Hrm oil & gas report

Oil & Gas Development Company Limited
PREFACE
This assignment has been prepared as a partial fulfillment of the subject requirements of
“Human Resource management” being taught at Institute of Management Studies,
University of Peshawar in MBA-III Semester.
It focuses on the overall organizations HR planning activities and the recruitment
process. It views the “Oil & Gas Development Company Ltd, (OGDCL) Pakistan” in the
light of these activities.
Human resource planning is process of determining future human resource needs relative
to an organizations strategic plan and devising the steps necessary to meet those needs.
Human resource professionals and line managers consider both demand and supply issues
as well as potential steps for addressing imbalances. Search planning of often relies on
job analysis as a means of understanding the nature of jobs under consideration.
During the last 41 years OGDCL has grown into a technically and commercially viable
organization and possesses the largest professional/technical human resource base in the
country’s oil and gas industry. It has developed a highly qualified pool of professionals
who can undertake and supervise almost all phases of oil and gas exploration and
production, from carrying out preliminary geological surveys to operation of oil and gas
processing plants.
The purpose of control and evaluation is to guide HR activities, identifying deviations
from the plan and causes of those deviations. Qualitative and quantities objectives can
both play useful role in HR Planning. Quantities objectives make the control and
evaluation process more objectives and measure deviation from desired performance
more precisely. The nature of evaluation and control should always match the degree of
development of the rest of HRP process.
Human Resource Planning and Recruitment in OGDCL Page 1 of 24

Table of Contents
PREFACE...........................................................................................................................1
Table of Contents................................................................................................................2
INTRODUCTION..............................................................................................................2
1 Literature Review..............................................................................................................3
2 Oil and Gas Development Company Limited (OGDCL).................................................7
Conclusion .......................................................................................................................22
Bibliography.....................................................................................................................23
INTRODUCTION
Humans have for centuries collected into groups to form durable organizations for the
purpose of accomplishing mutual goals; it is only in recent years that an organized body
of knowledge has developed encompassing the theory and practice of personnel
management also known as human resource management. This subject is the
management of people at work or it is the relationship between the employer and the
employee. Human resource management deals with the decisions like to organize, hire,
fire, train, compensate, discipline and supervision.
This assignment focuses on the overall organizations Human Resource planning activities
and the recruitment process. This views the Oil and Gas Development Company Limited
(OGCL) Pakistan, the major Oil and Gas Exploration Company in Pakistan, in light of
these activities. This assignment will give us details about the company Human Resource
Planning and Recruitment them for its operations. Human Resource Planning is also
sometimes called manpower planning. It is a process for determining and assuring that
the organization will have an adequate number of qualified persons, available at the

proper times, performing jobs which meet the needs of the enterprise and which provide
satisfaction for the individuals involved. Human resource planning is not static but is an
ongoing process includes the planning and development of human resource programs,
such as recruitment, performance appraisal and training to assure that people’s needs of
the organization. Human resource planning is process of determining future human
resource needs relative to an organizations strategic plan and devising the steps necessary
to meet those needs. Human resource professionals and line managers consider both
demand and supply issues as well as potential steps for addressing imbalances. Search
planning of often relies on job analysis as a means of understanding the nature of jobs
under consideration.
The human resources of most organizations are properly viewed as their most important
asset, the success and the failure of the organization are largely determined by the caliber
of its workforce and by the efforts it exerts. In our assignment I will also discuss the
recruitment and selection issues, policies and techniques as applied in Oil and Gas
Development Company Limited (OGCL). Recruitment and selection is a significant
personnel function and personnel policies of an individual employer are the major
determinant of its ability to obtain the labor that it requires.
1 Literature Review
1.1 HR Planning
Human resource planning is process of determining future human resource needs relative
to an organizations strategic plan and devising the steps necessary to meet those needs.
Human resource professionals and line managers consider both demand and supply issues
as well as potential steps for addressing imbalances. Search planning of often relies on
job analysis as a means of understanding the nature of jobs under consideration.
1.2 Job Analysis
It is the systematic collection and recording of information concerning the purpose of a
job, its major duties, the conditions under which it is performed, the contacts with others
that job performance requires, and knowledge skills and abilities needs to perform the job
effectively.
Job analysis information can be collected in variety of ways. These includes observing
individual as do their job, conducting interviews with individuals and with superiors,
having individuals keep diaries of job related activities and disturbing question are to be
completed by job incumbent and their supervisor

