10 Introduction

This chapter gives an overview about ONGC Ltd. It also covers aspects like history,
achievements, global ranking and HR at ONGC.

This Chapter also includes the definition of Competency Mapping, the process and steps of
competency mapping and its applications in the HR.

1.1 Introduction to ONGC Groups of Company

History of ONGC

After 1990

The liberalized economic policy, adopted by the Government of India in July 1991, sought to
deregulate and de-license the core sectors (including petroleum sector) with partial
disinvestments of government equity in Public Sector Undertakings and other measures. As a
consequence thereof, ONGC was re-organized as a limited Company under the Company's
Act, 1956 in February 1994.

During March 1999, ONGC, Indian Oil Corporation (IOC) - a downstream giant and Gas
Authority of India Limited (GAIL) - the only gas marketing company, agreed to have cross
holding in each other's stock. Consequent to this the Government sold off 10 per cent of its
share holding in ONGC to IOC and 2.5 per cent to GAIL. With this, the Government holding
in ONGC came down to 84.11 percent.

In the year 2002-03, after taking over MRPL from the A V Birla Group, ONGC diversified
into the downstream sector. ONGC will soon be entering into the retailing business. ONGC
has also entered the global field through its subsidiary, ONGC Videsh Ltd. (OVL). ONGC
has made major investments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbon
revenue from its investment in Vietnam.

ONGC’s Global Ranking

ONGC ranks as the Numero Uno Oil & Gas Exploration & Production (E&P) Company in
the world, as per Platts 250 Global Energy Companies List for the year 2008 based on assets,
revenues, profits and return on invested capital (ROIC). ONGC also ranks 20th among the
Global publicly-listed Energy companies as per ‘PFC Energy 50” (Jan 2008). It is the only
Company from India in the Fortune Magazine’s list of the World’s Most Admired Companies
2007.
Along with that it also occupies 152nd rank in “Forbes Global 2000” 2009 list (up 46 notches
than last year) of the elite companies across the world; based on sales, profits, assets and
market valuation during the last fiscal. In terms of profits, ONGC maintains its top rank from
India. ONGC ranked 335th position as per Fortune Global 500 - 2008 list; up from 369th
1
rank last year, based on revenues, profits, assets and shareholder’s equity. ONGC maintains
top rank in terms of profits among seven companies from India in the list.

ONGC Represents India’s Energy Security:

ONGC has single-handedly scripted India’s hydrocarbon saga by:

➢ Establishing 6.61 billion tonnes of In-place hydrocarbon reserves with more than 300
discoveries of oil and gas; in fact, 6 out of the 7 producing basins have been
discovered by ONGC: out of these In-place hydrocarbons in domestic acreages,
Ultimate Reserves are 2.36 Billion Metric tonnes (BMT) of Oil Plus Oil Equivalent
Gas (O+OEG).
➢ Cumulatively producing 788.273 Million Metric Tonnes (MMT) of crude and 463
Billion Cubic Meters (BCM) of Natural Gas, from 111 fields.
➢ ONGC has bagged 85 of the 162 Blocks (more than 50%) awarded in the 6 rounds of
bidding, under the New Exploration Licensing Policy (NELP) of the Indian
Government.
➢ ONGC’s wholly-owned subsidiary ONGC Videsh Ltd. (OVL) is the biggest Indian
multinational, with 44 Oil & Gas projects (7 of them producing) in 18 countries, i.e.
Vietnam, Sudan, Russia, Iraq, Iran, Myanmar, Libya, Cuba, Colombia, Nigeria,
Nigeria Sao Tome JDZ, Egypt, Brazil, Congo, Turkmenistan, Syria, Venezuela and
United Kingdom. OVL has a committed overseas investment of over 5 billion US
dollars.

ONGC is the only fully–integrated petroleum company in India, operating along the entire
hydrocarbon value chain; holds largest share of hydrocarbon acreages in India. It contributes
over 80 per cent of Indian’s oil and gas production and about one tenth of Indian refining
capacity. ONGC created a record of sorts by turning Mangalore Refinery and Petrochemicals
Limited around from being a stretcher case for referral to BIFR to the BSE Top 30, within a
year.

ONGC Videsh Ltd.

