HUMAN RESOURCE MANAGEMENT

MINI PROJECT
Submitted to Dr. Rajalakshmi

POULOMI DAS
MBA MKT 02
2019-1605-0001-0025
Table of Contents
ABOUT COMPANY................................................................................................................................................................2
SECTOR INFORMATION.......................................................................................................................................................3
BUSINESS MODEL................................................................................................................................................................ 4
HR DETAILS..........................................................................................................................................................................5
HR FUNCTIONS.................................................................................................................................................................5
BEST HR PRACTICES.........................................................................................................................................................6
JOB DESCRIPTION AND SPECIFICATION.............................................................................................................................8
RECRUITMENT AND SELECTION PROCESS.........................................................................................................................9
EMPLOYEE TRAINING METHODS.......................................................................................................................................10
TRAINING CALENDER.........................................................................................................................................................12
KRA, KPI & GOAL SHEET FOR MARKETING MANAGER IN CPCL.......................................................................................13
PERFORMANCE APPRAISAL SYSTEM................................................................................................................................14
Methods of Performance Appraisal...............................................................................................................................15
E-PAR PROCESS.............................................................................................................................................................. 16
References.......................................................................................................................................................................... 16

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ABOUT COMPANY

Chennai Petroleum Corporation Limited (CPCL) a Group company of Indian Oil Corporation (IOCL) is an

Indian state-owned oil and gas corporation headquartered in Chennai, India. It was formed as a joint venture in
1965 between the Government of India (GOI), AMOCO and National Iranian Oil Company (NIOC), having a
shareholding in the ratio 74%: 13%: 13% respectively. From the grassroots stage CPCL Refinery was set up
with an installed capacity of 2.5 million tons per year in a record time of 27 months at a cost of Rs. 430 million
without any time or cost overrun.

CPCL has two refineries with a combined refining capacity of 11.5 million tons per year. The Manali Refinery
in Chennai has a capacity of 10.5 million tons per year and is one of the most complex refineries in India with
fuel, lube, wax and petrochemical feedstock production facilities. CPCL's second refinery is Nagapattnam
Refinery located at Cauvery basin at Nagapattinam in Panagudi. This unit was set up in Nagapattinam with a
capacity of 0.5 million tons per year in 1993 and later enhanced to 1.0 million tons per year.[7] Now this 1.0
million tons per year refinery is being dismantled to increase its capacity to 9.0 million tons per year with cost
of 27,000 crores this new project will be completed by 2022 and will boost the company growth further. The
main products of the company are LPG, Motor Spirit, superior kerosene, aviation turbine fuel, high
speed diesel, naphtha, bitumen, lube base stocks, paraffin wax, fuel oil, hexane and petrochemical feed stocks.
The wax plant at CPCL has an installed capacity of 30,000 tons per annum, which is designed to produce
paraffin wax for manufacture of candle wax, waterproof formulations and match wax. A propylene plant with a
capacity of 17,000 tons per annum was commissioned in 1988 to supply petrochemical feedstock to neighboring
downstream industries. The unit was revamped to enhance the propylene production capacity to 30,000 tons per
annum in 2004. CPCL also supplies LABFS to a downstream unit for the manufacture of liner alkyl benzene.

CPCL plays the role of a mother industry supplying feedstock to the neighboring industries in Manali. CPCL's
products are marketed through IOCL. CPCL's products are mostly consumed domestically except naphtha, fuel
oil and lubes which are partly exported.

CPCL has also made pioneering efforts in the field of energy and water conservation by setting up a wind farm
and sewage reclamation and sea water desalination plants.

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SECTOR INFORMATION

The petroleum industry, also known as the oil industry or the oil

patch, includes the global processes
of exploration, extraction, refining, transporting (often by oil
tankers and pipelines), and marketing of petroleum products. The
largest volume products of the industry are fuel
oil and gasoline (petrol).

Petroleum (oil) is also the raw material for many chemical products,

including pharmaceuticals, solvents, fertilizers, pesticides, synthetic fragrances, and plastics. The extreme
monetary value of oil and its products has led to it being known as "black gold". The industry is usually divided
into three major components: upstream, midstream, and downstream. Upstream deals with Drilling and
Production mainly. Petroleum is vital to many industries, and is necessary for the maintenance of
industrial civilization in its current configuration, making it a critical concern for many nations. Oil accounts for
a large percentage of the world’s energy consumption, ranging from a low of 32% for Europe and Asia, to a
high of 53% for the Middle East.

