Evaluating Techniques of Training at

Hindustan Petroleum Corporation Limited.

Submitted by: Sadaf Iqbal

Class: BBA 5th Semester

Enrollment number: A7006410027

Specialization: Human Resources

Under Guidance of:

Ms Garima Chabra Ms Sana Moid

HR Manager Lecturer
HPCL, Lucknow ABS,Lucknow

AMITY BUSINESS SCHOOL

AMITY UNIVERSITY UTTAR PRADESH LUCKNOW

 DECLARATION

I hereby certify that the work which is being presented in the project entitled, Training Evaluation in
Hindustan Petroleum Corporation Ltd., is an authentic record of my own work carried out under the
supervision of Ms. Sana Moid, Lecturer, ABS, Lucknow.

The matter presented in this Project Report has not been submitted by me for the award of any other
degree of this or any other University.

Sadaf Iqbal
 STUDENTS CERTIFICATE

Certified that this report is prepared based on the Dissertation project undertaken by me in Training

Evaluation in Hindustan Petroleum Corporation Ltd. under the able guidance of Ms Sana Moid in

partial fulfillment of the requirement for award of degree of Bachelor of Business Administration (BBA)

2010-13 from Amity University, Uttar Pradesh.

Date.______________

Signature Signature Signature

Sadaf Iqbal Ms Sana Moid Professor V.P. Sahi

Student Faculty Guide Director (ABS)

 FACULTY CERTIFICATE
Forwarded here with a Research Project Report on Evaluating Techniques of Training at HPCL
submitted by Sadaf Iqbal, Enrollment NO.-A7006410027,Student of BBA,Semester-5th (2010-2013).

This project work is partial fulfillment of the requirement for the degree of Bachelor in Business
Administration from Amity University, Lucknow Campus, Uttar Pradesh.

Ms. Sana Moid,

Lecturer,
AMITY BUSINESS SCHOOL,
AMITY UNIVERSITY UTTAR PRADESH,
LUCKNOW CAMPUS, LUCKNOW-226010
UTTAR PRADESH
 ACKNOWLEDGEMENT
I am extremely thankful to employees of HPCL for guiding me at the internship and for sparing time
from their busy schedules.

My sincere gratitude goes to my faculty guide Ms. Sana Moid, Lecturer, ABS. I am highly indebted and
thankful to her for sparing valuable time from her busy schedule in providing me constant guidance and
cooperation for completing this project. Id also like to that Mrs Charu Bisaria , SIP coordinator and
Professor V.P Sahi for their sincere guidance.

I am extremely thankful to our respected faculty members of AMITY BUSINESS SCHOOL for
giving me there whole hearted support, guidance and encouragement to me at every step of this project.
There valuable suggestions and advices have been a constant source of inspiration to me in completing
this project.

I am very keen to express my gratefulness to my friends, family members and classmates for their
tremendous support, contribution and assistance at many steps of this project who made this difficult
task a nice experience.
 TABLE OF CONTENTS

S.No. Topic Pg. No.

1. Executive Summary & Synopsis 8

2. Chapter 1 : Introduction 12-15

1.1 Objectives of the Project 13

1.2 Scope of Study 14

1.3 Background of the study 15

3. Chapter-2 Companys Profile 19-37

2.1 History of the company

2.2 Products & Services

2.3 Competitors

2.4 Balance sheet

4. Chapter 3 : Research Methodology 47-59

3.1 Research Objectives 47

3.2 Research Design 47

3.3 Data Collection 48

3.4 Data Analysis 48-59

5. 61
1. Findings
63
2. Conclusions

65
3. Recommendations
6. Chapter 4 : Results and Discussion 63-65

4.1 Recommendation

4. Conclusion

7. Chapter 5: Annexure 67-75

References and Bibliography

Table of Graph

S.No. PARTICULARS
S.no. Page. No
1 Graph 1 46
2 Graph 2 47
3 Graph 3 48
4 Graph 4 49
5 Graph 5 50
6 Graph 6 51
7 Graph 7 52
8 Graph 8 53
 Summary

This Project is mainly about evaluating techniques of training Sada Aap ke Liye given by HPCL, to
their employees who work at their retail outlet. Questionnaires and Check lists were prepared and a
survey was taken place. Technique undertaken for training evaluation of the workers was kirkpatrick's
four levels of evaluation model which is based on reaction, learning, behaviour and results. Various
retail outlets in Lucknow were covered and the sample size of the survey was 100. Sampling method
used in this survey was convenience sampling.
 Synopsis
The objective of the study is to determine whether the training SAKL which have been given to the
retail outlets dealers and its workers has been effective or not. While evaluating the training, the various
needs of training were analysed. It was evaluated whether the dealers are maintaining their retail outlets
as per instructions or not. The study was held in 10 retail outlets of HPCL in Lucknow. Structured
Questionnaires were prepared for the various workers at the outlet and hence the evaluation of the
training was conducted.
Objective of this Study:

To evaluate the effectiveness of training imparted by HR Department in Hindustan Petroleum

Corporation Limited.

To find out methods to improve the present visibility for internal branding.

To survey various retail outlets (petrol pumps) in Lucknow and see whether the dealers of the
concerned retail outlets are properly following the rules and regulations

To check the effectiveness of the training given to dealers and workers Sadaa Aap Ke Liye.
Chapter 1 : Introduction
 Significance of the present study:

The purpose of evaluation is to determine whether or not the training, SAKL, have achieved the
desired objective.

To monitor whether the performance of the workers in HP retail outlets have improved or not

To determine the forms of future training Programs.

To see whether dealers are maintaining their retail outlets properly.

Scope and Objectives of the Study :
The evaluation of the training SAKL was conducted in Lucknow at various retail outlets. The training was
mainly given to the dealers and workers and it covered areas of communications with the costumers, activities to
be performed by the workers while a costumer comes, management of the retail outlet etc.
The type of training policies used or the type of training given to the employees was mainly On the job training
: like giving Demonstration/ Instructions and conduction lectures/ coaching at work. Due to the fact that the
workers at the retail outlets are not so educated or knowledge, training was conducted in a very easy language
and it also included various fun activities like Role play, dramas, videos from various movie clips etc so that the
workers enjoy it. The main objective of the study was to study the visibility of HR Department in Hindustan
Petroleum Corporation Limited and to find out methods to improve the present visibility for internal
branding.
 Literature Review of the present study

Training and development are integrated elements of Statistics Worlds corporate human resource
strategy. This strategy is supported by four pillars: entry-level recruitment of the best and the brightest;
training for skill building; career broadening to develop versatility and to help nurture future leaders;
and providing a positive work environment that helps to win the commitment of career employees.

