Training Report

On

Traning And Development

AT

Oil India Limited

Submitted in partial fulfillment of the requirement of degree

in Bachelor of Business Administration [Computer Aided Management]

Affiliated to
MAHARSHI DAYANAND UNIVERSITY, ROHTAK
(Session 2021-2024)

SUBMITTED TO: SUBMITTED BY:

The controller of the examination. RAM ANURAG RATHI

M.D. University BBA CAM th5 sem

ROTHAK REGNO. 2111031353

Roll no.
 DECLARATION

I , RAM ANURAG RATHI student of DAV INSTITUTE OF MANAGEMENT ,

Faridabad of BBA[Computer Aided Management] , hereby declare that , this Training
report under
Oil India Limited is the record of my original work under the guidance of Ms. NEHA
SHARMA

RAM ANURAG RATHI

 ACKNOWLEDGEMENT

At the outset would like to thank the management of OIL INDIA LIMITED
or the wholehearted cooperation and guidance extended by them, which
made my summer training project possible.

I would like to thank my project guide Ms. Neha Sharma for offering
valuable suggestions, encouraging advices, constructive criticism and
proper guidance to carry out the project.

RAM ANURAG RATHI

BBA [CAM] 5th sem

 PREFACE

This project is the result of my training at OIL INDIA LIMITED in

Faridabad. Training is an integral part of BBA course and aims at
providing a firsthand exercise of the industry to the students. This practical
experience helps the students to view the real business world closely, which
in turn widely influences their conceptions and perceptions.

I was really fortunate to get an opportunity to my summer training in a

reputed, well established, fast growing and professionally managed
organization.
This project was assigned to collect information about the Personnel
Management in the organisation. I had personally getting the information. It
gave me a great deal of exposure and I found the practical work totally
different from theoretical work.
 INDEX

CHAPTER NO. CONTENTS PAGE NO.

1 INTRODUCTION TO THE
INDUSTRY

2 INTRODUCTION TO TOPIC

3 LITREATURE REVIEW

4 RESEARCH METHODOLOGY

5 DATA ANALYSIS

6 OBSERVATIONS

7 LIMITATION OF STUDY

8 REFERENCE/BIBLIOGRAPHY
 CHAPTER 1
INTRODUCTON TO COMPANY
 INTRODUCTION:-

Oil India Limited (OIL) is a premier national oil company, engaged in the
business of exploration, production and transportation of Crude Oil and Natural Gas. Oil India
Limited is a”schedule A” company under the ministry of petroleum and Natural Gas,
government of India. The authorized and paid up capital of the company as on 31st March 2008
are Rs 500 cores and Rs 214 cores respectively with 98.31% holding by the government of India
and 1.87% by employees and others. The net worth of the company as on 31 st March 2008 was
Rs 7932.97 cores.

Oil India Limited is having over 1.70 lakes sq km of PEL/ML areas for its
exploration and production activities. Majority of OIL’S activity is being taken up in the north
east from where its entire Crude Oil production and majority of Gas production is coming.
Rajasthan is the other production areas of oil from where it is producing 10%of its total Gas
production. The company’s exploration activities are spread over onshore areas of Ganga Valley
and Mahanadi in addition to its onshore areas in North East and Rajasthan. OIL also has
participation interest in help exploration block in Mahanadi offshore, Mumbai deep water,
Krishna Godavari deep water etc.

The company is also having participating intrest in various projects such as in

Libya, Gaban, Iran, Nigeria and Suden.

In recent years, OIL has stepped up E&P activities significantly including Gas
monetization in North East India. OIL has set up the NEF (North East Frontier) project to
intensify its exploration activities in the frontier areas in and geologically complex. Presently,
seismic surveys are being carried out in Manbhum, Pasighat and other trust belt areas. The
company operates a Crude Oil pipeline in the North East for transportation of Crude Oil
produced by OIL and ONGCL in regions to feed Numaligarh, Guwhati, Bongaigaon and
Barauni refineries and a branch line to feed Digboi refinery. The company is currently in the
process of constructing a 660km long product pipeline from Numaligarh to Siliguri. OIL also
sells its produced Gas to different customers in Assam viz. BVFCL, ASEB, NEEPCO, IOC
(AOD) and APL and to REEB in Rajasthan. The company also produces Liquefied Gas (LPG)
in its plant at Duliajan, Assam. It also has Optical Fiber Network along its Crude Oil pipeline
 and is lending out dark fibers to telecom companies like BSNL and AIRTEL.

