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    PRESENTATION: Training and Development at PSO

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    Adnan Yusufzai
    PSO is the largest oil marketing company in Pakistan, with over 80% market share in black oil and nearly 60% in white oil. It has the largest retail network serving the automotive sector and supplies fuel to aviation, railways, power projects and the armed forces. PSO provides various training programs, both customized in-house programs for its own employees as well as off-the-job training through lectures and presentations. However, the training and development process faces weaknesses such as nepotism and a lack of external evaluation. Recommendations include eliminating nepotism, developing a formal training needs assessment, hiring external consultants and psychologists, and providing more opportunities for rural employees to access training.

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    PRESENTATION: Training and Development at PSO

    Uploaded by

    Adnan Yusufzai
    976 views4 pages
    PSO is the largest oil marketing company in Pakistan, with over 80% market share in black oil and nearly 60% in white oil. It has the largest retail network serving the automotive sector and supplies fuel to aviation, railways, power projects and the armed forces. PSO provides various training programs, both customized in-house programs for its own employees as well as off-the-job training through lectures and presentations. However, the training and development process faces weaknesses such as nepotism and a lack of external evaluation. Recommendations include eliminating nepotism, developing a formal training needs assessment, hiring external consultants and psychologists, and providing more opportunities for rural employees to access training.

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    PRESENTATION: Training And Development at PSO

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    PSO is the largest oil marketing company in Pakistan, with over 80% market share in black oil and nearly 60% in white oil. It has the largest retail network serving the automotive sector and supplies fuel to aviation, railways, power projects and the armed forces. PSO provides various training programs, both customized in-house programs for its own employees as well as off-the-job training through lectures and presentations. However, the training and development process faces weaknesses such as nepotism and a lack of external evaluation. Recommendations include eliminating nepotism, developing a formal training needs assessment, hiring external consultants and psychologists, and providing more opportunities for rural employees to access training.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC or read online from Scribd
    Download as doc
    976 views4 pages

    PRESENTATION: Training and Development at PSO

    Uploaded by

    Adnan Yusufzai
    PSO is the largest oil marketing company in Pakistan, with over 80% market share in black oil and nearly 60% in white oil. It has the largest retail network serving the automotive sector and supplies fuel to aviation, railways, power projects and the armed forces. PSO provides various training programs, both customized in-house programs for its own employees as well as off-the-job training through lectures and presentations. However, the training and development process faces weaknesses such as nepotism and a lack of external evaluation. Recommendations include eliminating nepotism, developing a formal training needs assessment, hiring external consultants and psychologists, and providing more opportunities for rural employees to access training.

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    INTRODUCTION:

    PSO is the market leader in Pakistan’s energy sector. The company has
    the largest network of retail outlets to serve the automotive sector and is
    the major fuel supplier to aviation, railways, power projects, armed forces
    and agriculture sector. PSO also provides Jet Fuel to Refueling Facilities at
    9 airports in Pakistan and ship fuel at 3 ports. The company takes pride in
    continuing the tradition of excellence and is fully committed to meet the
    energy needs of today and rising challenges of tomorrow.

    Pakistan State Oil, the largest oil marketing company in the country, is
    currently engaged in storage, distribution and marketing of various POL
    products. The company’s current market share of 82.3% in the black oil
    market and 59.4% share in the white oil market, alone speak volumes
    about its success.

    SIGNIFICANCE:

    • Training & development increases the knowledge and skills of


    employees.
    • Training & development increase the quality of work life
    • Training & development makes employees more cost effective and
    task oriented.

    TRAINING PROGRAMS AT PSO:

    1) Customized Training : In customized training, people from different


    companies of the same industry go to the institution for training PSO
    also sent there staff for training
    2) In-House Training: only PSO employees are there and these training
    sessions are conducted in the PSO house

    METHODS USED AT PSO:

    On-the-job Training

    1. Job Instruction Training


    2. Job Rotation
    3. Coaching

    Off-the-Job Training

    The employees are given off-the-job training in the form of lectures, video
    presentations, and self-study.
    CONCLUSION:

    • The T & D department of PSO is playing an important role in


    training and development of its employees to be at competitive
    edge and to develop its potential employees to enrich their
    knowledge. PSO also wants to enhance their skills by training
    them with business related courses available in the corporate
    sector.
    • Training usually starts from its orientation programs to
    management training they spend million of dollars each year to
    enhance the skills of its management and non-management
    employee’s through on the job, off job, apprenticeship and
    coaching training programs.

    WEAK POINTS OF PSO:

    • There is Nepotism in the organization that polluted the T & D


    Process.
    • PSO doesn’t have any specific module for conducting TNA, the
    one method that they are following are internally developed
    • It has been found that PSO didn’t hire any external consultants
    for T & D.
    • don’t have psychologist who diagnose the sickness of the
    process, culture, roles, working environments, policies etc
    • Employees working in rural areas don’t have opportunity to visit
    the head office and interact with the management and to be
    trained.

    RECOMMENDATION:

    • There is need to eliminate nepotism This can be done by regular


    feedback taken by the HR department from employees about
    their problems.
    • PSO must develop a TNA model which is a mix of qualitative and
    quantitative factors for a realistic picture of the training needs
    • PSO need to hire an external consultant for Training &
    Development who can impartially assess the flaws of the system.
    • PSO must hire an Organizational Psychologist
    • Employees working in rural areas should be given the
    opportunity to visit the head office for training.

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