➢ ONGC’s overseas arm ONGC Videsh Limited (OVL), continued to maintain robust
growth during 2007-08. It acquired 11 E&P Projects in 6 countries during the year.
➢ ONGC Videsh Ltd. (OVL) signed a joint venture agreement with Petroleous de
Venezuela SA (PDVSA) on 8th April, 2008 at Caracus to take 40% stake in the San
Cristobal oilfield located in Orinoco Heavy Oil belt of Venezuela; PdVSA will hold
the remaining 60% stake.
➢ The agreement was signed by Mr. R.s. Butola, MD, OVL and Mr. Eleogao Del Pino,
MD, PdVSA during the visit of Mr. Murali Deora, Hon’ble Minister of P&NG, GOI.
Under the agreement OVL and PdVSA will develop the field from its current
production level of 20,000 bbl/d to 40,000 bbl/d.

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 ➢ The company now has participation in 44 projects in 18 countries. Of the projects
acquired, NEMED Block in Egypt offshore is under appraisal phase; Blocks AD-2,
AD-3 and AD-9 in Myanmar offshore; Blocks RC-8, RC-9 and RC-10 in Colombia
offshore; Blocks ES-M-470 and SM-1413 in Brazil offshore; MTPN Block in Congo
offshore and Block 11-12 in Turkmenistan offshore are under exploration phase. The
Turkmenistan Block is held through ONGC Mittal Energy Limited (OMEL), a joint
venture of OVL and Mittal Investment Sarl.
➢ Out of 44 Projects, OVL is operator in 18 projects and joint operator in 2 projects in
11 countries. OVL is currently producing oil and gas from Greater Nile Oil Project
and Block 5A in Sudan, Block 6.1 in Vietnam, Al Furat Project in Syria, Sakhalin-I
Project in Russia and Mansarovar Energy Project in Colombia. Block BC-10 in Brazil
is currently under development with production expected to being in 2009-10, Block
A-1 and A-3 in Myanmar, North Ramadan Block and NEMED in Egypt and Farsi
Offshore Block in Iran have discoveries and appraisal work is being carried out. The
remaining projects are in exploration phase.
➢ OVL’s share of production of oil and oil-equivalent gas (O+OEG), together with its
wholly owned subsidiaries ONGC Nile Ganga B.V. and ONGC Amazon Alaknanda
Limited, increase from 7.95 MMTOE to 8.80 MMTONE, up 10.7%. Consolidated
gross revenue of OVL increased from Rs.118,610 million to Rs.169,540 million, up
42.93% and consolidated net profit from Rs.16,633 million to Rs.23,971 million, up
44.12%.
➢ ONGC’s strategic objective of sourcing 20 million tonnes of equity oil abroad per
year is likely to be fulfilled well before 2020.

Strategic Vision: 2001-2020

To focus on core business of E&P, ONGC has set strategic objectives of:
➢ Doubling reserves (i.e. accreting 6 billion tonnes of O+OEG).
➢ Improving average recovery from 28 per cent to 40 per cent.
➢ Tie-up 20 MMTPA of equity Hydrocarbon from abroad.
The focus of management will be to monetise the assets as well as to assetise the money.

Road Ahead:

ONGC looks forward to become an integrated energy provider, with:

➢ New Discoveries and fast track development.
➢ Equity Oil from Abroad
➢ Downstream Value Additions & Forward Integration.
➢ Leveraging state-of-the art technology and global best practices.
➢ New Sources of Energy.
➢ Production from small and marginal fields

Vision & Mission of ONGC

3
To be a world-class Oil and Gas Company integrated in energy business with dominant
Indian leadership and global presence.

World Class

• Dedicated to excellence by leveraging competitive advantages in R&D and

technology with involved people.
• Imbibe high standards of business ethics and organizational values.
• Abiding commitment to safety, health and environment to enrich quality of
community life.
• Foster a culture of trust, openness and mutual concern to make working a stimulating
and challenging experience for our people.
• Strive for customer delight through quality products and services.

Integrated In Energy Business

• Focus on domestic and international oil and gas exploration and production business
opportunities.
• Provide value linkages in other sectors of energy business.
• Create growth opportunities and maximize shareholder value.

HR AT ONGC

HR Vision

"To build and nurture a world class Human capital for leadership in energy business".

HR Mission

"To adopt and continuously innovate best-in-class HR practices to support business leaders
through engaged empowered and enthused employees".