After restructuring into strategic business unit OIL has also ventured into offering
rig package, expertise and services in E&P sector and signed a contract with Premier OIL, a
company registered in Netherland, for drilling of well in Joipur block in Assam. OIL has also
carried out work over job for Great Eastern Energy Corporation Limited and Coal Bed Methane
Wells. In recent CRISIS India today survey, OIL was adjusted as one of the 5(five) best major
PSU’S (Public Sector Undertakings) and one of the 3(three) best energy sector PSU’S in the
country.

HISTORY OF OIL:-

The journey begins……… In the dense swampy jungles of ASSAM, in North East
India, in the year 1889. What can one say about a company whose acronym is OIL! Except
that the history of oil exploration in India and the story of OIL (Oil India Limited) are one and
the same as saga of trial and triumph.
 The first Geologist to visit Assam was H.B.Medlicott, who visited the areas between
Jaipur and Leda in upper Assam, where he found several coal seams. He was very much
impressed by the oil seepages in these localities and recommended drilling for oil. This was the
period when wells were drilled near the oil seepages and our geological knowledge about the
occurrences of oil was very vague. The well drilled near Joipur in 1866 were unsuccessful; those
drilled in 1867 in Namdang (Makum) near Margherita produced some oil but on account of the
absence of adequate transport facilities, no further attempts were made; drilling was suspended
for about 20 years.

In 1882 the first railway line in Assam from Dibrugarh to Margherita was opened
for traffic, this important facility brought the Colliery district of Margherita nearer to rest of
the country. With this improvement, drilling was soon resumed in Makum-Namdang areas,
where a few years earlier, the engineers of Assam Railways and Trading Company (AR&T
Co.) while surveying the rail route to Margherita has accidently come across oil seepages
along the edge of the low hills nears DIGBOI. AR&T Co. started drilling in digboi in 1889
and discovered oil in the first wildcat well after drilling to 622fts. Immediately afterwards,
several development wells were drilled in the innediate neighborhood of the oil seepages.
Through the wooden derricks, thatched ith leaves to keep out the sun and rain, were incapable
of reaching great depths, some of the early development wells at digboi were productive but
result of drilling at Markum were disappointing. However a “tea-pot” refinery which was
planned earlier was completed at margherita in 1893 to which oil from Digboi was send by
rail in tank wagons

In 1899, by which time 14 wells had been drilled, the Assam Oil Corporation (AOC)
was formed to take over the management of AR&T Co’s interested in Digboi-Makum area.
During the same year the Digboi refinery, with a capacity of nearly 20,000 imperial gallons (500
barrels) per day was produced. In 1889, Crude Oil was first discovered in the fields of Digboi.
On

18th February 1959, Oil India Private Limited was incorporated to explore and
develop the newly discovered oil fields of Naharkatia and Moran in the North East India. In 1961,
OIL become a joint venture company between the Government of India and Burmah Oil
Company Limited, U.K.

Two decades later, in 1981, Oil India Limited become a wholly owned Government
of India Enterprise. Today, Oil India Limited (OIL) is a premier Indian National Oil Company
engaged in the business of exploration, Development and production of Crude Oil and Natural
Gas, Transportation of Crude Oil and production of LPG. The company also provides E&P
related services to the industry and holds 26% equity in Numaligarh Refinery Limited (NRL).

PRESENT ACTIVITY:-

The company presently produces around 3.30 MMPTA of Crude Oil (around 59,000 barrel per
day), over 5 MMSCMD of Natural Gas and over 50,000 ton of LPG annually. Most of these
emanate from its traditionally rich Oil and Gas fields concentrate in the North Eastern part of
India. OIL’S intensely rich outfield in upper Assam includes Naharkatia (since 1953), Moran
(since 1967) which are under production till date. Some of its recent oil fields include those in
Dikom, Kathaloni and Shalmari Oil fields. The search for newer avenue has seem OIL spreading
out its operation in offshore of Orissa, Desert of Rajasthan, Plains of Uttar Pradesh, River Bed of
Brahmaputra and coastal of Saurashtra and Kaveri Basin.
GOLDEN JUBILEE CELEBRATION:-Essentially OIL has celebrated two milestones
years till date. First was the silver jubilee tear 1984 and second, a hundred years of discovery of
Crude Oil in Digboi in 1989. The Digboi discovery was celebrated primarily because OIL’S
legacy has its roots in Asia’s first and the world’s second commercially successful oil
exploration activity in Digboi, Assam in 1889. The silver jubilee year was celebrated in 1984
because on February 18th 1959, Oil India as accompany (Oil India Private Limited) was born.
Through the nature of ownership changed from the private sector to the public sector, Oil India
in essence retained its name and continued to carry out its core activity as an E&P
company.Today as the pioneering and second largest National upstream Oil and Gas company
with a pan Indian presence and growing Global footprint, OIL is all set to conquer newer
horizons of all round growth and excellence.

