| |
|
|
| |
Our People |
|
HR Vision, Mission, Objectives |
|
HR Strategy |
|
Role Of HR |
|
Measuring HR Performance |
|
A Motivated Team |
|
Training & Development |
|
Transforming The Organization |
|
A
Model Corporate Citizen |
|
| |
| Our
People |
| |
"Not only had India... set
up her own machinery for oil exploration and exploitation...
an efficient oil commission had been built where a large number
of bright young men and women had been trained and they were
doing good work."
- Pandit Jawahar Lal Nehru, India's first Prime Minister to
Lord Mountbatten, on ONGC (1959).
Today, ONGC is the flagship company of India; and making this
possible is a dedicated team of nearly 40,000 professionals
who toil round the clock. It is this toil which amply reflects
in the performance figures and aspirations of ONGC. The company
has adapted progressive policies in scientific planning, acquisition,
utilization, training and motivation of the team. At ONGC everybody
matters, every soul counts.
ONGC has a unique distinction of being a company with in-house
service capabilities in all the activity areas of exploration
and production of oil & gas and related oil field services.
Needless to emphasize, this was made possible by the men &
women behind the machine. Over 18,000 experienced and technically
competent executives mostly scientists and engineers from distinguished
Universities / Institutions of India and abroad form the core
of our manpower. They include geologists, geophysicists, geochemists,
drilling engineers, reservoir engineers, petroleum engineers,
production engineers, engineering & technical service providers,
financial and human resource experts, IT professionals and so
on. |
|
| |
| HR
Vision, Mission & Objectives |
| |
HR Vision
"To attain organizational excellence by developing and
inspiring the true potential of company’s human capital
and providing opportunities for growth, well being and enrichment".
HR Mission
"To create a value and knowledge based organization by
inculcating a culture of learning, innovation & team working
and aligning business priorities with aspiration of employees
leading to development of an empowered, responsive and competent
human capital".
HR Objectives
To
develop and sustain core values
To
develop business leaders for tomorrow
To
provide job contentment through empowerment, accountability
and responsibility
To
build and upgrade competencies through virtual learning, opportunities
for growth and providing
challenges in the job
To
foster a climate of creativity, innovation and enthusiasm
To
enhance the quality of life of employees and their family
To
inculcate high understanding of 'Service' to a greater cause |
|
| |
| HR
Strategy |
| |
To meet challenging demands of the business environment, focus
of the HR Strategy is on change
of the employees' ‘mindset’
Building
quality culture and resources
Re-engineering
and redeployment for maximizing utilisation of HR potential
To
build and upgrade competencies through virtual learning, opportunities
for growth and providing
challenges in the job
Re-strengthening
mutual faith, trust and respect
Inculcating
a spirit of learning & enjoying challenges
Developing
Human Resource through virtual learning, providing opportunities
for growth,
inculcating involvement and exposure
to benchmarking in performance |
|
| |
| Role
Of HR |
| |
Alignment of HR vision with corporate vision
Shift
from support group to strategic partner in business operations
HR
as a change agent
Enhance
productivity and performance by developing employee competency
and potential
Developing
professional attitude and approach
Developing
‘Global Managers’ for tomorrow to ensure the role
of global players |
|
| |
| Measuring
HR Performance |
| |
HR Parameters have been incorporated
in the MOU by ONGC since 1994-95, to systematically and scientifically
evaluate effectiveness of HR Systems, which enables and facilitates
time bound initiatives.
HR Parameters of MoU for 2000-2001
Transformation
of ONGC-HR as facilitator and Change Agent for Pilot Implementation
at WRBC
ERP
for HR-Project SHRAMIK
Training
and development
Action
Plan and Implementation for achieving HR mission and objectives
Roll
out of Succession Planning Model for identified key positions
HR
audit
IR
for enhancing efficiency and productivity
Introducing
the concepts of mentoring and knowledge management
Conducting
a Climate Survey to identify areas for OD interventions |
|
| |
| A Motivated
Team |
| |
HR policies at ONGC revolve around
the basic tenet of creating a highly motivated, vibrant &
self-driven team. The Company cares for each & every employee
and has in-built systems to recognise & reward them periodically.
Motivation plays an important role in HR Development. In order
to keep its employees motivated the company has incorporated
schemes such as Reward and Recognition Scheme, Grievance
Handling Scheme and Suggestion Scheme.
Incentive Schemes to Enhance Productivity
Productivity
Honorarium Scheme
Job
Incentive
Quarterly
Incentive
Reserve
Establishment Honorarium
Roll
out of Succession Planning Model for identified key positions
Group
Incentives for cohesive team working, with a view to enhance
productivity |
|
| |
| Training &
Development |
| |
An integral part of ONGC’s employee-centred
policies is it’s thrust on their knowledge upgradation
and development. The Institute of Management Development, which
has an ISO 9001 certification, along with 7 other training institutes,
play a key role in keeping our workforce at pace with global
standards.
The Institute of Management Development is the premier nodal
agency responsible for developing the human resource of ONGC.
It also focuses on marketing its HRD expertise in the field
of Exploration & Production of Hydrocarbons. ONGC’s
Sports Promotion Board, the Apex body, has a Comprehensive Sports
Policy through which top honours in sports at national and international
levels have been achieved.
Click here to read more about the IMD. |
|
| |
| Transforming
The Organization |
| |
ONGC has undertaken an organization
transformation exercise in which HR has taken a lead role as
a change agent by evolving a communication strategy to ensure
involvement and participation among employees in various work
centers. Exclusive workshops and interactions/brainstorming
sessions are organized to facilitate involvement of employees
in this project.
Project Shramik
To move towards world-class systems, processes and practices,
a project for integrated System of Human Resource Automated
Management Information for KAIZEN (SHRAMIK) based on software
platform SAP R/3 has been launched which is an attempt to address
key issues in HRM through comprehensive process re-engineering
and remodelling of HR functions.
Participative Culture
Policies and policy makers at ONGC have always had the interests
of the large and multi-disciplined workforce at heart and have
been aware of the nuances and significance of cordial Industrial
Relations. By enabling workers to participate in management,
they are provided with an Informative, Consultative, Associative
and Administrative forum for interactive participation and for
fostering an innovative culture.
In fact, ONGC has been one of the few organizations where this
method has been implemented. It has had a positive impact on
the overall operations since it has led to enhanced efficiency
and productivity and reduced wastages and costs. |
|
| |
| A Model Corporate
Citizen |
| |
Respect and dignity
are the key values that underline the relationship ONGC has
with its human assets. Conscious about its responsibility to
society ONGC has evolved guidelines for Socio-Economic Development
programmes in areas around its operations all over the country.
Education
Health
Care and Family Welfare
Community
Development
Promotion
of Sports and Culture
Calamity
Relief
Development
of Infrastructural Facilities
Development
of the Socially & Economically Weaker Sections of Society
Benefit and Welfare
Click here to read more about ONGC's role as a Corporate Citizen. |
| |
 |
|
|
|
