Making a training Program

Perceived Obstacles To Adult Initiated Training

Time

Funding

Job Insecurity

Attitudes to Own Training Affected By Age And Most Recent Experience Of Training

More People Now Willing To Fund Own Training

TRAINING PRESENTATION

• Prepare the content
• Forceful introduction - interesting
• Positive attitude & enthusiasm
• Training aids
• Vary tone of your voice
• Practical examples
• Needs of people - questions
• Eye contact
• Facilitate, not criticize
• Ask questions
• Conclude

Introduction to Shell Pakistan

What is Petroleum?

A thick flammable yellow to black mixture of gaseous, liquid, and solid hydro carbon that occurs naturally beneath the earth’s surface can be separated into fractions including natural gas, gasoline, naphtha, kerosene, fuel and lubrication oils, paraffin wax, and asphalt and is used as raw material for a wide variety of derivative products.

What is Petroleum Industry?

Petroleum industries consist of refineries and Oil Marketing Companies of petroleum products. An association known as Oil Companies Advisory Committee (OCAC) represents these industries. In Pakistan, oil is a major source of energy for industrial activities along with coal and natural gas. Energy requirements of transportation sector are mostly met through oil. The current demand of oil in Pakistan is about 20 million tones and is increasing at the rate of 8 per cent per year. Pakistan produces about 3 million tones locally and the rest is imported from Middle East. Presently, there are five refineries (ARL, DRL, NRL, PRL, and PARCO) with existing refining capacity of about 11 million tones of crude oil per annum. PARCO has started its production in year 2000. Crude oil is the main raw material for any petroleum industry. Crude oil is processed in refineries to produce products like LPG, Motor Gasoline, High Octane Blending Component (HOBC), Kerosene, Aviation Fuels JP-1 and JP-4, High Speed Diesel, Furnace Oil and Lube oils.

Petroleum Refineries of Pakistan:

In Pakistan, there are four petroleum refineries. Two refineries (NRL and PRL) are located in Karachi, which use mainly imported crude; one refinery (ARL) is located in Rawalpindi, which uses only domestic crude oil, and a new mid-country refinery (PARCO) started production in September 2000, uses imported crude oil. The crude throughputs of the refineries range from 4,760 M. Tones/day to 13,600 M. Tones/day.

The Industry we selected for our survey is SHELL PAKISTAN LIMITED

Introduction to Shell:

SHELL PAKISTAN:

The Shell brand name enjoys a 100-year history in this part of the world, dating back to 1899 when Asiatic Petroleum, the far eastern marketing arm of two companies: Shell Transport Company and Royal Dutch Petroleum Company began importing kerosene oil from Azerbaijan into the subcontinent. Even today, the legacy of the past is visible in a storage tank carrying the date - 1898.  The documented history of the Royal Dutch/Shell Group in IndoPak subcontinent dates back to 1903 when partnership was struck between The Shell Transport & Trading Company and the Royal Dutch Petroleum Company to supply petroleum to Asia.

Introduction:

All entrepreneurs have a vision of success built on organizational growth and wealth. However dreams of empire are built upon the labors of others - but only if they are valued and motivated. To achieve long term business success organizations need to successfully address human issues not just because of their legal responsibilities but because it makes sound commercial sense to do so.

This HRM management training program is a natural extension of a strategic review and works well as part of a business trilogy with marketing and financial management development programs. The trilogies effectiveness can be enhanced by including modules covering a computerized 

1. Objectives

The objective of shell Pakistan Ltd is to engage efficiently, responsibly and profitably in the oil and chemical businesses. Shell Pakistan Limited seeks a high standard of performance and aims to maintain a long-term position in its competitive environment.

2. Responsibilities

Towards employees

To respect the human rights of its employees, to provide its employees with good and safe conditions of work, and good and competitive terms and conditions of service, to promote the development and best use of human talent and equal opportunity employment, and to encourage the involvement of employees in the planning and the direction of its work, and in the application of these principles within the company.

