A project on Need analysis of training @ IOCL

1. NEED ANALYSIS OF TRAINING &
DEVELOPMENT OF EMPLOYEES
INDIAN OIL CORPORATION LIMITED
Submitted by:
APURVA AGRAWAL
BBA 2011-2014
A 7006411002
HUMAN RESOURCE
Under guidance of:
MS VEENA KUMARI
HR MANAGER, BSO (MD)
INDIAN OIL CORP. LTD.
DR. ALPANA SRIVASTAVA
PROFESSOR
ABS, LUCKNOW
(SUMMER INTERNSHIP REPORT IN PARTIAL FULFILLMENT OF THE AWARD OF FULL TIME
BACHELORS IN BUSINESS ADMINISTRATION (2011-14))
AMITY BUSINESS SCHOOL
AMITY UNIVERSITY UTTAR PRADESH, LUCKNOW
1

2. STUDENT’S CERTIFICATE
Certified that this report is prepared based on the summer internship project
undertaken by me in INDIAN OIL CORPORATION LIMITED from 6th May
2013 to 23th June 2013, under the able guidance of Ms. VEENA KUMARI in partial
fulfillment of the requirement for award of degree of Bachelor of Business
Administration (BBA) from Amity University, Uttar Pradesh.
Date--------------------
--------------Apurva Agrawal
BBA-2011-2014
-----------------
-----------------
Dr. Alpana Srivastava
Professor
Prof. V. P. Sahi
Director
(ABS)
2

3. FACULTY CERTIFICATE
Forwarded here with a summer internship report on “Need Analysis of Training
& Development of Employees” of Indian Oil Corporation Limited submitted by
Apurva Agrawal, Enrollment No-A 7006411002 student of BBA Vth Semester
(2011-14).
This project work is partial fulfillment of the requirement for the degree of
Bachelor in Business Administration from Amity University Lucknow Campus,
Uttar Pradesh.
-------------------------------Dr. Alpana Srivastava
Amity University,
Lucknow Campus
3

4. 4

5. ACKNOWLEDGEMENT
“Gratitude is the hardest of emotion to express and often does not find adequate
ways to convey the entire one feels.” Summer training is the one of the important
part of BBA course, which has helped me to learn a lot of experiences which will
be beneficial in my succeeding career. For this with an ineffable sense of
gratitude I take this opportunity to express my deep sense of indebtedness to
Respected Prof. V.P. Sahi, Director of Amity Business School who has provided
me an opportunity to learn the corporate culture during my B BA course.
I am also very much thankful to Ms. Veena Kumari, HR Manager, Indian
Oil Corporation, Patna. for his interest, constructive criticism, persistent
encouragement and untiring guidance throughout the development of
the project. It has been my great privilege to work under her inspiring
guidance.
Further I would also like to extend my sincere „Thanks‟ to Dr. Alpana
Srivastava for her valuable guidance, suggestions and outstanding mentorship.
5

6. TABLE OF CONTENT
Particular
Page
Student‟s Certificate
2
Faculty‟s Certificate
3
Industry Certificate
4
Acknowledgement
5
Graphs
7
Synopsis
8
Chapter I- Introduction
10
Chapter II- Organisational Profile of the Company
13
Chapter III- Data Presentation
23
Chapter IV- Data Analysis and Interpretation
28
Chapter V- Findings and Conclusion
42
Annexure
45
Bibliography
52
6

7. GRAPHS
Title
Page No.
Figure 1.1
30
Figure 1.2
30
Figure 1.3
31
Figure 1.4
31
Figure 1.5
32
Figure 1.6
32
Figure 1.7
33
Figure 1.8
33
Figure 1.9
34
Figure 1.10
34
Figure 1.11
35
Figure 1.12
35
Figure 2.1
36
Figure 2.2
36
Figure 2.3
37
Figure 2.4
37
Figure 2.5
38
Figure 2.6
38
Figure 2.7
39
Figure 2.8
39
Figure 2.9
40
Figure 2.10
40
7

8. EXECUTIVE SUMMERY
Training and Development is an essential part of every organization and every organization
follows a training calendar. “Need analysis of development of employees” basically deals with
the significance of training and development for employees in an organization. The training
requirement for an employee arises when performance gap is encountered. An organization
always expects something from a training session which must add to the benefits of the
organization likewise an employees also have some expectations from the organization and the
training program. The project has mainly used a close ended questionnaire survey to arrive at a
conclusion, the questionnaires focuses on the norms of training and development at Indian Oil
Corporation. The questions asked from the employees were to know the no. of training programs
they attend in a year, to know how frequent the training is given to the employee in the
organization. The questions have also focused on know whether training was an integral part of
the organization and does it play any strategic role for the organization. Is the organization is
giving a proper training, whom are the trainers training, what methods are used to train the
employees, the time duration in which the training is conducted, how effectively is it
contributing to the organizational goals are some of the questions which is included in the
questionnaire to know the whole procedure of training and development at Indian Oil
Corporation.
Measurable Benefits:








Paying a satisfactory dividend
Increasing profitability
Increasing market share
Providing stable and secure employment
Satisfying the needs of beneficiaries
Improving quality
Introducing new products or services
Reducing costs
8

