anuja projct final
TRANSCRIPT
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EXECUTIVE SUMMARY
In todays century organizations are facing a tremendous wave of change in the
business environment as it the very active Global Recession in todays scenario.
Modern organizations seem to have no choice but to adapt to the relentless pace of
change so as to sustain in todays increasing competition. Organizations have to
update their skills knowledge and so that can keep pace with changing market
environment. They have find out where they are lacking as compared to their
competitors, proper skill analysis need to be done.
Gap analysis is the comparison of actual performance with potential performance. If a
company or organization does not make the best use of current resources, or foregoes
investment in capital or technology, it may produce or perform below its potential.
Gap analysis involves determining, documenting, and approving the variance between
business requirements and current capabilities. Gap analysis provides a foundation for
measuring investment of time, money and human resources required to achieve a
particular outcome
Skills-Gap Analysis helps you get maximum value and benefits from your training,
and ensures that your management team and staff are developed in the entire areas
key to success. An analysis of your skills will help to identify whats missing in
your teams performance and knowledge, and where training and development can
help fill those gaps.
In todays world knowledge production plays an increasingly important role. Various
related phenomena are: the rapid development of information technology, a quickly
growing volume of information along with a fast and continuously improving access
to it. Continuous learning is important both for an organization and for the individual
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operating in a learning society. This requires continuous efforts to provide employees
with learning opportunities.
The learning organization can be considered both as an organization that continuously
learns, or an organization that encourages learning in its people. Senior management
in many organizations has also come to believe that the way in which an organization
learns is a key index to its effectiveness and potential to innovate and grow. The
concept of a learning organization has been around for more than a decade, yet there
is a considerable variation in what is meant by the term.
IndianOil Corporation Limited is one such organization who is introducing a lot of
initiatives which further become practices that enhance the learning level of its
employees because it believes in the learning of its employees. It is important to
measure this level of learning to deduce the effectiveness of these practices. But, it is
very important to use reliable methods to find out whether such learning exists or not
and if it does, then what is the level of such learning as well as which are those
practices that lead to such level of learning. The current project is an attempt in this
direction so as to find out those practices followed by various functions of IOCL that
affect the learning of its employees.
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COMPANY PROFILE
INDIAN OIL CORPORATION LIMITED
Type
Public
Traded as BSE: 530965NSE: IOC
Industry Oil and gas
Founded 1964
Headquarters New Delhi, India
Area served India
Key people RS Butola (Chairman)
Products Fuels, lubricants, petrochemicals
Revenue US$ 76.05 billion (2012)
Operating income US$ 3.30 billion (2012)
Profit US$ 786 million (2012)
Total assets US$ 40.88 billion (2012)
Total equity US$ 11.59 billion (2012)
Owner(s) Government of India
Employees 36,198 (2012)
Website www.iocl.com
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INTRODUCTION
Indian Oil began operations in 1959 as Indian Oil Company Ltd. The Indian Oil
Corporation was formed in 1964, with the merger of Indian Refineries Ltd. Indian Oil
is the biggest oil producer and marketer Oil's product range covers petrol, diesel,
LPG, auto LPG, aviation turbine fuel, lubricants, naphtha, bitumen, paraffin, kerosene
etc. Xtra Premium petrol, Xtra Mile diesel, Servo lubricants, Indane LPG cooking
gas, Autogas LPG, Indian Oil Aviation are some of its prominent brands. Recently
Indian Oil has also introduced a new business line of supplying LNG (liquefied
natural gas) by cryogenic transportation. This is called "LNG at Doorstep".
Indian Oil Corporation Limited, or Indian Oil, is an Indian state-owned oil and gas
corporation with its headquarters in New Delhi, India. The company is the world's
83rd largest public corporation, according to the Fortune Global 500 list, and the
largest public corporation in India when ranked by revenue. Indian Oil Corporation
Ltd is Indias largest company by sales with a turnover of Rs.4, 09,957crore ($
85,550 million).The PSU's net profit for the fourth quarter ended March 31, 2013,
rose to Rs 14,512.81 crore from Rs 12,670.43 crore in the same period last year.
Indian Oil Corporation (IOC) has reported a 14.5 per cent rise in January-March net
profit. It is also the 18th largest petroleum company in the world and the No. 1
petroleum trading company among the national oil companies in the Asia-Pacific
region. IOCL was featured on the 2011 Forbes Global 2000 at position 243. It is the
fifth most valued brand in India according to an annual survey conducted by Brand
Finance and The Economic Times in 2010.
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Indian Oil and its subsidiaries account for a 49% share in the petroleum products
market, 31% share in refining capacity and 67% downstream sector pipelines capacity
in India. The Indian Oil Group of Companies owns and operates 10 of India's 22
refineries with a combined refining capacity of 65.7 million metric tones per year.
The President of India owns 78.92% (1.9162 billion shares) in the company.
In FY 2012 IOCL sold 75.66 million tonnes of petroleum products and reported a
PBT of 37.54 billion, and the Government of India earned an excise duty of 232.53
billion and tax of 10.68 billion. It is one of the seven Maharatna status companies of
India, apart from Coal India Limited, NTPC Limited, Oil and Natural Gas
Corporation, Steel Authority of India Limited, Bharat Heavy Electricals Limited and
Gas Authority of India Limited.
Indian Oil operates the largest and the widest network of fuel stations in the country,
numbering about 20,575 (16,350 regular ROs & 4,225 KisanSeva Kendra. It has also
started Auto LPG Dispensing Stations (ALDS). It supplies Indane cooking gas to over
66.8 million households through a network of 5,934 Indane distributors. In addition,
Indian Oil's Research and Development Center (R&D) at Faridabad supports,
develops and provides the necessary technology solutions to the operating divisions of
the corporation and its customers within the country and abroad. On 28 May 2012,
Indian Oil hinted at reduction in prices of petrol.
The Indian Oil Group of companies owns and operates 10 of India's 19 refineries with
a combined refining capacity of 60.20 million metric tonnes per annum (MMTPA, i.e.
1.2 million barrels per day).
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The Corporation's cross-country network of crude oil and product pipelines, spanning
about 9,300 km and the largest in the country, meets the vital energy needs of the
consumers in an efficient, economical and environment-friendly manner. Indian Oil is
investing Rs. 43,393 crore (US $10.8 billion) during the period 2007-12 in
augmentation of refining and pipeline capacities, expansion of marketing
infrastructure and product quality up gradation as well as in integration and
diversification projects.
COMPETITORS
Indian Oil Corporation has two major domestic competitors, Bharat Petroleum and
Hindustan Petroleum. Both are state-controlled, like Indian Oil Corporation. There are
two private competitors, Reliance Industries and Essar Oil.
GROUP COMPANIES AND JOINT VENTURES
Chennai Petroleum CorporationLtd.
Indian Oil Technologies Ltd.
Indian Oil (Mauritius) Ltd. IOC Middle East FZE. Lanka IOC PLC
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INDIAN OIL: ONE OF THE BEST COMPANIES TO WORK FOR
ED (HR) receiving the award
An organization is as good as its people this age old adage got a fillip when Indian
Oil was adjudged as one of the Best Companies to Work For in India by the Great
Places to Work Institute(GPW)An organization is as good as its people this age old
adage got a fillip when Indian Oil was adjudged as one of the Best Companies to
Work For in India by the Great Places to Work Institute(GPW), India at a glittering
programme held at Hotel Hyatt, Mumbai recently. The names of the top 50
organizations adjudged as Best Companies to Work For in India were announced in
the presence of Mr. Robert Levering, Founder of GPW, USA, whos who of the
Indian corporate world and particularly the HR fraternity.
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VISION, MISSION & VALUES
A major diversified, trans-national, integrated energy company, with national
leadership and a strong environment conscience, playing a national role in oil security
& public distribution.