It is recognized that commercial success depends on the full commitment of all employees.

To those with whom it does business

To seek mutually beneficial relationships with contractors, suppliers and in joint ventures and to promote the application of these principles in so doing. The ability to promote these principles effectively will be an important factor in the decision to enter into or remain in such relationships.

3. Business Integrity
Shell Pakistan Limited insists on honesty, integrity and fairness in all aspects of its business and expects the same in its relationships with all those with whom it does business. The direct or indirect offer, payment, soliciting and acceptance of bribes in any form are unacceptable practices. Employees must avoid conflicts of interest between their private financial activities and their part in the conduct of company business. All business transactions on behalf of Shell Pakistan Limited must be reflected accurately and fairly in the accounts of the company in accordance with established procedures and be subject to audit.

4. Political Activities
Of employees 
Where individuals wish to engage in activities in the community, including standing for election to public office, they will be given the opportunity to do so where this is appropriate in the light of local circumstances.
Why is an organizational / management development program necessary?

As organizations evolve their infrastructure and approaches to management development become established. Whilst management development vocational programs and supporting management techniques, tools, procedures and standards, etc, are essential they often introduce organizational rigidity. Also with "maturity" organizations often become too big, have to many management levels and get over complicated. Consequently departments, functions, or divisions, do not interconnect well. The result is decision making becomes unclear, information is poorly communicated, projects do not get finished, or are late (and usually over budget) and internal politics creep in, resulting in power bases and pressure groups becoming established. With a better the devil you know belief organizations become an eco-system that can be difficult to change. Within this general confusion and with constant organizational change being a modern necessity the individual's role becomes unclear and difficult to execute even to the point of being meaningless. People ask "Why am I here?", and "I no longer seem to have a purpose, a direction or adequate support". Consequently they either leave or slide into impotence and so the organization becomes weakened, even unmanageable, certainly organizations cease to function well.

Human Resource:

The integration of Shell's Human Resources function within the Royal Dutch/Shell Group was completed in 2000. The new structure strengthens Shell Oil's human resources support for all employees by placing a human resources representative in each business while drawing on the global resources of Group companies. As part of the new structure, the Human Resources staff in the United States works closely with Shell People Services in managing the Company's human resource systems and programs, and implementing improvements.

A specific charge for the U.S. Human Resources team is to develop and implement strategies in support of the Shell Blueprint; most particularly the priorities of being a model of diversity and helping people reach their full potential. Human Resources is establishing a talent pipeline development system which is focused on both recruiting and leadership development. This effort will benefit all employees by placing greater emphasis on career development. As Shell becomes more growth-oriented and seeks employees from a variety of backgrounds and with a variety of skills, its on-campus recruitment program is being revitalized. To complement this campus attraction program, Human Resources has established new orientation procedures for both new college recruits and experienced hires.

What Makes Shell Pakistan Such A Great Place to Work?

The diverse background of Shell employees makes Shell Pakistan such an interesting place to work in. We have found success lies in pulling together teams of people with different perspectives and different ways of approaching problems, people who nevertheless share a set of core values about how to deliver results today that will endure tomorrow.

Learning & Development

At Shell Pakistan, we're very serious about our responsibility for developing our people. We help our people realize their potential and fulfill their ambitions by helping them shape their own, individual career paths. From cross-business assignments to structured learning courses, we provide the tools needed for our people to develop world-class analytical, leadership, management and relationship-building skills. Because they deal with a broad range of issues cutting across different levels of management, our people get a birds-eye-view into the challenges and responsibilities of senior executives, and learn what it takes to lead organizations. We have also put in place an intranet Career Opportunity website - posting of all vacancies within Shell Companies worldwide - additional avenues for growth for individuals.

Work-Life-Balance

The diverse workforce at Shell Pakistan includes career couples, with and without children; single parents; singles; staff who care for their parents; and staff with important educational and community commitments.