As a result of its efforts, the Agency has achieved recognition as a best-practice organization in career
development. Notwithstanding this success, senior management is committed to finding ways to even
further strengthen its management of training and development, as well as to identifying any
opportunities that may exist to enhance employee access to training and development. The objectives of
the study were to assess the overall accessibility of training and development, as well as the extent to
which training and development is managed effectively. The scope of the study included formal
training courses, with particular attention to flagship courses. Language training, computer-based
training and survey specific training were not included. This work was accomplished through extensive
interviews with managers, employees and training professionals as well as through researching of
relevant training information and other documentation. Data gathering and analysis were carried out in
the year 2000.

Findings on Accessibility of Training

Accessibility was examined from several perspectives: group and level, employee opinion survey
findings, employment equity, cost considerations, official languages, availability of information and
required training. While some improvements to the accessibility of training can be made, corporately
the findings indicate that training is generally available. The timeliness of required training for ES
recruits is acceptable, for the most part. However, the proportion of CS recruits receiving required
training in a timely manner has declined, over time. Some clarifications are still required concerning
what constitutes required training and to whom it applies.

Findings on Effective Management

Two components of effective management were examined: planning and support for training and
development; and evaluation tools, methods and practices. In general, the study found that planning and
support for training and development at the corporate level are incorporated into organizational plans
and activities. At the divisional level, however, integrated planning and support is less evident

Although the study did not examine the functionality of the human resources system, Global, and the
sub-system, Global-Orbit, a number of those interviewed raised concerns regarding the completeness
and usefulness of information in the system. Training literature reviewed during the conduct of the
study consistently underlined the importance of using a number of different indicators to formally
evaluate training. These include: participant reaction; learning; behaviour; and results. Participant
reaction is the most commonly used technique within most organizations, and Statistics Canada is no
exception. However, the Agency also carries out evaluation using the other three indicators, although
to a lesser extent.

Different Types of Training

Refresher training: Rapid changes in technology may force companies to go in for this kind of training.
By organizing short term courses which incorporate the latest developments in a particular field the
company may keep its employees up to date and ready to take on merging challenges. It is conducted at
regular intervals by taking the help of outside consultants who specialize in a particular area.

Cross functional training: Cross functional training involves training employees to perform operation in
areas other than their assigned job. There are many approaches to cross functional training. Job rotation
can be used to provide a manager in one functional area with a broader perspective than he would
otherwise have. Departments can exchange personnel for a certain period so that each employee
understands how other departments are functioning. High performing workers can act as peer trainers
and help employees develop skills in another area of operation. Cross functional training provides the
following benefits to an organization (and the workers as well) (1) Workers gain rich experience in
handling diverse jobs; they become more adaptable and versatile (2) they can better engineer their own
career paths (3) they not only know their job well but also understand how others are able to perform
under a different set of constraints (4) A broader perspective increases workers understanding of the
business and reduces the need for supervision (5) when workers can fill in for other workers who are
absent, it is easier to use flexible scheduling which is increasingly in demand as more employees want
to spend more time with their families. Eli Lilly and Company (India) for example encourages cross
functional movements to make the organization equally attractive to both specialists and generalists.

Team training: team training generally covers two areas: content tasks and group processes. Content
tasks specify the teams goal such as cost control and problem solving. Group processes reflect the way
members function as a team for example how they interact with each other, how they sort out
differences, how they participate etc,. Companies are investing heavy amounts, nowadays, in training
new employees to listen to each other and to cooperate. They are using outdoor experiential training
techniques to develop teamwork and team spirit among their employees (such as scaling a mountain,
preparing recipes for colleagues at a restaurant sailing through uncharted waters crossing a jungle etc)
The training basically throws light on (1) how members should communicate with each other (2) how
they have to cooperate and get ahead (3) how they should deal with conflicting situations (4) how they
should find their way using collective wisdom and experience to good advantage.

Creativity training: Companies like Mudra Communications, Titan Industry, Wipro encourage their
employees to think unconventionally break the rules take risks go out of the box and devise unexpected
solutions.

In creativity training, trainers often focus on three things:

Breaking away: In order to break away from restrictions, the trainee is expected to (1) identify the
dominant ideas influencing his own thinking (2) define the boundaries within which he is working (3)
bring the assumptions out into the open and challenge everything

Generate new ideas: To generate new ideas, the trainee should open up his mind; look at the problem
from all possible angles and list as many alternative approaches as possible. The trainee should allow
his mind to wander over alternatives freely, expose himself to new influences (people, articles, books,
situation) switch over from one perspective to another, arrange cross fertilization of ideas with other
people and use analogies to spark off ideas.

Delaying judgment: To promote creative thinking, the trainee should not try to kill off ideas too
quickly; they should be held back until he is able to generate as many ideas as possible. He should
allow ideas to grow a little. Brainstorming (getting a large number of ideas from a group of people in a
short time) often helps in generating as many ideas as possible without pausing to evaluate them. It
helps in releasing ideas, overcoming inhibitions, cross fertilizing ideas and getting away from patterned
thinking
Training at work

Induction training
Induction training is important as it enables a new recruit to become productive as quickly as
possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques of their new
jobs. The length of induction training will vary from job to job and will depend on the complexity of
the job, the size of the business and the level or position of the job within the business.

The following areas may be included in induction training:

Learning about the duties of the job

Meeting new colleagues
Seeing the layout of the premises
Learning the values and aims of the business
Learning about the internal workings and policies of the business

On-the-job training

With on the job training, employees receive training whilst remaining in the workplace.
The main methods of one-the-job training include:

Demonstration / instruction - showing the trainee how to do the job

Coaching - a more intensive method of training that involves a close working relationship
between an experienced employee and the trainee
Job rotation - where the trainee is given several jobs in succession, to gain experience of a wide
range of activities (e.g. a graduate management trainee might spend periods in several different
departments)
Projects - employees join a project team - which gives them exposure to other parts of the
business and allow them to take part in new activities. Most successful project teams are "multi-
disciplinary"

The advantages and disadvantages of this form of training can be summarised as follows:

Advantages Disadvantages

Generally most cost-effective Quality depends on ability of trainer and

Employees are actually productive time available
Opportunity to learn whilst doing Bad habits might be passed on
Training alongside real colleagues Learning environment may not be
conducive
Potential disruption to production
Off-the-job training

This occurs when employees are taken away from their place of work to be trained.

