Oil & Gas_BPCL Training

7/27/2019 Oil & Gas_BPCL Training

1/58

Birla Institute of Management Technology

Summer Internship Project

I. Skill gap analysis of the Management Cadre in

Two Job Groups of HRS North

II. Evaluation, Analysis and Redesign of the

Training Calendar 2010-11

Company: Bharat Petroleum Corporation Limited, NoidaIndustry Guide: Mr. Rajnish Kumar

Faculty Guide: Dr. Manosi Chaudhuri

Submitted by:

Chitra Chakraborty

PGDM 2009-11

Roll No. - 033

HR Major


2/58

SUMMER PROJECT CERTIFICATE

This is to certify that Ms. Chitra Chakraborty Roll No. 033, a student of

PGDM has worked on summer project titled Skill gap analysis of the

Management Cadre in Two Job Groups of HRS North and Evaluation,

Analysis and Redesign of the Training Calendar 2010-11 at Bharat

Petroleum Corporation Limited, Noida after trimester-III in partialfulfilment

of the requirement for the programme. This is her originalwork to the best of

my knowledge.

Date Signature

Name of faculty: Dr. Manosi

Chaudhuri

Seal


3/58

CERTIFICATE OF APPROVAL

The following Summer Internship Report titled Skill gap analysis of the

Management Cadre in Two Job Groups of HRS North and Evaluation,

Analysis and Redesign of the Training Calendar 2010-11 is herebyapproved

as a certified study in management carried out and presented in a manner

satisfactory to warrant its acceptance as a prerequisite for the award of Post

Graduate Diploma in Management for which it has been submitted. It is

understood that by this approval the undersigned do notnecessarily endorse or

approve any statement made, opinion expressed or conclusion drawn therein

but approve the Summer Internship Report onlyfor the purpose it is submitted.

Industry Guide Signature..............................

Name: Mr. Rajnish Kumar

Designation: Deputy Manager


4/58

ACKNOWLEDGEMENT

It has been a very rewarding experience working in the Human Resources department at

Bharat Petroleum Corporation Limited, Noida. During the course of my project I was always

guided in the right direction and this experience has helped me to grow more rational in my

thinking and approach.

I am extremely grateful to Mr. Sunil K. Bains, Manager, Employee Relations, Northern

Region, for giving me the opportunity to work on this project which helped me learn a lot

and integrate my theoretical knowledge with the practical workings of a corporation.

I am highly indebted to Mr. Rajnish Kumar, Deputy Manager, Employee Relations, Northern

Region, for taking over as my mentor after Mr. Bains transferred to a different department.

My special thanks to Ms. Mansi Dubey, Assistant Manager, Employee Relations, Northern

Region for helping me throughout my study. I am grateful to her for sharing her valuable

insights and knowledge.

I also extend my thanks to Ms. Ritu Mathur, Deputy Manager, Training and Development,

Northern Region for giving me an opportunity to work with an additional project.

I also sincerely thank my Faculty Mentor Ms. Manosi Chaudhuri, Associate Professor,

BIMTECH for guiding me throughout the project. Her expertise in the domain of Human

Resources led to the successful completion of this project.

I would also like to add that this project would not have been possible to conduct without the

support of all the members of the Human Resource Department. I would like to take this

opportunity to thank them all.


5/58

Table of Contents

S.No Particulars Page no.

1. Executive Summary

2. Objectives

3. Scope of the Project

4. Research Methodology

5. Industry and Company Profile

7. Competitors Profiles

8. Review of literature

9. BPCLs HR structure

10. Findings and analysis

11. Conclusions12. Recommendations

13. Limitations of study

14. Learning Experiences

15. Annexure

16. Bibliography


6/58

EXECUTIVE SUMMARY

The levels of excellence an organization reaches depends on the skill levels of its employees.

An organization can adopt new procedures and acquire new techniques but if its personnel

are not skilled enough to work with them, it all falls flat. Here lies the need for a skills gap

analysis. In todays dynamic world change is indeed the only constant where new technology

is consistently replacing older ones. Thus it is imperative that employees skills be constantly

upgraded.

By applying skills gap analysis across a company it is possible to find out which skill and

knowledge shortfalls there are in an organization. It is then possible to target training

resources on those necessary skills that require the most attention. This should result in the

optimal use of resources in terms of improving the overall performance of the company.

Since the targets here are job groups A and B, the idea is to build a strong talent pool in the

company which will aid in career planning and pipelining. The individual employees will

then be benefitted in terms of being able to produce personal development and training plans,support appraisals, and pay reviews. It can also be used to bolster morale by showing how

they have progressed over time.

Skills gap analysis will also be used to identify which staff members have most knowledge

of particular aspects of the business as well as those with skill gaps. Furthermore, it will aid

recruitment by identifying the candidate whose skills best match those needed to function

effectively in a particular role. Analysis will also allow benchmarking and encourage

tutoring and mentoring within teams.

The entire project was carried out in four phases:

1. Studyingied the HR profile of BPCL.2. Carr yingied out surveys for target group and line managers.3. Identifying the areas in which training is required.4. Recommending Formulate training programs relevant to the needs.

Through the surveys that were I conducted, I have been able to reach certain conclusions

about the skill levels of the target group were assessed. I have also been able to

rRecommendations were offeredabout ways to overcome the skill gaps that the target groupwasseems to be facing.


7/58

OBJECTIVES

As the title of the project suggests, the objective of this project is to identify and analyze the

gaps in skills required to perform the jobs in job groups A and B in the Human Resources

department. The project has been carried out to aid BPCL in future decision making in terms

of designing its training interventions. The main aim is to ensure that in this dynamic

environment their personnels skills are up-to-date.

The objectives of the project are the following:

1. To understanding the job descriptions of the various positions in job groups A and B

in HRS North and to create skills list for the same.

2. To analyse the managers list of the skills required and his rating of the employee

skill level.

3. To analyse the employees list of the skills required.

4. To identify the discrepancies between where skill levels of the employees should be

and where they are and to assess the skill gap.

5. To suggest interventions to bridge the skill gap.


8/58

SCOPE OF THE PROJECT

The skills gap concept is used in areas such as business, educational institutes, and sport. By

applying skills gap analysis across a company it is possible to find out which skill and

knowledge shortfalls there are in an organization. It is then possible to target training

resources on those necessary skills that require the most attention. This should result in the

optimal use of resources in terms of improving the overall performance of the company.

