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Presenter:
Asma hamal
06-MBA-09
Semester 3rd
 Company profile
 Objectives of the study
 Need and Relevance of the Study
 Succession planning– overview
 Succession planning – ONGC ( survey and plan )
 HR Initiatives
 Recommendations
 India’s integrated Global Oil & Gas Corporate deals with
exploration, production and refining of crude oil.
 ONGC ranks 3rd Oil & Gas Exploration & Production
(E&P) Company in the world and 23rd among leading global
energy majors as per Platts 250 Global Energy Companies
List for the year 2009
 ONGC ranks 24th among the Global publicly-listed
Energy companies as per ‘PFC Energy 50” (Jan 2008)
 Finance Asia 100 list ranks ONGC no 1 among Indian Blue
Chips.
 ONGC ranked 402nd position as per Fortune Global 500 -
2009 list;, based on revenues, profits, assets and
shareholder’s equity.
 Received Golden Peacock Global Award for Excellence in
Corporate Governance in 2007, a 3rd time

 The only Indian company to feature in the World’s Most

Admired Companies in ’07 list by Fortune Magazine (May
‘07), 9th position in ‘Mining, Crude Oil Production Industry

 Occupies 155th rank in “Forbes Global 2000” list 2010 of

the world’s biggest companies for 2010 based on sales,
profits, assets and market capitalisation.’
 To study the need for succession planning in ONGC.

 To recommend a succession plan for the L1 key

positions of the ONGC.

 To study the HR initiatives to groom the employees .

 In the public and private sectors alike, demand for change
is the one that is constant.
 There is a loud call for leaders who can accommodate
change personally and who can initiate and drive broad
changes in their organizations.
 It is mostly seen that succession planning in the public
sector, especially below the presidential level, has not,
until recently, received much attention
 These demands make sense but raise a troubling issue. It
is a serious matter that succession planning in the ONGC
has been good but not that systematic.
 Help the organisation develop and nurture its human capital.

 It will assure a continuing sequence of qualified people to move up

and take over the current generation of managers & leaders that
retire or move on rather than recruiting from outside.

 Identifies HRD in totality i.e., transfer and posting, identify training

needs

 Thereby fill key positions with people able to carry on & excel.

 Focus on leadership continuity and improved knowledge shared.

 Increased professional commitment and retention of management

positions

 Shift from job progression to job expansion.

Succession planning is the process of Identifying & developing
suitable team members who are able to replace key positions
as and when required.
 Individual Plan: A succession plan for a position viewed as
unique and/or specialized, for which there is only one
incumbent.
 Pooled Plan: A succession plan for multiple incumbents in
similar positions, for which incumbents and candidates are
grouped together.
 The leader’s reluctance to take up the succession ‘‘task’’

 The assumption that succession issues are beyond the

scope of the leader’s work

 Confusion about how the succession task should be

framed—is it a matter of replacing oneself or of
strategic ‘‘positioning?’’ and

 Lack of information about how to take up the task—how

to plan for succession in the midst of a shifting political
environment and given regulatory and political
constraints.
Succession planning - ONGC
 45.1% agree that there is top management involvement and support
in the succession planning of the various positions in ONGC
 38.45 % agree and 18.18 % strongly agree with the fact that the
succession planning in ONGC is geared towards meeting the unique
needs of the organisation
 45.10% disagree with the perception that the succession planning in
ONGC has been benchmarked with best in class organization
 28.65% agree that it is the major focus of top management
attention, where as 48% can’t say about it
 36.36 % believe that the succession planning is a dedicated
responsibility of atleast one high level management employee, and
49.23% people can’t say about it.
 37.23% agree that the succession planning is being exetented to all
levels rather than being restricted to the L1 only,where as 45.45%
can’t say about it .
 46.11% executives believe that the succession planning is being
carried out systematically in ONGC
 54.68 % agree to it that the succession planning in ONGC is being
influnced by a comparison of the present performance and future
potential
 27.27% can’t say about it and 45.45% disagreed that the
succession planning in ONGC is influenced by the identification of
high level replacement
 It is an obligation of the executive to identify and prepare
successors, 45.23% can’t say about it and 29.87% disagree with it.
 36.85% executives agree that ONGC is providing developmental
programs that are designed to accelerate the development of high
potential employees, where as 45.11% executives have no knowledge
of these programs.
 36.45% agree and 36.36% disagree with the fact that ONGC is
guided by a philosophy that high-potential employees should be
developed while working rather than by being developed primarily
through off-the-job experiences
 18.23% executives believe that the developmental programs focus
on increasing the familiarity of high potential employees, whereas
45.45% can’t say about it.
 27.84% executives agree that the succession planning has prompted
the organisation to focus developmental programs on the critical
questioning of “the way things have always been done”,Whereas
18.185% disagree with it and 36.45% can’t say.
Succession planning – ONGC
 A key position is one that exerts critical influence on
the organization's activities-strategically,
operationally or both.

