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    HR Policies Ongc

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    Veral Agarwal
    ONGC has HR policies that include performance management, training and development, social security programs, and job rotation policies. Performance is assessed using both quantitative and qualitative metrics in different key result areas. Training is provided through various internal institutes. Social programs include a contributory provident fund and death benefits. Job rotation occurs every 3 years for sensitive posts and aims to accommodate employee location preferences.

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    HR Policies Ongc

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    Veral Agarwal
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    ONGC has HR policies that include performance management, training and development, social security programs, and job rotation policies. Performance is assessed using both quantitative and qualitative metrics in different key result areas. Training is provided through various internal institutes. Social programs include a contributory provident fund and death benefits. Job rotation occurs every 3 years for sensitive posts and aims to accommodate employee location preferences.

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    ONGC has HR policies that include performance management, training and development, social security programs, and job rotation policies. Performance is assessed using both quantitative and qualitative metrics in different key result areas. Training is provided through various internal institutes. Social programs include a contributory provident fund and death benefits. Job rotation occurs every 3 years for sensitive posts and aims to accommodate employee location preferences.

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    Attribution Non-Commercial (BY-NC)
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    Download as pptx, pdf, or txt
    127 views35 pages

    HR Policies Ongc

    Uploaded by

    Veral Agarwal
    ONGC has HR policies that include performance management, training and development, social security programs, and job rotation policies. Performance is assessed using both quantitative and qualitative metrics in different key result areas. Training is provided through various internal institutes. Social programs include a contributory provident fund and death benefits. Job rotation occurs every 3 years for sensitive posts and aims to accommodate employee location preferences.

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    of 35

    ONGC

    HR POLICIES

    Group members :

    Sonali Sonam Srivastav Sugandha Upadhyay Sunayna Sehgal Sukomal Pathania Vipasha Gera

    12DM161 12DM162 12DM163 12DM167 12DM165 12DM182

    Introduction
    ONGC has been ranked as the no. 2 Exploration & Production company in the world. Transparency International has ranked ONGC as most transparent company in India. It operates in 15 countries. Contribution to the economy of India: around 77% of crude oil production around 81% of natural gas production

    Performance Management System in ONGC


    Performance Management System (PMS) in ONGC is about maintaining or improving employees job performance through performance assessment tools, coaching and counseling.

    Performance Appraisal is a process of assessing the work performance and potential for development of an employee and develop performance based records.

    Assessment components Performance and Potential


    a) PERFORMANCE APPRAISAL (P) Divided in 4 KRAs:
    KRA 1: KRA 2: KRA 3: KRA 4: Quantitative & Timeliness System Improvement HSE/Office Management and Qualitative Aspects

    Assessment Components : Performance and Potential


    b) POTENTIAL APPRAISAL (Q) Mid-term Review: The system facilitates Mid-term Review of KPIs. Final Appraisal Report: The final assessment is done at the end of assessment year. Weight age for Performance & Potential varies with level of executives.

    Assessment components Performance and Potential


    b) Potential Appraisal (Q) To have objective assessment of an individual, goals and targets need to be stated in quantifiable terms & defined in KRAs/KPIs. It helps in:Assessment of performance Identify potential for higher responsibility Develop a system of performance-based rewards Counsel and facilitate employees on areas for improvement

    PERFORMANCE APPRAISALS REPORTS


    Counselling -reasons ascertained-includes system constraints and the behavioral dimensions of the employees and efforts made to develop self awareness in the employee for correcting personality traits.
    Disclosure of PAR- to ensure transparency Individual is made aware of the final PAR Grades and Marks along with remarks.

    Linkages with career progression- promotions, compensation linked to PAR

    TRAINING AND DEVELOPMENT


    Need for training and learning has been imperative in order to absorb new and emerging upstream Oil & Gas technology. ONGC has developed Multi Disciplinary Team (MDT) culture which requires all round development of team members.

    TRAINING AND DEVELOPMENT


    ONGC executives are exposed to trainings on management, functional streams, safety and quality at various training centresONGC Academy and Institute of Drilling Technology, Dehradun School of Maintenance Practices, Vadodara Institute of Petroleum Safety Health and Environment (IPSHEM) Goa. Institute of Oil & Gas Production Technology (IOGPT), Mumbai Employees are also sponsored for out-company programmes wherever requirements are too specialized and focused groups are small.

