succession planning - ongc
TRANSCRIPT
Presenter:Asma hamal06-MBA-09
Semester 3rd
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Company profile
Objectives of the study
Need and Relevance of the Study
Succession planning– overview
Succession planning – ONGC ( survey and plan )
HR Initiatives
Recommendations
India’s integrated Global Oil & Gas Corporate deals with exploration, production and refining of crude oil.
ONGC ranks 3rd Oil & Gas Exploration & Production (E&P) Company in the world and 23rd among leading global energy majors as per Platts 250 Global Energy Companies List for the year 2009
ONGC ranks 24th among the Global publicly-listed Energy companies as per ‘PFC Energy 50” (Jan 2008)
Finance Asia 100 list ranks ONGC no 1 among Indian Blue Chips.
ONGC ranked 402nd position as per Fortune Global 500 - 2009 list;, based on revenues, profits, assets and shareholder’s equity.
Received Golden Peacock Global Award for Excellence in Corporate Governance in 2007, a 3rd time
The only Indian company to feature in the World’s Most Admired Companies in ’07 list by Fortune Magazine (May ‘07), 9th position in ‘Mining, Crude Oil Production Industry
Occupies 155th rank in “Forbes Global 2000” list 2010 of the world’s biggest companies for 2010 based on sales, profits, assets and market capitalisation.’
To study the need for succession planning in ONGC.
To recommend a succession plan for the L1 key positions of the ONGC.
To study the HR initiatives to groom the employees .
In the public and private sectors alike, demand for change is the one that is constant.
There is a loud call for leaders who can accommodate change personally and who can initiate and drive broad changes in their organizations.
It is mostly seen that succession planning in the public sector, especially below the presidential level, has not, until recently, received much attention
These demands make sense but raise a troubling issue. It is a serious matter that succession planning in the ONGC has been good but not that systematic.
Help the organisation develop and nurture its human capital.
It will assure a continuing sequence of qualified people to move up and take over the current generation of managers & leaders that retire or move on rather than recruiting from outside.
Identifies HRD in totality i.e., transfer and posting, identify training needs
Thereby fill key positions with people able to carry on & excel.
Focus on leadership continuity and improved knowledge shared.
Increased professional commitment and retention of management positions
Shift from job progression to job expansion.
Succession planning is the process of Identifying & developing suitable team members who are able to replace key positions as and when required.
Individual Plan: A succession plan for a position viewed as unique and/or specialized, for which there is only one incumbent.
Pooled Plan: A succession plan for multiple incumbents in similar positions, for which incumbents and candidates are grouped together.
The leader’s reluctance to take up the succession ‘‘task’’
The assumption that succession issues are beyond the scope of the leader’s work
Confusion about how the succession task should be framed—is it a matter of replacing oneself or of strategic ‘‘positioning?’’ and
Lack of information about how to take up the task—how to plan for succession in the midst of a shifting political environment and given regulatory and political constraints.
Succession planning - ONGC
45.1% agree that there is top management involvement and support in the succession planning of the various positions in ONGC
38.45 % agree and 18.18 % strongly agree with the fact that the succession planning in ONGC is geared towards meeting the unique needs of the organisation
45.10% disagree with the perception that the succession planning in ONGC has been benchmarked with best in class organization
28.65% agree that it is the major focus of top management attention, where as 48% can’t say about it
36.36 % believe that the succession planning is a dedicated responsibility of atleast one high level management employee, and 49.23% people can’t say about it.
37.23% agree that the succession planning is being exetented to all levels rather than being restricted to the L1 only,where as 45.45% can’t say about it .
46.11% executives believe that the succession planning is being carried out systematically in ONGC
54.68 % agree to it that the succession planning in ONGC is being influnced by a comparison of the present performance and future potential
27.27% can’t say about it and 45.45% disagreed that the succession planning in ONGC is influenced by the identification of high level replacement
It is an obligation of the executive to identify and prepare successors, 45.23% can’t say about it and 29.87% disagree with it.
36.85% executives agree that ONGC is providing developmental programs that are designed to accelerate the development of high potential employees, where as 45.11% executives have no knowledge of these programs.
36.45% agree and 36.36% disagree with the fact that ONGC is guided by a philosophy that high-potential employees should be developed while working rather than by being developed primarily through off-the-job experiences
18.23% executives believe that the developmental programs focus on increasing the familiarity of high potential employees, whereas 45.45% can’t say about it.
27.84% executives agree that the succession planning has prompted the organisation to focus developmental programs on the critical questioning of “the way things have always been done”,Whereas 18.185% disagree with it and 36.45% can’t say.
