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EXECUTIVE SUMMARY

In today‗s century organizations are facing a tremendous wave of change in the business environment as it the very active Global Recession in today‗s scenario. Modern organizations seem to have no choice but to adapt to the relentless pace of change so as to sustain in today‘s 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 ‗what‘s missing‘ in your team‘s performance and knowledge, and where training and development can help fill those gaps. In today‗s 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 Traded as Industry Founded Headquarters Area served Key people Products Revenue Operating income Profit Total assets Total equity Owner(s) Employees Website

Public BSE: 530965 NSE: IOC Oil and gas 1964 New Delhi, India India RS Butola (Chairman) Fuels, lubricants, petrochemicals US$ 76.05 billion (2012)[1] US$ 3.30 billion (2012)[1] US$ 786 million (2012)[1] US$ 40.88 billion (2012)[1] US$ 11.59 billion (2012)[1] Government of India 36,198 (2012)[1] 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 India‘s 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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54 billion. In addition. 1.934 Indane distributors. The Indian Oil Group of Companies owns and operates 10 of India's 22 refineries with a combined refining capacity of 65.e.53 billion and tax of 10. Steel Authority of India Limited.8 million households through a network of 5.2 million barrels per day). Indian Oil hinted at reduction in prices of petrol.7 million metric tones per year. Bharat Heavy Electricals Limited and Gas Authority of India Limited. 31% share in refining capacity and 67% downstream sector pipelines capacity in India.225 KisanSeva Kendra. It is one of the seven Maharatna status companies of India. The President of India owns 78. NTPC Limited. Indian Oil's Research and Development Center (R&D) at Faridabad supports. apart from Coal India Limited. On 28 May 2012. numbering about 20.575 (16. It supplies Indane cooking gas to over 66.20 million metric tonnes per annum (MMTPA. Oil and Natural Gas Corporation. and the Government of India earned an excise duty of 232.92% (1. i. Indian Oil operates the largest and the widest network of fuel stations in the country.66 million tonnes of petroleum products and reported a PBT of 37. It has also started Auto LPG Dispensing Stations (ALDS). Page | 5 .9162 billion shares) in the company. The Indian Oil Group of companies owns and operates 10 of India's 19 refineries with a combined refining capacity of 60.350 regular ROs & 4.Indian Oil and its subsidiaries account for a 49% share in the petroleum products market. In FY 2012 IOCL sold 75.68 billion. develops and provides the necessary technology solutions to the operating divisions of the corporation and its customers within the country and abroad.

IOC Middle East FZE. spanning about 9.    Indian Oil (Mauritius) Ltd. There are two private competitors. like Indian Oil Corporation. Bharat Petroleum and Hindustan Petroleum. Both are state-controlled. meets the vital energy needs of the consumers in an efficient. GROUP COMPANIES AND JOINT VENTURES  Chennai Petroleum Corporation Ltd. Lanka IOC PLC Page | 6 . Reliance Industries and Essar Oil.8 billion) during the period 2007-12 in augmentation of refining and pipeline capacities. COMPETITORS Indian Oil Corporation has two major domestic competitors. economical and environment-friendly manner. 43.  Indian Oil Technologies Ltd.300 km and the largest in the country. expansion of marketing infrastructure and product quality up gradation as well as in integration and diversification projects. Indian Oil is investing Rs.The Corporation's cross-country network of crude oil and product pipelines.393 crore (US $10.

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). ‗who‘s who‘ of the Indian corporate world and particularly the HR fraternity. Mumbai recently. Robert Levering. India at a glittering programme held at Hotel Hyatt. USA. Page | 7 . Founder of GPW. The names of the top 50 organizations adjudged as ‗Best Companies to Work For in India‘ were announced in the presence of Mr.

VISION. playing a national role in oil security & public distribution. Page | 8 . integrated energy company. MISSION & VALUES A major diversified. with national leadership and a strong environment conscience. trans-national.

which means the future is indeed full of promise for Indian Oil. In marketing. The pipelines network. the Indian Oil Group. with focus on hitherto untapped rural markets. Indian Oil is set to leverage the combined strength of over 32. products and processes. Indian Oil aspires to be Asia‗s leading commercial R&D organization in the downstream hydrocarbon sector by building on its capabilities in developing innovative technologies. India‗s energy needs projected to grow by 40% in the next five years.     Refineries Pipelines Marketing Research Centre & Development    Petrochemicals Gas Exploration & Production (E & P) Page | 9 . 43. with 80 MMTPA refining capacity in its fold.250 crore in the next five years. is also set to cross the 10. Its quest for energy will create new economic and strategic challenges. and nodal research in alternative fuels. political and manufacturing landscape of the region.000 km mark in the next two years. would be playing a key role in realizing India‗s bid to emerge as an export-oriented hub for finished products. non-fuel revenues and pure retailing business.000 marketing touch points. which provides strategic logistics advantage to the marketing operations. right from mobilizing capital to engaging in subtle diplomacy. By 2011-12.BUSINESSES An energy self-sufficient India can alter the economic. The organization has ambitious investment plans of Rs.

O) Unleaded petroleum Lubes & Greases Fuel & Feedstock Super Kerosene Oil Bitumen Naphtha Aviation Turbine Fuel (ATF) Page | 10 .O) Jute Batching Oil (J.T.B.D.O) Light Diesel Oil (L.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 Class D Mineral Turpentine Oil (M.

These outlets meet the diverse needs of the rural populace offering a variety of products and services besides auto fuels and kerosene. .300 SERVO Shops and a countrywide network of bazaar traders. hotels and restaurants. over 1.INDIANOIL BRANDS Kisan SewaKendras As a new growth area in retail business. It is used in almost every application covering automotive. Widely used in commercial sectors like industries. pesticides. 87 INDANE Bottling Plants are spread across the country with a combined bottling capacity of 3. medical labs. Indian Oil unveiled a small-format ―Kisan Sewa Kendras‖ for rural markets.9. 000 Retail Outlets sell this brand.The largest aviation fuel marketer in the country. SERVO range of lubricants enjoys approvals from major Original Equipment Manufacturers (OEMs) including new generation cars. fertilizers and agro inputs like seeds. A market share of 65% with a network of 95 Aviation Fuel Stations (AFS). INDANE LPG is marketed through a network of 4350 INDANE distributors.77 MMTPA. the country‗s leading SERVO brand lubricants from Indian Oil are sold through over 8. Indian Oil Aviation Service Meets complete Aviation Fuel requirements of the Defence Services and for over 75 Domestic and International airlines besides private aircraft operators.100 Indian Oil petrol/diesel stations. The most preferred supplier of jet fuel for customers in India and abroad. farming equipment. industrial and marine sectors. The Kendras will primarily market petroleum fuels. vegetables. stationery and other items. Servo SERVO is India‗s largest selling lubricant brand. SERVO lubricants. With over 42% market share and 450 grades. Indian Oil Indane LPG Indian Oil INDANE LPG is used in 40 Million homes as cooking fuel and commands over 48% market share in India. etc.

back-office server with DU controls. XtraCare The launch of XtraCare was the culmination of a series of plans in retail design. It offers an exciting Rewards Program and unique benefits like personal accident insurance cover and vehicle tracking facilities. customer database. capability training. loyalty programme. The automation project of XtraCare is by far the most state-of-the-art in the country. Autogas Auto gas (LPG) has been introduced in Hyderabad. XtraPower and co-branded cards like Indian Oil-Citibank credit cards. etc. retail site management techniques all benchmarked to global standards. automatic bill printing facility. temperature sensors. Indian Oil has launched Flagship Outlets. Xtra Power It facilitates cashless purchase of fuel and lubes from designated retail outlets of Indian Oil through flexible prepaid and credit facilities. The non-fuel services are being given a major fillip in the Indian OilXtraCare plan with a wide range of loyalty programme with XtraRewards. automation. This alternative fuel is a good business proposition in the long term. which have been branded as Swagat Retail Outlets. XtraMile Diesel: Available at nearly 4400 Retail Outlets nationwide.Indian Oil Offers Premium Fuels XtraPemium Petrol: Available at nearly 2000 Retail Outlets nationwide. Bangalore and Mumbai markets. product and service up gradation. . E-W corridors. density measurement sensors. The cutting edge technology includes automatic tank level gauges. Swagat (Highway Flagship Retail Outlets) To cater to the high growth areas of National Highways forming a part of Golden Quadrilateral and N-S. and IndianOil intends to further expand its marketing in a big way. The largest fleet card in India and widest Retail Outlet coverage with more than 2635 retail outlets in its network.