In recent years, enhanced oil recovery techniques — most notably multi-stage drilling and hydraulic

fracturing ("fracking") — have moved to the forefront of the industry as this new technology plays a crucial and
controversial role in new methods of oil extraction.

As petroleum is a non-renewable natural resource the industry is faced with an inevitable eventual depletion of
the world's oil supply. The BP Statistical Review of World Energy 2007 listed the reserve/production ratio for
proven resources worldwide. This study indicated a ratio of proven reserves to production in the Middle East at
79.5 years, Latin America at 41.2 years and North America at 12 years. A misguided interpretation of the ratio
has led to many false predictions of imminent world oil shortages since the early years of the oil industry in the
1800s. This has been especially true in the United States, where the ratio of proved reserves-to-production has
been between 8 years and 17 years since 1920. Many have mistakenly interpreted the result as the number of
years before the oil supply is exhausted. Such analyses do not take into account future reserves growth.

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BUSINESS MODEL

Key Partners Key Activities Key Resources

shareholders Refining oil & Gas reserves
Oil service companies Transportation Infrastructure
Distribution network Safety Employees
Primary producers Production Partnership
Retails Brands Marketing Technologies
Petro-chemical brands Telecommunication & Media Capital
Environmental inpact relief

Customer Channels Customer Segment

Relationship Aviation industry
Global presence with projec
Government
B2B leadership teams
PetroChem Plants
Innovation Dedicated sales team
Hotels & Organisation
Long term contracts Regional & corporate office
Resellers
Partnership and alliances Telephone, Email, Website
Domonant position in market E-services

Cost structure Revenue Stream

Value Proposition
Transportation & Refining Sale of crude oil and natural gas
vertically intergrated exploration Sale of refined and semi process
of oil and gas Maintanence of infrastructure
products
Powering a clean planet R&D
Gas Stations from 3rd party
Maximizing value from by- Salaries of employees consumables
products Licenses & Taxes refining of product
Biotechnology for biofuels1 New Projects petrochemicals
Marketing

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HR DETAILS
HR FUNCTIONS
Recruiting the Right People for the Right Job
The success of recruiters and employment specialists generally is measured by the number of positions they fill
and the time it takes to fill those positions. Recruiters who work in-house – as opposed to companies that
provide recruiting and staffing services – play a key role in developing the employer's workforce. They
advertise job postings, source candidates, screen applicants, conduct preliminary interviews and coordinate
hiring efforts with managers responsible for making the final selection of candidates.

Maintaining a Safe Environment

Workplace safety is an important factor. Under the Occupational Safety and Health Act of 1970, employers
have an obligation to provide a safe working environment for employees. One of the main functions of HR is to
support workplace safety training and maintain federally mandated logs for workplace injury and fatality
reporting. In addition, HR safety and risk specialists often work closely with HR benefits specialists to manage
the company's worker’s compensation issues.

Employer-Employee Relations
In a unionized work environment, the employee and labor relations functions of HR may be combined and
handled by one specialist or be entirely separate functions managed by two HR specialists with specific
expertise in each area. Employee relations is the HR discipline concerned with strengthening the employer-
employee relationship through measuring job satisfaction, employee engagement and resolving workplace
conflict. Labor relations functions may include developing management response to union organizing
campaigns, negotiating collective bargaining agreements and rendering interpretations of labor union contract
issues.

Compensation and Benefits

Like employee and labor relations, the compensation and benefits functions of HR often can be handled by one
HR specialist with dual expertise. On the compensation side, the HR functions include setting compensation
structures and evaluating competitive pay practices. A comp and benefits specialist also may negotiate group
health coverage rates with insurers and coordinate activities with the retirement savings fund administrator.

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Payroll can be a component of the compensation and benefits section of HR; however, in many cases,
employers outsource such administrative functions as payroll.

Labor Law Compliance

Compliance with labor and employment laws is a critical HR function. Noncompliance can result in workplace
complaints based on unfair employment practices, unsafe working conditions and general dissatisfaction with
working conditions that can affect productivity and ultimately, profitability. HR staff must be aware of federal
and state employment laws such as Title VII of the Civil Rights Act, the Fair Labor Standards Act, the National
Labor Relations Act and many other rules and regulations.

Training and Development

Employers must provide employees with the tools necessary for their success which, in many cases, means
giving new employees extensive orientation training to help them transition into a new organizational culture.
Many HR departments also provide leadership training and professional development. Leadership training may
be required of newly hired and promoted supervisors and managers on topics such as performance management
and how to handle employee relations matters at the department level.

