REVIEW OF HR DEPARTMENT OGDCLIntroductionBefore the existence of OGDCL, exploration activities were carried out under the label of Pakistan Petroleum Ltd (PPL) and Pakistan Oilfields Ltd (POL). In 1952, PPL discovered a giant gas field at Sui in Balochistan. This discovery generated massive interest in exploration and five major foreign oil companies entered into concession agreements with the Government. During the 1950s, these companies carried out widespread geological and geophysical surveys and drilled 47 exploratory wells. As a result, a few small gas fields were discovered. Despite these gas discoveries, exploration activity after having reached its peak in mid-1950s, declined in the latefifties. Private Companies whose main objective was to earn profit were not interested in developing the gas discoveries especially when infrastructure and demand for gas was non-existent. Withexploration activity at its lowest ebb several foreign exploration contracting companies terminatedtheir operation and reduced land holdings in 1961.

SequenceThe sequence of the presentation is as follows:-

1. Recruitment and Selection

2. Socialization and Orientation

3. Training

4. Development and promotion

5. Performance appraisal system

6. Rewards and compensation

7. Collective bargaining and safety measures

8. Analysis

9. Recommendation

10. Conclusion

1. Foundation of OGDCL On 04 March 1961, the Government of Pakistan signed a long- term loan agreement with the USSR, where by Pakistan received 27 million to finance the equipment and services of Soviet experts for exploration. Subsequently, OGDCL was created under an Ordinance dated 20th September 1961 and was charged with prime responsibility to undertake a well thought out and systematic exploratory programs and to plan and promote Pakistan's oil and gas prospects. As an instrument of policy in the oil and gas sector, the Corporation followed the Government instructions in matters of exploration and development. The day to day management was however, vested in a five-member Board of Directors appointed by the Government. In the initial stages the financial resources were arranged by the GOP as the OGDCL lacked the ways and means to raise the risk capital. The first 10 to 15 years were devoted to development of manpower and

building of infrastructure to undertake much larger exploration programmes. Later, in July 1989, as the company progressed as a result of major oil and gas discoveries, the Government off-loaded the Company from the Federal Budget and allowed it to manage its activities with self generated funds. The year 1989-90 was the company's first year of self-financing. Today, OGDCL is the largest Exploration and Production Company in Pakistan, listed on all three exchanges of the country as well as the London Stock Exchange. 2. Human Resource DepartmentH u m a n r e s o u r c e d e p a r t m e n t o f O G D C L i s o n e o f t h e m a i n d e p a r t m e n t s o f t h e O G D C L . Human Resource Deportment at OGDCL is being reorganized to manage people and develop their skills for meeting Company’s requirements. Being the largest exploration and production Company, OGDCL seems to be an attractive company for talented and motivated people in which high levels of personal and company’s performance are recognized and rewarded. Human Resource Department seems to ensure development of world class workforce, as per OGDCL’s mission statement, target based working and performance based reward system has been evolved.

2.1 Functions of HR Department The Company is focusing on the human resource department, as it aims to motivate its employeesthrough proper placement, employee recognition, effective appraisals, empowerment, and communication and promoting employees skill development programs. Various human resource polices are being reviewed and rationalized by taking into account the industry norms to bring about an effective change in order to meet the challenges of highly competitive business environment. It helps to understand and evaluate the different and sometimes ambiguous views of human resource management by investigating its origins, explanatory models, technology and practice.

2.2 Number of employees in HR Department In OGDCl, HR Department consists of number of employees under different job titles. There are round about 13 officers and 97 total staff, as well as there are also data processing officers. Detailed description is given below:-

No of employees in OGDCL

PAY

GROUP

DOMICILE TOTAL

IN THE

GROUPMeritPUNJAB SINDH NWFP BALUC-

HISTAN

FATA AKURBAN RURAL TOTAL

MANAGEMENT CADRE

M-1 0 0 0 0 0 1 0 0 0 1EG IX 0 2 1 0 1 0 1 0 0 4EG VIII 4 3 0 1 11 0 0 0 0 9

EXECUTIVE CADRE

EG VII 3 37 6 1 7 11 1 1 0 60EG VI 12 102 18 13 31 31 10 4 5 195EG V 19 116 36 49 85 28 11 10 5 274EG IV 28 109 29 36 65 34 6 14 6 262EG III 28 178 57 46 103 28 9 7 3 356EG II 22 204 17 39 56 38 7 8 3 338EG I 15 132 28 47 75 18 7 3 2 252TRAINEES12 69 13 20 33 15 11 8 6 154TOTAL 143 952 205 252 457 205 63 55 30 1905

