Ppt Ke Tayare

8/7/2019 Ppt Ke Tayare

http://slidepdf.com/reader/full/ppt-ke-tayare 1/61

1.1OVERVIEWOil India Limited (OIL) is a premier National oil company, engaged in the business of

Exploration, Production and Transportation of Crude Oil and Natural Gas. Oil India Limited is a

³Schedule A´ company under the Ministry of Petroleum and Natural Gas, Government of India..

The net worth of the company as on 31st March 2009 is 9331.03 Crores and the profit after tax is

2161.68 Crores.

OIL is having over 1 lakh Sq. Km. of PEL/ML areas for its exploration & production activities.Majority of OIL¶s activities is being taken up in the North East from where its entire crude oil

production and majority of gas production is coming. Rajasthan is the other producing area of OIL from where it is producing 10% of its total gas production. The Company¶s explorationactivities are spread over onshore areas of Ganga Valley & Mahanadi in addition to its onshoreareas in North East and Rajasthan.

The Company is currently in the process of constructing a 660 KM long Product Pipeline from Numaligarh to Siliguri. The Pipeline is expected to be completed by mid 2007. OIL also sells its produced gas to different customers in Assam viz. BVFCL, ASEB, NEEPCO, IOC (AOD), andAPL and to RSEB in Rajasthan. The company also produces Liquefied Gas (LPG) in its plant atDuliajan, Assam.

1.2HISTORY OF OIL

The story of Oil India Limited (OIL) symbolizes and traces the development and growth of India¶s petroleum industry. From the first commercial discovery of crude oil in the far east of

India at Digboi (Assam) to become a fully integrated upstream petroleum company. OIL hastraversed a great distance. In the process, it has crossed many a milestone.

The first geologist to visit Assam was H.B.Medlicott, who visited the area between Jaipur andLedo in Upper Assam, where he found several coal seams. He was much impressed by the oilseepages in these localities and recommended drilling for oil. This was the period when wellswere drilled near the oil seepages and our geological knowledge about the occurrences of oil wasvery vague. The wells drilled near Jaipur in 1866 were unsuccessful; those drilled in 1867 at

Namdang (Makum) near Margherita produced some oil but because of the absence of adequatetransport facilities, no further attempts were made;In 1882, the first railway line in Assam from Dibrugarh to Margherita was opened for traffic;

With this improvement, drilling was soon resumed in Makum-Namdang area, where a few yearsearlier, the engineers of Assam Railways and Trading Company, while surveying the rail route to

Margherita had accidently come across oil seepage along the edge of the low hills near Digboi A

R& T Co. started drilling in Digboi in 1889 and discovered oil in the first wild-cat well after

drilling to 622 ft. Immediately afterwards, several development wells were drilled in the

immediate neighborhood of the oil seepages. Through the wooden derricks, thatched with leaves



to keep out the sun and rain, were incapable of reaching great depths, some of the early

development wells were drilled to about 1.000 ft. The development wells at Digboi were

productive but the results of drilling at Makum were disappointing. However, a µtea-pot¶

refinery, which was planned earlier, was completed at Margherita in 1893 to which oil from

Digboi was sent by rail in tank wagons

In 1899, by which time 14 wells had been drilled, the A.O.C. was formed to take over the

management of A.R & T Co.¶s interested in the Digboi ±Makum area. During the same year, the

Digboi refinery, with a capacity of nearly 20,000 imperial gallons (500 barrels) per day, was

produced.

1.3 THE EVOLUTION OF OIL INDIA

LIMITED

The Government of India (GOI) registered it as a Rupee Company with two-third shares owned

by AOC/BOC and one-third. By a subsequent agreement on 27 th July 1961, GOI and BOC

transformed OIL to a Joint Venture Company (JVC) with equal partnership.

OIL remained a Joint Venture Company for over two decades. The atmosphere of tolerance and

adjustment between the partners was such that once our late Prime Minister Mrs. Indira Gandhi

remarked-

³OIL is a fine example of the co-operation between the Public and Private Sectors.´

On 14 th October 1981 Oil India Limited (OIL) become a wholly owned Government of India

enterprise by taking over BOC¶s 50% equity and the management of Digboi oilfields changed

hands from the erstwhile AOC to OIL. During this span of time, 1001 wells were drilled in the

Digboi oilfields in an area of 13 sq.kms with peak production achievement of 900 kilo Liters per

day (KLPD).

OIL INDIA LIMITED (CORPORATE SPREAD)



1.4 OBJECTIVES & VISION

y To achieve self sufficient in Hydrocarbon Resources.

y To get adequate return on capital.



y To promote R&D in Hydrocarbon Exploration.

y To encourage Technical advancement for Import substitution.

y To Develop or Promote use of Non- Conventional Energy Resources.

y To build excellent Management team.

y To build and project an Efficient Corporate Image.

OBJECTIVES TOWARDS EMPLOYEES

To establish personnel policies for the well-being of its employees.

To Induct and Develop competent persons at all levels.

To provide Training and Development opportunities to enhance skills for

optimum contribution.

To evolve a system of closer association in involvement of employees to

encourages sports, cultural and other activities for promotion of healthy

community and fellow feelings.



OBJECTIVES TOWARDS PEOPLE

y Social and Community Development.

y Development of ancillary and Small-scale units.

y Promotion of Pollution Environment.

y Healthy interaction with the users and Business Associates.

