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Iocl hr

An organization with more than 36,000 employees, Indian Oil Corporation Limited

(IOCL) wanted to create and bild a strong hman resorce management plat!orm

with organization"wide standards that cold scale to spport IOCL#s growth, $alechain integration and port!olio di$ersi!ication strategy and n!asten newer dimensions

li%e career planning, sccession planning, per!ormance management and &mployee

'el! 'er$ices (&'')

IOCL aptly named this proect, as *+ri$ing - .rans!ormation throgh In!ormation

.echnology# .he goal was to se man Capital /anagement -estrctring, which

cold bring the entire corporation on a ni!orm personnel, enterprise and

organizational strctre sing the ni!orm coding strctre and de!initions in 'A -

modle 1hile the goal was ambitios, IOCL had to cross o$er nmeros technical

challenges 2or eample, phased implementation and go"li$e o$er past 40 years

co$ering 4,500 locations o! IOCL made go$ernance o! 'A A modle enterprise and

personnel strctres di!!iclt and non"ni!orm .he basic - master record

de!initions were created at a di$isional le$el instead o! an enterprise"wide standard

Interdi$isional discrepancies led to inaccrate data maintenance, thereby impacting

the data trstworthiness Additionally, IOCL had an I. in!rastrctre consisting o!

mltiple legacy payroll systems and mltiple legacy employee portals

e!ore it cold nderta%e this initiati$e, IOCL also had to complete the tas% o!

con$erting a hge amont o! data It estimated that nearly 5 million data elementsre7ired con$ersion It had to also create an employee master !ile !or abot 36,000

employees and 80,000 separated employees, while simltaneosly %eeping a trac%

!rom hiring till separation It also had to nderta%e a modi!ication o! abot 330,000

employee records (both past and present) IOCL also had to ensre a rnning payroll

!or arond 36000 employees on eisting single instance prodction system withot

a!!ecting the per!ormance and response time

IOCL wanted to design a solid !ondation !or etending !nctionality to inclde

payroll, tra$el, per!ormance management and sccession planning .o implement the

same, initial re7irement was o! re"strctring - data sing the ni!orm codingstrctre and de!initions in 'A - modle !or ni!orm de!initions o! enterprise,

personnel and organizational strctre across all di$isions A total o! 449 processes

related to payroll, time tra$el and claims were harmonized to bring ni!ormity in

bsiness rles, practices and policies across the organization

ost implementation, IOCL has achie$ed hge bene!its in its trans!ormation initiati$e

-otine acti$ities ha$e been redced, while areas o! strategic importance ha$e gained

prominence 2or eample, !rom : percent o! time, e!!ort and cost de$oted to strategy,

IOCL today has been able to raise this to 80 percent .he 'A data accracy le$els are

now at an impressi$e 99; percent Lead time !or reporting has been slashed !rom 3"5

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days to nil today IOCL has also achie$ed redction in - and payroll process cycle

by ;0 percent .his translates to hge manpower sa$ings associated with payroll and

payments

'imilarly, redction in payroll inpts !rom locations has been redced !rom :"; daysto nil today Claim to payment process time has been redced by 90 percent 1ith the

implementation o! ni!ied centralized payroll across Indian Oil, data o! 36,000 pls

employees cold be standardized and harmonized with common de!initions across all

the strctres o! the organization .he !ll - process !rom hiring to retiring o! an

employee can now be captred within the system

Project Head:' -amasamy, &ecti$e +irector, In!ormation 'ystems

Highlights

< 2rom : percent o! time, e!!ort and cost de$oted to strategy, IOCL has been able to

raise this to 80 percent= the !ocs on per!ormance enhancement has been raised !rom

8: to 50 percent

< -edction in - and payroll process cycle by ;0 percent