Succession planning – ONGC
A key position is one that exerts critical influence on the organization's activities-strategically, operationally or both.
Key Position CriteriaKey Position Criteria
• Critical Task• Specialized Competency• Organizational Structure• Work Load
At least three ways may be used to do that, namely :
Conducting Job and Task Analysis Identifying Competencies and
Developing a Competency ModelRapid Results Assessment
ASSET MANAGER :
NAME LOCATION ORG.UNIT TEXTDATE OF BIRTH
TIME LEFT IN SERVICE
CHATAR SINGH ANKLESHWAR ANK ASSET 10/1/1950 0 yr
V K JAIN AGARTALA TRI ASSET 2/4/1951 1 yr
AKBAR VAZEERULLAH KARAIKAL KKL ASSET 8/22/1951 1 yr
NANDURU VENKATA SUBRAHMANYAM MUMBAI N&H ASSET 7/5/1951 1 yr
KATURI ANJANEYULU KAKINADA EAS OFF ASSE 6/1/1952 2 yr
APURBA SAHA MUMBAI MH ASSET 7/30/1952 2 yr
PULUGURTA SAMBHU VENKATA RAO NAZIRA ASM ASSET 12/22/1952 2 yr
AFTAB AHMED KHAN RAJAHMUNDRY RJY ASSET 9/2/1952 2 yr
ANIL JOHARI AHMEDABAD AMD ASSET 5/2/1953 3 yr
A K GUPTA MEHSANA MHN AST 4/25/1954 4 yr
PRONIP KUMAR BORTHAKUR MUMBAI B&S ASSET 2/1/1954 4 yr
BASIN MANAGER:
NAME LOCATION ORG.UNIT TEXT DATE OF BIRTH TIME LEFT FOR SERVICE
SATYAJIT CHOUDHURY JORHAT A&AA BASIN 8/7/1950 0 yr
JAGTAR SINGH SEKHON CHENNAI CAU BASIN 6/24/1951 1 yr
VANGALA RANGACHARI CHENNAI KGB CHENNAI 1/14/1952 2 yr
SHAM VYAS RAO MUMBAI WOF BASIN 3/22/1953 3 yr
PREM BALLABH PANDEY BARODA WON BASIN 3/25/1954 4 yr
DP SAHASRABUDHE, KOLKATA MBA BASIN 14/04/1952 2 yr
NARENDRA KUMAR VERMA DEHRADUN FRONT BASIN 1/2/1959 9 yr
Basic Requirements
LEVEL E9 , E8 (short term model )
E7 , E6 (long term model )
QUALIFICATION ( geology , Mechanical, chemical )
DATE OF RETIREMENT 5-10 yr long term model
1-4 yr short term model
skills Yes
There are three main models that companies use to implement succession planning:
Short-term planning or emergency replacements
Long-term planning or managing talent Combination of above plans
NAME LEVEL QUALIFICATION
TIME LEFT FOR RETIREMENT EFF DATE PROM
RAM AVTAR E9M. Sc. ( Chemistry ) 1 year 4/17/2007
LAXMI CHAND JAIN E9 B.E. ( Mechnical ) 2 yr 6/3/2010
V I MATHEW E9B Sc Engg. ( Mechanical ) 4 yr 1/1/1999
SHAILENDRA KUMAR VERMA E8
B.Tech ( Petroleum) 3 year 6/3/2010
Shyamal Bhattacharya E8B.Tech ( Petroleum) 4 year 1/1/2005
PRASANNA KUMAR HAZARIKA E8
PG Diploma ( Petroleum) 1 year 1/1/2001
ASSET MANAGER :
SHORT TERM
BASIN MANAGER :
NAME LEVEL POSITION TEXT QUAL_TEXTTIME LEFT FOR RETIREMENT
EFF DATE PROM
Dr.B.S JOSYULU E8BLOCK MGR - OFFSHORE - KG
Ph.D ( Geo-Physics) 4 yr 1/1/2005
GANTI NARAYANA RAO E7
BLOCK MANAGER G3 - CAUVER
PG Diploma ( PM & IR) 1 yr 1/1/2008
BISWAJIT BASU E7BLOCK MGR - BENGAL PURNEA
Diploma in Petroleum-1 year 1 yr 1/1/2006
GOPALAKRISHNAN KRISHNA PRASAD E7
BLOCK MGR - KERALA KONKAN Ph.D ( Science) 2 yr 1/1/2007
MOHAN MENON E7BLOCK MGR - KG ONLAND
M. Sc. ( Geology ) 2 yr 1/1/2006
VELLAYAN VAIRAVAN E7
BLOCK MGR - MUMBAI OFFSHO M. Sc (Geology) 2 yr 1/1/2007
ASHOK KUMAR TYAGI E7
HEAD FORWARD BASE - AHMED M. Sc (Geology) 3 yr 1/1/2008
SANCHAY KUMAR BISWAS E7
HEAD FORWARD BASE - JODHP
M. Sc. ( Physics ) 3 yr 1/1/2008
JITENDRA PRASAD E7HEAD REGIONAL LABS - CAUV
M. Tech ( Petroleum) 3 yr 1/1/2008
SHASHI SHANKER E7HEAD DEEP WATER - MDT
MBA ( Finance ) 1 yr 1/1/2007
LONG TERM :
ASSET MANAGER :
NAME LEVEL POSITION TEXT QUAL_TEXT
TIME LEFT FOR RETIREMENT
EFF DATE PROM
RADHE SHYAM BIRAM E7sub surface manager - ank
M. Sc. ( Chemistry ) 5 year 1/1/2006
