MBA PROJECT.pdf
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About This Presentation
The employee life cycle is a human resources model that identifies stages in
employees’ careers to help guide their management and optimize associated
process
Slide Content
1
Directorate of Distance Education
Swami Vivekanand Subharti University
A Project Report on
Employee life cycle
Directorate of Distance Education
Swami Vivekanand Subharti University
Meerut
Submitted for partial fulfillment for award of the degree in
Master in Business Administration
BY STUDENT Under the Supervision
Name- Manish Bhatia Name of the guide- Robin Tyagi
Enrollment No.
C18209986471
53
Batch- C 2018
Directorate of Distance Education
Swami Vivekanand Subharti University
A Project Report on
Employee life cycle
Directorate of Distance Education
Swami Vivekanand Subharti University
Meerut
Submitted for partial fulfillment for award of the degree in
Master in Business Administration
BY STUDENT Under the Supervision
Name- Manish Bhatia Name of the guide- Robin Tyagi
Enrollment No.
C18209986471
53
Batch- C 2018
2
Directorate of Distance Education
Swami Vivekanand Subharti University
Certificate
This is to Certify that Manish Bhatia has carried out the Project work
presented in this entitled “Employee life cycle” under my supervision and
merits the award of Master in Business Administration from Swami
Vivekanand Subharti University. The Project embodies result of original work
and studies carried out by Student himself/herself and the contents of the Project
do not form the basis for the award of any other degree to the candidate or to
anyone else.
Signature of the Student Signature of the Guide
Name of the Student-Manish Bhatia Name of the Guide Robin Tyagi
Enrollment no.- C1820998647153 Designation: Manager
Address- H-87 Address: UGF-35 Govindpuram
Govind Puram Ghaziabad U.P 201013
Ghaziabad U.P 201013
Directorate of Distance Education
Swami Vivekanand Subharti University
Certificate
This is to Certify that Manish Bhatia has carried out the Project work
presented in this entitled “Employee life cycle” under my supervision and
merits the award of Master in Business Administration from Swami
Vivekanand Subharti University. The Project embodies result of original work
and studies carried out by Student himself/herself and the contents of the Project
do not form the basis for the award of any other degree to the candidate or to
anyone else.
Signature of the Student Signature of the Guide
Name of the Student-Manish Bhatia Name of the Guide Robin Tyagi
Enrollment no.- C1820998647153 Designation: Manager
Address- H-87 Address: UGF-35 Govindpuram
Govind Puram Ghaziabad U.P 201013
Ghaziabad U.P 201013
3
ACKNOWLEDGEMENT
The sense of contentment and elation that accompanies the successful working of
this project would be incomplete without mentioning the name of the people who
helping me to accomplish this project, people whose constant guidance, support
and encouragement resulted in its realization. I am highly indebted to Swami
Vivekanand Subharti University, Meerut for providing me with the opportunity
to be able to do my mentorship project.
My earnest thanks to my corporate mentor, Mr. ROBIN TYAGI., for his
valuable guidance and support in ensuring me a free hand during the course of the
work.
I also wish to express my gratitude to other staff members of Superior energy
services who rendered their help during the period of my work.
I own much to my internal mentor for the inspiration and guidance which enabled
me to take up work which made me learn new things and concepts.
Manish Bhatia
Swami Vivekanand Subharti University,
Meerut
ACKNOWLEDGEMENT
The sense of contentment and elation that accompanies the successful working of
this project would be incomplete without mentioning the name of the people who
helping me to accomplish this project, people whose constant guidance, support
and encouragement resulted in its realization. I am highly indebted to Swami
Vivekanand Subharti University, Meerut for providing me with the opportunity
to be able to do my mentorship project.
My earnest thanks to my corporate mentor, Mr. ROBIN TYAGI., for his
valuable guidance and support in ensuring me a free hand during the course of the
work.
I also wish to express my gratitude to other staff members of Superior energy
services who rendered their help during the period of my work.
I own much to my internal mentor for the inspiration and guidance which enabled
me to take up work which made me learn new things and concepts.
Manish Bhatia
Swami Vivekanand Subharti University,
Meerut
4
Preface
I Manish Bhatia, hereby state that this final evaluation report has been
Submitted Swami Vivekanand Subharti University, Meerut, in partial
fulfillment of the requirements of award of the degree MBA.
The empirical information of this report is based on my experience. Any part
of this project has not been reported or copied from any report of the
university and others.
Manish Bhatia
Swami Vivekanand Subharti University,
Meerut
Preface
I Manish Bhatia, hereby state that this final evaluation report has been
Submitted Swami Vivekanand Subharti University, Meerut, in partial
fulfillment of the requirements of award of the degree MBA.
The empirical information of this report is based on my experience. Any part
of this project has not been reported or copied from any report of the
university and others.
Manish Bhatia
Swami Vivekanand Subharti University,
Meerut
5
Table of content
Serial
no.
Content Page no
1 COVER PAGE 1
2 TITLE PAGE 2
3 ACKNOWLEDGEMENT 3
4 PREFACE-TABLE-OBJECT 4-9
5 CHAPTER -1
1. Company profile
I. Name of the company
II. Mission statement
III. Vision
IV. Shared core value
V. HSEQ
VI. Product & services
VII. Brand
VIII. Important person’s
10-23
6 CHAPTER-2
Background of the project
(employee lifecycle)
I. Talent acquisition
II. H.R. Ops
III. Training and development
IV. Performance Evaluation
V. Statutory compliance
VI. Grievance handling
VII. Exit
24-58
Table of content
Serial
no.
Content Page no
1 COVER PAGE 1
2 TITLE PAGE 2
3 ACKNOWLEDGEMENT 3
4 PREFACE-TABLE-OBJECT 4-9
5 CHAPTER -1
1. Company profile
I. Name of the company
II. Mission statement
III. Vision
IV. Shared core value
V. HSEQ
VI. Product & services
VII. Brand
VIII. Important person’s
10-23
6 CHAPTER-2
Background of the project
(employee lifecycle)