OVERALL STAFF

PAY

GROUP

DOMICILE TOTAL

IN THE

GROUPMeritPUNJAB SINDH NWFP BALUC-

HISTAN

FATA AK

URBAN RURAL TOTAL

NON EXECUTIVE CADRE

16 2 163 49 14 63 22 2 1 5 258

15 2 106 12 25 37 20 0 0 5 170

14 0 253 58 109 167 58 7 6 13 504

13 0 4 2 0 2 1 0 0 0 7

12 15 623 59 60 119 113 14 5 31 920

11 0 1 0 0 0 0 0 0 0 1

10 4 148 24 56 80 34 6 2 12 286

9 3 425 45 67 112 79 20 2 12 653

8 5 164 35 95 130 30 11 2 9 351

7 0 93 11 16 27 5 8 0 3 136

6 3 670 94 166 260 102 507 17

1109

5 0 99 19 9 28 23 5 0 13 168

4 0 264 28 79 107 30 63 0 17 481

3 0 198 39 31 70 25 29 2 26 350

2 0 324 70 220 290 41 128 1 14 798

1 0 1392 103 705 808 136 566 2 45 2949

TRAINEE6 27 1 2 3 8 8 0 1 53

TOTAL 40 4954 649 1654 2303 727 917 30 223 9194

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3. Recruitment and selection Recruitment process in OGDCL is conducted under the recruitment section, which generates pool of potential candidates and acts as a real base to provide facilities of selection of new and old employees. 3.1 Recruitment and selection policies It is the company’s policy to implement an appropriate recruitment system base on careful determination of the required competencies and objectives by implying effective search and selection methods along with the efficient means of communication with potential candidates. It is the policy of the company that, whenever possible, positions should be filled through internal job posting and promotions. All departments’ heads (EDs, GMs, Managers) are to fully participate and contribute to the hiring p r o c e s s o f t h e i r r e s p e c ti v e m a n a g e m e n t s t a ff i n c o l l a b o r a ti o n w i t h H R D e p a r tm e n t . T h e h i r i n g process/procedures shall be specified by the HR Department. All department heads are responsible for making respective description and job specification in collaboration with HR Department, for the purpose of allowing Hr to set annual hiring plan. A l l r e c r u i t m e n t ( d i r e c t o r t h r o u g h s e r v i c e s c o n t r a c t o r s ) s h a l l b e d o n e t h r o u g h h u m a n r e s o u r c e department in compliance with the company’s laid down procedures and standards, no individual shall conduct recruitment or hiring activity without the specific knowledge and involvement of ED human resources. Candidates will be selected on the basis of applicable recruitment tests (for entry level positionso n l y ) , q u a l i fi c a ti o n , e x p e r i e n c e s , a b i l i t y , i n t e r e s t , a p ti t u d e a n d a d o p t a b i l it y t o t h e s p e c i fi c j o b recruitments, as already defined in the respective position description. The salary offered will be within approved salary policy guideline of the company.

3.2 Functions of Recruitment Section Recruitment section basically performs the following functions

Whenever any department in OGDCL seems to require new employee, it informs the HR Department to hire new employee for that. Then HR Department analyzes the real situation, whether there is real need of new employee or not. HR Department advertize the vacant position in the news paper and in the media to generate the pool of potential candidates and through the recruitment process hire the new employee for the specific required department. Same as mentioned above when ever any department feels the need of employee for the hire position, it informs the HR Department. On the behalf of that

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department HR Department recruit the employee by generating the pool of potential candidates. Whenever there is pool of potential candidates, to select the most appropriate candidate for the vacant position, HR Department conducts examination, interview and short list the availableapplicants. 3.3 Practices of recruitmentAfter circulation to every department they analyze that how many employees perform their duties and how many are required and they take a deficiency with the scale .After the completion of circulation or survey they take the official approval from chairman and give advertisement through public relation department of the most required vacancies. The sources of advertisements used by HR department are news papers, media and internet. The recruitment procedure of the OGDCL is mostly related with CSS of Pakistan .i.e. as under:-