Common methods of off-the-job training include:

Day release (employee takes time off work to attend a local college or training centre)
Distance learning / evening classes
Block release courses - which may involve several weeks at a local college
Sandwich courses - where the employee spends a longer period of time at college (e.g. six
months) before returning to work
Sponsored courses in higher education
Self-study, computer-based training

The main advantages and disadvantages of this form of training can be summarised as follows:

Advantages Disadvantages

A wider range of skills or qualifications can More expensive e.g. transport and
be obtained accommodation
Can learn from outside specialists or Lost working time and potential output from
experts employee
Employees can be more confident when New employees may still need some
starting job induction training
Employees now have new
skills/qualifications and may leave for better
jobs
Trainings link to motivation

An important part of managing people is to let them know how they are performing. Various methods
of performance appraisal can be used and an important output from this process should be an
assessment of an employees training needs. Training programmes should be focused on meeting those
needs.

Assuming training is effective: then:

Employees feel more loyal to the business

Shows that business is taking an interest in its workers
Employees should benefit from better promotion opportunities
Employees to achieve more at work and perhaps gaining financially from this (depending on
the remuneration structure)
Chapter 2 : Company Profile
HPCL, a fortune 500 company, is one of the major integrated oil refining and marketing companies in
India. It is a Mega Public Sector Undertaking (PSU) with Navaratna status.

HPCL accounts for about 20% of the market share and about 10% of the nation's refining capacity with
two coastal refineries, one at Mumbai (West Coast) having a capacity of 6.5 Million Metric Tonnes Per
Annum (MMTPA) and the other in Vishakapatnam (East Coast) with a capacity of 8.3 MMTPA. HPCL
also holds an equity stake of 16.95% in Mangalore Refinery & Petrochemicals Limited (MRPL), a
state-of-the-art refinery at Mangalore with a capacity of 9 MMTPA.

HPCL is a Government of India Enterprise with a Navratna Status, and a Fortune 500 and Forbes
2000 company, with an annual turnover of Rs. 1,32,670 Crores and sales/income from operations of
Rs 1,43,396 Crores (US$ 31,546 Millions) during FY 2010-11, having about 20% Marketing share in
India among PSUs and a strong market infrastructure. HPCL's Crude Thruput and Market Sales
(including exports) are 14.75 Million Metric Tonnes (MMT) and 27.03 MMT respectively in the same
period.

HPCL owns the country's largest Lube Refinery with a capacity of 335,000 Metric Tones which
amounts to 40% of the national capacity of Lube Oil production. HPCL has given India a firm ground
in this sector with its world class standard of Lube Base Oils. Presently HPCL produces over 300+
grades of Lubes, Specialties and Greases.

HPCL has earned "Excellent" performance for fifteen Consecutive years upto 2005-06, since signing of
the first MOU with the Ministry of Petroleum & Natural Gas. HPCL won the prestigious MOU Award
for the year 2007-08 for Excellent Overall Performance, and for being one of the Top Ten Public Sector
Enterprises who fall under the 'Excellent' category. HPCL's performance for the year 2008-09 also
qualifies for "Excellent" rating.

HPCL, over the years, has moved from strength to strength on all fronts. The refining thruput has
increased three fold between 1984/85 to 2007/08, rising from 4.47 MMTPA in 1984/85 to 15.76
MMTPA (2009-10).

Consistent excellent performance has been made possible by highly motivated workforce of over
11,360 employees working all over India at its various refining and marketing locations.

HPCL continually invests in innovative technologies to enhance the effectiveness of employees and
bring qualitative changes in service. Business Process Re-Engineering exercise, creation of Strategic
Business Units, ERP implementation, Organizational Transformation, Balanced Score Card,
Competency Mapping, benchmarking of refineries and terminals for product specifications, ISO
certification of Refineries and Supply Chain Management are some of the initiatives that broke new
grounds.

HPCL has successfully integrated Information Technology in its activities at different levels. The
Enterprise Resource Planning (ERP) system is now operational on J.D.Edwards, an Oracle product,
across the Corporation.
 Come, grow with us

"When you work for an extraordinary organization, your life can never be
ordinary".

Unleash your potential by joining HPCL, a company that has shaped millions of careers
around the country. Now, yours too can be honed if you are ambitious and have a drive to
excel. HPCLs workplace is filled with talented people with cutting edge skills and a
commitment that has roots which grow deeper than just an employee-employer relationship.
What makes their people special is their never-say-die attitude and a keenness to excel. This is
the place where ones limits will be challenged and everyone will be put through an
assortment of tasks to make them grow as an individual.
Registered Office and Corporate Headquarters:
Hindustan Petroleum Corporation Limited,
Petroleum House,
17, Jamshedji Tata Road,
Mumbai 400020
Maharashtra, India

Marketing Headquarters
Hindustan Petroleum Corporation Limited
Hindustan Bhawan,
8, Shoorji Vallabhdas Marg,
Ballard Estate,
Mumbai 400001
Maharastra, India
Competitors:

Bharat Petroleum Corporation Ltd:

Indian Oil Corporation Ltd:

Essar Oil Ltd.

Reliance Petroleum:

Sah Petroleums Ltd.:

Chennai Petroleum Corporation Ltd.:

Customer experience in petroleum sector
 Customer Service Starts with understanding What the Customer Is?

Well start to define customer service with the following quotes:

A customer is the most important visitor on our premises; he is not dependent on us. We are
dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an
outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing
us a favor by giving us an opportunity to do so. Mahatma Gandhi

We listened to what our customers wanted and acted on what they said. Good things happen when
you pay attention. John F Smith, Former CEO and President General Motors

Your most unhappy customers are your greatest source of learning. Bill Gates Microsoft
The only reason for being in business is the customer. This is just as important for an engineer, a
geologist a software developer or anyone engaged in the resource industries, as it is for a coffee shop or
a hardware store. Only the products differ. In this article we will attempt to define what a customer is in
terms of what it means in the petroleum resource industry.