Since the targets here are job groups A and B, the idea is to build a strong talent pool in the

company which will aid in career planning and pipelining. The individual employees will

then be benefitted in terms of being able to produce personal development and training plans,

support appraisals, and pay reviews. It can also be used to bolster morale by showing how

they have progressed over time.

Skills gap analysis will also be used to identify which staff members have most knowledge

of particular aspects of the business as well as those with skill gaps. Furthermore, it will aid

recruitment by identifying the candidate whose skills best match those needed to functioneffectively in a particular role. Analysis will also allow benchmarking and encourage

tutoring and mentoring within teams.

Benefits:

Ensure that staff requirements are understood and integrated with business needs.

Make sure that training and development activities exactly meet the needs of the

individual as well as the organisation.

Improve staff morale and support career development.


9/58

RESEARCH METHODOLOGY

This chapter provides an idea of the process used to carry out the project. Both primary and

secondary data have been used during the course of this project. Survey Research

methodology has been used via face to face interactions with the target group and their line

managers. The research instruments used are questionnaires presented as annexure.

Secondary data has been collected from the companys intranet as well as the internet.

After getting an idea of the human resources setup in BPCL, I drafted a questionnaire was

drafted for the target group on the relevant issues and a survey was conducted a survey. This

survey was done face to face.

Based on preferential sampling, a target group comprising the staff in job groups A and B

were selectedassigned to me.

The entire project was carried out in four steps

Step I Study of the HR setup and understanding the work profiles of the target group in

particular from secondary sources.

Step II Carrying out the survey of the target group and collecting primary data.

Step III Carrying out the survey of their line managers.

Step IV To analyze the data collected from both the surveys conducted and to draw

meaningful inferences from the same. I also recommended wWays to remove any skill gaps

and upgrade skill levels were also recommended.

Survey Research has been used because of the following reasons:

It is simple to administer.

Data obtained are reliable because the use of fixed-response questions reduces the

variability in the results that maybe caused by difference in interviewers

Interpretation of data and analysis are relatively simple.


10/58

Can accommodate large sample sizes and generalize results.

INDUSTRY AND COMPANY PROFILE

Indian oil and gas industry has been evolving at a rapid pace during the last few years. The

players in the industry are preparing themselves to face the marketing conditions after the

dismantling of Administered Pricing Mechanism (APM) in 2002. The industry has been

witnessing two important developments during last two years. One is the adoption of global

strategies by domestic players (an example is the building of world-class capacity by

Reliance Petroleum at Jamnagar). Another important development is the increased focus on

natural gas. The government has also initiated several steps to increase the supply of natural

gas (for example, the Government has made an agreement with Iran for the supply of natural

gas).

The oil and gas industry has been instrumental in fuelling the rapid growth of the Indianeconomy. India has total reserves of 775 million metric tonnes (MT) of crude oil and 1074

billion cubic metres (BCM) of natural gas as on April 1, 2009, according to the Ministry of

Petroleum.

BHARAT PETROLEUM CORPORATION LIMITED

Bharat Petroleum Corporation Limited (BPCL) is one of India's largest PSU companies, with

Fortune Global 500 rank of 287 (2008) and has Navratna status. Its corporate office is

located at Ballard Estate, Mumbai. Its interests are in downstream petroleum sector. It is

involved in the refining and retailing of petroleum products. Bharat Petroleum produces a

diverse range of products, from petrochemicals and solvents to aircraft fuel and specialty

lubricants and markets them through its wide network of Petrol Stations, Kerosene Dealers,

LPG Distributors, Lube Shoppes, besides supplying fuel directly to hundreds of industries,

and several international and domestic airlines.


11/58

Following nationalization in 1976, BPCL changed its gears and embarked upon a Rapid

growth path. Turnover, profitability and financial reserves grew by leaps and bounds. One of

the single digit Indian representatives in the Fortune 500 & Forbes 2000 listings, BPCL is

often referred to as an MNC in PSU garb. It is considered a pioneer in marketinginitiatives, and employs Best in Class practices. It is considered to be a pioneer in Indian

petroleum industry with various path-breaking initiatives such as Pure for Sure campaign,

Petro card, Fleet card etc.

The 1860s saw vast industrial development. A lot of petroleum refineries came up. An

important player in the South Asian market then was the Burmah Oil Company Ltd. Though

incorporated in Scotland in 1886, the company grew out of the enterprises of the Rangoon

Oil Company, which had been formed in 1871 to refine crude oil produced from primitive

hand dug wells in Upper Burma.

The search for oil in India began in 1886, when Mr. Goodenough of McKillop Stewart

Company drilled a well near Jaypore in upper Assam and struck oil. In 1889, the Assam

Railway and Trading Company (ARTC) struck oil at Digboi marking the beginning of oil

production in India.

While discoveries were made and industries expanded, John D Rockefeller together with his

business associates acquired control of numerous refineries and pipelines to later form the

giant Standard Oil Trust. The largest rivals of Standard Oil - Royal Dutch, Shell, Rothschilds

- came together to form a single organization: Asiatic Petroleum Company to market

petroleum products in South Asia.

In 1928, Asiatic Petroleum (India) joined hands with Burmah Oil Company - an active

producer, refiner and distributor of petroleum products, particularly in Indian and Burmese

markets. This alliance led to the formation of Burmah-Shell Oil Storage and Distributing

Company of India Limited. A pioneer in more ways than one, Burmah Shell began its

operations with import and marketing of Kerosene. This was imported in bulk and

transported in 4 gallon and 1 gallon tins through rail, road and country craft all over India.

With motor cars, came canned Petrol, followed by service stations. In the 1930s, retail sales

points were built with driveways set back from the road; service stations began to appear and

became accepted as a part of road development. After the war Burmah Shell established


12/58

efficient and up-to-date service and filling stations to give the customers the highest possible

standard of service facilities.

From Burmah Shell to Bharat Petroleum - On 24 January 1976, the Burmah Shell Group

of Companies was taken over by the Government of India to form Bharat Refineries Limited.

On 1 August 1977, it was renamed Bharat Petroleum Corporation Limited. It was also the

first refinery to process newly found indigenous crude Bombay High, in the country. Today

Bharat Petroleum Corporation Limited has got three refineries at Mumbai, Kochi and

Numaligarh. They are also on the verge of commissioning another refinery at Bina in

Madhya Pradesh. The refineries at Mumbai and Kochi (Kochi Refineries) have a capacity of

12 Million Metric Tonnes (MMT) and 9.5 MMTPA respectively for refining crude oil.

BPCL's subsidiary at Numaligarh has a capacity of 3 MMT. The Bina Refinery is would

operate at 6 MMTPA for the first year.