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BUSINESSES
An energy self-sufficient India can alter the economic, political and manufacturing
landscape of the region. Its quest for energy will create new economic and strategic
challenges, right from mobilizing capital to engaging in subtle diplomacy.
Indias energy needs projected to grow by 40% in the next five years, which means
the future is indeed full of promise for Indian Oil. The organization has ambitious
investment plans of Rs. 43,250 crore in the next five years. By 2011-12, the Indian
Oil Group, with 80 MMTPA refining capacity in its fold, would be playing a key role
in realizing Indias bid to emerge as an export-oriented hub for finished products. The
pipelines network, which provides strategic logistics advantage to the marketing
operations, is also set to cross the 10,000 km mark in the next two years.
In marketing, Indian Oil is set to leverage the combined strength of over 32,000
marketing touch points, with focus on hitherto untapped rural markets, non-fuel
revenues and pure retailing business. Indian Oil aspires to be Asias leading
commercial R&D organization in the downstream hydrocarbon sector by building on
its capabilities in developing innovative technologies, products and processes, and
nodal research in alternative fuels.
Refineries Pipelines Marketing Research & Development
Centre
Petrochemicals Gas Exploration & Production (E &
P)
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INDIAN OIL PRODUCTS PROFILE
Indian Oil Corporation Limited has the following products:
ClassA
Liquefied Petroleum Gas (LPG)
Class B
Motor Spirit/ Gasoline
Superior Kerosene Oil/ KERO
High Speed Diesel/ Gas Oil
Class C
High Speed Diesel/ Gas Oil
Furnace Oil
Bitumen
Naphtha
Aviation Turbine Fuel (ATF)
Class D
Mineral Turpentine Oil (M.T.O)
Jute Batching Oil (J.B.O)
Light Diesel Oil (L.D.O)
Unleaded petroleum
Lubes & Greases
Fuel & Feedstock
Super Kerosene Oil
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Indian Oil Offers Premium Fuels
XtraPemium Petrol: Available at nearly 2000 Retail Outlets nationwide. XtraMile
Diesel: Available at nearly 4400 Retail Outlets nationwide.
Autogas
Auto gas (LPG) has been introduced in Hyderabad, Bangalore and Mumbai markets.
This alternative fuel is a good business proposition in the long term, and IndianOil
intends to further expand its marketing in a big way.
Xtra Power
It facilitates cashless purchase of fuel and lubes from designated retail outlets ofIndian Oil through flexible prepaid and credit facilities. It offers an exciting Rewards
Program and unique benefits like personal accident insurance cover and vehicle
tracking facilities. The largest fleet card in India and widest Retail Outlet coverage
with more than 2635 retail outlets in its network.
Swagat (Highway Flagship Retail Outlets)
To cater to the high growth areas of National Highways forming a part of Golden
Quadrilateral and N-S, E-W corridors, Indian Oil has launched Flagship Outlets,
which have been branded as Swagat Retail Outlets.
XtraCare
The launch of XtraCare was the culmination of a series of plans in retail design,
product and service up gradation, capability training, automation, loyalty programme,
retail site management techniques all benchmarked to global standards. The non-fuel
services are being given a major fillip in the Indian OilXtraCare plan with a wide
range of loyalty programme with XtraRewards, XtraPower and co-branded cards like
Indian Oil-Citibank credit cards. The automation project of XtraCare is by far the
most state-of-the-art in the country. The cutting edge technology includes automatic
tank level gauges, temperature sensors, density measurement sensors, back-office
server with DU controls, automatic bill printing facility, customer database, etc.
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AWARDS AND ACHIEVEMENTS
IndianOilthe only PSU among Indias 25 best employers. IndianOil Frontrunner in Oil & Gas category in FE-500 listing of India's top
corporate's.
IndianOil tops Business Standards 'BS 1000' again. IndianOil sweeps five PetroFed Oil & Gas Industry Awards (For the year
2008).
IndianOil wins Retailer of the Year - 'Rural Impact Award'. Golden Peacock Award for IndianOil-R&D for the fourth time. The BML MUNJAL Award 2009 for excellence in Learning and Development
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Indian OilCorporation
Ltd.
RelianceIndustries Ltd.
BharatPetroleum
Corporation Ltd
HindustanPetroleum
CorporationLtd.
OVERVIEW OF OIL & GAS INDUSTRY IN INDIA
After the Indian Independence, the Oil Industry in India was very small in size and oil
was produced mainly from Assam and the total amount of oil production was not
more than 2,50,000 tonnes per year. The domestic refining capacity is 65.7Million
Metric Tonnes Per Annum (MMTPA). The country is net exporter of petroleum
products and products like Naphtha, Petrol diesel and Aviation Turbine Fuel (ATF)
etc.
The government announced that petroleum would be the core sector industry as the
foundation of the Oil & Gas Industry in India was laid by the Industrial Policy
Resolution, 1954. Government-owned National Oil Companies ONGC (Oil & Natural
Gas Commission), IOC (Indian Oil Corporation), and OIL (Oil India Ltd.) were
formed in pursuance of the Industrial Policy Resolution, 1954. In 1959, the
government set up another company called Indian Refineries Ltd. In 1964, Indian
Refineries Ltd. was merged with Indian Oil Company Ltd. to form Indian Oil
Corporation Ltd. India, today ranks as the worlds seventh largest energy producer,
accounting for about 2.5% of the global energy production per year.
Some of the major companies in the Oil Industry in India
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OBJECTIVE OF THE STUDY
The objective of this study was to study The Skill Gap among Blue Collar workers.
In this study we are focusing on the following aspects.
To study various standard proceduresof IOCL.1
To identify standard skills required forblue collar workers.
2
To find current skill levels of bluecollar workers.
3
To study gap between standard skillexpected by IOC over current skill ofemployees.
4
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INDUSTRY STRUCTURE
Upstream Sector
The upstream sector, also known as the exploration and production (E & P) sector, is
concerned with the search for potential underground or underwater oil and gas fields,
the drilling of exploratory wells, and subsequently operating in the wells that recover
and bring the crude oil and/or raw natural gas to the surface.
Oil and Natural Gas Corporation Ltd. (ONGC) Oil India Ltd. Reliance Industries Ltd. (RIL)
Midstream Sector
The midstream sector processes, stores, markets and transports commodities such as
crude oil, natural gas and natural gas liquids (NGLs) such as ethane, propane and
butane. Midstream operations are usually included in the downstream category.
Downstream Sector
The downstream sector includes oil refineries, petrochemical plants, petroleum
product distribution, retail outlets and natural gas distribution companies. The
downstream sector reaches thousands of products such as gasoline, diesel, jet fuel,
heating oil, lubricants, synthetic rubber, plastics, fertilizers, pesticides,
pharmaceuticals, natural gas, etc.
IndianOil Corporation Ltd. (IOCL) Bharat Petroleum Corporation Ltd. (BPCL) Hindustan Petroleum Corporation Ltd. (HPCL) Mangalore Refinery & Petrochemicals Ltd. (MRPL)
Gas Transport & Distribution
It is done by the Gas Authority of India Ltd. (GAIL).
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HEAD OFFICEExecutive Director
Employee Relations
HRD
T & D
Management Services
Administration & Welfare
Regional Offices
DGM
Employee Relations
HRD
T & D
Management Services
Administration & Welfare
16 State Offices
Chief/ SeniorManagers
Administration& Welfare
ORGANIZATIONAL STRUCTURE OF HR AT IOCL:
The corporations employee strength currently is 31,945, including 12,243 officers.
