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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

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evolving comprehensive hr policy in oil industry

Evolving comprehensive HR Policy in Oil Industry

Presented by:

V C Agrawal

Director (HR), IndianOil

  • Context
  • Defining the problem
  • Recommendations
  • 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 problem
Defining the problem

Entry 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 problem5
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 problem6
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 problem7
Defining the problem


  • Retention of mid career talent will be a sever challenge
  • NOCs in particular are highly vulnerable
defining the problem8
Defining the problem


  • Lack of differentiation
    • for performance
    • amongst various functions
    • amongst various sectors
    • between levels

Defining the problem

  • 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.

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


  • 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


  • 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


  • Understanding changing expectation of employees
  • Survey amongst new recruits
  • Organisational Climate/ Employee Engagement surveys at regular interval


  • Managing Employee Expectations and Delight
  • Progressive discrimination between performers and non performers
  • Re-engineering of compensation package
  • Employee self-service
  • Grievance redressal


  • 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


Let us work together to:

Attract the good

Retain the better

Advance the best