Bharat Petroleum produces a diverse range of products, from petrochemicals and solvents to

aircraft fuel and speciality lubricants and markets them through its wide network of Petrol

Stations, Kerosene Dealers, LPG Distributors, Lube Shoppes, besides supplying fuel directly

to hundreds of industries, and several international and domestic airlines.

The logo of Bharat Petroleum is shown on the left. It

represents yin and yang.

There have been many changes in BPCL in the recent

years. For example, there has been an introduction of

SAP software which has made all work go online. Plus

the dynamic profile that the company has fosters a

need for continuous training and development.

A few key numbers are:


13/58

2009 Sales (mil.): 18,418.8

1-Year Sales Growth: (6.1%)

2009 Net Income (mil.): 85.5

1-Year Net Income Growth: (72.6%)

COMPETITORS PROFILE

Although it carries the ancient Sanskrit name for India (Bharat), Bharat Petroleum

Corporation Limited (BPCL) is a modern refining and distribution company. It vies with

Hindustan Petroleum for the #2 slot behind Indian Oil.

Top competitors of Bharat Petroleum are the following:

Hindustan Petroleum Corporation Limited

Indian Oil Corporation Limited

Reliance Industries

Hindustan Petroleum Corporation Limited

HPCL is a Fortune 500 company, with an annual turnover of Rs. 1,16,428 Crores and

sales/income from operations of Rs 1,31,802 Crores (US$ 25,618 Millions) during FY 2008-

09, having about 20% Marketing share in India and a strong market infrastructure.

Corresponding figures for FY 2007-08 are: Turnover of Rs 1, 03,837 Crores

and sales/income from Operations of Rs.1, 12,098 Crores (US$ 25,142 Million).

HPCL operates 2 major refineries producing a wide variety of petroleum fuels & specialties,

one in Mumbai (West Coast) of 6.5Million Metric Tonnes Per Annum(MMTPA) capacity

and the other in Vishakhapatnam, (East Coast) with a capacity of 7.5 MMTPA. HPCL holds

an equity stake of 16.95% in Mangalore Refinery & Petrochemicals Limited, a state-of-the-

art refinery at Mangalore with a capacity of 9 MMTPA. In addition, HPCL is constructing a

refinery at Bhatinda, in the state of Punjab, as a Joint venture with Mittal Energy Investments


14/58

Pte.Ltd.

HPCL also owns and operates the largest Lube Refinery in the country producing Lube Base

Oils of international standards, with a capacity of 335 TMT. This Lube Refinery accounts forover 40% of the India's total Lube Base Oil production.

HPCL's vast marketing network consists of 13 Zonal offices in major cities and 90 Regional

Offices facilitated by a Supply & Distribution infrastructure comprising Terminals, Aviation

Service Stations, LPG Bottling Plants, and Inland Relay Depots & Retail Outlets, Lube and

LPG Distributorships. HPCL, over the years, has moved from strength to strength on all

fronts. The refining capacity steadily increased from 5.5 MMTPA in 1984/85 to 13

MMTPA presently. On the financial front, the turnover grew from Rs. 2687 Crores in 1984-

85 to an impressive Rs 1, 16,428 Crores in FY 2008-09.

What HPCL is doing on the training front?

At HPCL, they believe "The mind is not a vessel to be filled, but a fire to be ignited" as

said by Plutarch.

"Arousing passion and emotional involvement is the best possible way to align the

employees around a common purpose." With this objective, HPCL embarked upon a process

of Organizational Transformation called Project ACE - Achieving Continuous Excellence.

Project ACE was conceived to develop a co-created vision shared by the organizational

members at large, thereby transforming HPCL into an innovative and learning organization

where employees continuously acquire new skills and capabilities to excel, and achieve

outstanding business results.

While Project ACE enabled formalization of strategies, a need was felt for a robust tool to

help execute these strategies. Measurement is the key to ensure that the strategies translate

into business results.


15/58

With this philosophy, Balanced Scorecard (BSC) was introduced as a strategic initiative for

clear articulation of measurable business outcomes and cascading it to different levels of the

organization. Moreover, in order to establish strong linkage with the Performance

Management System, and to create a BSC conducive culture, the appraisal format wasredesigned in line with different perspectives of BSC.

Accordingly, officers set targets for each of the perspectives of Balanced Scorecard viz.

Financial

Customer

Internal Processes and

Learning and Growth

Benchmarking:

When it comes to benchmarking, they believe The value of achievement lies in the

achieving as said by Albert Einstein.

Mobilising the potential of the Project ACE and Balanced Scorecard initiatives, it was

made sure that every employee was empowered to think beyond boundaries and challenge

themselves and each other. This flows from the belief that innovation can come anytime

from anyone.

To encourage novel ideas and to be competitive, the competencies of employees need to be

in line with the international standards. Towards this end, another major HR initiative

Competency Mapping and Development was embarked upon at HPCL. Under this

initiative, the Behavioural and Technical Competency Framework has been finalized.

Development Centres for key position holders are conducted to identify the competency

gaps. These gaps are systematically addressed through Individual Development Plans,

which are drawn up at the end of every Development Centre. This initiative is linked to the

Learning and Growth Perspective of Balanced Scorecard initiative. All training programs are


16/58

linked to the competencies defined in various frameworks and gaps identified in the

Development Centres.

This is also integrated with our recruitment process, where the interviewers are trained toconduct competency based interviews. Inputs from development centres are also used for

career and succession planning.

Performance Management

In their endeavour to effectively analyze the performance of their training and mentoring

programs, they have developed robust and objective performance management processes

which strive to effectively tread through their employees hopes and aspirations. It is all

about endorsing an empowering environment which takes you to your best. And they make

sure you get valuable feedback, coaching, and knowledge from the people their employees

work with.

Career progression at HPCL is ensured through objective appraisal of performance. Their

performance appraisal process is based on Balanced Scorecard Approach and is more than

just assessment. It enables the employees to identify and develop their strengths and

weaknesses and align them towards organizational objectives through counselling,

mentoring and additional inputs through specific training programmes.

With the competencies being mapped and competency gaps identified, employees are in

a learning and growth mode and it has become a way of life at HPCL.

They are fully committed to enhancing the skills and competencies of their employees, and

also, enrich their personal growth and development. Capabilities are recognized and

opportunities for further learning are provided. Their training programs are at par with the

best and strive to galvanize a person into a thorough professional with which he can realize

his potential.