9. OBJECTIVE
 To analyze & know how training programs are designed by Indian Oil Corporation Ltd
 To examine the impact of training on the workers
 To study the changes in behavioral pattern due to training
 To measure the differential change in output due to training
 To examine the effectiveness of training in overall development of skills of workforce.
The results of the needs assessment allows the training manager to set the training objectives by
answering two very basic questions: what needs to be done, and why is it not being done now?
Then, it is more likely that an accurate identification of whom, if anyone, needs training and
what training is needed. Sometimes training is not the best solution, and it is virtually never the
only solution. Some performance gaps can be reduced or eliminated through other management
solutions, such as communicating expectations, providing a supportive work environment, and
checking job fit. These interventions also are needed if training is to result in sustained new
behaviors needed to achieve new performance levels, for an individual, an occupation, or an
entire organization.
9

10. CHAPTER- I
INTRODUCTION
10

11. SIGNIFICANCE OF TRAINING & DEVELOPMENT
Training is a systematic process of bringing about a change or improvement for a definite
purpose. It is a process of helping employees to gain effectiveness in their work through
development of appropriate habits of thought, skills, which the activities of an organization
carried out by improving the efficiency and effectiveness of its Human Resource. Industry
training is nothing but learning through the process of training attempts to bring about a change
in response to a given set of circumstances.
 Optimum Utilization of Human Resources–Training and Development helps in
optimizing the utilization of human resource that further helps the employee to achieve
the organizational goals as well as their individual goals.
 Development of Human Resources–Training and Development helps to provide an
opportunity and broad structure for the development of human resources‟ technical and
behavioral skills in an organization. It also helps the employees in attaining personal
growth.
 Development of skills of employees–Training and Development helps in increasing the
job knowledge and skills of employees at each level. It helps to expand the horizons of
human intellect and an overall personality of the employees.
 Productivity–Training and Development helps in increasing the productivity of the
employees that helps the organization further to achieve its long-term goal.
 Team spirit– Training and Development helps in inculcating these nse of team work,
team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within
the employees.
 Organization C ulture - Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization.
 Organization Climate– Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings from
leaders, subordinates, and peers.
 Quality– Training and Development helps in improving upon the quality of work and
work-life.
 Healthy work environment– Training and Development helps increating the healthy
working environment. It helps to build good employee, relationships o that individual
goals aligns with organizational goal
 Health and Safety–Training and Development helps in improving the health and safety
of the organization thus preventing obsolescence.
 Morale–Training and Development helps in improving the morale of the work force.
11

12. BACKGROUND OF TRAINING AND DEVELOPMENT
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,
rules, or changing of attitudes and behaviors to enhance the performance of employees.
Training is activity leading to skilled behavior.
 It‟s not what you want in life, but it‟s knowing how to reach it
 It‟s not where you want to go, but it‟s knowing how to get there
 It‟s not how high you want to rise, but it‟s knowing how to take of
Training is about knowing where you stand at present, and where you will be after some point of
time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development. Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem solving. It helps in understanding
and carrying out organizational policies.
REVIEW OF PREVIOUS RESEARCH STUDY
The powers & duties of the officers and workmen of the Company are derived mainly from job
descriptions, manuals, terms and conditions of appointment and Delegation of Authorities
enunciated by the Corporation. The officers & workmen of the Company are appointed for
carrying out the business operations of the Company, which are in line with the objectives
specified in the Memorandum of Association of the Company. While discharging duties and
responsibilities, officers & workmen of the Company are complying with the applicable
provisions of statutes and rules and regulations framed there under. Procedures followed in the
Decision-Making Process, Including Channels of Supervision and Accountability
SCOPE AND OBJECTIVE OF TRAINING AND DEVELOPMENT
The scope of the study covers in depth, the various training and development practices, modules,
formats being followed and is limited to the company IOCL and its employees. The different
training programmes incorporated in IOCL through its faculties, outside agencies or professional
groups. It also judges the enhancement of the knowledge & skills of employees and feedback on
its effectiveness. To find out to what extent the satisfaction workforce perceives the training
program to be effective and helpful.
AREA AND PERIOD OF STUDY
This study was carried out in the area of Human Resource Management.
The period of this study was seven weeks
12

13. CHAPTER- II
ORGANIZATIONAL PROFILE OF THE
COMPANY
13

14. 1. THE BACKGROUND
Indian Oil Corporation Ltd. Is India‟s largest commercial enterprise. Indian Oil was
incorporated on 30th June, 1959 under the name and style of Indian Oil Company Ltd.
Upon merger with Indian Refineries Ltd. On September 1, 1964, the name of the
company was changed to Indian Oil Corporation Ltd.
Guwahati Refinery, the first public sector refinery of the country, was built with
Romanian collaboration and was inaugurated by the first Prime Minister of India,
Pandit Jawaharlal Nehru, on 1st January 1962. Indian Oil refineries registered a record
through put of 35.3 million tones during the financial year surpassing the previous
best of 33.8 million tones in 2001-2002. Indian oil is investing Rs. 43,393 crore
(US$10.8billion) during the period 2007-2012 in augmentation of refining and
pipeline capacities, expansion of marketing infrastructure and product quality
upgradation as well as in integration and diversification project
Indian Oil is India's #1 oil refiner. Of India's 20 refineries, the company owns 10,
which processed 55.6 million metric tons (a 35% national refining market share) in
Fiscal 2012. The group also owns more than 10,900 kilometers of pipeline and
operates a chain of some 20,240 gas stations across India. India's largest commercial
enterprise, Indian Oil has 71% of India's downstream pipeline throughput capacity,
and its network of 36,900 retail outlets represents 49% of the country's petroleum
products market share. Indian Oil also has exploration and production operations in
India and around the world.
2. THE PROMOTERS
 Chairman: R. S. Butola
 Executive Director, Pricing, Marketing Division: E. Unnikrishnan
 Executive Director, Retail Sales, Marketing Division: H. S. Bedi
14