The results of job analysis are often used to develop job description. A job description is
a statement of the duties working conditions and other significant requirements
associated with a particular job. A job specification is a statement of skills, abilities,
education and work experience needed to perform the job effectively. Format for job
description and job specification tend to vary among organizations.
1.3 HR Planning Process
The process of consists of forecasting, goal setting and strategic planning, and
programme implementation. HR Planning process includes the following steps:
1.3.1 Forecasting
The first step in planning process is forecasting. In personal forecasting, the Hr manager
attempts to ascertain the supply of and demand for various types of human resources. The
primary goal is to predict areas with in the organization where there will be future labor
shortage or surplus.
1.3.2 Determining Labor demand
A significant aspect of human resource planning is assessing the demand for human
resources. Such an assessment involves considering the major forces that affect the
demand and using basic forecasting aids to predict.
Hr demand is affected by an organizations environment, including factors in both the
general environment or mega environment and task environment.
In addition to environmental factors, changing organizational requirements, such as
alteration in the strategic plan can also influence the demand for human resources.
Typically, demand forecasts are developed around specific job categories or skill areas
relevant to the organizations current and future state. Once the job categories or skills are
identified, the planner needs to seek information that will help the planner whether the
need for people with those skills or in that job category will increase or decrease in the
future.
A leading indicator is an objective measure that accurately predicts future labor demand.
Determining Labor supply
Demand is only one side of equation governing whether an organization will have
sufficient human resources to operate effectively. In assessing the other side, supply,
human resource professionals consider both internal and external labor supplies.
1.3.3 Inter Labor Supply
The prime supply source is the pool of current employees who can be transferred or
promoted to help meet demands for human resources. Major means of assessing the
internal labor supply includes skill inventory, replacement planning and succession
planning.
A planning inventory is a data bank containing basic information about each employee
that can be used to assess the likely availability of individual for meetings current and
future human resource needs. It typically contains information regarding each employee
performance, knowledge, skill, interests, experience and relevant personal characteristics.
Replacement planning is a mean of identifying potential candidates to fill specific
managerial position. This is done through the use of replacement charts. A replacement

chart is a partial organization chart showing major managerial positions, current
incumbent, potential replacement for each position and the age of each person on the
chart with replacement chart age is used to track possible retirements, but it is not
considered in determining positions. Replacement planning focuses on specific
candidates who could fill designated managerial position. In contrast succession planning
is a mean of identifying individuals with high potential and insuring that they received
appropriate training and job assignments aimed at their long run growth and
development. Thus succession planning provides the organizations with a well qualified
pool of individuals from which middle and top manager can be drawn in the future.
1.3.4 External Labor Supply
Some reliance on the external supply is usually necessary because of organizational
extension and employee’s attraction. Periodic estimate of labor supplies in a variety of
categories are made by government agencies, e.g. in Pakistan public service commission,
and by industry and human resource association and private agencies.
1.4 Goal Setting and Strategic Planning
The second step in human resource planning is goal setting and strategic planning. The
purpose of setting specific strategic goals is to focus attention on the problem and provide
a bench mark for determining the relative success of any programme aimed at redressing
a pending labor shortage or surplus. The goals should come directly from the analysis of
labor supply and demand and should include a specific figure about what should happen
with job categories or skill area and specific time able for when results should be
achieved. It includes following steps
a) down sizing
b) early retirement programs
c) employing temporary workers
d) out sourcing
e) over time and expanding worker hours
f) program implementation and evaluation
The programs developed in the strategic choice stage of the process and put into practice
program implementation process. The final step in the planning process is to evaluate the
results. Of course, the most obvious evaluation involves checking whether the company
has successfully avoided any potential labor shortage. Although this bottom line
evaluation is critical, it is also important to go beyond it to see which of the specific part
of the process contributed to success or failure.
1.5 Human Resource Recruitment Process
Recruitment is the process of finding and attempting to attract job candidates who are
capable of filling job vacancies. Job descriptions and job specifications, both are
important in the recruitment process because they specify the nature of job and the
qualifications required of job candidates.
The role of human resource recruitment is to build a supply of potential new hires that the
organization can draw on if the need arises thus the human resource recruitment is