There are 2,469 women employees, constituting 7.73% of total manpower. With a
team of more than 31,000 professionals, Indian Oil is known in public sector
organizations for its transparent HR policies and procedures and online performance
measurement system, well-defined and planned career development. Apart from its 21
training centres, IOCL has an apex-learning institute Indian Oil Institute of
Petroleum Management (IIPM) at Gurgaon, taking care of the development
requirements of its employees. IOC currently manages around 23000 retail outlets
across the country. Indian Oil has the following robust HR setup at Marketing Head
Quarters, Regional Offices and State Offices, with suitable subsystems to take care of
the entire gamut of Human Resource Management
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HR ACTIVITIES
HR activities of the sub-systems are detailed below:
Employee Relations
Personal Industrial Relations
Administration and Welfare Training and Development Hindi Implementation HRD Management Services.
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MANAGERIAL HIERARCHY AT IOCL
IndianOils workforce is placed in two cadres, i.e. Officers and Staff. The Officers
hierarchy is as follows:
The Staff Cadre consists of the following:
White Collar Workmen (WCW): Generally placed in AdministrativeOffices they look after office functions ranging from typing, stenography,
filing, accounts, maintenance and technical assistance to officers etc.
Blue Collar Workmen (BCW): They function from operating locations.Their designations range from chargeman to khalasi, operator, driver, forklift
operator, etc.
Executive Director/Director/ChairmanGrade I
General ManagerGrade H
Deputy General ManagerGrade G
Chief ManagerGrade F
Senior ManagerGrade E
ManagerGrade D
Deputy ManagerGrade C
Assistant ManagerGrade B
OfficerGrade A
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Both WCW and BCW fall in Six Grades GRADE I to GRADE VI in Marketing
Division and in Eight Grades GRADE I TO VIII in Refineries and Pipelines
Division
INTRODUCTION OF VASHI TERMINAL
This Vashi Terminal of Indian Oil Corporation Limited, a public sector organization,
located near Jui Nagar railway station at D-502, TTC Industrial area, Kukshet village,
Navi Mumbai-400 705. The Facilities are installed for receipt, storage and supply
petroleum fuels. The petroleum products are received from JNPT, IOTL Navghar,
Mumbai and HPC terminal, Vashi through pipeline. The installed storage tanks are
dedicated for various types of petroleum products. The terminal is supplying
petroleum products to about 160 Retail Outlets and 135 bulk consumers related to the
various field, e.g., Railways, roadways, Fisheries, defence Forces etc. in Mumbai and
around Mumbai. The mode of transportation to the end-consumers is through Tank
Lorries.
This terminal was commissioned on 12.06.1998 and is functional in accordance with
the provisions of licenses/consents granted by the Chief Controller of Explosive,
Government of India, Chief Inspector of Factories, Maharashtra and Maharashtra
Pollution Control Board, as per the relevant statutory Acts and Rules of Government
of India and Government of Maharashtra. The Terminal has been designed, operated
and maintained in accordance with the statutory provisions and industry standards to
ensure its safe and smooth functioning.
This Terminal at present has total storage capacity of 31,500 KL of petroleum
products like Motor Spirit (MS) BS III and BS IV, High Speed Diesel (HSD) BS III
and BS IV, and Superior Kerosene Oil (SKO) (PDS) etc. Some significant properties
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of the products and preventive measures to prevent injury to human beings, if exposed
to these products, are given in the Material Safety Data Sheetat the end of this write
up.To deliver products up to the end consumers, facilities to receive, store and
dispatch the products have been provided the details of the same are given in the
annexure.
As per the properties of petroleum products that they are flammable and can catch
fire, if exposed to ignition. Facilities and operation of this Terminal is designed and
maintained to prevent any incidence of fire. All internal electrical facilities in the
plant are designed to prevent the generation of spark. Trucks enter into the Terminal
with spark arrestors so that spark cannot come out with exhaust gases from the truck.
Operations are designed to ensure no generation of sparks. Earthing system is
provided to dissipate static electrical charge to eliminate the chances of spark during
handling of products. Extra precautions are taken during execution of maintenance
and project works involving welding, cutting, grinding or any other action that can
generate spark.
Regular fire fighting and emergency handling trainings are given to the employees of
this Terminal. Besides, they have Mutual Aid Agreement with HPCL terminal,
Indian Oil Blending Ltd. Grease Plant, S.I. Group, in addition to the provision to call
Thana Belapur Industries Association, Fire Brigade of Thane, Vashi, Dombivli and
Kalyan for handling emergency if it escalates.
The vapors of more volatile products like Motor Spirit etc. can escape outside the
boundaries of this installation if a major leak occurs due to break-down of equipment
due to un-foreseen reasons. This can lead to fire from the sources of ignition outside
the installation.
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In spite of all care taken to prevent accident in the Terminal, in an unlikely event of
fire, this Terminal is equipped with the fighting facilities which include waterstorage
tanks of 5200 KL filled with water, AUTO pressurized fire water hydrants and
monitors and dry chemical powderextinguishers covering each facilities. Foam which
is required to fight petroleum fires is kept ready in the Terminal for instant use with
water in case of emergency. This Terminal also has facilities to pour foam in tanks
containing high flammable products. Water sprinkler Facilities to cool tanks has also
been provided.
In some case of major fire, the impact can spill outside the limits of Terminal. The
IOC has devised system of announcing emergency to public and all others near this
Terminal by way of sounding wailing siren. This siren is similar to the one used by
civil defense authorities to announce emergency to public.
As mentioned earlier such emergencies are very rare. However, if occurs, a few steps
as mentioned below can keep the situation manageable and provide safer exit.
In the event of hearing such siren or information of leak of products/fire in this
Terminal through any other mode, please ensure the following:
1) Stop all operations/activities specially the one which can cause spark(welding, heating, cutting, abrasion, rubbing, grinding etc.)
2) Advice all not to panic. Planned and systemic actions will help in managingthe situations more effectively.
3) Do not operate electrical switches as they may cause spark.4) Put off all open flames (in kitchen, canteen, furnace etc.).5) Avoid start of vehicles with auto-ignition.6) Ask the persons to move in downwind direction.
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7) If your premises are equipped with fire fighting systems, keep them in `readyto operate condition. Once situation is under control and emergency is over, a
clear long continuous siren will indicate `All Clear.
The phone numbers for contact have been provided in the annexure of this
booklet. You may please contact on these numbers for information on current
situation.
OFFICERS IN VASHI TERMINAL
NAME DESIGNATION
MR. MAHENDRA SHARMA CHIEF TERMINAL MANAGER
MR. A.V SHEVADE MANAGER (T)
MR. P.K.VAID DEPUTY. MANAGER (T)
MR. A.V.WANKHEDE
DEPUTY. MANAGER (T)
(MRS)TREZA SURENDRANDEPUTY. MANAGER (T)
MR. R NEELKANTANDEPUTY. MANAGER (T)
MRS. ANJALI JOSHI ASSISTANT MANAGER (F)
MR. A.M.DANI ASSISTANT MANAGER (T)
MRS. DEEPA A. SALIAN ASSISTANT MANAGER (T)
MR. KUSHAL TRIPATHI OPERATION OFFICER
MISS ISHA SINGHOPERATION OFFICER
MR. ABHISHEK KUMAROPERATION OFFICER
MR. ARUMUGAM P OPERATION OFFICER
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WHAT IS SKILL GAP ANALYSIS
A skills gap analysis is an evaluation tool for determining training needs of an
individual, group or organization. The analysis reveals the differences between the
required and the existing skill levels and the recommended strategies for reducing the
differences or closing the gap. A skills gap analysis is undertaken to identify the skills
that an employee needs, but may not have, to carry out his or her job or to perform
tasks effectively.
By applying skills gap analysis across a company it is possible to find out which skill
and knowledge shortfalls there are in an organization/department/individual. It is then
possible to target training resources on those necessary skills that require the most
attention. This should result in the optimal use of resources in terms of improving the
overall performance of the company.
HOW TO IDENTIFY SKILL GAP-Skill gaps are weak spots in a person's ability to
perform the task set before him. It is essential for employers and teachers to identify
skill gaps so that they can determine the areas their employees or students need to
improve in and where they are strong and competent. Different types of skill gap
analysis materials are available depending on the needs of your company or
organization; you may choose paper-based testing materials or testing that relies on
computer software.