Professional development opportunities are for employees looking for promotional opportunities or employees
who want to achieve personal goals such as finishing a college degree. Programs such as tuition assistance and
tuition reimbursement programs often are within the purview of the HR training and development area.

BEST HR PRACTICES
Open book management style
Sharing information about contracts, sales, new clients, management objectives, company policies, employee
personal data, etc. ensures that the workforce is as enthusiastic about the business as the management. It helps
in making people interested in your strategic decisions, thus aligning them to your business objectives. Be as
open as you can. Employee self-service portal, manager on-line etc. are some tools available today to practice
this style.

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360 Degree performance management feedback system
This system, which solicits feedback from seniors (including the boss), peers, and subordinates, has been
increasingly embraced as the best available method for collecting performance feedback. Every person in the
team is responsible for giving relevant, positive and constructive feedback.

Knowledge sharing
Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in
databases to provide greater access to information posted either by the company or the employees on the
knowledge portals of the company. When an employee returns after attending any competencies or skills
development program, sharing essential knowledge with others could be made mandatory. Innovative ideas
(implemented at the work place) should also be posted on these knowledge sharing platforms. However, what to
store and how to maintain a knowledge base requires further and detailed plans.

Open house discussions and feedback mechanism

Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest
source of ideas. The only thing that can stop great ideas being implemented in your organization is the lack of
an appropriate mechanism to capture ideas. Open house discussions, employee-management meets, suggestion

boxes and tools such as Critical Incidents Diaries can help identify and develop talent.

Delight employees with the unexpected

occasionally, delight your employees with unexpected things in the form of a reward, a gift or a certificate.
Reward not only the top performers but also a few others who need to be motivated to exhibit their potential.

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JOB DESCRIPTION AND SPECIFICATION
Job Position: Marketing Manager
Business Unit: Marketing
Job Location: Jodhpur
Supervision Received: Senior Marketing Manager
Supervision Exercise: Assistant Marketing Manager

ROLES AND RESPONSIBILITY

 Develop pricing strategies, balancing firm objectives and customer satisfaction.
 Identify, develop, and evaluate marketing strategy, based on knowledge of establishment objectives,
market characteristics, and cost and markup factors.
 Evaluate the financial aspects of product development, such as budgets, expenditures, research and
development appropriations, and return-on-investment and profit-loss projections.
 Formulate, direct and coordinate marketing activities and policies to promote products and services,
working with advertising and promotion managers.
 Direct the hiring, training, and performance evaluations of marketing and sales staff and oversee their
daily activities.
 Negotiate contracts with vendors and distributors to manage product distribution, establishing
distribution networks and developing distribution strategies.
 Consult with product development personnel on product specifications such as design, color, and
packaging.
 Confer with legal staff to resolve problems, such as copyright infringement and royalty sharing with
outside producers and distributors.
  Coordinate and participate in promotional activities and trade shows, working with developers,
advertisers, and production managers, to market products and services.
 Consult with buying personnel to gain advice regarding the types of products or services expected to be
in demand.
Education:   MBA/PGDM in marketing.
Experience: 3 years
Skills: - technical marketing skill, digital marketing skills, analytical skills
- excellent written and verbal communication skills, formal presentation skills, problem
analysis and problem-solving
- team leadership, persuasiveness, adaptability, creativity, judgement and decision
making
CTC: 7 Lakhs P.A (including Variable)

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Notice Period: 3 months

Recruiter name: Poulomi Das

Recruiter No.: +91-9876543210
Recruiter Id: abc@cpcl.in

RECRUITMENT AND SELECTION PROCESS

Chennai Petroleum Corporation jobs notification and application form is available @ www.cpcl.co.in. Before
apply to these CPCL Chennai vacancy candidates must check their eligibility i.e. educational qualification, age
limit, experience and etc. CPCL recruitment procedure will be based on test/ interview. Selected candidates will
be placed at Chennai [Tamilnadu]. More details of Chennai Petroleum Corporation recruitment vacancy,
upcoming CPCL Chennai jobs notices, syllabus, answer key, merit list, selection list, admit card, result,
upcoming notifications and etc. will be uploaded on official website.

Details of CPCL Chennai Recruitment 2020:

Organization Name Chennai Petroleum Corporation Limited

Job Type Central Govt.

Advertisement Number Advt No 02 of 2019-CPCL/HRD:03:056/055

Deputy Company Secretary, Junior Engineering Assistant,

Junior Quality Control Analyst, Marketing manager, Junior
Job Name
Marketing Assistant, Junior Accounts Assistant & Junior
Nursing Assistant

Total Vacancy 56

Job Location Chennai [Tamilnadu]

Notification Release Date 13.02.2020

Last Date for Submission of online application  10.06.2020

Official Website www.cpcl.co.in

Age limit
 Deputy Company Secretary: age limit should be 45 years.
 All Other Posts: age limit should be 26 years & 30 years. 

