUDY

Title of the Project :Job Rotation, Transfer & Promotion

In ONGC.

Objective of the study

1. Study the processes and methods followed for Job Rotation, Transfers & Promotion in a World Class Oil & Gas Company integrated in energy business. 2. Standardi ation of promotions processes & methods. 3. Designing of Designations of Staff category on basis of the role matching with needs of the organi ation. 4. Identification of training needs for multi skilling. 5. Measure the majority of source through which ONGC employees were recruited. 6. To find out if the promotion orders are issued in time & should there be any kind of written examination.

Scope of the study

 This procedure is applicable to all Job Rotation, Transfers & Promotion matters of ONGC.

Chapter: - 3

PROFILE OF THE COMPANY

Indias integrated Global Oil & Gas Corporate (O.N.G.C.)

Introduction of O.N.G.C .
Exactly, 50 years down the line, the foundation of ONGC was laid in the form of Oil and Gas division, under Geological Survey of India, in 1955. A few months later, it was converted into an Oil and Natural Gas Directorate. The Directorate was converted into Commission and christened Oil & Natural Gas Commission on 14th August 1956. In 1994, Oil and Natural Gas Commission was converted in to a Corporation, and in 1997 it was recognized as one of the Navratnas by the Government of India.

Subsequently, it was recognized as a Flagship Oil PSU in the year 2000. In its first 50 years, ONGC created and sustained unprecedented wealth in its business, a trillion Indian Rupees, for its owners, a billion citizens of India. In the year 2010 the Govt. reorganized as Maharatna. Today, Oil and Natural Gas Corporation Ltd. (ONGC) is, the leader in Exploration & Production (E&P) activities in India having 83% contribution to Indias total production of crude oil and 81% of natural gas. ONGC is a Fortune 500 Company and is Indias Most Valuable Company in India, in terms of market capitalization, profit and net-worth (ET 500, April, 2009). Today, ONGC is setting standards in everything it does, from exploration to retailing to socio-economic development to environment protection. ONGC as an integrated Oil & Gas Corporate has in-house capability in all aspects of the business. The Company manages 225 onshore production installations, 131 offshore well platforms, 160 drilling and work-over rigs, owns and operates more than 15,000 kilometres of pipeline in India, including 3200 kilometres of sub-sea pipelines. It is the second largest
9

producer of LPG in India. It operates with 32 Seismic crews. With its unique Tatipaka refinery and acquired MRPL refinery, it has almost one tenth of Indias refining capacity.

__________________________ Vi ion_________________________________ To be a world class Oil& Gas Company integrated in Energy business with dominant Indian leadership and global presence.

____________________________ Mi ion_____________________________ World class

y

Dedicated to excellence by leveraging competitive Advantages in R&D and technology with involved people.

y y

Imbibe high standards of business ethics and organisational values. Abiding commitment to health. Safety and Environment to enrich quality of community life.

Foster a culture of trust, openness and mutual concern to make working a stimulating & challenging experience for our people.

Strive for customer delight through quality products and service. Integrated in Energy Business

Focus on domestic and international Oil & Gas exploration and production business opportunities.

y y

Provide value linkage in other sectors of energy business Create growth8opportunities and maximise shareholder value.

10

Sustaining growth

ONGC is one of the most recogni able international brand equity, and has acquired an awesome reputation among the global companies. It boasts of numerous Bests, besides national and international awards. The net worth of the ONGC Group crosses Rs. One Trillion in the year 2010.

The turnover of ONGC Group of companies almost in 5 years from Rs 62,387 Crore. Capex of the ONGC in the FY 2010 Rs.87, 797 in the last 5 years.

The net profit of ONGC, a 'flagship' Maharatna PSU, crossed Rs 5,000 Crore in 2000-01, Rs 6,000 Crore in 2001-02 andRs 10,000 Crore in 2003-04, highest among all Indian companies. The net profit of Rs. 16,768 Crore in the year March ,2010 is not only the highest ever, but also the highest in India.. ONGC paid the highest ever dividend of Rs. 7,058 Crore at the rate of 330percent.