In general a customer is someone who buys something from you when you have demonstrated that you
have listened to their needs and you have the ability to deliver those needs.

Definition
A customer, also called client, buyer, or purchaser, is usually used to refer to a current or potential buyer
or user of the products of an individual or organization, called the supplier, seller, or vendor. This is
typically through purchasing or renting goods or services. However, the term customer also includes
anyone who uses or experiences the services of another. A customer may also be a viewer of the product
or service that is being sold despite deciding to not buy them.
To give more depth to this the customer must be defined in terms of the typical Who, What, When,
Where, Why and How. I will briefly elaborate on each of these. Some of them may seem obvious that
often we tend to overlook.

Who is a customer?

What is the product are Company is delivering to the customer?

Who will be the end user? For example it may be a geologist, engineer, driller, technician, manager, or
any combination of the above.
What problem does it address? For example it may involve reporting, calculating, modeling or financial.
What solution does it offer? Does it automate, increase process speed or accuracy, or decrease cost?
How easy is it to use? How easy will it be to train someone? Is it intuitive, customizable, scalable to
more users, and is it stable and reliable?
Can it be used with other existing products, such as Accumap, GeoScout, Hydrocarbon data systems,
Petra, or Petrel?
 When does someone become a customer?

Someone becomes a customer probably at two points in time. First, they are an informal customer when
they see company as a possible solution to a problem they have, especially if the company has
demonstrated that they understand their problems and that they may be able to help develop a solution.
Secondly, they are formal customer when they have agreed to engage in companys services or product.
In either case they will only become their customer when they have demonstrated that theyre actively
listening to their needs and wants.

Why would someone become customer?

As someone who speaks with prospects, company need to be aware they are always asking themselves,
as they should, a number of questions such as:
How soon can the results or product be delivered?
How relevant is the product to my needs?
What are going to be the reliability issues?
Is this going to make my job easier?
Does it fall within my corporate policies?
Will it help me and my companys bottom line?
Will my team buy into it?
Can I do this internally?
Is there a sense of trust?
What other options do I have?
How will this integrate into my processes?
How will communications be handled?
What will it cost?

How do companies acquire and retain a customer?

Companies acquire customers by applying simple principals of marketing strategies:

Having a salable product
Defining their target.
Defining their suspects
Groups of people within their target market such as geologist and engineers
Finding prospects
Specific individuals or companies with their target market
Asking questions to understanding the prospects needs and wants
Actively listen with both ears!
Understanding the competition
Delivering a quality product or service with good support in timely fashion
Following up with prospects and customers
Getting in front of people
Getting referrals
 Getting feedback
Capitalizing on opportunities
Being prepared
Luck occurs when opportunity meets preparedness
Understanding and addressing potential threats to success
Knowing areas where they need help and seeking it.
Retaining customers requires the application of a few simple rules which provide a great customer
service experience:
Have a clear understanding by the customer and me of the deliverables.
Deliver on promises
Empower the customer to provide valued input.
Empower my suppliers, such as subcontractors or associates to provide valued input
Continue to actively listen with both ears!
Actively observe the customers processes especially where it relates to my involvement.
Provide processes for quality control.
Empower other stakeholders such as end users of the customers product to provide input and feedback
on designs and processes that may affect them. These could include engineers, petrophysicists, prospect
geologists, petroleum technicians, well site geologists, or while drilling monitoring companies such
Pason, drillers, completion specialists or integration of other processes such as directional drilling, well
logging or WITSML.
Get continual feedback from the customer on progress, timelines, results and costs

Information is the Key to Great Customer Service

Throughout the customer service experience process there are three stages of information gathering:
Discovery of needs
Before someone becomes their customer, they must research that prospect as much as they can before
they even approach them
Based on this knowledge they need to listen to the prospects needs
they must demonstrate that they understand those needs
Once the prospect has agreed to become their customer they must work out the details of the product
delivery.
By this time theyre delivering the product and they need to gather more information such as feedback
on how well the product or service is being delivered and what can they do to improve it. In other
words, what is and what is not working.
Post engagement
This involves a postmortem on how well they did such as quality, timing, and value to the customer and
asking for more work and referrals.
This provides a basic outline. Many of the basics here apply to all customers but the details are specific
to each case. They must do research based both prior to and during interaction with customers and
stakeholders.
Another factor in which affects the customer relations is quality assurance which they will discuss in
their next article, as it pertains to the petroleum resource industry.
Products of HPCL
1. Petrol known as Motor Spirit (MS) in Oil Industry. HPCL markets the product through its
retail pumps spread all over India. Its principle consumers are regular personal vehicle owners.

2. Diesel known as Heavy Stock Diesel (HSD) in Oil Industry. HPCL markets the products
through its retail pumps as well as terminals and depots. Its consumers are not only regular auto
owners but also transport agencies, industries etc.

3. Lubricants HPCL is the market leader in lubricant and associated products. It commands
over 30% of market share in this sector. The popular brands of HP lubes are Laal Ghoda, Milcy,
Thanda Raja, Koolgard etc.

4. LPG A popular brand in mainly urban areas.

5. Aviation Turbine Fuel With major ASF (Air Service Facility) present in all major airports of
India. HPCL is a key player in this sector supplying ATF to major airlines. It has an
accomplishment of sorts to supply fuel to US Air Force 1.