defined as “any practice or activity carried on by the organization with the primary
purpose of identifying and attracting potential employees”.
It thus serves to create a buffer meeting planning and actual selection of new employees
Recruitment activities are designed to influence:
 the number of the employees who apply for the vacancy
 the type of the people who apply for vacancy
 the likely hood that those applying for vacancies will accept positions if offered
The goal of an organizational recruitment is to insure that the organization has a number
of reasonable qualified applicants to choose from when a vacancy occurs.
Because of strategic differences among companies, the importance assigned to
recruitment may differ in general however all companies have to make decisions into
three areas of recruiting:
 Personnel policies, which affect the kind of Job Company has to offer.
 Recruitment sources, used to solicit applicants, which affect the kind of people
who apply.
 Recruiter traits and behaviors, which affect the perceived fitness between the
applicant and the job.
Personnel Policies
Personnel policies is a generic term we use to refer to organizational decisions that affect
the nature policies for which people are recruited. The characteristic of the vacancies are
most important than recruiters or recruiting sources when it comes to predicting job
choice. Personnel policies include:
 Internal versus external recruitment
 Lead the market pay structure
 Employment at will policies
 Image advertising
1.6 Recruitment Sources
The sources from which a company recruits potential employees are a critical aspect of
its overall recruitment strategy. The total labor market is expensive; any single
organization needs to draw from only a fraction of that total. The size and the nature of
the fraction that applies for organizations vacancies will be affected by how and to whom
the organization communicates its vacancies. The type of person who is likely to respond
to a job advertised on internet may different from the type of person who responds to an
add in the classified section of the local newspaper. The different sources from which
recruits can be drawn are:

 Internal versus external sources
 Direct applicants and referrals
 Advertisement in newspapers and periodicals
 Public employment agencies
 Private employment agencies
 Colleges and universities
 Electronic recruiting
2 Oil and Gas Development Company
Limited (OGDCL)
The Oil & Gas Development Company Limited (OGDCL) was created under an
Ordinance in 1961, to undertake comprehensive exploratory program and promote
Pakistan’s oil and gas prospects. In 1997, it was converted into Public Limited Company
and is now governed by the Companies Ordinance 1984.
OGDCL now holds the fifth largest gas reserves among the international companies and
the largest share of oil and gas reserves in the country, i.e. 50% of total oil and 39% of
total gas reserves. Its percentage share of the total oil and gas production in Pakistan is
33% and 32% respectively. On the basis of its activities since inception, the company
has made 55 discoveries with a success ratio of 1:3. OGDCL’s updated estimates for
remaining recoverable oil and gas reserves as on Ist July 2002, stood at 10,200 Billion
Standard Cubic Feet (BSCF) of and gas and 149 million barrels of oil.

2.1 Mission Statement
“To adopt and maintain a distinct commercial orientation with a balanced, efficient and
competitive structure to meaningfully explore and exploit indigenous resources for
optimum production of oil and gas besides seeking opportunities abroad.”
2.2 Human Resource Base
During the last 41 years OGDCL has grown into a technically and commercially viable
organization and possesses the largest professional/technical human resource base in the
country’s oil and gas industry. It has developed a highly qualified pool of professionals
who can undertake and supervise almost all phases of oil and gas exploration and
production, from carrying out preliminary geological surveys to operation of oil and gas
processing plants. The details of OGDCL human resource bases are as:
 Data Acquisition Engineers
 Field Geophysicists
 Vibrator Technicians and Vibrator Operators
 Drilling Technicians and Drillers
 Shooting Technicians and Shooters
 Workshop Technicians and Mechanics
 Surveyors
 Communication Officers/Radio Operators
2.3 Personnel Department Sections:
1. Admin personnel / medical center Para-medical
2. Accounts / Audits/ OGTI/ corporate affairs /procured department /GM
Personnel & store department
3. Production/process/ Reservoir /Engineering / All Technical Staff
4. Drilling Department
5. Exploration – subsection
6. Chief Manager, GM, Executive Directors, MD/Chairman(Mr.Najam Kamal
Haider Previous Deputy Chief Corporate Affairs)
7. Security Guards, Drivers
8. Contract officers, Casual employees;(Regulation of casuals previously deals F)