AWARDS AND ACHIEVEMENTS  IndianOil — the only PSU among India‗s 25 best employers.  IndianOil sweeps five PetroFed Oil & Gas Industry Awards (For the year 2008).'Rural Impact Award'.  Golden Peacock Award for IndianOil-R&D for the fourth time.  IndianOil wins Retailer of the Year .  IndianOil tops Business Standard‗s 'BS 1000' again.  The BML MUNJAL Award 2009 for excellence in Learning and Development .  IndianOil Frontrunner in Oil & Gas category in FE-500 listing of India's top corporate's.

and OIL (Oil India Ltd. accounting for about 2.000 tonnes per year.5% of the global energy production per year. IOC (Indian Oil Corporation).50. In 1964.) were formed in pursuance of the Industrial Policy Resolution. The country is net exporter of petroleum products and products like Naphtha.OVERVIEW OF OIL & GAS INDUSTRY IN INDIA After the Indian Independence. 1954. 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. Bharat Petroleum Corporation Ltd Hindustan Petroleum Corporation Ltd. Reliance Industries Ltd. Indian Refineries Ltd. was merged with Indian Oil Company Ltd.7Million Metric Tonnes Per Annum (MMTPA). Government-owned National Oil Companies ONGC (Oil & Natural Gas Commission). . 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. Petrol diesel and Aviation Turbine Fuel (ATF) etc. today ranks as the world‗s seventh largest energy producer. the government set up another company called Indian Refineries Ltd. to form Indian Oil Corporation Ltd. Some of the major companies in the Oil Industry in India Indian Oil Corporation Ltd. In 1959. The domestic refining capacity is 65. India.

2 3 • To find current skill levels of blue collar workers. • To identify standard skills required for blue collar workers.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. 4 . • To study gap between standard skill expected by IOC over current skill of employees. 1 • To study various standard procedures of IOCL.

synthetic rubber.INDUSTRY STRUCTURE Upstream Sector The upstream sector. heating oil. is concerned with the search for potential underground or underwater oil and gas fields. natural gas and natural gas liquids (NGLs) such as ethane. the drilling of exploratory wells. (IOCL) Bharat Petroleum Corporation Ltd. petrochemical plants.     IndianOil Corporation Ltd. (GAIL). stores. and subsequently operating in the wells that recover and bring the crude oil and/or raw natural gas to the surface. The downstream sector reaches thousands of products such as gasoline. Midstream operations are usually included in the downstream category. (BPCL) Hindustan Petroleum Corporation Ltd. jet fuel. petroleum product distribution. markets and transports commodities such as crude oil. diesel. (HPCL) Mangalore Refinery & Petrochemicals Ltd. fertilizers. Downstream Sector The downstream sector includes oil refineries. (ONGC) Oil India Ltd. etc. lubricants. (MRPL) Gas Transport & Distribution It is done by the Gas Authority of India Ltd. retail outlets and natural gas distribution companies. Reliance Industries Ltd.    Oil and Natural Gas Corporation Ltd. pharmaceuticals. (RIL) Midstream Sector The midstream sector processes. pesticides. also known as the exploration and production (E & P) sector. natural gas. plastics. . propane and butane.

With a team of more than 31. Indian Oil has the following robust HR setup at Marketing Head Quarters. IOCL has an apex-learning institute – Indian Oil Institute of Petroleum Management (IIPM) at Gurgaon. There are 2. with suitable subsystems to take care of the entire gamut of Human Resource Management HEAD OFFICE Executive Director Employee Relations HRD T&D Management Services Administration & Welfare Regional Offices 16 State Offices DGM Employee Relations HRD T&D Management Services Administration & Welfare Chief/ Senior Managers Administration & Welfare .73% of total manpower. Regional Offices and State Offices. well-defined and planned career development.ORGANIZATIONAL STRUCTURE OF HR AT IOCL: The corporation‗s employee strength currently is 31.469 women employees.243 officers. constituting 7.000 professionals.945. Indian Oil is known in public sector organizations for its transparent HR policies and procedures and online performance measurement system. taking care of the development requirements of its employees. Apart from its 21 training centres. including 12. IOC currently manages around 23000 retail outlets across the country.

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. .

 Blue Collar Workmen (BCW): They function from operating locations. Their designations range from chargeman to khalasi. . operator. Officers and Staff. stenography. The Officers‘ hierarchy is as follows: Grade I Grade H Grade G Grade F Grade E Grade D Grade C Grade B Grade A • Executive Director/Director/Chairman • General Manager • Deputy General Manager • Chief Manager • Senior Manager • Manager • Deputy Manager • Assistant Manager • Officer The Staff Cadre consists of the following:  White Collar Workmen (WCW): Generally placed in Administrative Offices they look after office functions ranging from typing. accounts. driver. etc. forklift operator.e. filing. maintenance and technical assistance to officers etc.MANAGERIAL HIERARCHY AT IOCL IndianOil‘s workforce is placed in two cadres. i.

This terminal was commissioned on 12.1998 and is functional in accordance with the provisions of licenses/consents granted by the Chief Controller of Explosive. and Superior Kerosene Oil (SKO) (PDS) etc. The Facilities are installed for receipt. as per the relevant statutory Acts and Rules of Government of India and Government of Maharashtra. located near Jui Nagar railway station at D-502.06.. Navi Mumbai-400 705. TTC Industrial area. Government of India. High Speed Diesel (HSD) BS III and BS IV. This Terminal at present has total storage capacity of 31. e. IOTL Navghar. The petroleum products are received from JNPT.g.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. The Terminal has been designed. storage and supply petroleum fuels. defence Forces etc. Kukshet village. Some significant properties . Chief Inspector of Factories. in Mumbai and around Mumbai. operated and maintained in accordance with the statutory provisions and industry standards to ensure its safe and smooth functioning. The mode of transportation to the end-consumers is through Tank Lorries.500 KL of petroleum products like Motor Spirit (MS) BS III and BS IV. a public sector organization. Fisheries. Railways. Maharashtra and Maharashtra Pollution Control Board. Vashi through pipeline. roadways. The terminal is supplying petroleum products to about 160 Retail Outlets and 135 bulk consumers related to the various field. The installed storage tanks are dedicated for various types of petroleum products. Mumbai and HPC terminal.

Besides. facilities to receive. Extra precautions are taken during execution of maintenance and project works involving welding. if exposed to ignition. As per the properties of petroleum products that they are flammable and can catch fire.To deliver products up to the end consumers. All internal electrical facilities in the plant are designed to prevent the generation of spark. Grease Plant. in addition to the provision to call Thana Belapur Industries Association. This can lead to fire from the sources of ignition outside the installation.of the products and preventive measures to prevent injury to human beings. Dombivli and Kalyan for handling emergency if it escalates. if exposed to these products. Facilities and operation of this Terminal is designed and maintained to prevent any incidence of fire. Indian Oil Blending Ltd. The vapors of more volatile products like Motor Spirit etc. Regular fire fighting and emergency handling trainings are given to the employees of this Terminal. can escape outside the boundaries of this installation if a major leak occurs due to break-down of equipment due to un-foreseen reasons. cutting. Fire Brigade of Thane. grinding or any other action that can generate spark. Vashi. Group. store and dispatch the products have been provided the details of the same are given in the annexure. are given in the Material Safety Data Sheetat the end of this write up. Earthing system is provided to dissipate static electrical charge to eliminate the chances of spark during handling of products. 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.I. S. . they have Mutual Aid Agreement with HPCL terminal.

