Hrm oil & gas report

Oil & Gas Development Company Limited

PREFACEThis assignment has been prepared as a partial fulfillment of the subject requirements of “Human Resource management” being taught at Institute of Management Studies, University of Peshawar in MBA-III Semester.

It focuses on the overall organizations HR planning activities and the recruitment process. It views the “Oil & Gas Development Company Ltd, (OGDCL) Pakistan” in the light of these activities.

Human resource planning is process of determining future human resource needs relative to an organizations strategic plan and devising the steps necessary to meet those needs. Human resource professionals and line managers consider both demand and supply issues as well as potential steps for addressing imbalances. Search planning of often relies on job analysis as a means of understanding the nature of jobs under consideration.

During the last 41 years OGDCL has grown into a technically and commercially viable organization and possesses the largest professional/technical human resource base in the country’s oil and gas industry. It has developed a highly qualified pool of professionals who can undertake and supervise almost all phases of oil and gas exploration and production, from carrying out preliminary geological surveys to operation of oil and gas processing plants.

The purpose of control and evaluation is to guide HR activities, identifying deviations from the plan and causes of those deviations. Qualitative and quantities objectives can both play useful role in HR Planning. Quantities objectives make the control and evaluation process more objectives and measure deviation from desired performance more precisely. The nature of evaluation and control should always match the degree of development of the rest of HRP process.

Human Resource Planning and Recruitment in OGDCL Page 1 of 24


Table of Contents

PREFACE...........................................................................................................................1 Table of Contents................................................................................................................2 INTRODUCTION..............................................................................................................21 Literature Review..............................................................................................................32 Oil and Gas Development Company Limited (OGDCL).................................................7 Conclusion .......................................................................................................................22 Bibliography.....................................................................................................................23

INTRODUCTION

Humans have for centuries collected into groups to form durable organizations for the purpose of accomplishing mutual goals; it is only in recent years that an organized body of knowledge has developed encompassing the theory and practice of personnel management also known as human resource management. This subject is the management of people at work or it is the relationship between the employer and the employee. Human resource management deals with the decisions like to organize, hire, fire, train, compensate, discipline and supervision.This assignment focuses on the overall organizations Human Resource planning activities and the recruitment process. This views the Oil and Gas Development Company Limited (OGCL) Pakistan, the major Oil and Gas Exploration Company in Pakistan, in light of these activities. This assignment will give us details about the company Human Resource Planning and Recruitment them for its operations. Human Resource Planning is also sometimes called manpower planning. It is a process for determining and assuring that the organization will have an adequate number of qualified persons, available at the



proper times, performing jobs which meet the needs of the enterprise and which provide satisfaction for the individuals involved. Human resource planning is not static but is an ongoing process includes the planning and development of human resource programs, such as recruitment, performance appraisal and training to assure that people’s needs of the organization. Human resource planning is process of determining future human resource needs relative to an organizations strategic plan and devising the steps necessary to meet those needs. Human resource professionals and line managers consider both demand and supply issues as well as potential steps for addressing imbalances. Search planning of often relies on job analysis as a means of understanding the nature of jobs under consideration.The human resources of most organizations are properly viewed as their most important asset, the success and the failure of the organization are largely determined by the caliber of its workforce and by the efforts it exerts. In our assignment I will also discuss the recruitment and selection issues, policies and techniques as applied in Oil and Gas Development Company Limited (OGCL). Recruitment and selection is a significant personnel function and personnel policies of an individual employer are the major determinant of its ability to obtain the labor that it requires.

1 Literature Review1.1 HR Planning

Human resource planning is process of determining future human resource needs relative to an organizations strategic plan and devising the steps necessary to meet those needs. Human resource professionals and line managers consider both demand and supply issues as well as potential steps for addressing imbalances. Search planning of often relies on job analysis as a means of understanding the nature of jobs under consideration.