VISION OF OIL:-
To be a vibrant, responsive knowledge based, competitive E&P Company with Global presence,
and a selective presence across the Oil and Gas value chain in India, maximizing shareholders
value, respective stake holder’s aspiration and caring for the environment.

OIL believes “superlative efforts precede superlative results”. To serve that very purpose OIL
has set the highest challenges for itself to measure up to. Its objectives are:-

OBJECTIVE AND OBLIGATION OF OIL:-

BASIC OBJECTIVE-
• To achieve self sufficient in hydrocarbon resources.
• To get adequate return on capital.
• To promote R&D in hydrocarbon exploration.
• To encourage technical advancement of import substitution.
• To develop and promote use of non conventional energy resources.
• To build excellence management team.
• To build and project an efficiency corporate image.

TOWARDS EMPLOYEES:-
• To establish personnel policies for the well being of its employees.
• To induct and develop competent person in all levels.
• To provide training and development opportunities to enhance skills
for attaining objective on time

CHAPTER 2
INTRODUCTION TO TOPIC
STRUCTURE OF OIL INDIA LIMITED:-
Oil India Limited is a pioneering organization whose main objectives are to produce and explore
Crude oil and natural gas from the earth interior.
The structure of Oil India Limited started with chairman and Managing Director
(CMD). Under the CMD there are 4(four) Directors headed by the important departments of the
organization. The main department of the organization is Exploration and Development
department, Human Resource and BD, etc.

DEPARTMENTS OF OIL INDIA LIMITED:-

 Production (OIL)
 Production (GAS)
 Production project
 LPG
 Drilling department
 Pipeline
 Well logging
 Geological and Reservoirs
 Geophysics
 Materials
 Chemical
 Electrical
 Field engineering
 Instrumentation
 Information Technology
 Finance & Accounts
 Administration
 Civil
 Employee Relation
 Personnel
 Field Communication
  Public Relation
 Research & Development
 Training & Development
 Internal Audit
 Technical Audit
 Safety & Environment

TRAINING & DEVELOPMEN CONCEPT

INTRODUCTION:
Every organization needs to have well trained and experienced people to perform
the activities that have to be done. Training is a process of learning a sequence of programmed
behavior. It is application of knowledge. It gives people an awareness of the rules and
procedures to guide their behavior. It attempts to improve their performance on their current
job and prepare them for an intended job. Development is a related process. It covers not only
those activities which improve job performance, but also which bring about the growth of the
personality; help individuals in the progress towards maturity and actualization of their
potential capabilities so that they become not only good employees but better men and women.
In organizational terms, it is intended to equip person to earn promotions and hold greater
responsibility.

Training a person for a bigger and higher job is development. And this may well
include not only imparting specific skills and knowledge but also inculcating certain
personality and mental attitudes. As the jobs become more complex, the importance of
employee development also increases. In a rapidly changing society, employee training and
development are not only an activity that is desirable but also an activity that an organization
must commit resources to if it is to maintain a viable and knowledgeable work force.

Training has played a very important role in helping the corporation to reach the
commanding heights of performance. Any training would be considered to be successful only
when the knowledge gained by the participants is transferred to the job performance.

Training is the main function of HR. To enhance the Corporation's growth and keep
the Corporation ready to anticipate all types of competition and face it too, there is a need that
Human Resource should play more active role for overall progress of the Corporation. The
impact of training programme is to mould the employee’s attitude and help them to synergies
individual goals with organizational goals. It also helps in reducing dissatisfaction, complaints,
absenteeism and labour turnover.

DEFINATION:-
 According to Flippo, “Training is the act of increasing knowledge and skills of
an employee for doing a particular job" The major outcome of training is
learning.
 A trainee learns new habits, refined skills and useful knowledge during their
training programme, which helps them to improve their performance.
 Training can also be defined as activities designed to change the behavior. Another
way of defining training would be a planned programme designed to improve
performance and bring about measurable changes in knowledge, skills, attitudes and
social behavior of employees.