4) Put off all open flames (in kitchen. heating. grinding etc. AUTO pressurized fire water hydrants and monitors and dry chemical powderextinguishers covering each facilities. 5) Avoid start of vehicles with auto-ignition. please ensure the following: 1) Stop all operations/activities specially the one which can cause spark (welding. rubbing. This siren is similar to the one used by civil defense authorities to announce emergency to public. if occurs. . a few steps as mentioned below can keep the situation manageable and provide safer exit. As mentioned earlier such emergencies are very rare. in an unlikely event of fire. 6) Ask the persons to move in downwind direction. cutting. However.) 2) Advice all not to panic. In some case of major fire. abrasion. furnace etc. In the event of hearing such siren or information of leak of products/fire in this Terminal through any other mode. Planned and systemic actions will help in managing the situations more effectively. Water sprinkler Facilities to cool tanks has also been provided. This Terminal also has facilities to pour foam in tanks containing high flammable products. 3) Do not operate electrical switches as they may cause spark. Foam which is required to fight petroleum fires is kept ready in the Terminal for instant use with water in case of emergency.). 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. canteen.In spite of all care taken to prevent accident in the Terminal. this Terminal is equipped with the fighting facilities which include waterstorage tanks of 5200 KL filled with water.

MANAGER (T) ASSISTANT MANAGER (F) ASSISTANT MANAGER (T) ASSISTANT MANAGER (T) OPERATION OFFICER OPERATION OFFICER OPERATION OFFICER OPERATION OFFICER .M. MANAGER (T) DEPUTY. ARUMUGAM P MANAGER (T) DEPUTY.VAID MR.V. a clear long continuous siren will indicate `All Clear‘. R NEELKANTAN MRS. Once situation is under control and emergency is over.K. SALIAN MR. keep them in `ready to operate‘ condition. A. ABHISHEK KUMAR MR. The phone numbers for contact have been provided in the annexure of this booklet.V SHEVADE MR. ANJALI JOSHI MR. A. MANAGER (T) DEPUTY.7) If your premises are equipped with fire fighting systems. KUSHAL TRIPATHI MISS ISHA SINGH MR. A. You may please contact on these numbers for information on current situation.DANI MRS. DEEPA A. P. MANAGER (T) DEPUTY.WANKHEDE (MRS)TREZA SURENDRAN MR. OFFICERS IN VASHI TERMINAL NAME DESIGNATION MR. MAHENDRA SHARMA CHIEF TERMINAL MANAGER MR.

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. HOW TO IDENTIFY SKILL GAP-Skill gaps are weak spots in a person's ability to perform the task set before him. group or organization. A skills gap analysis is undertaken to identify the skills that an employee needs. but may not have. Different types of skill gap analysis materials are available depending on the needs of your company or organization. This should result in the optimal use of resources in terms of improving the overall performance of the company.WHAT IS SKILL GAP ANALYSIS A skills gap analysis is an evaluation tool for determining training needs of an individual. 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. to carry out his or her job or to perform tasks effectively. you may choose paper-based testing materials or testing that relies on computer software. It is then possible to target training resources on those necessary skills that require the most attention. 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. .

Projections. Skill areas evaluated include responsibilities. the company optimizes its human resources and production levels are likely to improve. PROCESS FLOW CHART Field Visit Taking Responses on the field Mock drill Video and Report Study of IQC Manual and SOP Finding Target Workers and Their Background Evaluating Responses With Standards Field Visit Formulation of Questionnaire Analyzing Results Job Description Standardization of Skills Recommendation s and suggestions . An employee may use knowledge of a skills gap to seek continuing education at an external training facility. company goals and longterm plans inform what the desired skill levels are. promotion or pursuit of personal growth. employees receive job satisfaction. EVALUATION-Comparing the two findings reveal the gaps in competencies. ADDITIONAL USAGES-A skills gap analysis may also reveal employees' competencies or lack thereof that could point to the need for replacement. duties.TOOLS-Performance assessments. tasks. With fulfilling those skill gaps. 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. interviews and group discussions are main tools for assessing current skill levels. questionnaires. functions and knowledge.

What should be checked in hose pipe of tank lorry? 13. What are the PPE‘S used by drivers or supervisors while working on TLF gantry? 11. Whether quick shut off valves should be closed or opened? 10. What all things need to be checked before starting the pump? 6. Where the drivers and cleaners should be while filling the lorry? 12. What care should be taken while decanting a lorry? 14. Why is it necessary to switch off the engine while filling the lorry? 3. Why manifold valves at bottom needs to be closed before starting the operation? 9. Why physical measurement has to be taken for the first lorry of the day? 8. 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 after starting the pump? 7.QUESTIONNAIRE QUESTIONS: ON SAFETY 1. What should be done if emergency process shut down does not work? . For what purpose is emergency process shut down switch used and where is it located? 15. While other Lorries are getting filled where the drivers who are waiting in the queue should be? 2.

What should be the flash point of kerosene? QUESTIONS: ON GENERAL SAFETY QUESTIONS: 1. What is the difference between earthing and bonding? 7. What is the maximum resistance of earth pit? 8. Which are the two types of permits and how are they classified? 6.fighting engine/pump has to be checked? a.15m A c. three times in two weeks 16. 8m A b.16.20m A 10. What are the three main components of fire? 3. What is lightning arrestor? 12. If there is fire and you have to extinguish it with DCP powder what will you check and where will you target? 15. What are the common sources of fire? 5. Why air socks are used in terminal? 14. What is the most significant thing to be checked before starting filling of SKO? 17. Daily three times b. weekly three times c. In a week how many times the fire. What are the different classes of fire? 2. What are the three methods of extinguishing fire? 4. What is Megger? 9. What three things need to be checked in fire engine? . What would you do if you find a person caught with an electric shock? 11. What will happen if petrol is used for cleaning hands? 13. What is the minimum value of current that will cause injury to a person‘s body? a.

MS & HSD? 4. At what frequency sample is to be drawn for density check? 2. What care should be taken while putting lock to the lorry? 6. Which valves need to be kept open before starting with TLF? 7. At what temperature the density of the product is measured and checked and which table is to be used? 3. MS. What care should be taken before taking the density of tank which is nominated for filling after change over at gantry? 5. The measuring tape & the thermometer should be same or not for gauging? If not what will happen? 6. What care should be taken while taking the sample for density? 8. Which pump needs to be operated for BS III? . What is the maximum allowed speed for TT inside terminal? 3. What equipments for quality control should be carried while going on the gantry? 7. Which are the nominated tanks for BS IV. SKO is to be retained at gantary on daily basis? QUESTIONS: ON OPERATIONS 1.QUESTIONS: ON QUALITY 1. What quantity of HSD. Which pump should be nominated for T1 & T2 (BS IV MS)? 5. What will you check in the VHF before carrying it to gantry? 2. BS III. How is the purity of ethanol checked? 4.

In what sequence should the compartments be filled? 15. What is the capacity of additive tank? 10. How much quantity of additive needs to be added for MS & for HSD? 11. Xtra Premium MS &Xtra Mile Super Diesel is delivered on which bay? 9. What should be the line pressure for additive lines? 12. Where should the dip rod be while filling the lorry? 16. When & how to check water content in the tank lorry? 17. How to check lorry for emptiness before starting its filling? 14. Which valves need to be closed before starting TLF operations? 13.8. Why is it necessary to check tyre pressure? INDIVIDUAL REPORT .