1.2 Job AnalysisIt is the systematic collection and recording of information concerning the purpose of a job, its major duties, the conditions under which it is performed, the contacts with others that job performance requires, and knowledge skills and abilities needs to perform the job effectively.Job analysis information can be collected in variety of ways. These includes observing individual as do their job, conducting interviews with individuals and with superiors, having individuals keep diaries of job related activities and disturbing question are to be completed by job incumbent and their supervisor



The results of job analysis are often used to develop job description. A job description is a statement of the duties working conditions and other significant requirements associated with a particular job. A job specification is a statement of skills, abilities, education and work experience needed to perform the job effectively. Format for job description and job specification tend to vary among organizations.

1.3 HR Planning ProcessThe process of consists of forecasting, goal setting and strategic planning, and programme implementation. HR Planning process includes the following steps:

1.3.1 Forecasting

The first step in planning process is forecasting. In personal forecasting, the Hr manager attempts to ascertain the supply of and demand for various types of human resources. The primary goal is to predict areas with in the organization where there will be future labor shortage or surplus.

1.3.2 Determining Labor demand

A significant aspect of human resource planning is assessing the demand for human resources. Such an assessment involves considering the major forces that affect the demand and using basic forecasting aids to predict.Hr demand is affected by an organizations environment, including factors in both the general environment or mega environment and task environment.In addition to environmental factors, changing organizational requirements, such as alteration in the strategic plan can also influence the demand for human resources. Typically, demand forecasts are developed around specific job categories or skill areas relevant to the organizations current and future state. Once the job categories or skills are identified, the planner needs to seek information that will help the planner whether the need for people with those skills or in that job category will increase or decrease in the future. A leading indicator is an objective measure that accurately predicts future labor demand.Determining Labor supplyDemand is only one side of equation governing whether an organization will have sufficient human resources to operate effectively. In assessing the other side, supply, human resource professionals consider both internal and external labor supplies.

1.3.3 Inter Labor Supply

The prime supply source is the pool of current employees who can be transferred or promoted to help meet demands for human resources. Major means of assessing the internal labor supply includes skill inventory, replacement planning and succession planning.A planning inventory is a data bank containing basic information about each employee that can be used to assess the likely availability of individual for meetings current and future human resource needs. It typically contains information regarding each employee performance, knowledge, skill, interests, experience and relevant personal characteristics.Replacement planning is a mean of identifying potential candidates to fill specific managerial position. This is done through the use of replacement charts. A replacement



chart is a partial organization chart showing major managerial positions, current incumbent, potential replacement for each position and the age of each person on the chart with replacement chart age is used to track possible retirements, but it is not considered in determining positions. Replacement planning focuses on specific candidates who could fill designated managerial position. In contrast succession planning is a mean of identifying individuals with high potential and insuring that they received appropriate training and job assignments aimed at their long run growth and development. Thus succession planning provides the organizations with a well qualified pool of individuals from which middle and top manager can be drawn in the future.

1.3.4 External Labor Supply

Some reliance on the external supply is usually necessary because of organizational extension and employee’s attraction. Periodic estimate of labor supplies in a variety of categories are made by government agencies, e.g. in Pakistan public service commission, and by industry and human resource association and private agencies.

1.4 Goal Setting and Strategic PlanningThe second step in human resource planning is goal setting and strategic planning. The purpose of setting specific strategic goals is to focus attention on the problem and provide a bench mark for determining the relative success of any programme aimed at redressing a pending labor shortage or surplus. The goals should come directly from the analysis of labor supply and demand and should include a specific figure about what should happen with job categories or skill area and specific time able for when results should be achieved. It includes following steps

a) down sizingb) early retirement programs c) employing temporary workersd) out sourcing e) over time and expanding worker hours f) program implementation and evaluation

The programs developed in the strategic choice stage of the process and put into practice program implementation process. The final step in the planning process is to evaluate the results. Of course, the most obvious evaluation involves checking whether the company has successfully avoided any potential labor shortage. Although this bottom line evaluation is critical, it is also important to go beyond it to see which of the specific part of the process contributed to success or failure.