I. Talent acquisition
II. H.R. Ops
III. Training and development
IV. Performance Evaluation
V. Statutory compliance
VI. Grievance handling
VII. Exit
24-58
6
7 CHAPTER 3
I. Research Design
II. Limitations
III. Data analysis and interpretation
IV. Findings
V. Recommendation
VI. Conclusion
VII. Appendix
VIII. Bibliography
59-107
7 CHAPTER 3
I. Research Design
II. Limitations
III. Data analysis and interpretation
IV. Findings
V. Recommendation
VI. Conclusion
VII. Appendix
VIII. Bibliography
59-107
7
List of Table
Serial No. Table Page no
1 Table1.1 59
2 Table1.2 60
3 Table1.3 61
4 Table1.4 62
5 Table1.5 63
6 Table1.6 64
7 Table1.7 65
8 Table1.8 66
9 Table1.9 67
10 Table1.1 68
11 Table2.1 69
12 Table2.2 70
13 Table2.3 71
14 Table2.4 72
15 Table2.5 73
16 Table2.6 74
17 Table2.7 75
18 Table2.8 76
19 Table2.9 77
20 Table2.1 78
21 Table3.1 79
22 Table3.2 80
23 Table3.3 81
24 Table3.4 82
25 Table3.5 83
26 Table3.6 84
27 Table3.7 85
28 Table3.8 86
29 Table3.9 87
30 Table3.1 88
31 Table4.1 89
32 Table4.2 90
33 Table4.3 91
34 Table4.4 92
List of Table
Serial No. Table Page no
1 Table1.1 59
2 Table1.2 60
3 Table1.3 61
4 Table1.4 62
5 Table1.5 63
6 Table1.6 64
7 Table1.7 65
8 Table1.8 66
9 Table1.9 67
10 Table1.1 68
11 Table2.1 69
12 Table2.2 70
13 Table2.3 71
14 Table2.4 72
15 Table2.5 73
16 Table2.6 74
17 Table2.7 75
18 Table2.8 76
19 Table2.9 77
20 Table2.1 78
21 Table3.1 79
22 Table3.2 80
23 Table3.3 81
24 Table3.4 82
25 Table3.5 83
26 Table3.6 84
27 Table3.7 85
28 Table3.8 86
29 Table3.9 87
30 Table3.1 88
31 Table4.1 89
32 Table4.2 90
33 Table4.3 91
34 Table4.4 92
8
List of Graphs
Serial No. Graph Page no
1 Graph1.1 59
2 Graph1.2 60
3 Graph1.3 61
4 Graph1.4 62
5 Graph1.5 63
6 Graph1.6 64
7 Graph1.7 65
8 Graph1.8 66
9 Graph1.9 67
10 Graph1.1 68
11 Graph2.1 69
12 Graph2.2 70
13 Graph2.3 71
14 Graph2.4 72
15 Graph2.5 73
16 Graph2.6 74
17 Graph2.7 75
18 Graph2.8 76
19 Graph2.9 77
20 Graph2.1 78
21 Graph3.1 79
22 Graph3.2 80
23 Graph3.3 81
24 Graph3.4 82
25 Graph3.5 83
26 Graph3.6 84
27 Graph3.7 85
28 Graph3.8 86
29 Graph3.9 87
30 Graph3.1 88
31 Graph4.1 89
32 Graph4.2 90
33 Graph4.3 91
34 Graph4.4 92
List of Graphs
Serial No. Graph Page no
1 Graph1.1 59
2 Graph1.2 60
3 Graph1.3 61
4 Graph1.4 62
5 Graph1.5 63
6 Graph1.6 64
7 Graph1.7 65
8 Graph1.8 66
9 Graph1.9 67
10 Graph1.1 68
11 Graph2.1 69
12 Graph2.2 70
13 Graph2.3 71
14 Graph2.4 72
15 Graph2.5 73
16 Graph2.6 74
17 Graph2.7 75
18 Graph2.8 76
19 Graph2.9 77
20 Graph2.1 78
21 Graph3.1 79
22 Graph3.2 80
23 Graph3.3 81
24 Graph3.4 82
25 Graph3.5 83
26 Graph3.6 84
27 Graph3.7 85
28 Graph3.8 86
29 Graph3.9 87
30 Graph3.1 88
31 Graph4.1 89
32 Graph4.2 90
33 Graph4.3 91
34 Graph4.4 92
9
Objective of the Project
1. To study the current employee life-cycle of the company.
2. To understand the relation between employee satisfaction and employees
life cycle based on various attributes such as age, gender, and experience
with the company and department.
3. To understand the level of satisfaction of the employees over the life cycle
and how they change over the cycle.
4. To understand the various factors which the employees considers while
leaving the job.
5. To recommend various measures that the company can adopt to improve its
employees satisfaction.
Objective of the Project
1. To study the current employee life-cycle of the company.
2. To understand the relation between employee satisfaction and employees
life cycle based on various attributes such as age, gender, and experience
with the company and department.
3. To understand the level of satisfaction of the employees over the life cycle
and how they change over the cycle.
4. To understand the various factors which the employees considers while
leaving the job.
5. To recommend various measures that the company can adopt to improve its
employees satisfaction.
10
Chapter 1
Superior Energy Services
Superior Energy Services serves the drilling, completion and production-
related needs of oil and gas companies worldwide through a diversified
portfolio of specialized oilfield services and equipment that are used
throughout the economic life cycle of oil and gas wells. The world's energy
producers rely on us for the services, tools, equipment and exceptionally
trained personnel needed to develop and produce oil and gas. Superior Energy
has a history of developing specialized tools and technologies designed to meet
customer needs. In its earliest days, the company pioneered the use of “rigless”
plugging and abandonment services. Since then, Superior has been on the
leading edge of a number of developments that benefit oil and gas producers
throughout the life cycle of the well.
Our Mission and Vision
Our Mission
Superior Energy Services offers drilling-related and production related solutions
to energy producers. We provide a diverse set of products and services in select
global markets that add value to our customers' operations with an emphasis on
quality, integrity and safe operations.
Our Vision
We will make finding and producing energy more efficient by bringing together
complementary products and services to plan, deliver and execute solutions as one
seamless unit operating under one common culture. In turn, we will earn a
reputation as the global leader in providing safe, efficient and high-quality
solutions throughout the lifecycle of the well.
Chapter 1
Superior Energy Services
Superior Energy Services serves the drilling, completion and production-
related needs of oil and gas companies worldwide through a diversified
portfolio of specialized oilfield services and equipment that are used
throughout the economic life cycle of oil and gas wells. The world's energy
producers rely on us for the services, tools, equipment and exceptionally
trained personnel needed to develop and produce oil and gas. Superior Energy
has a history of developing specialized tools and technologies designed to meet
customer needs. In its earliest days, the company pioneered the use of “rigless”
plugging and abandonment services. Since then, Superior has been on the
leading edge of a number of developments that benefit oil and gas producers
throughout the life cycle of the well.
Our Mission and Vision
Our Mission
Superior Energy Services offers drilling-related and production related solutions
to energy producers. We provide a diverse set of products and services in select
global markets that add value to our customers' operations with an emphasis on
quality, integrity and safe operations.
Our Vision
We will make finding and producing energy more efficient by bringing together
complementary products and services to plan, deliver and execute solutions as one
seamless unit operating under one common culture. In turn, we will earn a
reputation as the global leader in providing safe, efficient and high-quality
solutions throughout the lifecycle of the well.
11
Our Shared Core Values
At Superior Energy Services, our Shared Core Values are the key governing
principles that bind us together as a company. Our Shared Core Values capture
what is unique about Superior and what sets us apart as a fair employer, a trusted
business partner and a good corporate citizen.
Superior's Shared Core Values
Integrity
We conduct ourselves and our business affairs with honesty and integrity, and do
not tolerate illegal or fraudulent activities.
Respect
We treat our employees with fairness, dignity and respect and do not tolerate any
forms of discrimination.
Safety
We protect the safety and health of ourselves, our fellow employees and everyone
that we work with and stop unsafe actions.
Fair Play
We deal fairly with customers, suppliers and other business relationships and
always act in the best interests of the Company.
Citizenship
We conduct ourselves as good citizens in the communities where we operate, and
we respect the environment.
Our Shared Core Values
At Superior Energy Services, our Shared Core Values are the key governing
principles that bind us together as a company. Our Shared Core Values capture
what is unique about Superior and what sets us apart as a fair employer, a trusted
business partner and a good corporate citizen.
Superior's Shared Core Values
Integrity
We conduct ourselves and our business affairs with honesty and integrity, and do
not tolerate illegal or fraudulent activities.
Respect
We treat our employees with fairness, dignity and respect and do not tolerate any
forms of discrimination.
Safety
We protect the safety and health of ourselves, our fellow employees and everyone
that we work with and stop unsafe actions.
Fair Play
We deal fairly with customers, suppliers and other business relationships and
always act in the best interests of the Company.
Citizenship
We conduct ourselves as good citizens in the communities where we operate, and
we respect the environment.
12
Health, Safety, Environment & Quality
Target Zero is our global approach to Health, Safety, Environment and Quality
(HSEQ) management and directly supports two of our Shared Core
Values, Safety and Citizenship deeply rooted throughout our organization.
Through Target Zero we ensure Company objectives, regulations and client
HSEQ requirements are met.
Our Systematic Approach to HSEQ
Our HSEQ Policy Statement delivers a concise message stating our commitment to
HSEQ and outlines our cornerstone principles essential for achieving HSEQ excellence.
HSEQ Expectations expanding our policy have also been implemented across our
global operations, providing a framework for developing, implementing, assessing and
improving our HSEQ Management Systems.
Employees are empowered with Stop Work Authority and equipped with the necessary
tools, resources and training to work safely, protect the environment and deliver
Superior performance. Widespread accountability, participation and employee
ownership are vital to the Company’s growth, success and continual HSEQ
improvement. We expect safe work performance, our customers demand it and our
families deserve it.
Health, Safety, Environment & Quality
Target Zero is our global approach to Health, Safety, Environment and Quality
(HSEQ) management and directly supports two of our Shared Core
Values, Safety and Citizenship deeply rooted throughout our organization.
Through Target Zero we ensure Company objectives, regulations and client
HSEQ requirements are met.
Our Systematic Approach to HSEQ
Our HSEQ Policy Statement delivers a concise message stating our commitment to
HSEQ and outlines our cornerstone principles essential for achieving HSEQ excellence.
HSEQ Expectations expanding our policy have also been implemented across our
global operations, providing a framework for developing, implementing, assessing and
improving our HSEQ Management Systems.
Employees are empowered with Stop Work Authority and equipped with the necessary
tools, resources and training to work safely, protect the environment and deliver
Superior performance. Widespread accountability, participation and employee
ownership are vital to the Company’s growth, success and continual HSEQ
improvement. We expect safe work performance, our customers demand it and our
families deserve it.