MASTER REPORT CARD .

TRAINING RECOMENDATION CHART Sr. NAMES Functional TRAINING NEEDED Safety Yes Yes Yes Yes Yes Yes Yes Behavioral Yes(motivational) Yes Yes - 1 2 3 4 5 6 7 8 9 10 11 12 13 Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Employee 7 Employee 8 Employee 9 Employee 10 Employee 11 Employee 12 Employee 13 Yes Yes Yes Yes Yes - . No.

.General safety  Every Parameter has got the maximum scale rating of 10. Actual operations 3.STATISTICS ATTITUDE Expected Standard Score 40 Scores of employess Employees’ Average Score 21. Safety in operations 2. Quality Control 4.85 Distribution of employees based on average score 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.

. Actual operations 3. 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.AWARENESS Employees’ Expected Standard Expectation 40 Scores of employess Employees’ Average Score 21. Safety in operations 2. Quality Control 4.General safety  Every Parameter has got the maximum scale rating of 10.7 5 Distribution of employees based on average score 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 1.31 Distribution of employees based on average score On X Axis: ‗x‘ value which shows score of an employee On Y Axis`: No.SKILLS Expected Standard Score 40 Scores of employess Employees’ Average Score 22. .General safety  Every Parameter has got the maximum scale rating of 10. Safety in operations 2. Actual operations 3. Quality Control 4.

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.GENERAL SAFETY Employees’ Expected Standard Expectation 30 Scores of employess Employees’ Average Score 13. Skills 3. Attitude  Every Parameter has got the maximum scale rating of 10. . Here the Expected Standard is 30 which measures skill level of different parameters like 1.04 Series1 Distribution of employees On X Axis: ‗x‘ value which shows score of employees On Y Axis: No. Knowledge/Awareness 2.

. 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. Skills 3. Attitude  Every Parameter has got the maximum scale rating of 10. Knowledge/Awareness 2.15 Series1 Distribution of employees On X Axis: ‗x‘ value which shows score of employees On Y Axis: No.OPERATIONS Employees’ Expected Standard Expectation 30 Scores of employess Employees’ Average Score 20. Here the Expected Standard is 30 which measures skill level of different parameters like 1.

QUALITY Employees’ Expected Standard Expectation 30 Scores of employess Employees’ Average Score 13. . Knowledge/Awareness 2. Here the Expected Standard is 30 which measures skill level of different parameters like 1. Attitude Every Parameter has got the maximum scale rating of 10. Skills 3. 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.88 Series1 Distribution of employees On X Axis: ‗x‘ value which shows score of employees On Y Axis: No.

SAFETY IN OPERATIONS Employees’ Expected Standard Expectation 30 Scores of employess Employees’ Average Score 19. Skills 3. 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. Attitude  Every Parameter has got the maximum scale rating of 10.24 Series1 Distribution of employees On X Axis: ‗x‘ value which shows score of employees On Y Axis: No. Knowledge/Awareness 2. .

.  Attitude is one of the important parameter to be focussed on in order to increase the skill level of employees. SKILLS & AWARENESS 40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Skills Awareness  The above graph basically shows the relationship between skills and knowledge/awareness of employees about different functionality  It can be seen here that as the knowledge/awareness level increases the skill level also increases in the same manner.  So targeting the knowledge/awareness of employees for different functional area is a critical factor to be considered.VARIATION OF SKILLS AS PER ATTITUDE AND AWARNESS SKILLS & ATTITUDES 40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Skills Attitude  It is evident from the graph that skills are very much affected by the attitude towards job.

SKILLS.  It can be seen that in order to target the skill levels of employees improving knowledge/ awareness of different functions as well as developing their attitude towards their job is important QUALIFICATION & SKILLS 35 30 25 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 13 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 . ATTITUDES & AWARENESS 40 35 30 25 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Skills Attitude Awareness  Above graph mainly shows the actual relationship between skills. attitudes and awareness of employees.

.   It is clear that the maximum skill level is observed in mid age level people.SKILLS AND AGE 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 SKILLS AGE  Above graph basically shows the relationship between the age of an employee and also the skill levels which the people have. 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.

Depot/Terminal.  Job location : Operating location i.e. .  Department  Reporting relationships : Operations : Report to Shift-In-charge/section in charge/OO II Or any other officer assigned for supervision by location incharge.JOB DESCRIPTION OF BLUE COLLAR WORKER  Job title  Purpose and objective of the job : Jr Operator Gr I/Operator Gr II : To perform variety of semi skilled and Skilled and operational activity as per Instruction.

WMM. sample boxes or any other container. Watering earth pits as per direction of supervisor. radiator water. TBA items etc. Diesel Engine. as directed. mineral water. diesel. receives/fills/delivers petrol.DUTIES AND RESPONSIBITIES  Loading/unloading of tank trucks. Proper maintenance of log book in the TT as per instruction. help in decanting/loading of tank truck. Refueling equipment.  Checking of water level batteries installed Available at location.  Whenever assigned to a tank truck as a helper. lubricants. valves.  Actively and physically involve in all Tank Lorry Filling operation as per direction including operating of flow meters/doping instrument etc as per direction of TLF in charge. in pump house as per instruction and to maintain good housekeeping in pump house. batter water.  Operates pumps.  Topping up of HSD in diesel tank of DG Set. Fire Hydrant Engine. Air Compressor.  Maintain good housekeeping and proper safekeeping at godown/stores etc. and at any other workplace if assigned to him. Diesel Engine.  Perform operation of pumps and other valves etc. tank wagons etc. helps the TT Driver in maintaining the tank truck. and other electrical appliances.  Fills barrels.  Collection of samples from Tank trucks/ storage tanks/ pipelines/ tank wagons and other function including pasting sample levels/sealing etc for testing/retention purpose under supervision. etc. DG Set. with all allied operational activities as per Standard Operating practices. .

In case of emergency like fire/accidents etc. WORK PLACE /EMPLOYEE INTERFACE  Internal interface include with co-workers.  Assists in maintaining all equipment and machinery as also in calibration of tank trucks.  External interface include TT Crew/ Maintenance personnel/ Railway staff/ Customer in case move with the TT. Seals tank trucks. Seals valves of storage tanks after day‘s operation as directed. To operate all firefighting equipment at the location as per instruction of superiors. tank wagons. actively participate in the firefighting/rescue operations etc. as per instruction from superiors.  Locking / un-locking of Tank truck. Taking physical dips of storage tanks and meter reading of stock of all products Moves machinery and equipment. hose pipes etc. tank wagons.  To actively participate in activity/training related to safety/security of the location like fire drill/security drill etc. dip hatch of storage Tanks as directed. supervisors / location in charge etc. . fillers etc. from one location to another either singly or collectively as directed by superiors.

 Skill requirements: Ability to read. the period of experience will be of 8 month. NAC in the same trade and equivalent certificate from armed forces in the trade will be accepted.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. Sound intelligence and interpersonal skill. learning ability. ability to work in a team. For SC/ST. obedience. write and understand English and a regional language. write and understand Hindi. It is desired that the candidate should be able to read.  Experience: Minimum One year post qualification Experience other than training in relevant field. movement. .  Physical standards: Must be declared fit as per pre-employment medical examination and have sound physical strength. Person with disability will not be considered this post considering the physical demand & hazardous nature of the job. Sound technical knowledge of operating pumps/ electrical panels/ electronics instruments and minor maintenance of mechanical/electrical machines. auditory/visionary capability including proper color vision etc. However Apprentice training will be considered as experience subject to production of NAC.