17/58

HPCL has a state of art learning centre at Nigdi, Pune called HP MDI which is a certified

ISO 9002 institute where a wide range of Functional / Behavioural / Managerial programmes

are conducted. Carefully designed and developed, these programmes are conducted by

experts drawn from reputed academic institutes to Management Consultants. The institute'slibrary is a treasure house that contains works on a variety of subjects covering all the

aspects of management. The institute has a well equipped gymnasium, tennis court and

indoor sports for recreation. Each morning, Yoga sessions are also conducted under the

guidance of Yoga gurus.

HPCL has also developed an e-learning portal using which employees can enhance their

technical and behavioural competencies through numerous e-learning modules. These

interactive modules are content rich and also enable the employee to evaluate these on the

knowledge acquired.

An Interactive Training Portal with complete schedule and the details of the various training

activities conducted across the country is available. This portal has provisions to enabling

employees to nominate themselves for the programs of their interests, online.

Towards Employee Delight

The welfare of their employees is the key theme in their organization. The benefits they offer

them are on par with the best available.

These are:

VDA (Variable Dearness Allowance), HRA (House Rent Allowance), CCA (City

Compensatory Allowance) etc. and other perquisites as applicable to particular grade are also

provided.

Perquisites: They have a comprehensive medical insurance program that covers the whole

array of medical expenses for the employee and his dependants. The employees growth in

the company will be complemented by his own self-development. Their educational refund

plan offers the employee the support in pursuing the course of his interest. Their study leave

policy also includes a time-off to pursue higher studies related to employees profession.

Their responsibility towards employees doesnt stop at compensation alone. They offer all


18/58

possible help to facilitate employees settling down. They provide housing and vehicle loans

at a very nominal interest rate that will help in securing employees familys future. Their

other benefits include furniture and computer advance, home lease facility, accommodation

at a very minimal charge depending upon availability and a host of allowances and insuranceschemes to make the employees stay in their company comfortable. All these in addition to

a host of deferred benefits like provident fund, gratuity and pension plan.

Sub departments:

While they do not have any specific sub divisions in their HR department, they do have the

following titles for the work they do:

1. Performance Management

2. Training

3. Industrial Relations

4. Hr marketing

5. Competency mapping and development

6. Manpower planning and recruitment

In their efforts to nurture merit and enable people to bring out their best, they place a

premium on innovation and give their people the freedom to think differently. They

encourage individuals to take on increased responsibility and thereby contribute to the

success of the company. Hard work and contribution never go unnoticed at HPCL; if an

employees, or his teams performance, is of unrivalled standards and has led to substantial

savings, his contribution shall be rewarded with Outstanding Achievement Award ". Its in

recognition of the employees unrelenting and steady performance. HPCL values loyalty and

rewards it suitably. Employees who have been a part of the corporation for more than 15

years are rewarded for their service since they have proved to be a major force behind their

successful journey.

Indian Oil Corporation Limited

Indian Oil is an Indian public-sector oil and gas company. It is Indias largest commercial

enterprise, ranking 105th on the Fortune Global 500 list in 2009. Indian Oil and its

subsidiaries account for a 47% share in the petroleum products market, 40% share in refining


19/58

capacity and 67% downstream sector pipelines capacity in India. The Indian Oil Group of

Companies owns and operates 10 of India's 19 refineries with a combined refining capacity

of 60.2 million metric tons per year.

Indian Oil operates the largest and the widest network of fuel stations in the country,

numbering about 17606 (15557 regular ROs & 2049 Kissan Sewa Kendra). It has also

started Auto LPG Dispensing Stations (ALDS). It supplies Indane cooking gas to over 47.5

million households through a network of 4,990 Indian distributors. In addition, Indian Oil's

Research and Development Centre (R&D) at Faridabad supports, develops and provides the

necessary technology solutions to the operating divisions of the corporation and its

customers within the country and abroad. Subsequently, Indian Oil Technologies Limited - a

wholly owned subsidiary, was set up in 2003, with a vision to market the technologies

developed at Indian Oil's Research and Development Centre. It has been modelled on the

R&D marketing arms ofRoyal Dutch Shell and British Petroleum.

Success is people driven. Building competencies through training is one of the core strengths

of Indian Oil. The Indian Oil Institute of Petroleum Management- a centre of excellence for

nurturing future leadership, situated on the outskirts of New Delhi, conducts advanced

management education programmes in collaboration with premier business schools and top

line professionals. Indian Oil operates 18 training centres across the country for up-skilling,

re-skilling and multi-skilling of employees in its pursuit of corporate excellence.

Indian Oil has been serving as a source of technical support and expertise to petroleum

companies of carious countries across the globe. Some of these countries, which have

partnered for excellence, include Sri Lanka, Kuwait, Bahrain Iraq, Abu Dhabi, Tanzania,

Ethiopia, Algeria, Nigeria, Nepal, Bhutan, Maldives, Malaysia and Zambia.
http://en.wikipedia.org/wiki/Faridabadhttp://en.wikipedia.org/wiki/Royal_Dutch_Shellhttp://en.wikipedia.org/wiki/Royal_Dutch_Shellhttp://en.wikipedia.org/wiki/Royal_Dutch_Shellhttp://en.wikipedia.org/wiki/Faridabad


20/58

REVIEW OF LITERATURE

Any organization needs a skills management program in place. Skills Management is the

practice of understanding, developing and deploying people and their skills. Well-

implemented skills management should identify the skills that job roles require, the skills of

individual employees, and any gap between the two.

In the early 1970s, industrial psychologists and human resource managers were seeking

ways to better predict job performance. There was significant evidence to show that

personality and personality testing was very poor at predicting job performance (about 10%

success rate was achievable). At the same time, a number of studies showed that traditional

academic aptitude, knowledge tests, school grades and credentials did not predict job

performance.

Dr David C. McClelland, Professor of Harvard University published a paper in 1973 titledTesting for Competency Rather Than Intelligence which launched the competency

movement in psychology. Over 30 years of research, experience and consulting work have

demonstrated that competencies are the best method to define and predict outstanding job

performance. They are also free from bias against race, sex or socioeconomic factors.

Competencies are personal characteristics that differentiate levels of performance in a given

job, role, organization, or culture. In other words Competencies are defined as personal

characteristics that lead to superior performance. Competencies include skills, knowledge,

attitudes, motives and other personal attributes that allow managers to perform at an

excellent standard.


21/58

Below is the iceberg competency model which depicts the various levels of competency

characteristics, with skill and knowledge forming the tip of the iceberg. The underlying

elements of competencies are less visible but they largely direct and control surface

behavior. Social role and Self-conceptexist at a conscious level; Traits and Motives exist

even further below the surface, lying closest to the persons core.

