Evaluating Techniques of Training at Hindustan Petroleum Corporation Limited.
Submitted by: Sadaf Iqbal Class: BBA 5th Semester Enrollment number: A7006410027 Specialization: Human Resources Under Guidance of: Ms Garima Chabra
Ms Sana Moid
HR Manager
Lecturer
HPCL, Lucknow
ABS,Lucknow
AMITY BUSINESS SCHOOL AMITY UNIVERSITY UTTAR PRADESH LUCKNOW
DECLARATION
I hereby certify that the work which is being presented in the project entitled, “Training Evaluation in Hindustan Petroleum Corporation Ltd.”, is an authentic record of my own work carried out under the
supervision of Ms. Sana Moid, Lecturer, ABS, Lucknow. Lu cknow.
The matter presented in this Project Report has not been submitted by me for the award of any other degree of this or any other University.
Sadaf Iqbal
DECLARATION
I hereby certify that the work which is being presented in the project entitled, “Training Evaluation in Hindustan Petroleum Corporation Ltd.”, is an authentic record of my own work carried out under the
supervision of Ms. Sana Moid, Lecturer, ABS, Lucknow. Lu cknow.
The matter presented in this Project Report has not been submitted by me for the award of any other degree of this or any other University.
Sadaf Iqbal
STUDENT’S CERTIFICATE
Certified that this report is prepared based on the Dissertation project undertaken by me in “Training
Evaluation in Hindustan Petroleum Corporation Ltd.” under the able guidance of Ms Sana Moid in partial fulfillment of the requirement for award of degree of Bachelor of Business Administration (BBA) 2010-13 from Amity University, Uttar Pradesh.
Date.______________
Signature
Signature
Signature
Sadaf Iqbal
Ms Sana Moid
Professor V.P. Sahi
Student
Faculty Guide
Director (ABS)
FACULTY CERTIFICATE Forwarded here with a Research Project Report on Evaluating Techniques of Training at HPCL” submitted by Sadaf Iqbal, Enrollment NO.-A7006410027,Student of BBA,Semester-5th (2010-2013). This project work is partial fulfillment of the requirement for the degree of Bachelor in Business Administration from Amity University, Lucknow Campus, Uttar Pradesh.
Ms. Sana Moid, Lecturer, AMITY BUSINESS SCHOOL, AMITY UNIVERSITY UTTAR PRADESH, LUCKNOW CAMPUS, LUCKNOW-226010 UTTAR PRADESH
ACKNOWLEDGEMENT I am extremely thankful to employees of HPCL for guiding me at the internship and for sparing time from their busy schedules. My sincere gratitude goes to my faculty guide Ms. Sana Moid, Lecturer, ABS. I am highly indebted and thankful to her for sparing valuable time from her busy schedule in providing me constant guidance and cooperation for completing this project. I‟d also like to that Mrs Charu Bisaria , SIP coordinator and Professor V.P Sahi for their sincere guidance. I am extremely thankful to our respected faculty members of “AMITY BUSINESS SCHOOL” for giving me there whole hearted support, guidance and encouragement to me at every step of this project. There valuable suggestions and advices have been a constant source of inspiration to me in completing this project.
I am very keen to express my gratefulness to my friends, family members and classmates for their tremendous support, contribution and assistance at many steps of this project who made this difficult task a nice experience.
TABLE OF CONTENTS
S.No.
Topic
Pg. No.
1.
Executive Summary & Synopsis
8
2.
Chapter 1 : Introduction
12-15
1.1 Objectives of the Project
13
1.2 Scope of Study
14
1.3 Background of the study
15
Chapter-2 Company‟s Profile
19-37
3.
2.1 History of the company 2.2 Products & Services 2.3 Competitors 2.4 Balance sheet
4.
Chapter 3 : Research Methodology
47-59
3.1 Research Objectives
47
3.2 Research Design
47
3.3 Data Collection
48
3.4 Data Analysis
48-59
5.
61 1. Findings
63 2. Conclusions
65 3. Recommendations
6.
Chapter 4 : Results and Discussion
63-65
4.1 Recommendation 4. Conclusion
7.
Chapter 5: Annexure
67-75
References and Bibliography
Table of Graph
S.No. 1 2 3 4 5 6 7 8
PARTICULARS Graph 1 Graph 2 Graph 3 Graph 4 Graph 5 Graph 6 Graph 7 Graph 8
Page. No 46 47 48 49 50 51 52 53
Summary
This Project is mainly about evaluating techniques of training “Sada Aap ke Liye” given by HPCL, to their employees who work at their retail outlet. Questionnaires and Ch eck lists were prepared and a survey was taken place. Technique undertaken for training evaluation o f the workers was “kirkpatrick's four levels of evaluation model which is based on reaction, learning, behaviour and results. Various retail outlets in Lucknow were covered and the sample size of the survey was 100. Sampling method used in this survey was convenience sampling.
Synopsis The objective of the study is to determine whether the training “SAKL” which have been given to the retail outlet‟s dealers and its workers has been effective or not. While evaluating the training, the various needs of training were analysed. It was evaluated whether the dealer‟s are maintaining their retail outlets as per instructions or not. The study was held in 10 retail outlets of HPCL in Lucknow. Structured Questionnaires were prepared for the various workers at the outlet and hence the evaluation of the training was conducted.
Objective of this Study:
To evaluate the effectiveness of training imparted by HR Department in Hindustan Petroleum Corporation Limited. To find out methods to improve the present visibility for internal branding.
To survey various retail outlets (petrol pumps) in Lucknow and see whether the dealers of the concerned retail outlets are properly following the rules and regulations To check the effectiveness of the training given to dealers and workers “Sadaa Aap K e Liye”.
Chapter 1 : Introduction
Significance of the present study:
The purpose of evaluation is to determine whether or not the training, SAKL, have achieved the desired objective.
To monitor whether the performance of the workers in HP retail outlets have improved or not
To determine the forms of future training Programs.
To see whether dealers are maintaining their retail outlets properly.