13
Company leaders demonstrate their commitment to HSEQ though visible
leadership by regularly participating in safety meetings, workplace inspections,
incident investigations, and management reviews. Our leaders are tasked with
establishing HSEQ goals and objectives; clearly defining HSEQ roles and
responsibilities; and promoting/supporting employee participation,
communication and involvement in HSEQ.
The HSEQ risks associated with our activities are continually evaluated. Hazards
and environmental aspects at Superior facilities and work locations are identified
and controls are put in place to ensure associated risks or potential environmental
impacts are mitigated to a level that is as low as reasonably practicable. We
monitor and measure the effectiveness of our HSEQ Management Systems
through regular site safety audits, corporate business unit evaluations, customer
audits and regulatory audits.
Our Philosophy
Injuries and incidents are NOT a cost of doing business and
we CAN and WILL strive to eliminate them.
No job is so important that we can’t take the time to do it safely.
Company leaders demonstrate their commitment to HSEQ though visible
leadership by regularly participating in safety meetings, workplace inspections,
incident investigations, and management reviews. Our leaders are tasked with
establishing HSEQ goals and objectives; clearly defining HSEQ roles and
responsibilities; and promoting/supporting employee participation,
communication and involvement in HSEQ.
The HSEQ risks associated with our activities are continually evaluated. Hazards
and environmental aspects at Superior facilities and work locations are identified
and controls are put in place to ensure associated risks or potential environmental
impacts are mitigated to a level that is as low as reasonably practicable. We
monitor and measure the effectiveness of our HSEQ Management Systems
through regular site safety audits, corporate business unit evaluations, customer
audits and regulatory audits.
Our Philosophy
Injuries and incidents are NOT a cost of doing business and
we CAN and WILL strive to eliminate them.
No job is so important that we can’t take the time to do it safely.
14
Products & Services
Drilling Products and Services
Overview
Superior's Drilling Products group offers an expansive inventory of specialized
tools for drilling activities. We design, manufacture, rent and/or sell tools based
on the specific project needs of our customers.
Our Drilling Products include temporary onshore and offshore accommodation
modules and accessories, as well as downhole drilling tools, such as tubulars
(primary drill pipe strings, landing strings, completion tubulars and associated
accessories), and bottom hole tools (stabilizers, non-magnetic drill collars, and
hole openers).
Products & Services
Drilling Products and Services
Overview
Superior's Drilling Products group offers an expansive inventory of specialized
tools for drilling activities. We design, manufacture, rent and/or sell tools based
on the specific project needs of our customers.
Our Drilling Products include temporary onshore and offshore accommodation
modules and accessories, as well as downhole drilling tools, such as tubulars
(primary drill pipe strings, landing strings, completion tubulars and associated
accessories), and bottom hole tools (stabilizers, non-magnetic drill collars, and
hole openers).
15
Offerings include:
Accommodations
Bottom Hole Assemblies
Premium Drill Pipe
Offerings include:
Accommodations
Bottom Hole Assemblies
Premium Drill Pipe
16
Onshore Completion & Workover Services
The Onshore Completion & Workover Services group offers pressure pumping,
fluid handling and well servicing.
Pressure Pumping Services
Pressure Pumping services include horizontal and vertical well hydraulic
fracturing, cementing, and stimulation services used to complete and stimulate
production in new oil and gas wells.
Fluid Handling Services
Fluid Handling includes services used to obtain, move, store and dispose of fluids
involved in the development and production of oil and gas reservoirs including
specialized trucks, fracturing tanks and other assets that transport, heat, pump and
dispose of fluids.
Well Servicing
Well Servicing includes rigs used to provide a variety of well completion,
workover and maintenance services including installations, completions,
sidetracking of wells and support for perforating operations.
Onshore Completion & Workover Services
The Onshore Completion & Workover Services group offers pressure pumping,
fluid handling and well servicing.
Pressure Pumping Services
Pressure Pumping services include horizontal and vertical well hydraulic
fracturing, cementing, and stimulation services used to complete and stimulate
production in new oil and gas wells.
Fluid Handling Services
Fluid Handling includes services used to obtain, move, store and dispose of fluids
involved in the development and production of oil and gas reservoirs including
specialized trucks, fracturing tanks and other assets that transport, heat, pump and
dispose of fluids.
Well Servicing
Well Servicing includes rigs used to provide a variety of well completion,
workover and maintenance services including installations, completions,
sidetracking of wells and support for perforating operations.
17
Production Services
Overview
Superior's Production Services include intervention services and specialized
pressure control tools.
Our Intervention Services include services to enhance, maintain and extend oil
and gas production during the life of the well, including coiled tubing, cased hole
and slickline, hydraulic workover and snubbing, production testing and
optimization, and remedial pressure pumping services.
Superior's Specialized Pressure Control tools consist of surface and downhole
products used to manage and control pressure throughout the lifecycle of a well,
including blowout preventers, choke manifolds, fracturing flow back trees, and
downhole valves for drilling, workover, and well intervention operations.
Offerings include:
Coiled Tubing
Electric Line
Slickline Services
Pressure Control Tools & Services
Production Services
Overview
Superior's Production Services include intervention services and specialized
pressure control tools.
Our Intervention Services include services to enhance, maintain and extend oil
and gas production during the life of the well, including coiled tubing, cased hole
and slickline, hydraulic workover and snubbing, production testing and
optimization, and remedial pressure pumping services.
Superior's Specialized Pressure Control tools consist of surface and downhole
products used to manage and control pressure throughout the lifecycle of a well,
including blowout preventers, choke manifolds, fracturing flow back trees, and
downhole valves for drilling, workover, and well intervention operations.
Offerings include:
Coiled Tubing
Electric Line
Slickline Services
Pressure Control Tools & Services
18
Technical Solutions
Overview
Superior's Technical Solutions group offers products and services that address
customer-specific needs with applications typically requiring specialized
engineering, manufacturing or project planning. Most operations requiring our
innovative and technical solutions are generally in offshore environments during
the completion, production and decommissioning phase of a well. These products
and services also include well-control services, completion tools and services, and
end-of-life services.
Offerings include:
Completion Tools & Products
Well-Control Services
Plug & Abandonment
Technical Solutions
Overview
Superior's Technical Solutions group offers products and services that address
customer-specific needs with applications typically requiring specialized
engineering, manufacturing or project planning. Most operations requiring our
innovative and technical solutions are generally in offshore environments during
the completion, production and decommissioning phase of a well. These products
and services also include well-control services, completion tools and services, and
end-of-life services.
Offerings include:
Completion Tools & Products
Well-Control Services
Plug & Abandonment
19
BRANDS
Balance Point Control
Overview
Balance Point Control Ltd. (BPC) is one of the leading providers of hydraulic
workover, snubbing, wireline and well control services. Since 1999, BPC has
served the industry with innovative and tailored solutions for well intervention
operations and projects for all well types.
Experienced in live and dead well operations, BPC has successfully performed:
Abandonment
Drilling/casing
ESP
installation
Gravel pack
Logging
Milling/fishing
Perforation
Pipe/casing
cutting
Under-balance sand
screen deployment
Under-balance well
deepening
Velocity string
installation
Well clean-outs
Well redevelopment
Wellhead change-
outs and more!
With innovative equipment designs, BPC is also able to work on locations where
a minimal footprint is required. While more developments are on the horizon,
including a drilling and workover combination unit with full pressure control
capabilities, BPCs equipment currently includes:
Hydraulic Workover/Snubbing Units
CSU-160 (Fully remote-operated snubbing unit)
Space Saver 385K
340K
600K
HWT 600K
260T Pulling Unit
200T Casing Jack
Wireline Unit
BRANDS
Balance Point Control
Overview
Balance Point Control Ltd. (BPC) is one of the leading providers of hydraulic
workover, snubbing, wireline and well control services. Since 1999, BPC has
served the industry with innovative and tailored solutions for well intervention
operations and projects for all well types.
Experienced in live and dead well operations, BPC has successfully performed:
Abandonment
Drilling/casing
ESP
installation
Gravel pack
Logging
Milling/fishing
Perforation
Pipe/casing
cutting
Under-balance sand
screen deployment
Under-balance well
deepening
Velocity string
installation
Well clean-outs
Well redevelopment
Wellhead change-
outs and more!