HR Objectives

• Enrich and sustain the culture of integrity, belongingness, teamwork, accountability

and innovation.
• Attract, nurture, engage and retain talent for competitive advantage.
• Enhance employee competencies continuously.
• Build a joyous work place.
• Promote high performance work systems.
• Upgrade and innovate HR practices, systems and procedures to global benchmarks.
• Promote work life balance.

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 • Measure and Audit HR performance.
• Promote work life balance. Integrate the employee family into the organizational
fabric.
• Inculcate a sense of Corporate Social responsibilities among employees.

Measuring HR Performance

HR Parameters have been incorporated in the MOU by ONGC since 1994-95, to

systematically and scientifically evaluate effectiveness of HR Systems, which enables and
facilitates time bound initiatives.

HR Parameters of MOU for 2009 – 2010

• Mentoring and coaching

• HR Audit
• Engagement Survey
• Continuous professional education credit course for finance executives of ONGC.

A Motivated team

HR policies at ONGC revolve around the basic tenet of creating a highly motivated, vibrant
& self-driven team. The Company cares for each & every employee and has in-built systems
to recognize & reward them periodically. Motivation plays an important role in HR
Development. In order to keep its employees motivated the company has incorporated
schemes such as Reward and Recognition Scheme, Grievance Handling Scheme and
Suggestion Scheme.

Incentive Schemes to Enhance Productivity

• Productivity Honorarium Scheme

• Job Incentive
• Quarterly Incentive
• Reserve Establishment Honorarium
• Roll out of Succession Planning Model for identified key positions
• Group Incentives for cohesive team working, with a view to enhance productivity

Training & Development

An integral part of ONGC’s employee-centered policies is its thrust on their knowledge up

gradation and development. ONGC Academy, previously known as Institute of Management

5
Development (IMD), which has an ISO 9001 certification, along with 7 other training
institutes, play a key role in keeping our workforce at pace with global standards.

ONGC Academy is the premier nodal agency responsible for developing the human resource
of ONGC. It also focuses on marketing its HRD expertise in the field of Exploration &
Production of Hydrocarbons. ONGC’s Sports Promotion Board, the Apex body, has a
Comprehensive Sports Policy through which top honors in sports at national and international
levels have been achieved.

Transforming the Organization

ONGC has undertaken an organization transformation exercise in which HR has taken a lead
role as a change agent by evolving a communication strategy to ensure involvement and
participation among employees in various work centers. Exclusive workshops and
interactions/brainstorming sessions are organized to facilitate involvement of employees in
this project.

Participative Culture

Policies and policy makers at ONGC have always had the interests of the large and multi-
disciplined workforce at heart and have been aware of the nuances and significance of cordial
Industrial Relations. By enabling workers to participate in management, they are provided
with an Informative, Consultative, Associative and Administrative forum for interactive
participation and for fostering an innovative culture.

In fact, ONGC has been one of the few organizations where this method has been
implemented. It has had a positive impact on the overall operations since it has led to
enhanced efficiency and productivity and reduced wastages and costs.

A Model Corporate Citizen

Respect and dignity are the key values that underline the relationship ONGC has with its
human assets. Conscious about its responsibility to society ONGC has evolved guidelines for
Socio-Economic Development program in areas around its operations all over the country.
• Education
• Health Care and Family Welfare
• Community Development
• Promotion of Sports and Culture
• Calamity Relief
• Development of Infrastructural Facilities
• Development of the Socially & Economically Weaker Sections of Society Benefit and
Welfare.

Corporate Social Responsibility

6
 • ONGC is spearheading the United Nations Global Compact - World's biggest
corporate citizenship initiative to bring Industry, UN bodies, NGOs, Civil societies
and corporate on the same platform.
• During the year, your Company has undertaken various CSR projects at its work
centers and corporate level.

Women Empowerment

Women employees constitute about 5% of ONGC's workforce. Various programs for

empowerment and development, including program on gender sensitization are organized
regularly.

1.2 Introduction to the Competency Mapping

Competency Mapping is a process of identifying key competencies for a company or
institution and the jobs and functions within it. Competency mapping is important and is an
essential exercise. Every well managed firm should: have well defined roles and list of
competencies required to perform each role effectively. Such list should be used for
recruitment, performance management, promotions, placement and training needs
identification.