16 14.3 4.15 14. T1 DCP F/E Discharged (if applicable) Rescue Team on Site All TTs Evacuated All Clear Given on Site Electrical Siren Sounded for All Clear Response Time 14.4 4.11 Activity Emergency Spotted Alarm Raised (Vocal) Electrical Siren Sounded Sprinkler Started (if applicable) for T2 Monitor Started (if applicable) for T3.6 4.2 4. sprinkler started successfully by TLF staff.1 4.1 4. Body Valve NATURE OF EMERGENCY: Spark leading to fire due to gland leak 07. 10kgs DSP discharged.5 4.22 14. ii.5. .MOCKDRILL REPORT LOCATION OF EMERGENCY: T1.18 14.15 14. The site of fire was clearly announced over wireless network. iii. 4.21 14.16 14. Surprise fire drill for TT new during peak fire of loading.23 FEATURES OF THE DRILL: i.16 14.8 4.17 14.7 4. No.13 Sr.

v. Fire wheel to be shifted near licensed gate for generating more awareness . TT guided). 10kgs DSP discharged successfully. iv. Cooling T2. AREAS OF IMPROVEMENT: i. Security shall do head counting after the completion of emergency at assembly point. Head count done. Subsequent starting of Hydrant monitors then followed by foam. Auxiliary team was effective (Valve closed. iv. ii. iii. iii.OVERALL ASSESSMENT OF PREPARDNESS OF EMERGENCY: i. T3 by sprinkler and Hydrant monitor. Head count shall be done effectively by team leader. ii. Assembly line shall be clearly visible. TT movement well supervised.

 A zebra crossing should be along the Gantry area and also near the main gate because many a times the trucks move without giving any indications as and when they wish to. Vehicles should come on time on the gate when their no.  There should be space between the pipelines in area of maintenance as the worker cannot work comfortably due to lack of space. . This may result a great loss to the company as well as to the society.    All the Bays should have meter on both sides in order to reduce the time gap. S & D office is congested there is no ventilation & Lab should be on the other side. is announced. There is no enough space available for lorry to move out of terminal in case of emergency or fire mock drill.SUGGESTIONS   The Security person on the gate is not well educated so he needs to be trained.

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LIST OF FIGURES SR.NO DESCRIPTION PAGE NO 1 2 Objective of the Study Peter Senge Model Of Learning Organization The Dimensions of the Learning Organization Questionnaire (DLOQ) 3 LIST OF ANNEXURE ANNEXURE 1 2 3 4 DLOQ Questionnaire Table of Detailed Scores DESCRIPTION Differences in Mean‘s across departments Scores across levels of learning LIST OF ABBREVATION ABBREVATIONS HO DLOQ FULL FORM Head Office Dimensions of the Learning Organization Questionnaire .

team and organizational learning in two departments i: e (Marketing department and LPG-OPS department) of IOCL.OBJECTIVE OF THE STUDY The basic objective of this project is: To study the level of individual. To study the effectiveness of learning in the departments. .

actualization. . Training & development have been the key elements in facilitating IOC‘s growth over the years. This has enabled IOC to withstand competition. It is considered essential for the employees to continuously update their functional knowledge and skills in various disciplines. galvanize attitudes and ignite passion through creation of high impact experiential learning. maintain steady pace of growth and development and face various challenges.TRAINING AND DEVELOPMENT AT IOCL Training constitutes an important component of the overall Human Resource Management strategy in Indian Oil. TRAINING VISION: To magnify capabilities. organizational procedures and systems including the various management concepts. As early as in the 80‘s.  To continuously scan the environment. it initiated a proactive structured transition from Human Resources Management to Human Resource Development. expounding the belief that there are limits to human potential and growth. TRAINING MISSION:  To facilitate the process of integration of personal ambitions and aspirations of the employees with the corporate objectives through training interventions. review training programmes and design need based inputs to ensure achievements of high-level excellence in consumer satisfaction. Be global leaders in learning. Indian Oil believes in familiarizing its employees with the latest technological changes. Indian Oil believes learning to be a continuous process.  Assist the employees in their pursuit of knowledge and self.

 Facilitate the induction of the new employees (officers & staff) into Indian Oil Corporation. Gurgaon  Indian Oil Management Academy (IMA). through suitable orientation programs. They should also be familiar with the latest technological changes. believes that learning is a continuous process. Defence services to effectively handle storage. Haldia  Indian Oil Management Centre for Learning (IMCL). TRAINING PHILOSOPHY: IOC Ltd. Mumbai. distribution and consumption of petroleum products which shall also play a vital role in building customer relations over a long term. TRAINING SETUP:  Indian Oil Institute of Petroleum Management (IIPM). So. This could not only result in self growth. To achieve this. 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. skills and attitudes of the employees so that they can perform more productivity and achieve the business goal. but also contribute towards organizational effectiveness.  Enable through training. TRAINING OBJECTIVE: The overall training objective of training is to develop required knowledge. it is essential that the employees update their functional knowledge skills in various disciplines. each training programme is been designated a business goal linkage. . organizational procedures and modern management concepts. thereby getting concrete problems.

THE SEQUENCE OF THE TRAINING ACTIVITIES Organizational Deficiencies Identified Potential Training Need Task/ Data Analysis Reporting Results Establish training objectives Evaluation Activities Evaluating the training staff Training Planning Information breakdown Evaluating the training programme Learning outlines Evaluating the learners Doing the training Selection/design of evaluation method Scheduling Training .

Learning may not necessarily involve some formal education or training activity. but can often result from the process of undertaking work itself.It is the lifelong process of transforming information and experience into knowledge. It develops as a result of the pressures facing modern organization and enables them to remain competitive in the business environment. skills. LEARNING ORGANISATION A Learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. value system and personality characteristics. It is a relatively permanent change in behaviour based on an individual's interactional experience with its environment. Shared Vision. skills. and attitudes. Thus. attitudes. A learning organization has 5 main features: System thinking.LITERATURE SURVEY Definition of Learning: Learning is acquiring new or modifying existing knowledge. behaviors.It is the single most important concept in the human behaviour. or preferences and may involve synthesizing different types of information . Every aspect of human behaviour is responsive to learning experiences. but definitely require effort to ensure that learning is captured as value added resource in the organization. skills. Team Learning. Personal Mastery Mental Modes. Knowledge. languages. . values. behaviours. the learning organization does not necessarily require an enhanced investment in education and training.

 Learns from experience and experiment Senge defines Learning Organizations as ―Organizations where people continually expand their capacity to create the results they truly desire. and risk taking with new ideas. and where people are continually learning to learn together.The Learning organization concept was coined through the work and research of Peter Senge and his colleagues (Senge. Organization should become more like communities that employees can feel a commitment to. continuous employee learning.‖ .It encourages organization to shift to a more inter connected way of thinking. where new and expansive patterns of thinking are nurtured. where collective aspiration is set free. 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. 1990).  Value employee contributions and allow mistakes.

systems thinking. Systems thinking: Organizations are a system of interrelationships. But for a learning organization. it is not enough to survive.A learning organization has five main features. mental models.‖Survival learning‖ or what is more often termed ―adaptive learning‖ is important indeed it is necessary. learning that enhances our capacity to create‘ (Senge 1990:14). Personal mastery: An individual holds great importance in a learning organization. personal mastery. he proposed the following five disciplines: 1. there are factors prompting their change.PETER SENGE MODEL OF LEARNING ORGANISATION According to Peter Senge Organizations do not organically develop into learning organizations. To become 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. shared vision and team learning. Personal development holds as much important as commitment . 2. 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. ―adaptive learning‖ must be joined by ―generative learning‖. Organization need to learn faster than their competitors and to develop a customer responsive culture for a learning organization. Senge popularized the concept of the learning organization through his book The Fifth Discipline. In the book.