ONGC- Worlds No. 1 E & P Company__

ONGC has achieved the distinction of Numero Uno Ranking in the pure E&P category, not
th only in Asia, but on the global scale. ONGC has been ranked 18 in the overall listing of

global energy companies as per Platts Top 250 Global Energy Company Ranking 2010

11

Performance: 2009 10

Hi

est reserve accretion in last two decades

ONGC accreted 82.98 Million tonnes of Oil Equivalent(MTOE) of Ultimate Reserves (3P) in domestic operated fields-the highest in last two decades. Total reserve accretion in domestic basins has been 87.37 MTOE (including 4.39 MTOE from ONGCs share in Joint Ventures (JVs)

Reserve Replacement Ratio (RRR)

Reserve Replacement Ratio i.e. the ratio of reserve accretion to the production of ONGC in its own domestic fields in this fiscal has been quite impressive at 1.74 for 3P reserves, again the highest in the last two decades. This is the 5th consecutive year ONGC maintained RRR of more than 1 against global feature of lower than 1 registered by large number of oil.

Hi

est- ever production from overseas assets .ONGCVidesh Limited (OVL), the

flagship wholly owned subsidiary for overseas operations has now footprints across 15 countries with 39 projects. Since its first hydrocarbon revenue from overseas in 2002-03 from Vietnam, this year OVL registered highest-ever production of 8.87 MTOE of oil and gas.

Corporate Social Responsi ility (CSR)

ONGC has earmarked 2% of the net profit for various CSR projects. A dedicated group at the corporate level with regional support oversees the CSR project implementation. Some of the major schemes in the policy include:
y y y y y y y

Education including vocational courses Health Care Entrepreneurship (self help and livelihood generation) schemes Infrastructure support near our operational areas Environment protection, ecological protection Womens empowerment, girl child development, gender sensitive projects Water management including ground water recharge

12

GLOB L RANKINGS
y y y

No. 1 E&P Company in the world among leading global energy majors as per plats 2010 No. 24 PFC ENERGY 50. Ranked 24 th among the Global publicly- listed energy companies ONGC ranked at 155th position in Forbes Global 2000 list for 2010

NATIONAL RANKINGS
ONGC ranked at second position in FE500 listed 2010 Business Today Ranks ONGC as Best Company to Work for in Core Sector.

y y

AWARDS
OISD Awards ONGC and MRPL have won the following six Oil Industry Safety Awards for the year 2008-09, instituted by Oil Industry Safety Directorate (OILD), MoP&NG. Cauvery Asset has been declared as winner in the category Oil & Gas Assets (onshore) on safety standards.
y

Heera Processing plant has been adjudged as the best Offshore Production Platform under PSUs category on safety standards. Sager Shakti has been adjudged as the best Offshore Drilling Rig, under PSU category on safety standards.

y y

MRPL has been ranked at number two in Refineries category. MRPL has also been ranked at number two in Refineries category.

ONGCs Rajahmundry Asset has been rated as the most safe Onshore Oil & Gas Asset in last three years. ONGCianShriSupriyoChowdhury, Chief Engineer (Drilling), Assam asset has been selected for a cash award for his valuable contribution in the area of safety. ---------------------------X-------------------------13

MANPOWER IN ONGC

MANPOWER SCENARIO IN ONGC

50000 45000 40000 35000 30000 25000 20000 15000 10000 5000 0
4 469565736 41591 40021 36185 34722 32836

26374

1980 1985 1990 1995 2000 2005 2006 2010

YEA

 Total 30 % of present Class - I strength shall superannuate during the next decade (2006 to 2015) and 8 % in the next five years (2006 -2010) as under: YEAR E9 100 2006- 15 62 2006- 10  The superannuation profile in terms of absolute n umbers, for next 6 years (2009 to 2015) is as under : Year 2009 2010 2011 2012 2013 2014 2015 Total Executives 341 458 557 715 889 1130 1329 5419 Non -Executives 170 177 196 230 260 307 358 1698 Total 511 635 753 945 1149 1437 1687 7117
14

E8 100 47

E7 99 42

E6 75 25

E5 44 10

% age E4 23 06

E3 30 12

E2 32 10

E1 22 04

Total 30 08

HUMAN RESOUCES DEPARTMENT IN ONGC

HR policies at ONGC revolve around the basic tenet of creating a highly motivated, vibrant & self-driven team. The Company cares for each & every employee and has in-built systems to recognize & reward them periodically. Motivation plays an important role in HR Development.