Punjab 50%Sindh Rural 11.4%Sindh Urban 7.6%Kyber Pakhtun khwan 11.5%Baluchistan 3.5%FATA 4 %AJK 2%Merit 10%

After the advertisement, they receive application from all over Pakistan and conducts written examination. This examination is held in those departments, where the candidate want to join and that department send the result to recruitment section. OGDCl also hire the external agencies, which provide facilities of conducting examination of applicants. The selection procedure is recently shortly changed and is as under:-

Written Test 40% weightageExperience 30% weightageAcademic Qualification 30% weightage

The time for a written test is usually one hour. Those candidates who qualified the test are then sent a call for interview. Interviews are used to analyze the courage, boldness, communication skill, convincing power and also his dealing with other people.

3.4 Recruitment typesa. Regular employeesb. Contract Basis employeesc. Trainees – Special Traineesd. Hiring through Contractore. Classified appointment.

3.5 Selection PracticesSelection process in OGDCL starts with preliminary interview of the applicant who qualified the test. Depending upon the position, preliminary interviews board is formed, who conduct the preliminary interview. An applicant’s knowledge, skills and attitude is judged on the basis of Education

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(academic and Professional), Previous experience, Applicable tests (for entry level position only), Interviews References.

The results of the candidates interviewed are compiled in the order of merit. After conductingthe preliminary interview, the successful candidates are preceded for the selection interviews, conducted by selection board. This selection board is formed while considering the positions required. After selection interview, the successful candidates are required for pre-e m p l o y m e n t medical examination arranged by the HR department. In this way HR department completes the selection process and formulates the job offer. Job offer or appointment letter is delivered to the successful candidates. This letter clearly spells out the terms and the conditions of employment and t h e b e n e fi t s a p p l i c a b l e t o t h e p o s i ti o n . A l l m a n a g e m e n t p o s i ti o n o ff e r l e tt e r s a r e s i g n e d b y E D (executive director HR), while Executive Director’s position letters are signed by the chairman and CEO. When there is no suitable replacement available within the company and when all sources has been utilized with no results to fill the vacancy with highly potential candidate, then company rehire an ex-employee on merit. F o r t h e r e q u i r e m e n t o f c e r t a i n p o s i ti o n t h e c o m p a n y r e - e n g a g e d t h e r e ti r e d e m p l o y e e s w h o a r e beyond the age of 60, after mutually agreed terms and conditions. I n o r d e r t o k e e p t h e t r a c k o f a tt r i ti o n , t o k n o w t h e r e a s o n s l e a v i n g j o b a n d t o c o l l e c t t h e f e e d b a c k o f leaving employee, the exit interview is conducted by the HR Department. This is also done in order to r e d u c e e m p l o y e e t u r n o v e r , b e c a u s e g r e a t e r t h e e m p l o y e e t u r n o v e r , g r e a t e r w i l l b e t h e c o s t o f employment. All these practices seem to be aligned with above mentioned policies

4. Socialization and OrientationNew environment, different work activities, a new boss, different and mostly new group of co-workers certainly requires the process of Socialization and orientation for the new employee.

4.1 PolicyAll newly inducted employees shall undergo a comprehensive orientation program of up to one week duration comprising of class room presentation on all professional and organizational aspects by the various department heads or their nominees, along with field visits( If any).

4.2 SocializationSocialization starts with the move form an outsider to being an insider after the job offer letter in the OGDCL. HR Department takes special attention to put the new employees at ease, because loneliness and a feeling of isolation are not usual for new employee. It removes the anxiety of employee and helps him to improve strong commitment of new employee with their organization.

4.3 OrientationIn the OGDCL all the new employees undergo the comprehensive orientation process. It usually with the arrival of new employee in OGDCL and continue for the time period of not more than one week. It comprises of class room presentation on all professional and organizational aspects by various department heads or their nominee and field visits to the related fields, if necessary. Through in the orientation process new employees are introduced to their job, to their colleagues, co-

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workers, peers, and bosses. In short this process provides the information about environment of the field and the organization where new employee has to work.