Scope and Objectives of the Study : The evaluation of the training “SAKL” was conducted in Lucknow at various retail outlets. The training was mainly given to the dealers and workers and it covered areas of communications with the costumers, activities to be performed by the workers while a costumer comes, management of the retail outlet etc. The type of training policies used or the type of tra ining given to the employees was mainly “On the job training” : like giving Demonstration/ Instructions and conduction lectures/ coaching at work. Due to the fact that the workers at the retail outlets are not so educated or knowledge, training was conducted in a very easy language and it also included various fun activities like Role play, dramas, videos from various movie clips etc so that the
workers enjoy it. The main objective of the study was to study the visibility of HR Department in Hindustan
Petroleum Corporation Limited and to find out methods to improve the present visibility for internal branding.
Literature Review of the present study
Training and development are integrated elements of Statistics World‟s corporate human resource strategy. This strategy is supported by four pillars: entry-level recruitment of the best and the brightest; training for skill building; career broadening to develop versatility and to help nurture future leaders; and providing a positive work environment that helps to win the commitment of career employees. As a result of its efforts, the Agency has achieved recognition as a “best- practice” organization in career development. Notwithstanding this success, senior management is committed to finding ways to even further strengthen its management of training and development, as well as to identifying any opportunities that may exist to enhance employee access to training and development. The objectives of the study were to assess the overall accessibility of training and development, as well as the extent to which training and development is managed effectively. The scope of the study included formal training courses, with particular attention to flagship courses. Language training, computer -based training and survey specific training were not included. This work was accomplished through extensive interviews with managers, employees and training professionals as well as through researching of relevant training information and other documentation. Data gathering and analysis were carried out in the year 2000.
Findings on Accessibility of Training
Accessibility was examined from several perspectives: group and level, emplo yee opinion survey findings, employment equity, cost considerations, official languages, availability of information and required training. While some improvements to the accessibility of training can be made, corporately the findings indicate that training is generally available. The timeliness of required training for ES recruits is acceptable, for the most part. However, the proportion of CS recruits receiving required training in a timely manner has declined, over time. Some clarifications are still required concerning what constitutes required training and to whom it applies.
Findings on Effective Management
Two components of effective management were examined: planning and support for training and development; and evaluation tools, methods and practices. In general, the study found that planning and support for training and development at the corporate level are incorporated into organizational plans
and activities. At the divisional level, however, integrated planning and support is less evident
Although the study did not examine the functionality of the human resources s ystem, Global, and the sub-system, Global-Orbit, a number of those interviewed raised concerns regarding the completeness and usefulness of information in the system. Training literature reviewed during the conduct of the study consistently underlined the importance of using a number of different indicators to formally evaluate training. These include: participant reaction; learning; behaviour; and results. Participant reaction is the most commonly used technique within most organizations, and Statistics Canada is no exception. However, the Agency also carries out evaluation using the other three indicators, although to a lesser extent.
Different Types of Training Refresher training: Rapid changes in technology may force companies to go in for this kind of training. By organizing short term courses which incorporate the latest developments in a particular field the company may keep its employees up to date and ready to take on merging challenges. It is conducted at regular intervals by taking the help of outside consultants who specialize in a particular area. Cross functional training: Cross functional training involves training employees to perform operation in areas other than their assigned job. There are many approaches to cross functional training. Job rotation can be used to provide a manager in one functional area with a broader perspective than he would otherwise have. Departments can exchange personnel for a certain period so that each employee understands how other departments are functioning. High pe rforming workers can act as peer trainers and help employees develop skills in another area of operation. Cross functional training provides the following benefits to an organization (and the workers as well) (1) Workers gain rich experience in handling diverse jobs; they become more adaptable and versatile (2) they can better engineer their own career paths (3) they not only know their job well but also understand how others are able to perform under a different set of constraints (4) A broader perspective increases wo rkers understanding of the business and reduces the need for supervision (5) when workers can fill in for other workers who are absent, it is easier to use flexible scheduling which is increasingly in demand as more employees want to spend more time with their families. Eli Lilly and Compan y (India) for example encourages cross functional movements to make the organization equally attractive to both specialists and generalists. Team training: team training generally covers two areas: content tasks and group processes. Content tasks specify the team‟s goal such as cost control and problem solving. Group processes reflect the wa y
members function as a team – for example how they interact with each other, how they sort out differences, how they participate etc,. Companies are investing h eavy amounts, nowadays, in training new employees to listen to each other and to cooperate. They are using outdoor experiential training techniques to develop teamwork and team spirit among their employees (such as scaling a mountain, preparing recipes for colleagues at a restaurant sailing through unch arted waters crossing a jungle etc) The training basically throws light on (1) how members should communicate with each other (2) how they have to cooperate and get ahead (3) how they should deal with conflicting situations (4) how they should find their way using collective wisdom and experience to good advantage. Creativity training: Companies like Mudra Communications, Titan Industry, Wipro encourage their employees to think unconventionally break the rules take risks go out of the box and devise unexpected solutions. In creativity training, trainers often focus on three things: Breaking away: In order to break away from restrictions, the trainee is expected to (1) identify the dominant ideas influencing his own thinking (2) define the boundaries within which he is working (3) bring the assumptions out into the open and challenge everything Generate new ideas: To generate new ideas, the trainee should open up his mind; look at the problem from all possible angles and list as many alternative approaches as possible. The trainee should allow his mind to wander over alternatives freely, expose himself to new influences (people, articles, books, situation) switch over from one perspective to another, arrange cross fertilization of ideas with other people and use analogies to spark off ideas. Delaying judgment: To promote creative thinking, the trainee should not try to kill off ideas too quickly; they should be held back until he is able to generate as many ideas as possible. He should allow ideas to grow a little. Brainstorming (getting a large number of ideas from a group of people in a short time) often helps in generating as many ideas as possible without pausing to evaluate them. It helps in releasing ideas, overcoming inhibitions, cross fertilizing ideas and getting awa y from patterned thinking