2.4 OGDCL, Recruitment Section Structure
Mr. Abdul Mateen Ahmad
Chief Personnel Officer
(Recruitment)
Senior Deputy Personnel Officer
Superintendent
(Recruitment) Senior Deputy Personnel Officer Superintendent
(Administration)
Admin,
Assistant
JAA LDC (2)
N/Q
Daftary &
N/Q
JAA
LDC (2)
Admin,
Assistant
LDC (2)
LDC (3)

2.5 Recruitment Process in OGDCL
 Advertisement
 Data entry / Receipt of Applications
 Initial scrutiny
 Age Relaxation as per government rule
 Call for written test
 Issue call letters
 Set test papers
 Arrangements for written test
 (At OGTI, I-9 Islamabad and regional coordinator office Karachi)
 Quota distribution as per government rule
 Interview
 Selection committee as per policy
 Recruitment criteria
 Final selection
 Issue offer letters
 Issue of joining advice
 Extension in joining date as per request
 Dispatch of file / formal appointment letter
Human Resource Planning and Recruitment in OGDCL Page 10 of
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EMPLOYEE RECRUITMENT & SELECTION
Steps Activities Products
Job Analysis
Specification of People/
Task requirements of
job
HR
Planning
Specification of human
resource requirements
Recruitment
PROCESS in OGDCL
Planning,
Operation and
Control
A pool of qualified
candidates
Initial
Screening
Recommendations,
Reference checks,
Application Banks,
Interviews
A smaller pool of
qualified candidates
Selection
Orientation
Placement
Training
Performance
Appraisal
New Employees
Under standing of
company/
Departmental policies,
and Benefits
Optimal of employee
talents with
organizational needs
Competence to
perform present or
future job
requirements
Feedback regarding past and
present job, performance
supervisor/ Subordinate
plans for the future
Cognitive, Work samples,
situational tests,
Personality inventories
polygraphs
24

2.5.1 Initial scrutiny
It means a close examination of all the applications received and selects only those who
strictly need the advertised parameters and thus are recommended for further processing.
The job needs special skill / knowledge and should be only done by competent
professional who is capable of evaluating kind / nature of experience possessed by
applicants; keeping in view the company requirements observe the following
 Initial scrutiny of the application received in response to the advertisement is to
carried out by the concerned department according to the criteria given in the
advertisement
 Request the concerned director to nominate some one from the concerned
department to carry out initial scrutiny
 Hand over the applications properly (in writing) to the official nominated by the
director
 Two separate lists of the applicants are to be prepared as result of initial scrutiny
· Applications found meeting the criteria and recommended for further
processing
· Applicants not meeting the criteria and rejected as such giving clear reasons
for rejection
2.5.2 Schedule of written test
Submit the both lists i.e. selected and rejected to the concerned director giving summary
about total number of applications for each post, number of selected candidates etc.
propose a date for written test keeping at least one month margin for preparation,
issuance of call letters and postal requirements
All request the director to nominate invigilators for both Karachi and Islamabad test
centers and preparation of examination papers as per the policy of the organization.
Request for the approval / go ahead signal from the director.
2.5.3 Issuance call letters
Issue the call letters to the candidates recommended for the test on the basis of initial
scrutiny on the address given by the applicants with double check. In the call letter
mentioned clearly the date, time and venue of the test
Photographs if needed
Ask for NIC or any other ID for appearing in the test
Mention no TA/DA shall be admissible
Ask to bring original documents or any other certificate, degree or copy of which was not
attached with application.
2.5.4 Setting of Paper and conducting of test
As per present procedure, question papers for the written test are being arranged by the
CSO to Managing Director. The sealed envelops are handed over to chief personnel
officer (Recruitment) a day before the test.
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2.5.5 Final Selection
Keeping in view the number of posts, Quota allocation, and recommendations of the
Selection Committee, finalize the selection on merit and submit the case to the Managing
Director for his approval.
2.6 Structure of Recruitment Activities in OGDCL
9
Appointm
ent
8
Joining
Advice
7
Medical
Exam
6
Selection
5
Receipt of
Applications
Interview
3
Initial
Scrutiny
4
Written
test
2
1
Advertise
ment
Recruitment
Process
24