5. TrainingAll employees (regular and contract) are provided the opportunity of training to accord equal

opportunities for professional development and to ensure effective management. It seems that need of job redesign and technological breakthrough in OGDCL require training of employees.

5.1 Training policiesAll matters concerning foreign/local trainings/attachments, conferences will be dealt with directly with the HRD (human resource department). The HRD department training coordinators shall work with Department Head and finalize a list of well reputed training sources both local and foreign in all disciplines of organizational development. The vendors shall then be prequalified by the HR Department. The HRD department training coordinator, in vendors shall make a discipline wise local/foreign training calendar covering the professional and the organization development aspects through a TNA(training need assessment). The same shall be emailed to each department head by July 15theach year. In case of foreign program, the HRD department training coordinators are to ensure that proper lead time is forecasted for processing, keeping in view the visa/travel arrangements. The respective department head would be required to forward names with number of officers/staff that qualify the prescribed training benchmarks within the announced deadlines, though an email to the HRD Department. The HRD Department training coordinators shall carry out due diligent, process the received names as per the prescribed parameters, get the required approvals and prepare the qualifying list.

5.2 Practices of trainings in OGDCLTo implement its policies OGDCL use the following practices:

5.2.1 OGTI OGDCL has well build training institution to conduct the training of its employees. The training institute consists of OGDCL local instructors, outside local instructor (in case of absence of OGDCL instructor) and foreign instructor. These instructors provide the services of training the employees.They train the employees appointed by HR department and follow the relevant policies whichultimately leads to organizational development. Present employees are also sent to foreign country for training as per policy. OGTI provide the facility of sending employees to foreign for enhancingnew skills, abilities and knowledge by joining training sections.

5.2.2 Local training programsLocal training programs are mostly on going job training provided by the local trainers on the fields of OGDCL. Mostly these types of trainees are assigned job of training by the OGDCL.

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5.2.3 Leadership training programLeadership training programs are mostly for the leaders within the organization. This type of training is conducted by highly professional trainee from home country or from foreign expert assigned by OGDCL. This leads to overall organizational development as cited in the policy

5.2.3 Advance management programAdvance management training programs are designed for higher level management. In these types of training highly expert trainees conduct proper training sections for the employees.

5.2.4 ConferencesConferences are held in OGDCL on regular basis by GDTI. These conferences not only enhance the real knowledge about the exploration and production but also present the true picture of the real working scenario.

5.2.6 OthersIn addition job rotation, seminars, lectures; committee assignments are also used for training.

6. Development and Promotion

6.1 Career planning and development Career planning is basically career orientation and career development. Career planning section is under the control of HR manager. It informs the employees of OGDCL about their future planning i.e. they prescribed to the employees their operational set up. It informs the employees that what they will do after 5 years And 10 years. Promotion is main source of career planning here. The elaboration is as under:- 6.1.1 Promotions6.1.1.1 Promotion policiesPromotion is the mixture of both merit and seniority in OGDCL. The company reserves its rights to promote or not to promote any functionary, with in the specified guidelines, HR department shall prepare and finalize a list of all employees who are eligible for promotions along with options, by end of June each year the same shall be communicated to respective department’s heads for consents, review remarks. Under mentioned criteria shall be adhered to for processing of all promotion cases. All promotions would henceforth be on the basis of merit. All eligible employees at the time of submission of promotion proposals should be considered and the employees securing highest points would be promoted subject to availability of vacancies. All positions are too benchmarked according to the educational qualification, number of years of relevant experiment and trainings/certification, required to efficiently carry out that particular function, minimum/maximum level that could be attained in that position, cross functional roles, care path etc. An employee to become eligible for promotion must physically complete two years services in the grade for promotion up to EG-VI and three years for promotion to EG-VII and exceptions can be when hire vacancy to be filled internally and available employees is of “Outstanding” profile. All promotions will be linked with the future organizational development needs of the company. There is no maximum limit of the services in one grade. The employees who are superseded twice for the promotion to the next

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grade will be considered to have been permanently superseded. However, their annual increment shall continue to be linked to their respective performance rating up to maximum of that level only. Their length of services shall be determined by the number of the years benchmarked for that position. For contractual employees two consecutive below average ratings, no contract extension shall be made after due diligence by HR