6. Bitumen is an oil based substance. It is a semi-solid hydrocarbon product produced by

removing the lighter fractions (such as liquid petroleum gas, petrol and diesel) from heavy crude
oil during the refining process

7. Furnace Oil is a fraction obtained from petroleum distillation, either as a distillate or a

residue. Broadly speaking, fuel oil is any liquid petroleum product that is burned in
a furnace or boiler for the generation of heat or used in an engine for the generation of power,
except oils having a flash point of approximately 40 C (104 F) and oils burned in cotton or
wool-wick burners.
Balance Sheet
 Mar ' 11 Mar ' 10 Mar ' 09 Mar ' 08 Mar ' 07
Sources of funds
Owner's fund
Equity share capital 339.01 339.01 339.01 339.01 338.95
Share application money - - - - -
Preference share capital - - - - -
Reserves & surplus 12,206.79 11,218.96 10,391.62 10,224.28 9,259.70
Loan funds
Secured loans 3,657.68 1,375.88 698.49 1,118.48 1,005.48
Unsecured loans 21,363.51 19,926.49 22,056.68 15,668.22 9,512.05
Total 37,566.99 32,860.34 33,485.80 27,349.99 20,116.18
Uses of funds
Fixed assets
Gross block 29,648.39 24,985.96 20,208.63 19,570.05 15,638.48
Less : revaluation reserve - - - - -
Less : accumulated
depreciation 11,003.86 9,681.70 8,554.08 7,640.77 6,817.64
Net block 18,644.53 15,304.26 11,654.55 11,929.28 8,820.84
Capital work-in-progress 3,798.70 3,890.00 5,001.27 3,315.95 4,243.56
Investments 11,335.02 11,387.22 14,196.47 6,837.05 7,127.47
Net current assets
Current assets, loans &
advances 26,590.97 21,091.59 16,262.69 19,495.39 11,589.93
Less : current liabilities &
provisions 22,802.23 18,812.73 13,629.18 14,227.68 11,665.62
Total net current assets 3,788.74 2,278.86 2,633.51 5,267.71 -75.69
Miscellaneous expenses not - - - - -
 Mar ' 11 Mar ' 10 Mar ' 09 Mar ' 08 Mar ' 07
written
Total 37,566.99 32,860.34 33,485.80 27,349.99 20,116.18
Notes:
Book value of unquoted
investments 2,790.86 1,595.39 1,026.39 610.56 574.11
Market value of quoted
investments 9,701.41 10,226.97 12,948.34 8,068.12 7,094.89
Contingent liabilities 8,158.20 4,598.74 5,588.88 6,450.22 7,176.59
Number of equity
sharesoutstanding (Lacs) 3386.27 3386.27 3386.27 3386.27 3393.30
Recognition and Awards
1. NDTV Profit Business Leadership Award
2. Readers Digest Trusted Brand Asia Platinum Award
3. Golden Peacock Corporate Governance Award 2008
4. CIO 100 Award 2008
5. India Star Award
6. OISD Safety Award
7. National Award For Excellence In Cost Management
8. Green tech Environment Excellence Award 2008
9. Best HR Practices in People Management.
 TRAINING AT HPCL

HPCL has a full-fledged Corporate Training Department, to augment the learning and development
requirements of its officers.

The HR Department's Vision is Excellence in harnessing the full potential of all employees for
becoming a World Class Energy Company

With this Vision in focus, the Corporate Training Department's vision is to Create value through
enhanced competencies and be a strategic partner to business by enabling employees realizes their full
potential through innovative and progressive learning initiatives.

Basis the above, the key focus areas of the Department are as under:

1. OBJECTIVES

Improve the performance of Employees in their respective assignments

Enhance competencies to take up higher responsibilities
Strengthen the Leadership Pipeline
Bring cultural change from Command & Control to Team based structure
Leverage technology in human resources development
Facilitate learning in the organization and build a "Learning Organization"

The specific training needs of individual employees are identified through Competency Mapping
Exercises. The Training Department interacts with all Business Units/functions to identify and
design training programs to cater to these needs. These programs enable employees to enhance
their skills and realize their full potential.

2. TRAINING POLICY
The Training Policy at HPCL provides broad directions to guide the learning solutions and initiatives.

Management Staff
o Entry level: Samavesh - (Induction/ orientation Training) facilitates a new employee to
build a sense of belongingness.
o Supervisory level: Employee is equipped with function specific inputs and job related
technical skills.
o Managerial Level: Employee is exposed with the principles of Management which will
help blend theory with practice, with focus on leadership development.
o All training initiatives are planned in order to address new needs required by change in
the market scenario.
 Non-Management Staff
o Trainings with focus on Safety at locations, Skills relating to job requirement - (technical,
computer operations, team spirit etc.)

3. IDENTIFYING TRAINING NEEDS

Individual Level: Mainly through recommendation from the Performance Appraisal System.
Functional / Departmental Level: Customized Training programs are developed for the
departments in consultation with the SBU/Functions.
Organizational Level: Individual Development Plan obtained from the Competency mapping
exercise is used to provide specific Training to bridge the observed the employee skill gaps.
Other Training Plans for enhancement of the officers' competencies are scheduled.

4. Training Plans: In-Company Programs

The In-company programs are conducted through internal faculty, external faculty and external
courses. Focus is given to the development of core internal faculty members, who will
effectively train employees at different levels of the Corporation.
TRAINING EVALUATION
Evaluating training (includes monitoring) addresses how one determines whether the goals or objectives
were met and what impact the training had on actual performance on the job or in the community.

Generally there are 4 kinds of standard training evaluation:

Formative
Process
Outcome
Impact.

Formative evaluation provides ongoing feedback to the curriculum designers and developers to
ensure that what is being created really meets the needs of the intended audience.

Process evaluation provides information about what occurs during training. This includes giving and
receiving verbal feedback.

These two constitute monitoring

Outcome evaluation determines whether or not the desired results (e.g., what participants are doing)
of applying new skills were achieved in the short-term.

Impact determines how the results of the training affect the strategic goal e.g. health promotion goal
of reducing the incidence and prevalence of HIV/AIDS.

These two constitute what is usually referred to as evaluation or final evaluation.

Evaluation methods can be either qualitative (e.g., interviews, case studies, focus groups) or
quantitative (e.g., surveys, experiments).

Training evaluation usually includes a combination of these methods and reframes our thinking about
evaluation in that measurements are aimed at different levels of a system.
Formative Evaluation
Formative Evaluation may be defined as "any combination of measurements obtained and judgments
made before or during the implementation of materials, methods, or programs to control, assure or
improve the quality of program performance or delivery.

It answers such questions as, "Are the goals and objectives suitable for the intended audience?" "Are
the methods and materials appropriate to the event?" "Can the event be easily replicated?"

Formative evaluation furnishes information for program developers and implementers. It helps
determine program planning and implementation activities in terms of

target population
program organization
program location and timing.

It provides "short-loop" feedback about the quality and implementation of program activities and thus
becomes critical to establishing, stabilizing, and upgrading programs.