VISION

y OIL India is the fastest growing energy company with highest profitability.

y OIL India delights the customers with quality products and services at competitive prices.

y OIL India is a learning organization , nurturing initiatives, innovations and aspirations

with best practices.

y OIL India is a team , committed to honesty, integrity , transparency and mutual trust

creating employee pride.

y OIL India is fully committed to safety , health and environment.

y OIL India is a responsible corporate citizen deeply committed to socio ± economic

development in its areas of operations.

y 1.5 CORE ACTIVITIES y EXPLORATION AND DEVELOPMENT

y DRILLING AND WORK OVER SERVICES

y PRODUCTION ACTIVITIES

y WIRE LINE LOGGING SERVICES



y PIPELINE ACTIVITIES

y 1.6 ORGANIZATIONAL STRUCTURE

Oil India Limited has the following Departments operating at its Field Headquarter at Duliajan,

Assam.

y Administration

y Public Relation

y Training and Development

y Finance and Accounts

y Personnel

y Planning

y Civil

y Contracts

y Drilling

y Chemical

y Electrical Engineering

y Field Engineering

y Geological and Reservoir Engineering

y Geophysics

y Information Technology

y Instrumentation and Field-Communication

y Internal Audity Land

y LPG

y Materials

y Health and Hygiene (Medical Department)



y Pipeline

y y

y

y

y

y

y

y

y

y

y

y

y

y

y

y

ORGANIZATION STRUCTURE OF OIL INDIA LIMITED

CMD

MainProducingAreaDirector (Operation)

Head(P&BD)Head

(G&R)Head (GS)Head(SpecialProject)Head(ResearchInstitute)

ServicesBusiness

ED (SB)

Head(OD&OS)Head (PLServices)

NewGrowthArea

Director (E & D)

Head(ROI)Head (RP)

Head(E&DGroup)Head(NEF)Head(Global)

SharedService

ED (SS)

Head(Accounts)Head(Engg)

Head(Services)Head(R&D)Head(S&E)Head(H&H)Head (IT)

Corporate Centre

Director Director (HR&BD)(Fin)

Finance GM (Org & CVOontroller PD)

GGMHead Head (HR (CA)(Audit) Policy)

HeadHeadHead (Cordn) (AcPolicy) (Admin)Head Head

(Finance) (CR&C)Head

Head (C&P)(Treasury)



1.9 AWARDS

y GREEN TECH AWARD for Environment management in 2002.

y Golden Peacock award for Corporate Social Responsibility in 2002

y " Company has environment conferred " Performance Excellence Award, 2005-06 " by the

Indian Institution of Industrial Engineering (IIIE). "

y " Excellent " performance rating by the Govt. of India for the last four years. " Excellent

Performing Public Sector Enterprise Award " for the year 1998-99.

y " Excellent Performing Public Sector Enterprise Award " for the year 1998-99.

y Award for " Excellence in Riverbed Survey " for 1998-99.

y " Best Oil & Gas Processing Unit " Award for 1997-98.

y " International Green Land Society National Award 1997-98 " for the best Energy

Conservation and Implementation.

y " Largest Accident Free period - 1997-98 and 1998-99 " .

y TERI award for the best project in Corporate Social Responsibility in 2005 from over 130

participating companies.

y The India Today-CRISIL survey included OIL in the coveted list of five best Public

Undertakings and among the best three in Energy Category in 2005.

y Based on its performance OIL was rated No.1 Public Sector Company in a surveyconducted by the Department of Public Enterprises, Govt. of India in 2006.



ISO Certifications received by Oil India Limited

y ISO-9000:2000 Certification (Quality Management System) : LPG Plant

y ISO-9001:2000 Certification : Gas Based Power Plant

y ISO-9000:2000 (Quality Management System) : Trunk Pipeline

y ISO-14001 (Environment Management) : Trunk Pipeline

y OHSAS 18001 (Occupational Health and Safety Assessment Series) : Trunk Pipeline

y ISO:9001:2000 on 22-10-2005 : OIL Hospital at Duliajan

TERI CORPORATE SOCIAL RESPONSIBILITY AWARD, 2003-

04.

y Oil India Limited (OIL) bagged the prestigious TERI Corporate Social Responsibility

Award, 2003-04, which was presented to OIL in recognition of corporate leadership for

good corporate citizenship and sustainable initiatives amongst corporate with turnover

above Rs 500 crores.

y " Excellent " performance rating by the Govt. of India for three consecutive years 1997-98,

1998-99, 1999-2000.

y " Excellent Performing Public Sector Enterprise Award " for the year 1998-99.

y Award for " Excellence in Riverbed Survey " for 1998-99.

y " Best Oil & Gas Processing Unit " Award for 1997-98. " Excellent Performing

y Largest accident free period ± 1997 ± 98 and 1998 ± 99.

y Public Sector Enterprise Award " for the year 1998-99.



1.10 HRM AT OIL

PHILOSOPHY AND STRATEGY:

Oil exploration in India began in Assam in the early 19 th Century. The roots of Company¶s

experience in the oil business stretch back through antecedent companies to the beginning of this

century. Established with the B.O.C as the Government¶s first joint venture, OIL became a

public sector company in 1881. OIL has a long innings of record breaking organization

performance and Technical excellence. It continues to be a model in the field of Human

Resource Management. Its success has been primarily based on a strong foundation, highly

values, religious cultivated over the years. Its sustained organizational growth and excellence can

be attributed to a systematic delivering of its human resource goals with its overall corporate

mission.

The Company believes that people are its most precious assets and central to the organization.

This has led to the development of an organizational policies and philosophy where development

and continued growth of the people became an important objective of the company. Human

Resource Management in OIL is therefore, an integrated approach focusing on the organization¶s

reaffirming faith to work with people and act through them to manage change and strive for continued excellence. This is translated in major activities as follows:

a) Organizational Development and Manpower Review: A systematic

and planned organization structure and manpower analysis is undertaken periodically so

that organization changes are effectively incorporated. For this purpose, external change

agents from the premier management training institutes of the country carry out

diagnostic surveys. Additionally internal change agents in the form of task force are

associated closely with the outside bodies for the effective implementation of the

organizational pattern. The emphasis is an optimum utilization of the Human Resource to

give better efficiency and productivity. The personnel policies are also reviewed and

updated from time to time with a view of enhancing the carrier progression and

aspirations of its personnel.



b) Training and Development: A systematic thrust on training and development

of its employees including managerial staff is carried out. The focus of training for the

senior management personnel is to develop multi-functional decision-making and

leadership skill for strategic management. For the management, the accent is on building

inter-personal, teamwork and interdisciplinary affiliation. The junior management

programs are based on developing appreciation of supervisory roles, cost control,

productivity, and safety discipline with the emphasis on acquiring more and more job

knowledge. The employee development process focuses on improving the skill,

leadership training, productivity awareness, safety, discipline, and awareness.

c) Industrial Relations: The company has been fortunate is having an excellent

record is maintaining good industrial relation from its inception. The strategy today is to

build up a cohesive and harmonious industrial relation climate through mutual

cooperation, trust, and integration of various unions in its fields and projects. This

harmony has been seen in the successfully union negotiations between the union and themanagement and sorting the grievances and other issues bilaterally. The industrial

relation strategies are also reviewed periodically.