SkillKnowledge

Social Role, ValuesSelf Image

TraitMotive

Necessary for topperformance but notsufficient to beoutstanding

Characteristics

that providemotivation andlead to longerterm success

As seen in the iceberg there are six basic types of competency characteristics, and they existat different levels of consciousness within people. The upper levels are easy to see, but they

rarely predict or determine outstanding performance. The deeper levels of competencies -

traits and motives - tend to drive peoples long-term behavior and, thus, their long-term

performance.

Skill- the ability to perform a certain physical or mental task, e.g., a dentists

physical skill to fill a tooth without damaging the nerve.

Knowledge- the information a person has in specific areas, e.g., knowledge of basic

accounting principles, knowledge of human anatomy etc.

Social Role- the image a person projects to others, the outer self, e.g., being a

leader or a follower. It reflects a persons values - what he or she believes isimportant to do.

Self Image- the way a person sees himself or herself - the inner self, or internal

concept of identity, e.g., seeing oneself as a teacher or leader.

Traits- are relatively enduring characteristics of a persons behavior, either cognitive

or psycho-social, e.g., being a good listener, or being able to recognize patternsacross seemingly unrelated elements.

Motives- are natural and constant thoughts and preferences in a particular area (i.e.,

Achievement, Affiliation, and Power) that drive, direct, and select a personsoutward behaviour, e.g., continuously wanting to achieve and make things better.


22/58


23/58

External Issues- A major reason for someone not displaying a competency can be the

environment or culture in which he or she works. If the expression of a competency is

discouraged or not permitted, it takes extra effort to show it. Some of these issues can be

resolved through discussions with your manager; others may relate to having a different set

of cultural assumptions, which may mean reconsidering your own focus as well as that ofothers.

Internal Issues-The internal obstacles to expressing a competency may have to do with aperson not understanding the situation (knowledge), seeing the display of a competencybehavior as inappropriate (social role), or simply not enjoying displaying that particularcompetency behavior (motive).

The Iceberg Model can help identify exactly what is missing within you or keeping you fromdemonstrating a competency, and what is necessary in order to develop a competency.

Listed below are some key questions based on the Iceberg Model that can guide yourthinking about how you want to develop the competency. Different levels of the icebergrequire different kinds of development; for example, adding a skill and changing the wayyou see your social role require different methods of change.

Iceberg Level Questions to Ask Yourself Sample Development Actions

Knowledge Do I know enough to act? Am I

missing information?

Research study,

observation, askingquestions, books

Skills Do I have the ability or training to

act? Can I act effectively?

Skill training, courses

Social Role,

Values

Do I know the part to play? Do I see

this as appropriate? Is this the right

thing to do here?

Choosing new roles to play,

examining values in the context of

the situation

Self-Image Do I see myself doing this? Is this

me? Is this important to me?

Reordering personal priorities,

defining and adopting a new self-

image

Trait Do I have the enduring, reliable

patterns of behaviour needed to do

this?

Organized practice of trait

behaviours, establishment of

systems to substitute

Motive Do I enjoy this? Does it get me

energized?

Long-term organized practice of

motives, thoughts, and behaviours


24/58

Any competency can be acquired or developed by using the step-by-step CompetencyAcquisition Process below. Although some steps are harder than others for somecompetencies, this basic process works for acquiring or developing any competency, to agreater or lesser degree.

1. Recognition- I know it when I see it. You recognize the competency when it is thereor when someone demonstrates it, but cannot explain it or replicate it.

2. Understanding- I know what it is. You can explain a competency at this step in the

process; you know what to do, what a person thinks about when acting, or what is

missing, even though you may not be able to do it yourself.

3. Self-Assessment- I see how much I have of it. This is the comparison between

where you are now and where you will be when you have acquired the competency.

Accurate, objective feedback is vitally important here, so that you can make a realistic

assessment of what you bring and what stands in your way. Peoples views of

themselves are rarely accurate enough to yield a reliable self-assessment regarding a

difficult competency.

4. Experimentation- I am doing it. This includes experimentation and hands-on

practice of the competency, preferably in a safe context, where it does not threaten

overall job performance. Development tasks and on-the-job assignments are useful here.

5. Skill Practice- I am doing it on the job. Once the competency has been practised

adequately, it can be integrated into daily performance on the job. A goal-setting process

is helpful in making long-term plans for how to do this. This is also an opportunity for

the manager to take part in a persons development.

6. Feedback- I know how I am doing. It is critical to get objective feedback on how

well you have begun to demonstrate a new competency, to advance and enhance the

process of development over time. Feedback creates a realistic self-assessment, which

drives the next steps for development. This is an opportunity to obtain outside help from

peers, the manager, employees, or others.

The skills involved can be defined by the organization concerned, or by third partyinstitutions. They are usually defined in terms of a skills framework, also known as a

competency framework or skills matrix. This consists of a list of skills, and a grading

system, with a definition of what it means to be at particular level for a given skill.

To be most useful, skills management needs to be conducted as an ongoing process, with

individuals assessing and updating their recorded skill sets regularly. These updates should

occur at least as frequently as employees' regular line manager reviews, and certainly when

their skill sets have changed.

Skills management systems record the results of this process in a database, and allow


25/58

analysis of the data.

Skills management provides a structured approach to developing individual and collective

skills, and gives a common vocabulary for discussing skills. As well as this general benefit,

three groups of employees receive specific benefits from skills management:

Individual Employees: As a result of skills management, employees should be aware of the

skills their job requires, and any skills gaps that they have. Depending on their employer, it

may also result in a personal development plan (PDP) of training to bridge some or all of

those skills gaps over a given period.

Line Managers: Skills management enables managers to know the skill strengths and

weaknesses of employees reporting to them. It can also enable them to search for employees

with particular skill sets (e.g. to fill a role on a particular project).

Organization Executives: A rolled-up view of skills and skills gaps across an organization

can enable its executives to see areas of skill strength and weakness. This enables them to

plan for the future against the current and future abilities of staff, as well as to prioritise areas

for skills development.

Skill matching and skill-gap analysis: One of the major benefits of a competence

management system is that people can be matched with specific jobs or roles as they

arise. Skill matching is invaluable, for example, when a project leader asks for

assistance in building a team for a new assignment.

A skills gap analysis is an evaluation tool for determining training needs of an individual,group or organization. The analysis reveals the differences between the required and theexisting skill levels and the recommended strategies for reducing the differences or closingthe gap.