1.5 Human Resource Recruitment ProcessRecruitment is the process of finding and attempting to attract job candidates who are capable of filling job vacancies. Job descriptions and job specifications, both are important in the recruitment process because they specify the nature of job and the qualifications required of job candidates. The role of human resource recruitment is to build a supply of potential new hires that the organization can draw on if the need arises thus the human resource recruitment is



defined as “any practice or activity carried on by the organization with the primary purpose of identifying and attracting potential employees”. It thus serves to create a buffer meeting planning and actual selection of new employees Recruitment activities are designed to influence:

the number of the employees who apply for the vacancy the type of the people who apply for vacancy the likely hood that those applying for vacancies will accept positions if offered

The goal of an organizational recruitment is to insure that the organization has a number of reasonable qualified applicants to choose from when a vacancy occurs.Because of strategic differences among companies, the importance assigned to recruitment may differ in general however all companies have to make decisions into three areas of recruiting:

Personnel policies, which affect the kind of Job Company has to offer. Recruitment sources, used to solicit applicants, which affect the kind of people

who apply. Recruiter traits and behaviors, which affect the perceived fitness between the

applicant and the job.

Personnel PoliciesPersonnel policies is a generic term we use to refer to organizational decisions that affect the nature policies for which people are recruited. The characteristic of the vacancies are most important than recruiters or recruiting sources when it comes to predicting job choice. Personnel policies include:

Internal versus external recruitment Lead the market pay structure Employment at will policies Image advertising

1.6 Recruitment SourcesThe sources from which a company recruits potential employees are a critical aspect of its overall recruitment strategy. The total labor market is expensive; any single organization needs to draw from only a fraction of that total. The size and the nature of the fraction that applies for organizations vacancies will be affected by how and to whom the organization communicates its vacancies. The type of person who is likely to respond to a job advertised on internet may different from the type of person who responds to an add in the classified section of the local newspaper. The different sources from which recruits can be drawn are:



Internal versus external sources Direct applicants and referrals Advertisement in newspapers and periodicals Public employment agencies Private employment agencies Colleges and universities Electronic recruiting

2 Oil and Gas Development Company Limited (OGDCL)

The Oil & Gas Development Company Limited (OGDCL) was created under an Ordinance in 1961, to undertake comprehensive exploratory program and promote Pakistan’s oil and gas prospects. In 1997, it was converted into Public Limited Company and is now governed by the Companies Ordinance 1984.OGDCL now holds the fifth largest gas reserves among the international companies and the largest share of oil and gas reserves in the country, i.e. 50% of total oil and 39% of total gas reserves. Its percentage share of the total oil and gas production in Pakistan is 33% and 32% respectively. On the basis of its activities since inception, the company has made 55 discoveries with a success ratio of 1:3. OGDCL’s updated estimates for remaining recoverable oil and gas reserves as on Ist July 2002, stood at 10,200 Billion Standard Cubic Feet (BSCF) of and gas and 149 million barrels of oil.



2.1 Mission Statement“To adopt and maintain a distinct commercial orientation with a balanced, efficient and competitive structure to meaningfully explore and exploit indigenous resources for optimum production of oil and gas besides seeking opportunities abroad.”

2.2 Human Resource BaseDuring the last 41 years OGDCL has grown into a technically and commercially viable organization and possesses the largest professional/technical human resource base in the country’s oil and gas industry. It has developed a highly qualified pool of professionals who can undertake and supervise almost all phases of oil and gas exploration and production, from carrying out preliminary geological surveys to operation of oil and gas processing plants. The details of OGDCL human resource bases are as:

Data Acquisition Engineers Field Geophysicists Vibrator Technicians and Vibrator Operators Drilling Technicians and Drillers Shooting Technicians and Shooters Workshop Technicians and Mechanics Surveyors Communication Officers/Radio Operators

2.3 Personnel Department Sections:1. Admin personnel / medical center Para-medical 2. Accounts / Audits/ OGTI/ corporate affairs /procured department /GM

