0115 966 7955 Today's Opening Times 10:00 - 20:00 (GMT)
Place an Order
Instant price

Struggling with your work?

Get it right the first time & learn smarter today

Place an Order
Banner ad for Viper plagiarism checker

Analysis of Human Resource Responsibilities

Disclaimer: This work has been submitted by a student. This is not an example of the work written by our professional academic writers. You can view samples of our professional work here.

Any opinions, findings, conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of UK Essays.

Published: Wed, 07 Mar 2018

INTRODUCTION

The title of the project is ‘Analysis of HR practices followed by ONGC with reference to TRAINING, PERFORMANCE APPRAISAL and SAP-HR MODULE ‘. The internship encompasses understanding the unique HR practices employed by the organisation in PSU to enrich and sustain the culture of integrity, belongingness, teamwork, accountability and innovation, and enhance employee competencies continuously.

The purpose of this project to be given is to understand the practical working and effectiveness of the core HR responsibilities with special concentration on:

  • Training
  • Performance Appraisal
  • SAP-HR Module

The scope of this study is to comprehend and adopt the practical working environment of an organisation. Here, a link has to be formed between the academic study and the actual in-world implementations of the knowledge.

Its important to realize the effect of proper training on employees, transparency in the appraisal process and up to date technological support in the HR stream.

For the above study, data is collected from various primary as well as secondary sources. Basic and general information is gathered from the library which comprises of various HR journals and magazines (names are mentioned in references). Interviews are taken of the employees and questionnaires are prepared and surveys are done. Various inputs are provided by the Company Guide during formal and informal meetings.

Overview of TRAINING

Training employees do have a significant role in modern business era. As an HR manager, the responsibility is to utilize the HR resources optimally and develop the skills of the employees so that they can contribute to the growth of the organization as well as to their personal growth. It leads to improved organization culture. Therefore, its important to understand:

  • What different kinds of trainings / workshops are conducted by the organization?
  • What are the criteria of nominations? How nominations are done?
  • How many training sessions have to be conducted in a year? (Training Calendar)
  • What the employees think about the training sessions?

Training objective tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives,

  1. Trainer
  2. Trainee
  3. Designer
  4. Evaluator

Trainer -The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

Trainee -The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful.

The objectives create an image of thetraining program in trainee’s mind that actually helps in gaining attention.Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore,training objectiveshelps in increasing the probability that the participants will be successful in training.

Designer -The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then he’ll buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will designthat will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry.Therefore, without any guidance, the training may not be designed appropriately.

Evaluator -It becomes easy for thetraining evaluatorto measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

Systematic model training consists of five phases. The training should achieve the purpose of helping employee to perform their work to required standards. The steps are as follows:

  1. Analyze and identify the trainingneeds i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.
  2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents.
  3. Develop, this phase requires listing the activities in thetraining programthat will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.
  4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program.
  5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

Overview of PERFORMANCE APPRAISAL

A very important function of the human resources department for any organization, are conducted to gauge the net worth of all its employees. Appraisal methods benefit the organization immensely. The aim of appraisals is to improve the present performance of the employees and draw on the future potential. The HR department undertakes this processes usually annually in which they procure, analyze and document facts about the performances of the employees of the organization. This provides employees and managers with opportunities to discuss areas in which employees excel and those in which employees need improvement. Performance appraisal in ONGC is conducted annually also known as E-PAR. All organizations practice performance appraisal in one form or another to achieve certain objectives. These objectives may vary from organization to organization or even within the same organization from time to time. It has been found that there are two primary objectives behind the use of this methodology. One is to use it as an evaluation system and second, to use it as a feedback system.

The aim of the evaluation system is to identify the performance gap. This means that it helps determine the gap between the actual performance of the employee and that required or desired by the organization.

The aim of the feedback system is to inform the employee about the quality of his work or performance. This is an interactive process by which the employee can also speak about his problems to his superior.

An effective performance appraisal system should emphasis individual objectives, organizational objectives and also mutual objectives. From the viewpoint of individual objective the performance appraisal should talk about

  1. What task the individual is expected to do?
  2. How well the individual has done the task?
  3. How can his performance be further improved?
  4. His reward for doing well.

From the organizational view point a performance appraisal should generate manpower information, improve efficiency and effectiveness serve as a mechanism of control and provide a rational compensation structure. In short the appraisal system establishes and upholds the principle of accountability in the absence of which organization failure is the only possible outcome.