6.1.1.2 Promotion practices

For giving promotion to an employee its performance and relevant work experience is considered. Promotion Criteria in OGDCL for officers was adopted in 1994. Its main components are:

ACR 60%Qualifications 15%Technical Publications 5%Relevant Experience 20%

Seniority come fitness is the guiding principal in promotions. The promotion cases of Staff are evaluated as per Promotion Criteria of 1991 its highlights are:ACRs 25%Qualifications 15%Seniority 5%Experience 15%Evaluations 40%

6.1.1.3 Important factors for promotion There are many factors affecting the promotion in OGDCL, such as experience for the post, number of the years in the vacancy, seniority, performance (ACR/PER Synopsis or qualification) prescribed qualification, requisite present executive group and finally disciplinary profile. While promoting any employee, above factors are kept at the most priority to have a close look of them.

6.2 Organizational DevelopmentIn OGDCL just like any other organization, organization is developed when its missionary objectives are met. To achieve missionary objectives goals are set up within the organization. To achieve the goals certain strategies are formulated and finally strategies require actions and tasks to be implemented in the form of project.

6.3 Management Development Management development is linked with career development. Management development is done in order to enhance the effective decision making, better working management and to develop the sense of responsibility. The techniques the OGDCL practices for the career development are promotion of e m p l o y e e s t o h i g h e r l e v e l s a n d j o b r o t a ti o n o f t h e e m p l o y e e s t o v a r i o u s p o s i ti o n s i n d i ff e r e n t departments. They provide employees exposure to environment, which leads to the enhancement skills, abilities and knowledge.

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7. Performance Appraisal SystemPerformance review helps supervisors feel more honest in their relationship with their subordinates and feel better about themselves in their supervisory roles. Subordinates are assured clear understanding of what is expected from them, their own personal strengths and areas for development and a solid sense of their relationship with their supervisor. Avoiding performance issues ultimately decrease morale, credibility of management, the organizations overall effectiveness and wastes more of management’s time to do what isn’t being done properly. 7.1 Performance appraisal policiesAppraisals based on balance score card model taking in facts the employees professional output as well as personal traits that may affects his performance. All company employee will be appraised at the time of completion of trial (period will be of six months as per the recruitment policy). In case of satisfactory performance their services will be confirmed, and confirmation letter will be issued by the human resource department. At the time of the confirmation, management/ HR may consider salary adjustment. In case of UN satisfactory performance, Probationary period may be extended for further periods of three to six months .Appraisal will be done once every year during the period July-august on the prescribed appraisal form from employees in management grades.

7.2 PracticesThe scoring system is having a major impact on effective performance appraisals. The accuracy and reliability of any scoring system increases with full descriptions or definitions and still better with examples for each score band. This gives everyone the same objective scientific reference points, and reduces subjectivity. All the departments at OGDCL are enforced to follow following performance rating

Outstanding 5%

Very Good 20%

Normal 50%

Marginal 20%

Poor 5%

In OGDCL Issuance of ACR forms take place to all departments according to time schedule usually 15th December of each year. And reception of the ACR forms take place at the date of 1st March of each year. After receiving the forms proper record is maintained, because its secrecy and integrity is very important.

7.2.1 Activities (ACR)ACR evaluate employees on the basis of perception and judgment. ACR was used to provide comprehensive instructions from time to time to educate and clear ambiguities. ACR forms have been serialized for officers to minimize duplication/ misuse. Actually ACRs were not filled or /returned according to the notified schedule. Lot of time and efforts were involved in correspondence. Over-writing, use of fluid, mere marking instead of initials were

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t h e m o s t c o m m o n l y o b s e r v e d p r o b l e m s . T h e r e w a s l a c k o f c o n s i s t e n c y i n v a r i o u s pa r t s o f ACR that is frequently noticed.

7.2.2 ACR replaced by PERThat’s why ACR technique used for the purpose of performance appraisal was changed into PER (Performance evaluation report) in 2005. Through PER now employees are evaluated, on the basis of provided tasks, assignments and projects completion. It neglects the factors of biasness and perception based evolution.