 Training imparts the ability to detect and correct error. Furthermore it provides
skills and abilities that may be called on in the future to satisfy organization’s
human resources needs.

 “All development is self development”. It must be generated within the main

himself. Development is highly individual. The development of an individual is due
to his day to day experience on a job. Hence, emphasis should be on experiences
from day to day work. Any activity designed to improve the performance of
existing managers and to provide for a well planned growth of managers to meet
future organizational needs is management development.

Training and development encompasses three main

activities:
Traning:
This activity is both focused upon, and evaluated against, the job that an individual
currently holds
 Education:
This activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs.

Development:
This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

Need for training:

The need for training & development is determined by the employee’s

performance deficiency, computed as follows:

T&D need = Standard performance – Actual performance.

When does the need for training arise?

❖ The installation of new equipment or techniques

❖ A change in working methods or products produced
❖ A realization that performance is inadequate
❖ Labour shortage, necessitating the upgrading of some employees
❖ A desire to reduce the amount of scrap and to improve quality
❖ An increase in the number of accidents
❖ Promotion or transfer of individual employees.
Advantages of training:
1. Leads to improved profitability and/or more positive attitudes
toward profits orientation.
2. Improves the job knowledge and skills at all levels of the organization.
3. Improves the morale of the workforce.
4. Helps people identify with organizational goals.
5. Helps create a better corporate image.
6. Fasters authentically, openness and trust.
7. Improves the relationship between boss and subordinate.
 8. Aids in organizational development.
9. Learns from the trainee.

Disadvantages of training:
1. Can be a financial drain on resources; expensive development and
testing, expensive to operate?
2. Often takes people away from their job for varying periods of time;
3. Equips staff to leave for a better job

OBJECTIVE OF TRANING:-
The overall training objective is to develop required knowledge, skills and attitudes of our
employees so that they can perform more productively and achieve the business goals. It is
recognized that the employees learn primarily from on-the-job experience.
Therefore, in achieving this objective, the primarily contribution is from on- the-job
training and supporting contribution from the formal training effort.

1. To impart basic knowledge and skill to new entrants and enable

them to perform the job well.
2. To equip employee to meet the changing requirement of the job
and organization.
3. To teach the employees the new technique and ways of performing
the job or operations.
4. To prepare employees for higher level task and build up a second line
of competent managers.
Training has always played an important and integral part in furthering many kinds of
human learning and development. However, the fact that training can make an
important, if not crucial, contribution to organizational effectiveness is only now
being recognized fully.

Companies, organizations and government are beginning to appreciate the value of

adequate, consistent and long term investment in this function

TRANING METHODS/TECHNIQUES:-
The forms and types of employee training methods are inter- related. It is difficult, if
not impossible; to say which of the method or combination of methods is more useful
than the other. In fact, methods are multifaceted in scope and dimension, and each is
suitable for a particular situation. The best technique for one situation may not be
best for different groups or tasks. Care must be used in adapting the technique/
method to the learner and the job. An effective training technique generally fulfills
this objective; provide motivation to the trainee to improve job performance, Develop
a willingness to change, provide further trainee’s active participation in the learning
process. Provide knowledge of results about attempts to improve (i.e. feedback), and
permit practice where appropriate.

The various training techniques are as follows:

ON–THE-JOB- TRAINING:
Virtually every employee, from the clerk to the president, gets “On- The-Job Training”, when
he joins a firm. It is primarily concerned with developing in an employee’s skills and habits
consistent with the existing practices of an organization, and orienting him with his immediate
problems. It is mostly given for unskilled and semi-skilled jobs- clerical and sales jobs.
Employees are coached and instructed by skilled co-workers, by supervisors, by the special
training instructors. They learn the job by personal observation and practice as well as
occasionally handling it.
He is learning by doing, and it is most useful for jobs that are either difficult to stimulate or can
be learned quickly by watching and doing it.

The main advantage of on-the-job training is that the trainee learns on the actual equipment in
use and in the true environment of his job. He, therefore, gets a feel of the actual production
conditions and requirements. In this way, a transfer from a training centre or school to the
actual production conditions following the training period is allowed. Secondly, it is highly
economical since no additional personnel or facilities are required for training. Thirdly, the
trainee learns the rules, regulations procedures by observing their day to day applications. He
can, therefore be easily sized up by the management.