Training at work Induction training Induction training is important as it enables a new recruit to become productive as quickly as
possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques of their new obs. The length of induction training will vary from job to job and will depend on the complexity of the job, the size of the business and the level or position of the job within the business. The following areas may be included in induction training:
Learning about the duties of the job Meeting new colleagues Seeing the layout of the premises Learning the values and aims of the business Learning about the internal workings and policies of the business
On-the-job training With on the job training, employees receive training whilst remaining in th e workplace. The main methods of one-the-job training include:
Demonstration / instruction - showing the trainee how to do the job Coaching - a more intensive method of training that involves a close working relationship
between an experienced employee and the trainee Job rotation - where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments) Projects - employees join a project team - which gives them exposure to other parts of the business and allow them to take part in new activities. Most successful project teams are "multidisciplinary"
The advantages and disadvantages of this form of training can be summarised as follows: Advantages
Disadvantages
Generally most cost-effective Employees are actually productive Opportunity to learn whilst doing Training alongside real colleagues
Quality depends on ability of trainer and time available Bad habits might be passed on Learning environment may not be conducive Potential disruption to production
Off-the-job training
This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include:
Day release (employee takes time off work to attend a local college or training centre) Distance learning / evening classes Block release courses - which may involve several weeks at a local college Sandwich courses - where the employee spends a longer period of time at college (e.g. six months) before returning to work Sponsored courses in higher education Self-study, computer-based training
The main advantages and disadvantages of this form of training can be summarised as follows: Advantages
Disadvantages
A wider range of skills or qualifications can be obtained Can learn from outside specialists or experts Employees can be more confident when starting job
More expensive – e.g. transport and accommodation Lost working time and potential output from employee New employees may still need some induction training Employees now have new skills/qualifications and may leave for better jobs
Training’s link to motivation
An important part of managing people is to let them know how they are performing. Various methods of performance appraisal can be used and an important output from this process should be an assessment of an employee‟s training needs. Training programmes should be focused on meeting those needs. Assuming training is effective: then:
Employees feel more loyal to the business Shows that business is taking an interest in its workers Employees should benefit from better promotion opportunities Employees to achieve more at work – and perhaps gaining financially from this (depending on the remuneration structure)
Chapter 2 : Company Profile
HPCL, a fortune 500 company, is one of the major integrated oil refining and marketing companies in India. It is a Mega Public Sector Undertaking (PSU) with Navaratna status. HPCL accounts for about 20% of the market share and about 10% of the nation's refining capacity with two coastal refineries, one at Mumbai (West Coast) having a cap acity of 6.5 Million Metric Tonnes Per Annum (MMTPA) and the other in Vishakapatnam (East Coast) with a capacity of 8.3 MMTPA. HPCL also holds an equity stake of 16.95% in Mangalore Refinery & Petrochemicals Limited (MRPL), a state-of-the-art refinery at Mangalore with a capacity of 9 MMTPA. HPCL is a Government of India Enterprise with a Navratna Status, and a Fortune 500 and Forbes 2000 company, with an annual turnover of Rs. 1,32,670 Crores and sales/income from operations of
Rs 1,43,396 Crores (US$ 31,546 Millions) during FY 2010-11, having about 20% Marketing share in India among PSUs and a strong market infrastructure. HPCL's Crude Thruput and Market Sales (including exports) are 14.75 Million Metric Tonnes (MMT) and 27.03 MMT respectively in the same period. HPCL owns the country's largest Lube Refinery with a capacity of 335,000 Metric Tones which amounts to 40% of the national capacity of Lube Oil production. HPCL has given India a firm ground in this sector with its world class standard of Lube Base Oils. Presently HPC L produces over 300+ grades of Lubes, Specialties and Greases. HPCL has earned "Excellent" performance for fifteen Consecutive years upto 2005-06, since signing of the first MOU with the Ministry of Petroleum & Natural Gas. HPCL won the prestigious MOU Award for the year 2007-08 for Excellent Overall Performance, and for being one of the Top Ten Public Sector Enterprises who fall under the 'Excellent' category. HPCL's performance for the year 2008-09 also qualifies for "Excellent" rating. HPCL, over the years, has moved from strength to strength on all fronts. The refining thruput has increased three fold between 1984/85 to 2007/08, rising from 4.47 MMTPA in 1984/85 to 15.76 MMTPA (2009-10). Consistent excellent performance has been made possible by highly motivated workforce of over 11,360 employees working all over India at its various refining and marketing locations. HPCL continually invests in innovative technologies to enh ance the effectiveness of employees and bring qualitative changes in service. Business Process Re-Engineering ex ercise, creation of Strategic Business Units, ERP implementation, Organizational Transformation, Balanced Score Card, Competency Mapping, benchmarking of refineries and terminals for product specifications, ISO certification of Refineries and Supply Chain Management are some of the initiatives that broke new grounds. HPCL has successfully integrated Information Technology in its activities at different levels. The Enterprise Resource Planning (ERP) system is now operational on J.D.Edwards, an Oracle product, across the Corporation.
Come, grow with us "When you work for an extraordinary organization, your life can never be ordinary". Unleash your potential by joining HPCL, a company that has shaped millions of careers around the country. Now, yours too can be honed if you are ambitious and have a drive to excel. HPCL‟s workplace is filled with talented people with cutting ed ge skills and a commitment that has roots which grow deeper than just an employee-employer relationship. What makes their people special is their never-say-die attitude and a keenness to excel. This is the place where one‟s limits will be challenged and everyone will be put through an assortment of tasks to make them grow as an individual.
Registered Office and Corporate Headquarters: Hindustan Petroleum Corporation Limited, Petroleum House, 17, Jamshedji Tata Road, Mumbai 400020 Maharashtra, India
Marketing Headquarters Hindustan Petroleum Corporation Limited Hindustan Bhawan, 8, Shoorji Vallabhdas Marg, Ballard Estate, Mumbai 400001 Maharastra, India
Competitors:
Bharat Petroleum Corporation Ltd:
Indian Oil Corporation Ltd:
Essar Oil Ltd.