Organizational Mission & Vision

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

HR VISION, MISSION & OB ECTIVES

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
y Enrich and sustain the culture of integrity, belongingness, teamwork, accountability and

innovation.
y Attract, nurture, engage and retain talent for competitive advantage. y Enhance employee competencies continuously. y Build a joyous work place. y Promote high performance work systems. y Upgrade and innovate HR practices, systems and procedures to global benchmarks. y Promote work life balance. y Measure and Audit HR performance

15

y Integrate the employee family into the organi ational fabric. y Inculcate a sense of Corporate Social responsibilities among employees.

16

Chapter: - 4

Review of literature

The Oil and Natural Gas Corporation(O.N.G.C.)Limited announces so many recruitment every year. O.N.G.C. publish the detailed notification along with application from based on the field operator Recruitment 2011. The ideal recruitment efforts attract a large number of qualified applicants having right aptitude, knowledge; skills to perform as per role requirement. It should also provide information so that unqualified applicants can self-select themselves out of job candidacy i.e. a good recruiting programme should attract the qualified and not attract the unqualified. This dual objective helps in minimizing the cost of processing unqualified candidates. All organizations at one time or the other engage in recruiting activities although the extent of the operations varies from organization to organization. Size of the organization is one of the factors that influence the extent of recruiting process.

17

JOB ROTATION AND TRANSFER POLICY OF ONGC

What is Job Rotation?

Job rotation is an approach to management development where an individual is moved through a schedule of assignments designed to give him or her a breadth of exposure to the entire operation. Job rotation is also practiced to allow qualified employees to gain more insights into the processes of company, and to reduce boredom and increase job satisfaction through job variation. The term job rotation can also mean the scheduled exchange of persons in offices, especially in public offices, prior to the end of incumbency or the legislative period. This has been practiced by the German green party for some time but has been discontinued. At the senior management levels, job rotation - frequently referred to as management rotation, is tightly linked with succession planning - developing a pool of people capable of stepping into an existing job. Here the goal is to provide learning experiences which facilitate changes in thinking and perspective equivalent to the "hori on" of the level of the succession planning. For lower management levels job rotation has normally one of two purposes: promotability or skill enhancement. In many cases senior managers seem unwilling to risk instability in their units by moving qualified people from jobs where the lower level manager is being successful and reflecting positively on the actions of the senior manager. Many military jobs use the job rotation strategy to allow the soldiers to develop a wider range of experiences, and an exposure to the different jobs of an occupation.
18

Importance of job rotation

Job rotation is the surest way of keeping the employee away fro complacency and boredom m of routine. It is difficult for an employee to sustain his interest in a given job for any substantial length of time as humans have the tendency of outgrowing their jobs through the learning and experience that they gain over a period of time. Stimulating human mind through diversity of challenges is a sure way to bring to forefront its creative instincts and in taking the individual and organi ational performance to a higher plane. This is where job rotation can prove to be a handy tool.

19

Potential of Job Rotation

A well planned job rotation programme in an organi ation has immense potential of positive impact on job satisfaction, engagement of people and finally on retention of people. Few of the outcomes of job rotation with respect to the individual are:
y y y y

Job enrichment Overall development Intrinsic motivation to perform caused by newer challenges Career development

Where as for an organi ation, the benefits are:

y y y y

Leadership development Aligning competencies with organi ational requirements Lower attrition rates Performance improvement driven by unique view points of new people

20

OB ECTIVES OF JOB ROTATION IN ONGC

i. ii. To enable planned movement of employees from one job/station to another to meet operational and/or administrative requirement of the organisation from time to time. To enable employees acquire multi-dimensional knowledge and skills for selfdevelopment, to shoulder higher supervisory and managerial responsibilities through a structured job rotation profile and exposure to diversified geographic and operational environments. To enable employees develop their own career path by opting for specific job placement/change in job assignment and outstation placements so as to have an effective linkage with their career development. To provide flexibility in pursuing specialist tasks.

iii.

iv.