OF-THE-JOB TRAINING:
“Of-the-job training” simply means that training is not a part of everyday job activity. The
actual location may be in the company classroom or in the places which are owned by the
company, or in universities or in associations which have no connection with the company.
This method consists of:
1. Lectures
2. Conferences
3. Group Discussions
4. Case Studies
Lectures: Lectures are regarded as one of the simplest ways of imparting knowledge to the
trainees, esp. when facts, concepts, or principles, attitudes, theories and problems-solving
abilities are to be taught.
Lectures are formal organized talks by the training specialists, the formal superior or other
individual specific topics.
The lecture methods can be used for very large groups which are to be trained within a short
time, thus reducing the cost per training. It can be organized rigorously so that ideas and
principles relate properly. Lectures are essential when it is a question of imparting technical or
special information of a complex nature. They are usually enlivened with discussions, film
shows, case studies, role- playing and demonstrations.

Conference method: In this method, the participating individuals ‘confer’ to discuss point of
common interest to each other. A conference is basic to most participative group-centered
methods of development. It is a formal meeting, conducted in accordance with an organized
plan, in which the leader seeks to develop knowledge and understanding by obtaining an
considerable amount of oral participation of the trainees. It lays emphasis on small group
discussions, on organized subject matter, and on the active participation of the members
involved. Learning is facilitate building Group discussions: This is an established method for
training. A group discussion is conducted in many ways: It may be based on a paper prepared
by one or more trainees on a subject selected in consultation with the person Incharge of the
group discussion. It may be a part of a study or related to theoretical studies or practical
problems. The trainees read their papers, and this is followed by critical discussion. It may be
based on the statement made by the person Incharge of the group discussion or on a document
prepared by an expert, who is invited to participate in the discussion.
The person Incharge of the group discussion distributes in advance the material to be analyzed
in the form of required readings. The group discussion compares the reaction of trainees,
encourages discussion, defines the general trends and guides the participant to certain
conclusions.

Case studies: “The case study is based on the belief that the managerial competence can best
be attained through study, contemplation and discussion of concrete cases.” The ‘case’ is the
set of data, written or oral miniature, description and summary of such data that present issues
and problem calling for solutions or action on the part of trainee. When the trainees are given
cases to analyses, they are asked to identify the problem and recommend tentative solution for
it. This method offers to the trainees matter for reflection and brings home to them a sense of
complexity of life as oppose to theoretical simplifications of, and practices in the decision-
making process. The case study is primarily useful as a training technique for supervisors and
is especially valuable as the technique of developing decision- making skills and for
broadening the perspective of the training.
TRAINING CYCLE:-
TRANING AND DEVELOPMENT DEPARTMENT OF
OIL INIDA LIMITED:-

Oil India Limited management could visualize the greater role of training and
development activities for the organization. Accordingly a management training
policy was formulated in 1986 and 2(two) training institute namely
MANAGEMENT TRAINING AND DEVELOPMENT CENTRE

(MTDC) and OIL TAINING INSTITUTE (OTI) were established and become operational in
1996 and 1997 respectively. MTDC complex houses the TRAINING & DEVELOPMENT
DEPTT, the Central Library, a hostel for newly selected Executive Trainees and a Faculty block
(Guesthouse) for visiting Faculties, Participants and other Company visitors. MTDC office
complex along with the Central Library conduct various In-House training programs, workshops
and seminars in its 3(three) Classrooms and 1(one) Auditorium.OTI has been relocated and a
new building with 2(two) Classrooms, 1(one) Workshop and 1(one) Exhibition room is been
constructed in the MTDC complex, adjacent to the present MTDC building.

MTDC also caters to the need of the various apprentices passed from the ITI’S and
Polytechniques by providing them the training; it is also provided Training to students from
different Engineering Colleges and other Institutes/ Universities

SCOPE:-

The Training Policy will cover the Training and Development requirement of the
total workforce and the various program to be developed and administration will be
classified into the following categories for formulating strategies, objective, goals and
thurst areas-

Top Management Development Program-

1. Executive Development and Training Program.

2. Supervisory Development Program.
3. Employee Development and Refresher Program.
4. Skill and Competency Development Program.
5. Statutory Skills Training.
6. Orientation Program for new entrants.
7. Apprentices Training.