 Because we believe that professional and personal success needn't be mutually exclusive, we provide programs that help our employees to strike a balance between the demands of work and life outside the office.

Corporate Culture at Shell Pakistan

Our vision is to be the "Top Performer of First Choice". 

 To make this vision a reality, we try to work and live by certain core values - Honesty, Integrity, Respect for People, Professionalism, Trust, Pride in Shell and Openness.

 We bring these values into play in everything we do, including our Sustainable Development Principle.

HR / Shell People Services

To ensure a steady supply of graduates, Shell has developed vacation work, placements programs and scholarships to familiarize students from relevant tertiary courses with our business.

"Helping partners to manage their career for a life on the move"

Approaches to the Study

Possible Approach to study:

Our study has been made through interview scheduled. The interview taken was from the manager HR department at Shell. Another alternate is secondary data available on the petroleum industry on the internet and books available.

Selected Approach:

The approach mentioned above for the following reasons:

1. Secondary data is of historical importance and is made a good basis for drawing inferences and pin pointing previous short comings. This picture can be best utilized for drawing course of action while formulating future policies and implementing strategies to achieve the objectives. However, secondary data is not necessarily being the barometer of current situation, since the effect of new changes is not included in the data.
2. The possible effects of global environmental changes are best understood and interpreted by the professionals, experts, researchers, officials and entrepreneurs in the field. This information can be gathered by interviewing such people who r able to provide knowledge about some undocumented data which can become helpful in making own plans more practical and realistic.

Methodology:

The purpose here is to describe the research procedure, overall research design, the sampling procedure, the data collection and analysis procedure.

Research procedure:

Some historical data is available on the website, annual report and research reports. As our subject is of strategic nature it requires the descriptive or exploratory research to search the effects of the existing plans of training and development.

Formulation of Hypothesis:

As our research is exploratory, no formal hypothesis have been formed or tested in this study.

Exploratory Research:

Maximum possible information and knowledge can be gathered through an exploratory research. This can be achieved by the use of:

1. Rules and regulations
2. Professional magazines
3. Personal interviews
4. Questionnaire
5. Seminars/discussions/workshops

Sampling:

Cost is one of the main factors which prohibits in studying the entire population. Therefore we have taken a subset from population to make inferences about the same population. A sample should be such that it should represent the whole population from which it is drawn. A sample of 2 managers is taken,, we have interviewed 2 managers at Shell Pakistan.

Research Tools:

Since the selection of research tool should reflect the purpose of the research and the resources available for it, thus we used “interview” as the main tool of our study.

1. Interview: It puts the interviewer and the respondent into a dialogue situation. This advantage is not possible in the questionnaire due to the structured questions in the later form. This gave us the advantage of asking personally administered and reworked questions from the respondents to obtain some extra information. It has also provided us with the advantage of reducing the number of inaccurate, irrelevant and incomplete answers. The interviews were conducted as telephonic interviews.
2. Interview Schedule: The questions asked from the respondents were frequent. As  a result of the dialogue situation many other useful information were also explored which eventually became useful in the study.

Field Work:

The interviews were conducted on 19th of November 2003 during the daytime.

Organization of Data:

Research design, sample design and field work are under taken solely to obtain the data, which when tabulated and analyzed yielded the desired information to draw inferences, conclusions, recommendations and decisions. The frame work for the tabulation of data was established through following steps:

1. Interview schedule was prepared to obtain desired information from the respondents. The questions were designed in a manner that candid opinions and professional experience of the respondents would be the natural outcome.
2. Policy documents and historical data to examine the past and present environments
3. Periodicals, magazines and official reports and seminar reports to gather latest tabulated data.