Process Evaluation
Process Evaluation answers the question, "What did you do?" It focuses on procedures and actions
being used to produce results.

It monitors the quality of an event or project by various means. Traditionally, working as an "onlooker,"
the evaluator describes this process and measures the results in oral and written reports.

Process evaluation is the most common type of training evaluation. It takes place during training
delivery and at the end of the event.

Process Evaluation
Most of you probably have done it in one form or another. The question we try to answer "What did
you do?"

Outcome Evaluation
Outcome Evaluation answers the question, "What happened to the knowledge, attitudes, and behaviors
of the intended population?"

Specific and observable changes in behaviors that lead towards healthier or more productive lifestyles
and away from problem causing actions indicates a successful program.
 Outcome evaluation is a long-term undertaking.
Outcome evaluation answers the question, "What did the participants do?"

Because outcomes refer to changes in behavior, outcome evaluation data is intended to measure what
training participants were able to do at the end of training and what they actually did back on the job or
in their community as a result of the training.

The process of examining a training program is called training evaluation. Training evaluation checks
whether training has had the desired effect. Training evaluation ensures that whether candidates are able
to implement their learning in their respective workplaces, or to the regular work routines.

Significance of training evaluation

An organization that invests in training programs for employees should also conduct some form of
training evaluation. This can be done in a number of different ways.

The purpose of evaluation is to determine whether or not the training achieved the desired objective.
The objective might have been very precise, or extremely loose, but there would have been one. This is
usually set as a result of assessing training needs. Evaluating training will help show how effective it
was at meeting the objective.

All organizations, regardless of size or type, should use some process of assessing the effectiveness of
training undertaken by employees. Education in any form is an investment of time and money, which
makes it important that the organization establishes, as far as it can, the return on that investment.

Benefits of Training Evaluation

There are a number of reasons why organizations proactively monitor the effectiveness of employee
education. These are:

Helps employees to monitor their own improvement.

Builds morale, by demonstrating an interest in staff development.
To maximize the training ROI (return on investment).
Helps to determine the form of future training programs.
Assists with identifying the effectiveness of different forms of teaching (such as classroom based
or web based).

Organizations that train but do not evaluate that training cannot be certain of its value, either to
themselves or their employees.

Evaluation refers to a periodic process of gathering data and then analyzing or ordering it in such a way
that the resulting information can be used to determine whether your organization or program is
effectively carrying out planned activities, and the extent to which it is achieving its stated objectives
and anticipated results

Although most evaluations are done internally, conducted by and for program managers and staff, there
is still a need for larger-scale, external evaluations conducted periodically by individuals from outside
the program or organization. Most often these external evaluations are required for funding purposes or
to answer questions about the program's long-term impact by looking at changes in demographic
indicators such as graduation rate or poverty level. In addition, occasionally a manager may request an
external evaluation to assess programmatic or operating problems that have been identified but that
cannot be fully diagnosed or resolved through the findings of internal evaluation.

Program evaluation, conducted on a regular basis, can greatly improve the management and
effectiveness of your organization and its programs. To do so requires understanding the differences
between monitoring and evaluation, making evaluation an integral part of regular program planning and
implementation, and collecting the different types of information needed by managers at different levels
of the organization.

Donald L Kirkpatrick's training evaluation model - the four levels of learning

evaluation
Donald L Kirkpatrick, Professor Emeritus, University Of Wisconsin (where he achieved his BBA, MBA
and PhD), first published his ideas in 1959, in a series of articles in the Journal of American Society of
Training Directors. The articles were subsequently included in Kirkpatrick's book Evaluating Training
Programs (originally published in 1994; now in its 3rd edition - Berrett-Koehler Publishers).
Donald Kirkpatrick was president of the American Society for Training and Development (ASTD) in
1975. Kirkpatrick has written several other significant books about training and evaluation, more
recently with his similarly inclined son James, and has consulted with some of the world's largest
corporations.
Donald Kirkpatrick's 1994 book Evaluating Training Programs defined his originally published ideas of
1959, thereby further increasing awareness of them, so that his theory has now become arguably the
most widely used and popular model for the evaluation of training and learning. Kirkpatrick's four-level
model is now considered an industry standard across the HR and training communities.
More recently Don Kirkpatrick formed his own company, Kirkpatrick Partners, whose website provides
information about their services and methods, etc.
kirkpatrick's four levels of evaluation model

The four levels of Kirkpatrick's evaluation model essentially measure:

reaction
learning
behaviour
results -

All these measures are recommended for full and meaningful evaluation of learning in organizations,
although their
Sada Aap Ke Liye
In the era of marketing, even the petroleum companies cannot be spared from using marketing tactics to
keep their hold in the market. The roles of branding and costumer experience play a very important role
here. Since HPCL is big company with its locations spread all over India, standardization of same
costumer experience in terms if service and product was a major challenge. SAKL SOP training has
been specially designed to meet this purpose.

The SAKL SOP refresher program for 2011 was held at Super Service Station, for North Central zone.
The 3 day at training program focused at training the office staff and the retail outlets. The training
Covers dealer, outlet manager, FSM, Fore court supervisors, fore court staffs, Air boy (All outlet staff)
as participants. Since it has participation from the dealers as well, the program could be given a 360
degree approach. Not only it becomes easier for the dealers to impart knowledge of SOP to his
employees but also they actively acknowledge its importance.

For any ship to sale, everyone should know their job well. The same ideology was used to inculcate role
clarity for all participants in his/her job. Knowledge about the organization was also imparted.

The sessions are a mass of theory and practical. After every hour of lecture/classroom session, there is a
practical exercise to relearn the theory. Group activities, role playing, group discussion and on the spot
thinking games are the interventions used. To ensure that the theory is practiced afterwards also, the
participants are involved in on the spot checking of costumers. HR team also tried to keep a mixed batch
of participants working in different roles (FSM, air boy, windscreen attendant, etc) so that others can
also learn about what others are doing in their roles. Special emphasis is given to Q&Q checks which
are acknowledged by all the participants.

Active participants are also motivated by the best participant awards. The SOP SAKL is appreciated by
all attendees and all participants promised to work to their maximum capability for maintaining a
standardization of services. Similar workshops are to be conducted every month in other locations.

Scope: SAKL SOP refresher program will be conducted for the dealer and the outlet staff wherein SOP
has already enables/implemented.