With innovative equipment designs, BPC is also able to work on locations where
a minimal footprint is required. While more developments are on the horizon,
including a drilling and workover combination unit with full pressure control
capabilities, BPCs equipment currently includes:
Hydraulic Workover/Snubbing Units
CSU-160 (Fully remote-operated snubbing unit)
Space Saver 385K
340K
600K
HWT 600K
260T Pulling Unit
200T Casing Jack
Wireline Unit
20
Complete Energy Services – Fluid Management
Overview
Complete Energy Services – Fluid Management (CES) provides a complementary
suite of products and services, which improve our customer's ability to develop
hydrocarbon reserves, reduce costs and enhance production. CES offers:
Fluid Hauling and Disposal
Fluid Sales & Pumping
Environmental Emergency Response
CES also offers local leadership, basin-level experience and innovative
application of technologies. Through CES and its menu of product and service
offerings, Superior Energy is able to provide customers with the highest level of
service.
Complete Energy Services – Fluid Management
Overview
Complete Energy Services – Fluid Management (CES) provides a complementary
suite of products and services, which improve our customer's ability to develop
hydrocarbon reserves, reduce costs and enhance production. CES offers:
Fluid Hauling and Disposal
Fluid Sales & Pumping
Environmental Emergency Response
CES also offers local leadership, basin-level experience and innovative
application of technologies. Through CES and its menu of product and service
offerings, Superior Energy is able to provide customers with the highest level of
service.
21
Concentric Pipe & Tool Rentals
Overview
Since 1972, Concentric Pipe & Tool Rentals has been building and maintaining
an industry reputation for outstanding quality and service, meeting the needs of
the widest possible range of well servicing and production companies.
Through its ISO 9001:2000-certified operation centers located in Houma, LA, and
Lafayette, LA, Concentric has an experienced staff of sales and service
professionals available to respond quickly to customers throughout the Gulf
Coast.
With a focus on quality, zero defects and rapid response, Concentric is a leader in
rentals for the critical completion phase of conventional and horizontal wells.
Our product offerings include:
Superior Safety Wrench System (SSWS)
Rental tools for frac packs and gravel packs including 1” to 4” wash pipe, 15K
2”, 3” and 4” connecting iron along with 2”, 3” and 4” Coflex hoses.
A full line of hydraulically actuated 15K 3” and 4” manifolds, chokes, frac
heads (rated up to 1 million pounds pull) and valves for deepwater
applications.
Hydraulic power equipment including 565,487 lifting capacity casing jacks,
3/4” to 2 7/8” tubing and high-pressure connecting iron, tanks, gas busters and
all related equipment for coiled tubing and pumping and stimulation.
Concentric Pipe & Tool Rentals
Overview
Since 1972, Concentric Pipe & Tool Rentals has been building and maintaining
an industry reputation for outstanding quality and service, meeting the needs of
the widest possible range of well servicing and production companies.
Through its ISO 9001:2000-certified operation centers located in Houma, LA, and
Lafayette, LA, Concentric has an experienced staff of sales and service
professionals available to respond quickly to customers throughout the Gulf
Coast.
With a focus on quality, zero defects and rapid response, Concentric is a leader in
rentals for the critical completion phase of conventional and horizontal wells.
Our product offerings include:
Superior Safety Wrench System (SSWS)
Rental tools for frac packs and gravel packs including 1” to 4” wash pipe, 15K
2”, 3” and 4” connecting iron along with 2”, 3” and 4” Coflex hoses.
A full line of hydraulically actuated 15K 3” and 4” manifolds, chokes, frac
heads (rated up to 1 million pounds pull) and valves for deepwater
applications.
Hydraulic power equipment including 565,487 lifting capacity casing jacks,
3/4” to 2 7/8” tubing and high-pressure connecting iron, tanks, gas busters and
all related equipment for coiled tubing and pumping and stimulation.
22
Superior Energy Completion Services
Completion systems combined with customized tools for downhole sand
control, stimulation, and production-related solutions in strategic areas
around the world
Superior Energy Completion Services delivers effective sand control, stimulation
and production-related solutions for any downhole condition. Challenging
completions on land, in the shelf, in deep and ultra-deep water demand high-
quality technology that reduces risk, increases completion efficiencies and
maximizes production.
Extensive International and Deepwater Experience
Our well completion history goes further back than many realize. Through our
predecessors Completion Services, Osca Inc., and BJ Services, our international
experience began over two decades ago. With highly-engineered technology that
became known as the CompSet™ and Comp-Perm™ packers, isolation valves
and crossover tools, we first entered the international market in Trinidad in the
mid-1990’s. Since then, we’ve expanded into strategic countries around the world
including Brazil, Indonesia, and Kuwait, to name a few. Indeed, our downhole
completion tools and systems are proven designs and have been continually
refined to meet our customers’ requirements.
Domestically, we have installed sand control tool systems in over 400 zones in
more than 200 deep water wells in the Gulf of Mexico. These include both
intelligent and non-intelligent systems in well depths greater than 30,000 feet and
bottom hole pressures greater than 20,000 psi.
From packers, sleeves, plugs, gravel pack, to multizone single-trip frac systems,
we have the technology, equipment and the expertise to complete your well
safely, on-time, every time.
Packers
Unconventional Systems & Tools
Single Trip Systems
Sand Control
Isolation/Barrier Valves
Superior Energy Completion Services
Completion systems combined with customized tools for downhole sand
control, stimulation, and production-related solutions in strategic areas
around the world
Superior Energy Completion Services delivers effective sand control, stimulation
and production-related solutions for any downhole condition. Challenging
completions on land, in the shelf, in deep and ultra-deep water demand high-
quality technology that reduces risk, increases completion efficiencies and
maximizes production.
Extensive International and Deepwater Experience
Our well completion history goes further back than many realize. Through our
predecessors Completion Services, Osca Inc., and BJ Services, our international
experience began over two decades ago. With highly-engineered technology that
became known as the CompSet™ and Comp-Perm™ packers, isolation valves
and crossover tools, we first entered the international market in Trinidad in the
mid-1990’s. Since then, we’ve expanded into strategic countries around the world
including Brazil, Indonesia, and Kuwait, to name a few. Indeed, our downhole
completion tools and systems are proven designs and have been continually
refined to meet our customers’ requirements.
Domestically, we have installed sand control tool systems in over 400 zones in
more than 200 deep water wells in the Gulf of Mexico. These include both
intelligent and non-intelligent systems in well depths greater than 30,000 feet and
bottom hole pressures greater than 20,000 psi.
From packers, sleeves, plugs, gravel pack, to multizone single-trip frac systems,
we have the technology, equipment and the expertise to complete your well
safely, on-time, every time.
Packers
Unconventional Systems & Tools
Single Trip Systems
Sand Control
Isolation/Barrier Valves
23
Wild Well Control
Overview
Wild Well Control provides firefighting, well control engineering, and training
services around the world and around the corner. We respond to more than 80
percent of the world's well blowouts, with firefighting and support equipment
packages strategically staged in four international locations. In addition to well
control and pressure control solutions, Wild Well services include IADC-
accredited training programs, engineering and technical services, and marine
engineering.
Products & Services
Well Control & Engineering
Emergency Response
Relief Well
Well Control & Advanced Engineering
Technical
Risk Management & Training
Response Planning
Rig site Assessment
Well Control Equipment Surveys
IADC & IWCF Well Control Training
Marine Well Services
Riser less Intervention
Riser less P&A
Well CONTAINED
IADC & IWCF Well Control Training
Wild Well Control
Overview
Wild Well Control provides firefighting, well control engineering, and training
services around the world and around the corner. We respond to more than 80
percent of the world's well blowouts, with firefighting and support equipment
packages strategically staged in four international locations. In addition to well
control and pressure control solutions, Wild Well services include IADC-
accredited training programs, engineering and technical services, and marine
engineering.
Products & Services
Well Control & Engineering
Emergency Response
Relief Well
Well Control & Advanced Engineering
Technical
Risk Management & Training
Response Planning
Rig site Assessment
Well Control Equipment Surveys
IADC & IWCF Well Control Training
Marine Well Services
Riser less Intervention
Riser less P&A
Well CONTAINED
IADC & IWCF Well Control Training
24
Our Leadership Team
Experience and commitment
Superior Energy Services is led by an experienced, effective group of energy
industry veterans, with a significant track record of delivering exceptional
shareholder returns.
David Dunlap, President and Chief Executive Officer
Westy Ballard, Executive Vice President, Chief Financial Officer and Treasurer
Pat Bernard, Executive Vice President
Brian Moore, Executive Vice President
Bill Masters, Executive Vice President and General Counsel
James Spexarth, Chief Accounting Officer
Our Leadership Team
Experience and commitment
Superior Energy Services is led by an experienced, effective group of energy
industry veterans, with a significant track record of delivering exceptional
shareholder returns.