Overview of SAP-HR Module

SYSTEMS, APPLICATIONS AND PRODUCTS IN DATA PROCESSING”- SAP. It is an enterprise resources planning Software Company based in Germany.It integrates all the functional units of an organization into a unified one.It deals with various activities done in the human resource department of an organization, such as, Personnel administration, personnel development, training and event management, payroll etc.

SAP- HR Module distinguishes between task, job, position, and person. It provides access to all HR data and transactions in one location. Advanced SAP HR features are time management, payroll, travel management, training and development.

Advantages of implementing SAP HR Module :

  1. Saves time and money, and improves information for decision – making and Planning.
  2. Greater automation ensures greater accuracy.
  3. Improved reporting capability.
  4. Improved employee history data.
  5. Better budgeting, compensation adjustment.

MAIN TEXT

The information extracted from the primary and secondary sources of data pertaining to training, appraisal, and SAP HR module are as below:

TRAINING

ONGC accords top- most priority in the development of Human Resource through quality training, qualification up gradation programs and accreditation programs. ONGC also has the expertise to conduct customized training programs for its partners. In ONGC, there are following training institutes which are engaged in meeting, training and development needs of the vast human resource of the organization by designing and organizing training programs focused on organizational needs.

ONGC has five training institutes of its own all across the country, viz.

  • ONGC Academy, Dehradun
  • Institute of Petroleum Safety Health and Environment Management, Goa
  • School of Maintenance Practices, Vadodara
  • Institute of Drilling Technology, Dehradun
  • Institute of Oil and Gas Production Technology, Mumbai

The training Institutes of ONGC are committed to :

  • Impart best in – class training programs across the entire industry.
  • Continuously evolve training programs based on feedback from the participants.
  • Provide training solutions to the corporation and partners, both from Indian and foreign, covering entire spectrum of operations.
  • Providing best in – class infrastructural facilities for the training programs.
  • Focusing training programs on the emerging business opportunities of the corporation.

ONGC measures its training in MANDAYS i.e.

01 man * 3days of training = 3 MANDAYS

10 men * 3 days of training = 30 MANDAYS

Minimum target of 1400 MANDAYS are set per year.

Training provided by ONGC is broadly divided into Three categories:

  • Safety
  • Technical &
  • Interpersonal skills

During the internship study of various trainings programs are done in order to understand the objectives and deliverables.

1. SMP (Senior Management Programme)

Program overview & objectives:

Since ONGC is extending its operations to various parts of the world, it is imperative that ONGC executives are exposed to International perspective and develop a mindset of global managers. Keeping this in view a comprehensive program has been specially designed for E-5 level Executives of ONGC. The program aims at:

  • Understanding global perspective and developing a mindset of managing at international level.
  • Build Customer Centric Work Culture
  • Inculcating a mindset of Transformational leadership
  • Evolving a culture of innovation and creativity

ONGC Academy is in collaboration with MDI , Gurgaon for SMP

2. AMP (Advanced Management Programme)

Program overview & objectives:

Designed for senior executives of ONGC to achieve the following objectives:

  • Develop awareness and appreciation of the emerging business environment and its implications for the future of ONGC
  • Help the participants to recognize the requisite mindset to make ONGC, a world-class organization
  • Develop insights into the organizational processes that drive excellence
  • Expose the participants to the best in business practices.

ONGC Academy is in collaboration with IIM, lucknow .

ONGC also provides Overseas Learning Sessions which includes visit to E&P Industries and Executives meet in European / Western countries for exposure to best in Business Class Practices. E6and above level executives are eligible for AMP.

For choosing the candidates for training / workshop sessions, nominations are done. Circulars are rotated to the Head of each department and they recommend the names of those employees which they think are appropriate to undergo the training. The institute plans and conducts training programs professional areas which involve holistic approach of management in effective accomplishment of various integrated tasks.

3. Executive Excellence through SMET, HOLSYM and Yoga Techniques

Program objectives and Overview:

The multi- dimensional etiological factors for stress need a multidimensional solution at physical, mental, emotional and intellectual levels. Yoga provides this holistic solution. Self Management of Excessive Tensions is the basic concept for designing this program for executives.

The program aims at:

  • Help participants understand the nature and sources of stress in individuals and in organisations, and enable them to understand the relationship of Stress to Managerial Effectiveness.
  • Familiarise the participants with the techniques dealing with individual stress and Organisational stress and give them an opportunity to practice some techniques of Stress Management.