2.7 Age Relaxation
2.7.1 S.No 2.7.2 Category of candidates 2.7.3 Age relaxation
admissible
1 Schedule costs, budhishes community, tribes
of tribal area, AK,Northern areas and federal
government
3 years
2 Sindh rural and Balochistan for posts in
BPS-15 and below under federal
government
3 years
3 Released or retired officers /personnel of
Pakistan Armed Forces
10 years or under the
number of years actually
served in Armed forces
4 Government servants including contract
employees who have completed 2 years of
continues service on or before the closing
date for receipts of applications
10 years
5 Disabled persons for appointment to posts in
BPS-15 and below
10 years
Where a candidate is entitled to Age relaxation under more than one category in rule-4,
he shall be allowed relaxation in age only in one category.
Reserved Quota out of All Allocation
Women 5 %
Schedule costs 6%
Disabled 1%
Retired Army Officers 10%
Children of retired OGDCL employees 5%
Children of serving OGDCL employees 5%
OGDCL make recruitment at entry level so that to over come the deduction of existing
employees promotional chances
Test / Interview are arranged at Karachi and Islamabad. Interview is not held in Karachi
than interviewee less 3 to make the process cost affective it is necessary that the same
interview committee will interview at both centers there are four people are in the
committee it takes approximately 60 thousand to go to Karachi for interview so when the
number of interviewee is less than 3 we call the interviewees at Islamabad center we
provide them residence at OGTI hostel and no TA/DA admissible.
24