Personnel & store department3. Production/process/ Reservoir /Engineering / All Technical Staff4. Drilling Department5. Exploration – subsection6. Chief Manager, GM, Executive Directors, MD/Chairman(Mr.Najam Kamal

Haider Previous Deputy Chief Corporate Affairs)7. Security Guards, Drivers8. Contract officers, Casual employees;(Regulation of casuals previously deals F)



2.4 OGDCL, Recruitment Section Structure


Senior Deputy Personnel Officer

Superintendent(Recruitment)

Senior Deputy Personnel OfficerSuperintendent

(Administration)

Admin, Assistant

JAA LDC (2)

N/QDaftary &

N/Q

JAALDC (2)

Admin, Assistant

LDC (2)

Mr. Abdul Mateen AhmadChief Personnel Officer

(Recruitment)

LDC (3)


2.5 Recruitment Process in OGDCL

Advertisement Data entry / Receipt of Applications Initial scrutiny Age Relaxation as per government rule Call for written test Issue call letters Set test papers Arrangements for written test (At OGTI, I-9 Islamabad and regional coordinator office Karachi) Quota distribution as per government rule Interview Selection committee as per policy Recruitment criteria Final selection Issue offer letters Issue of joining advice Extension in joining date as per request Dispatch of file / formal appointment letter




Job AnalysisSpecification of People/ Task requirements of

job

HRPlanning

Specification of human resource requirements

RecruitmentPlanning,

Operation and Control

A pool of qualified candidates

Initial Screening

Recommendations, Reference checks,

Application Banks, Interviews

A smaller pool of qualified candidates

PerformanceAppraisal

Feedback regarding past and present job, performance supervisor/ Subordinate

plans for the future

Selection

Cognitive, Work samples, situational tests,

Personality inventories polygraphs

New Employees

Orientation

Under standing of company/

Departmental policies, and Benefits

Placement

Optimal of employee talents with

organizational needs

Training

Competence to perform present or

future job requirements

EMPLOYEE RECRUITMENT & SELECTION PROCESS in OGDCL

Steps Activities Products


2.5.1 Initial scrutiny

It means a close examination of all the applications received and selects only those who strictly need the advertised parameters and thus are recommended for further processing. The job needs special skill / knowledge and should be only done by competent professional who is capable of evaluating kind / nature of experience possessed by applicants; keeping in view the company requirements observe the following

Initial scrutiny of the application received in response to the advertisement is to carried out by the concerned department according to the criteria given in the advertisement

Request the concerned director to nominate some one from the concerned department to carry out initial scrutiny

Hand over the applications properly (in writing) to the official nominated by the director

Two separate lists of the applicants are to be prepared as result of initial scrutiny• Applications found meeting the criteria and recommended for further

processing • Applicants not meeting the criteria and rejected as such giving clear reasons

for rejection

2.5.2 Schedule of written test

Submit the both lists i.e. selected and rejected to the concerned director giving summary about total number of applications for each post, number of selected candidates etc. propose a date for written test keeping at least one month margin for preparation, issuance of call letters and postal requirements All request the director to nominate invigilators for both Karachi and Islamabad test centers and preparation of examination papers as per the policy of the organization.Request for the approval / go ahead signal from the director.

2.5.3 Issuance call letters

Issue the call letters to the candidates recommended for the test on the basis of initial scrutiny on the address given by the applicants with double check. In the call letter mentioned clearly the date, time and venue of the testPhotographs if neededAsk for NIC or any other ID for appearing in the test Mention no TA/DA shall be admissible Ask to bring original documents or any other certificate, degree or copy of which was not attached with application.

2.5.4 Setting of Paper and conducting of test

As per present procedure, question papers for the written test are being arranged by the CSO to Managing Director. The sealed envelops are handed over to chief personnel officer (Recruitment) a day before the test.



2.5.5 Final Selection

Keeping in view the number of posts, Quota allocation, and recommendations of the Selection Committee, finalize the selection on merit and submit the case to the Managing Director for his approval.