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Selection Process:
The company conducts recruitment processes every year to select new candidates. The selection process of the
company consists of 3 rounds. These rounds are as follows:
 Online Written Test
 Technical Interview
 HR Interview

EMPLOYEE TRAINING METHODS

Instructor-led classroom training

This method has been around for a long time, and for good reason. It comes with plenty of benefits. Namely,
classroom-style training allows for personal interaction. It gives trainees the right environment and resources to
interact with instructors to ask questions that might go unanswered in a non-interactive forum. It also empowers
relationship building between the trainer and trainee, and fellow trainees who are learning and growing
together.

Interactive methods
Interactive training can be highly effective because it combats the one-directional transfer of knowledge that
comes with lecture-style training; by empowering conversation and group interaction, you not only keep the
energy high, but allow participants to all learn from each other. This training method takes classroom-style
lectures to a new level by adding interactive and group activities to the training experience. Popular interactive
methods include small group discussions, case study reviews, role playing, quizzes and demonstrations. Since 1
in 3 employees say training is often uninspiring and prohibits learning, this approach is a great way to add fun,
engaging experiences to the training process.

Hands-on training
Hands-on training skips the conceptual and dives right into the practical, allowing trainees to quickly get their
hands on whatever they’re learning. This approach is widely preferred by employees; 52% of adults say the best
way to learn is through active participation. On top of being well-received by trainees, hands-on learning also
has several other advantages. It’s often a quicker process because you dive in on day one. It can also boost

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knowledge recollection; long days in a training lecture may leave some trainees fried, but hands-on training
requires focus, which can improve information retention.

Computer-based and e-learning training

While sometimes used interchangeably, these two approaches have one distinct difference: computer-based
training (CBT) encompasses any type of training that takes place on a computer, while e-learning training is
specifically training that’s hosted online via a website or web app. These digital trainings usually mimic
classroom-style trainings, displaying visual content on screen that supports a lecturer’s voiceover. They can also
include resources like videos and reading material to accompany coursework, similar to what you might find in
a classroom environment.

Video training
Over the past few years, video has emerged as a game-changing media both for external use (like marketing and
sales) and internal use, like training. 44% of executives strongly agree that video will be the “de facto” form of
internal communication in the next five years, and 96% of businesses say video helps them train employees
better and faster. Employees are also onboard with video training; 75% say they’re more likely to watch a
video than they are to read emails, articles or documents.

Coaching and mentoring

Having a mentor not only creates growth opportunities for employees, but it builds relationships that help them
feel more connected to and supported by your company. Mentoring can also impact your company’s bottom
line; 77% of companies say their mentoring program improves employee retention and job performance.
However, mentorship programs require your most high-performing people to step away from their primary roles
to grow newer team members. While that will pay off in the long run, consider whether you’re willing to make
that tradeoff.

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 TRAINING CALENDER

SUN MON TUES WED THURS FRI SAT

1 4
3
Strategic 2 In –house
Entrepreneurial
marketing Corporate
marketing
measurement training

 
 
7  
8 9  
6
Business 10
11
Business Math &
Math & Trade Trade Strategic Risk Coaching &
5 Promotion Promotion planning Management Managing Talent Mentoring

   
 
 
13 17
16
  15
STATISTICAL
  14  
Conflict ANALYSIS Financial
12 Management MEETING Decision Authority SOFTWARE Management 18

 
 
22
21
Business    
Intelligence And
      24
Quality Reporting
19 20 Control Software 23 SIX SIGMA 25 MEETING

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  29
 30
Digital tools to
   28 analyze risk DATA MINING    

26 27          

WEBEX TRAININGS WITH

EVENTS AND MEETINGS PUBLIC HOLIDAYS
EXPERTS

KRA, KPI & GOAL SHEET FOR MARKETING MANAGER IN CPCL

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 Key Result Area (KRA) Worksheet for 2019-2020
Name: Poulomi Das Grade: SM-5 Designation: Marketing Management
Department:
Marketing
Research & Development Location: JODHPUR Variable Salary / Performance Bonus: Nil 200000