HUMAN RESOURCES DEVELOPMENT (HRD) AS A

CATALYST:

HRD has to play an important role in increasing and maintaining the efficiency, effectivenessand productivity of the company by motivating and developing the inter-personnel and intra-

departmental relationships; team building responsibility and accountability; professional

excellence, innovation and flexibility, communication; and technology up gradation and

fostering involvement and commitment with a sense of belongingness to the company at all

levels. The role of HRD would be primarily that of a change agent. Apart from this role, HRD

strives to become a consultant within the organization with good credibility in motivating

deploying and effecting good performance by all participants in the organizational system

attuned to the stated corporate goals and strategies.

THE PEOPLE-WORK EXPERIENCE:

The experience and rigors of a century¶s existence in the oilfield operations of the lonely hills

and the steamy jungles of Assam have bred a work culture without a parallel in the annals of oil

companies. Growth, dynamism, adaptability and technological awareness has marked the

existence of OIL and today, it is OIL¶s prized workforce whose unstinted dedication, dynamismand commitment has led the company on to new frontiers of progress. Not a single person-hour

was lost due to industrial relations problem over the years. Today, the company has manpower

strength of about 8374 persons.





attitudes to contribute effectively towards the success of the organization. Systematic training is

the most effective and tested tool for performance enhancement and up-gradation of knowledge /

skills. Investment in training & performance improvement is considered essential for sustained

growth. Accordingly two training institutions, namely Management Training & Development

Center (MTDC) for Executives and OIL Training Institute (OTI) for the Non Executives were

conceived in 1984 and established in 1996 and 1997 respectively. Simultaneously a Management

Training Policy was formulated in 1986, which was revised in 2000. With the new HR initiatives

undertaken by the company a new Training Policy was formulated in 2003 which was revised in

2007 to meet the growing need of the company and aspirations of the highly skilled workforce.

TYPES OF TRAINING PROGRAMS

IN-HOUSE:

Various types of In-house Trainings are conducted with reputed External Faculties as well as

Internal Faculties in Technical, Behavioral, Managerial, Safety related and various statutory

programs. Some of the important in-house programs conducted include ± Short Radius Drilling

and Multilaterals, Managed Pressure Drilling ± Under Balanced Drilling, Petrel Software,

International Financial Reporting Standards, Seismic Modeling, Migration and Inversion, SAP,

Modern Safety Management, System Design and Documentation, Gas Lift School, Well Plan,

Well Cost, Creativity, Stress Management, Planning for a Happy Retirement Life, Mentoring,

Train The Trainers etc.

IN-COUNTRY: Based on requirement, technical as well as behavioral and managerial,

employees are nominated to attend training programs at various reputed institutes within the

country like - ASCI, IIMs, ISB, NPC, AIMA, IDT, Dehradun, NCCBM, Cummins, Greaves

Cotton, etc.



OVERSEAS : For specialized technical programs on Oil and Gas Technology like Drilling

technology, Production technology, Reservoir Engineering, Gas Turbine technology including

Applied Safety and managerial courses, employees are sent Overseas for training.

MTDC also co-ordinates the training of the students who have passed out from various ITI's and

Polytechnics of the region under the Apprenticeship Act. Summer training is also provided to

students from different Engineering Colleges and Management Institutes / Universities across the

country.



RECRUITMENT

2.1 INTRODUCTION

The human resources are the most important assets of an organization. The success or failure of

an organization is largely dependent on the caliber of the people working therein. Without

positive and creative contributions from people, organizations cannot progress and prosper.

In order to achieve the goals or the activities of an organization, therefore, they need to recruit

people with requisite skills, qualifications and experience. While doing so, they have to keep the

present as well as the future requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the required number and kind of

human resources are determined, the management has to find the places where the required

human resources are/will be available and also find the means of attracting them towards the

organization before selecting suitable candidates for jobs. All this process is generally known as

recruitment. Some people use the term ³Recruitment´ for employment. These two are not oneand the same. Recruitment is only one of the steps in the entire employment process. Some

others use the term recruitment for selection. These are not the same either.

Recruitment is a process of searching for prospective employees and stimulating and

encouraging them to apply for jobs in the organisation¶¶ ± Edward flippo

2.2RECRUITMENT PROCESS



The recruitment and selection is the major function of the Human Resource Management and

recruitment process is the first step towards creating competitive strength and strategic procedure

from sourcing the conditions to arranging and conducting the interviews and requires many

resources and time.

In fact recruitment stops only when organization ceases to exist. Recruitment in simple terms is

understood as a process of searching for obtaining applications of job from among which the

right people can be selected. We can define it formally as a process of finding and attracting

capable applicants for employment. The process begins when new recruits are sought and ends

when their applications are submitted.

2.3 FACTORS AFFECTING RECRUITMENT

a. Size of the organization.

b. Employment conditions in the community where organization is located.

c. The effects of past recruiting efforts which show the organization¶s ability to locate and

retain the good performing people.

d. Working conditions, salary and benefit packages offered by the organization.

e. Future expansion and production programs.

f. Rate of growth of the organization.

g. Cultural, economic and legal factors.



2.4 SOURCES OF RECRUITMENT

A. EXTERNAL SOURCES:

a) Press and Advertisement

Advertisement of the vacancy in newspaper, magazines ,trade journals are

widely used sources of recruitment.

b) Educational Institute

Various management institutes ,engineering colleges ,medical colleges etcare good source of recruitment.

c) Placement Agencies

Several private consultancy firms perform recruitment functions on behalf of the

client companies by charging a fee.

d) Employment Exchanges

An employment exchange is an office set up for bringing together as quickly as

possible, candidates searching for employment .These are established by the

government.