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Field Visit
Study of IQCManual and SOP
Field Visit
Job DescriptionStandardization
of Skills
Formulation ofQuestionnaire
Finding TargetWorkers and
TheirBackground
TakingResponses on the
field
Mock drill Videoand Report
EvaluatingResponses With
Standards
AnalyzingResults
Recommendations and suggestions
TOOLS-Performance assessments, questionnaires, interviews and group discussions
are main tools for assessing current skill levels. Projections, company goals and long-
term plans inform what the desired skill levels are.
EVALUATION-Comparing the two findings reveal the gaps in competencies. Skill
areas evaluated include responsibilities, duties, tasks, functions and knowledge.
ADVANTAGES-Identifying workers' skill gap and the ways of meeting those needs
helps managers in attaining standard skill expected by IOC over current skill of
employees. With fulfilling those skill gaps, employees receive job satisfaction, the
company optimizes its human resources and production levels are likely to improve.
ADDITIONAL USAGES-A skills gap analysis may also reveal employees'
competencies or lack thereof that could point to the need for replacement, promotion
or pursuit of personal growth. An employee may use knowledge of a skills gap to seek
continuing education at an external training facility.
PROCESS FLOW CHART
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QUESTIONNAIRE
QUESTIONS: ON SAFETY
1. While other Lorries are getting filled where the drivers who are waiting in the
queue should be?
2. Why is it necessary to switch off the engine while filling the lorry?
3. Which firefighting equipment according to you driver should carry with him?
4. Why earthing clip is used for TT before starting filling operation?
5. What all things need to be checked before starting the pump?
6. What all things need to be checked after starting the pump?
7. Why physical measurement has to be taken for the first lorry of the day?
8. Why manifold valves at bottom needs to be closed before starting the operation?
9. Whether quick shut off valves should be closed or opened?
10. What are the PPES used by drivers or supervisors while working on TLF gantry?
11. Where the drivers and cleaners should be while filling the lorry?
12. What should be checked in hose pipe of tank lorry?
13. What care should be taken while decanting a lorry?
14. For what purpose is emergency process shut down switch used and where is it
located?
15. What should be done if emergency process shut down does not work?
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16. What is the most significant thing to be checked before starting filling of SKO?
17. What should be the flash point of kerosene?
QUESTIONS: ON GENERAL SAFETY QUESTIONS:
1. What are the different classes of fire?2. What are the three main components of fire?3. What are the three methods of extinguishing fire?4. What are the common sources of fire?5. Which are the two types of permits and how are they classified?6. What is the difference between earthing and bonding?7. What is the maximum resistance of earth pit?8. What is Megger?9. What is the minimum value of current that will cause injury to a persons
body?
a. 8m A b.15m A c.20m A10.What would you do if you find a person caught with an electric shock?11.What is lightning arrestor?12. What will happen if petrol is used for cleaning hands?13. Why air socks are used in terminal?14. If there is fire and you have to extinguish it with DCP powder what will you
check and where will you target?
15. In a week how many times the fire- fighting engine/pump has to be checked?a. Daily three times b. weekly three times c. three times in two weeks
16. What three things need to be checked in fire engine?
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QUESTIONS: ON QUALITY
1. At what frequency sample is to be drawn for density check?
2. At what temperature the density of the product is measured and checked and which
table is to be used?
3. How is the purity of ethanol checked?
4. What care should be taken before taking the density of tank which is nominated for
filling after change over at gantry?
5. What care should be taken while putting lock to the lorry?
6. What equipments for quality control should be carried while going on the gantry?
7. What care should be taken while taking the sample for density?
8. What quantity of HSD, MS, SKO is to be retained at gantary on daily basis?
QUESTIONS: ON OPERATIONS
1. What will you check in the VHF before carrying it to gantry?2. What is the maximum allowed speed for TT inside terminal?3. Which are the nominated tanks for BS IV, BS III, MS & HSD?4. Which pump should be nominated for T1 & T2 (BS IV MS)?5. The measuring tape & the thermometer should be same or not for gauging? If
not what will happen?
6. Which valves need to be kept open before starting with TLF?7. Which pump needs to be operated for BS III?
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8. Xtra Premium MS &Xtra Mile Super Diesel is delivered on which bay?9. What is the capacity of additive tank?10.How much quantity of additive needs to be added for MS & for HSD?11.What should be the line pressure for additive lines?12.Which valves need to be closed before starting TLF operations?13.How to check lorry for emptiness before starting its filling?14.In what sequence should the compartments be filled?15.Where should the dip rod be while filling the lorry?16.When & how to check water content in the tank lorry?17.Why is it necessary to check tyre pressure?
INDIVIDUAL REPORT
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MASTER REPORT CARD
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TRAINING RECOMENDATION CHART
Sr. No. NAMES TRAINING NEEDED
Functional Safety Behavioral
1 Employee 1 Yes Yes Yes(motivational)
2 Employee 2 - Yes Yes
3 Employee 3 - - -
4 Employee 4 - Yes -
5 Employee 5 - Yes -
6 Employee 6 Yes Yes -
7 Employee 7 - - -
8 Employee 8 Yes - -
9 Employee 9 Yes Yes -
10 Employee 10 - - -
11 Employee 11 - - Yes
12 Employee 12 Yes Yes -
13 Employee 13 - - -
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Scoresof
employess
Distribution of employees based on average score
STATISTICS
ATTITUDE
On X Axis: x value which shows score of an employee
On Y Axis`: No. Of employees as per the scores obtained
The average value of the group is the main indication of GAP in the attitude of
employees
Here the Expected Standard is 40 which includes attitude towards different
parameters like
1. Safety in operations 2. Actual operations 3. Quality Control 4.General safety
Every Parameter has got the maximum scale rating of 10.
21.85
Employees Average Score
Expected Standard Score 40
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Scor
esofemployess
Distribution of employees based on average score
AWARENESS
On X Axis: x value which shows score of an employee
On Y Axis`: No. Of employees as per the scores obtained
The average value of the group is the main indication of GAP in the
Awareness/Knowledge of employees
Here the Expected Standard is 40 which measures Awareness of different parameters
like
1. Safety in operations 2. Actual operations 3. Quality Control 4.General safety Every Parameter has got the maximum scale rating of 10.
21.7
Em lo ees Avera e Score
Em lo ees Ex ected Standard 40
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Scoresofemployess
Distribution of employees based on average score
SKILLS
On X Axis: x value which shows score of an employee
On Y Axis`: No. Of employees as per the scores obtained
The average value of the group is the main indication of GAP in the Skills of
employees
Here the Expected Standard is 40 which measures skills in different parameters like
1. Safety in operations 2. Actual operations 3. Quality Control 4.General safety Every Parameter has got the maximum scale rating of 10.
22.31Employees Average Score
Ex ected Standard Score 40
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GENERAL SAFETY
On X Axis: x value which shows score of employees
On Y Axis: No. Of employees as per the scores obtained
The average value of the group is the main indication of GAP in the desired skill level
in a particular functional area.
Here the Expected Standard is 30 which measures skill level of different parameters
like
1. Knowledge/Awareness 2. Skills 3. Attitude
Every Parameter has got the maximum scale rating of 10.
Scoresofemployess
Distribution of employees
Series113.04
30
Employees Average Score
Employees Expected Standard
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OPERATIONS
On X Axis: x value which shows score of employees
On Y Axis: No. Of employees as per the scores obtained
The average value of the group is the main indication of GAP in the desired skill level
in a particular functional area.
Here the Expected Standard is 30 which measures skill level of different parameters
like
1. Knowledge/Awareness 2. Skills 3. Attitude
Every Parameter has got the maximum scale rating of 10.