David Dunlap, President and Chief Executive Officer
Westy Ballard, Executive Vice President, Chief Financial Officer and Treasurer
Pat Bernard, Executive Vice President
Brian Moore, Executive Vice President
Bill Masters, Executive Vice President and General Counsel
James Spexarth, Chief Accounting Officer
25
Chapter 2
Employee life cycle
The employee life cycle is a human resources model that identifies stages in
employees’ careers to help guide their management and optimize associated
process.
Talent
Acquisiton
HR Ops
Training and
Development
Perforance
Evaluation
Statutory
Compliance
Grivances
Handling
Exit
Chapter 2
Employee life cycle
The employee life cycle is a human resources model that identifies stages in
employees’ careers to help guide their management and optimize associated
process.
Talent
Acquisiton
HR Ops
Training and
Development
Perforance
Evaluation
Statutory
Compliance
Grivances
Handling
Exit
26
Talent acquisition
Talent acquisition is the process of finding, acquiring, assessing and hiring
candidates to fill roles that are required to meet company goals and fulfill
project requirement. Talent acquisition also ensures that newly hired
employees are effectively and efficiently acclimated to the organization,
enabling the organization to rapidly and fully benefit from their capabilities
Workforce planning :- workforce planning is a continual
process used to align the needs and priorities of the organization
with those of its workforce to ensure it can meet its legislative,
regulatory, services and production requirements and
organizational objectives
Critical Number: critical number is the number of total
manpower including existing number and the number of
workers to be hired.
Current manpower: The existing number of manpower in
the organization.
Workforce
Planning
Gap
Analysis
Recruitment
Talent
Assesment
Talent
selection
Onboarding
Talent acquisition
Talent acquisition is the process of finding, acquiring, assessing and hiring
candidates to fill roles that are required to meet company goals and fulfill
project requirement. Talent acquisition also ensures that newly hired
employees are effectively and efficiently acclimated to the organization,
enabling the organization to rapidly and fully benefit from their capabilities
Workforce planning :- workforce planning is a continual
process used to align the needs and priorities of the organization
with those of its workforce to ensure it can meet its legislative,
regulatory, services and production requirements and
organizational objectives
Critical Number: critical number is the number of total
manpower including existing number and the number of
workers to be hired.
Current manpower: The existing number of manpower in
the organization.
Workforce
Planning
Gap
Analysis
Recruitment
Talent
Assesment
Talent
selection
Onboarding
27
Gap Analysis: An HR Gap analysis servers are the foundation
for an organization’s people strategy. It allows organizations of
all the sizes to make information staffing decisions and budget
accordingly. Gap analysis guide hiring. Training and in-sourcing
and outsourcing choices by pinpointing what skills and how
many employees with those skills the organization needs to meet
its service and productivity objectives.
Recruitment:
Recruitment is the process of finding and hiring the best- qualified
candidate for a job opening in a timely and cost-effective manner.
The recruitment of a job, attracting employees to that job, screening
and selecting applicants, hiring and integrating the new employee
into the organization.
Recruitment process in superior energy services.
Sources of Recruitment in superior energy services:
News Paper Advertisement
Naukri posting template
Bulk messages
Employee Referral Programs
Gap Analysis: An HR Gap analysis servers are the foundation
for an organization’s people strategy. It allows organizations of
all the sizes to make information staffing decisions and budget
accordingly. Gap analysis guide hiring. Training and in-sourcing
and outsourcing choices by pinpointing what skills and how
many employees with those skills the organization needs to meet
its service and productivity objectives.
Recruitment:
Recruitment is the process of finding and hiring the best- qualified
candidate for a job opening in a timely and cost-effective manner.
The recruitment of a job, attracting employees to that job, screening
and selecting applicants, hiring and integrating the new employee
into the organization.
Recruitment process in superior energy services.
Sources of Recruitment in superior energy services:
News Paper Advertisement
Naukri posting template
Bulk messages
Employee Referral Programs
28
News Paper Advertisement: Recruitment advertisement should be
published in most popular and local newspaper of the region to attract
the most suitable candidates. Advertisement should be according to the
HR budget and prior approval should be taken from H.O before
selecting any newspaper.
News Paper Advertisement: Recruitment advertisement should be
published in most popular and local newspaper of the region to attract
the most suitable candidates. Advertisement should be according to the
HR budget and prior approval should be taken from H.O before
selecting any newspaper.
29
Naukri posting template: HR can post the vacancy available with the
appropriate JD into the Portal. This should be in a standardize format
which will be cross checked by Zonal HR.
Naukri posting template: HR can post the vacancy available with the
appropriate JD into the Portal. This should be in a standardize format
which will be cross checked by Zonal HR.
30
How to Handel The portal:
Login to employers portal
Job posted by the
employer
Responses
Download the CV's
Shortlist according to the
requirement
Call the Shortlisted
Candidate
Interested Candidates then
selected for further process
How to Handel The portal:
Login to employers portal
Job posted by the
employer
Responses
Download the CV's
Shortlist according to the
requirement
Call the Shortlisted
Candidate
Interested Candidates then
selected for further process
31
Bulk messages:
Select CV‟s according to required key words.
Collect the contact numbers
Login in to company’s SMS portal
Write the massage
Add recipients number
Select sender id
Send the SMS
Employee Referral Programs: As per company referral policy, any
employee can refer candidate for vacant position. If that candidate stay
with company and completes his/her 100% or cumulative target for
first 6 month after getting confirm on rolls of the company and then
that employee will get 10,000 for his/her reference.
Bulk messages:
Select CV‟s according to required key words.
Collect the contact numbers
Login in to company’s SMS portal
Write the massage
Add recipients number
Select sender id
Send the SMS
Employee Referral Programs: As per company referral policy, any
employee can refer candidate for vacant position. If that candidate stay
with company and completes his/her 100% or cumulative target for
first 6 month after getting confirm on rolls of the company and then
that employee will get 10,000 for his/her reference.
32
Talent Assessment:
Talent assessments, also called pre-employment tests or employment
screening tests, are used to help employers identify candidates that will be
a good fit for jobs at their company. Talent assessments help predict a new
hire’s on-the-job performance and retainability, so, in theory, applicants
that pass the screening test should perform better as employees if they're
hired. Talent assessment tests are based on hiring and retention case studies
and analyzing employee data. The test results will give the company an
indication of how close a match the candidate taking the test will be to the
company's hiring specifications.
Talent Assessment in Superior Energy Services.
Video Select Round: Video select round was send on email-ids of
shortlisted candidates where candidates were asked to attempt the
video conferencing round where candidate has to sit in front of their
laptop with webcam and mouse piece attached to it. This round would
Video Selection Round
Personal interview
Psychometric Test
Talent Assessment:
Talent assessments, also called pre-employment tests or employment
screening tests, are used to help employers identify candidates that will be
a good fit for jobs at their company. Talent assessments help predict a new
hire’s on-the-job performance and retainability, so, in theory, applicants
that pass the screening test should perform better as employees if they're
hired. Talent assessment tests are based on hiring and retention case studies
and analyzing employee data. The test results will give the company an
indication of how close a match the candidate taking the test will be to the
company's hiring specifications.
Talent Assessment in Superior Energy Services.
Video Select Round: Video select round was send on email-ids of
shortlisted candidates where candidates were asked to attempt the
video conferencing round where candidate has to sit in front of their
laptop with webcam and mouse piece attached to it. This round would
Video Selection Round
Personal interview
Psychometric Test
33
be focusing on overall personality of the candidate where 5 – 6
questions would appear on the screen and the candidates has to read
out and answer them verbally. And the Interviewer can attempt to see
this video any time anywhere.
Later, around 30 candidates were selected from this recruitment round and
headed towards next round. All 30 Candidates were from all-around In India,
be focusing on overall personality of the candidate where 5 – 6
questions would appear on the screen and the candidates has to read
out and answer them verbally. And the Interviewer can attempt to see
this video any time anywhere.
Later, around 30 candidates were selected from this recruitment round and
headed towards next round. All 30 Candidates were from all-around In India,
34
Next round was conducted by the HQ office- Mumbai, where Telephonic
Round was conducted. In Telephonic Interview they asked question on
personal details, family background & related to profile.
Personal Interview: After Video select round is complete by the
candidates, the candidates were called for a personal interview. The
Regional Manager, Deputy Regional Manager takes their interview and
select the suitable person out of them.
Psychometric Test: AMCAT /Psychometric test was conducted to
evaluate their Logical Reasoning, Quantitative Aptitude, and
Personality.
Next round was conducted by the HQ office- Mumbai, where Telephonic
Round was conducted. In Telephonic Interview they asked question on
personal details, family background & related to profile.