B. INTERNAL SOURCES:

a) TransferIt is a source of recruitment in which a candidate is transferred from one section

to other ,one department to another , one office to another office of different

region



b) Promotion

It is a method of filling a vacancy from internal sources by promoting people from

his/her current designation . In promotion the candidate gets higher designation

with higher the salaries and responsibilities and more the authority.



2.5 STEPS OF RECRUITMENT PROCESS

1) RECRUITMENT POLICY

It defines the objectives of the recruitment and also provides a framework for

implementation of the recruitment program. The policy should be based upon corporate

goals and needs.

2) RECRUITMENT ORGANISATION

It is necessary to centralize the recruitment and selection function in a single office. This

will bring about maximum efficiency and success in hiring.

3) FORECAST OF MANPOWER

This usually specifies:

a ) Jobs or operations for which the person should be available.

b) Duration of their employment.

c ) Salary to be offered and terms of their employment.

d ) Necessary qualification and experience.

4) SOURCES OF RECRUITMENT



There can be 2 kinds of sources of recruitment

a) Internal

b) External

5) METHODS OF RECRUITMENT

It can be divided into 3 categories:

A).Direct: In this method recruiters visit colleges and technical institutions to hire

students for responsible positions.

b).Indirect: This involves advertising in newspapers, radio, journals etc.

c) Third Party Method: This includes use of commercial or private employment

agencies, recruitment firms

2.6 PURPOSE OF RECRUITMENT

1. Determine the present and future requirement of the organization in conjunction with its

personnel planning and job analysis activities.

2. Increase the job pool of candidates at minimum cost.

3. Help increase the success rate of selection process by reducing the number visibly under

qualified or job applicants.

4. Meet the organization¶s legal and social obligations regarding the composition of its

workforce.



2.7 PHILOSOPHIES OF RECRUITMENT

The traditional philosophy of recruiting has been to get as many people to apply for a job as

possible. A large number of jobseekers waiting in queues would make the final selection

difficult , often resulting in wrong selection . Job dissatisfaction and employee turnover are

consequences of this. A persuasive agreement can be made that matching the needs of the

organization to the needs of the applicants will enhance the effectiveness of the recruitment

process. The result will be a work force which is likely to stay with the organization longer

and performs at higher level of effectiveness.

Two approaches are available to bring about match.

a)Realistic Job Preview ( RJP ) and

b) Job Compatibility Questionnaire ( JCQ ).



A) REALISTIC JOB PREVIEW ( RJP )

RJP provides complete job related information both positive and negative to the applicants.

The information provided will help the job seekers to evaluate the compatibility among the

jobs and their personal ends before hiring decisions are made.

It shows a lower rate of employee turnover particularly for complex jobs and higher level of

job satisfaction and performance.

B) JOB COMPATIBILITY QUESTIONNAIRE ( JCQ )

JCQ was developed to determine whether applicant preferences for work match the

characteristics of job. It is designed to collect the information on aspect of a job which has

bearing on employee performance, absenteeism and turnover. The underlying assumption is

that greater the compatibility greater the profitability of employee effectiveness and longer

the tenure.

OIL EXECUTIVE¶S RECRUITMENT POLICY

PHILOSOPHY: An important element of HR policy of OIL is to have in place the skills and

resources required for achievement of the goals laid out in the Strategic and Corporate Plan.

While there is a lot of emphasis on developing internal resources , recruitment also plays an

important role.

OBJECTIVES: The objectives of recruitment policy are:

a) To help attract and recruit the required talent at all levels in the

organization

b) To ensure quality of resources recruit

c) To carry out this process in a timely , competitive and cost effective

manner



APPLICATION: This Policy is applicable to all personnel seeking employment against

regular position in executive cadre in Oil India Limited. It is also applicable to the personnel

seeking employment under OIL Executive Trainee Scheme.

RECRUITMENT BASED ON MANPOWER PLANNING PROCESS:

Recruitment is based on Manpower Planning Process that would identify vacancies at different

levels and salary grades in the company. The process of identification of vacancies is based on

the following:

a) Positions falling vacant due to separations, transfer, promotions etc.

b) Positions likely to fall vacant arising out of succession planning.

c) New positions or job roles necessitated by an assessment of Oil¶s business

environment, strategy and business plan and changes in structure.



FORMULATION OF ANNUAL RECRUITMENT PLAN:

The Annual Recruitment Plan is generated from the annual Manpower Planning Process. Based

on the assessment of total manpower and skills sets required , the Annual Recruitment Plan is

generated specifying :

a) Total number of recruitments planned for the year.

b) Grade at which these recruitments will be made i.e. entry grade or higher

grade.

c) Numbers to be recruited of different skill sets ± e.g. geologist, chartered

accountants etc.

METHOD / SOURCE OF FILLING POSITIONS OR JOB ROLES

a) Direct recruitment through open advertisement , campus recruitment at a reputed

and recognized institute , walk ±in ± interviews , OIL website etc.

b) Promotion of departmental employees already in the service of the company.

c) Borrowing service in exceptional cases from the Central Government or State

Government or Public Sector Undertakings or local or other autonomous

authorities. However the period of deputation will not exceed 5 years.

d) Engagement of persons having relevant competencies and experience on contract

basis.

e) Any other source such as pool of technical / professional persons maintained by

NCST , CSIR , other Government agencies etc.



SELECTION PROCESS

A) RECRUITMENT THROUGH OPEN ADVERTISEMENT :

Personnel department will initiate the process of recruitment through open advertisement. Theactivities include:

1) Notification of Press advertisement as per company norms.

2) All applications for direct recruitment shall be scrutinized and the eligible

candidates will be shortlisted for written test.

3) Fixing dates for written test and co-ordination of logistics

4) For every vacancy , a maximum of 10 candidates will be called.

Stage 1: Written Test

All shortlisted candidates shall have to appear in a written test. Candidates who clear the test

shall be considered for next round of selection process.

Stage 2: Interview

The Selection Committee will conduct interview of the short listed candidates called for viva ±

voce.



B) RECRUITMENT THROUGH CAMPUS:

Personnel department will initiate the process of campus recruitment which shall normally be

done for specialized disciplines like Fire service , Geology , etc.

Stage 1: Written Test

All short listed candidates shall have to appear in a written test. Candidates who clear the test

will be considered for next round of the selection process.