7.2.3 Relative and Absolute standardsIn the beginning ACR use relative standards to evaluate employees. They evaluate employees more on the basis of perception and judgment. However now a days it was replaced by absolute standards i n P E R . P E R e v a l u a t e s e m p l o y e e s p e r f o r m a n c e k e e p i n g i n v i e w j o b d e s c r i p ti o n o f a n y s p e c i fi c employee i.e., performance is evaluated on the basis of pre assigned tasks checking whether they are fulfilled or not. On the basis of evaluation employees are promoted and given rewards. Basic component of the promotion criteria with their relative weightage would be as under;-

Qualification 15%

ACRs 25%

Seniority 5 %

Experience including outside OGDCL 15%

Assessment by promotion committee 40%

These five basic components are analyzed before promotion criteria. When any employee qualifies these components then he will be promoted with the approval of the chairman. For every employee it is necessary to get minimum 60% marks in above components.

7.2.4 Classification method Classification method is usually used to evaluate employees by establishing distinct classes of grades such as skills, knowledge, working condition and employees are evaluated on the basis of these criteria.

8. Rewards and Compensation

8.1 Reward policyIt is the policy of OGDCL to award both financial and non financial performance based rewards to its employees.

8.2 PracticesIn OGDCL, both financial based and non financial based type of rewards are provided to employees. Financial rewards are actually performance based rewards, which include bonuses, one month additional salary etc, while non financial rewards are mostly letters of appreciation and recognition. Additionally rewards in the form of honorarium are also provided, allotting separate parking space serve

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as recognition and reward to high level positions. These rewards actually seem to motivate the employees to show the commitment with the organization.

8.3 Pay plans For the officers, pay ranges from 45000 to 100000 rupees, for assistants, pay ranges from 25000 to 40000 rupees and for workers, pay ranges from 15000 to 20000.these pay plan is established after compensation survey using the information that what others in the same industry are paying for same positions.

8.4 CompensationOGDCL provides 15% increment on the best performance, 7% increment on average performance and it also provides performance bonus on net profit. OGDCL provides additional benefits to employees such as friendly working environment, pick & drop Service, allowances for food, heads in annual budget for staff, fire Department, air base (under process) and fly camp (entertainment).

8.5 Other BenefitsOGDCL develops appropriate retirement plan to benefit its employees. In addition various kind of medical benefits are also provided, X-ray and laboratory diagnostic facilities are available at M.C Islamabad. Patients are referred for h o s p i t a l i z a ti o n a s a n d w h e n r e q u i r e d t o h o s p i t a l / n u r s i n g , h o m e s / s p e c i a l i s t o n t h e p a n e l o f t h e c o r p o r a ti o n a n d r e i m b u r s e m e n t i s a l l o w e d w h e n s u c h f a c i l i ti e s a r e n o t a v a i l e d . M e d i c i n e s a r e provided to patients from entitle panelist chemist through prescription. Vaccination facilities for children are available at both medical centers and every Monday is specially fixed for this purpose. Ambulance equipped with first aid kit is available at medical centre Islamabad for 24 hours duty. Residential facility is also provided to facilitate its employees.

9. Safety measures and collective bargaining

9.1 PolicyThe Policy of ODGCL in carrying out all its activities is to provide a safe and healthy work place OGDCL believes that good health, safety and environment contributes to business success and that maintaining good health, safety and protecting environment is a shared responsibility across the Company.

9.2 Collective bargainingIn OGDCL two main labor unions are found. All Employees Labor Union and All Mazdoor Ittahad Union. These unions negotiate with each other to settle disputes.

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9.3 Objectives of unionThese Unions in OGDCL aim to provide security and protect the rights of the employees and set the terms and the conditions through collective bargaining. These unions and management meets to negotiate improved wages, hours and working conditions and set agreements in the mutual benefit of management and employees. Whenever management takes actions against the rights of employees, these unions steps forward to protect the rights of employees by using different tools, such as Strikes, Boycotts, and Corporate Campaign.