2.8 OGDCL, Recruitment Ways:
2.8.1 Officer category in three ways
Regular, contract / consultants
2.8.2 Staff in two categories
Regular, contract, work charge (Man days / casual on 88 days contract)
Evaluation Criteria for Recruitment with Written Test
Qualificatio
n
30%
Experience
30%
Evaluation
Criteria
100%
Written
Test
30%
Interview
10%
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Interviewing Rating Report
Name: ________________________ Post Applied: _________________
Tick in the
appropriate column.
V.
Goo
d
Goo
d
Aver
age
Poor
Re
marks
Appearance
Speech
Reasoning & Judgment
Relevant Experience
Poise & Maturity
Potential
Strengths for this Job:
_______________________________________________________________________
_______________________________________________________________________
__
Weaknesses for this Job:
_______________________________________________________________________
_______________________________________________________________________
__
General Comments:
_______________________________________________________________________
_______________________________________________________________________
__
Recommendations: Recommended for employment____________________________
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Hold for comparison with other
Candidates’
____________________________
Not recommended ____________________________
____________________________
Dated: _________________ Interviewer’s Signature
2.9 Evaluation Criteria
2.9.1 Qualification 30 %
 Minimum, requisite qualification as per advertisement 20 marks.
 2 marks for each additional qualification up to 6 marks.
 Special research work /paper relevant to job up to 4 marks.
 Deduction of 2 marks from 20 marks for each step low in qualification.
2.9.2 Experience 30%
 Minimum requisite experience.
 Additional experience: 2 marks additional for each year of additional
 Experience up to 6 marks only.
 Special experience for exceptional work performance up to 4 marks only related
to job requirement.
 Deduction of 3 marks out of 20 marks for each year’s experience than the
requisite.
2.9.3 Written Test 30 %
Marks actually scored by the candidate in test & Interview
a) Cover general knowledge Pak studies, Islamiyat, and personality.
b) As evaluated by the selection committee
Where it is necessary consider to ass’s candidate by viva test, these marks will be divided
into 30 marks for written test and 10 marks for viva.
2.9.4 Interview
The candidate securing at least 60% marks in the test are called for interview, based on
the result of written test; prepare lists of candidates qualifying for interview.
Candidates get the data and time and venue of the interview approved by the concerned
director in the writing giving sufficient postal /traveling time. They inform all the
members of interviewing committee properly well in the time.
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Prepare enough copies of evaluation sheet i-e one for each member according to the
format for each post separately
Attach the following in each folder with evaluation sheet for information of members
1. Pay scale ,benefits and facilities ,associated with each post
2. Evaluation criteria
3. Age relaxation on rule
A copy of advertisement guide the committee measures about evaluation criteria and
preparation of final selection and finalization of selection if so required .Get each page of
evaluation sheet signed by each member.
2.10 Quota Distribution by the Government for Recruitment
Sr. # Name of Province Distribution
1 Merit 10%
2 Punjab +FA 50%
3 Sindh-R 11.40%
4 Sindh-U 7.4%
5 N.W.F.P 11.5%
6 FATA/NA 4%
7 Balochistan 3.5%
8 AJK 2%
9 Defense 10%
10 Women 5%
11 Disabled 2%
2.11 Functions of Recruitment Process in OGDCL
1. To process and advertise the vacant post in the light of requirement of
department concerned.
2. to receive the application of advertised post and prepared the lists after
segregation and computerization of applicants
3. To forward the application to the concerned head of department or to selection
committee.
4. To arrange tests of eligible candidates at Islamabad or Karachi or Lahore.
5. To compile test results and computerization then arrange interviews of
qualifying candidate at Islamabad or Karachi or Lahore.
6. constitutional interviews committee and preparation of evaluation sheets
7. Computerization of marking of selection committee.
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8. To prepare merit lists of candidate and process cases seeking approval of the
chairman for appointment of the selected candidate.
9. To issue offer letter to the selected candidates after necessary approval of
competent authority.
10. To verify the relevant documents and obtain medical fitness certificate of
selected candidates
11. To confirm about the place of posting from respected head of that department
before issuance of joining letter of candidates.
12. To issue joining advices to the selected candidates.
13. To keep up to date records of approval sanctioned strength of various
departments.
14. To keep records of vacancy position of officers /stag of various department and
verification there of as and where required
15. To deal all cases of disciplinary related to recruitment section.
Recruitment Committee
Chairman
Head of the Department
(Concerned)
Member
Head of Allied Department
Member
Professional Expert
Recruitment
Secretary
Managing Director Personnel
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2.12 Chairman Power in Administration of Human Resources
Nature of power
1) Delegation Power
2) Creation /abolition of posts
Appointments, promotion,
Training
2.1 Creation and abolition
2.2 Appointment
2.3 promotions
2.4 Termination/Extension
of probation period
Extent of power, full power to
delegate any of others from
chairman to subordinate officers
as many is demand necessary by
the chairman for efficient
running of the corporation.
Empowered to create part time
appointments in all cases where
the monthly salary of P.T official
appointment by chairman dies not
exceed to limits of financial
power delegated
Full power up to and including
group
E.V through a selection board
setup in the corporation subject to
budgetary provision
Full power up to and including
group E.V through department
mental promotion
Up to and including executive
directors.
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2.5 acceptance of resignation
2.6 condoning of notice period
2.7 To disperse with medical