2.6 Structure of Recruitment Activities in OGDCL


9Appointm

ent

8JoiningAdvice

7MedicalExam

6Selection

5Interview

4Written

test

3Initial

Scrutiny

2Receipt of Applications

1Advertise

ment

Recruitment

Process


2.7 Age Relaxation

2.7.1 S.No 2.7.2 Category of candidates 2.7.3 Age relaxation admissible

1 Schedule costs, budhishes community, tribes of tribal area, AK,Northern areas and federal government

3 years

2 Sindh rural and Balochistan for posts in BPS-15 and below under federal government

3 years

3 Released or retired officers /personnel of Pakistan Armed Forces

10 years or under the number of years actually served in Armed forces

4 Government servants including contract employees who have completed 2 years of continues service on or before the closing date for receipts of applications

10 years

5 Disabled persons for appointment to posts in BPS-15 and below

10 years

Where a candidate is entitled to Age relaxation under more than one category in rule-4, he shall be allowed relaxation in age only in one category.

Reserved Quota out of All Allocation

Women 5 %Schedule costs 6%Disabled 1%Retired Army Officers 10%Children of retired OGDCL employees 5%Children of serving OGDCL employees 5%

OGDCL make recruitment at entry level so that to over come the deduction of existing employees promotional chances Test / Interview are arranged at Karachi and Islamabad. Interview is not held in Karachi than interviewee less 3 to make the process cost affective it is necessary that the same interview committee will interview at both centers there are four people are in the committee it takes approximately 60 thousand to go to Karachi for interview so when the number of interviewee is less than 3 we call the interviewees at Islamabad center we provide them residence at OGTI hostel and no TA/DA admissible.



2.8 OGDCL, Recruitment Ways:

2.8.1 Officer category in three ways

Regular, contract / consultants

2.8.2 Staff in two categories

Regular, contract, work charge (Man days / casual on 88 days contract)

Evaluation Criteria for Recruitment with Written Test


Qualification

30%

Experience30%

Written Test30%

Interview10%

Evaluation Criteria100%


Oil & Gas Development Company LimitedInterviewing Rating Report

Name: ________________________ Post Applied: _________________

Tick in the appropriate column.

V. Good

Good

Average

Poor

Remarks

Appearance

Speech

Reasoning & Judgment

Relevant Experience

Poise & Maturity

Potential

Strengths for this Job: ________________________________________________________________________________________________________________________________________________

Weaknesses for this Job:________________________________________________________________________________________________________________________________________________

General Comments:________________________________________________________________________________________________________________________________________________

Recommendations: Recommended for employment____________________________



Hold for comparison with otherCandidates’

____________________________

Not recommended ____________________________

____________________________

Dated: _________________ Interviewer’s Signature

2.9 Evaluation Criteria

2.9.1 Qualification 30 %

Minimum, requisite qualification as per advertisement 20 marks. 2 marks for each additional qualification up to 6 marks. Special research work /paper relevant to job up to 4 marks. Deduction of 2 marks from 20 marks for each step low in qualification.

2.9.2 Experience 30%

Minimum requisite experience. Additional experience: 2 marks additional for each year of additional Experience up to 6 marks only. Special experience for exceptional work performance up to 4 marks only related

to job requirement. Deduction of 3 marks out of 20 marks for each year’s experience than the

requisite.

2.9.3 Written Test 30 %

Marks actually scored by the candidate in test & Interview a) Cover general knowledge Pak studies, Islamiyat, and personality.b) As evaluated by the selection committee Where it is necessary consider to ass’s candidate by viva test, these marks will be divided into 30 marks for written test and 10 marks for viva.

2.9.4 Interview

The candidate securing at least 60% marks in the test are called for interview, based on the result of written test; prepare lists of candidates qualifying for interview.Candidates get the data and time and venue of the interview approved by the concerned director in the writing giving sufficient postal /traveling time. They inform all the members of interviewing committee properly well in the time.