Employees need to grow and work on their own goals. 4. 5. 3. Learning organizations look for how these affect organizational development. Mental Models: This is the company culture and the diverse theories and mindsets that serve as a framework for the functioning of the organization. For a team to learn. Having the knowledge to better link resources to customer needs. Personal goals must be in sync with the goals and vision of the organization.and work for the organization. Team Learning: The importance of dialogue and group discussion. BENEFITS:       Maintaining levels of innovation and remaining competitive. Improving corporate image by becoming more people oriented. they must be in sync and reach agreement. Improving quality of outputs at all levels. Being better placed to respond to external pressures. Increasing the pace of change within the organization. Shared Vision: A learning organization's employees all share a common vision. .

and structures to find out the extent of influence on an individual‗s learning level.e. But many factors affect the successful adaptation of practices. An analysis of such instruments grew out of a project carried out by Gephart. culture.e.THE DIMENSIONS OF THE LEARNING ORGANISATION QUESTIONNAIRE (DLOQ) Several advocates of the learning organization have developed diagnostic tools for the learning organization. systems. 1 being almost never‗ i. Instruments sometimes imply that improvement will result if an organization adopts recommended practices. lowest and 6 being almost always‗ i. highest. Research can help track these factors and help change agents and decision makers make informed choices about how to modify interventions. 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 agent‗s practice. or DLOQ grew out of research and practice and has subsequently been tested and modified through research studies. Individual Learning Level 2. Team Learning Level 3. The questionnaire consists of close ended questions with a Likert Scale of rating raging between 1 to 6. including an analysis of the organizational systems‘ contributions to degree of success. The following areas were examined through the questionnaire: 1. The Dimensions of the Learning Organization Questionnaire. The DLOQ measures important shifts in an organization‗s climate. not by research.. Organizational Learning Level .

they have found a correlation between the learning organization dimensions and knowledge and financial performance. These are integrated into the Learning Organization Model as shown below: Learning Organization Action Imperative Based on research conducted by Watkins. . and Marsick (1997). and Marsick (1998). These seven dimensions of the learning organization form the basis of the DLOQ. measuring organizations against the dimensions of the learning organization. and Yang.Marsick and Watkins identified seven action imperatives or dimensions that characterize the companies striving to become learning organizations. Watkins. Selden. Watkins. Yang. and Marsick (1997).

To get a better representative of the population we used random sampling. The main purposes for these tests were to understand how much variance was there in the means of each level between the two departments. the research we started by administering the survey questionnaire {Dimensions of Learning Organization Questionnaire (DLOQ). This project is undertaken to find out the current level of learning that are followed in two different departments at IOCL viz. team and organizational level and also the seven dimensions of learning in the form of mean. From this project. D. This gave the learning scores at the individual. For this purpose. This questionnaire helped to assess the level of learning in IndianOil. E and F all the two departments in HO. This analysis helped us to access the various strength and weakness of each department. . 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. filled by officers of grade the C.PROJECT OUTLINE This project deals with the topic ‘LEVEL OF LEARNING ACROSS DEPARTMENTS IN IOCL. Marketing Department and LPG-OPS Department that affect the learning of their employees.

The DLOQ measures important shifts in an organization‘s climate. 1 being almost never i. . and structures to find out the extent of influence on an individual‗s learning level. or DLOQ grew out of research and practice and has subsequently been tested and modified through research studies. and scholars wanted better measures of learning to compare organizations.e. Organizational Learning Level In this questionnaire. The Dimensions of the Learning Organization Questionnaire. The solution was to develop and validate an instrument that addresses these needs. team. highest. systems. Team Learning Level 3. Watkins in the year 2003. one is asked to think about how ones organization supports and uses learning at an individual. Marsick and Karen E.e. lowest and 6 being almost always‘ i. 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. and organizational level.THE SURVEY INSTRUMENT 1) Survey Questionnaire using DLOQ: DLOQ was devised by Victoria J. 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. Individual Learning Level 2. culture. The following areas were examined through the questionnaire: 1. 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. The questionnaire consists of close ended questions with a Likert Scale of rating raging between 1 to 6.

Its ubiquitous petrol/diesel stations are located across different terrains and regions of the Indian sub-continent. aviation fuel stations. MARKETING DEPARTMENT Indian Oil has one of the largest petroleum marketing and distribution networks in Asia.000 marketing touch points.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. which areMrketing Department and LPG OPS Department. IndianOil's vast marketing infrastructure of petrol/diesel stations. IndianOil is truly 'in every heart.INTRODUCTION TO DEPARTMENTS For the purpose of this research we studied two functional departments of IOCL. with over 35. From the icy heights of the Himalayas to the sun-soaked shores of Kerala. 1. Given below is a brief introduction to these departments.. The countrywide marketing operations are coordinated by 16 State Offices and over 100 decentralised administrative offices. . and unique products that cater not only to the functional requirements but also the aspirational needs of millions of customers. from Kutch on India's western tip to Kohima in the verdant North East. inland depots. Indane (LPG) distributorships. LPG bottling plants and lube blending plants amongst others. in every part'. SERVO lubricants & greases outlets and large volume consumer pumps are backed by bulk storage terminals and installations. 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.

1 brand by UK-based Brand Finance. . In addition. It was also listed as India's 'Most Trusted Brand' in the 'Gasoline' category in a Readers' Digest . 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.AC Nielsen survey. However. 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.IndianOil has been adjudged India's No. transportation & marketing. an independent consultancy that deals with valuation of brands. refining. IndianOil topped The Hindu Businessline's "India's Most Valuable Brands" list.

there is 99% home delivery to be done of the LPG Cylinder and IOCL delivers around 25000 cylinders every day. LPG is a highly subsidized commodity and there is mass consumption of te product. The department takes feedback from the customers and all their complaints are taken into consideration. Acceptance of refill booking. The critical roles of the LPG Operations department include        Receipt and Storage of cylinders from Bottling Plants. The Distributors act as an interface between the Company and the Consumers. Collection and Return of the empty cylinders to the Bottling Plants. Distribution of filled cylinders to customers. . Enrolment of New Customers. This requires good quality service and IOCL sees to it that the distribution is done within 2 days. Also. Attending to customer complaints. Compliance with the rules of the Company. LPG OPS DEPARTMENT The LPG Operations department is mainly concerned with the distribution of cylinders from the Bottling Plants to the Distributors.2.

Organizational Learning. SAMPLING DESIGN: The sampling design used is Simple Random Sampling. RESEARCH DESIGN: The research design adopted here is the Exploratory Research Design. because it provides a better representation of the population. STATISTICAL DESIGN AND TOOLS For the analysis of the survey (DLOQ) data we used the following tools:  Means of Individual Learning. C. Team Learning. . G and H grade officers of the Marketing Department and LPG OPS Department. The results of qualitative research can give some indication as to "why". only these many respondents were made a part of this survey. The results of this exploratory research can provide significant insight into the given situation. "how" and "when" something occurs. this sampling design has been used. F. E. data collection method and selection of subjects. The sample size was 25 respondents each from the twodepartments who filled the DLOQ. 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. Excel.RESEARCH METHODOLOGY This project is entirely based on primary research. It helped us to determine the best research design. D. Due to the busy schedule of the officers and wide scope of project. The initial step was by undertaking a survey using the DLOQ which was filled by the managers of B. 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.

team and organization level means.91 4.46 4.DATA COLLECTION USING QUESTIONNAIREThe data was collected by administering the DLOQ. Thus a sample size of 25 from each department were collected and analyzed. The Department responses were selected i: e the Marketing Department and LPG OPS Department.14 4 Overall learning .17 4. This questionnaire was first administered in the HO Office (Mumbai) for 2 Departments. 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.43 3.42 4.  The scores were then analyzed to find out individual. DATA ANALYSIS  The data is interpreted in the following way.NO DIMENSION MARKETING LPG-OPS 1 2 3 Individual learning Team learning Organizational Learning 4.33 4. 1 being the lowest and 6 highest. the scores of the questions in the- Dimensions of Learning Organization Questionnaire ranged from 1 to 6.44 4.