15. 3. THE COMPANY AND ITS PRODUCT LINE








IndaneGas - Domestic and Industrial Gas
AutoGas - Automotive Natural Gas
Xtra Premium - Automotive Premium Petrol
Xtra Mile - Automotive Premium Diesel
Servo - Lubricants and Greases
ATF/Jet Fuel
Marine Fuel and Lubriccants
Kerosene
4. FEATURES OF PRODUCTS
The Products produced by IOCL are broadly classified into the following classes:
Class A:
1. Liquid Petroleum Gas (L.P.G)
Class B:
1. Motor Spirit (M.S.)/Gasoline
2. Super Kerosene Oil (S.K.O)
3. High Speed Diesel Oil (H.S.D)
Class C :
4. High Speed Diesel Oil (H.S.D)
5. Furnace Oil (F.O.)
6. Bitumen
7. Naphtha
8. Aviation Turbine Fuel (A.T.F)
Class D :
9. Mineral Turpentine Oil (M.T.O)
10. Jute Batching Oil (J.B.O)
11. Light Diesel Oil (L.D.O)
12. Unleaded petroleum
13. Lubes & Greases
14. Fuel & Feedstock
15. Super Kero
15

16. 5. ORGANISATION STRUCTURE
16

17. STRUCTURE OF EASTERN REGION OFFICE:GM – Regional Service (Eastern Region)
G.M – Aviation
G.M – Human Resource
G.M – Finance
STRUCTURE OF STATE OFFICE:There are 16 state office all over India. Under each state office there are divisional
officers, state officers, plants, terminal & depots.
STRUCTURE OF WEST REGIONAL STATE OFFICE (W.B.S.O):ED – W.B.S.O
CRSM – Retail Sales
D.G.M – Consumer Sales
D.G.M – Finance Sales
D.G.M – L.P.G
D.G.M – Operations
D.G.M – Lube
D.G.M – Law
STRUCTURE OF HR DEPARTMENT UNDER W.B.S.O:One senior HR Managers
One HR Officer
AREA OF OFFICES UNDER W.B.S.O:W.B.S.O has three area offices:
1. Durgapur area offices.
2. Kolkata area offices.
3. Siliguri area offices.
L.P.G UNDER W.B.S.O:The L.P.G plants under W.B.S.O are situated as the following places:
1. Budge Budge
2. Durgapur
3. Kalyani
4. Malda
5. Rangpo
6. Raninagar
7. Port Blair
DEPOTS UNDER W.B.S.O:1. Hasimara
2. Kantapukur
3. Malda
4. Rangpo
17

18. 6. COMPETITORS
Indian Oil Corporation has two major domestic competitors, Bharat
Petroleum and Hindustan Petroleum. Both are state-controlled, like Indian Oil
Corporation. There are two private competitors, Reliance Industries and Essar Oil.
7. GOVERNMENT POLICIES/ BUSINESS ENVIORNMENT
 Corporate Social Responsibility
At Indian Oil Corporate Social Responsibility (CSR) has been the cornerstone
of success right from inception in the year 1964. The corporation‟s objective
in this key performance area are enshrined in its Mission statement. As a
constructive partner in the communities in which it operates, Indian Oil has
been taking concrete actions to realize its social responsibility objectives
thereby building value for its shareholders and customers.
 Environment
As an active partner of Global Compact Programme of the United Nations,
Indian Oil is fully focused on “sustainable development”. As a dominant
player the corporation recognizes protection of environment as a core
commitment of its business.
 Integrity Pact
Indian Oil believes in total transparency, integrity and accountability of its
functioning. This integrity pact strengthen established systems and procedure
by creating trust and would have the full support of Central Vigilance
Commissions.
18