Scoresofemployess
Distribution of employees
Series1
20.15
30
Employees Average Score
Employees Expected Standard
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QUALITY
On X Axis: x value which shows score of employees
On Y Axis: No. Of employees as per the scores obtained
The average value of the group is the main indication of GAP in the desired skill level
in a particular functional area.
Here the Expected Standard is 30 which measures skill level of different parameters
like
1. Knowledge/Awareness 2. Skills 3. AttitudeEvery Parameter has got the maximum scale rating of 10.
Scoresofemployess
Distribution of employees
Series113.88
30
Employees Average Score
Employees Expected Standard
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SAFETY IN OPERATIONS
On X Axis: x value which shows score of employees
On Y Axis: No. Of employees as per the scores obtained
The average value of the group is the main indication of GAP in the desired skill level
in a particular functional area.
Here the Expected Standard is 30 which measures skill level of different parameters
like
1. Knowledge/Awareness 2. Skills 3. Attitude
Every Parameter has got the maximum scale rating of 10.
Scores
ofemployess
Distribution of employees
Series1
19.24
30
Employees Average Score
Employees Expected Standard
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VARIATION OF SKILLS AS PER ATTITUDE AND AWARNESS
SKILLS & ATTITUDES
It is evident from the graph that skills are very much affected by the attitudetowards job.
Attitude is one of the important parameter to be focussed on in order toincrease the skill level of employees.
SKILLS & AWARENESS
The above graph basically shows the relationship between skills andknowledge/awareness of employees about different functionality
It can be seen here that as the knowledge/awareness level increases the skilllevel also increases in the same manner.
So targeting the knowledge/awareness of employees for different functionalarea is a critical factor to be considered.
0
10
20
30
40
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Skills
Attitude
0
10
20
30
40
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Skills
Awareness
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SKILLS, ATTITUDES & AWARENESS
Above graph mainly shows the actual relationship between skills, attitudes andawareness of employees.
It can be seen that in order to target the skill levels of employees improvingknowledge/ awareness of different functions as well as developing their
attitude towards their job is important
QUALIFICATION & SKILLS
Above graph shows the relationship between the qualification of an individual It can be seen that the qualification has got an effect on skill level but Result of last employee shows that the mismatch in the qualification job
profile shows a huge g
0
5
10
15
20
25
30
35
40
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Skills
Attitude
Awareness
0
5
10
15
20
25
30
35
1 2 3 4 5 6 7 8 9 10 11 12 13
QUALIFICATION
SKILLS
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SKILLS AND AGE
Above graph basically shows the relationship between the age of an employeeand also the skill levels which the people have.
It is clear that the maximum skill level is observed in mid age level people. We can use this information to decide our target group and design a special
training program based on the age factor identifying reasons as to why skills
go down as per the age.
0
10
20
30
40
50
60
70
1 2 3 4 5 6 7 8 9 10 11 12 13
SKILLS
AGE
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JOB DESCRIPTION OF BLUE COLLAR WORKER
Job title : Jr Operator Gr I/Operator Gr II Purpose and objective of the job : To perform variety of semi skilled and
Skilled and operational activity as per
Instruction.
Department : Operations Reporting relationships : Report to Shift-In-charge/section in
charge/OO II Or any other
officer assigned for supervision by
location incharge.
Job location : Operating location i.e. Depot/Terminal.
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DUTIES AND RESPONSIBITIES
Loading/unloading of tank trucks, tank wagons etc. with all allied operationalactivities as per Standard Operating practices.
Actively and physically involve in all Tank Lorry Filling operation as perdirection including operating of flow meters/doping instrument etc as per direction
of TLF in charge.
Fills barrels, sample boxes or any other container, receives/fills/delivers petrol,diesel, lubricants, radiator water, batter water, mineral water, WMM, TBA items
etc.
Operates pumps, valves, DG Set, Diesel Engine, Fire Hydrant Engine, AirCompressor, and other electrical appliances, as directed.
Checking of water level batteries installed Available at location. Watering earthpits as per direction of supervisor.
Topping up of HSD in diesel tank of DG Set, Refueling equipment, DieselEngine, etc.
Collection of samples from Tank trucks/ storage tanks/ pipelines/ tank wagons andother function including pasting sample levels/sealing etc for testing/retention
purpose under supervision.
Maintain good housekeeping and proper safekeeping at godown/stores etc. and atany other workplace if assigned to him.
Whenever assigned to a tank truck as a helper, helps the TT Driver in maintainingthe tank truck, help in decanting/loading of tank truck. Proper maintenance of log
book in the TT as per instruction.
Perform operation of pumps and other valves etc. in pump house as perinstruction and to maintain good housekeeping in pump house.
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Taking physical dips of storage tanks and meter reading of stock of all productsMoves machinery and equipment, hose pipes etc. from one location to another
either singly or collectively as directed by superiors.
Locking / un-locking of Tank truck, Seals tank trucks, tank wagons, dip hatch ofstorage Tanks as directed. Seals valves of storage tanks after days operation as
directed.
Assists in maintaining all equipment and machinery as also in calibration of tanktrucks, tank wagons, fillers etc.
To actively participate in activity/training related to safety/security of the locationlike fire drill/security drill etc. To operate all firefighting equipment at the location
as per instruction of superiors. In case of emergency like fire/accidents etc.
actively participate in the firefighting/rescue operations etc. as per instruction
from superiors.
WORK PLACE /EMPLOYEE INTERFACE
Internal interface include with co-workers, supervisors / location in charge etc. External interface include TT Crew/ Maintenance personnel/ Railway staff/
Customer in case move with the TT.
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JOB SPECIFICATION
Qualification: Matric + Regular ITI of two year duration in following trades:Electronics Mechanic/ IT & Electronic System Maintenance/Instrument
Mechanic/ Instrument Mechanic (Chemical Plant)/Electrician/Maintenance
Mechanic (Chemical plant)/Attendant Operator (Chemical plant)/Mechanic
(Motor Vehicle)/Machinist/Fitter/ Marine fitter/Mechanic (industrial
Electronics)/Mechanic Machine tool maintenance. NAC in the same trade and
equivalent certificate from armed forces in the trade will be accepted.
Experience: Minimum One year post qualification Experience other thantraining in relevant field. However Apprentice training will be considered as
experience subject to production of NAC. For SC/ST, the period of experience
will be of 8 month.
Skill requirements: Ability to read, write and understand English and aregional language. It is desired that the candidate should be able to read, write
and understand Hindi. Sound technical knowledge of operating pumps/
electrical panels/ electronics instruments and minor maintenance of
mechanical/electrical machines. Sound intelligence and interpersonal skill,
obedience, learning ability, ability to work in a team.
Physical standards: Must be declared fit as per pre-employment medicalexamination and have sound physical strength, movement, auditory/visionary
capability including proper color vision etc. Person with disability will not be
considered this post considering the physical demand & hazardous nature of
the job.
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MOCKDRILL REPORT
LOCATION OF EMERGENCY: T1, Body Valve
NATURE OF EMERGENCY: Spark leading to fire due to gland leak 07.5.13
Sr. No. Activity Response Time
4.1 Emergency Spotted 14.15
4.2 Alarm Raised (Vocal) 14.16
4.3 Electrical Siren Sounded 14.17
4.4 Sprinkler Started (if applicable) for T2 14.16
4.5 Monitor Started (if applicable) for T3, T1 14.16
4.6 DCP F/E Discharged (if applicable) 14.15
4.7 Rescue Team on Site 14.18
4.8 All TTs Evacuated 14.21
4.1 All Clear Given on Site 14.22
4.11 Electrical Siren Sounded for All Clear 14.23
FEATURES OF THE DRILL:
i. The site of fire was clearly announced over wireless network.ii. Surprise fire drill for TT new during peak fire of loading.
iii. 10kgs DSP discharged, sprinkler started successfully by TLF staff.