ANALYSIS OF EACH DEPARTMENTS MARKETING DEPARTMENT SR.43 4.44 4.42 MARKETING 4.NO DIMENSION MARKETING 1 Individual learning 4.42 On X axis: X value represents the dimension of learning On Y axis: Y value represents the mean of scores.46 Team learning 2 4. In marketing department we can see that the learning at individual level is more as compared to team and organisational level.46 4.43 Axis Title Organisational learning 3 4.41 4. .46 2 Team learning 4.47 4.4 Individual learning MARKETING 1 4.42 4.45 4.43 3 Organizational Learning 4.

91 Team learning 2 4.17 LPG-OPS 4. In LPG-OPS department we can see that the learning at team level is more as compared to individual and organisational level.8 3.91 2 Team learning 4.17 On X axis: X value represents the dimension of learning On Y axis: Y value represents the mean of scores.1 4 3. .4 4.NO DIMENSION LPG-OPS 1 Individual learning 3.3 4.33 3 Organizational Learning 4.33 Axis Title Organisational learning 3 4.2 4.9 3.LPG-OPS DEPARTMENT SR.7 Individual learning LPG OPS 1 3.

2 4.OVERALL LEARNING IN ALL DEPARTMENTS DIMENSIONS MARKETING LPG-OPS OVERALL LEARNING 4.45 4.44 LPG-OPS 4.44 4.25 4.35 4.05 4 3. ON Y Axis: ‗Y‘ value represents the mean of scores of all the dimensions.95 Axis Title MARKETING 4.3 4. From the above chart we can see that the level of learning in marketing department is maximum as compared to LPG-OPS department.14 OVERALL LEARNING OF ALL DEPARTMENT TOTAL SCORE ON X Axis: ‗X‘ value represents two departments.5 4.4 4.14 OVERALL LEARNING OF ALL DEPARTMENT TOTAL SCORE 4.15 4.1 4. .

.  Gathering and analysis of information.  The Dimensions of the Learning Organization Questionnaire (DLOQ) could not show highs and lows over time.  Working with a group and learning how to accept the ideas and views of your co-worker. It just gave a snapshot of perceptions of change at the time the instrument was taken.  Learning the analysis of the data and other aspects of the project.  The importance of survey and the data so collected.  Since the questionnaire had already been formulated. LEARNING EXPERIENCE OF THE PROJECT  Understanding of the functioning of a Public Sector Unit (PSU) and some of its departments. there was very little scope for innovating and making changes in the existing questionnaire. Its effective usage to get results that are closer to truth.LIMITATIONS OF STUDY  100% accuracy cannot be guaranteed in the DLOQ because the respondents‘ perception at the time they filled the questionnaire could have been affected by any recent negative/ positive happening.

 Innovation Culture needs to be fostered by use of technology through intranet.  As training need identification has a good scope for future improvement more emphasis should be given to it. .  Along with intranet of the organization.SUGGESTIONS  Job rotations & transfers should be planned well in advance to give more time for knowledge transfer.  E-learning should be done on a larger scale.  Rewards & Recognitionmonetary or otherwise should be given through a public forum and made visible to all. . The inspection observations of 1 plant should be shared with the other 4 plants so that the same inspection observation does not get repeated.by encouraging suggestions schemes and innovative ideas and building action teams to implement the ideas. This can be taken care of in the form of regular updates. Only random sampling should be used rather than convenience sampling as it is more representative of the population. that is. internet could be use to administer countrywide survey within organization. to boost the level of learning of its employees. there are 5 plants at State Office. the intranet is under-utilized as it is not updated regularly. However. For instance. Large sample size should be used so as to get effective results.Learning should be formally shared. the intranet. discussion forums etc.  IOCL has a very powerful tool.  Trainings should be conducted on business etiquettes and communication with international customers (cross cultural orientation).

people 2 identify skills they need for future work tasks. In my organization. STRONGLY DISAGREE DISAGREE SOMETIMES DISAGREE SOMETIMES AGREE AGREE STRONGLY AGREE INDIVIDUAL LEVEL In my organization. IOCL will be able to assess the strengths of the organization. NO. 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. From this data. . 3 In my organization. people 5 are given time to support learning. people openly discuss 1 1 2 3 4 5 6 mistakes in order to learn from them. NAME : REGION:GRADE: AGE: GENDER: DATE: Yrs OF SERVICE: SR. 6 In my organization. In my organization. After the aggregate data is analyzed.PROFORMA ANNEXURE-I DIMENSIONS OF LEARNING ORGANISATION QUESTIONNAIRE This questionnaire is designed to assess the level of learning in Indian Oil. In my organization. people help each other learn. people view problems in their work as an opportunity to learn. people 4 can get money and other resources to support their learning.

people 13 spend time building trust with each other. In my organization. people 9 listen to others' views before speaking. teams/groups revise their . people are rewarded for learning. TEAM LEVEL In my organization. In my organization. In my organization. In my organization. In my organization. regardless of rank. 1 teams/groups have the freedom to adapt their goals as needed. 11 whenever people state their view. culture. they also ask what others think. In my organization. 3 teams/groups focus both on the group's task and on how well the group is working 4 In my organization. people 12 treat each other with respect.7 In my organization. people 10 are encouraged to ask "why" regardless of rank. In my organization. people 8 give open and honest feedback to each other. teams/groups treat members 2 as equals. In my organization. or other differences.

My organization creates 4 opportunity to measure gap between current and expected performance. My organization maintains an 3 up-to-date data base of employee skills. In my organization. My organization measures the 6 results of the time and resources spent on training. In my organization. teams/groups are confident 6 that the organization will act on their recommendations. My organization enables 2 people to get needed information at any time quickly and easily. My organization makes its 5 lessons learned available to all employees.thinking as a result of group discussions or information collected. or town hall/open meetings. 5 teams/groups are rewarded for their achievements as a team/group. ORGANISATIONAL LEVEL My organization uses twoway communication on a 1 regular basis. . such as suggestion systems. electronic bulletin boards.

My organization builds 12 alignment of vision across different levels and workgroups. My organization supports 11 employees who take calculated risks. My organization gives people 10 control over the resources they need to accomplish their work. My organization helps 13 employees balance work and family. My organization invites 9 people to contribute to the organization's vision. My organization considers the 16 impact of decisions on employee morale.7 My organization recognizes people for taking initiative. My organization encourages 15 everyone to bring the customers' views into the decision making process. My organization gives people 8 choices in their work assignment. My organization works 17 together with the outside community to meet mutual needs. My organization encourages 14 people to think from a global perspective. . My organization encourages 18 people to get answers from across the organization when solving problems.