APPLICABILIT
i. ii. iii. iv. Job rotation policy is applicable for all the employees of ONGC. This policy is not applicable to the employees who belong to unionized categories because generally they are not are not transferred out of their sectors. This policy on job rotation and transfers mainly relates to executives . For non-executives, job rotations are planned at different unit level guided through this policy.

21

WHY ONGC OPTS FOR JOB ROTATION?

i. ii. iii. To make sure that every executive reali es the importance of mobility on jobs It is an effective tool for career development apart from meeting operational requirements of the organisation. To Categori e the jobs of all major disciplines.

PROCESS OF JOB ROTATION IN ONGC

i. ii. iii.

In ONGC, usually there are two transfers for executives between E-1 & E-4. GTs joining ONGC are initially posted for the field assignments/operational activities only. Every executive while working at E-1 to E-4 levels is rotated, at least through three different categories of job out of a total of five categories. He/She has to work on at least one job area in each of the three selected categories for a minimum two years. Job rotation of other disciplines like Medical & IE has not been envisaged yet. Before crossing the E-4 level, every executive has to work in at least three different Sectors for minimum three years each. All the transfers of ONGC are generally effected on the principle of FIFO (First inFirst out) Once the employee reaches level E-6, he/she is not normally considered for transfers unless at his own request or on administrative grounds/succession planning needs.

iv. v.

vi. vii.

22

viii.

Normally, all those executives at the levels of E-1 to E-4 who have completed more than five years in the Sector/Station are liable for transfer whereas this criterion of selection is not applicable for employees of NE sector. Transfer Order includes the station and specific collective units.

ix.

ADMINISTRATIVE SET UP FOR POLICY IMPLEMENTATION IN ONGC

i. Job rotation and transfer of the executives is a continuous exercise & the most important element of this exercise is close monitoring and maintenance of individual record. In ONGC, Job rotation & transfers has been linked with the career development, succession planning, training and other HRD interventions. Job Rotation & Transfer requires continuous interaction with the collective units as well. It also involves obtaining and screening the options from executives at regular intervals. This process enables individuals to realise the self-rotation profile in relation with their career development path and individuals aspirations and also integrate the same with the organisational needs. In ONGC, Transfer policy is not merely a one-to-one statistical replacement, but it effectively addresses the issue of functional support-balancing at various levels for functional and operational efficiency. Transfer planning is carried out by the concerned Directors.

ii. iii.

iv.

v.

vi.

23

SPECIAL PROVISIONS OF JOB ROTATION IN ONGC

i. ii. In ONGC, husband and wife employees of the Corporation, are posted at the same Asset/Station, so as to enable them to lead a normal family life. The Management of ONGC does consider the mobility constraint of executives on grounds of children education or medical for Self & such constraint is declared in advance. In exceptional cases, if any such employee is transferred then they are permitted to retain their families at their existing place of posting. If any employee wants to get transferred on account of family problems or medical grounds, then his transfer request gets recorded in the personnel record of the employee. Such mobility constraints are declared by the executive in advance. The places where ONGC establishment does not exist and if any employee wishes to settle down at suh place after superannuation, then his request is also considered for transfer to nearest work center. If any employee has physically or mentally challenged spouse or child then a sympathetic consideration is taken for their transfer in accordance with the guidelines of Government of India.

iii.

iv.

v.

REPRESENTATION AGAINST TRANSFERS

i. When transfer orders are issued with the approval of Competent authority, the executives stand relieved on the date as mentioned in the transfer order. Their representation, their personnel files etc. are transferred to the place of their respective transfer and their salary is not drawn till they report for duty at the new place of posting. When an employee is transferred on promotion, he is allowed to join the promoted post only at the new place of posting. However, in case of midacademic session, he is permitted to retain their families at their existing place of posting. In ONGC, no leave is granted beyond the relieving date specified in the transfer orders, by any authority at the collective level to an executive. When an employee requests any kind of leave, such a request is forwarded for consideration and sanction by the collective departments of the place to which the individual has been transferred.

ii.

iii. iv.