Training of employees at Shell Pakistan

Training includes

• job search and career counseling
• tertiary education and professional courses
• business start-up advice
• mandatory professional accreditation
• intensive language tuition

The training schedule of Shell is to Identify Learning needs and facilitate Learning activities in response, to Participate in the Zonal Talent Development Networks, to Work with HR Account Managers in conducting training need analysis, Prioritizing training needs along with HR Account Managers and business training focal points, the Identification of and negotiations with vendors, Formulation of training calendar and programs, Helping line with Technical trainings as and when required, Co-ordination with Line for the nominations of training programs, Zonal focal point for the trainings available in the Zone, Focal Point for Shell Graduate Recruitment Program  and Focal Point for Shell Employee Satisfaction Survey.  This is how scheduling of training programs is done in Shell.

These are some of the specific questions that we asked during interview,

1. What are the major human resource issues for the petroleum industry now and in the next five years? 

I believe at the upper management levels there is the need for visionary thinking, or strategic thinking, and I believe that the development of those skills in the senior managers of the oil companies is probably the primary requirement today.

2. What kinds of human resource issues does the petroleum industry have with retaining young employees? 

I think with young employees the major issue is to square away the activities of the oil and gas companies with the concern over the environment. We therefore give them required training at their level which will then help them in getting thuer job done.

3. What are the biggest human resource strategies used in the petroleum industry to retain young employees?

Well, I believe that to some extent that oil and gas companies utilize training programs (that is job rotation programs). They also attempt to utilize mentoring, although very few have formal mentoring systems, but I believe the greatest gains could be made around the mentoring issue.

4. How is the industry trying to improve its human resource problems/issues?

The normal way for the HR department to be involved in these issues is through training and upgrading and selection of staff. And I am not sure that what they are doing is significant in these areas. I do not hear about [any expanding] and I don't see it happening.

5. What advice can you offer or provide to companies or for the industry regarding dealing with human resource issues in the petroleum industry?

The HR departments should be much more active in developing training programs, especially for their younger staff, developing a formal system of training programs, developing and encouraging

Designing a job for Hr manager in a petroleum industry

The activities which the Hr manager performs are staffing, retention, training and development, adjustment and managing changes.

The responsibilities of HR manager in staffing is job analysis, human recourse planning, recruitment, in retention some responsibilities includes compensation and benefits, employee relations, health and safety, employee services. Some responsibilities under development include development of legally sound performance management systems, morale surveys, technical training, management and organizational development career planning and Hr research, Adjustment includes investigation of employee complaints, outplacement services, retirement counseling.  And managing change is to provide expertise to facilitate the overall process of managing changes.

These are some of the basic functions which an HR manager of any organization has to fulfill, but when we talk about petroleum industry manager more precisely HR manager of Shell he has some duties which are more technical and important then hiring and firing of people which as people says is a major responsibility of an HR manager.

First we have to understand what processes petroleum industry includes, some basic processes are:

• Oil drilling
• Oil pumping
• Oil refineries
• Distribution of oil

Now designing a job for HR manager is very technical as it also includes the safety at macro level that is safety of environment and the safety at individual level that is safety of employees.  Hr manager should know the basic principles and main objectives of his job.

Shell do the three processes which are oil drilling, oil pumping and distribution, we first start with oil drilling, now the HR manager has to decide that the place where the oil is being drilled, he has to provide the necessary training to its employees, for example the employee who are at the field should be trained enough to know their safety, they should know that while drilling they have to wear the helmets, and should have gloves in their hands.  Now there are drilling, one is offshore and the other is on land, in forests, or maybe in deserts, now Hr manager has to set his plans according to its environment, first the manager has to see on which location the oil is being drilled, they have to make training programs in order to tell their employees that under what circumstances they would be working.  If a person is working offshore then he has to have proper tools and medical facilities.  Now proper training classes must be attended by this team which is essential for them.  If the drilling is in land then proper specialists must be provided to the employees which is the duty of HR manager so that any mishap can be cured immediately, these doctors must be specialist in this field and must be there at the spot.  This all is the duty of HR manager because he is responsible for employee safety and in petroleum industry this safety major is the most important element which has to be take cared properly.  HR manager must be aware of international laws and should be updated with the new advancement in Laws.  He has to work with a labor force which is diversified, so he should know the labor laws so that if any strikes or quarrel takes place between the employees and the management, HR manager can negotiate with them according to the laws.  Then comes the phase where distribution is made which is the part where the drivers who are responsible for transporting oil are trained by the Hr department.  This is done recently by Shell.