Its a 5- days program conducted in Swami Vivekananda Yoga Anusandhana Samsthana , Bengaluru.

4. Global Managers

Program objectives and Overview:

Today’s business environment has created many challenges where managers need to think globally as the world is transforming into a ‘Global Village’. The program is designed:

  • To provide professionals with a proactive approach to deal with cultural diversity in today’s multi- cultural environment.
  • To understand the domestic Business ethics, values and practices and as well as best global practices.
  • To prepare the participants for the challenges ahead in the highly competitive global environment.

ONGC is in collaboration with IIM, Bengaluru for this 5- days progam.

5. Self Development Program for Women Employees

Program objectives and Overview:

The effectiveness of women employees depends upon the ability to manage multiple roles. The program has been especially designed to focus on the demands of these multiple roles and skills set required for effective performance. The program caters to up needs of women professions facing the challenges of work family balance.

The objectives of the program are:

  • To develop basic values of life to make them effective at home and work place.
  • To be able to identify individual goals and align those with organization goals.
  • To increase personal motivation to do the best possible in the most effective way.
  • To appraise the participants on various issues involved in personal growth and effectiveness.
  • To increase personal motivation to do best possible in the most effective way.
  • To make participants aware of their strength and areas of potential development

6. Train- The- Trainer Course

Program objectives and Overview:

The program focuses on the Adult Learning Process, is built around the “Three Wheels of Mastery” Expertise, Planning and Presenting, Engaging and Facilitating, which are essential for Internal Faculty members/ Black Belts for motivating others to apply Six Sigma on the job and for enhancing and accelerating their learning process.

ONGC provides many discipline specific programs for is employees.

Some Exploration Programs:

  • Petroleum Risk and Decision Analysis
  • Latest trends and Development in Estimation of Oil and Gas Reserves
  • Workshop on Basin Evaluation and Modelling
  • Techniques in Deep Water Depositional Systems

Some Production Programs:

  • Developments in Stimulation techniques and Candidate Well selection
  • Advances in Water Control Technology
  • Advances in Natural Gas Engineering
  • Reservoir Engineering for Production Operations

Some Engineering Programs:

  • Welding and Inspection
  • CAD for Mechanical and Process
  • Logistics Management
  • Flow Measurement and Instrumental Practice

PERFORMANCE APPRAISAL

Performance appraisal report is an index of an employee’s work performance over a given period of time. It is crucial for his or her career growth as it indicates the strengths, weaknesses, training needs, nature of job being performed and problems faced in work situation.

The objectives of the performance appraisal system at ONGC are:

  • To set norms and targets of work performance, as well as, to monitor the work progress of employees.
  • To facilitate placement of employees in accordance with their suitability for different types of assignments.
  • To provide an objective basis for determination of merit, efficiency and suitability for the purpose of promotion.
  • To identify areas requiring exposure for training and development.

The performance appraisal system seeks to evaluate:

  • The work performance of an employee on the present job in relation to the expected levels of performance, both qualitative and quantitative.
  • The extent of development achieved by the employee during the period under review.
  • Evaluation of behavioural attributes, attitudes and abilities.
  • Evaluation of potentials for assuming higher responsibility.

Appraisal is done in three stages. First, KPI’s/ KRA’s are to be declared in March(beginning of appraisal year) then midterm evaluation is done which is compulsory in October and finally in March evaluation on performance of the employees is done. Employees get certain percentage of PAT based on their grades or marks of the appraisal.

Earlier Appraisal was done on paper. Forms were distributed to the employees wherein they used to fill in the KPI’s and then submit it. This system reported delay in recording appraisal reports. Low priority is accorded to recording appraisal reports as there was no visible accountability for delays.

Inadequate time and attention was given to the process and last minute rush efforts were experienced. But now ONGC follows e-PAR which has distinct advantages:

  • Streamlining of PAR process
  • Uniform application of Company Policy
  • Reduced Cycle- time and adherence to time schedules
  • Enhanced data security and confidentiality
  • Authenticity and audit trail of transactions
  • Availability of on-line information
  • System driven control and monitoring mechanism
  • Performance based rewards and incentives for future

The appraisal process constitute of one appraise and appraiser. Appraisee is the employee who fills the PAR form and submits it. Appraiser decides the KRA’s/ KPI’s with the employee then mid- term review is done. This is the duty of Reporting Officer. Then it is forwarded to the Reviewing Officer, who reviews it and then forward for co- review (in special cases) otherwise directly to the Moderating Officer. He sends it to Accepting Officer who accepts and forwards it to central PAR Section in Dehradun. (Refer Annexure 2)