The competency framework serves as the bedrock for all HR applications. As a result of
competency mapping, all the HR processes like talent induction, management development,
appraisals and training yield much better results.

History of Competencies

A team of Educationists lead by Benjamin Bloom in the USA in mid fifties laid the
foundation for identifying educational objectives and there by defining the knowledge
attitudes and skills needed to be developed in education. The task force lead by Bloom took
several years to make an exhaustive classification of the educational objectives that were
grouped under the cognitive domain.

David McClelland the famous Harvard Psychologist has pioneered the competency
movement across the world. His classic books on "Talent and Society", "Achievement
Motive", "The Achieving Society", "Motivating Economic Achievement" and "Power the
Inner Experience" brought out several new dimensions of the competencies. These
competencies exposed by McClelland dealt with the affective domain in Bloom's
terminology. The turning point for competency movement is the article published in
American Psychologist in 1973 by McClelland titled wherein he presented data that
traditional achievement and intelligence scores may not be able to predict job success and
what is required is to profile the exact competencies required to perform a given job
effectively and measure them using a variety of tests. This article combined with the work
done by Douglas Brey and his associates at AT&T in the US where in they presented
7
evidence that competencies can be accessed through assessment centers and on the job
success can be predicted to some extent by the same has laid foundation for popularization of
the competency movement.

Figure 1 - Competency Components

Competencies: Competency:
Position a new product Uses an understanding of
introduction so that it is market pricing dynamics
clearly differentiated in the market to develop pricing models

Knowledge: Understand market pricing

dynamics

Knowledge
Skills

Competencies

Skill: Set up new

product
introduction
personal
project

Personal m motives: Competency: Meets

Achievement – wants to all commitments in a
do an excellent job timely manner

Competency Mapping Process

The competency mapping process does not fit the one-size-fits all formula. It has to be
specific to the user organization. It is better to develop models that draw from but are not
defined by existing research, using behavioural interview methods so that the organization
creates a model that reflects its own strategy, its own market, its own customers, and the
competencies that bring success in that specific context (including national culture). Start
with small, discrete groups or teams, ideally in two directions-a 'horizontal slice' across the
business that takes in a multi-functional or multi-site group, more or less at the same
organizational level, and a 'vertical slice' taking in one whole department or team from top to
bottom. From that, the organization can learn about the process of competency modeling, and
how potential alternative formats for the models may or may not fit the needs of the business.

It is important to focus on one or two key areas of implementation rather than the whole HRD
agenda in one scoop. So if recruitment and selection or performance management is the key
strategic needs of the business, and where the pain is being felt, then start there. It is
advisable to begin with a 'horizontal' slice of the management or senior-most team as the
benefits will percolate down to the whole organization.
8
Methodology for designing:

The most effective route to employ recognized best-practice internal research methodology
using behavioural event interview (BEI) techniques to selectively sample the target
population (supplemented with expert panels and 'Competency Requirement Questionnaires'
to engage wider population samples) and so build up the models from the data that emerges.
This data should be triangulated against clear top-down input in terms of organizational
strategy and business objectives, and also against external research relevant and analogous to
the organizations situation-not as a driver, but as a reference point. Once the behavioural data
is collected, it should be sorted, categorized and leveled carefully to create models that are
concise and comprehensive, simple and sophisticated. Developing BEI skills within the
organization has the added benefit that once the model is complete, it can be used more
effectively by transferring these skills to selection interviewing, development assessments,
and so on.

International organizations must ensure that the methodology does not screen-out those
competencies that do not match the culturally influenced pre-conceptions of the head office
(wherever it is situated) of what high-performance competencies are. This is a common
error…the Universalist, all-powerful 'global leadership model'.

Competency Model

Competency model is a set of competencies that include the key behaviours required for
excellent performance in a particular role. Competency model development is driven by the
organization’s strategy.

9
Figure2. Competency Model Framework

Vision & Mission

Core capabilities

Stakeholder requirements
Market realities

BUSINESS
STRATEGY

Competency
Requirements

Success Skill
Factors Knowledge
Behaviours Attributes

COMPETENCY
MODEL

Common Steps In Competency Mapping

First: A job analysis is carried out by asking employees to fill in a questionnaire that asks
them to describe what they are doing, and what skills, attitudes and abilities they need to have
to perform it well. There would be a bit that requests them to list down attributes needed to
make it up to the next level, thus making it behavioural as well as skill-based.