certificates of fitness
Full power in individual cases
2.13 Training of new recruits in OGDCL
The aims and objectives of Oil and Gas Training Institute (OGTI) are to identify the
training needs of the industry, offer practical training programs to professionals of the
petroleum industry, and provide training advice guidance to OGDCL and to help
establish standard for training which will meet the performance needs in the field and on
the job. OGTI is dedicated to:
· Establishing courses and in-house training programs, which will meet the specific
needs of OGDCL and the petroleum industry of Pakistan.
· Designing training material that recognizes the capabilities and specific needs of
newly hired employees and those who change their job assignments.
· Providing refresher and advanced training for industry personnel in a cost-effective
manner.
In-house basic training programs have been designed and developed to provide a base
level of training which employees require to function in their jogs. OGDCL recruits
professionals from all across Pakistan; the universities and technical schools do not
provide the full range of subject matter necessary for a graduate entering the petroleum
industry. It is OGTI's intention to ensure that the individual gets an opportunity to obtain
this training within his first two years with OGDCL. In addition to basic training course,
OGTI:
· Organizes in-house technology update seminars, utilizing outside expertise, to
help maintain state-of-the-art methods.
· Organizes courses or seminars or seminars for non-technical personnel to enhance
their working capabilities.
To help meet the training requirements of OGDCL, OGTI works closely with the various
departments. This is done with the assistance of managers and other department heads
and through a network of training coordinators which assist OGTI in its role as the
training arm of the industry.
The Oil and Gas Training Institute (OGTI) was established at Islamabad in 1979 to
overcome the shortage of trained professionals in OGDCL. In 1986 the Oil and Gas
Training Institute was revitalized and relocated in the I-9 area of Islamabad in a newly
constructed four story building. Since then, OGTI has evolved into a comprehensive
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training facility utilizing some of the latest technological developments and equipment in
the petroleum industry. Thus OGTI now has the capability to deliver valuable practical
technical training to new entrants and experienced professionals.
Form the period between 1986 and 1994, a team of Canadian Training Advisors with
Alberta Advanced Education (AAE) and funding from the Canadian International
Development Agency (CIDA), had assisted OGTI regular and part-time instructors to set
up labs and workshops, and develop the course materials for training programs in the
fields of Exploration, Production & Processing, and Drilling & Well Services Moreover,
through CIDA Funding, a group of OGTI regular and part-time instructors, seconded
from OGDCL to Canada, received extensive technical and instructor training in their
respective disciplines before joining OGTI.
Today, OGTI is training the professionals from other agencies and companies in Pakistan
as well as those from OGDCL. OGTI's trainees are highly regarded and are showing
initiative in all disciplines. OGTI is proud of the contribution it is making to the labor
market and to the petroleum industry in Pakistan, within the region, OGTI is proud of the
reputation it has gained for excellence in training.
Conclusion
Human resources are the major and very important task in any organization. In my
assignment I studied the human resource planning and the recruitment issues and policies
of the Oil and Gas Development Company Limited (OGCL) which is the major Oil and
Gas Exploration Company in Pakistan. In OGDCL the personnel department performs all
the human resources activities and resolves all the related issues, OGDCL has developed
a highly qualified pool of professionals who can undertake and supervise almost all
phases of oil and gas exploration and production, from carrying out preliminary
geological surveys to operation of oil and gas processing plants.
The conclusion drawn from this assignment is that OGDCL has a very good and well
organized structure for its human resource planning and recruitment, equal and
proportional quota is reserved for each province of the country and other regions and
others like old OGDCL employees and disabled employees. OGDCL also have a well
described procedure for job description and job specification which help the company in
its operational performance, they have develop a sound environment for its employees
and for the new recruits.
In critical review we can say that the process of human resource planning and process is
very lengthy, this could sometime create problem for its operations in emergence
situations as the nature of its business is very much risky. Our suggestion regarding this
problem is that the company should review its process and divide its personnel
departments in various subsections expends its personnel practices to various
constituencies this would help them in getting more qualified and trained personnel.
Other problem with the OGDCL human resource planning and recruitment is that the
personnel department is highly centralized and most of the planning and recruitment
decisions are taken in head office while the business of the company is spread all-over
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the country, this will also effect its operations in many situations. As the company is in
monopoly in Pakistan till this time after its establishment in 1961 but now after its
privatization and especially after WTO implementation after 2005, the company will face
an international competition which will certainly affect its monopoly. So this
centralization policy is not very effective measure for human resource planning and
recruitment.
Bibliography
Books Consultancy
1. Managing Human Resources, Wayne F. Cascio, International Edition
2. Human Resource Management, Raymond A. Noe, 3rd Edition.
3. Management, Kathryn M. Bartol & David C. Martin
4. Personnel “The Management of people at work”, Dales S.Beach, 5th Edition.
 www.ogdcl.com.pk
 Meeting with
 Mr. Abdul Mateen Ahmad, Chief Personnel Officer
 Mr. Amjad Javed, Dy. CPO
 OGDCL, Head Office, Islamabad.
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