Hr Policies Ongc

ONGC HR POLICIES

Group members :

Sonali 12DM161Sonam Srivastav 12DM162Sugandha Upadhyay 12DM163Sunayna Sehgal 12DM167Sukomal Pathania 12DM165Vipasha Gera 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

HR VISION

To attain organizational excellence by developing and inspiring the true potential of company’s human

capital and providing opportunities for growth, well being and enrichment.

HR Mission

To create a value and knowledge based organization by inculcating a culture of learning, innovation and team working and aligning business priorities with aspiration of employees leading to a development of an empowered, responsive and

competent human capital.

RECRUITMENT• External- Through All India Exams

• Internal-promotions, job rotations and inter-departmental transfers

Recruitment & Selection

SELECTION• Includes- written exam and interviews

• Written- outsourced

• Interviews- Conducted by ONGC

Performance Management System (PMS) in ONGC is about maintaining or improving employee’s 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.

Performance Management System in ONGC

a) PERFORMANCE APPRAISAL (P) Divided in 4 KRAs:

KRA 1: Quantitative & Timeliness KRA 2: System Improvement KRA 3: HSE/Office Management andKRA 4: 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

Assessment components Performance and Potential

• 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

PERFORMANCE APPRAISALS REPORTS

• 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 centres-

• ONGC 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.

TRAINING AND DEVELOPMENT

• Induction training programmes • Qualification Up-gradation programmes• Special Programmes for focused Groups• Management Training programmes• Functional Training programmes• Centre of Creative Leadership and Leadership Development

programmes • Introduction of workshop mode of training

FOCUS AREA OF TRAINING

Various pay scales for staff and executives (from E-0 to E-9).

ALLOWANCES• House Rent Allowance• Hard Duty Allowance• Offshore Compensation Allowance(8% of BP)• Shift Allowance• North Eastern Allowance(12.5% of BP)• Remote Locality Allowance• Overtime Allowance• Conveyance allowance• Travelling allowance

COMPENSATION

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 death- Rs 40 Lakhs for Officer level employees Rs 20 Lakhs for staff.

• Performance Incentive Scheme• Incentive to Promote Small Family

Norms• Incentive for Acquiring Higher

Qualification• Recognition of Meritorious Work• Group Awards

INCENTIVE & REWARD SCHEME

• 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.

CORPORATE SOCIAL RESPONSIBILITY

Some of the areas are:• Educational advancement of the deprived students through

vocational training• Encouraging entrepreneurship building• Protection of environment• Providing infrastructure support in operational areas (of ONGC)• Protection and preservation of heritage, arts and culture, etc

CSR (cont.)

• 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”.

WOMEN EMPOWERMENT

• 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 &TRANSFER POLICY

A must every 3 years for sensitive posts.About 700 posts identified which are sensitive in nature.Sensitive due to- Public 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.

JOB ROTATION (contd.)

• CASUAL LEAVE: 12 days/ year• RESTRICTED HOLIDAYS: 2 / year out of published list of holidays.• EARNED LEAVE: 30 days/ year. This leave can be accumulated upto

280 days and leave, accumulated beyond that will lapse. • HALF-PAY LEAVE: 20 days. Not granted to an employee who has not

completed 3 years of service. • STUDY LEAVE: Duration of leave shall not exceed 2 years. • MATERNITY LEAVE: for a period of 6 months.• PATERNITY LEAVE : upto 15 days.

LEAVE

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.

INDUSTRIAL RELATIONS

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.

IR (cont.)

• FORWARDING OF APPLICATIONS OF EMPLOYEES FOR POSTS OUTSIDE THE CORPORATION

• RESIGNATIONS• EXIT INTERVIEW• TERMINATION OF SERVICE• SUPERANNUATION• PREMATURE RETIREMENT SCHEME

SEPARATIONS

THANK YOU!