Second: Having discovered the similarities in the questionnaires, a competency-based job

description is crafted and presented to the personnel department for their agreement and
additions if any.

Third: Having agreed on the job requirements and the skills and attitudes needed to progress
within it and become more productive; one starts mapping the capability of the employees to
the benchmarks. There are several index points within the responsibility level. An almost (but
not quite) arbitrary level of attainment is noted against each benchmark indicating the areas
where the assesse is in terms of personal development and achievement.

These give an adept HR manager a fairly good picture of the employee to see whether he (or
she) needs to perform better or to move up a notch on the scale. Once the employee `tops'
every indicator at his level, he moves on to the next and begins there at the bottom - in short,
he is promoted.

This reasonably simple though initially (the first year only) tedious method helps everybody
to know what the real state of preparedness of an organization to handle new business (or its
old one) because it has a clear picture of every incumbent in the organization. It helps in
10
determining the training and development needs and importantly it helps to encourage the
best and develop the rest. A win-win situation for everyone.

Areas Of Implementation

The main need for identifying and mapping competencies is for individuals who may be
pursuing full-time employment with an organization. However, the need for mapping of
competencies also extends to independent contractors seeking project work with those
organizations that broker their services. Take the example of The Fulcrum Network, an
organizational development consulting brokerage organization. Fulcrum recently released a
manual entitled “How to Hire the Right Consultant,” in which it identified 18 factors that can
be used to evaluate consultants.

Recruitment and selection

Choosing the right people to join and progress in an organization. Competencies can be used
to construct a template for using in recruitment and selection. Information on the level of a
competency required for effective performance would be used to determine the competency
levels that new hires should possess.

Training and Development

Identifying gaps and helping employees develop in the right direction. Knowing the
competency profile for a position allows individuals to compare their own competencies to
those required by the position or the career path. Training or development plans could focus
on those competencies needing improvement.

Career and succession planning

Assessing employee’s readiness or potential to take on new challenges. Determining a person

job fit can be based on matching the competency profile of an individual to the set of
competencies required for excellence within a profession. Individuals would know the

11
competencies required for a particular position and therefore would have an opportunity to
decide if they have the potential to pursue that position.

Rewards and Recognition

Competency based pay is compensation for individual characteristics for skills and
competencies over and above the pay a job or organizational role itself commands. Individual
characteristics that merit higher pay may come in the form of competencies (experience,
initiative, loyalty and memory portability).

Rewarding employees for their ability to make the best use of their skills and competencies in
accordance with the organization’s needs was the logic behind this once popular HR tool.

Performance Management System

Competencies are critical behaviors demonstrated on the job and, as such, are often included
as part of performance management. Performance management is about achieving results in a
manner that is consistent with organizational expectations and desired behaviors.
Competencies provide expectations for “how” the job is performed, not just “what” gets
done. Assessing competencies as a part of performance management is an important means of
assisting employees in understanding performance expectations and enhancing competencies
on-the-job. Most departments have their own performance management systems.
Competencies may play an important role in these systems.

12
20 Introduction
There have been many projects and articles done on competency mapping throughout the
globe. Various studies have been conducted in India also. This chapter presents some of these
in brief.

2.1. Dubois, David D., 2004 - Competency-based human resource management: This
book describes how to reinvent the HR department so that job competencies--rather than job
descriptions--become the foundation for all HR efforts. By isolating and focusing on the key
competencies that distinguish top performers, HR departments can unleash the power of
exemplary performers across all job categories and see significant gains in productivity. It
shows organizations how to make the transition from a work-based environment to a
competency-based foundation. It includes planning tools, checklists, worksheets, and other
practical aids that guide HR professionals as they transform their organizations into world-
class performers.

