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ABSTRACT

Human Resource is the greatest asset to any organization. Every aspect of an organization is determined by the competence, motivation and effectiveness of its human resource. Competence is the ability to perform the activities within an occupation or job role, to the standard expected in employment. It is the driving force behind the success of any business. Competencies comprise the knowledge, skill and attitude and ability that a person performing a job role should possess and display in order to successfully perform the tasks and functions associated with the job. Oil and Natural Gas Corporation Limited (ONGC) is Indias premier public sector energy major which is positioned at the very nucleus of Indias economic pulse. It is Indias highest profit making Exploration and Production (E&P) Company in the petroleum sector, having a dominant presence in India as well as in 17 countries abroad. The success and achievements of ONGC has been largely due to its 33000 strong, highly motivated and professionally competent work force comprising scientists, technologists, engineers and other support personnel. Enhancement of professionalism and productivity is a constant and continuous effort. As a part of this effort, ONGC has embarked on a mission to map the competencies of its employees working in several areas. One of the areas selected by ONGC has been the Human Resource (HR) discipline. The project in which I was associated is a live project being carried out by ONGC, Southern Sector, for mapping the competencies of employees engaged in the different job roles under the HR discipline. There are several job roles under HR and the mapping process is excepted with the excersise undertaken by ONGC,Southern Sector to map the job role of Incharge Employee Relations. The job role of Incharge-General Administration, Incharge Estate, Incharge- Establishment, Incharge- Welfare, Incharge- Industrial Relations involves supervision, monitoring and

coordination of 5 sub roles, namely that of Incharge of General Administration, Estate, Esatablishment, Employee Welfare, Industrial Relations. The first stage of the study involved the designing, validation and administering of the Job Analysis Questionnaires to employees grouped under four main focus groups. The focus groups involved employees who are presently performing these two job roles, those who were performing these job roles earlier but no longer performing them owing to their elevation or rotation to other roles, end recipients of the job output and subject matter experts. The second stage involved compiling the data collected from the questionnaire and carrying out the analysis of inputs for personal and relationship abilities for each of these two job roles using statistical tools such as Pareto Diagram, Chi Square, Anova, Factor Analysis and Weighted Average. The third stage involved conducting Behavioral Events Interviews (BEI) of the respondents for validating the responses recorded in the questionnaire. A technique called Critical Incidents Technique was used to identify causes for peak successes and major failures of respondents while performing their job roles. The transcripts were then scored by using a method called Content Analysis of Verbal Expression (CAVE). Weighted Average Analysis was used to prioritize the capabilities/traits in the order of their relative importance. The competency maps for these two specific job role Incharge- Employee Relations were then created by incorporating the outputs obtained from the questionnaires, BEI transcripts and CAVE. A Generic Dictionary of Competencies was created to define, in precise terms, the characteristics expected to be possessed and demonstrated by employees in performing these two job roles. This dictionary was complied by using Armchair Method and using Portfolio Sort Cards These models are expected to be got validated by the Company with the help of Subject Matter Experts and external consultants before being implemented.

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