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OVERALL ASSESSMENT OF PREPARDNESS OF EMERGENCY:
i. 10kgs DSP discharged successfully. Subsequent starting of Hydrant monitorsthen followed by foam.
ii. Cooling T2, T3 by sprinkler and Hydrant monitor.iii. TT movement well supervised.iv. Auxiliary team was effective (Valve closed, TT guided).v. Head count done.
AREAS OF IMPROVEMENT:
i. Head count shall be done effectively by team leader.ii. Security shall do head counting after the completion of emergency at
assembly point.
iii. Assembly line shall be clearly visible.iv.
Fire wheel to be shifted near licensed gate for generating more awareness
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SUGGESTIONS
The Security person on the gate is not well educated so he needs to be trained. S & D office is congested there is no ventilation & Lab should be on the other
side.
All the Bays should have meter on both sides in order to reduce the time gap. Vehicles should come on time on the gate when their no. is announced. There is no enough space available for lorry to move out of terminal in case of
emergency or fire mock drill.
There should be space between the pipelines in area of maintenance as theworker cannot work comfortably due to lack of space.
A zebra crossing should be along the Gantry area and also near the main gatebecause many a times the trucks move without giving any indications as and
when they wish to. This may result a great loss to the company as well as to
the society.
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LIST OF FIGURES
LIST OF ANNEXURE
LIST OF ABBREVATION
ABBREVATIONS FULL FORM
HO Head Office
DLOQ Dimensions of the Learning Organization Questionnaire
SR.NO DESCRIPTION
PAGE
NO
1 Objective of the Study
2 Peter Senge Model Of Learning Organization
3The Dimensions of the Learning Organization Questionnaire
(DLOQ)
ANNEXURE DESCRIPTION
1 DLOQ Questionnaire
2 Table of Detailed Scores
3 Differences in Means across departments
4 Scores across levels of learning
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OBJECTIVE OF THE STUDY
The basic objective of this project is:
To study the level of individual, team and organizational learning in two departments
i: e (Marketing department and LPG-OPS department) of IOCL.
To study the effectiveness of learning in the departments.
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TRAINING AND DEVELOPMENT AT IOCL
Training constitutes an important component of the overall Human Resource
Management strategy in Indian Oil. Indian Oil believes learning to be a continuous
process. It is considered essential for the employees to continuously update their
functional knowledge and skills in various disciplines. Indian Oil believes in
familiarizing its employees with the latest technological changes, organizational
procedures and systems including the various management concepts.
Training & development have been the key elements in facilitating IOCs growth over
the years. As early as in the 80s, it initiated a proactive structured transition from
Human Resources Management to Human Resource Development. This has enabled
IOC to withstand competition, maintain steady pace of growth and development and
face various challenges.
TRAINING VISION:
To magnify capabilities, galvanize attitudes and ignite passion through creation of
high impact experiential learning. Be global leaders in learning.
TRAINING MISSION:
To facilitate the process of integration of personal ambitions and aspirations ofthe employees with the corporate objectives through training interventions.
To continuously scan the environment, review training programmes anddesign need based inputs to ensure achievements of high-level excellence in
consumer satisfaction.
Assist the employees in their pursuit of knowledge and self- actualization,expounding the belief that there are limits to human potential and growth.
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Facilitate the induction of the new employees (officers & staff) into Indian OilCorporation, through suitable orientation programs.
Enable through training, Defence services to effectively handle storage,distribution and consumption of petroleum products which shall also play a
vital role in building customer relations over a long term.
TRAINING PHILOSOPHY:
IOC Ltd. believes that learning is a continuous process. So, it is essential that the
employees update their functional knowledge skills in various disciplines. They
should also be familiar with the latest technological changes, organizational
procedures and modern management concepts.
And one of the basic philosophies of training at IOC is to bring together the
participants of different places and disciplines so that they can exchange their
experiences with other participants, thereby getting concrete problems.
TRAINING OBJECTIVE:
The overall training objective of training is to develop required knowledge, skills and
attitudes of the employees so that they can perform more productivity and achieve the
business goal. To achieve this, each training programme is been designated a business
goal linkage. This could not only result in self growth, but also contribute towards
organizational effectiveness.
TRAINING SETUP:
Indian Oil Institute of Petroleum Management (IIPM), Gurgaon Indian Oil Management Academy (IMA), Haldia Indian Oil Management Centre for Learning (IMCL), Mumbai.
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THE SEQUENCE OF THE TRAINING ACTIVITIES
OrganizationalDeficiencies
Identified
PotentialTraining Need
Task/ DataAnalysis
Reporting
Results
Evaluation Activities
Evaluating the training
staff
Evaluating the training
programme
Evaluating the learners
Establish
training
objectives
Training Planning
Information
Learning outlines
Selection/design of
evaluation method
Scheduling Training
Doing the
training
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LITERATURE SURVEY
Definition of Learning:
Learning is acquiring new or modifying existing knowledge, behaviours, skills,
values, or preferences and may involve synthesizing different types of information .It
is the single most important concept in the human behaviour. Every aspect of human
behaviour is responsive to learning experiences; Knowledge, languages, skills,
attitudes, value system and personality characteristics. It is a relatively permanent
change in behaviour based on an individual's interactional experience with its
environment.It is the lifelong process of transforming information and experience into
knowledge, skills, behaviors, and attitudes.
Learning may not necessarily involve some formal education or training activity, but
can often result from the process of undertaking work itself. Thus, the learning
organization does not necessarily require an enhanced investment in education and
training, but definitely require effort to ensure that learning is captured as value added
resource in the organization.
LEARNING ORGANISATION
A Learning organization is the term given to a company that facilitates the learning of
its members and continuously transforms itself. It develops as a result of the pressures
facing modern organization and enables them to remain competitive in the business
environment. A learning organization has 5 main features:
System thinking.
Personal Mastery
Mental Modes.
Shared Vision.
Team Learning.
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The Learning organization concept was coined through the work and research of Peter
Senge and his colleagues (Senge, 1990).It encourages organization to shift to a more
inter connected way of thinking. Organization should become more like communities
that employees can feel a commitment to. They will work harder for an organization
they are committed to organization that acquires knowledge and innovates fast
enough to survive and thrive in a rapidly changing environment learning
organizations
Creates a culture that encourages and supports thinking, continuous employeelearning, and risktaking with new ideas.
Value employee contributions and allow mistakes. Learns from experience and experiment
Senge defines Learning Organizations as Organizations where people continually
expand their capacity to create the results they truly desire, where new and expansive
patterns of thinking are nurtured, where collective aspiration is set free, and where
people are continually learning to learn together.
http://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/environment.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/create.htmlhttp://www.businessdictionary.com/definition/culture.htmlhttp://www.investorwords.com/4826/support.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/risk.htmlhttp://www.businessdictionary.com/definition/idea.htmlhttp://www.businessdictionary.com/definition/value.htmlhttp://www.businessdictionary.com/definition/employee-contributions.htmlhttp://www.investorwords.com/8807/allow.htmlhttp://www.businessdictionary.com/definition/mistake.htmlhttp://www.businessdictionary.com/definition/experience.htmlhttp://www.businessdictionary.com/definition/experiment.htmlhttp://www.businessdictionary.com/definition/experiment.htmlhttp://www.businessdictionary.com/definition/experience.htmlhttp://www.businessdictionary.com/definition/mistake.htmlhttp://www.investorwords.com/8807/allow.htmlhttp://www.businessdictionary.com/definition/employee-contributions.htmlhttp://www.businessdictionary.com/definition/value.htmlhttp://www.businessdictionary.com/definition/idea.htmlhttp://www.businessdictionary.com/definition/risk.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.investorwords.com/4826/support.htmlhttp://www.businessdictionary.com/definition/culture.htmlhttp://www.businessdictionary.com/definition/create.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/environment.htmlhttp://www.businessdictionary.com/definition/knowledge.html -
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PETER SENGE MODEL OF LEARNING ORGANISATION
According to Peter Senge Organizations do not organically develop into learning
organizations; there are factors prompting their change. Organization need to learn
faster than their competitors and to develop a customer responsive culture for a
learning organization, it is not enough to survive.Survival learning or what is more
often termed adaptive learning is important indeed it is necessary. But for a learning
organization, adaptive learning must be joined by generative learning, learning
that enhances our capacity to create (Senge 1990:14).A learning organization has five
main features; systems thinking, personal mastery, mental models, shared vision and
team learning.