Personal Interview: After Video select round is complete by the
candidates, the candidates were called for a personal interview. The
Regional Manager, Deputy Regional Manager takes their interview and
select the suitable person out of them.
Psychometric Test: AMCAT /Psychometric test was conducted to
evaluate their Logical Reasoning, Quantitative Aptitude, and
Personality.
35
Talent Selection: Selection is the process of picking up individuals
(out of the pool of job applicants) with requisite qualifications and
competence to fill jobs in the organization.
Onboarding: Onboarding, also known as organizational socialization,
refers to the mechanism through which new employees acquire the
necessary knowledge, skills, and behaviors to become effective
organizational members and insiders. Tactics used in this process
include formal meetings, lectures, videos, printed materials, or
computer-based orientations to introduce newcomers to their new jobs
and organizations. Research has demonstrated that these socialization
techniques lead to positive outcomes for new employees such as higher
job satisfaction, better job performance, greater organizational
commitment, and reduction in occupational stress and intent to quit.
Talent Selection: Selection is the process of picking up individuals
(out of the pool of job applicants) with requisite qualifications and
competence to fill jobs in the organization.
Onboarding: Onboarding, also known as organizational socialization,
refers to the mechanism through which new employees acquire the
necessary knowledge, skills, and behaviors to become effective
organizational members and insiders. Tactics used in this process
include formal meetings, lectures, videos, printed materials, or
computer-based orientations to introduce newcomers to their new jobs
and organizations. Research has demonstrated that these socialization
techniques lead to positive outcomes for new employees such as higher
job satisfaction, better job performance, greater organizational
commitment, and reduction in occupational stress and intent to quit.
36
HR Ops
HR operations refer to services provided by an HR department to business
operations. HR operations, or operational HR services, include
administrative services, recruitment, job analysis, and employee relationship
management. These HR practices are in place to support management and
staff in their day-to- day business activities, and are important to meet an
organization's goal.
Administration: The human resources function in a business of any
size is responsible for payroll management, employee data
maintenance, and risk and compliance management. The staff
responsible for HR answers all HR-related queries, disseminates policy
updates to employees, conducts employee satisfaction surveys, and
maintains the human resources information system. HRMS is software
used to maintain and track all HR data. Preparing documents such as
non-disclosure agreements, contracts and procedural manuals is also
one of the important tasks of HR personnel. HR ensures that efficient
management of resources and operational risk control measures are in
place to keep up business activities
Job Analysis: Job analysis is one of the most important practices
carried out by human resources. Job analysis is the process of finding
out what a particular department wants from its employees. HR
examines job content, duties and responsibilities given by the
operational heads carefully, and ensures that they are relevant to the
real work performed. This process is important to hiring the right
people, and helps to place suitable employees in the right positions,
which results in employee motivation and optimal use of resources.
HR Ops
HR operations refer to services provided by an HR department to business
operations. HR operations, or operational HR services, include
administrative services, recruitment, job analysis, and employee relationship
management. These HR practices are in place to support management and
staff in their day-to- day business activities, and are important to meet an
organization's goal.
Administration: The human resources function in a business of any
size is responsible for payroll management, employee data
maintenance, and risk and compliance management. The staff
responsible for HR answers all HR-related queries, disseminates policy
updates to employees, conducts employee satisfaction surveys, and
maintains the human resources information system. HRMS is software
used to maintain and track all HR data. Preparing documents such as
non-disclosure agreements, contracts and procedural manuals is also
one of the important tasks of HR personnel. HR ensures that efficient
management of resources and operational risk control measures are in
place to keep up business activities
Job Analysis: Job analysis is one of the most important practices
carried out by human resources. Job analysis is the process of finding
out what a particular department wants from its employees. HR
examines job content, duties and responsibilities given by the
operational heads carefully, and ensures that they are relevant to the
real work performed. This process is important to hiring the right
people, and helps to place suitable employees in the right positions,
which results in employee motivation and optimal use of resources.
37
Employee Relationship: Employee relationship management refers to
developing a positive work environment and managing relationships
between management and employees. Creating positive employee
relationship is important because employee satisfaction directly affects
productivity. The role of HR in employee relationship management is
vital because it schedules training programs, approves performance
reviews, manages a hot-line for employee situations, completes exit
formalities, and handles disciplinary and grievances issue. By acting
upon standard policies and procedures, HR ensures proper business
communication among employees and carries out efficient conflict
management.
Employee Relationship: Employee relationship management refers to
developing a positive work environment and managing relationships
between management and employees. Creating positive employee
relationship is important because employee satisfaction directly affects
productivity. The role of HR in employee relationship management is
vital because it schedules training programs, approves performance
reviews, manages a hot-line for employee situations, completes exit
formalities, and handles disciplinary and grievances issue. By acting
upon standard policies and procedures, HR ensures proper business
communication among employees and carries out efficient conflict
management.
38
Training and Development
“Training & Development is any attempt to improve current or future
employee performance by increasing an employee’s ability to perform
through learning, usually by changing the employee’s attitude or increasing
his or her skills and knowledge.”
Training and Development in Superior Energy Services.
Generally the two Trainings are done in Superior Energy Services:
1. For Fresher’s: TDA- Training & Development Academy for new
Joiners. They undergo for Period of HANDHOLDING for 1 month.
Where Trainers are mapped for individual Team members.
2. For Existing Employees:
Product Training - Regular Training on Products both by Internal &
external Trainers.
Focus Product Training- Training of Focus Products, month on month
basis.
Training on Competencies, Grooming and Etiquettes
Training and Development
“Training & Development is any attempt to improve current or future
employee performance by increasing an employee’s ability to perform
through learning, usually by changing the employee’s attitude or increasing
his or her skills and knowledge.”
Training and Development in Superior Energy Services.
Generally the two Trainings are done in Superior Energy Services:
1. For Fresher’s: TDA- Training & Development Academy for new
Joiners. They undergo for Period of HANDHOLDING for 1 month.
Where Trainers are mapped for individual Team members.
2. For Existing Employees:
Product Training - Regular Training on Products both by Internal &
external Trainers.
Focus Product Training- Training of Focus Products, month on month
basis.
Training on Competencies, Grooming and Etiquettes
39
TRAINING & DEVELOPMENT CLASSROOM TRAINING
GUIDELINES
1) Timings for the Training would remain from 9:45a.m – 6:00a.m.
2) All candidates to be dressed in Formal Attire throughout the Training
Program.
3) Mobile Phone to be kept on Silent Mode.
4) Candidates to mark their daily attendance on their own.
5) Candidates to undergo Entire Training Program without ant
Absenteeism.
6) Lunch Break to be taken as per the Training Calendar timings.
7) Eatables are not allowed inside the classrooms other than lunch hours.
8) Respect break timings.
9) Leave the Training Room clean for the next batch, chairs arranged,
paperless etc.
10) Candidates to keep the track of all the Training handouts and need to
prepare for the same accordingly.
11) Candidates to ensure that all the Joining Formalities/Documentation to
be completed within 3days from DOJ.
12) In case, if any test is not been taken by the Candidate, it shall be
treated as absent for the day and he/she will have to appear for the same later
on.
13) Basic Ground Rules to be followed:-
TRAINING & DEVELOPMENT CLASSROOM TRAINING
GUIDELINES
1) Timings for the Training would remain from 9:45a.m – 6:00a.m.
2) All candidates to be dressed in Formal Attire throughout the Training
Program.
3) Mobile Phone to be kept on Silent Mode.
4) Candidates to mark their daily attendance on their own.
5) Candidates to undergo Entire Training Program without ant
Absenteeism.
6) Lunch Break to be taken as per the Training Calendar timings.
7) Eatables are not allowed inside the classrooms other than lunch hours.
8) Respect break timings.
9) Leave the Training Room clean for the next batch, chairs arranged,
paperless etc.
10) Candidates to keep the track of all the Training handouts and need to
prepare for the same accordingly.
11) Candidates to ensure that all the Joining Formalities/Documentation to
be completed within 3days from DOJ.
12) In case, if any test is not been taken by the Candidate, it shall be
treated as absent for the day and he/she will have to appear for the same later
on.
13) Basic Ground Rules to be followed:-
40
No Phone Calls
No Cross Talk
No bad Jokes
Respect Each Other
Show Active Participation.
14) After the Completion of Training, Candidates Ratings would be
evaluated on “FOC Report” Card basic and Candidates will be categorized
into three Grades which shall be like:
Serial No. Grade Score Status
1 A Above 75% Meets Expectation
2 B 45% - 74% Needs
Improvement
3 C Less than 45% Under Observation
Parameters will be as follows:
Over All Discipline [1]
No Phone Calls
No Cross Talk
No bad Jokes
Respect Each Other
Show Active Participation.