The SAKL SOP refresher program will be conducted by the HR officers. Identified HR officers had
undergone the SOP implementation process and trainer program. Local Vernacular speaking officers are
available in the pool of faculties.

The participants will be Dealer, outlet manager, FSM, fore court supervisors, fore court staffs & the air
boy. The dealers & Sales officers presence is mandatory during the training program.

Areas covered in the training program:

SAKL basics : Brief about the company, SOP and other hygiene factors./FSMs motivational
scheme discussion.
Organizational chart description/ Role charity.
 Cue card and cue card based activity clarification.
Cue card based role play (dealer has to train the outlet staff as per the cue card.
Record templates and check list details and its benefits.
Lunch time
Practical cue card based training one to one and filling up record template/checklist & general
observation w.r.t SOP implementation.
Chapter 3: Research Methodology
 OBJECTIVE:

To study the visibility of HR Department in Hindustan Petroleum Corporation Limited

and to find out methods to improve the present visibility for internal branding.
Survey was conducted amongst various retail outlets (petrol pumps) to check the
effectiveness of the training given to dealers and workers Sadaa Aap K Liye.

Anything which needs to be improved should be measurable. Hence the present visibility of the Human
Resources department has to be measured for enhancing the same.

A qualitative approach was taken to data collection and analysis. The analysis was based on Likert scale.
Each question of the questionnaire had 5 options, whose weightage was give as follow:-

Likert scale Weightage according to

likert scale
1 Strongly agree 2
2 Agree 1
3 Neutral 0
4 Disagree 1
5 Strongly disagree 2

This approach has been successfully where it was beneficial and appropriate to gain practitioner
perspectives and perceptions. Stratified random sampling was used for the survey. The survey was
administered in various locations in Lucknow which was taken as a Section of the population and the
sample was finalized.

In sampling analysis, the most important factor is the determination of the sample size. Our sample size
is 100. We covered 14-15 retail outlets in Lucknow. As a general rule, the sample size should be of an
optimum size neither excessively large nor too small. It should be large enough to give a confidence for
the findings that it represents the whole population.

The following factors were considered while determining the sample size:-

Nature of population-heterogeneous population.

Nature of study.
Size of the questionnaire.
Time availability for the study.
Sample Size: 100 questionnaires were prepared in order to interview the workers at the retail outlet.
The type of sampling used was convenience sampling. Convenience sampling is a non-probability
sampling technique where subjects are selected because of their convenient accessibility and proximity
to the researcher.

Sampling Technique: Non-probability sampling is a sampling technique where the samples are
gathered in a process that does not give all the individuals in the population equal chances of being
selected. The type of non probability sampling technique used was Convenience sampling.
Convenience sampling is a non-probability sampling technique where subjects are selected because of
their convenient accessibility and proximity to the researcher.

Sample Area: Questionnaires were prepared and distributed in various retail outlets at Lucknow.

Period of Study: The study of techniques of training evaluation at HPCL was conducted for the period
of 45 days, i.e. around 6-7 weeks

Data Collection Instruments

a) Primary Data: Most of the data was collected from the primary data. The data was
derived from an original research study and collected at the source. It is information that
is obtained directly from first-hand sources by means of surveys, observation or
experimentation. The data was collected from the original website of HPCL, from the
means of survey (at the retail outlet) etc

b) Secondary Data: In case primary data wasnt obtainable at all, the secondary data was
used. Secondary data is the data that have been already collected by and readily available
from other sources. Such data was quickly obtainable and was obtained from various
websites.

Research Design Used:

The type of research design used in this study was Case and Field Research design, also
called ethnographic research. It uses direct observation to give a complete snapshot of a case that is
being studied. It is useful when not much is known about a phenomenon. Uses few subjects.
Methodology Adopted:
Survey Method:

In survey method research, participants answer questions administered through interviews or

questionnaires. After participants answer the questions, researchers describe the responses given. In
order for the survey to be both reliable and valid it is important that the questions are constructed
properly. Similarly, in this study the survey was conducted and the questionnaires were administered
through interview and questionnaires

Observation Method:

With the observational method (sometimes referred to as field observation), human behavior is closely
observed. Similarly in this study, while interviewing the workers, their response after each questions
was closely observed.
Data Collection And Analysis
Data collection as explained in the previous topic is through a structured questionnaire which was
administered to various locations in Lucknow. The retail outlets where we went for survey were:

Retail outlet
Janki Prasad agarwal
Maa vaishnu
Modern automobiles
Modern service station
Pravin automobiles
Ranjan petrol pump
Shakti filling center
SKF filling
Sudha filling station
Super service station

A total of 100 responses were obtained.

Analysis of Data:-

1. Awareness of SAKL training:- All the respondents answered to the questions as strongly
agree . Though some respondents had used the words like agree , some used neutral ,
disagree and strongly disagree. They were asked to rate the understanding in a 4 point scale
as follows:
1- strongly agree
2- agree
3- neutral
4- disagree
5- strongly disagree

Some of the initiatives of HR-HPCL were listed and the responses were collected.
 1.(i) The training given is being applied among the workers and dealers : The respondents were
asked about their awareness on the SAKL programme Sada aap ke liye. The response for different
questions is shown in a graph below:-

Total
0 1 2

1%

13%

86%

Graph 1

As from the above data we can interpret that 86% of the employees apply the training given to them.
1(ii). The training given is useful for future:-
The training which is given to all the workers so that they can treat customers well is useful for them in
future or not.

Total
2 1 0

14% 5%

81%

Graph 2

81% of workers strongly agree that the training given is useful for thein future work life and 14% only
agree to it and rest 5 % remain neutral .
1(iii). The training covered the weak areas at work:-
the training given covered all the weak areas at work which were not recognized before the training was
given.

Total
0 1 2

1%

40%

59%

Graph 3

59%of the employees strongly agree that the training covered the weak areas at work while rest
40%agree and only 1%result is neutral.
1(iv). The training encouraged exchange of information and expression:- The training helped
workers and dealers to exchange their information and knowledge with others.

Total
1 2

25%

75%

Graph 4

75%of the employees strongly agree that The training encouraged exchange of information and
expression of ideas successfully while rest 25%agreeto it.
1(v). The training enhanced the learning process:- The training helped the workers and dealers to
learn something new to make there customers happy.