Stage 2: Final interview

The Selection Committee will interview the short listed candidates and will short list them on the

basis of their scores in the Interview and the Written Test in an equal weightage. The Committee

may hold an additional screening round in the form of Group Discussion.

DEPUTATION FROM OTHER ORGANISATIONS TO OIL: Company may

borrow services of personnel in exceptional cases from the Central Government or State

Government or Public Sector Undertakings or local or other autonomous authorities. However,

the period of deputation will not exceed 3 years and terms and conditions will be as per the

Deputation Policy of the company.

ENGAGEMENT ON CONTRACT: Depending upon business and special skill sets /

competencies requirements , Company may engage qualified and experienced persons having

relevant experience on contract basis.



APPROVAL OF THE APPOINTING AUTHORITY: All recruitment will be

processed only on receipt of approval from the Appointing Authority. The Selection Committee

shall submit its recommendation of candidates found suitable for appointment in the order of

merit to Personnel Department for obtaining approval from the Appointing Authority.



MEDICAL FITNESS: No person shall be appointed in the service of the company unless

he or she has been medically examined and found fit by the Head (Health & Hygiene) of the

Company or the Companyµs authorized Medical Attendant.

JOINING FORMALITIES

Joining Time: Normally a person to whom an offer of appointment has been made is

expected to join the services of the Company within 45 days from the date of issue of

appointment letter

Reimbursement of fare at the time of joining: Candidates joining in Grade A to E shall

be reimbursed AC 2 tier train fare.

Transportation of Personnel Effect: The Company shall reimburse the cost of 01 no. of truck at

company hired rates at the point of departure to the lace of joining of a new executive.

Documentation; Regular Appointees: Appointees to regular executive cadre grades , upon

joining the Company , are required to report to the Personnel Department and furnish / fill the

documents as follows under:

y Joining Report.

y Acceptance of terms and conditions specified in the appointment letter

y Basic Bio Data Form.

y Police Verification Form..

y Gratuity Membership Form ( in duplicate ) and Nomination Form ( in triplicate )

y Provident Fund Membership & Nomination Form ( in triplicate ).

y Declaration & Nomination under the Pension Fund.

y Six passport size and two stamp size photographs.

y Dependent Declaration Form.



y Movable & Immovable Property Statements and declaration of particulars of

relatives in business with Company.

y TA claim Form , if entitled to TA

Executive Trainees: ET s joining the Company are required to report to the Personnel

Department and furnish documents as follows:

y Service Bond ( in duplicate )

y Joining Report.

y Contract Form under the Apprentices Act.

y Police Verification Form.

y Basic Bio Data Form.

y Ten passport size photographs.

y Acceptance of terms and conditions of appointment offer.

y T. A. claim form, if entitled to T.A.

Probation: All fresh appointments in the Company will be made on probation for a period of

one year. However , in case of workmen appointed to executive Grade A through internal

selections, the period of probation will be six months.

PERSONNEL



DEPARTMENT

OF

OIL INDIA LIMITED

FUNCTIONS :

a) SELECTION AND RECRUITMENT.

b) JOB ROTATION AND TRANSFER.

c) PROMOTION OF THE EXECUTIVES.

d) PERFORMANCE APPRAISAL OF THE EXECUTIVES.

e) PAYS AND ALLOWANCES.



f) SEPARATIONS.

The personnel department takes care of its employees from the day of their selection till their

separation. It takes proper steps to maintain relationship between every department and

executives along with acclimatizing with the needs of the organization . It also looks after sorting

out employee grievances so as to generate more performance orientation.

OBJECTIVES :

The objectives of the Personnel Department are generally divided into 5 basic categories . They

are as follows:

1. PROCUREMENT :

In this process the department basically deals with making the organizational structure of SBU s( strategic business units ) , different departments , different disciplines , and different levels

according to the skills of employees.



2. COMPENSATION:

The compensation process includes fixation and revision of pay scales periodically, maintenance

of pay related data of all executives, reviewing perks, fixation of compensation packages for

contract, temporary appointees, officer on deputation.

3. MAINTENANCE / INTEGRATION: The main activities of maintenance and

integration under the Personnel department are placements, transfer, job rotation, deputation. It

also process all types of promotion of executive

4. DEVELOPMENT; The activities include designing the framework, competencies,

assessment centers, feedback etc. It also deals with making of annual performance report of

employees study leave, training related matters

5. SEPARATION: The separation process under the Personnel department are related with

the activities of retirement, voluntary retirement , termination , exit interview, NOC for

employment after retirement , social security schemes.

RESEARCH METHODS :

Initially an extensive exploratory research was undertaken to gain insights into the general

nature of the research objectives, the possible decision alternatives and relevant variables that

need to be considered while designing the questionnaire.

Along the line of exploratory research the research objectives were redefined and the

questionnaire was designed. With the help of questionnaire a conclusive ( descriptive& casual )

survey was conducted in OIL , Duliajan.



SOURCES OF DATA :

Both primary and secondary data were used to collect information from the executive

respondents.

A) Primary Data:

y Questionnaire.

y Personal interview.

B) Secondary Data:

y Organizational magazines.

y Official websites.

y Various books.

y Information provided by the organization.

RESEARCH INSTRUMENT :

The research instrument was carried out through questionnaire and personal interview. A

structured questionnaire with close ended questions was used for the survey.

Q1. The following recruitment processes are used for recruitment in OIL in line with the OIL

Executives¶ Recruitment Policy 2007:

a) Direct Recruitment of ETs through Open Advertisement

b) Campus Recruitment

c) Workman Promotion

d) Deputation form other organizations

e) Contractual Appointments



f) Direct recruitment in grades

g) E- recruitment

This question was asked to know the knowledge of the existing employees about the OIL

Executives¶ Recruitment Policy 2007 and it was found that 90 percent of employees are aware of

the OIL Executive Recruitment Policy.

Q2.As per the OIL Executive¶s Recruitment Policy 2007 the % of workman promotes to

executive cadre shall not be more than

a) 22%

b) 25%

c) 30%

d) 35%

e) 37.5%

This question was asked to know about a specific provision of the OIL Executives¶ Recruitment

Policy 2007. From the survey, it was found that only 16% respondents says that Workman

promotes to executive cadre shall not be more than 30% which is true according to the policy.