14) After the Completion of Training, Candidates Ratings would be
evaluated on “FOC Report” Card basic and Candidates will be categorized
into three Grades which shall be like:
Serial No. Grade Score Status
1 A Above 75% Meets Expectation
2 B 45% - 74% Needs
Improvement
3 C Less than 45% Under Observation
Parameters will be as follows:
Over All Discipline [1]
41
Participation/Involvement in the Branch [2]
Punctuality [3]
Professionalism & Learning Attitude [4]
Formal Attire [5]
Test Results [6]
Participation/Involvement in the Branch [2]
Punctuality [3]
Professionalism & Learning Attitude [4]
Formal Attire [5]
Test Results [6]
42
Performance Evaluation
A performance appraisal is a systematic and periodic process that assesses
an individual employee's job performance and productivity in relation to
certain pre-established criteria and organizational objectives.
Accelerated Career Path Parameters in Superior Energy Services
Highlights: Appraisal after Seven months of joining if Performance is
meeting the benchmarks set (Best performance of any 6 months would
be considered).
Appraisal opportunity up to 18% of starting salary Promotion to next level
within six month– one year of joining. Opportunity to set one on one
aspiration exercise with seniors for budding stars.
Performance Evaluation
A performance appraisal is a systematic and periodic process that assesses
an individual employee's job performance and productivity in relation to
certain pre-established criteria and organizational objectives.
Accelerated Career Path Parameters in Superior Energy Services
Highlights: Appraisal after Seven months of joining if Performance is
meeting the benchmarks set (Best performance of any 6 months would
be considered).
Appraisal opportunity up to 18% of starting salary Promotion to next level
within six month– one year of joining. Opportunity to set one on one
aspiration exercise with seniors for budding stars.
43
44
Important Condition: Qualitative Parameters will be added subject
to minimum 4 times of CTC achieved by the team member in the said
period
Additional Opportunity:
Branch Head Recommendation:
Branch head can recommend for additional 2% increment subject to
compliance of following:
1. General Discipline maintained in the branch
2. Clients Feedback and Service
3. Attitude towards colleagues & seniors.
Important Condition: Qualitative Parameters will be added subject
to minimum 4 times of CTC achieved by the team member in the said
period
Additional Opportunity:
Branch Head Recommendation:
Branch head can recommend for additional 2% increment subject to
compliance of following:
1. General Discipline maintained in the branch
2. Clients Feedback and Service
3. Attitude towards colleagues & seniors.
45
Statutory Compliance
Statutory means "of or related to statutes," or what we normally call laws or
regulations. Compliance just means to comply with or adhere to. So statutory
compliance means you are following the laws on a given issue. The term is
most often used with organizations, who must follow lots of regulations.
When they forget or refuse to follow some of those regulations, they are out
of statutory compliance. A company that follows all the rules, is in statutory
compliance.
Purpose-:
Safeguarding the employees and the enterprise from untoward risks by
managing and consulting on issues such as retirement benefits and Taxation.
Statutory Compliance for HR:
ESI Act
Provident Fund Act
Professional Tax Act
Gratuity Act
The Minimum Wages Act
The Maternity Benefit Act
The Payment Of Bonus Act
The Payment Of Wages Act
ESI Act (Employees State Insurance Act): In receipt of wages not
exceeding Rs. 21,000/- per month (W.E.f 01-07-2019) are covered under the
Act. Employer is liable to contribute & deduct specified rate of amount and
submit it to the Corporation within 15
th
days.
All the employees in the factories or establishments to which the Act applies
shall be insured under this Act. The contribution comprise of employer’s
contribution and employee’s contribution at a specified rate.
Statutory Compliance
Statutory means "of or related to statutes," or what we normally call laws or
regulations. Compliance just means to comply with or adhere to. So statutory
compliance means you are following the laws on a given issue. The term is
most often used with organizations, who must follow lots of regulations.
When they forget or refuse to follow some of those regulations, they are out
of statutory compliance. A company that follows all the rules, is in statutory
compliance.
Purpose-:
Safeguarding the employees and the enterprise from untoward risks by
managing and consulting on issues such as retirement benefits and Taxation.
Statutory Compliance for HR:
ESI Act
Provident Fund Act
Professional Tax Act
Gratuity Act
The Minimum Wages Act
The Maternity Benefit Act
The Payment Of Bonus Act
The Payment Of Wages Act
ESI Act (Employees State Insurance Act): In receipt of wages not
exceeding Rs. 21,000/- per month (W.E.f 01-07-2019) are covered under the
Act. Employer is liable to contribute & deduct specified rate of amount and
submit it to the Corporation within 15
th
days.
All the employees in the factories or establishments to which the Act applies
shall be insured under this Act. The contribution comprise of employer’s
contribution and employee’s contribution at a specified rate.
46
Contribution rate: 0.75% - employees
3.25% -employers
Two contribution periods each of six months: 1st April to 30th Sept
1st Oct. to 31st March
Two corresponding benefit periods of six months: 1st January to 30th June
1st July to 31st December
Provident Fund Act: Employees' Provident Fund is a small saving scheme
that is offered to Indian workers as well as international workers through the
EPFO of India. The scheme allows accumulation of funds as well as accrual
of interest on the accumulated funds.
PF is contributed from both the sides:
Contribution rate: 0.75% - employees
3.25% -employers
Two contribution periods each of six months: 1st April to 30th Sept
1st Oct. to 31st March
Two corresponding benefit periods of six months: 1st January to 30th June
1st July to 31st December
Provident Fund Act: Employees' Provident Fund is a small saving scheme
that is offered to Indian workers as well as international workers through the
EPFO of India. The scheme allows accumulation of funds as well as accrual
of interest on the accumulated funds.
PF is contributed from both the sides:
47
Contribution for the purpose of Employees' pension Scheme is 8% of (12%
of employers contribution towards PF) or Rs.540/- whichever is less, will be
transferred to Employees‟ pension scheme and the balance amount will go
towards Employee PF.
Professional Tax Act: Professional tax or employment tax is a state-based
tax. It is allowed as a deduction from the gross income before computing the
tax.
Duration of deduction is half year-1st day of April to 30th September
1st day of October to the 31st March of a
year
Professional Tax is deducted slab wise-
1 to 2500-nil
2500 to 3500-Rs 60
3501 to 5000 - Rs 120
5001 to 10000- Rs 175
and above 10000 Rs 200 per month except Rs 300 in the month of February
Each and every employee receiving pay from the revenue of the Central
Government or any State Government is entitled to pay profession tax Any
organization whether incorporated or not, which is owned or controlled by
the Central Government or any State Government is eligible to pay
Professional Tax.
Contribution for the purpose of Employees' pension Scheme is 8% of (12%
of employers contribution towards PF) or Rs.540/- whichever is less, will be
transferred to Employees‟ pension scheme and the balance amount will go
towards Employee PF.
Professional Tax Act: Professional tax or employment tax is a state-based
tax. It is allowed as a deduction from the gross income before computing the
tax.
Duration of deduction is half year-1st day of April to 30th September
1st day of October to the 31st March of a
year
Professional Tax is deducted slab wise-
1 to 2500-nil
2500 to 3500-Rs 60
3501 to 5000 - Rs 120
5001 to 10000- Rs 175
and above 10000 Rs 200 per month except Rs 300 in the month of February
Each and every employee receiving pay from the revenue of the Central
Government or any State Government is entitled to pay profession tax Any
organization whether incorporated or not, which is owned or controlled by
the Central Government or any State Government is eligible to pay
Professional Tax.
48
Gratuity Act: Gratuity is an amount given to employees by employer when
they leave the job after completing five years or minimum 240 days per year
or after retirement. The number of year may differ from company to
company. Gratuity is payable under the payment of wages act. Gratuity shall
be payable to an employee on the termination of his employment after he has
rendered continuous service for not less than five years.
a. On his superannuation, or
b. On his retirement or resignation, or
c. On his death or disablement due to accident or disease.
Gratuity is calculated as: ?????????????????????????????? ???????????????????????????????????? (???????????????????????? ??????????????????????????????) ∗ ????????????. ???????????? ??????????????????????????????