Reliance Petroleum: Petroleum:
Sah Petroleums Ltd.:
Chennai Petroleum Corporation Ltd.:
Customer experience in petroleum sector
Customer Service Starts with understanding What the Customer Is?
We‟ll start to define customer service with the following quotes: “A customer is the most important visitor on our premises; he is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so.” Mahatma Gandhi “We listened to what our customers wanted and acted on what they said. Good things happen when you pay attention.” John F Smith, Former CEO and President General Motors
“Your most unhappy customers are your greatest source of learning.” Bill Gates Microsoft
The only reason for being in business is the customer. This is just as important for an engineer, a geologist a software developer or anyone engaged in the resource industries, as it is for a coffee shop or a hardware store. Only the products differ. In this article we will attempt to define what a customer is in terms of what it means in the petroleum resource indu stry. In general a customer is someone who buys something from you when you have demonstrated that you have listened to their needs and you have the ability to deliver those needs. Definition
A customer, also called client, buyer, or purchaser, is usually used to refer to a current or potential buyer or user of the products of an individual or organization, called the supplier, seller, or vendo r. This is typically through purchasing or renting goods or services. Ho wever, the term customer also includes anyone who uses or experiences the services of another. A customer may also be a viewer of the product or service that is being sold despite deciding to not buy them. To give more depth to this the customer must be defined in terms of the typical Who, What, When, Where, Why and How. I will briefly elaborate on each of these. Some of them may seem obvious that often we tend to overlook.
Who is a customer?
What is the product are Company is delivering to the customer?
Who will be the end user? For example it may be a geologist, engineer, driller, technician, manager, or any combination of the above. What problem does it address? For example it may involve reporting, calculating, modeling or financial. What solution does it offer? Does it automate, increase process speed or accuracy, or decrease cost? How easy is it to use? How easy will it be to train someone? Is it intuitive, customizable, scalable to more users, and is it stable and reliable? Can it be used with other existing products, such as Accumap, GeoScout, Hydrocarbon data systems, Petra, or Petrel?
When does someone become a customer?
Someone becomes a customer probably at two points in time. First, they are an informal customer when they see company as a possible solution to a problem they have, especially if the company has demonstrated that they understand their problems and that they may be able to help develop a solution. Secondly, they are formal customer when they have agreed to engage in company‟s services or product. In either case they will only become their customer when they have demonstrated that they‟re actively listening to their needs and wants. Why would someone become customer?
As someone who speaks with prospects, company need to be aware they are always asking themselves, as they should, a number of questions such as: How soon can the results or product be delivered? How relevant is the product to my needs? What are going to be the reliability issues? Is this going to make my job easier? Does it fall within my corporate policies? Will it help me and my company‟s bottom line? Will my team buy into it? Can I do this internally? Is there a sense of trust? What other options do I have? How will this integrate into my processes? How will communications be handled? What will it cost? How do companies acquire and retain a customer?
Companies acquire customers by applying simple principals of marketing strategies: Having a salable product Defining their target. Defining their suspects Groups of people within their target market such as geologist and engineers Finding prospects Specific individuals or companies with their target market Asking questions to understanding the prospects‟ needs and w ants Actively listen with both ears! Understanding the competition Delivering a quality product or service with good support in timely fashion Following up with prospects and customers Getting in front of people Getting referrals
Getting feedback Capitalizing on opportunities Being prepared “Luck occurs when opportunity meets preparedness” Understanding and addressing potential threats to success Knowing areas where they need help and seeking it. Retaining customers requires the application of a few simple rules which prov ide a great customer service experience: Have a clear understanding by the customer and me of the deliverables. Deliver on promises Empower the customer to provide valued input. Empower my suppliers, such as subcontractors or associates to provide v alued input Continue to actively listen with both ears! Actively observe the customer‟s processes especially where it relates to my involvement. Provide processes for quality control. Empower other stakeholders such as end users of the customer‟s product to provide input and feedback on designs and processes that may affect them. These could include engineers, petrophysicists, prospect geologists, petroleum technicians, well site geologists, or while drilling monitoring companies such Pason, drillers, completion specialists or integration of other processes such as directional drilling, well logging or WITSML. Get continual feedback from the customer on progress, timelines, results and costs Information is the Key to Great Customer Service
Throughout the customer service experience process there are three stages of information gathering: Discovery of needs Before someone becomes their customer, they must research that prospect as much as they can before they even approach them Based on this knowledge they need to listen to the prospect‟s needs they must demonstrate that they understand those needs Once the prospect has agreed to become their customer they must work out the details of the product delivery. By this time they‟re delivering the product and the y need to gather more information such as feedback on how well the product or service is being delivered and what can they do to improve it. In other words, what is and what is not working. Post engagement This involves a postmortem on how well they did such as quality, timing, and value to the customer and asking for more work and referrals. This provides a basic outline. Many of the basics here apply to all customers but the details are specific to each case. They must do research based both prior to and during interaction with customers and stakeholders. Another factor in which affects the customer relations is quality assurance which they will discuss in their next article, as it pertains to the petroleum resource industry.
Products of HPCL
1. Petrol known as Motor Spirit (MS) in Oil Industry. HPCL markets the product through its retail pumps spread all over India. Its principle consumers are regular personal ve hicle owners.
2. Diesel known as Heavy Stock Diesel (HSD) in Oil Industry. HPCL markets the products through its retail pumps as well as terminals and depots. Its consumers are not only regular auto owners but also transport agencies, industries etc.
3. Lubricants HPCL is the market leader in lubricant and associated products. It commands over 30% of market share in this sector. The popular brands of HP lubes are Laal Ghoda, Milcy, Thanda Raja, Koolgard etc.
4. LPG A popular brand in mainly urban areas.
5. Aviation Turbine Fuel With major ASF (Air Service Facility) present in all major airports of India. HPCL is a key player in this sector supplying ATF to major airlines. It has an accomplishment of sorts to supply fuel to US Air Force 1.