In my organization.In my organization. and organizational directions. In my organization. leaders 19 generally support requests for learning opportunities and training. leaders 23 continually look for opportunities to learn. leaders 21 empower others to help carry out the organization's vision. In my organization. In my organization. industry trends. leaders 24 ensure that the organization's actions are consistent with its values. leaders share up to date information 20 with employees about competitors. leaders 22 mentor and coach those they lead. . In my organization.

people are encouraged to ask "why" regardless of rank. In my organization. people identify skills they need for future work tasks.68 4.00 4. In my organization.9 3. In my organization. they also ask what others think. In my organization. people give open and honest feedback to each other. people are rewarded for learning.NO QUESTIONS MARKETING LPG-OPS INDIVIDUAL LEVEL 1 In my organization.89 4.9 3. In my organization.65 3 4 4.13 3.95 4.50 5. people help each other learn.93 7 8 4. In my organization.03 3.25 2 4.08 11 4.79 3.71 3.62 3. people are given time to support learning. In my organization.25 3. In my organization.48 4. whenever people state their view.73 9 10 5. people treat 3. people openly discuss mistakes in order to learn from them. people listen to others' views before speaking.8 3.68 12 .20 5 6 4. people view problems in their work as an opportunity to learn. In my organization. people can get money and other resources to support their learning. In my organization. In my organization.TABLE OF DETAILED SCORE ANNEXURE-II QUESTIONS SR.00 4.14 4.

00 4.49 4. teams/groups treat members as equals. In my organization. 4. In my organization. teams/groups focus both on the group's task and on how well the group is working.38 2 4. people spend time building trust with each other.47 4.85 3 4. teams/groups are rewarded for their achievements as a team/group.76 4. culture. In my organization.61 4. My organization maintains an up-to-date data base of employee skills. such as suggestion systems. In my organization.70 .78 ORGANISATIONAL LEVEL 1 My organization uses two-way communication on a regular basis.27 3. TEAM LEVEL 1 In my organization.25 3. teams/groups have the freedom to adapt their goals as needed. or other differences.59 5.88 5 4.each other with respect. 13 In my organization.50 4.10 4 4.34 4.00 2 4.78 3 4. In my organization. or town hall/open meetings. electronic bulletin boards. teams/groups revise their thinking as a result of group discussions or information collected. My organization enables people to get needed information at any time quickly and easily. 4. teams/groups are confident that the organization will act on their recommendations.84 3.38 6 4. regardless of rank.

81 4.00 3.63 3.07 3.38 6 4. My organization supports employees who take calculated risks. My organization encourages people to think from a global perspective.63 3.40 3.93 13 4.4 My organization creates opportunity to measure gap between current and expected performance.53 4. My organization considers the impact of decisions on employee morale.23 4.63 .43 16 4. My organization recognizes people for taking initiative. My organization makes its lessons learned available to all employees.73 15 4.65 10 4. My organization measures the results of the time and resources spent on training. My organization invites people to contribute to the organization's vision. My organization builds alignment of vision across different levels and workgroups.83 5 4.86 4.77 7 8 9 4.32 4.14 3.75 14 4.08 12 4.61 4. 4.76 4.46 3. My organization helps employees balance work and family. My organization gives people control over the resources they need to accomplish their work.83 3. My organization encourages everyone to bring the customers' views into the decision making process.43 11 3. My organization gives people choices in their work assignment.

leaders mentor and coach those they lead. leaders generally support requests for learning opportunities and training.68 4. leaders empower others to help carry out the organization's vision. My organization encourages people to get answers from across the organization when solving problems.20 23 4.38 19 4. In my organization.63 21 4. In my organization. leaders ensure that the organization's actions are consistent with its values.50 22 4. leaders share up to date information with employees about competitors. In my organization.45 4. 4.25 18 4. In my organization.22 4.20 24 4.17 My organization works together with the outside community to meet mutual needs. 4.48 4. industry trends.34 4.40 20 In my organization.50 4. In my organization. leaders continually look for opportunities to learn.28 . and organizational directions.48 4.40 4.

DIFFERENCES BETWEEN THE MEAN OF THE DEPARTMENT
ANNEXURE-III

SR.NO

QUESTIONS

MARKETING

LPG-OPS

MARKETING – LPG-OPS

INDIVIDUAL TEAM 1 In my organization, people openly discuss mistakes in order to learn from them. In my organization, people identify skills they need for future work tasks.

3.79

3.25

0.54

2

4.71

3.65

1.06

3 4

In my organization, people help each other learn. In my organization, people can get money and other resources to support their learning. In my organization, people are given time to support learning. In my organization, people view problems in their work as an opportunity to learn. In my organization, people are rewarded for learning.

4.48

4.50

-0.02

5.00

4.20

0.8

5

4.8

3.95

0.85

6

4.25

3.93

0.32

7

0.76 4.89 4.13

8

In my organization, people give open and honest feedback to each other. In my organization, people listen to others' views

3.9

3.73

0.17

9

5.14

4.03

1.11

before speaking. 10 In my organization, people are encouraged to ask "why" regardless of rank. In my organization, whenever people state their view, they also ask what others think. In my organization, people treat each other with respect. In my organization, people spend time building trust with each other. 3.62 3.08

0.54

11

4.00

3.68

0.32

12

4.9

4.68

0.22

13

4.47

4.00

0.47

TEAM LEVEL 1 In my organization, teams/groups have the freedom to adapt their goals as needed. In my organization, teams/groups treat members as equals, regardless of rank, culture, or other differences. In my organization, teams/groups focus both on the group's task and on how well the group is working. In my organization, teams/groups revise their thinking as a result of group discussions or information collected. In my organization, teams/groups are rewarded for their achievements as a team/group.

4.59

5.00

-0.41

2

4.34

4.85

-0.51

3

4.49

4.10

0.39

4

4.27

3.88

0.39

5

4.61

4.38

0.23

6

In my organization, teams/groups are confident that the organization will act on their recommendations.

4.25

3.78

0.47

ORGANISATIONAL LEVEL 1 My organization uses twoway communication on a regular basis, such as suggestion systems, electronic bulletin boards, or town hall/open meetings. My organization enables people to get needed information at any time quickly and easily.

4.76

4.38

0.38

2

1.06 4.84 3.78

3.

My organization maintains an up-to-date data base of employee skills. My organization creates opportunity to measure gap between current and expected performance. My organization makes its lessons learned available to all employees. My organization measures the results of the time and resources spent on training.

4.50

4.70

-0.2

4.

4.40

3.83

0.57

5

4.81

4.38

0.43

6

4.83

3.77

1.06

7

My organization recognizes people for taking initiative. My organization gives people choices in their work assignment.

4.73

4.63

0.1

8

3.86

3.23

0.63

9

My organization invites people to contribute to the organization's vision. My organization gives people control over the resources they need to accomplish their work. My organization supports employees who take calculated risks. My organization builds alignment of vision across different levels and workgroups. My organization helps employees balance work and family. My organization encourages people to think from a global perspective. My organization encourages everyone to bring the customers' views into the decision making process. My organization considers the impact of decisions on employee morale. My organization works together with the outside community to meet mutual needs. My organization encourages people to get answers from across the organization when solving problems.

4.32

4.65

-0.33

10

4.53

4.43

0.1

11

3.76

4.08

-0.32

12

4.14

3.93

0.21

13

4.07

3.75

0.32

14

4.46

3.73

0.73

15

4.61

4.43

0.18

16

4.00

3.63

0.37

17

4.45

4.25

0.2

18

4.34

4.38

-0.04

In my organization.28 23 4.22 4.40 4. 4.63 -0.40 0.20 0.19 In my organization. In my organization. leaders mentor and coach those they lead.50 4. leaders continually look for opportunities to learn. and organizational directions.2 24 4.28 22 4.48 4. In my organization. In my organization. leaders generally support requests for learning opportunities and training. leaders share up to date information with employees about competitors. In my organization.20 0.22 .15 21 4.28 0.48 4. leaders ensure that the organization's actions are consistent with its values. industry trends.68 4. leaders empower others to help carry out the organization's vision.50 -0.28 20 4.

by Peter Senge. The Fifth Discipline. http://en.by Peter Senge.iocl.com 2. 2.wikipedia. The Fifth Discipline Fieldbook.BIBLIOGRAPHY BOOKS 1. www. WEBSITES 1.org/wiki/Learning_organisation .