This shows the ignorance of the people on their part, though the policy has been included in the

internal website of OIL which is accessible to all the Executives. So, Personnel

Department should make some efforts to illustrate the employees about the policy and make

them more proficient by instructing or giving demonstration to the employees.

Q3. Annual Recruitment Plan based on Annual Manpower Requirements has been able to bridge

the manpower gap:

Scale No. of Respondents Percentage (%)

Strongly Agree 9 14

Agree 20 31



Somewhat Agree 28 43

Disagree 6 9

Strongly Disagree 2 3

Total 65 100

Analysis : From the responses it has been observed that a total of 88% of respondents believe

that Annual Recruitment Plan based on Annual Manpower Requirements has been able to bridgethe manpower gap while 12% does not agree. The 2 respondents who µstrongly disagree¶ opine

that in Oil the Manpower gap, utilization has no links with recruitment plan. They are found to

be the newcomers in the organization who are not aware of the policy.

Conclusion : So we can conclude that the provision of Annual Recruitment Plan based on

Annual Manpower Review has helped to bridge the manpower gap to a considerable extent in

the organization.

Q4. Recruitment Advisory Committee formed to handle outside pressures has been successful in

thwarting such external pressures:


Strongly Agree 4 6

strongly agree14%

agree31%somewhat

agree43%

disagree9%

stronglydisagree

3%



Agree 30 46


Disagree 13 20


Total 65 100

Analysis : According to 74% respondents of OIL executives, the formation of RecruitmentAdvisory Committee has been successful in thwarting external pressures. While 26%

respondents think Recruitment Advisory Committee is not successful in handling outside

pressure. The 4 respondents who µstrongly disagree¶ are found to be the newcomers in the

organization who are not aware of the policy.

Conclusion : So we can conclude that Recruitment Advisory Committee formed to handle

outside pressures has been successful in thwarting such external pressures.

Q5. µExperience of internal candidates can be relaxed for 2 years for induction in Grade D and

above¶ ± the provision has helped only internal candidates to apply for higher opportunities

before entitlement.


strongly agree6%

agree46%

somewhatagree22%

disagree

20%

stronglydisagree

6%



Strongly Agree 6 9

Agree 30 46


Disagree 11 17


Total 65 100

Analysis : 78% of respondents feel that µExperience of internal candidates can be relaxed for 2years for induction in Grade D and above while 22% feel that that µExperience of internal

candidates should not be relaxed for 2 years for induction in Grade D and above. The 3

respondents who µstrongly disagree¶ have expressed some kind of grievance. According to them

there must not be any general rule; the promotion should be based on individual merit.

Conclusion : Along with the maximum percentage of respondents we can conclude that

µExperience of internal candidates can be relaxed for 2 years for induction in Grade D and

above¶. We can also conclude that the provision has helped only internal candidates to apply for

higher opportunities before entitlement.

Q6. Oil¶s selection process of Written Test, GD and Interview has helped to select suitable

candidates as required:

st ¡

¢

£

¤ y ¥ £ ¦ ¦

§

¨

¥ £ ¦ ¦

©

¨

s ¡

¦ w

¥ t¥ £ ¦ ¦

¨

s ¥ £ ¦ ¦

7 ¨

st ¡

¢

£

¤ y

s ¥ £ ¦ ¦

5 ¨




Strongly Agree 12 18

Agree 35 54


Disagree 7 11


Total 65 100

Analysis : 88% respondents opined that OIL¶s selection process of Written Test, GD and

Interview has helped to select suitable candidates as required while 12% respondents think it is

not enough sufficient to select suitable candidates as required. The 1 respondent who µstrongly

disagrees¶ feel that the company should follow other selection tools along with the existing ones.

Conclusion : OIL¶s selection process of Written Test, GD and Interview has helped to select

suitable candidates.

Q7. Campus Recruitment has helped OIL to recruit candidates from premier institutes:

strongly agree18%

agree5

%

somewhatagree15%

disagree11%

stronglydisagree

2%





Agree 25 38


Disagree 8 12


Total 65 100

Analysis : 88%ofrespondents are agreeing with the fact that Campus Recruitment procedure has

helped OIL to recruit candidates from premier institutes. While only 12% respondent¶s feel that

Campus Recruitment has not helped OIL to recruit candidates from premier institutes.

Conclusion : So we can conclude that Campus Recruitment has helped OIL to recruit

candidates from premier institutes.

Q8. Recruitment process of OIL is free from personal biasness:

strongly agree18%

agree39%

somewhatagree31%

disagree12%

stronglydisagree

0%



Scale No. of respondents Percentage (%)

Strongly Agree 5 8

Agree 30 46


Disagree 10 15


Total 65 100

Analysis : 82% respondents feel that Recruitment process of OIL is free from personal biasness.

While 18% respondent think that OIL recruitment process has moderate personal biasness. The 2

respondents who µstrongly disagree¶ feel that OIL recruitment process is not totally free from

personal biasness.

Conclusion : So we can conclude that Recruitment process of OIL is free from personal

biasness. It has very little or moderate biasness.

Q9. OIL requires a trainer pool of interviewers;

st ongl y ag ee8

ag ee46

s ome ! ha tag ee28

dis ag

ee1"

st ongl ydis ag ee

3





Agree 35 54

Somewhat Agree 7 11

Disagree 9 14


Total 65 100

\

Analysis : 83% respondents are agreeing that OIL required a trainer pool of interviewers while

a 17% respondent does not agree. The 2 respondents who µstrongly disagree¶ opine that OIL

already has our disciplines in this line; hence there is no need of having a different panel for

recruitment. OIL is not a recruitment company, it is an E & P company.

Conclusion : So we can conclude that OIL requires a trainer pool of interviewers to recruit the best talent which will help the Company in the long run.