24

IMPLEMENTATION
1. The executives who have not served NE sector or have served NE sector for less than 3 Sectors, should make request for their movement in view of their growth in the organisation. 2. All the provisions of Transfer Policy will be implemented meticulously without any deviation. Relaxation can only be considered by the related unit of ONGC.

25

WHAT IS PROMOTION?

A promotion is the appointment of a current, active classified employee to a position in a higher salary range than the one to which the employee is presently assigned. A promotion is also advancement to a position that requires performing accountabilities of significantly increased complexity or responsibility. Most promoti ns will occur as a result of a job o posting. Open/vacant, benefits eligible positions will be posted in order to allow equal opportunity for all employees to apply for and be promoted into open/vacant position within the organi ation.

26

OBJECTIVES OF PROMOTION:

Help organizations employ promotion more effectively, Recognition Contributions of the individual preparation, attitudes people skills and personal attributes. Perhaps the most compelling of these reasons was being in the right place during a major restructuring of the organization. Another set of reasons for promotion, which didnt focus primarily on candidate abilities, had to do with the role of promotion as a means of sending signals to the organization. Organization sometimes who needed the opportunity to refine and developmental purposes and gave key jobs to someone who needed the opportunity to refine and develop his /her abilities.

PROMOTION PROCESS IN ONGC:

T e promotion will be carried out under following three criteria:i) ii) iii) Seniority-cum-Fitness (Upto E-1 level) Quantification Scheme (E-2 to E-4 level) Merit Promotion by Selection (Corporate promotion E-5 level and above)

 Seniority-cum-Fitness: Under Seniority-cum-Fitness criteria all employees who fulfill the specified requirement of experience and qualification as specified regulations are considered for promotion by duly constituted Departmental Promotion Committee according to seniority subject to their fitness
27

based on performance appraisal reports of relevant period and trade test and interview, wherever required.  QUANTIFICATION SCHEME: Under the quantification scheme, the executives will be assessed by a selection committee on the basis of qualification, experience and Performance Appraisal Reports of the relevant period. Maximum marks allocated to each of these criteria would be as follows:

a) b) c)

Qualification Experience Performance Appraisal Reports ( PAR ) Total

20 marks 30marks 50 marks 100 marks

EDUCATIONAL QUALIFICATION - (MAXIMUM 20 MARKS)

Q .1 Q.2 Q.3 Below Q.3

20 marks 15 marks 11 marks 07 marks

Here, Q.1 stands for Post Graduation, Q.2 stands for Graduation/degree & Q.3 stands for Std 12th (10+2)

28

EXPERIENCE-(MAXIMUM 30 MARKS)

E-1 to E-2 4 years 5 years 6 years 7 years & above

15 marks 20 marks 25 marks 30 marks

E-2 to E-3 5 years 6 years 7 years 8 years & above 15 marks 20 marks 25 marks 30 marks

E-3 to E-4 4 years 5 years 6 years 7 years 15 marks 20 marks 25 marks 30 marks

29

PARS (ACRS) -

(MAXIMUM 50 MARKS)

A+ AA B+ B

50 marks 40 marks 30marks 25 marks 20marks 10 marks

C+ 5marks D

30

Assessment under the new PAR system

Assessment under the new PAR system (Effective from 1.1.1995) Exceptional 95 to 100 80 to 94 65 to 79 60 to 64 55 to 59 51 to 54 Inadequate . . 40 to 50 Equivalent to earlier Alpha Grading A+ A AB+ B C+ C/D+/D

Top performer Very good Adequate -

B] Class-III (S CATEGORY): S= Supervisory category

Promotion From S-I S-II S-III To S-II S-III S-IV SCF SCF SCF Mode Experience Prescribed Q-3 and above 5 years 5 years 5 years Below Q-3 6 years 6 years 6 years

No trade test is prescribed for promotion within S category.