UTPAL BORA E7head well services- assam
B.Tech ( Petroleum) 9 yr 1/1/2008
DEBASIS G. SANYAL E7 head drilling services -B.Tech ( Petroleum) 7 yr 1/1/2008
KOTIPALLI SATYANARAYANA E7 head drilling services - B.E. ( Mechnical ) 5 yr 1/1/2005
SANKARAN GANESAN E6head well services - ankl
B Sc Engg. ( Chemical) 5 yr 1/1/2001
KALLURU RAJENDRA PRASAD E6head well services - eoa
B.Tech ( Chemical ) 8 yr 1/1/2006
SYED MD : KAUSAR HAYAT E6head well services - mba
B Sc Engg. ( Chemical) 6 yr 1/1/2006
K K SWARNAKAR E6head drilling services - B.E. ( Mechnical ) 8 yr 1/1/2006
PANCHANGAM NETAJI SUBHAS CHANDRA BOSE E6 head hse
M. Sc. ( Geophysics ) 7 yr 1/1/2008
DESIGNATION TEXT LEVEL POSITION TEXT QUAL_TEXT
TIME LEFT FOR RETIREMENT
EFF DATE PROM
General Manager ( Geophysics-Surface ) E7
block manager - block i -
M. Sc. ( Physics ) 9 yr 1/1/2007
General Manager ( Geology ) E7head forward base - silc D.Phil (Geology) 7 yr 1/1/2008
Deputy General Manager ( Geophysics-Surface ) E6
block manager - g&v - fb(
M. Sc Tech (Applied Geophysics) 5 yr 1/1/2006
Deputy General Manager ( Geology ) E6
block manager - gnd - fb( M. Sc. ( Geology ) 5 yr 1/1/2008
Deputy General Manager ( Geology ) E6
block manager - hfh - fb( M. Sc. ( Geology ) 5 yr 1/1/2006
Deputy General Manager ( Geology ) E6block manager - vindhyan
S.S.C ( No Specialisation ) 11 yr 1/1/2009
Deputy General Manager ( Geology ) E6block manager g2 - cauver
M. Sc (Applied Geology) 5 yr 1/1/1999
Deputy General Manager ( Geology ) E6head forward base - camba M. Sc. ( Geology ) 6 yr 1/1/2006
Deputy General Manager ( Geology ) E6head forward base - cauve
M. Tech. (Petroleum Exploration) 7 yr 1/1/2006
BASIN MANAGER :
After identifying the gap and the pool of likely candidates an effective training program should be designed for those whose competencies match the requirement. Training for participants in SP&M will be greatly affected by the organization’s communication strategy. I
There are three general ways of offering such training:
•Direct Training•Training Integrated with Other Issues•Training Tied to Career Planning
Assessment Development Centre (ADC) Skill Bank- Creation and maintenance of
skill bank for core E&P activities Online Performance Appraisal system (e-
PAR) Introduction of Business Games Re-employment of ex-ONGCians : Infrastructure for Development of HR :
DEVELOPING STRATEGIC DEVELOPMENT PROGRAM
(SUCCESSION PLAN):
Current management should provide dedicated instructions about guidance skills, knowledge and abilities required for potential employees.
The HR Department & the respective executive team will review & confirm core competencies and take final decision on core competencies for each position.
Develop curriculum of training and development guided by the identified competencies and characteristics for each position.
The employees should be given training & development in the competencies and characteristics needed to function in leadership through participation in a multi- phased program.
Potential employees must commit to continuous learning & demonstrate the ability to work with others, facilitate effectively with limited authority, build consensus and gain results.
– Identify critical management positions
– Identify employees to be selected to participate
– Enrol & prepare sufficient number of employees to meet the future leadership positions to be ready for advancement into each identified position