Circular of Roll out of e- PAR

It suggested KPI’s is issued first wherein dates are declared for joint setting of KPI’s by Appraisee & Appraiser. Commitment is made by the HRD group that a suggested list of KPI’s applicable to different functional areas would be made available accordingly. HRD constituted a multidisciplinary committee comprising HR planners, corporate HRG and corporate PAR. This committee held detailed deliberations and consulted senior executives of different functional areas across the organization and come out with an exhaustive list of suggested KPI’s. All Assessors and assesses may use the table during the process of setting KPI’s.

PAR – DISCLOSURE, APPEAL AND COUNSELLING

(A).Disclosure of PAR:

The following information on PAR assessment would be shared with the employee on completion of PAR

  • Final grades and marks given by the accepting Officer.
  • Adverse comments (if any)
  • Specific advice to be communicated for improvement (if any)

Communication: The communication should be within 15 days of completion of PAR and in the form of system generated message in case of e-PAR.

(B). Appeal and Review :

Appeal may be preferred by aggrieved employees against assessed PARs as well as having adverse remarks/entry.

Aggrieved employee may appeal once per assessment year directly to the Appellate Authority, through local PAR officer, instead of submitting through proper channel. The local PAR officer shall keep record and forward the same to concerned Appellate Authority, with intimation to Corporate PAR office.

Appellate Authority (AA) : The designated Appellate Authority based on the reporting hierarchy have been defined in Annexure 3 and 4.

While the hierarchy in the route has been defined in the table, Appellate authority must be minimum one rank higher than the Accepting Authority in any case. Each Appellate Authority shall constitute Appeal Review Committee (ARC) under him/ her comprising of representative of functional areas, with 3 members in each committee. In case Appellate Authority is at the level of GM or L- II, the members should not be below the level of E6 and for all other Appellate Authorities, members should not be below the level of E7. The meeting of the ARC shall be convened by each Appellate Authority once in a year preferably in the month of September/October, as the closing month of PAR process is generally August. The ARC may seek PAR record from respective location PAR Officer/ Corporate Officer, as the case may be. The Committee may also obtain views/recommendations of the concerned authorities involve in the assessment of the PAR, for which appeal is preferred, if needed. Based on the recommendation of the respective ARC, the Appellate Authority shall finally decide on appeal. In case of Appellate Authority comprises of two directors, they may jointly decide on the appeal. If Appellate Authority considers and find reasonable grounds for revision of PAR grade on appeal made by aggrieved employee, such revision shall only be one step higher or lower to that of original grades for all categories. Any revision beyond one level or below will be decided by one level higher than the appellate authority, highest appellate authority being EC. For this proper justification /recommendation have to be given by the Appellate Authority. The decision of the Appellate Authority shall be conveyed to the Corporate PAR office / location PAR office, as the case may be, who in turn shall communicate to the employee in the Performa at Annexure5.The decision of the Appellate Authority shall be binding forever. No further appeal shall be entertained for the same assessment year. Each Appellate Authority shall forward a status report on the disposal of Appeal to the Corporate PAR office for onward submission to the Director (HR).

(C). Counselling:

It has been decided in the 353rd EC Meeting to provide counselling to the employees with B, C, D grades and those cases having recommendations for counselling in the PAR.

Scope of Counselling Group:

The Counselling may be continued as an integral part of PAR process for widening employees’ development opportunities. The Counselling Group shall not review the final grading of the appraisee, assigned to him/ her by Accepting/ Moderation Authority. The Counsellors during the interviews of the employee shall ascertain the reasons, system constraints and the behavioural dimensions of the employees and efforts shall be made to develop self awareness for correcting personality traits. The Counselling Group shall send a report on each case to the office of Chief HRD. The Counselling Groups are to be assisted by the Corporate PAR officer at the counselling locations. The formation of Counselling Committees is depicted in Annexure 6.

SAP- HR MODULE

Scope of SAP- HR Module:

1) Personnel Administration Module (Including Establishment and Loans)

Personnel Administration Module takes care of employee master data. Various P&A processes have been built in this module. This module includes the loans and advances processes also.