Q10. OIL should follow the recent trends of recruitment

s tr r

r

somewha t ag r ee 11%

disag r ee 14%

s tr ongly disag r ee

3%



a) Outsourcing


Strongly Agree 6 9

Agree 28 43


Disagree 12 18


Total 65 100

Analysis : 80% respondents believe that OIL should follow the recent trends of recruitment like

Outsourcing. While 20% respondents does not agree. The 1 respondent who µstrongly disagree¶

is found that he is not aware of the OIL recruitment policy.

Conclusion : So we can conclude that OIL should follow the recent trends of recruitment like

outsourcing.

b) E recruitment

strongly agree9%

agree43%somewhat

agree28%

disagree18%

stronglydisagree

2%




Strongly Agree 4 6

Agree 20 31

Somewhat Agree 8 12

Disagree 30 46


Total 65 100

Analysis : 49% respondents feel that OIL should follow the recent trends of recruitment like E

recruitment. While 51% respondents do not agree that OIL should follow the recent trends of

recruitment like E recruitment. The 3 respondents who µstrongly disagree¶ are not aware that the

recruitment process in OIL takes much time.

Conclusion : So we can conclude that most of the respondents do not agree with the E-

recruitment process. According to them traditional sources are alright for the Company.

c) Poaching/ Raiding

st # ongl y ag # ee6 $

ag # ee31 $

s ome % ha t ag # ee12 $

dis ag # ee46 $

st # ongl y dis ag # ee

&

$




Strongly Agree 1 2

Agree 18 28Somewhat Agree 8 12

Disagree 35 53


Total 65 100

Analysis : 42% respondents feel that OIL should follow the recent trends of recruitment like

Poaching/ Raiding. While 58% respondents do not agree that OIL should follow the recent trends

of recruitment like Poaching/ Raiding. The 3 respondents who µstrongly disagree¶ are of the view

that it will help in attracting the skilled labour force which is required in the organization.

Conclusion : So we can conclude that most of the respondents do not agree with the Poaching/

Raiding recruitment.

Q11. OIL¶s recruitment policy helps in selecting the right person at the right time and at the right

job:

st ' ongl y ag ' ee2 ( ag ' ee

28 (

s ome ) ha tag ' ee12 (

dis ag ' ee0

3 (

st ' ongl ydis ag ' ee

0

(







Agree 25 39

Somewhat Agree 8 12

Disagree 15 23


Total 65 100

Analysis : 71% respondents agree that Venue of written examination should not be limited upto

Guwahati only while 29% respondent feel that Venue of written examination should be limited

upto Guwahati only. There must be other venues all over India, which will facilitate in attracting

more skilled talents from all across the country. The 4 respondents who µStrongly Disagree¶ are

found that their knowledge about the OIL¶s recruitment policy is not convincing and they are

very conservative and think that local people will have less possibility of entering into the

company.

Conclusion : From the above analysis we can conclude that Venue of written examination

should not be limited upto Guwahati only, but more written test centres should be added.

Q13. OIL should undertake Campus Recruitment regularly from the Engineering Colleges and

Universities of North East:

st1

ongl y ag1

ee20 2

ag 1 ee39 2

s ome 3 ha tag 1 ee12 2

dis ag 1 ee23 2

st 1 ongl ydis ag 1 ee

6 2





Agree 40 62


Disagree 3 5


Total 65 100

Analysis : 92% of the respondents agree that OIL should undertake Campus Recruitment

regularly from the Engineering Colleges and Universities from Northeast. While only 8% of the

respondent does not agree with the fact. The respondents who do not agree with the fact

specified that ±instead OIL should venture more into campus recruitment from institutes of

national importance (INIS), IIT¶s, NIT.

Conclusion : So we can conclude that OIL should not only confine to Campus Recruitment

from the Engineering Colleges and Universities of North East but also take candidates from

premier institutes of India. It would lead to diversification, multicultural, multi-skill, pool of best

knowledgeable person

Q14. Company should have a pool of executives from other organizations on deputation:

strongly agree15%

agree62%

somewhatagree15%

disagree5%

stronglydisagree

3%




Strongly Agree 6 9

Agree 25 39


Disagree 20 31


Total 65 100

Analysis : 63% of the respondents agree that Company should have a pool of executives from

other organizations on deputation. 37% respondents opine that Company should not have a pool

of executives from other organization on deputation.

Conclusion : So we can conclude that Company should have a pool of executives from other

organizations on deputation.

Q15. Direct Recruitment at Grade C and above has adversely affected the morale of the

existing employees:

strongly agree9%

agree39%

somewhatagree1

4

%

disagree31%

stronglydisagree

6%





Agree 10 15


Disagree 5 8


Total 65 100

Analysis : 92% of the respondents agree with the fact that direct recruitment at Grade C and

above have adversely affected the morale of the existing employees. While8% of the respondents

does not agree with the fact.

Conclusion : We can conclude that direct recruitment at Grade C and above have adversely

affected the morale of the existing employees and it should be taken care off as it is to hamper

the existing B Grade promotion problems. Few executives had joined in Grade B with 5 yrs

experience in the organization, they will suffer most.

Q16. Process of Medical Examination causes unnecessary delay in the recruitment process:

st 5 ongl y ag 5 ee31 6

ag 5 ee1

7

6

s ome 8 ha tag 5 ee46 6

dis ag 5 ee8 6


0 6





Agree 18 28


Disagree 14 22


Total 65 100

Analysis : 74% of the respondents agree that process of Medical Examination causes

unnecessary delay in the recruitment process. While 26% of the respondents opine that it does

not cause any delay in the recruitment process

.

Conclusion : We can conclude that the process of Medical Examination causes unnecessary

delay in the recruitment process. It takes long time in giving or clearing fitness of a newly joined

employee. The same may be incorporated at the time of interview only.

Q17. Annual audit of the recruitment process has to be carried out regularly:

st 9 ongl y ag 9 ee30 @

ag 9 ee28 @

s ome A ha tag 9 ee1

B

@

dis ag 9 ee22 @


B

@

1





Agree 30 46

Somewhat Agree 8 12

Disagree 7 11


Total 65 100

Analysis : 89% of the respondents agree with the fact that Annual Audit of the recruitment

process has to be carried out regularly because sometimes it is difficult for a newly joined

executive to directly consult a very senior employee. 11% of the respondents do not agree with

the fact.