ACTIVITIES OF TRAINING AND DEVELOPMENT

DEPTT:-

1. Assessment of Training needs of individuals by department.

2. Prepare annual training plan, budget and calendar and obtain approval.
3. Organize in-house Training programs for executives and work
persons including statutory Training program for work persons.
4. In- country Training.
5. Overseas Training.
6. Training by internal Trainers.
 7. Onsite safety training.
8. Safety training for contractors workers.

BENEFITS FROM TRANING AND DEVELOPMENT DEPTT:-

 The training and development function will play a catalytic role to make
OIL INDIA LIMITED a truly knowledge driven organization.
 Line managers and business heads will be drawn into a close partnership
with Training and Development.
 The planning and implementation aspects of the Training and
Development Policy will be strengthened.
 Training effectiveness will be given priority with periodic reviews.
 The Training and Development function will work very closely with the
other HR system in the company such as job rotation and succession
planning to ensure that the necessary HRD activities take place at the
point when it is required.
 The Training and Development Department is also doing the local
training
programs in country and overseas training programs
 CHAPTER 2
LITRATURE REVIEW
REVIEW OF LITERATURE ON TRAINING AND DEVELOPMENT:-

Abstract
As economy expands, in the era of globalization, cutting across sectors there is the shortage
of trained manpower in the skilled/semi-skilled category. Faced with the daunting task of
finding trained blue-collar workers, companies are overcoming this glitch by setting up their
own institutes or joining hands with educational institutions to impart specialized training to
people who make their industry move. Skill shortage is at an all-time high and the industry
is most concerned with growing demand and supply gap, especially in the semi-skilled and
skilled category. Getting trained workforce to handle new age equipment and material is
quite a challenge. This paper focuses and analyses the literature findings on importance of
training and development.

Review of Literature

Bramley and Kitson (1994)

discussed four level of training evaluation. The first is the trainee’s reaction to the program.
It focuses on assessing what the trainees thought of the training program, usually in the form
of a questionnaire. The second level is trainers’ learning. It focuses on measuring their
gained skills that were specified as training objectives. The third level is the behavioral
outcome. It focused on measuring aspects of job performance, which are related to the
training objectives. The fourth level is the organizational results. It focused on the results of
the training program to organizational objectives and other criteria of effectiveness. The
authors indicated that evaluation at the third and fourth levels are not understood because of
measurement problems.
Mann and Robertson, (1996):
examined trainees’ reaction and knowledge gained as measures for effective training. The
results indicated that training increased trainee’s knowledge, however, positive attitudes did
not predict how well people are able to perform actual tasks. Attitudes and reaction measure
are not linked to later performance and therefore, such measures should be used with caution
as ways of evaluating training programs.
Hashim (2001)
in a survey identified the practices to training providers for evaluating training programs.
The results showed that training providers use different evaluation methods that include
trainee’s feedback, observation, interview, performance analyses, and training reaction
forms. However, the most used method was the training reaction forms as clients require
them.

Cushway (2004)
His research findings pointed that training is concerned with equipping one’s
responsibilities to the required standard in their job and is concerned with giving individuals
the necessary knowledge, skills and experience to enable them to take greater and more
demanding roles and responsibilities.

Brmely, P, Newby, A.C. (1984),

Evaluation of Training Part II: The Organizational Context, examined some organizational
factors requiring consideration in an evaluation study, including publicities and the extent to
which evaluations can be truly objective. The authors also pointed out that the specialized
techniques developed outside the profession by non-trainers could be looked upon

David L. Collinson (1987)

This article reports on research designed to explore recruitment, training and promotion
practices in the banking and finance industry. In recent years, the initiatives of the major
banks in the area of equal opportunities have received substantial publicity. Recruitment
patterns are now monitored, career break schemes have been introduced, equal opportunity
training has been undertaken, policy guidelines have been specified and circulated, and
managers with specific responsibility for equal opportunities have been appointed. The
research findings suggest, however, that deep-seated and self-fulfilling vicious circles of sex
discrimination, inherited from a paternalistic past, can still characterize the industry's
selection practices.

THREE TYPES OF TRAINING PROGRAMMES:-

Training and Development (T&D) Department of Oil India Limited carters to the need of
development of the executives by organizing various types of training programmers.