Key Position Criteria

• Critical Task
• Specialized Competency
• Organizational Structure
• Work Load
 At least three ways may be used to do that,
namely :
 Conducting Job and Task Analysis
 Identifying Competencies and Developing a
Competency Model
 Rapid Results Assessment
 ASSET MANAGER :
DATE OF TIME LEFT IN
NAME LOCATION ORG.UNIT TEXT BIRTH SERVICE
CHATAR SINGH ANKLESHWAR ANK ASSET 10/1/1950 0 yr
V K JAIN AGARTALA TRI ASSET 2/4/1951 1 yr

AKBAR VAZEERULLAH KARAIKAL KKL ASSET 8/22/1951 1 yr

NANDURU VENKATA SUBRAHMANYAM MUMBAI N&H ASSET 7/5/1951 1 yr

KATURI ANJANEYULU KAKINADA EAS OFF ASSE 6/1/1952 2 yr

APURBA SAHA MUMBAI MH ASSET 7/30/1952 2 yr

PULUGURTA SAMBHU VENKATA RAO NAZIRA ASM ASSET 12/22/1952 2 yr

AFTAB AHMED KHAN RAJAHMUNDRY RJY ASSET 9/2/1952 2 yr

ANIL JOHARI AHMEDABAD AMD ASSET 5/2/1953 3 yr

A K GUPTA MEHSANA MHN AST 4/25/1954 4 yr
PRONIP KUMAR BORTHAKUR MUMBAI B&S ASSET 2/1/1954 4 yr
BASIN MANAGER:

NAME LOCATION ORG.UNIT TEXT DATE OF BIRTH TIME LEFT FOR SERVICE

SATYAJIT CHOUDHURY JORHAT A&AA BASIN 8/7/1950 0 yr

JAGTAR SINGH SEKHON CHENNAI CAU BASIN 6/24/1951 1 yr

VANGALA RANGACHARI CHENNAI KGB CHENNAI 1/14/1952 2 yr

SHAM VYAS RAO MUMBAI WOF BASIN 3/22/1953 3 yr

PREM BALLABH PANDEY BARODA WON BASIN 3/25/1954 4 yr

DP SAHASRABUDHE, KOLKATA MBA BASIN 14/04/1952 2 yr

NARENDRA KUMAR VERMA DEHRADUN FRONT BASIN 1/2/1959 9 yr

Basic Requirements  
LEVEL E9 , E8 (short term model )
  E7 , E6 (long term model )
QUALIFICATION ( geology , Mechanical, chemical )

DATE OF RETIREMENT 5-10 yr long term model

  1-4 yr short term model
skills Yes
 There are three main models that companies
use to implement succession planning:

 Short-term planning or emergency

replacements
 Long-term planning or managing talent
 Combination of above plans
 SHORT TERM

ASSET MANAGER :

TIME LEFT
FOR
RETIREME
NAME LEVEL QUALIFICATION NT EFF DATE PROM

M. Sc.
RAM AVTAR E9 ( Chemistry ) 1 year 4/17/2007

LAXMI CHAND JAIN E9 B.E. ( Mechnical ) 2 yr 6/3/2010

B Sc Engg.
V I MATHEW E9 ( Mechanical ) 4 yr 1/1/1999

SHAILENDRA KUMAR B.Tech

VERMA E8 ( Petroleum) 3 year 6/3/2010

B.Tech
Shyamal Bhattacharya E8 ( Petroleum) 4 year 1/1/2005

PRASANNA KUMAR PG Diploma

HAZARIKA E8 ( Petroleum) 1 year 1/1/2001
 BASIN MANAGER :

EFF
TIME LEFT FOR DATE
NAME LEVEL POSITION TEXT QUAL_TEXT RETIREMENT PROM
BLOCK MGR - Ph.D
Dr.B.S JOSYULU E8 OFFSHORE - KG ( Geo-Physics) 4 yr 1/1/2005

GANTI NARAYANA BLOCK MANAGER G3 - PG Diploma

RAO E7 CAUVER ( PM & IR) 1 yr 1/1/2008

BLOCK MGR - BENGAL Diploma in Petroleum-1

BISWAJIT BASU E7 PURNEA year 1 yr 1/1/2006

GOPALAKRISHNAN BLOCK MGR - KERALA

KRISHNA PRASAD E7 KONKAN Ph.D ( Science) 2 yr 1/1/2007
BLOCK MGR - KG M. Sc.
MOHAN MENON E7 ONLAND ( Geology ) 2 yr 1/1/2006

VELLAYAN BLOCK MGR - MUMBAI

VAIRAVAN E7 OFFSHO M. Sc (Geology) 2 yr 1/1/2007
ASHOK KUMAR HEAD FORWARD BASE -
TYAGI E7 AHMED M. Sc (Geology) 3 yr 1/1/2008

SANCHAY KUMAR HEAD FORWARD BASE - M. Sc.