2)Time Management Module

Time Management Module takes care of Employees Leaves etc related processes. The Time Management component offers support in performing all human resources processes involving the planning, recording, and valuation of employees’ work performed and absence times.

3) Payroll

Payroll module takes care of personnel claims, month end payroll run and pay slip generation. Form 16, Form 24 and all statutory statements related to personal income tax is also taken care by the payroll module. The System calculates the gross and net pay, which comprises the individual payments and deductions that are calculated during a payroll period, and are received by an employee. These payments and deductions are included in the calculation of the remuneration using different wage types.

4) Organisation Management Module:

This module defines Organisational Hierarchy, positions, Head of sections etc and also deals with assigning employees to various departments / sections etc through proper positions.

5) SAMPARC:(ESS MODULE)

SAMPARC stands for (System for Automated Management of Personnel Activities, Reimbursements and Claims) the employee self service portal of ONGC. Using ESS reports an employee can view his career details, leave details, training booking details etc using an ESS User Id. He can also write a mail to his personnel administrator if he detects any error in data recorded in the system.

Getting started with SAP:

On your PC, find the SAP Logon pad icon. The icon style varies deepening on the SAP version installed in your PC.

To open Logon Window:

Double click on the Toolbar “SAP Logon” on above Screen.

Following Logon window shall open on your screen:

This window lists all available servers to which you can Login with your user ID. Double click on the desired server name or click on the line and then click on ‘Log On’.

After a brief delay, following window shall open on your screen :

To open the SAP Easy Access window :

Enter your client number (It will always show 500 by default).

Enter your SAP User ID.

Enter your SAP User Password. Please remember that the Password is case sensitive.

Press Enter on your Keyboard.

SAP Easy AccessWindow Elements

The SAP Easy Access – user menu is the user-specific point of entry into the SAP System. A typical user menu (here, in the R/3 System) is shown below :

The user menu contains those items – such as transactions ,workflows, reports etc. – you need to perform your daily tasks. If your system administrator has defined a user menu, it appears when you log on to the system.

Various elements of the SAP Easy Access Window are shown above.

Navigating in the SAP Screen

You can expand and collapse menus in the workplace menu by choosing the dropdown arrows to the left of the menu items, as in the example below :

To open an application in the workplace menu :

  • Type the transaction code in the command box / field and then press Enter, or
  • Navigate to the transaction node in the tree and Double-click its node in the tree, or
  • Click on node and then press Enter

Some Important SAP Definitions in ONGC Context

Company Code:

The company code is an organizational unit within financial accounting (FI).

Personnel Area

This field defines the location of the employee, e.g., ABAD (Ahmedabad), BRDA (Baroda), etc.

Personnel Sub-area

This field defines the duty assigned to the employee, e.g., OFDT (Office Duty), FLDT (Field Duty), OSDT (Offshore Duty), etc.

Employee Group

This field defines the employment status of the employee, e.g., Active, Retiree, Deputation-in etc.

Employee Subgroup

This field defines the Grade of the employee, e.g., E1, E2, E3, etc.

Personnel Number

This field defines the CPF Number of the employee.

Pay roll Area:

A payroll accounting area (often abbreviated to payroll area) is an organizational unit containing all of the employees for whom the payroll runs at the same time. The payroll accounting runs for payroll accounting areas. Each payroll accounting area determines the specific dates for which the payroll runs, the earliest payroll period for which retroactive accounting is possible, retroactive accounting recognition, and the periods for which the payroll runs.

Organization Unit

This field defines the Department / Section within the Organizational structure in which the employee is working, e.g., ICE, IRS, Drilling, etc.

Position

This field defines the post, which the employee is occupying within the organizational structure, e.g., Manager P&A, Location Manager – AMD Cementing, etc.

Infotype: In SAP information is stored in info types. An Infotype can have further subtypes. Click here to view the list of Infotype being used in ONGC.

Common SAP Transaction Codes used in ONGC

Sr No.

Transaction Codes

Transaction Description

1

SBWP

Mail Inbox

2

PA20

Display HR Master Data

3

PA30

Maintain HR Master Data

4

PA40

Personnel Actions

5

ZPT60

HR TIME : Time Evaluation

6

PP01

Maintain Object


To export a reference to this article please select a referencing stye below:

Reference Copied to Clipboard.
Reference Copied to Clipboard.
Reference Copied to Clipboard.
Reference Copied to Clipboard.
Reference Copied to Clipboard.
Reference Copied to Clipboard.
Reference Copied to Clipboard.