1. 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. 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. 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. 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. 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. 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. 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. 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. 9
10. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
28. 28. 28 Average Benchmarked 3.33 4 4 4 3.33 4 2.67 4 3.67 4 Average Benchmarked 4.67 5 3.67 5 4 5 5 4 4 4 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 1 2 3 4 5 DY. MANAGER Avg Benchmarked
29. 29. 29 Average Benchmarked 4 5 3.33 5 4 5 3.67 4 4 4 Average Benchmarked 4.67 5 4 5 4 5 4 4 0 1 2 3 4 5 6 1 2 3 4 5 MANAGER Avg Benchmarked 0 1 2 3 4 5 6 1 2 3 4 5 MANAGER Avg Benchmarked
30. 30. 30 4 4 Average Benchmarked 4 5 4.33 5 3.67 5 3.67 4 3.67 4 Average Benchmarked 5 5 4.33 5 4 5 4.33 5 4.67 5 0 1 2 3 4 5 6 1 2 3 4 5 MANAGER Avg Benchmarked 0 1 2 3 4 5 6 1 2 3 4 5 MANAGER Avg Benchmarked
31. 31. 31 Average Benchmarked 4.33 5 4 5 4 5 4.67 5 5 5 Average Benchmarked 0 1 2 3 4 5 6 1 2 3 4 5 SENIOR MANAGER Avg Benchmarked 0 1 2 3 4 5 6 1 2 3 4 5 SENIOR MANAGER Avg Benchmarked
32. 32. 32 4.33 5 4.33 5 4.33 5 5 5 4.33 5 Average Benchmarked 4 5 3.67 5 4.33 5 4 4 4 4 Average Benchmarked 4.33 5 3.67 5 4 5 3.8 4 4.2 4.4 4.6 4.8 5 5.2 1 2 3 4 5 SENIOR MANAGER Avg Benchmarked 0 1 2 3 4 5 6 1 2 3 4 5 ASSISSTANT MANAGER Avg Benchmarked
33. 33. 33 4 4 3.67 4 Average Benchmarked 5 5 4 5 4.67 5 4.67 5 4.67 5 0 1 2 3 4 5 6 1 2 3 4 5 MANAGER Avg Benchmarked 0 1 2 3 4 5 6 1 2 3 4 5 SENIOR MANAGER Avg Benchmarked
34. 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. 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. 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. 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. 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. 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. 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. 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. 42 0% 26% 36% 38% LEADERSHIP SDA DA A SA 0% 15% 62% 23% RECOGNITION SDA DA A SA
43. 43. 43 10% 23% 34% 33% COMMUNICATION SDA DA A SA
44. 44. 44 5% 22% 60% 13% DECISION MAKING SDA DA A SA 10% 24% 34% 32% CO-WORKERS SDA DA A SA
45. 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. 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. 47 Recommendations and suggestions
48. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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