1. Local - a) In- House Training

2. External - b) In- Country Training

c) Overseas Training

EXECUTI
VE'S
TRAININ
G
PROGRA
M
IN- IN- OVERS
HOUSES COUNTR EAS
TRAININ Y TRAINI
G TRAININ NG
G
 TYPES OF TRAINING:-

 IN-HOUSE TRAINING: Training organized in house with reputed external

faculties and internal faculties. In-house training are usually technical,
behavioral, managerial, safety related and various statutory programs.
 IN-COUNTRY TRAINING: Such training is need based mostly technical as
well as behavioral or managerial. Employees are nominated by department
HOD’s based on certain pre-defined critera.

 OVERSEAS TRAINING: Employees are send overseas for technical and

managerial courses.
Training Programs attended by Executives in the place of posting shall also be
considered as local training. 25% to 30% of the executive strength covering all
disciplines shall be send for external training programs every year according to the
Annual Training Plan and Calendar approved by the competent authority. Each
executive shall get a chance to go for external training once in 4(four) years.

In- House Training will be organized through any one or more

of following:

1. By In-House faculty from different departments:

In-House Program by internal faculty is the best way for
building an organization and to ensure that transfer of knowledge
takes place within the organization.
To make such programs more effective, following will be
adhered to the external possible.
a) Individual sessions for In-House Courses and the programs of
statutory nature will be organized by the getting speakers
nominated by HODs. While organizing structure course in
specific areas of specialization, management approval will be
 necessary highlighting amongst other:
❖ Program objective
❖ Course content
❖ Methodology
❖ Target group
❖ Participant profit and expected number of the participant
❖ Proposed duration

b) A panel of names from different department would be prepared from amongst

the willing executives having good presentation skill to work as internal faculty
as and when required. Such lists would be reviewed once in 2(two) years
unless otherwise required.RCE will be final authority to approve list of
trainers.
To attract more and more executives with requisite expertise/skill to work as
Trainers, successful trainers from different discipline
 Faculties from other petroleum and related organizations in the vicinity may be
invited from time to time, for better interaction and transfer/exchange of
professional knowledge.
 External faculties of repute both from within and outside the country from
various institutions are engaged for imparting training. For example: ASCI,
Hyderabad, IIMs, IITs, M/S Fugro Robertson, UK, etc.
 Retired personnel’s with proven skill will be invited as and when considered
necessary subject to availability. It will endeavored to maintain a data bank of
retired company personnel with specialist skill, who can be instrumental in not
only imparting rich hands on experience to participants, but their involvement
will also contribute towards continuances of company’s unique culture and
values.

Benefit from in-house training:-

 1. Building Better Decision Making Bodies:-It gives your decision making team
the tools it needs to work well together, coherently. These tools will enable
your team to remain focused on its mandate, make smart and strategically-
driven decisions, maximize opportunities, minimize exposure to risk, and have
productive and inclusive meetings.
2. Making Meetings Work better:-In this workshop we discuss meeting dynamics.
We give you tools to make your future meetings product
3. Rules of order- Demystified & Humanized:- Rules of order are intended to
help facilitate program, includes members in discussions and decision-
making, and protect majority and minority rights. In this workshop we discuss
use of procedures sensibly and intelligently.
4. Community Consultation & Consensus Building:-In this workshop we discuss
principles for community consultation and tools for building consensus and
relationship with stakeholders.
5. Minute Taking Standards & Related Issues:-In this one day workshop we
discuss minute taking standards and relate issues, including how to work
effectively with board and committee members.
6. In the Hot-Seat:-This one day workshop helps you improve your responses to
tough questions during interactions with colleagues, the media and the general
public. To enhance the learning process, hot-seat interactions are simulated
and analyzed.

IN-COUNTRY TRAINING PROGRAMMES FOR EXECUTIVE:-

INTRODUCTION
In the areas of functional skill and knowledge where in-House experts
is not available or the skill is related to opening know-how of newly acquired
equipment, executives or workmen are sent for IN-COUNTRY TRAINING to
institute of repute based on needs & wants.
 OIL also invites external faculties from reputed institutes at a
particular region of its operational areas for training purpose. Training is so
imparted by subscribing to packages course offered by various training
institute within the country.

Nomination will be made to different In-Country programs for skill enhancement

and maintenance. Apart from acquiring a skill through specific training module, exposure
to such programs, gives opportunity to learn from interaction and case studies from other
organization and through valuable contacts. These training should be need based and

relevant to present future assignment of the employees or executives.