19. 8. BALANCE SHEET
Balancesheet - Indian Oil Corporation Ltd.
Particulars
Mar'12
Mar'11
Mar'10
Mar'09
Mar'08
Liabilities
12 Months
12 Months
12 Months
12 Months
12 Months
Share Capital
2,427.95
2,427.95
2,427.95
1,213.97
1,192.37
Reserves & Surplus
55,448.75
52,904.37
48,124.88
42,789.29
39,893.88
Net Worth
57,876.70
55,332.32
50,552.83
44,003.26
41,086.25
Secured Loans
13,045.97
20,379.65
18,292.45
17,565.13
6,415.78
Unsecured Loans
57,277.96
32,354.22
26,273.80
27,406.93
29,107.39
TOTAL LIABILITIES
128,200.63
108,066.19
95,119.08
88,975.32
76,609.42
Gross Block
99,455.46
92,696.69
71,780.60
62,104.64
56,731.50
(-) Acc. Depreciation
39,336.13
34,509.29
30,199.53
27,326.19
23,959.68
Net Block
60,119.33
58,187.40
41,581.07
34,778.45
32,771.82
Capital Work in Progress.
13,434.77
12,620.44
21,268.63
18,186.05
9,170.22
Investments.
18,678.46
19,544.76
22,370.25
32,232.13
21,535.78
Inventories
56,829.20
49,284.52
36,404.08
25,149.60
30,941.48
Sundry Debtors
15,502.87
8,869.65
5,799.28
5,937.86
6,819.23
Cash And Bank
307.01
1,294.42
1,315.11
798.02
824.43
Loans And Advances
44,988.11
25,454.49
17,453.01
13,348.99
14,920.93
Total Current Assets
117,627.19
84,903.08
60,971.48
45,234.47
53,506.07
Current Liabilities
66,510.58
60,441.18
40,818.96
38,890.28
39,326.07
Provisions
15,148.54
6,763.46
10,271.56
2,603.46
1,172.99
Total Current Liabilities
81,659.12
67,204.64
51,090.52
41,493.74
40,499.06
NET CURRENT ASSETS
35,968.07
17,698.44
9,880.96
3,740.73
13,007.01
Misc. Expenses
0.00
15.15
18.17
37.96
124.59
TOTAL ASSETS (A+B+C+D+E)
128,200.63
108,066.19
95,119.08
88,975.32
76,609.42
Assets
19

20. 9. SWOT ANALYSIS
Strength:
1.
2.
3.
4.
5.
India's largest commercial enterprise with a strong brand name
Has around 50% petroleum products
Operates 10 refineries in India
Huge distrubtion network through retailing
Accounts for a 47% share in the petroleum products market, 34.8% share in
refining capacity and 67% downstream sector pipelines capacity in India
6. Has over 35,000 employees
7. Loyalty programs like XTRAPOWER Fleet Card Program is aimed at Large Fleet
Operators
Weaknesses:
1.
2.
3.
4.
Legal issues
Employee management
Bureaucracy
Volatility in the crude market & subsidy burden
Opportunities:
1.
2.
3.
4.
Increasing fuel/oil prices
Increasing natural gas market
More oil well discoveries
Expand export market
Threats:
1. Government regulations
2. High Competition
20

21. 10. ACHIEVEMENT/AWARDS
 Indian Oil retains top rank in Fortune 500 India list
The State-run Indian Oil Corp (IOC) is the biggest company in terms of revenue,
followed by Reliance Industries, according to the Fortune 500 list of Indian
companies for 2012. This year‟s list of the country‟s 500 largest corporations,
compiled by the business magazine Fortune‟s Indian edition, features as many as
55 new entities. Indian Oil Corp is the biggest company with annual revenue of
Rs 4,20,287 crore, followed by Mukesh Ambani-led RIL with a full-year revenue
of Rs 3,67,539 crore. Bharat Petroleum is at third spot with a revenue of Rs
2,14,866 crore.
 Indian Oil in Top 10 Indian companies in Forbes Global 2000
Indian Oil once again made it to the list of the Forbes Global 2000, compiled by
Forbes magazine for the year 2012. Ranked at the 350th position, Indian Oil
stands in the Top Ten of the 56 Indian companies figuring in the list.
 Indian Oil Barauni Refinery wins Best Kaizen Award
Barauni Refinery has added yet another feather to its cap in its TPM journey held
at Gujrat recently.
 Indian Oil bagged IT excellence awards
Indian Oil won the prestigious Silver Enterprise Driving Growth and Excellence
(EDGE) Awards from United Business India and Information Work for the
Corporate IS Department‟s path-breaking IT initiative on Human Capital
Management restructuring, which paved the way for a unified payroll across the
organization on SAP platform.
 Indian Oil tops Business Standard’s ‘BS 1000’ listing
For the third time in a row Indian Oil has topped the Business Standard‟s „BS
1000‟ ranking of India‟s biggest companies by net sales. Indian Oil has
maintained the top position with consolidated net sales of Rs. 4,20,287.1 crore,
setting a high benchmark for all other companies to match.
 Indian
Oil
tops
FE
500
List
with a net revenue of Rs. 4,13,358.80 crore, Indian Oil has retained its position as
the country‟s largest company, according to the list of FE500- India‟s finest
companies- released by the Financial Express for 2011-12. Even in terms of
market cap of Rs. 63,757.97 crore and operating profit of Rs. 11,795.53 crore,
Indian Oil was way ahead of its competitors.
21

22. 11. FUTURE PROSPECTS





There will be almost 85% growth in petrochemicals and much of it will be in Asia
Meeting with President of Mauritius
Sets new milestones in Petrochemical marketing
MoU for the year 2013-14 is signed with Ministry of Gujrat
To enhance and make policies for CSR
22

23. CHAPTER- III
DATA PRESENTATION
23

24. HUMAN RESOURCE AT INDIAN OIL
With the reform process ushering the free market condition, the corporation is focusing in
providing a „learning and knowledge based‟ environment for its employees. The HR group is
now trying to facilitate the implementation of this strategic agenda. Career progression of
executives, particularly in middle and senior level position, has been linked to its„ career path so
as to prepare them to function effectively in cross-functional duties across the multi-unit
environment.
Key HR Functions:






Manpower planning & placement
Corporate HR policies
Training & Development
Employee performance management
Corporate communications
Indian Oil Foundation
TRAINING & DEVELOPMENT AT INDIAN OIL
Indian Oil conducts structured training programmes for its employees both in general
management and functional management disciplines. It also provides them opportunities to avail
of membership of professional bodies. Monetary incentives are also available for those
acquiring additional qualifications.
Indian Oil Institute of Petroleum Management (IIPM) at Gurgaon conducts round-the-year
management development programmes on organizational goals and strategies, diversification
and globalization plans. It has also provided specialized training to employees of other
international oil companies having strategic alliances with Indian Oil, besides consultancy
services in the are of petroleum management.
The training activities in Indian Oil began since early 60s and were further reinforced with the
introduction of the development programmes in early 80s. the training function encompassed the
entire range of employees from the workmen to the top level management. Indian Oil
Corporation today has training committees at the corporate office level, regional/unit level which
play an active role in formulating traing and development plans.
24

25. Training Objectives
 To imparts to new entrants the basic knowledge and skill they need for an intelligent
performance of definite tasks
 To assist employees to function more effectively in their present positions by exposing
them to the latest concepts, information and techniques and developing the skills they
will need in their particular fields
 To build up second line of competent officers and prepare them to occupy more
responsible positions
 To broaden the minds of senior management by providing them with opportunities for an
interchange of experiences within and outside with a view to correcting the narrowness of
the outlook that they arise from an over-specialisation
Training Programmes Conducted By Indian Oil Corporation At BSO, Patna
(A) Functional Training Programmes:
i)
HO Programmes (Middle/Senior level Managers)
 Operations Management Courses
 Tankers Operations Management
 Advance Terminal and Depot Operations
 Aviation Refresher Course
 Advance Aviation
 Lubes
 Energy Audit for TS Engineers
 Advanced Tribology and Induatrial Marketing
ii)
Regional Programmes (Junior/Middle level Officers)
 Sales
 LPG
 Aviation
 Finance
 Engineering/projects
 Quality control
 Safety and environment protection
 Systems
 Human Resource
 Hindi Workshops/Probodh Classes
25

26. (B) Developmental Training Programmes:
i)
HO Programmes (Middle/Senior level Management)
 General Management (2 Weeks)
 Long Productivity (4 Weeks)
 Strategic Marketing (2 Weeks)
 Organisational Effectiveness (1 Week)
 Leadership for Motivation (2 to 3 days)
 Attitudinal/Value Workshop (1 Week)
ii)
Regional programmes (Officers)
 Managerial Skill (5 Days)
 Effective Industrial Relations (5 Days)
 Short Productivity (14 Days)
 Reservation Policies (2 Days)
 Customer Delight (2 Days)
 HRD Workshop (3 Days)
 Performance Appraisal Workshop (2 Days)
 Basics of Marketing Management (5 Days)
 Excise and Customs Workshop (3 Days)
(C) Educational Programmes
 ICWA- Training programmes for employees who promoted from staff cadre to
the officer‟s cadre in the administrative office. ICWA gives training to such nonprofessional accounts officers. ( 12 Weeks)
 Petroleum Engineering Practices Programme- For officers promoted from staff
cadre and who are posted in locations as- operation officer in aviation, LPG
bottling plant fields. These employees handles equipment in day-to-day basis and
do not have enough technical knowledge, for this a training programme is
conducted.
 Skill Upgradation- This is a 8 week training programme to train blue color
workers giving technical knowledge of equipments and machinery. Training is
imparted by approved technical institute.
.
26

27. Process Of Preparation Of Annual Training Calendar in Indian Oil
HO
Training
Group
Meeting
Director (M)
& Core
Group
Thrust, Theme are
decided and
Annual Plans are
laid
Plans are sent to
Regions
Regional Training Committee approves
Regional Plans and Region‟s Monthly Plans are
sent to HO Training Centre
HO prepares the
Annual Training
Calender
The Annual Training Calendar is placed in the soft form in the Indian Oil Internet Server (SAP)
for officers and staffs to get to know about the programmes that are coming up im the ensuing
period.
27

28. CHAPTER- IV
DATA ANALYSIS AND INTERPRETATION
28

29. REAEARCH METHODOLOGY
 Sources of Data Collection:
i)
Primary- a) Questionnaire-
closed ended question that forces the respondents
to select from a list of possible response
b) Interview
ii)
Secondary- Indian Oil Magazines, IOCL website, internet, company records,
periodicals, reference books
 Sampling Design:
i)
Sampling Size- 40
ii)
Sampling Type- Grade( A to G) White Collor Officers
iii)
Sampling Unit- Indian Oil (MD) BSO, Patna
 Tools and Techniques of Data Collection:
i)
Research Instrument- 4 Point Scale (Ordinal Scale)
ii)
Data Collection Method- Questionnaire Survey and Interview
iii)
Plan of Analysis- The data obtained from questionnaire and interview was
summed up. Inference was drawn quantitatively from the
Percentages and finally conclusions and recommendation are
made.
 Questionnaire Survey:
A Questionnaire Survey was conducted which covered officials of Grade (A to G) of
Indian Oil Corporation (MD), BSO Patna belonging to departments like Human
Resource, Aviation Operations, Marketing & Sales, Safty, Information System.
Accordingly, analysis was done and recommendation was put forward.
29