6. Bitumen
is an oil based substance. It is a semi-solid hydrocarbon product produced by removing the lighter fractions (such as liquid petroleum gas, petrol and diesel) from heavy crude oil during the refining process
7. Furnace Oil is a fraction obtained from petroleum distillation, either as a distillate or a residue. Broadly speaking, fuel oil is any liquid petroleum product that is burned in a furnace or boiler for the generation of heat or used in an engine for the generation of power, except oils having a flash point of approximately 40 °C (104 °F) and oils burned in cotton or wool-wick burners.
Balance Sheet
Mar ' 11
Mar ' 10
Mar ' 09
Mar ' 08
Mar ' 07
339.01
339.01
339.01
339.01
338.95
Share application money
-
-
-
-
-
Preference share capital
-
-
-
-
-
12,206.79 11,218.96 10,391.62 10,224.28
9,259.70
Sources of funds Owner's fund
Equity share capital
Reserves & surplus Loan funds
Secured loans
3,657.68
1,375.88
698.49
1,118.48
1,005.48
Unsecured loans
21,363.51 19,926.49 22,056.68 15,668.22
9,512.05
Total
37,566.99 32,860.34 33,485.80 27,349.99 20,116.18
Uses of funds Fixed assets
Gross block Less : revaluation reserve
29,648.39 24,985.96 20,208.63 19,570.05 15,638.48 -
-
-
-
-
Less : accumulated depreciation
11,003.86
9,681.70
8,554.08
7,640.77
6,817.64
Net block
18,644.53 15,304.26 11,654.55 11,929.28
8,820.84
Capital work-in-progress Investments
3,798.70
3,890.00
5,001.27
3,315.95
4,243.56
11,335.02 11,387.22 14,196.47
6,837.05
7,127.47
Net current assets
Current assets, loans & advances
26,590.97 21,091.59 16,262.69 19,495.39 11,589.93
Less : current liabilities & provisions
22,802.23 18,812.73 13,629.18 14,227.68 11,665.62
Total net current assets Miscellaneous expenses not
3,788.74
2,278.86
2,633.51
5,267.71
-75.69
-
-
-
-
-
Mar ' 11
Mar ' 10
Mar ' 09
Mar ' 08
Mar ' 07
written Total
37,566.99 32,860.34 33,485.80 27,349.99 20,116.18
Notes:
Book value of unquoted investments
2,790.86
1,026.39
610.56
574.11
Market value of quoted investments
9,701.41 10,226.97 12,948.34
8,068.12
7,094.89
Contingent liabilities
8,158.20
4,598.74
5,588.88
6,450.22
7,176.59
3386.27
3386.27
3386.27
3386.27
3393.30
Number of equity sharesoutstanding (Lacs)
1,595.39
Recognition and Awards
1. NDTV Profit Business Leadership Award 2. Reader‟s Digest „Trusted Brand Asia Platinum‟ Award 3. Golden Peacock Corporate Governance Award 2008 4. CIO 100 Award 2008 5. India Star Award 6. OISD Safety Award 7. National Award For Excellence In Cost Management 8. Green tech Environment Excellence Award 2008 9. Best HR Practices in „People Management.‟
TRAINING AT HPCL
HPCL has a full-fledged Corporate Training Department, to augment the learning and development requirements of its officers. The HR Department's Vision is “Excellence in harnessing the full potential of all employees for becoming a World Class Energy Company”
With this Vision in focus, the Corporate Training Department's vision is to “Create value through enhanced competencies and be a strategic partner to business by enabling employees realizes their full potential through innovative and progressive learning initiatives”. Basis the above, the key focus areas of the Department are as under:
1. OBJECTIVES
Improve the performance of Employees in their respective assignments Enhance competencies to take up higher responsibilities Strengthen the Leadership Pipeline Bring cultural change from Command & Control to Team based structure Leverage technology in human resources development Facilitate learning in the organization and build a "Learning Organization" The specific training needs of individual employees are identified through Competency Mapping Exercises. The Training Department interacts with all Business Units/functions to identify and design training programs to cater to these needs. These programs enable employees to enhance their skills and realize their full potential.
2. TRAINING POLICY The Training Policy at HPCL provides broad directions to guide the learning
solutions and initiatives.
Management Staff Entry level: Samavesh - (Induction/ orientation Training) facilitates a new employee to o build a sense of belongingness. Supervisory level: Employee is equipped with function specific inputs and job related o technical skills. Managerial Level: Employee is exposed with the principles of Management which will o help blend theory with practice, with focus on leadership development. All training initiatives are planned in order to address new needs required by change in o the market scenario.
Non-Management Staff Trainings with focus on Safety at locations, Skills relating to job requirement - (technical, o computer operations, team spirit etc.)
3. IDENTIFYING TRAINING NEEDS
Individual Level: Mainly through recommendation from the Performance Appraisal System. Functional / Departmental Level: Customized Training programs are developed for the departments in consultation with the SBU/Functions. Organizational Level: Individual Development Plan obtained from the Competency mapping exercise is used to provide specific Training to bridge the observed the employee skill gaps. Other Training Plans for enhancement of the officers' competencies are scheduled.
4. Training Plans: In-Company Programs The In-company programs are conducted through internal faculty, external faculty and external courses. Focus is given to the development of core internal faculty members, who will effectively train employees at different levels of the Corporation.
TRAINING EVALUATION
Evaluating training (includes monitoring) addresses how one determines whether t he goals or objectives were met and what impact the training had on actual performance on the job or in the community. Generally there are 4 kinds of standard training evaluation:
Formative Process Outcome Impact.
Formative evaluation provides ongoing feedback to the curriculum designers and developers to ensure that what is being created really meets the needs of the intended audience.
Process evaluation provides information about what occurs during training. This includes giving and receiving verbal feedback. • These two constitute monitoring
Outcome evaluation determines whether or not the desired results (e.g., what participants are doing) of applying new skills were achieved in the short-term.
Impact determines how the results of the training affect the strategic goal e .g. health promotion goal of reducing the incidence and prevalence of HIV/AIDS. • These two constitute what is usually refer red to as evaluation or final evaluation.
