Evolving comprehensive HR Policy in Oil Industry

Presented by:

V C Agrawal

Director (HR), IndianOil

Contents

• Context

• Defining the problem

• Recommendations

Context• Higher rate of economic growth particularly

during Xth plan and also likely to continue

• Economic reforms initiated in early 90s leading to deregulation of Petroleum sector

• In addition to competition in business, deregulation has resulted in to competition for talent

• Spurt in E&P and construction activities

In India

Outside India

Defining the problemEntry level talent• Demand / supply gap

– Quantity with quality

• Diversion of domain specific talent to general areas

– Lack of appreciation of challenge and growth opportunities in petroleum sector

– Perception of tougher work-life w.r.t. service / software sector

– Comparatively better locations available in service/ software sector

– Perceived higher attractiveness of other sectors like IT, telecom, retail, banking etc

Defining the problem

Experienced Professionals

• Extremely difficult for PSUs to acquire due to

lack of availability and compensation package

• Pull from overseas job opportunities

– Critical skills command for higher compensation

outside India

– Significant shortage globally and Middle East and

Russia in particular

Defining the problem

Productive deployment

• Under utilization of talent

– Specialists vs generalists

• Lack of initiative/ investment in development

of talent

• Lack of sensitivity towards individual’s needs

– Generation gap

– Changing lifestyle

– Work-life balance

Defining the problem

Retention

• Retention of mid career talent will be a

sever challenge

• NOCs in particular are highly vulnerable

Defining the problem

Compensation

• Lack of differentiation

– for performance

– amongst various functions

– amongst various sectors

– between levels

• Mindset shift from

• Field job to white-collar desk job

• Job security to instant money

• Long term career development to short term rises

• Intangible and ‘when it happens’ benefits like medical benefits etc offered by public sector have lost their attractiveness.

• IT, ITes and MNC jobs more lucrative.

• Negative vibes against PSU/ Govt. jobs at the leading campuses.

Defining the problem

Issues to ponder for Talent Acquisition

• Do all our job profiles are technical in nature?

• Do we need only high caliber people like Engineers and MBAs and CAs?

• Can we afford to commit same career path to all?

• Is not it time to look at the bottom of the pyramid to consider less qualified but resilient people?

• Can we consider general graduates for more mundane jobs?

• Can we differentiate the career path of the people taken at same entry level?

Attracting Talent At Entry level

• Time to look beyond “Professional Only” policy

• Open and Campus Recruitment to leverage

available best talent from market

• More emphasis on nascent talent and

employability rather than educational brilliance

Recommendations

Attracting Talent At Entry level (cont.)

• Recruitment has emerged as an area of

relationship management (with educational

institutes)

• Giving support to the institutes for content

development, project works etc.

• Campus connect (employer branding) exercise

to highlight attractiveness of oil sector and the

company. Need to make students more aware

of the sector and its potential as an employer

Recommendations

On-boarding and Mentoring

• The first impression forms the lasting impression. Hence on-boarding process for the new recruits requires to be in place

• Important to manage the transition from academic world to professional world – from certainties to uncertainties. Hand holding his important

• Mentoring process to be institutionalized

Recommendations

Understanding changing expectation

of employees

• Survey amongst new recruits

• Organisational Climate/ Employee

Engagement surveys at regular interval

Recommendations

Managing Employee Expectations and

Delight

• Progressive discrimination between performers

and non performers

• Re-engineering of compensation package

• Employee self-service

• Grievance redressal

Recommendations

Developing bench-strength for critical

positions

• Identification of 2 successors against each

critical position

• Working out developmental needs for

identified individuals

• Bridging knowledge/ skill gap

Recommendations

Let us work together to:

Attract the good

Retain the better

Advance the best

Recommendations