31

C] Class-III (Other than S Category):

PROMOTION From A-I A-II A-III A- IV Top of class-III (induction level) To A-II A-III A-IV S-I/E-0* E-0 SCF SCF SCF SCF SCF MODE Experience Prescribed 3 years 6 years 6years 6 years 4 years

D] Class-IV:
Promotion From W-I W-II W-III W-IV W-V W-VI To W-II W-III W-IV W-V W-VI W-VII SCF SCF SCF SCF SCF SCF Mode Experience prescribed Qualified 3 years 6 years 6 years 6 years 6 years 6 years Under qualified 3 years 6 years 6 years 6 years 7 years 7 years

32

PAR Criteria for promotion of Class III category employees:

A) Promotion within class-IV and from A-I to A-IV level in Class-III will be on the basis of SCF criteria wherein PAR criteria for relevant three years shall be as under: 1) If all three PAR ratings are GOOD (or higher rating) candidate may be cleared straight away. 2) If anyone PAR grading less than GOOD and other two rating GOOD (or better ratings) the candidate will be interviewed by the DPC. 3) If any two PAR grading less than GOOD the candidate may be rejected straight away. 4) B) Promotion from top of class-III to S-1 level and further promotion within S cadre will be on the basis of SCF criteria wherein PAR criteria for relevant three years (e.g. for promotion w.e.f. 01/01/2010 PAR for 2009,2008 ,2007 will be

considered) shall be as under : 5) Candidates with two GOOD and one VERY GOOD PAR ratings higher combination of PAR rating) may be cleared straight away. 6) If all three PAR ratings are GOOD the candidate will be interviewed by the DPC. 7) If any of the three PAR rating is less than GOOD the candidate shall be rejected straight away. (or any

33

PAR Criteria for promotion of Non-E ecutives:

Promotion within class IV and from A-I to A-IV level in class III will be on the basis of SCF criteria wherein PAR criteria for relevant three years shall be as under: If all three PAR rating are GOOD (or higher rating) candidate may be cleared straight away. If anyone PAR grading less than GOOD and other two rating GOOD( or better rating ) the candidate will be interviewed by the DPC. If any two PAR grading less than GOOD the candidate may be rejected straight away. Promotion from top of class III (A-IV) to S-I level and further promotion within S cadre will be on the basis of SCF criteria wherein PAR criteria for relevant three years shall be as under Candidate with two GOOD and one VERY GOOD PAR rating (Or any higher combination of PAR rating) may be cleared straight away. If all three PAR rating are GOOD the candidate will be interviewed by the DPC. If any of the three PARS rating is less than GOOD the candidate shall be rejected straight away.

REVIEW:
Where the Corporation is Appointing Authority, an employee who is aggrieved, by the order of promotion on ground that he has not been selected by such Appointing Authority may make an application to the corporation for review of its decision within 30 days of the date of receipt of an information by an employee under sub-regulation 9 of these regulations. Provided that the corporation may for sufficient reasons entertain an application for review within a period of sixty days from the said date.

34

CHAPTER 5:

RESEARCH METHODOLOGY

RESEARCH DESIGN:

Qualitative research has been done during the survey (collection of primary data). This research has been done among the staff level say as from E1-E5 and C-II & C-III.

DATA COLLECTION METHODS/SOURCES:

The method used in the survey was in the form of distribution of questionnaires among the staff levels. The questions were close ended questions and it was distributed randomly i.e; random distribution.

SAMPLING PLAN:

 Sampling unit: Samples were distributed among all the ONGC employees i.e; the staff level members.  Sampling size: The sample size for the survey was 100. 100 questionnaires were distributed to all the staff levels say as all the departments-CIVIL, DRILLING, ELECTRICAL, FINANCE, MARKETING, HRM.  SAMPLING METHOD: The sampling method used was questionnaire method.