2.2. Ganesh Shermon, Competency Based HRM: This is an exhaustive reference for
building organizational competency in order to meet challenges that exist in the present day
work environment. This book, written by an eminent human resources specialist, contains
very valuable material on competency, the competency mapping process, assessment centres
as well as behavioural descriptions. It is a treasure chest of templates for assessments,
interview questionnaires, metrics and more importantly, concepts, that explain to a
professional the know-how to integrate various HRM activities with a competency based
system. The starting point of this book is that a competency development initiative must flow
from the core business competencies. Thereby what is required is identification of people
competencies and an understanding of the critical success factors that differentiate the
organization from its competition. The strategic goals of the organization and consequently
its competencies have to align with people competencies. For effective articulation or
implementation of strategy, competencies from a crucial linking pin as it binds business
objectives with that of people objectives. This book provides an exhaustive guidance to the
leaders in the organization – including the CEOs, HR managers, senior members of the sales,
production, and service team to create an excellent organization. It elaborates the processes
through specified time lines as to what’s to be done. As we move from the direct transfer of a
specific skill or knowledge to a more complex set of processes, content, behaviors or
procedures, learners require greater guidance in determining what training is appropriate for
them at any given time. Navigating this more complex learning environment requires a solid
competency model that clearly describes the important areas of performance for a job role,
provides a basis for assessing current performance levels, and ties neatly to HR processes,
training and learning opportunities. All this and more is present in the book.

2.3. A Competency Development Guidebook: This is e-book produced by

www.exploreHR.org gives a brief description about the research background upon which the
concept of competence was originally invented and developed. Another section provides a
general understanding of competency concepts. Several issues that are addressed are:
13
definition and elements of competency; types of competency and competency model
framework. The final section gives a detailed activity for each step in developing competency
catalogue and competency profile.

2.4 Seema Sanghi, The Handbook of Competency Mapping: The Handbook of

Competency Mapping presents the reader with a definitive roadmap to understanding,
designing and implementing competency models in organizations. Assuming no prior
knowledge, this book introduces the reader to various fundamental issues concerning
competencies. Seema Sanghi also provides various competency models which encompass all
the HR and business activities. This topical book on an area of crucial importance advocates
an alternative framework to the conventional wisdom about selecting and managing people.
Challenging established norms of recruitment and selection, the author presents a people-
centric approach to achieving goals and profits.

2.5 Competency Management – A Practitioner’s Guide: This book is produced by R.Palan

published on 16 July 2003 has many chapters which clarify the concepts of competency and
gives details of competency implementation approach. This book also provides information
to develop competency models.

2.6 Milind Kotwal, Model And Method For Competency Mapping And Assessment: This
a model produced by Milind Kotwal of Sunrise Management Consulting Services gives a
description of the concepts of competency along with applications of competency mapping
and assessment techniques such as candidate appraisal for recruitment, employee potential
appraisal for promotion. Employee training need identification etc. It also talks about
competency model, competency grading, and process of competency mapping.

2.7 Steve Whiddett and Sarah Hollyforde, The Competencies Handbook: written by.
This is a practical guide to the role competencies play in management today, explaining the
stages of developing a core competency framework. The text examines: how competencies
establish the crucial match between people and the demands of the job, to ensure objective
decisions and form the basis of assessment feedback; using competencies to provide a
benchmark for measuring performance and identifying potential; how to pinpoint
development needs, design appropriate training activities and monitor individual progress;
and the link between pay and performance and how to create meaningful grading structures.

14
30 Introduction
This chapter illustrates the methodology used by the researcher to undertake the project. It
includes the title of the project, need and significance, objectives, variables, hypothesis,
tools used and sample size of the project.

3.1 Title of the project:

Competency based training and development for the executives and incharges of different
sections of the HR department at ONGC.

3.2 Need and Significance:

To identify and analyze the competency levels across various sections in the HR department
of ONGC Ltd. and thereby suggest the appropriate training program which is designed to
enhance the overall performance of the needed employee.

3.3 Objectives:
• To identify the competencies required for each designation of various departments.
• To identify the strengths of individuals in specific areas to effectively employ the
competencies of workers.
• To analyze the combination of strengths in different workers to produce the most
effective teams and the highest quality work.
• To suggest competency based training programs which would be beneficial to the
organisation.

3.4 Variables:
• Knowledge
• Skills
• Abilities

3.5 Hypothesis:

Ho: There is no significant difference between the mean opinions of employees of various
sections in HR department regarding their efficiency on the above variables
/competencies.

Ha: There is significant difference between the mean opinions of employees of various
sections in HR department regarding their efficiency on the above variables
/competencies.

3.6 Tools used for the Study:

Questionnaire

15
3.7 Sample Size:
• A total sample size is 28 employees across five sections within the HR department
was considered.
• Out of total size of 28, 23 are executives and 5 are incharges of the respective
sections.

16