In the work of Peter Senge
The Fifth Discipline
Peter Senge stated in an interview that a learning organization is a group of people
working together collectively to enhance their capacities to create results they really
care about. Senge popularized the concept of the learning organization through his
book The Fifth Discipline. In the book, he proposed the following five disciplines:
1. Systems thinking: Organizations are a system of interrelationships. Tobecome more successful we need to analyze these relationships and find the
problems in them. This will allow an organization to eliminate the obstacles to
learning.
2. Personal mastery: An individual holds great importance in a learningorganization. Personal development holds as much important as commitment
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and work for the organization. Employees need to grow and work on their own
goals.
3. Mental Models: This is the company culture and the diverse theories andmindsets that serve as a framework for the functioning of the organization.
Learning organizations look for how these affect organizational development.
4. Shared Vision: A learning organization's employees all share a commonvision. Personal goals must be in sync with the goals and vision of the
organization.
5. Team Learning: The importance of dialogue and group discussion. For ateam to learn, they must be in sync and reach agreement.
BENEFITS:
Maintaining levels of innovation and remaining competitive. Being better placed to respond to external pressures. Having the knowledge to better link resources to customer needs. Improving quality of outputs at all levels. Improving corporate imageby becoming more people oriented. Increasing the pace of change within the organization.
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THE DIMENSIONS OF THE LEARNING ORGANISATION
QUESTIONNAIRE (DLOQ)
Several advocates of the learning organization have developed diagnostic tools for the
learning organization. An analysis of such instruments grew out of a project carried
out by Gephart, Marsick and Van Buren through the American Society for Training
and Development (Gephart et al., 1996). One conclusion was that many instruments
have diagnosis and intervention as their purpose but are informed primarily by a
change agents practice, not by research. Instruments sometimes imply that
improvement will result if an organization adopts recommended practices. But many
factors affect the successful adaptation of practices, including an analysis of the
organizational systems contributions to degree of success. Research can help track
these factors and help change agents and decision makers make informed choices
about how to modify interventions.
The Dimensions of the Learning Organization Questionnaire, or DLOQ grew out of
research and practice and has subsequently been tested and modified through research
studies. The DLOQ measures important shifts in an organizations climate, culture,
systems, and structures to find out the extent of influence on an individuals learning
level. The questionnaire consists of close ended questions with a Likert Scale of rating
raging between 1 to 6, 1 being almost never i.e. lowest and 6 being almost always
i.e. highest. The following areas were examined through the questionnaire:
1. Individual Learning Level
2. Team Learning Level
3. Organizational Learning Level
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Marsick and Watkins identified seven action imperatives or dimensions that
characterize the companies striving to become learning organizations. These seven
dimensions of the learning organization form the basis of the DLOQ.
These are integrated into the Learning Organization Model as shown below:
Learning Organization Action Imperative
Based on research conducted by Watkins, Selden, and Marsick (1997); Watkins,
Yang, and Marsick (1997); and Yang, Watkins, and Marsick (1998), measuring
organizations against the dimensions of the learning organization, they have found a
correlation between the learning organization dimensions and knowledge and
financial performance.
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PROJECT OUTLINE
This project deals with the topic LEVEL OF LEARNING ACROSS
DEPARTMENTS IN IOCL. This project is undertaken to find out the current level of
learning that are followed in two different departments at IOCL viz. Marketing
Department and LPG-OPS Department that affect the learning of their employees. For
this purpose, the research we started by administering the survey questionnaire
{Dimensions of Learning Organization Questionnaire (DLOQ), filled by officers of
grade the C, D, E and F all the two departments in HO. This questionnaire helped to
assess the level of learning in IndianOil. To get a better representative of the
population we used random sampling. This gave the learning scores at the individual,
team and organizational level and also the seven dimensions of learning in the form of
mean. The main purposes for these tests were to understand how much variance was
there in the means of each level between the two departments. This analysis helped us
to access the various strength and weakness of each department.
From this project, we will be able to identify the strengths that the company can
continue to build on and the areas of greatest strategic leverage for development
toward becoming a learning organization.
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THE SURVEY INSTRUMENT
1) Survey Questionnaire using DLOQ:
DLOQ was devised by Victoria J. Marsick and Karen E. Watkins in the year 2003.
Organizations wanted to explore links between organizational learning and the
performance of the firm and a way to diagnose their current status and guide change,
and scholars wanted better measures of learning to compare organizations. The
solution was to develop and validate an instrument that addresses these needs.
The Dimensions of the Learning Organization Questionnaire, or DLOQ grew out of
research and practice and has subsequently been tested and modified through research
studies. The DLOQ measures important shifts in an organizations climate, culture,
systems, and structures to find out the extent of influence on an individuals learning
level. The questionnaire consists of close ended questions with a Likert Scale of rating
raging between 1 to 6, 1 being almost never i.e. lowest and 6 being almost always i.e.
highest. The following areas were examined through the questionnaire:
1. Individual Learning Level 2. Team Learning Level 3. Organizational Learning
Level
In this questionnaire, one is asked to think about how ones organization supports and
uses learning at an individual, team, and organizational level. These dimensions of
learning organization help in understanding the impact of change in learning on the
outcome variables of knowledge and financial performance along with finding out the
level of learning. In this project we are using this instrument only to find out the level
learning so that we can correlate the learning means of the two departments.
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.INTRODUCTION TO DEPARTMENTS
For the purpose of this research we studied two functional departments of IOCL,
which areMrketing Department and LPG OPS Department. Given below is a brief
introduction to these departments.
1. MARKETING DEPARTMENTIndian Oil has one of the largest petroleum marketing and distribution networks in
Asia, with over 35,000 marketing touch points. Its ubiquitous petrol/diesel stations are
located across different terrains and regions of the Indian sub-continent. From the icy
heights of the Himalayas to the sun-soaked shores of Kerala, from Kutch on India's
western tip to Kohima in the verdant North East, IndianOil is truly 'in every heart, in
every part'. IndianOil's vast marketing infrastructure of petrol/diesel stations, Indane
(LPG) distributorships, SERVO lubricants & greases outlets and large volume
consumer pumps are backed by bulk storage terminals and installations, inland
depots, aviation fuel stations, LPG bottling plants and lube blending plants amongst
others. The countrywide marketing operations are coordinated by 16 State Offices and
over 100 decentralised administrative offices.Several landmark surveys continue to
rate IndianOil as the dominant energy brand in the country and an enduring symbol
for high quality petroleum products and services. The heritage and iconic association
that the brand invokes has been built over four decades of commitment to
uninterrupted supply line of petroleum products to every part of the country, and
unique products that cater not only to the functional requirements but also the
aspirational needs of millions of customers.
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IndianOil has been adjudged India's No. 1 brand by UK-based Brand Finance, an
independent consultancy that deals with valuation of brands. It was also listed as
India's 'Most Trusted Brand' in the 'Gasoline' category in a Readers' Digest - AC
Nielsen survey. In addition, IndianOil topped The Hindu Businessline's "India's Most
Valuable Brands" list. However, the value of the IndianOil brand is not just limited to
its commercial role as an energy provider but straddles the entire value chain of gamut
of exploration & production, refining, transportation & marketing, petrochemicals &
natural gas and downstream marketing operations abroad. IndianOil is a national
brand owned by over a billion Indians and that is a priceless value.