BISWAS E7 JODHP ( Physics ) 3 yr 1/1/2008

HEAD REGIONAL LABS - M. Tech

JITENDRA PRASAD E7 CAUV ( Petroleum) 3 yr 1/1/2008
HEAD DEEP WATER - MBA
SHASHI SHANKER E7 MDT ( Finance ) 1 yr 1/1/2007
 LONG TERM :

ASSET MANAGER :

TIME LEFT EFF

FOR DATE
NAME LEVEL POSITION TEXT QUAL_TEXT RETIREMENT PROM
sub surface manager - M. Sc.
RADHE SHYAM BIRAM E7 ank ( Chemistry ) 5 year 1/1/2006
head well services- B.Tech
UTPAL BORA E7 assam ( Petroleum) 9 yr 1/1/2008
B.Tech
DEBASIS G. SANYAL E7 head drilling services - ( Petroleum) 7 yr 1/1/2008

KOTIPALLI SATYANARAYANA E7 head drilling services - B.E. ( Mechnical ) 5 yr 1/1/2005

head well services - B Sc Engg.
SANKARAN GANESAN E6 ankl ( Chemical) 5 yr 1/1/2001
head well services - B.Tech
KALLURU RAJENDRA PRASAD E6 eoa ( Chemical ) 8 yr 1/1/2006
head well services - B Sc Engg.
SYED MD : KAUSAR HAYAT E6 mba ( Chemical) 6 yr 1/1/2006
head drilling services
K K SWARNAKAR E6 - B.E. ( Mechnical ) 8 yr 1/1/2006
PANCHANGAM NETAJI SUBHAS M. Sc. ( Geophysics
CHANDRA BOSE E6 head hse ) 7 yr 1/1/2008
 BASIN MANAGER :

TIME LEFT EFF

FOR DATE
DESIGNATION TEXT LEVEL POSITION TEXT QUAL_TEXT RETIREMENT PROM
General Manager block manager - block i M. Sc.
( Geophysics-Surface ) E7 - ( Physics ) 9 yr 1/1/2007
head forward base -
General Manager ( Geology ) E7 silc D.Phil (Geology) 7 yr 1/1/2008
M. Sc Tech
Deputy General Manager block manager - g&v - (Applied
( Geophysics-Surface ) E6 fb( Geophysics) 5 yr 1/1/2006
Deputy General Manager block manager - gnd -
( Geology ) E6 fb( M. Sc. ( Geology ) 5 yr 1/1/2008
Deputy General Manager block manager - hfh -
( Geology ) E6 fb( M. Sc. ( Geology ) 5 yr 1/1/2006

block manager - S.S.C ( No

Deputy General Manager ( Geology ) E6 vindhyan Specialisation ) 11 yr 1/1/2009

block manager g2 - M. Sc (Applied

Deputy General Manager ( Geology ) E6 cauver Geology) 5 yr 1/1/1999
head forward base -
Deputy General Manager ( Geology ) E6 camba M. Sc. ( Geology ) 6 yr 1/1/2006
M. Tech.
head forward base - (Petroleum
Deputy General Manager ( Geology ) E6 cauve Exploration) 7 yr 1/1/2006
 After identifying the gap and the pool of likely candidates an
effective training program should be designed for those whose
competencies match the requirement. Training for participants
in SP&M will be greatly affected by the organization’s
communication strategy. I

 There are three general ways of offering such training:

 
•Direct Training
•Training Integrated with Other Issues
•Training Tied to Career Planning
 Assessment Development Centre (ADC)
 Skill Bank- Creation and maintenance of skill
bank for core E&P activities
 Online Performance Appraisal system (e-PAR)
 Introduction of Business Games
 Re-employment of ex-ONGCians :
 Infrastructure for Development of HR :
DEVELOPING STRATEGIC DEVELOPMENT PROGRAM
(SUCCESSION PLAN):
 Current management should provide dedicated instructions about
guidance skills, knowledge and abilities required for potential employees.
 The HR Department & the respective executive team will review &
confirm core competencies and take final decision on core competencies
for each position.
 Develop curriculum of training and development guided by the identified
competencies and characteristics for each position.
 The employees should be given training & development in the
competencies and characteristics needed to function in leadership
through participation in a multi- phased program.
 Potential employees must commit to continuous learning & demonstrate
the ability to work with others, facilitate effectively with limited
authority, build consensus and gain results.
– Identify critical management positions

– Identify employees to be selected to participate

– Enrol & prepare sufficient number of employees to meet the future

leadership positions to be ready for advancement into each identified
position