Evaluation methods can be either qualitative (e.g., interviews, case studies, focus groups) or quantitative (e.g., surveys, experiments). Training evaluation usually includes a combination of these methods and reframes our thinking about evaluation in that measurements are aimed at different levels of a system.
Formative Evaluation Formative Evaluation may be defined as "any combination of measurements obtained and judgments made before or during the implementation of materials, methods, or programs to control, assure or improve the quality of program performance or delivery. It answers such questions as, "Are the goals and objectives suitable for the intended audience?" "Are the methods and materials appropriate to the event?" "Can the event be easily replicated?" Formative evaluation furnishes information for program developers and implementers. It helps determine program planning and implementation activities in terms of
target population program organization program location and timing.
It provides "short-loop" feedback about the quality and implementation of program activities and thus becomes critical to establishing, stabilizing, and upgrading programs.
Process Evaluation Process Evaluation answers the question, "What did you do?" It focuses on procedures and actions being used to produce results. It monitors the quality of an event or project by various means. Traditionally, working as an "onlooker," the evaluator describes this process and measures the results in oral and written reports.
Process evaluation is the most common type of training evaluation. It takes place during training delivery and at the end of the event.
Process Evaluation Most of you probably have done it in one form or another. The question we try to answer "What did you do?"
Outcome Evaluation Outcome Evaluation answers the question, "What happened to the knowledge, attitudes, and behaviors of the intended population?" Specific and observable changes in behaviors that lead towards healthier or more productive lifestyles and away from problem causing actions indicates a successful program.
Outcome evaluation is a long-term undertaking. Outcome evaluation answers the question, "What did the participants do?"
Because outcomes refer to changes in behavior, outcome evaluation data is intended to measure what training participants were able to do at the end of training and what they actually did back on the job or in their community as a result of the training. The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training ev aluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to th e regular work routines.
Significance of training evaluation An organization that invests in training programs for employees should also co nduct some form of training evaluation. This can be done in a number of different ways. The purpose of evaluation is to determine whether or not the training achieved the desired objective. The objective might have been very precise, or extremely loose, but there would have been one. This is usually set as a result of assessing training needs. Evaluating training will help show how effective it was at meeting the objective. All organizations, regardless of size or type, should use some process of assessing the effectiveness of training undertaken by employees. Education in any form is an investment of time and money, which makes it important that the organization establishes, as far as it can, the return on that investment.
Benefits of Training Evaluation There are a number of reasons why organizations proactively monitor the effectiveness of employee education. These are:
Helps employees to monitor their own improvement. Builds morale, by demonstrating an interest in staff development. To maximize the training ROI (return on investment). Helps to determine the form of future training programs. Assists with identifying the effectiveness of different forms of teaching (such as classroom based or web based).
Organizations that train but do not evaluate that training cannot be certain of its value, either to themselves or their employees.
Evaluation refers to a periodic process of gathering data and then analyzing or ordering it in such a way that the resulting information can be used to determine whether your organization or program is
effectively carrying out planned activities, and the extent to which it is achieving its stated objectives and anticipated results Although most evaluations are done internally, conducted by and for program managers and staff, there is still a need for larger-scale, external evaluations conducted pe riodically by individuals from outside the program or organization. Most often these external evaluations a re required for funding purposes or to answer questions about the program's long-term impact b y looking at changes in demographic indicators such as graduation rate or poverty level. In addition, occasionally a manager may request an external evaluation to assess programmatic or operating problems that have been identified but that cannot be fully diagnosed or resolved through the findings of internal evaluation. Program evaluation, conducted on a regular basis, can greatly improve the management and effectiveness of your organization and its programs. To do so requires understanding the differences between monitoring and evaluation, making evaluation an integral part of regular program planning and implementation, and collecting the different types of information needed by managers at different levels of the organization.
Donald L Kirkpatrick's training evaluation model - the four levels of learning evaluation Donald L Kirkpatrick, Professor Emeritus, University Of Wisconsin (where he achieved his BBA, MBA and PhD), first published his ideas in 1959, in a series of articles in the Journal of American S ociety of Training Directors. The articles were subsequently included in Kirkpatrick's book Evaluating Training Programs (originally published in 1994; now in its 3rd edition - Berrett-Koehler Publishers). Donald Kirkpatrick was president of the American Society for Training an d Development (ASTD) in 1975. Kirkpatrick has written several other significant books about training and evaluation, more recently with his similarly inclined son James, and has consulted with some of the world's largest corporations. Donald Kirkpatrick's 1994 book Evaluating Training Programs defined his originally published ideas of 1959, thereby further increasing awareness of them, so that his theory has now become arguably the most widely used and popular model for the evaluation of training and learning. Kirkpatrick's four-level model is now considered an industry standard across the HR and training communities. More recently Don Kirkpatrick formed his own company, Kirkpatrick Partners, whose website provides information about their services and methods, etc.
kirkpatrick's four levels of evaluation model
The four levels of Kirkpatrick's evaluation model essentially measure:
reaction
learning
behaviour
results -
All these measures are recommended for full and meaningful evaluation of learning in organizations, although their
Sada Aap Ke Liye
In the era of marketing, even the petroleum companies cannot be spared from using marketing tactics to keep their hold in the market. The roles of branding and costumer experience play a very important role here. Since HPCL is big company with its locations spread all over India, standardization of same costumer experience in terms if service and product was a major challenge. SAKL SOP training has been specially designed to meet this purpose. The SAKL SOP refresher program for 2011 was held at Super Service Station, for North Central zone. The 3 day at training program focused at training the office staff and the retail outlets. The training Covers dealer, outlet manager, FSM, Fore court supervisors, fore court staffs, Air boy (All outlet staff) as participants. Since it has participation from the dealers as well, the program could be given a 360 degree approach. Not only it becomes easier for the dealers to impart knowledge of SOP to his employees but also they actively acknowledge its importance. For any ship to sale, everyone should know their job well. The same ideology was used to inculcate role clarity for all participants in his/her job. Knowledge about the organization was also imparted. The sessions are a mass of theory and practical. After every hour of lecture/classroom session, there is a practical exercise to relearn the theory. Group activities, role playing, group discussion and on the spot thinking games are the interventions used. To ensure that the theory is practiced afterwards also, the participants are involved in on the spot checking of costumers. HR team also tried to keep a mixed batch of participants working in different roles (FSM, air boy, windscreen attendant, e tc) so that others can also learn about what others are doing in their roles. Special emphasis is given to Q&Q checks which are acknowledged by all the participants. Active participants are also motivated by the best p articipant awards. The SOP SAKL is appreciated by all attendees and all participants promised to work to their maximum capability for maintaining a standardization of services. Similar workshops are to be conduct ed every month in other locations.