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2. LPG OPS DEPARTMENTThe LPG Operations department is mainly concerned with the distribution of
cylinders from the Bottling Plants to the Distributors. The Distributors act as an
interface between the Company and the Consumers.
The critical roles of the LPG Operations department include
Receipt and Storage of cylinders from Bottling Plants. Enrolment of New Customers. Acceptance of refill booking. Distribution of filled cylinders to customers, Collection and Return of the empty cylinders to the Bottling Plants.
Attending to customer complaints.
Compliance with the rules of the Company.LPG is a highly subsidized commodity and there is mass consumption of te product.
Also, there is 99% home delivery to be done of the LPG Cylinder and IOCL delivers
around 25000 cylinders every day. This requires good quality service and IOCL sees
to it that the distribution is done within 2 days. The department takes feedback from
the customers and all their complaints are taken into consideration.
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RESEARCH METHODOLOGY
This project is entirely based on primary research. The initial step was by undertaking
a survey using the DLOQ which was filled by the managers of B, C, D, E, F, G and H
grade officers of the Marketing Department and LPG OPS Department.
RESEARCH DESIGN:
The research design adopted here is the Exploratory Research Design. It helped us to
determine the best research design, data collection method and selection of subjects.
This research is conducted using qualitative techniques of questionnaire and
interviews to support it along with secondary research such as reviewing available
literature and/or data, The results of qualitative research can give some indication as
to "why", "how" and "when" something occurs. The results of this exploratory
research can provide significant insight into the given situation.
SAMPLING DESIGN:
The sampling design used is Simple Random Sampling, because it provides a better
representation of the population. Random sampling ensures the law of Statistical
regularity which states that if on an average the sample chosen is a random one the
sample will have the same composition and characteristics as that of the universe
Hence, this sampling design has been used. The sample size was 25 respondents each
from the twodepartments who filled the DLOQ. Due to the busy schedule of the
officers and wide scope of project, only these many respondents were made a part of
this survey.
STATISTICAL DESIGN AND TOOLS
For the analysis of the survey (DLOQ) data we used the following tools:
Means of Individual Learning, Team Learning, Organizational Learning, Excel.
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DATA COLLECTION
USING QUESTIONNAIRE-
The data was collected by administering the DLOQ. This questionnaire was first
administered in the HO Office (Mumbai) for 2 Departments. The Department
responses were selected i: e the Marketing Department and LPG OPS Department.
Thus a sample size of 25 from each department were collected and analyzed.
DATA ANALYSIS
The data is interpreted in the following way, the scores of the questions in the-Dimensions of Learning Organization Questionnaire ranged from 1 to 6, 1 being the
lowest and 6 highest.
The scores were then analyzed to find out individual, team and organization levelmeans. This was done by finding the mean for every question in the DLOQ Based on
which we got the following results:
SCORES ACROSS LEVELS OF LEARNING
SR.NO DIMENSION MARKETING LPG-OPS
1 Individual learning 4.46 3.91
2 Team learning 4.43 4.33
3 Organizational
Learning4.42 4.17
4 Overall learning 4.44 4.14
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ANALYSIS OF EACH DEPARTMENTS
MARKETING DEPARTMENT
SR.NO DIMENSION MARKETING
1 Individual learning 4.46
2 Team learning 4.43
3 Organizational Learning 4.42
On X axis: X value represents the dimension of learning
On Y axis: Y value represents the mean of scores.
In marketing department we can see that the learning at individual level is more as
compared to team and organisational level.
Individual learning Team learningOrganisational
learning
1 2 3
MARKETING 4.46 4.43 4.42
4.44.414.424.434.444.454.464.47
AxisTitle
MARKETING
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LPG-OPS DEPARTMENT
On X axis: X value represents the dimension of learning
On Y axis: Y value represents the mean of scores.
In LPG-OPS department we can see that the learning at team level is more as
compared to individual and organisational level.
Individual learning Team learningOrganisational
learning
1 2 3
LPG OPS 3.91 4.33 4.17
3.73.83.9
4
4.14.24.34.4
Axis
Title
LPG-OPS
SR.NO DIMENSION LPG-OPS
1 Individual learning 3.91
2 Team learning 4.33
3 Organizational Learning 4.17
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LIMITATIONS OF STUDY
100% accuracy cannot be guaranteed in the DLOQ because the respondentsperception at the time they filled the questionnaire could have been affected by
any recent negative/ positive happening.
Since the questionnaire had already been formulated, there was very littlescope for innovating and making changes in the existing questionnaire.
The Dimensions of the Learning Organization Questionnaire (DLOQ) couldnot show highs and lows over time. It just gave a snapshot of perceptions of
change at the time the instrument was taken.
LEARNING EXPERIENCE OF THE PROJECT
Understanding of the functioning of a Public Sector Unit (PSU) and some ofits departments.
Gathering and analysis of information. Learning the analysis of the data and other aspects of the project. The importance of survey and the data so collected. Its effective usage to get
results that are closer to truth.
Working with a group and learning how to accept the ideas and views of yourco-worker.
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SUGGESTIONS
Job rotations & transfers should be planned well in advance to give more timefor knowledge transfer.
Trainings should be conducted on business etiquettes and communication withinternational customers (cross cultural orientation).
Rewards & Recognitionmonetary or otherwise should be given through apublic forum and made visible to all.
Innovation Culture needs to be fostered by use of technology through intranet,discussion forums etc.by encouraging suggestions schemes and innovative
ideas and building action teams to implement the ideas. .
E-learning should be done on a larger scale.Learning should be formallyshared. For instance, there are 5 plants at State Office. The inspection
observations of 1 plant should be shared with the other 4 plants so that the
same inspection observation does not get repeated.
IOCL has a very powerful tool, that is, the intranet, to boost the level oflearning of its employees. However, the intranet is under-utilized as it is not
updated regularly. This can be taken care of in the form of regular updates.
As training need identification has a good scope for future improvement moreemphasis should be given to it.
Along with intranet of the organization, internet could be use to administercountrywide survey within organization. Only random sampling should be
used rather than convenience sampling as it is more representative of the
population. Large sample size should be used so as to get effective results.
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PROFORMA
ANNEXURE-I
DIMENSIONS OF LEARNING ORGANISATION QUESTIONNAIRE
This questionnaire is designed to assess the level of learning in Indian Oil. After the
aggregate data is analyzed, IOCL will be able to assess the strengths of the
organization. From this data, you and your organization will be able to identify the
strengths you can continue to build on and the areas of greatest strategic leverage for
development toward becoming a learning organization.
NAME :
REGION:GRADE: Yrs OF SERVICE:
AGE: GENDER: DATE:
SR.
NO.
STRONGLY
DISAGREE DISAGREE
SOMETIMES
DISAGREE
SOMETIMES
AGREE AGREE
STRONGLY
AGREE
INDIVIDUAL LEVEL 1 2 3 4 5 6
1
In my organization,
people openly discuss
mistakes in order to
learn from them.
2
In my organization, people
identify skills they need for
future work tasks.
3In my organization, people
help each other learn.
4
In my organization, people
can get money and other
resources to support their
learning.
5
In my organization, people
are given time to support
learning.
6In my organization, people
view problems in their workas an opportunity to learn.
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7In my organization, people
are rewarded for learning.
8
In my organization, people
give open and honest
feedback to each other.
9
In my organization, people
listen to others' views
before speaking.
10
In my organization, people
are encouraged to ask
"why" regardless of rank.
11
In my organization,
whenever people state their
view, they also ask what
others think.
12
In my organization, people
treat each other with
respect.
13
In my organization, people
spend time building trust
with each other.
TEAM LEVEL
1
In my organization,
teams/groups have the
freedom to adapt their goals
as needed.
2
In my organization,
teams/groups treat members
as equals, regardless of
rank, culture, or other
differences.
3
In my organization,
teams/groups focus both on
the group's task and on how
well the group is working
4In my organization