Prepare enough copies of evaluation sheet i-e one for each member according to the format for each post separately Attach the following in each folder with evaluation sheet for information of members

1. Pay scale ,benefits and facilities ,associated with each post 2. Evaluation criteria3. Age relaxation on rule

A copy of advertisement guide the committee measures about evaluation criteria and preparation of final selection and finalization of selection if so required .Get each page of evaluation sheet signed by each member.

2.10 Quota Distribution by the Government for Recruitment

Sr. # Name of Province Distribution 1 Merit 10%

2 Punjab +FA 50%

3 Sindh-R 11.40%

4 Sindh-U 7.4%

5 N.W.F.P 11.5%

6 FATA/NA 4%

7 Balochistan 3.5%

8 AJK 2%

9 Defense 10%

10 Women 5%

11 Disabled 2%

2.11 Functions of Recruitment Process in OGDCL

1. To process and advertise the vacant post in the light of requirement of department concerned.

2. to receive the application of advertised post and prepared the lists after segregation and computerization of applicants

3. To forward the application to the concerned head of department or to selection committee.

4. To arrange tests of eligible candidates at Islamabad or Karachi or Lahore.5. To compile test results and computerization then arrange interviews of

qualifying candidate at Islamabad or Karachi or Lahore.6. constitutional interviews committee and preparation of evaluation sheets 7. Computerization of marking of selection committee.



8. To prepare merit lists of candidate and process cases seeking approval of the chairman for appointment of the selected candidate.

9. To issue offer letter to the selected candidates after necessary approval of competent authority.

10. To verify the relevant documents and obtain medical fitness certificate of selected candidates

11. To confirm about the place of posting from respected head of that department before issuance of joining letter of candidates.

12. To issue joining advices to the selected candidates.13. To keep up to date records of approval sanctioned strength of various

departments.14. To keep records of vacancy position of officers /stag of various department and

verification there of as and where required 15. To deal all cases of disciplinary related to recruitment section.

Recruitment Committee


ChairmanHead of the Department

(Concerned)

MemberHead of Allied Department

MemberProfessional Expert

Recruitment

SecretaryManaging Director Personnel


2.12 Chairman Power in Administration of Human Resources

Nature of power

1) Delegation Power

2) Creation /abolition of posts Appointments, promotion, Training

2.1 Creation and abolition

2.2 Appointment

2.3 promotions

2.4 Termination/Extension of probation period


Extent of power, full power to delegate any of others from chairman to subordinate officers as many is demand necessary by the chairman for efficient running of the corporation.

Empowered to create part time appointments in all cases where the monthly salary of P.T official appointment by chairman dies not exceed to limits of financial power delegated

Full power up to and including group E.V through a selection board setup in the corporation subject to budgetary provision

Full power up to and including group E.V through department mental promotion

Up to and including executive directors.


2.5 acceptance of resignation

2.6 condoning of notice period

2.7 To disperse with medical certificates of fitness

2.13 Training of new recruits in OGDCL

The aims and objectives of Oil and Gas Training Institute (OGTI) are to identify the training needs of the industry, offer practical training programs to professionals of the petroleum industry, and provide training advice guidance to OGDCL and to help establish standard for training which will meet the performance needs in the field and on the job. OGTI is dedicated to:

• Establishing courses and in-house training programs, which will meet the specific needs of OGDCL and the petroleum industry of Pakistan.

• Designing training material that recognizes the capabilities and specific needs of newly hired employees and those who change their job assignments.

• Providing refresher and advanced training for industry personnel in a cost-effective manner.

In-house basic training programs have been designed and developed to provide a base level of training which employees require to function in their jogs. OGDCL recruits professionals from all across Pakistan; the universities and technical schools do not provide the full range of subject matter necessary for a graduate entering the petroleum industry. It is OGTI's intention to ensure that the individual gets an opportunity to obtain this training within his first two years with OGDCL. In addition to basic training course, OGTI:

• Organizes in-house technology update seminars, utilizing outside expertise, to help maintain state-of-the-art methods.