Scope: SAKL SOP refresher program will be conducted for the dealer and the outlet staff wherein SOP has already enables/implemented. The SAKL SOP refresher program will be conducted by the HR officers. Identified HR officers had undergone the SOP implementation process and trainer program. Local Vernacular speaking officers are available in the pool of faculties. The participants will be Dealer, outlet manager, FSM, fore court supervisors, fore court staffs & the air boy. The dealer‟s & Sales officer‟s presence is mandatory during the training program. Areas covered in the training program:
SAKL basics : Brief about the compan y, SOP and other hygiene factors./FSMs motivational scheme discussion. Organizational chart description/ Role charity.
Cue card and cue card based activity clarification. Cue card based role play (dealer has to train the outlet staff as per the cue card. Record templates and check list details and its benefits. Lunch time Practical cue card based training one to one and filling up record template/checklist & general observation w.r.t SOP implementation.
Chapter 3: Research Methodology
OBJECTIVE:
To study the visibility of HR Department in Hindustan Petroleum C orporation Limited and to find out methods to improve the present visibility for internal branding. Survey was conducted amongst various retail outlets (petrol pumps) to ch eck the effectiveness of the training given to dealers and workers “Sadaa Aap K Liye”.
Anything which needs to be improved should be measurable. Hence the present visibility of the Human Resources department has to be measured for enhancing the same. A qualitative approach was taken to data collection and analysis. The analysis was based on Likert scale. Each question of the questionnaire had 5 options, whose weightage was give as follow:-
Likert scale 1 2 3 4 5
Strongly agree Agree Neutral Disagree Strongly disagree
Weightage according to likert scale 2 1 0 1 2
This approach has been successfully where it was beneficial and appropriate to gain practitioner perspectives and perceptions. Stratified random sampling was used for the survey. The survey was administered in various locations in Lucknow which was taken as a Section of the population and the sample was finalized. In sampling analysis, the most important factor is the determination of the sample size. Our sample size is 100. We covered 14-15 retail outlets in Lucknow. As a general rule, the sample size should be of an optimum size neither excessively large nor too small. It should be large enough to give a confidence for the findings that it represents the whole population. The following factors were considered while determining the sample size:
Nature of population-heterogeneous population. Nature of study. Size of the questionnaire. Time availability for the study.
Sample Size: 100 questionnaires were prepared in order to „interview‟ the workers at the retail outlet. The type of sampling used was convenience sampling. Convenience sampling is a non-probability sampling technique where subjects are selected because of their convenient accessibility and proximity to the researcher. Sampling Technique: Non-probability sampling is a sampling technique where the samples are gathered in a process that does not give all the individuals in the population equal chances of being selected. The type of non probability sampling technique used was Convenience sampling.
Convenience sampling is a non-probability sampling technique where subjects are selected because of their convenient accessibility and proximity to the researcher.
Sample Area: Questionnaires were prepared and distributed in various retail outlets at Lucknow. Period of Study: The study of techniques of training evaluation at HPC L was conducted for the period
of 45 days, i.e. around 6-7 weeks Data Collection Instruments a) Primary Data: Most of the data was collected from the primary data. The data was
derived from an original research study and collected at the source. It is information that is obtained directly from first-hand sources by means of surveys, observation o r experimentation. The data was collected from the original website of HPCL, from the means of survey (at the retail outlet) etc b) Secondary Data: In case primary data wasn‟t obtainable at all, the secondary data was
used. Secondary data is the data that have been already collected by and readily available from other sources. Such data was quickly obtainable and was obtained from various websites.
Research Design Used: The type of research design used in this study was Case and Field Research design, also called ethnographic research. It uses direct observation to give a complete snapshot of a case that is being studied. It is useful when not much is known about a phenomenon. Uses few subjects.
Methodology Adopted: Survey Method:
In survey method research, participants answer questions administered through interviews or questionnaires. After participants answer the questions, researchers describe the responses given. In order for the survey to be both reliable and valid it is important that the questions are constructed properly. Similarly, in this study the survey was conducted and the questionnaires were administered through interview and questionnaires Observation Method:
With the observational method (sometimes referred to as field observation), human behavior is closely observed. Similarly in this study, while interviewing the workers, their response after each q uestions was closely observed.
Data Collection And Analysis
Data collection as explained in the previous topic is through a structured questionnaire which was administered to various locations in Lucknow. The retail outlets where we went for survey were:
Retail outlet
Janki Prasad agarwal Maa vaishnu Modern automobiles Modern service station Pravin automobiles Ranjan petrol pump Shakti filling center SKF filling Sudha filling station Super service station
A total of 100 responses were obtained.
Analysis of Data:1. Awareness of SAKL training:- All the respondents answered to the questions as „strongly agree‟ . Though some respondents had used the words like „agree‟ , some used „neutral‟ , „disagree‟ and „strongly disagree‟. They were asked to rate the understanding in a 4 point scale
as follows: 1- strongly agree 2- agree 3- neutral 4- disagree 5- strongly disagree
Some of the initiatives of HR-HPCL were listed and the responses were collected.
1.(i) The training given is being applied among the workers and dealers : The respondents were
asked about their awareness on the SAKL programme – Sada aap ke liye. The response for different questions is shown in a graph below:-
Total 0
1
2
1% 13%
86%
Graph 1
As from the above data we can interpret that 86% of the employees apply the training given to them.
1(ii). The training given is useful for future:-
The training which is given to all the workers so that they can treat customers well is useful for them in future or not.