Tools

Performance assessments, questionnaires, interviews and group discussions are main toolsfor assessing current skill levels. Projections, company goals and long-term plans inform

what the desired skill levels are.

Evaluation

Comparing the two findings reveals the gaps in competencies. Skill areas evaluated includeresponsibilities, duties, tasks, functions and knowledge.

Recommendations

Details of the gap in skill levels inform discussions among trainers, managers and employeerepresentatives to determine the nature of the training program needed.


26/58


27/58

Mr. M.V.Prabhakaran

Chief Manager HRS North

Mr. Mukesh Nangia

Senior Manager (Benefits Administration)

Mr. Lalit Watts

Senior Manager (Guest Relations)

Mr. Satish Kumar Gupta

Manager (Administration)

(Admin Facilities)

Mr. Rajnish Kumar

Deputy Manager (Employee Relations)

Ms. Ritu Mathur

Deputy Manager (Training and Development andSeparations)


28/58

There are four departments viz. Employee Relations, Administration, Benefits

Administration, Guest Relations and Training and Development. There are non

management staff attached with every department.

The Benefits Administration sub department has the following structure:

Benefits Administration, as the name suggests, is concerned with the administration of

benefits provided by the company to its employees. Ben-admin North deals with a variety ofbenefits. These mainly include the following:

Mr. Mukesh

Nangia

Sr. Mgr (Ben-

Admin)

Mr. Kamal Kant

Deputy Manager

Mr. SaurabhBhatnagar

AssistantManager

Ms. Kamaldeep

Secretary

Ms. Madhu Neera

Kerketta

Assistant

Manager

Mr. Daleep

Kumar

Secretary


29/58

1. Salary Administration

2. Vehicle loan

3. Home loan

4. Transfer Expenses

5. Medical reimbursement etc.

The Administration sub department has the following structure:

The administration department mainly takes care of providing facilities to the employees in

the office and in the housing complex. These services mainly include the following:

1. In the office:

Mr. Satish

Kumar Gupta

Manager

Mr. Ajoy Singh

Dy. Manager

Mr. Mickey P

Singh

Dy. Manager

Mr. Dipankar

Saha

Assistant

Manager

Mr. Ashwini

Kumar

Executive

Ms. Rinki

Jaiswal

Executive

Mr. S. K.

Taneja

Executive


30/58


31/58

The Employee Relations sub department has the following structure:

The employee relations department takes care of a number of issues. Main amongst them

are:

1. Manpower planning a. Transfers

b. Redeployment etc.

Mr. Rajnish Kumar

Dy. Manager

Mr. Rajesh Kapoor

Executive

Ms. Mansi Dubey

Assistant Manager


32/58

2. Performance management for non-management staff

3. Court cases against the company

The Training and Development and Separations sub department has the following structure:

Ms. Ritu Mathur

Dy. Manager

Mr. Kapil Rohtagi

Assistant Manager


33/58

The training and development and separations department takes care of mainly the

following:

1. Training programs formulation and implementation

2. Overseeing the training programs

3. Taking care of the separation i.e. Retirement, death.

FINDINGS AND ANALYSIS

The study was done on thirteen employees of job groups A and B. The study included two

sets of preliminary questionnaires created for two sets of respondents. One was for the target

group of the thirteen employees and the other for their line managers. These two

questionnaires along with observation technique were used to gather data. After the

preliminary data collection, input was taken on the importance, required proficiency and

current proficiency.

Following are some preliminary findings of the study:

1. SAP knowledge was given highest preference by both the target group and the line

managers.

2. The line managers felt that the trainings were well received. However, the effect of

the behavioural trainings wore off after a few months, two months on an average.

This is corroborated by the skill gap in behavioural skills (refer to graph in next

section).


34/58

3. The department is working on reducing paperwork; this would require that the

personnel are well versed with advanced computer skills including both MS Office

applications and SAP.

4. There was an emphasis on behavioural skills. However now the focus needs to shift

to functional skills. For this purpose there is a need to identify and quantify the skills

and skill levels required.

5. This does not mean less emphasis on behavioural skills as all the line managers

emphasized it is of utmost importance. But it seemed that the behavioural trainings

were not taken seriously. The attitude towards behavioural trainings needs to change

in order for it to be effective.

6. Some employees feel that their job roles do not do full justice to their potential. In

such cases job rotation can be performed to give them a sense of achievement and

motivation.

7. However there was no case of role ambiguity or role conflict found.

8. Personnel want to go in for various courses viz. Advanced Negotiation Skills etc. It is

advised that they meet with their line managers once in three months to discuss the

potential courses they might opt for.

Findings on the basis of rating survey:

The following two formulae were used on the data collected:

1) Weighted Proficiency Gap Index:

0


35/58

No. Of individuals

This gives the TNA index for each skill. They are then sorted in descending order to showwhich skills need more attention.

Ben-Admin Functional Skill Requirement Sample A:Skill Importance Proficiency

Required

Current

Proficiency

Average

Importance

TNA Index

Knowledge ofcompany

policies

5 5 2 4. 7 4. 7

Application ofcompany

policies

5 5 2 5 5

Knowledge ofindustrystandards

3 3 1 3.3 2.2

SAPProficiency

4 5 2 4 4

Knowledge ofSAP

4 4 2 4.3 2. 9

Informationgathering w.r.t.employee needs

4 4 1 4 4

Changecommunication

4 4 2 4 2. 7

Domainknowledge

5 4 2 4. 7 3. 1

GeneralAwareness

3 4 1 3 3

Assimilation oftraininginformation

4 4 2 4 2. 7

Application oftraining in work

4 4 2 4 2.7

WeightedProficiency GapIndex

2.47

Gap % 61.67%

In order of need

for training

Skill TNA Index


36/58


policies

5

Knowledge ofcompany

policies

4. 7

SAPProficiency

4


4

Domainknowledge

3. 1

GeneralAwareness

3

Knowledge ofSAP 2. 9

Changecommunication

2. 7


2. 7


2. 7

Knowledge ofindustry

standards

2. 2

Ben-Admin Functional Skill Requirement Sample B:

Skill Importance Proficiency

Required

Current

Proficiency

Average

Importance

TNA Index

Knowledge ofcompany

policies

5 5 4 4.7 1.6


policies

5 5 4 5 1.7


4 4 3 3.3 1.1

SAPProficiency

4 5 4 4 1.3


37/58

Knowledge ofSAP

5 4 3 4.3 1.4


4 5 3 4 2.7

Changecommunication

5 5 3 4 2.7

Domainknowledge

5 5 4 4.7 1.6

GeneralAwareness

3 4 3 3 1


4 4 3 4 1.3

Application of

training in work

4 4 3 4 1.3


1.19

Gap % 29.69%

In order of need

of training

Skill TNA Index


2.7

Changecommunication

2.7


policies

1.7

Knowledge ofcompany

policies

1.6

Domainknowledge

1.6

Knowledge ofSAP

1.4

SAPProficiency

1.3


1.3


1.3


38/58


1.1

GeneralAwareness

1

Ben-Admin Functional Skill Requirement Sample B:


Required

Current

Proficiency

Average

Importance

TNA Index

Knowledgeof company

policies

4 4 3 4.7 1.6

Applicationof company

policies

5 4 3 5 1.7

Knowledgeof industrystandards

3 3 1 3.3 2.2

SAPProficiency

4 5 3 4 2.7


39/58

Knowledgeof SAP

4 5 3 4.3 2.9

Informationgatheringw.r.t.

employeeneeds

4 4 3 4 1.3

Changecommunication

3 3 2 4 1.3

Domainknowledge

4 5 4 4.7 1.6

GeneralAwareness

3 3 2 3 1

Assimilation

of traininginformation

4 3 3 4 0

Applicationof training inwork

4 4 3 4 1.3

WeightedProficiencyGap Index

1.17

Gap % 29.17%

In order of

need of

training

Skill TNA Index

Knowledgeof SAP

2.9

SAPProficiency

2.7

Knowledge

of industrystandards

2.2

Applicationof company

policies

1.7

Knowledgeof company

policies

1.6

Domainknowledge

1.6

Informationgathering 1.3


40/58


41/58

Foresightedness 5 5 4 5 2.5

Writtencommunication

5 5 5 5 0

Task

management

5 5 5 5 0

Performancecheck of

procedures

4 5 4 4.5 2.25

Knowledge ofrelevant laws

5 5 4 5 2.5

Reception totraining

5 5 3 5 5

PresentationSkills

5 5 3 5 5

Drafting Skills 5 5 4 5 2.5

WeightedProficiencyGap Index

1.169811321

Gap % 29.25%

In order of

need of training

SKILL TNA Index

Team Player 5


5

PresentationSkills

5

Ability to lead ateam

4

Knowledge of

companypolicies

2.5


2.5

Foresightedness 2.5


2.5

Drafting Skills 2.5


42/58

Performancecheck of

procedures

2.25


0

Taskmanagement

0

Employee Relations Functional Skill Requirement Sample B:


Required

Current

Proficiency

Average

Importance

TNA Index

Knowledge ofcompany policies

5 5 3 5 5


5 5 4 5 2.5

Team Player 5 5 4 5 2.5


43/58

Ability to lead ateam

4 5 3 4 4

Foresightedness 5 5 4 5 2.5

Written

communication

5 5 3 5 5

Taskmanagement

5 5 4 5 2.5

Performancecheck of

procedures

5 5 4 4.5 2.25


5 5 4 5 2.5


5 5 4 5 2.5

PresentationSkills 5 5 4 5 2.5

Drafting Skills 5 5 3 5 5


1.3

Gap % 31.48%

In order of needof training

Skill TNA Index

Knowledge ofcompany policies

5


5

Drafting Skills 5

Ability to lead a

team

4


2.5

Team Player 2.5

Foresightedness 2.5

Taskmanagement

2.5

Knowledge ofrelevant laws 2.5


44/58


2.5

PresentationSkills

2.5

Performance

check ofprocedures

2.25

On the basis of behavioural skills only the gap has been calculated since the focus was on

functional skills.

Ben-Admin Behavioural Skill Requirement Sample A:


Required

Current

Proficiency

Ability to work in a team 4 5 2

Developing People 4 4 1

Conflict Management 3 4 2


45/58

Innovative Problem Solving 4 4 1

Negotiation 3 3 2

Persuasiveness 3 3 1

Problem Analysis 3 4 1

Achievement Orientation 4 5 2

General Awareness 3 3 1

Assertiveness 3 4 1

Ability to say 'No' 4 5 2

Communication Skills 5 5 1

Listening skills 3 3 1

Persistence 3 4 2

Adaptability 4 4 2

Dependability 5 5 2

Dedication 4 5 2

Passion for work 5 5 3

People Skills 4 4 2

Holistic approach to work 4 4 2

Stress Management 4 3 2

Delegation 3 3 1

Decisiveness 4 4 1

Planning 4 5 2

Innovation/Creativity 3 4 2Leadership 3 4 1

Behaviour Flexibility 3 4 2

Weighted Proficiency Gap Index 2.5

Gap % 62.37%

Ben-Admin Behavioural Skill Requirement Sample B:


Required

Current

Proficiency

Ability to work in a team 4 5 2


Conflict Management 4 4 2

Innovative Problem Solving 4 5 2

Negotiation 4 4 2



46/58


Achievement Orientation 4 5 4


Assertiveness 3 4 3


Communication Skills 4 5 3


Persistence 4 4 3

Adaptability 4 3 3

Dependability 4 5 5

Dedication 4 5 4


People Skills 5 4 2

Holistic approach to work 4 4 3


Delegation 4 4 3

Decisiveness 4 4 4

Planning 4 4 4

Innovation/Creativity 4 5 2

Leadership 4 4 3


Weighted Proficiency Gap Index 1.45

Gap % 36.34%

Ben-Admin Behavioural Skill Requirement Sample C:


Required

Current Proficiency

Ability to work in ateam

5 5 2


ConflictManagement

4 4 1

Innovative ProblemSolving 4 4 2


47/58

Negotiation 5 5 3



Achievement

Orientation

5 5 3


Assertiveness 4 4 2


CommunicationSkills

4 5 3


Persistence 4 4 1

Adaptability 3 3 1

Dependability 5 5 2Dedication 4 5 2


People Skills 4 3 2

Holistic approach towork

4 4 2


Delegation 3 3 3

Decisiveness 4 4 3

Planning 4 5 2Innovation/Creativity 4 4 3

Leadership 4 4 1



1.9

Gap % 47.69%

Employee Relations Behavioural Skill Requirement Sample A:


Required

Current Proficiency


4 5 3


ConflictManagement

4 5 4

Innovative ProblemSolving

5 5 4


48/58

Negotiation 4 5 3



Achievement

Orientation

5 5 5


Assertiveness 3 4 5


CommunicationSkills

5 5 4


Persistence 5 5 5

Adaptability 4 5 4

Dependability 5 5 5Dedication 5 5 5


People Skills 5 5 3


5 5 4


Delegation 5 5 3

Decisiveness 5 5 4

Planning 5 5 3Innovation/Creativity 4 5 4

Leadership 4 5 3



1.04

Gap % 26.02%

Employee Relations Behavioural Skill Requirement Sample B:


Required

Current Proficiency


5 5 4


ConflictManagement

4 5 4

Innovative ProblemSolving

4 5 4


49/58

Negotiation 5 5 3



Achievement

Orientation

4 5 4


Assertiveness 4 4 4


CommunicationSkills

5 5 4

Delegation 5 5 3


Persistence 4 5 4

Adaptability 5 5 4Dependability 5 5 4

Dedication 5 5 4


People Skills 5 5 4


5 5 3


Delegation 5 5 3

Decisiveness 5 4 3Planning 5 5 4

Innovation/Creativity 4 5 4

Leadership 5 5 4



1.12

Gap % 28.22%

CONCLUSION

There are significant skill gaps in both the functional and behavioural domain.

Looking at the results of the behavioural skill requirement samples, the focus should

not be removed from them.

Further data testing needs to be done by in house personnel to deal with

confidentiality concerns.

The list of skill gaps has been given in descending order.


50/58


51/58

validity of claims and also suggest correct and cost saving procedures to the

employees of BPCL. This can be done by arranging a seminar by medical

professionals. BPCL has ties with many hospitals. These contacts can be used

to upgrade our personnels knowledge. It can be arranged by sending the

personnel and counterparts of other regions to an informative seminar likethis.

An interaction with counterparts in the other regions can lead to a better

performance as it will give a window into how things take place elsewhere.

Presentation and excel skills need to be stressed upon. The employee already

has a basic knowledge of these and so needs to go in for an advanced course.

Also, employees knowledge and level of interaction with the non

management staff can be utilized by having them conduct a computer skills

workshop for them thereby saving the cost of hiring outsiders and making

sure the training is well-received.

Personnel interested in hard core SAP training. This can be used to help out

with problems in the SAP system.

2. Admin:

A refresher course on e tendering for admin personnel would be beneficial for

the organization.

A course in Green Building Construction has been suggested by the seniors.

Seeing as the world is becoming more ecologically conscious, this would

benefit the organization in its upcoming construction projects.

A course in Rehabilitation and repair of old buildings and Retrofitting

existing buildings with earthquake resistance.

3. Employee Relations:

Active work on statutory compliances and making all locations fully

compliant is going on. Apart from this, send personnel to out of company

seminars and talks about the same and related subjects. This would lead to

knowledge sharing and also interacting with similar companies would help us

gauge where we stand in the industry and also give us an insight into how

other companies are handling the same problems that we are facing.

4. Guest Relations:


52/58

Have Guest Relations personnel participate in stress management workshops

once in 3 months. They need communication skills course, and an

intermediate finance course. They may be sent on a tour of a travel

management company to see their work and gauge where they stand vis a vis

a professionally run travel unit.

The paperwork has varying levels of importance, so based on the levels of

importance, some of it can be filtered out and given to a clerical staff. This

will ensure that the big-ticket items get the attention they deserve and the

smaller items do not come in the way of processing the former.

Moreover some other recommendations are:

There is a need to create an Individual Development Plan for every employee

so that it is known what to prepare the employee for next. Since some

employees want to be part of something transformational and not just

transactional they can be part of the team that does this. BPCLs closest

competitor has enforced this system and it would do well for the company to

follow this path if it is to compete.

Some reallocation of job roles has taken place and the employees who have

now been assigned certain jobs are new to them and this might slow down the

speed of processing. Thus, members of the non management staff that tookcare of the respective matters should pass on the knowledge by means of a

seminar.

Job rotation is not performed very often in the organization which could

benefit immensely. This practise should be started not just within the

department but also with other departments wherever there is a match. For

example, admin personnel who are connected with tendering and contracting

can be rotated with engineering department.

People tend to adopt a laidback attitude because they are not sure how theirperformance is being judged. So bring in more transparency in the evaluation

system to enable employees to know how exactly their performance is

affecting their appraisal.

Conduct an employee satisfaction survey in the housing complex to gauge

satisfaction levels and find out other possible areas of improvement. Also use

this opportunity to manage expectations of employees by letting them know

the limits to which service can be provided.

Send personnel for exhibitions where tiles, geysers, flooring etc are exhibited.


53/58

Communication skills have been stressed on time and again. These trainings

should not be taken lightly and pre and post questionnaires should be

circulated to gauge the efficacy of the trainings.

Time and task management courses have been emphasized time and again.

These courses would lead to better functioning of the departments according

to the line managers.

LIMITATIONS OF THE STUDY

Variation from required skill is difficult to detect due to sensitivity andconfidentiality issues.


54/58


55/58

The experience at Bharat Petroleum was a great learning experience. The culture, structure,

processes and functions at BPCL provide a different dimension to Business growth and

development.

I am It was really very fortunate to have undertaken an my internship at BPCL which gave anexposure exposed me to the practical HR concepts and their applications.

BPCL gave me an opportunity to work on certain confidential aspects of the company as well.

Annexure I

Questionnaire for target group


56/58

1. What is your work profile?

2. Who according to you is the customer of your department?

3. What do you think is the impact of your job on the overall department?

4. What do you think is the impact of your job on the company?

5. What do you think are the skills required for your job profile?

6. Do you think you require any specific courses to perform your job more efficiently?

7. Is there any role ambiguity when it comes to your job description?

8. Is there any role conflict when it comes to your job description?

9. Do you think you have the skills required for the next job role?

10.What are the future goals and challenges that your department faces and are you

ready for them?

Annexure II

Questionnaire for line managers


57/58

1. What are the major tasks/activities carried out by your department?

2. What is the plan that you have for the next few years?

3. What is the vision that you have for your department i.e. what do you aim to achieve

in the long run?

4. Who are your team members?

5. What job groups do they fall into and what is their experience level?

6. What do you think are the skills required for the job profiles of your subordinates?

7. Do you conduct/send your team for skill enhancement programs on a regular basis?

8. What is the frequency of sending the team for such programs and what are those

programs?

9. Do you think these programs have helped in enhancing their job performance or their

potential?

10.What program-functional (on the job training, software/new

technology/materials/accessories/product

knowledge/interiors/logistics/cafeteria/security) and behavioural do you suggest and

at what frequency?

Bibliography

1. http://superperformance.com/hrskills.php


58/58

Oil & Gas_BPCL Training

Documents