Total
0 1 2

1%

29%

70%

Graph 5

70%employees agree that the training enhance the learning process whereas rest 29%agree to it and only
1%is neutral.
1(vi). The language used during the training was easy to understand:- The language which was used
during the program was understood by the workers and dealers.

Total
0 1 2

2%

8%

90%

Graph 6

The language used during training was easy to understand as what 90%employees agree whereas
8%agree to it and 2%of them remain neutral.
1(vii). Interesting activities (role plays, actions, quizzes , etc) took place:- During the training
different activities took place so that the workers can understand the concept more easily .

Total
-2 -1 0 1 2

2% 1% 2%

10%

85%

Graph 7

85%employees think that actvities where intresting that took place 2%remain neutal ,1%disagree and
remaining 2%strongly disagree.
1(viii). The training encouraged teamwork and cooperation among the workers and dealers:-
The training encouraged teamwork and cooperation among the workers and dealers .

Total
1 2

19%

81%

Graph 8

81%of employees strongly agree that the training encourage teamwork and cooperation among
themselves rest 19%agree to it.
Chapter 4: Findings, Conclusions and Recommendations
 Findings

1. 90% of the retail outlets covered claimed that that they greeted their customers.
2. 100% of the retail outlets followed the dress code properly.
3. Everyone prompted for power or turbojet and asked for tank full.
4. 60% of the retail outlets help in proper traffic management of the vehicles.
5. 100% of the retail outlets shows zero before the filling of petrol/diesel.
6. 70% of the retail outlets thanked their customers and asked them to visit again.
7. 80% of the retail outlets ask customers to switch off the engine before the filling.
8. 0% retail outlet asked their costumers to switch off their phones.
9. Fire buckets with dry sand was present in every outlet, though, they werent clean.
10. 90% of the retail outlets were Clean.
Conclusions
 From our experience, we conclude that the training program give to the workers was very
efficient, as almost all the workers noticed that the difficulty level while performing the work as
drastically gone down.
The training given was very efficient, as the workers learned from the program and also learned
through the activities that were performed during the training.
There were some new workers, who were clueless about the training SAKL, so we conclude
that training program should be conducted more often.
The training was properly followed by the workers and dealers.
Customer satisfaction is their main motto, and they make efforts to satisfy them all the time.
Recommendations And Way Forward
1.) Take your cues from top performers
Benchmarking the initiatives and brand value with top performers can be an
activity to improve the visibility.

2.) Consider current workers

It is important to focus on your current workers. It is the current workers and employees you
make up the culture of the organization. Ideas of the current workers about the training should be
considered.

3.) Experts suggestions

Experts suggestions about the training programme can help company to achieve its target.

4.) Frequent training programmes

Training programme should be held more frequently so that the new workers may also be aware
of it.

5.) Workers emergency helpline

Workers in distress can directly approach senior manager.

6.) Talent identification programmes

Workers with high potential should be provided with suitable grooming and career growth
opportunity.

7.) Worker counseling centre

Counseling centers for providing psychological assistance to overcome their stress and conflicts
among themselves.

8.) Financial and non-financial incentives

Financial & non financial rewards should be given to the workers who are performing their jobs
efficiently and effectively. For eg. Bonus or Worker of the month (recognition)
Appendix
 QUESTIONNAIRE

Name : _________________________________

Dealers Name : ______________________________

Name of the retail outlet : _____________________________

Duration of work : _________________________

1. The training given is being applied amongst 1 2 3 4 5

the workers and dealers.

2. The training given is useful in 1 2 3 4 5

your future work .

3. The training covered the weak areas at 1 2 3 4 5

Work.

4. The training encouraged exchange of 1 2 3 4 5

expression of ideas
successfully .

5. Did the training enhanced the learning 1 2 3 4 5

process ?

6. The language used during training 1 2 3 4 5

 was easy to understand.

7. Interesting activities (Role play,quizes) 1 2 3 4 5

took place during the training.

8. Did the training encourage team work 1 2 3 4 5

and cooperation among yourselves?

9. What is the most important thing that youve learned?

_____________________________________________________________________________
_____________________________________________________________

10. What suggestions would you give for improving the training course?
_____________________________________________________________________________
_____________________________________________________________
Structure of questionnaires :

QUESTIONS
RELATED
AREAS MEANING TO AREAS
Communication requires that the
COMMUNICATION communicating parties share an area
of communicative commonality. The
communication process is complete
once the receiver has understood the
message of the sender. Feedback is
critical to effective communication
between parties. Q. NO. 4, 6

It is something that is to be
expressed through some
CONTENT medium,asspeech or writtng. Q.NO. 3, 2 ,7,

APPLICATION It is the act of applying to a

particular purpose or use it is basicly
the practical applications of
spacetechnology

Q.NO. 1,2,5,9,8
 CHECKLISTS
YES NO
1. Costumers are being greeted and welcomed.

2. Employees are properly following the dress code.

3. Prompt for Power/Turbojet.

4. Vehicle is guided properly.

5. Prompt for tank full.

6. Zero is showed on the meter before filling.

7. Customers are being thanked and asked to visit again.

8. Maintenance of cleanliness (clean toilets and water cooler).

9. Earthling is being done properly.

10.Engines being switched off before fuel filling.

11.Customers are asked to switch off their cell phones.

12. Fire bucket with dry sand present on the retail outlet.
Bibliography

Bibliography from Internet:

www.hpcl.in, 28/06/12

http://www.experiment-resources.com/convenience-sampling.html#ixzz228LvI81S,accessed on 5/07/12

http://www.csjournals.com/IJCSC/PDF2-1/Article_2.pdf , Sunita Dahiya, 6/08/12

http://nfsmi-web01.nfsmi.olemiss.edu/ResourceOverview.aspx?ID=175, 6/8/12

http://www.watercentre.org/education/training/programs/programs, ZHAO BAOYIN, 6/08/12

http://www.businessballs.com/traindev.htm, 6/8/12

http://www.statcan.gc.ca/about-apercu/pdf/mar2002-eng.pdf

http://www.experiment-resources.com/non-probability-sampling.html#ixzz256yBDlJH

Bibliography from Book:

Sanghi Seema , Robbins Stephen, Judge Timothya, Organization Behavior , India, Pearson Publisher, 2010,

647 - 650