Shell Road Safety Week

Karachi, January 21: During the Shell Road Safety Week, 1200 drivers, including those of motorbikes and water tankers, were trained in defensive driving techniques at various Water Hydrants and Police Stations in the city.

In addition to this, more than seventy-two thousand drivers, vehicle owners and pedestrians were explained road safety guidelines and given awareness material throughout the safety Week from 16th to 21st January at busy intersections. Shell Pakistan Limited (SPL) launched its Shell Road Safety Week on January 15th 2003, in collaboration with the Karachi Traffic Police Department. The main objective of the campaign was to help educate the general public that road accidents can be prevented if drivers are properly trained and traffic rules are strictly followed.

Shell Pakistan organized separate Defensive Driving Training sessions for motorcyclists and tanker drivers. These courses were held throughout the week, on the Shell Mobile Training Bus, at various Water Hydrants and Police Stations in the city.

Safety kiosks were erected in various parts of Karachi. Busy intersections were chosen to ensure maximum direct contact with drivers and vehicle owners. SPL and its hauler staff interacted with general vehicle drivers, and gave them guidance about safe driving, the advantage of using seat belts and avoiding the use of mobile phones while driving.

Posters and leaflets containing safe driving tips and information about traffic signs were distributed. More than fifteen thousand small gifts were also presented to those obeying traffic safety rules, as a method of positive reinforcement. The best aspect of the Road Safety Week was that SPL was able to reach a wide cross-section of motorists, including commercial vehicle drivers, motorcyclists, cyclists, pedestrians and most importantly school children.

It may be mentioned here that Shell Pakistan's involvement in Road Safety initiatives has a long history. The Company has previously trained more than 10,000 tank lorry drivers in defensive driving techniques.

The awareness and training activities of the week concluded here today at Shell House with a presentation given to Mr. Jeroen van der Veer, President Royal Dutch Petroleum Company Netherlands, who is currently on a visit to Pakistan.

  These are some of the jobs which are required by the HR manager. These are some of the jobs which are very important for petroleum industry.  This all includes the training of HR manager as he is one who is responsible for the sake and safety of several other people.  HR managers must be trained and must be taught the course which is Environmental economist although it’s a course which is related to the field which is economics but its important from ecological point of view because it provides a fair knowledge of environmental safety.  Seminars must be held and all these aspects must be covered which are mentioned above must be taught to HR manager.

We have mentioned the recommendations for the training program in the above discussed paragraphs

Conclusion

Our research is an exploratory research.  We came to know about different training programs which are necessary for a learning manager they includes

Identify Learning needs and facilitate Learning activities in response, Participate in the Zonal Talent Development Networks, Work with HR Account Managers in conducting training need analysis, Prioritizing training needs along with HR Account Managers and business training focal points, Identification of and negotiations with vendors, Formulation of training calendar and programs, Helping line with Technical trainings as and when required, Co-ordination with Line for the nominations of training programs, Zonal focal point for the trainings available in the Zone, Focal Point for Shell Graduate Recruitment Program, Focal Point for Shell Employee Satisfaction Survey

These all programs are maintained through out the year by Shell Hr department.  Theses all programs are scheduled in order to get maximum output from the employees.  We can conclude after making this report that training and development for every organization is necessary. Shell was made 100 years ago, in these years there were several technological advancements and Shell in order to come to edge and to be Best in market and to get maximum shares in market equipped themselves and adjusted according to new computerized enhancements, to get themselves adjusted they provide necessary training and development to their employees so that they can get maximum output from them.  In this was they get employees satisfaction as they are now equipped and trained with modern world and have a fair idea and knowledge about their own field.

Bibliography

• Managing Human Resource By Wayne F.Cascio