30. (A)
Personal Details
1. Gender Distribution
30
25
20
15
10
5
0
Male
Female
`
Figure 1.1
From the above table, it can be revealed that, out of 40 respondents, 28 (70%) are
Male and 12 (30%) are Female.
2. Age Distribution
14
12
10
8
6
4
2
0
20-30
31-40
41-50
51-60
Figure 1.2
From the above table t can be revealed that, out of 40 respondents, 12 are of age
group 20-30, 8 are of age group 31-40, 9 are of age group 41-50 and 11 are of
age group 51-60
30

31. 3. Experience Wise Distribution
14
12
10
8
6
4
2
0
0-10
11 20
21-30
31-40
Figure 1.3
From the above table it is revealed that out of 40 respondents, 13 have an
experience of 0-10 years, 10 have an experience of 11-20 years, 13 have an
experience of 21-30 and 5 have an experience of 31-40 years.
(B) Questionnaire Survey Analysis
1. How many Training & Development Programs do you attend in a year?
25
20
15
10
5
0
Less Than 10
10 to 20
20 to 40
More Than 40
Figure 1.4
Out of 40 respondents around 80% attain approx 40 programmes evry year
31

32. 2. Does your Organisation consider Training and Development as a part of
organisational Strategy?
25
20
15
10
5
0
Strongly Agree
Partly Agree
Dont Agree
Cant Say
Figure 1.5
Out of 40 respondents, 55% and 30% agree with it, whereas only 5% do not agree and
10% cant say
3. To whom Training is given more in your organisation?
20
18
16
14
12
10
8
6
4
2
0
senior staff
junior staff
new staff
based on recr
Figure 1.6
Out of 40 respondents, 45% respondents say that majority of training programmes are
conducted for new staff, and least for junior staffs.
32

33. 4. Which is the most important barrier to T&D?
16
14
12
10
8
6
4
2
0
time
money
lack of interest in
trainee
non availability of
skilled trainers
Figure 1.7
Out of 40 respondents, 35% say money is the most important barrier, where 27% say
lack of interest in trainee, 20% say time and 17% say non availability of skilled
trainer
5. What mode of T&D programmes are used in your organisation?
14
12
10
8
6
4
2
0
job rotation
conference
external training
programmed
instruction
Figure 1.8
Out of 40 respondents, 32.5% say conference and external training as the mode of
T&D, 20% say it as job rotation and 15% say programmed instruction
33

34. 6. What type of Training is imparted for new recruitment in your organisation?
14
12
10
8
6
4
2
0
technnical
managemnet
presentation
others
Figure 1.9
Out of 40 respondents, 32.5% say technical and management training is imparted to
new recruitments, whereas enough of presentation and other trainings are also given
7. Time duration givem to a T&D period is-
20
18
16
14
12
10
8
6
4
2
0
sufficient
to be shortened
to be extended
manageable
Figure 1.10
Out of 40 respondents, a majority of 47.5% say the duration of a programme is
manageable, for 25% it is sufficient, 20% say it is to be extended and 7.5% say it is
to be shortened
34

35. 8. Comment on the degree to which the T&D objectives are met during the Training
session
30
25
20
15
10
5
0
all objective
most of them
few objective
none
Figure 1.11
Out of 40 respondents, 65% say that all the objectives have met in T&D programme,
whereas only 3% say that few objectives have met
9. How much have you benefitted from T&D session?
25
20
15
10
5
0
very much
sufficient enough
not sufficient
not at all
F igure 1.12
Out of 40 respondents, 50% have been benefitted very much from T&D programme,
40% say it is sufficient enough whereas, 3% say they are not benefitted
35

36. Based on the information obtained from Annual Training Calendar of
Indian Oil following analysis have been carried out
1. Percentage distribution of employees‟ response towards training need
70
60
50
Satisfactory
40
Good
30
Very Good
20
Excellent
10
0
Figure 2.1
It is evident from the chart distribution that 65% of the respondents to a large extent
are well aware of their training needs, where as only 3% employees feel training need
to a satisfactory level
2. Percentage distribution of employees‟ perception level towards the adequacy of the
current Training Programmes
60
50
Satisfactory
40
Good
30
Very Good
20
Excellent
10
0
Figure 2.2
Many of the sample employees (58%) perceive the current training programme as
adequate. Some of them (12%) think it is adequate to a small level.
36

37. 3. Percentage distribution of employees‟ opinion whether training programmes are
practical
50
40
Satisfactory
30
Good
Very Good
20
Excellent
10
0
Figure 2.3
Survey indicates that 49% of the respondents consider that the received training
programmes are practical and problem oriented to a large extent, whereas only 12%
consider it to a small extent
4. Percentage distribution of employees‟ perception level towards identification of
strength and weakness after attending the training programme
60
50
Satisfactory
40
Good
30
Very Good
Excellent
20
10
0
Figure 2.4
The survey shows that after training 58% of employees are able to identifies strength
and weaknesses to a large extent while only 2% of the employees graded it as poor
37