    SOCIAL SECURITY
    Contributory Provident Fund 12% of the salary is deducted from the salary and an equal amount is given by ONGC. CSSS-Corporate Social Security Scheme In case of premature deathRs 40 Lakhs for Officer level employees Rs 20 Lakhs for staff.

    CORPORATE SOCIAL RESPONSIBILITY


    Guidelines issued by the Department of Public Enterprises and Ministry of Corporate Affairs. ONGC has identified 12 focus areas where the CSR is contributing and most significantly the sustainable development is an essence of every activity. In health sector it has supported the varied programs through mobile medical vans, awareness campaigns and assistance for better health of the community.

    WOMEN EMPOWERMENT
    Recruitment in the core disciplines like Geology, Geo-science, Engineering etc., besides sufficient representation in support services disciplines like HR, Finance, etc. Women Development Forum (WDF) Supportive policies to cope with the multiple roles and responsibilities. Lady employees are generally given posting along with their spouses. Workshops are organized on Empowerment of Women for Managerial and Leadership Effectiveness.

    JOB ROTATION &TRANSFER POLICY


    Freedom to an executive to plan his movement across various assignment and locations. It has provisions to deal with Superannuation settlement issues, Medical constraints of employees and the families, education constraints of ward, etc. Employees can opt for 3 choice places for their posting , HR Planners have been able to achieve a percentage of > 90% in accommodating the 1st & 2nd choices. The entire process is online, with employees registering their options, generation of tentative transfer lists, issuing the orders etc. Only the actual process of obtaining approval from Director is manual.

    JOB ROTATION (contd.)


    A must every 3 years for sensitive posts. About 700 posts identified which are sensitive in nature. Sensitive due toPublic interface involved. Dealing with high value contracts. Some posts under CVC guidelines reserved for IAS/ IPS officers which are filled by mentioned officers who come in ONGC on deputation.

    INDUSTRIAL RELATIONS
    COLLECTIVE BARGAINING Asset / Basin Management resolve the local issues. Bilateral meeting held after every three months. Joint Committee Meeting is to be held after every six months. PARTICIPATION Certain issues with the unions, which are sorted out with mutual discussion.

    IR (cont.)
    GRIEVANCES HANDLING PROCEDURE a) Controlling Officer :- grievance before the Controlling Officer in writing and he will have to resolve the grievance for reply to the employee within given time frame. b) Level-2 level Officer:- If the employee is not satisfied he can raise his grievance to the Level 2 level officer. c) Key Executive:- If the individual is not satisfied with the decision of L2 level officer he can raise his grievance to Key Executive. d) Appeals Committee:- If the employee is still not satisfied with the decision of the Key Executive he can raise his remarks with the Appeals Committee wherein officers from Finance, HR, IR, Liaison Officer of Associations are co-opted, if needed.

    SEPARATIONS
    FORWARDING OF APPLICATIONS OF EMPLOYEES FOR POSTS OUTSIDE THE CORPORATION RESIGNATIONS EXIT INTERVIEW TERMINATION OF SERVICE SUPERANNUATION PREMATURE RETIREMENT SCHEME

    THANK YOU!

    Historical Profile
    1955 Oil and Gas Directorate, GOI 1956 Oil & Natural Gas Commission

    1959 Autonomous Statutory Body


    1994 Public Limited Company 1997 A Navaratna PSU

    2006: offshore acquisitions


    2008: Acquired Imperial Energy 2009: Maharatna Status 2010:Virtually state owned monopoly

    MANPOWER PLANNING PROCEDURE IN ONGC


    CORPORATE LEVEL GOAL CORPORATE PLAN

    IDENTIFICATION OF WORKLOAD
    ANALYSIS BY HRG CRITICAL REVIEW & ESTIMATION SCRUTINY BY KEY EXECUTIVE CHAIRMAN & MDS APPROVAL ISSUANCE OF SANCTION ORDER BY HRG ACTION FOR RECRUITMENT