Conclusion : So we can conclude that Annual Audit of the recruitment process has to be

carried out regularly and this will help in bridging the gap and smooth running of the department.

If this audit is done regularly flow of learning will also be very good.

Q18. What is your opinion about the timeline (from the date of release of advertisement to the

date of joining) of OIL¶s recruitment process?

st C ongl y ag C ee31 D

ag C ee46 D

s omeE

ha tag C ee12 D

dis ag C ee11 D

st C ongl ydis ag C ee

0 D

1




Timely 10 15

Lengthy 12 18

Somewhat Lengthy 33 52

Too Lengthy 10 15

Total 65 100

Analysis : 15% of the respondents think that the timeline of OIL¶s recruitment process is

µTimely¶ while 85% of the respondents think that it is µLengthy¶.

Conclusion : From the above analysis we can conclude that the timeline of OIL¶s recruitment

process is µLengthy¶. To reduce such the timeline OIL must follow other recent trends, which are

in vogue.

Q19. What other tools OIL can include in testing the aptitude of the applicants?

timely1

F

%

lengthy18%

somewhatlengthy

F

2%

too lengthy1

F

%




Telephonic Interview 10 15

Psychometric testing 20 31

Intelligence Test 25 38

Word Association Test 5 8

Any Other 5 8

Total 65 100

Analysis : 69% of the respondents think that Intelligence test along with Psychometric test can

be introduced in Oil. While Telephonic Interview and Word Association Test gets lesser

importance in OIL.

Conclusion : On the basis of the responses, OIL should follow Psychometric test and

Intelligence Test for all departments. It should be designed to ascertain the capabilities, skills and

qualities of the candidates. These tests assess the technical competence, reasoning¶s and aptitude,

knowledge and awareness, language and communication skills required to succeed in a company.

Candidates who clear the test successfully will undergo personal interview.

Q20. Please provide your valuable inputs for improvement of the existing recruitment process:

telephonic

inte G vieH

1I

P

psy chome t G ic test ing

31 P

intelligence te st38 P

H

o G d a ss ocia tion

te st8 P

an y othe G

8 P

1



Following are the inputs provided by the Executives¶ for the improvement of the existing

recruitment process:

Campus recruitment should be carried out for all departments all over India

Recruitment should be done every year to bridge the Manpower gap.

Process should be transparent and time bound and vacancy to be filled in time

(regular intervals) to avert dissatisfaction.

Company should have a regular format for recruitment so as to strike a balance

between separation and induction.

Proper job description to be provided to the applicants during pre-placement

talks.

More training programs need to be carried out.

Should attract best talents from across the nation and should not have parochial

view while recruiting.

Apart from academic background, good communication skills and managerialskills are to be looked into while selecting executives.

For entry level position, the candidates have to undergo respective tests

designed to ascertain the capabilities, skills and qualities. These tests assess the

technical competence, reasoning¶s and aptitude, knowledge and awareness,

language and communication skills required to succeed in a company.

Candidates who clear the test successfully will undergo personal interview.

Recruiters can add telephonic interview for all candidates and based on that they

can select limited students and then can go for written test.

Start e- recruitment process as soon as possible and if possible start outsourcing.

Application process and written test can be made online.



While recruiting at the entry level, the time period required for learning the job

should also be taken into account.

There should be measure to ensure a candidates competence, and willingness to

work for OIL, and there must be transparent disclosure of career progression prospects, being made available to the candidate at the time of recruitment

The policy must be put to frequent revision.

Can have idea from other organizations recruitment policy

SUGGESTIONS

AND

RECOMMENDATIONS



A good business must be related to basic strength and weakness of the organization. It must

encompasses in its fold as many related areas of function as possible, it must relate to the

function of the production services and must be wide enough to enter into new opportunities.

Hence the recommendations are made based on organizations policy, vision, departmental

strength, and collected data, responses to the queries and interview and discussion.

According to the research or study, the Company should work in the following areas for making

the µExecutive Recruitment Policy¶ more effective:

The selection process used by OIL i.e. Written test , Group discussion and Interview has

helped to select suitable candidates but in the near future it is also suggested that OIL

may also incorporate Intelligence Test and Psychometric Testing.

Due to the remoteness of North-Eastern region and non availability of avenues for

appointment OIL may start recruiting through campus from Engineering Colleges and

Universities of the Northeast region every year.

A common view was that requirement of trained pool of interviewers is a need of the

hour of the organization.

OIL must organize Written test at venues other than Guwahati.

OIL must try to bring more and more executives on deputation which will help in

bringing new ideas, skills to the organization.



Direct recruitment at Grade C and above has adversely affected the morale of existing

employees.

The policy statement which reveals that relaxation of experience of 2 years for internal

candidates to be inducted in Grade D and above has only helped the internal candidates incertain departments only. This has caused resentment among large number of executives

in different departments.

The recent trends of sources of recruitment, outsourcing and e-recruitment are in vogue;

which takes less cost and time. Hence OIL may also follow the above mentioned sources

to cut down the recruitment cost and the time taken by manual process.

Although OIL recruit at the right time- succession planning has to be made effective so

that it balances the gap of the superior and the subordinate, which will improve the whole

organization. But during personal interaction it was evident that there lacks proper

succession planning in the organization. Annual recruitment may be one of the solutions

to this problem.

Recruitment process of OIL from the date of advertisement to the date of joining is too

lengthy, hence OIL must take steps to cut down the process. One such measure may be

cutting down the Medical Examination Process.

Annual Audit of the recruitment process has to be carried out at regular intervals.



CONCLUSION



The research work is the result of applying theoretical knowledge to the practical field.

Through the research I have been closely exposed to the current realities, practical

applications and challenging scenarios of the company.

The project helped me to understand the various steps involved in the recruitment for

executives of Oil India Limited and also by performing a survey it helped me to know the

opinion of the existing employees about the recruitment policy.

It was found that most employees are satisfied with the recruitment process .Some

employees do not have in -depth knowledge about the policy and were not able to provide

reliable information.

The recommendations suggested will surely help the Company in formulating better

recruitment policy.

With enormous guidance I have successfully completed the project.



Documents

Ppt Ke Tayare