38. 5. Percentage distribution of employees‟ perception level towards how far training
facilities are able make concepts clear and create interest
60
50
40
Satisfactory
30
Good
Very Good
20
Excellent
10
0
Figure 2.5
Study shows that 54% and 6% employees respectively feel that training facilities are
able to make concepts clear and create interest to a large extent and to a very large
extent, 3% of respondents feel training facilities are interesting to a very small extent
6. Percentage distribution of employees‟ perception level towards the requirement of
proper feedback channel for training programmes to become more effective
60
50
Satisfactory
40
Good
30
Very Good
20
Excellent
10
0
Figure 2.6
The study shows that maximum employees (59% and 30%) recommend creating an
efficient feedback system
38

39. 7. Percentage distribution of employees‟ attitude toward assistance in family life
through training at IOCL
40
35
30
Satisfactory
25
Good
20
Very Good
15
Excellent
10
5
0
Figure 2.7
40% of the employees feel that training at IOCL provides assistance in family life to a
large extent while 27% of employees consider excellent whereas 11% think
satisfactory regarding this issue.
8. Percentage distribution of employees perception level of satisfaction towards training
procedure
35
30
25
Satisfactory
20
Good
15
Very Good
Excellent
10
5
0
Figure 2.8
35% employees are satisfied with the present training procedure to a moderate level
whereas 12% of the respondents are satisfied to a large extent
39

40. 9. Percentage distribution of employees‟ opinion whether training benefitted the
organisation in terms of reduction of loss of working hours
60
50
Satifactory
40
Good
30
Very Good
20
Excellent
10
0
Figure 2.9
The chart shows that 57% employees agree in this matter to a large extent while 4%
does not think so
10. Percentage distribution of employees‟ opinion whether training benefitted the
organisation in terms of reduction of cost/wastage
60
50
Satisfactory
40
Good
30
Very Good
20
Excellent
10
0
Figure 2.10
It shows that 58% of the employees perceive that their training benefitted the
organisation in terms of reduction of cost/wastage to a large extent while 28% of the
employees graded this matter to a moderate extent
40

41. LIMITATIONS OF THE STUDY
 In this project only Marketing Division of BSO unit (Patna) is to be taken for the study.
 The area is too big therefore it is not possible to cover all the employees of the
organisation, only a sample size of 40 employees is taken for convenience.
 The topic of my topic is broad hence difficult to carry out in short duration.
 Some of the respondents in spite of the request made were not ready to fill the
questionnaire due to lack of time and interest.
 I do not have previous experience in research, despite of that I have done at best of my
knowledge and ability.
 It should be noted that in consideration with the limitation the conclusions and
suggestions have been drawn to the best of my understanding
41

42. CHAPTER-V
FINDINGS AND CONCLUSION
42

43. FINDINGS
 Training programmes are necessary for the progressive development of an individual.
50% respondents are strongly agree for this.
 After the training, employees can handle the job competently. 53% respondents are agree
with this and 23% respondents are strongly agree.
 Training helps in increasing the job performance.
 The training and development activity also increase the belongingness feeling for the
organization. 50% respondents are agree with this statement.
 After training sessions, employees are able to manage difficult task than earlier.
 Superiors communicate well about the performance after training. 43% responses are
agree. But 17% responses are disagree and 34% are neutral.
 Most of the respondents have a good understanding of the training opportunities available
to them.
 Most of the respondents agree that enough practice is given during the training session.
But 13% are disagree and 34% are neutral.
 Induction training is given adequate importance in this organization. 44% are agree and
20% are disagree with this statement.
 The training programme helped the respondents to increase their productivity.
43

44. CONCLUSIONS AND SUGGESTIONS
1. Training helps in increasing the job performance.
2. Training has a direct relevance with the job performance.
3. Training helps in problem solving.
4. Training given to the employees helps them in their personal life too.
5. Training helps in creating self awareness.
6. Training is necessary for the progressive development of an individual.
7. Training helps in cost reduction and effective utilization of time and resources.
8. Training is an instrument that brings desired change.
9. Training is a means of increasing organizational technical skills.
10. Training helps in the overall development and improvement of the employees.
11. Employees should be motivated to attend the training.
12. The training programme should be periodically evaluated and improved.
13. I can conclude that, employees have good understanding of the training opportunities
available to them in the organization. Most of the employees are satisfied regarding the
developmental training given in IOCL. But some employees are neutral and some are
disagree also. So, the improvement should be done in training activity by IOCL.
44

45. ANNEXTURE
Questionnaire #1- conducted by Apurva Agrawal
1. How Many Training & Development Programmes Do You Attend In A Year?
A) Less Than 10
B) 10-20
C) 20-40
D) More Than 40
2. Does Your Organization Consider Training & Development As A Part Of Organizational
Strategy?
A) Strongly Agree
B) Partly Agree
C) Don‟t Agree
D) Can‟t Say
3. To Whom Training Is Given More In Your Organization?
A) Senior Staff
B) Junior Staff
C) New Staff
D) Based On Recruitment
4. What Is The Most Important Barriers To T&D?
A) Time
B) Money
C) Lack Of Interest Of Trainees
D) Non Availability Of Skilled Trainers
5. What Mode Of T&D Programmes Is Used In Your Organisation?
A) Job Rotstion
B) Externsl Training
C) Conferences/Discussions
D) Programmed Instructions
45