35

CHAPTER 6:

DATA ANALYSIS AND INTERPRETATION

QUESTIONNAIRE  Personal details : Name: _______________________________ ________________________ Date of birth_________________________ _______________________________ Level: E1- E2 C-III C-IV Education Qualification: Gender Category : Male Q1 Q2 Female Q3 Below Q3 E2- E3 E4- E5 Designation: -

Age:

 Queries :- Promotion Kindly choose appropriate applicants:-

1.

Are you aware of O.N.G.C. promotion policy? Yes No Cant say

2. Are you satisfied with the present promotion policy of O.N.G.C.? Yes No Cant say

36

3. Should there be written examination for considering the promotion? Yes No Cant say 4. Are the promotion orders issued in time? Yes No Cant say 5. Is there any change of work/responsibility after being promoted ? Yes No Cant say

6. Do you think that training should be given on promotion to Executive Cadre? Yes No Cant say

37

7. Should there be a job rotation on promotion? Yes No Cant say 8. Does the person from promotion section give a proper information/fair cooperation? Yes No Cant say 9. Do you agree that O.N.G.C. R&P policy is superior compare to other Oil PSUs? Yes No Cant say

Thank you for your precious time!!!

38

Sample Calculation:

Responses Received
6

60
50 40 2

The sample si e for the survey was 60, it was in a small scale i.e; among the staff members of RO (Regional Office) and almost every level responded where the majority of the response came from E4 level. Study and Analysis of the staff level
Q.Are you aware with the O.N.G.C promotion policy?
12% 14% 74%

cant say

11

15 8 6

E1

E2

E4

30

E5

C-III

Total

The data shows that most of the

yes n

employees are aware promotion policy i.e; 74 % which is a healthier sign.

70

39

Q.Shou d there be wr tten exa nat on for cons der ng the pro ot on?
5%
50% Yes

45%

No Can't say

Half of the employees support the system of written examination for promotion as it helps in promoting the right person.

Q.Are the promotion orders issued in time?

Well as the new on line system of promotion is updated, there is a little bit satisfaction in promotion orders because there is no proper coordination among the employees about the new system.(i.e; class II & class III) Hence almost more than half of the employees do not think that promotion orders are issued in time.

7%

41%

Yes

No Can't say
52%

Q.Is there any change of work/responsibility after being promoted?

Can't say 12

There is change in role & responsibility, job enrichment and increase the individual experience for multi skilling.

No

8 33
0 10 20 30 40

Yes

40

Q.Do you think training should be given on promotion to Executive Cadre?

The training is required to hold the new role & responsibility which is not done presently, hence 44% employees agree with the training to the Executive Cadre.

12%
36%

43.9%

Yes No
Can't say

Q.Should there be a job rotation on promotion?

Yes No Can't say

19%
43%

The above graph shows that 43% of the employees trust more in the policy of job rotation for acquiring more knowledge and experience.

38%

Q.Do the people from promotion section give proper information/fair coorperation?
Yes 19% 43% No Can't say

38%

Though the survey gives a positive result (43%) but still there is a need for improvement in the communication about the promotion policy as 38% of the employees are not satisfied.

41

Q.Do you agree that N C R po cy s super or co pare to SU's? other

Yes No Can't say

The above chart shows that the policy stand at average in present condition as compared with the bench mark in other companies.

1%

36%

Suggestions of the Employees

y 56% of the employees are satisfied with the present practices. y While 42.1% of the employees need change in the present promotion policy due to change in technology and business requirement at present. y Personal development, training and learning has consistently raised biggest concern across all levels. y Lack of employee recognition and reward for higher performance. y Job rotation was also the point for making them multi-skilled.

23%

42

Findings
It was observed from records that Recruitment and Promotions were implemented as per policies and practices decided. This gave the impression that secrecy, as well as transparency, was maintained in recruitment and promotion processes. It was corroborated by the fact that no litigation case was filed unlike in the previous years. I was given to understand that the Union was satisfied with the implementation of Recruitment Procedures as also the general ruling adopted by ONGC in respect of Recruitment. However, they were unhappy in respect of recently changed promotion procedures in some of the Class-III posts.

43

Bibliography
ONGC HR MANUAL ONGC INTRANET

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