• Organizes courses or seminars or seminars for non-technical personnel to enhance their working capabilities.

To help meet the training requirements of OGDCL, OGTI works closely with the various departments. This is done with the assistance of managers and other department heads and through a network of training coordinators which assist OGTI in its role as the training arm of the industry.

The Oil and Gas Training Institute (OGTI) was established at Islamabad in 1979 to overcome the shortage of trained professionals in OGDCL. In 1986 the Oil and Gas Training Institute was revitalized and relocated in the I-9 area of Islamabad in a newly constructed four story building. Since then, OGTI has evolved into a comprehensive


Full power in individual cases


training facility utilizing some of the latest technological developments and equipment in the petroleum industry. Thus OGTI now has the capability to deliver valuable practical technical training to new entrants and experienced professionals. Form the period between 1986 and 1994, a team of Canadian Training Advisors with Alberta Advanced Education (AAE) and funding from the Canadian International Development Agency (CIDA), had assisted OGTI regular and part-time instructors to set up labs and workshops, and develop the course materials for training programs in the fields of Exploration, Production & Processing, and Drilling & Well Services Moreover, through CIDA Funding, a group of OGTI regular and part-time instructors, seconded from OGDCL to Canada, received extensive technical and instructor training in their respective disciplines before joining OGTI. Today, OGTI is training the professionals from other agencies and companies in Pakistan as well as those from OGDCL. OGTI's trainees are highly regarded and are showing initiative in all disciplines. OGTI is proud of the contribution it is making to the labor market and to the petroleum industry in Pakistan, within the region, OGTI is proud of the reputation it has gained for excellence in training.

Conclusion Human resources are the major and very important task in any organization. In my assignment I studied the human resource planning and the recruitment issues and policies of the Oil and Gas Development Company Limited (OGCL) which is the major Oil and Gas Exploration Company in Pakistan. In OGDCL the personnel department performs all the human resources activities and resolves all the related issues, OGDCL has developed a highly qualified pool of professionals who can undertake and supervise almost all phases of oil and gas exploration and production, from carrying out preliminary geological surveys to operation of oil and gas processing plants.The conclusion drawn from this assignment is that OGDCL has a very good and well organized structure for its human resource planning and recruitment, equal and proportional quota is reserved for each province of the country and other regions and others like old OGDCL employees and disabled employees. OGDCL also have a well described procedure for job description and job specification which help the company in its operational performance, they have develop a sound environment for its employees and for the new recruits. In critical review we can say that the process of human resource planning and process is very lengthy, this could sometime create problem for its operations in emergence situations as the nature of its business is very much risky. Our suggestion regarding this problem is that the company should review its process and divide its personnel departments in various subsections expends its personnel practices to various constituencies this would help them in getting more qualified and trained personnel. Other problem with the OGDCL human resource planning and recruitment is that the personnel department is highly centralized and most of the planning and recruitment decisions are taken in head office while the business of the company is spread all-over



the country, this will also effect its operations in many situations. As the company is in monopoly in Pakistan till this time after its establishment in 1961 but now after its privatization and especially after WTO implementation after 2005, the company will face an international competition which will certainly affect its monopoly. So this centralization policy is not very effective measure for human resource planning and recruitment.

Bibliography

Books Consultancy

1. Managing Human Resources, Wayne F. Cascio, International Edition2. Human Resource Management, Raymond A. Noe, 3rd Edition.3. Management, Kathryn M. Bartol & David C. Martin4. Personnel “The Management of people at work”, Dales S.Beach, 5th Edition.

www.ogdcl.com.pk Meeting with Mr. Abdul Mateen Ahmad, Chief Personnel Officer Mr. Amjad Javed, Dy. CPO OGDCL, Head Office, Islamabad.


http://www.ogdcl.com.pk/



Date post:	13-Jul-2015
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Hrm oil & gas report

Recruiting & HR