46. 6. What Type Of Training Is Imparted For New Recruitment In Your Organization?
A) Technical Training
B) Management Training
C) Presentation Skills
D) All/Other
7. Time Duration Given To A T&D Period IsA) Sufficient
B) To Be Extended
C) To Be Shortened
D) Manageable
8. Comment On The Degree To Which The T&D Objectives Are Met During The Training
SessionA) All Objectives Are Met
B) Few Objectives Are Met
C) Most Of The Objectives Are Met
D) None Of Them Are Met
9. How Much Have You Benefitted From The T&D Sessions?
A) Very Much
B) Sufficient Enough
C) To Some Extent
D) Not Sufficient
Your Suggestion/ Feedback-
46

47. Response of employees
How Many Training & Development Programmes Do You Attend In A Year?
Particulars
Frequency
Percentage(%)
Less than 10
10-20
20-40
More than 40
Total
4
4
20
12
40
10
10
50
30
100
Does Your Organization Consider Training & Development As A Part Of Organizational
Strategy?
Particulars
Frequency
Percentage(%)
Strongly Agree
Partly Agree
Dont Agree
Cant Say
Total
22
12
2
4
40
55
30
5
10
100
To Whom Training Is Given More In Your Organization?
Particulars
Frequency
Percentage(%)
Senior Staff
Junior Staff
New Staff
Based on Recruitment
Total
10
5
18
7
40
25
12
45
18
100
47

48. What Is The Most Important Barriers To T&D?
Particulars
Frequency
Percentage(%)
Time
Money
Lack of Trainee Interest
Non Availability of Trainer
Total
8
14
11
7
40
20
35
27.5
17.5
100
What Mode Of T&D Programmes Is Used In Your Organisation?
Particulars
Frequency
Percentage(%)
Job Rotation
Conference
External Training
Programmed Instruction
Total
8
13
13
6
40
20
32.5
32.5
15
100
What Type Of Training Is Imparted For New Recruitment In Your Organization?
Particulars
Frequency
Percentage(%)
Technical
Management
Presentation
Others
Total
13
13
7
7
40
32.5
32.5
17.5
17.5
100
48

49. Time Duration Given To A T&D Period IsParticulars
Frequency
Percentage(%)
Sufficient
To be shortened
To be Extended
Manageable
Total
10
3
8
19
40
25
7.5
20
47.5
100
Comment On The Degree To Which The T&D Objectives Are Met During The Training
SessionParticulars
Frequency
Percentage(%)
All Objectives
Most of them
Few Objectives
None
Total
26
13
1
0
40
65
32
3
0
100
How Much Have You Benefitted From The T&D Sessions?
Particulars
Frequency
Percentage(%)
Very much
Sufficient enough
Not sufficient
Not at all
Total
16
20
3
1
40
40
50
7
3
100
49

50. Apurva Agrawal
Email: cool.apurva@gmail.com
Objective: To make positive contribution as part of your dynamic and well
reputed organization in a position where my abilities, technical, management,
decision making and communication skills will be appreciated and enhanced.
Educational qualification :
School/College
Board/University
Year of passing
St. Xavier‟s High school
(Matriculation)
ICSE
2007
Average
percentage
71.2
DAV Public School
(Intermediate)
CBSE
2010
64
Amity Business School
(Graduation)
Amity University
BBA Sem 4
SGPA
Sem 1-6.81
Sem 2-7.69
Sem 3-7.79
CGPA
Sem 2- 7.27
Sem 3- 7.45
Major subjects
English, maths,
science, history
civics, geography,
hindi, computer
Physics,
mathematics,
Chemistry, English,
physical education
Accounts, micro &
macro economics,
business stat,
operation research,
human resource
management,
organisational
behaviour
Extra curricular activities
Graduate in classical music from Pracheen Kala Kendra, Chandigarh
Graduate in painting from Pracheen Kala Kendra, Chandigarh
Actively participated in university‟s singing competitions and other various
cultural events
50

51. Computer skills
Sound knowledge of Ms-Word, Ms- Excel, Ms-Power Point, good
typewriting speed
Can use internet and any new software implemented by the company
Strengths:
Ambitious, hard working, energetic and well disciplined
Capable of working well in team
Know how to meet deadlines and handle responsibilities
Positive thinking, self-motivated and flexible
Good communication skills
Soft spoken
English is good in writing and speaking
Team spirit, positive attitude
Personal details:
Name: Apurva Agrawal
Date of Birth: 12/04/1991
Languages: English, Hindi
Hobbies: singing, playing instruments like guitar, reading business
Magazines
Permanent Address: 102-E, South Sri Krishna Puri, Patna-800001
Phone no. +918765815803
Email: cool.apurva@gmail.com
Declaration:
I here by declare that the information furnished above is true to the best of my
knowledge.
Apurva Agrawal
51

52. BIBLIOGRAPHY
Books:
i.
Lynton R.P and Pareek U (1990). Training for Development. Vistaar Publications,
New Delhi
ii.
Pareek Udai, Training and Development, Tata McGraw Hill.
iii.
Wexley, K & Lathan Gary, Developing & Training HR in Organization. P. Hall,
2002
Magazine & Journals
i.
IndianOil News vol. iv, serial-6, issue- 12 April,2013
ii.
IndianOil News vol. v, serial-6, issue- 9 June, 2013
Internet
i.
www.iocl.com, About Us
ii.
www.forbes.com, top 500 companies
iii.
XtraGyan,User Portal, Training and Development
52