‘Fuelling up for the future’…
Welcome to the Corporate Headquarters of one of the Fortune 500 companies – one of the largest oil refining and marketing company with an annual turnover exceeding Rs. 1,10,000 crores.
Highway’s the Heaven for private players setting foot in retailing of oil and petroleum products. Though it’s just the start – it’s also one of the most important things playing on the minds of senior management team at Oil PSUs. With looming competition, the complexity of Price Mechanism, the burgeoning international crude oil prices on one hand to the growing emphasis on infrastructure (roads), zooming automobile market and a rapidly growing airline industry at the other – the petroleum sector in India was witnessing action as never before.
As the opportunities grow and competition intensifies – it would be the human capital that will take the organization leaps beyond the competition. It is this belief and confidence that shapes up the HR Policies and Decisions at this company.
To drive its ambitious plans, the petroleum major selected about 500 Management Trainees from the top Business & Engineering Institutes of the country. So far - so good. ‘But how do we allocate the portfolios, where do we place the Management Trainees and Graduate Trainees to help them realize their potential?’ was the next big question weighing on the Management. The postings were to be in Lubes, Retail and LPG Operations / Marketing, Refinery, Maintenance, Projects, HR etc.
It was at this juncture where Thomas International was called upon to discuss about the possibilities of scientifically allocating the portfolios and take up the task.
The next step was to relate the job description and soft skills of each portfolio to a pattern in terms of DISC Traits. So also, the market dynamics and competitive pressures were understood to give a clear-cut understanding of the required level of fluid intelligence / ability in a particular portfolio.
All the 500 MTs and GTs were put through Thomas International Tests for Selection & Training and Thomas Personal Profile Analysis. The exercise gave a clear understanding of the soft skills of each of the Trainees and so also effectively provided insight into his / her ability / trainability. Once this was done, the end result was easy – to allocate the MTs and GTs based upon the best fit – behaviourally as well as based on ability.
Have you selected Management / Graduate Trainees but don’t know how to induct and where to place them scientifically? Or you prefer to take blind shots….