Variable Pay Variable

at 100% Performance Salary
Weightage Target Date for performance Rating / % of earning
S. No. KRA Specific Goal(s) / Objective(s) Allotted Completion (Rs.) achievement * (Rs.)
Ability to provide overall product
value and differentiate support Research 5-10 customers with $500 Million
1 offerings that clearly map to customer revenue in retail segment; sign-up one account 30% 60,000
needs. with $500K annual run rate 90% 54,000
Evolve market research and
2 segmentation strategy and develop  Signup 3 partnerships with leading service 30% 60,000
new channels. distributors 60% nil
__Develop a new sales office at Chicago and hire
a team of 3 sales executives
– Build a team of 5 SDRs, each with a target of 3
Create and implements strategies and qualified leads per week and 50 leads overall per
3 plans for lead generation. month. 20% 40,000

– Develop a marketing drip campaign with 100K

emails per quarter 70% 28,000
– Coach team on the application of ‘value selling’
principles and practices. Conduct 2 coaching
Conduct strategic sales planning
4 sessions per month. 10% 20,000
activities
– Implement lead generation standards and
conduct 1 training per month 50% nil
– Complete goal setting exercise for team
5 Facilitate discussion of team goals, members within 1 month of start of FY 10% 20,000
roles, needs, and responsibilities. – Identify training needs for teams 80% 16,000
Total 100%
200,000 98,000
* Performance rating / achievement (%) has to be justified with data and facts

Note:- Minimum qualifier to get performance bonus / variable salary for any KRA is at least 70% performance achievement during the year.
In case performance achievement is less than 70% for any of the KRAs, variable salary against that KRA will be nil

PERFORMANCE APPRAISAL SYSTEM

Performance appraisal is a systematic and objective way of judging the relative worth of ability of an employee
in performing his task. Performance appraisal helps to identify those who are performing their assigned tasks
well and those who are not and the reasons for such performance. Performance Appraisal is an objective
assessment of an individual’s performance against well-defined benchmarks.

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BENEFITS

 Measures an employee’s performance.

 Helps in clarifying, defining, redefining priorities and objectives.
 Motivates the employee through achievement and feedback.
 Facilitates assessment and agreement of training needs.
 Helps in identification of personal strengths and weaknesses.
 Plays an important role in Personal career and succession planning.
 Clarifies team roles and facilitates team building.
 Plays major role in organizational training needs assessment and analysis.
 Improves understanding and relationship between the employee and the reporting manager and also helps in
resolving confusions and misunderstandings.
Methods of Performance Appraisal

Ranking Method:

Under the ranking method, the manager compares an employee to other employees, rather than to a standard
measurement.

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Graphical Rating Scale:

Under this method, core traits of employee pertaining to his job are carefully defined like Attitude, Knowledge
of Work, Managerial Skills, Team Work, Honesty, Regularity, Accountability, Interpersonal relationships,
Creativity and Discipline, etc. These traits are allotted with numerical scale to tabulate the scores gained by
employee.

Assessment Centers:

An assessment center typically involves the use of methods like social/informal events, tests and exercises,
assignment being given to a group of employees to assess their competencies to take higher responsibilities in
the future.

Behaviorally Anchored Rating Scales (BARS):

Behaviorally Anchored Rating Scales is a relatively new technique which combines the graphic rating scale
and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral
statements describing important job performance qualities as good or bad. These statements are developed from
critical incidents.

Human Resource Accounting Method:

Human Resource Accounting is a method to measure the effectiveness of personnel management activities and
the use of people in an organization. HRA is the process of Assigning, budgeting, and reporting the cost of
human resources incurred in an organization, including wages, salaries and training expenses.

360 Degree Appraisal:

360 Degree Appraisal is a type of employee performance appraisal in which subordinates, colleagues, co-
workers, and managers all anonymously rate the employee. This information is incorporated into that person’s
performance review.

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E-PAR PROCESS

Earlier, in CPCL physical format were being used for performance appraisal. The experience of filling
performance appraisal in physical format revealed that there was inordinate delay in recording the appraisal; it
was very difficult to trace PAR movement. This also resulted in low priority accorded to record performance
appraisal. The non-availability of PAR had directed impact on many HR processes like Promotions, Placement,
Training, Awards etc. The basic purpose of implementing e-PAR system was to-

 Have a transparent, multidimensional evaluation system in alignment with industry practices

 Introduce performance contracting and objective evaluation

 Timely completion

 Supplement efforts to enable speed up HR processes like Promotions, Special Assignments, Deputation Out,
Rewards and Incentives etc. through system

 Streamlining of PAR process

References
https://www.cpcl.co.in/

https://www.fresherslive.com/cpcl-chennai-petroleum-corporation-limited-recruitment

https://cpcletenders.nic.in/nicgep/app

https://pms.cpcl.co.in/

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