    FORMATS
    SIMPLE 3 SHEETS DOCUMENT SEPARATE FORMATS FOR EXECUTIVES AT THE LEVEL E-1 TO E-3 AND E-4 TO E-6 AT E-1 TO E-3 LEVEL PERFORMANCE GIVEN HIGHER WEIGHTAGE

    AT E-4 TO E-6 LEVELS, MANAGERIAL TRAITS GIVEN HIGHER WEIGHTAGE


    DETAILED ASSESSMENT BY REPORTING OFFICERS

    OVERALL ASSESSMENT WITH DUE COMMENTS BY REVIEWING AND ACCEPTING AUTHORITIES

    HR INITIATIVES IN ONGC
    SHRAMIK - SYSTEM OF HUMAN RESOURCE AUTOMATED MANAGEMENT INFORMATION FOR KAIZEN SWAN (SAP WEB ADD ON) ICE- Information consolidation for efficiency PAYROLL MODULE (Interface between P&A and Finance) for better coordination and efficient working. SAMPARC (System of Automated Management of Personal activities, reimbursements and claims)

    ONGC INDIAN RANKING AND RECOGNITION


    Bagged the prestigious NDTV Profits Business Leadership Award in the Oil & Gas category. Topped the Business Today list of Most Valuable companies in India for the second year in a row. In the ranking, ONGC topped all the three categories viz . Market Capitalization, Net Profit and Net Worth.

    Topped Business Indias 100 listed of Indian companies ,based on a weighted average of several parameters, including Market Capitalization, Profit After Tax(PA), Net Fixed and Net Sales.
    Ranked 11th in the Economic Times 500 Ranking with the highest Market Capitalization, and Net Profit k, mainly due to lower P/E ratio and Return on Net Worth.

    ONGC GLOBAL RANKING OR RECOGNITION


    ONGC is ranked 115th in new list (based on profits ). Leading all Indian corporate Topped the list of sensex Indian companies figured in Business Weeks first annual ranking of Asias 50 best-performing listed companies drawn from a list of 625Asian firms, ONGC was ranked third among the 50 best Asian firms. Ranked 18th amongst 50 publicly traded global companies in oil &Gas industry based on market capitalization and 15thy amongst 2 listed integrated Oil & Gas companies. Conferred the Golden Peacock Award for the Corporate Governance during the International Conference on Corporate Governance Sole Indian entry into the UNCTADs top 50, non financial Transnational Corporations from developing countries ranked by foreign assets.

    ONGCians: Arjun Awardees

    Anil Kumar, Discus throw

    Alok Kumar, Snnoker

    Pankaj Advani, Billiards

    Virendra Sehwag, Cricket

    K.Sasikiran, Chess

    Sandeep Dhillon, Badminton

    Awards & Accolades


    Golden Peacock Award 2005 for Corporate Governance

    Golden Peacock Global Award 2005 for Corporate Governance (May, 2006)
    Amity Corporate Excellence Award (Feb, 2006)

    TERI Award for Corporate Social Responsibility (May, 2005)


    National Award for Excellence in Cost Management (Dec 2005) Enterprise Excellence Award by Indian Institution of Industrial Engineers (May, 2006) All India Public Sector Sports Promotion Board: the best sports promoter among all PSUs (24.06.2006).

    Awards & Accolades


    Moitlal Oswal CNBC: Biggest Wealth Creator among Indian Companies (Nov, 2005) BT: Most Valuable Company in India (Nov, 2005)

    ET 500: No.1 by Market Cap & Net Profit (Feb, 2006)

    No.1 in Business Indias Super 100 list (Nov, 2005)

    Businessworld-IMRB survey (June, 2006): Most respected PSU Best PSU: Peoples Award for Excellence in Business & Economy 2006, by Planman Media (June 2006)

    Awards & Accolades


    256th in Forbes Global 2000 list (Mar, 2006), Topper from India 454th in Fortune Global 500 & 95th in Fortune Global 100 (July, 2005)

    PFC Energy 50: 18th among top 50 publicly traded Global Oil & Gas Companies (Jan, 2006)

    Financial Times Global 500: 158th among the worlds largest companies (June, 2006), topper from India

    Onshore
    Director (Onshore)

    Focus Production

    Assets

    Ahmedabad

    Assam Tripura

    Karaikal Rajamundry

    Ankleshwar
    Mehsana

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