Total 2
14%
1
0
5%
81%
Graph 2 81% of workers strongly agree that the training given is useful for thein future work life and 14% only agree to it and rest 5 % remain neutral .
1(iii). The training covered the weak areas at work:-
the training given covered all the weak areas at work which were not recognized before the training was given.
Total 0
1
2
1%
40%
59%
Graph 3
59%of the employees strongly agree that the training covered the weak areas at work while rest 40%agree and only 1%result is neutral.
1(iv). The training encouraged
exchange of information and expression:- The training helped
workers and dealers to exchange their information and knowledge with others.
Total 1
2
25%
75%
Graph 4
75%of the employees strongly agree that The training encouraged exchange of information and expression of ideas successfully while rest 25%agreeto it.
1(v). The training enhanced the learning process:- The training helped the workers and dealers to
learn something new to make there customers happy.
Total 0
1
2
1%
29%
70%
Graph 5
70%employees agree that the training enhance the learning process whereas rest 29%agree to it and only 1%is neutral.
1(vi). The language used during the training was easy to understand:- The language which was used
during the program was understood by the workers and dealers.
Total 0
1
2
2% 8%
90%
Graph 6
The language used during training was easy to understand as what 90%employees agree whereas 8%agree to it and 2%of them remain neutral.
1(vii). Interesting activities (role plays, actions, quizzes , etc) took place:- During the training
different activities took place so that the workers can u nderstand the concept more easily .
Total -2
-1
0
1
2
2% 1% 2%
10%
85%
Graph 7
85%employees think that actvities where intresting that took place 2%remain neutal ,1%disagree and remaining 2%strongly disagree.
1(viii). The training encouraged teamwork and cooperation among the workers and dealers:-
The training encouraged teamwork and cooperation among the workers and dealers .
Total 1
2
19%
81%
Graph 8 81%of employees strongly agree that the training encourage teamwork and cooperation among themselves rest 19%agree to it.
Chapter 4: Findings, Conclusions and Recommendations
Findings
1. 90% of the retail outlets covered claimed that that they greeted their customers. 2. 100% of the retail outlets followed the dress code properly. 3. Everyone prompted for power or turbojet and asked for tank full. 4. 60% of the retail outlets help in proper traffic management of the vehicles. 5. 100% of the retail outlets shows zero before the filling of petrol/diesel. 6. 70% of the retail outlets thanked their customers and asked them to visit again. 7. 80% of the retail outlets ask customers to switch off the engine before the filling. 8. 0% retail outlet asked their costumers to switch off their phones. 9. Fire buckets with dry sand was present in every outlet, though, they weren‟t clean. 10. 90% of the retail outlets were Clean.
Conclusions
From our experience, we conclude that the training program give to the workers was very efficient, as almost all the workers noticed that the d ifficulty level while performing the work as drastically gone down.
The training given was very efficient, as the workers learned from the program and also learned through the activities that were performed during the training.
There were some new workers, who were clueless about the training “SAKL”, so we conclude
that training program should be conducted more often.
The training was properly followed by the workers and dealers.
Customer satisfaction is their main motto, and they make efforts to satisfy them all the time.
Recommendations And Way Forward
1.) Take your cues from top performers Benchmarking the initiatives and brand value with top performers can be an activity to improve the visibility. 2.) Consider current workers It is important to focus on your current workers. It is the current workers and employees you make up the culture of the organization. Ideas of the current workers about the training should be considered.
3.) Experts suggestions Experts suggestions about the training programme can help company to achieve its target.
4.) Frequent training programmes Training programme should be held more frequently so that the new workers may also be aware of it.
5.) Workers emergency helpline Workers in distress can directly approach senior manager.
6.) Talent identification programmes Workers with high potential should be provided with suitable grooming and career growth opportunity.
7.) Worker counseling centre Counseling centers for providing psychological assistance to overcome their stress and conflicts among themselves.
8.) Financial and non-financial incentives Financial & non financial rewards should be given to the workers who are performing their jobs efficiently and effectively. For eg. Bonus or Worker of the month (recognition)
Appendix
QUESTIONNAIRE
Name : _________________________________ Dealer’s Name : ______________________________
Name of the retail outlet : _____________________________ Duration of work : _________________________
1. The training given is being applied amongst
1
2
3
4
5
1
2
3
4
5
the workers and dealers.
2. The training given is useful in your future work .
3. The training covered the weak areas at
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
Work.
4. The training encouraged exchange of expression of ideas successfully .
5. Did the training enhanced the learning process ?
6. The language used during training
5
was easy to understand.
7. Interesting activities (Role play,quizes)
1
2
3
4
5
1
2
3
4
5
took place during the training.
8. Did the training encourage team work and cooperation among yourselves?
9. What is the most important thing that you‟ve learned? _____________________________________________________________________________ _____________________________________________________________
10. What suggestions would you give for improving the training course? _____________________________________________________________________________ _____________________________________________________________
Structure of questionnaires :
AREAS
MEANING
Communication requires that the COMMUNICATION communicating parties share an area of communicative commonality. The communication process is complete once the receiver has understood the message of the sender. Feedback is critical to effective communication between parties.
CONTENT
APPLICATION
It is something that is to be expressed through some medium,asspeech or writtng.
QUESTIONS RELATED TO AREAS
Q. NO. 4, 6
Q.NO. 3, 2 ,7,
It is the act of applying to a particular purpose or use it is basicly the practical applications of spacetechnology
Q.NO. 1,2,5,9,8
CHECKLISTS YES 1. Costumers are being greeted and welcomed. 2. Employees are properly following the dress code. 3. Prompt for “Power/Turbojet”.
4. Vehicle is guided properly. 5. Prompt for “tank full”. 6. Zero is showed on the meter before filling. 7. Customers are being thanked and asked to visit again. 8. Maintenance of cleanliness (clean toilets and water cooler). 9. Earthling is being done properly. 10.Engines being switched off before fuel filling. 11.Customers are asked to switch off their cell phones. 12. Fire bucket with dry sand present on the retail outlet.
NO