10. AnalysisIn-depth analysis reveals following weaknesses in OGDCL.

a. In recruiting the employees both internal and external methods are used within the OGDCL, but the corporation gives preference to the internal method. The main drawback of this method is that it blocks the way for new generation which carry new ideas and knowledge.

b. Furthermore, the recruitment system is also influenced by the nepotism of politicians. Not only recruitment of employees is influenced by the nepotism of politicians, but selection also.

c. Employees are selected on the basis of blood relationship and personal relations.

d. OGDCL is the largest and very complex organization, in spite of that there is no computerized data based system to record the data of employees. The old system of recording employee information in the form of files is used and those file are sent to different officers by their personal assistance, this not only consume the large amount of time while carrying files from floor to other floor, but also affects the efficiency of the work.

e. Unofficial system of orientation is used to introduce new employees mostly with the organizational culture, employees etc. this function is at times ignored in OGDCL.

f. Training is used to develop the skills of the employees. In this regard lot of expenditure is made but unfortunately training facilities are awarded to the employees based on nepotism.

g. As OGDCL has it training institute to facilitate employees, unluckily training sessions are held for reference based employees only. In addition, they don’t use the efficient and effective training methods and techniques to build above mentioned attributes of the employees, such as no simulation techniques are adopted to train employees.

h. Career planning section does not give adequate time in guiding employees how to develop their c a r e e r .

i. OGDCL is only organization in the field of exploration and development of oil and gas resources of

the country, but unfortunately does not use scientific techniques in career planning of employees. For the promotion first CPC invitesrecommendations to reach end February and end August each year. They are seldom receivedaccording to schedule. Consequently, CPC has great difficulty in

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meeting the promotion dates of 1stJuly and 1st December each year. Seconded the cases are received with inadequate informationcausing wastage of time and un-necessary correspondence.

j. Promotions are major source of career development here. However it is also analyzed that promotion process is comparatively slow which sometimes create a feeling of demotivation among employees.

k. Promotion policy is the mixture of both merit and seniority, although PER is in place but in practice emphasis is given to ACR and can say that where there is ACR there is an idea of favoritisms. So there is no proper way to monitor the performance of employees. In addition PER is also influenced by favoritism and nepotism.

l. There is lack of effective communication among departments which causes un-necessary wastage in time and efforts.

m. There is absence or lack of clarity of promotion channels.

n. There is no check and balance in awarding the rewards and benefits, because upper level position

employees are awarded h i g h r e w a r d s a s compared to other positions. This injustice demotivates employees and affects their performance.

o. While working in HR department it is also analyzed that HR department does not appreciate the employees coming up with their own ideas.

p. It is also seen that attitude of employees is not prudent because of job security factor. They have fair idea that nobody can expel them.

11. RecommendationsFollowing recommendations can be helpful to get rid of the weaknesses of the functioning of human resource department.

a. Equal opportunities should be given to external employees during hiring process. This will bring new ideas, knowledge and experience to the organization.

b. Recruitment should be done totally on merit basis, favorotism and nepotism should be avoided.

c. In this modern area computerization of record is very much essential. There should be computerization of record because it is of great essence for speedy disposal and accuracy of record.

d. Although OGDCL usually import technology from outside however to meet the changing needs it must take actions and allocate higher budget for hiring it.

e. Formal method of orientation should be used.f. Training should be provided on the basis of requirement. Equal opportunities should be

given to employees to train them. g. Full attention should be given to intensive professional training of staff in related fields.

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h. The d e p a r t m e n t c a n o r g a n i z e professional training at OGDC or with outside agencies etc and latest literature newspapers and magazines etc of professional interest should be provided at sites free of cost.

i. Career planning section must give adequate time in guiding employees how to develop their career.

j. Appraiser must appraise employees on the basis of actual performance. k. Performance evaluation on the basis of judgment should be avoided. l. To encourage the employees to take interest in their work rewards should be provided

but there should be fair means of distribution of awards. Unjust distribution of awards must b e a v o i d e d .

m . E m p o l y e e s s h o u l d b e e n c o u r a g e d t o c o m e u p w i t h t h e i r o w n i d e a s .n. In the end it is strongly recommended to eliminate the government influence on each

and every function of HR department at OGDCL.

12. Conclusion

From this whole discussion we conclude here that though HR department has well formulated policies. There is strong need for the just implementation of such policies. Though each and everything is written in papers about these policies but unfortunately practices in some cases are quite different. So practices must be in accordance of the policies and government should not use its influence and provide freedom for the proper functioning of Human resource department.