????????????????????????????????????/ 26 ∗ 15
Gratuity Act: Gratuity is an amount given to employees by employer when
they leave the job after completing five years or minimum 240 days per year
or after retirement. The number of year may differ from company to
company. Gratuity is payable under the payment of wages act. Gratuity shall
be payable to an employee on the termination of his employment after he has
rendered continuous service for not less than five years.
a. On his superannuation, or
b. On his retirement or resignation, or
c. On his death or disablement due to accident or disease.
Gratuity is calculated as: ?????????????????????????????? ???????????????????????????????????? (???????????????????????? ??????????????????????????????) ∗ ????????????. ???????????? ??????????????????????????????
????????????????????????????????????/ 26 ∗ 15
49
The Minimum Wages Act: This act provides for fixing minimum rates of
wages. Wages shall mean all remuneration payable to an employed person
on the fulfillment of the contract employment and includes HRA.
It Includes:
(i) a basic rate of wages and special allowance call the cost of living
allowance.
(ii) a basic rate with or without cost of living allowance plus any
concession on the supply of essential commodities.
It excludes:
(i) The value of rent free accommodation, supply of light, water,
medical.
(ii) Contributions paid by the employer towards the PF or any scheme
of social insurance.
(iii) Travelling allowance / Travelling concession.
(iv) Gratuity The appropriate government may fix-: A minimum rate of
wages for time work ("a minimum time rate"). A minimum rates of
wages for piece work ("a minimum piece rate"). A minimum rate of
wages on a time work basis ("a guaranteed time rate"). A minimum
rate of overtime work done (“a overtime rate")
Penalty:-
I. The inspectorate staff of the Labor Department takes action on
complaints received from workmen/Unions.
II. The penalty for violation of is fine of R.500/- or imprisonment upto
a period of six months or both.
III. If a worker gets less payment, he can also file a claim before the
Competent Authority appointed under the Act, which are Deputy
Labor Commissioners for the respective districts.
IV. The authority can impose penalty up to 10 times the difference in
minimum wages that was due and paid.
The Minimum Wages Act: This act provides for fixing minimum rates of
wages. Wages shall mean all remuneration payable to an employed person
on the fulfillment of the contract employment and includes HRA.
It Includes:
(i) a basic rate of wages and special allowance call the cost of living
allowance.
(ii) a basic rate with or without cost of living allowance plus any
concession on the supply of essential commodities.
It excludes:
(i) The value of rent free accommodation, supply of light, water,
medical.
(ii) Contributions paid by the employer towards the PF or any scheme
of social insurance.
(iii) Travelling allowance / Travelling concession.
(iv) Gratuity The appropriate government may fix-: A minimum rate of
wages for time work ("a minimum time rate"). A minimum rates of
wages for piece work ("a minimum piece rate"). A minimum rate of
wages on a time work basis ("a guaranteed time rate"). A minimum
rate of overtime work done (“a overtime rate")
Penalty:-
I. The inspectorate staff of the Labor Department takes action on
complaints received from workmen/Unions.
II. The penalty for violation of is fine of R.500/- or imprisonment upto
a period of six months or both.
III. If a worker gets less payment, he can also file a claim before the
Competent Authority appointed under the Act, which are Deputy
Labor Commissioners for the respective districts.
IV. The authority can impose penalty up to 10 times the difference in
minimum wages that was due and paid.
50
The Maternity Benefit Act:
I. To regulate employment of women for certain periods before and
after child birth and to provide for maternity benefit.
II. Payment of maternity benefit shall apply to women workers to
whom ESI Act does not apply.
III. The Act applies to all establishments in which ten or more people
are employed.
IV. The maternity benefit shall be at the rate of average daily wage for
the period of actual absence. The maximum period of entitlement
shall be12 weeks of which not less than 6 weeks shall precede the
expected date of delivery.
V. Maternity benefit shall be payable to employee or any other persons
as per the nomination.
VI. The Amount of benefit upto the period of expected delivery shall be
paid in advance. The balance due for the subsequent period shall be
paid within 48 hours from delivery of child.
The Maternity Benefit Act:
I. To regulate employment of women for certain periods before and
after child birth and to provide for maternity benefit.
II. Payment of maternity benefit shall apply to women workers to
whom ESI Act does not apply.
III. The Act applies to all establishments in which ten or more people
are employed.
IV. The maternity benefit shall be at the rate of average daily wage for
the period of actual absence. The maximum period of entitlement
shall be12 weeks of which not less than 6 weeks shall precede the
expected date of delivery.
V. Maternity benefit shall be payable to employee or any other persons
as per the nomination.
VI. The Amount of benefit upto the period of expected delivery shall be
paid in advance. The balance due for the subsequent period shall be
paid within 48 hours from delivery of child.
51
The Payment of Bonus Act:
I. The Payment of Bonus Act imposes statutory liability upon the
employers of every establishment covered under the Act to pay
bonus to their employees.
II. It provides for payment of minimum and maximum bonus and
linking the payment of bonus with the production and productivity.
III. The Act applies to every factory where 10 or more workers are
working and every other establishment in which 20 or more persons
are employed, on any day during an accounting year.
IV. Every employee receiving salary or wages upto RS. 3,500 p.m. and
engaged in any kind of work whether skilled, unskilled, managerial,
supervisory etc. is entitled to bonus for every accounting year if he
has worked for at least 30 working days in that year.
Calculation of Bonus: 8.33% of basic, on a monthly basis (Employers
Contribution)
Penalty:
The punishment provided for contravention of any provisions of the Act or
any rule made there under is imprisonment for a term, which may extend for
6 months or with fine, which may extend to Rs. 1000/- or with both.
The Payment of Bonus Act:
I. The Payment of Bonus Act imposes statutory liability upon the
employers of every establishment covered under the Act to pay
bonus to their employees.
II. It provides for payment of minimum and maximum bonus and
linking the payment of bonus with the production and productivity.
III. The Act applies to every factory where 10 or more workers are
working and every other establishment in which 20 or more persons
are employed, on any day during an accounting year.
IV. Every employee receiving salary or wages upto RS. 3,500 p.m. and
engaged in any kind of work whether skilled, unskilled, managerial,
supervisory etc. is entitled to bonus for every accounting year if he
has worked for at least 30 working days in that year.
Calculation of Bonus: 8.33% of basic, on a monthly basis (Employers
Contribution)
Penalty:
The punishment provided for contravention of any provisions of the Act or
any rule made there under is imprisonment for a term, which may extend for
6 months or with fine, which may extend to Rs. 1000/- or with both.
52
Payment of Wages Act:
I. It is a central legislation which applies to the persons employed in
the factories and to persons employed in industrial or other
establishments.
II. This Act does not apply on workers whose wages payable in respect
of a wage period average Rs. 1600/-a month or more.
III. This Act has been enacted with the intention of ensuring timely
payment of wages to the workers without unauthorized deductions.
IV. The salary in factories/establishments employing less than 1000
workers is required to be paid by 7th of every month and in other
cases by 10th day of every month.
V. A worker, who either has not been paid wages in time or an
unauthorized deductions have been made from his/her wages, can
file a Claim either directly or through a Trade Union or through an
Inspector under this Act.
Payment of Wages Act:
I. It is a central legislation which applies to the persons employed in
the factories and to persons employed in industrial or other
establishments.
II. This Act does not apply on workers whose wages payable in respect
of a wage period average Rs. 1600/-a month or more.
III. This Act has been enacted with the intention of ensuring timely
payment of wages to the workers without unauthorized deductions.
IV. The salary in factories/establishments employing less than 1000
workers is required to be paid by 7th of every month and in other
cases by 10th day of every month.
V. A worker, who either has not been paid wages in time or an
unauthorized deductions have been made from his/her wages, can
file a Claim either directly or through a Trade Union or through an
Inspector under this Act.
53
Grievance Handling
Dissatisfaction, Complaint and Grievance:
To understand what a grievance is, you must clearly be able to distinguish
between dissatisfaction, complaint and grievance. Following are the
definitions:
Dissatisfaction: Anything disturbs an employee, whether or not the
unrest is expressed in words.
Complaint: A spoken or written dissatisfaction brought to the
attention of the supervisor or the shop steward.
Grievance: A complaint that has been formally presented to a
management representative or to a union official.
In addition, there are other definitions of a grievance that distinguish it from
the other two. Few such definitions are:
A grievance is a formal dispute between an employee and management
on the conditions of employment.
Grievances are complaints that have been formally registered in
accordance with the grievance procedure.
A grievance is any dissatisfaction or feeling of injustice in connection
with one‟s employment situation that is brought to the attention of the
management.
Grievance Handling
Dissatisfaction, Complaint and Grievance:
To understand what a grievance is, you must clearly be able to distinguish
between dissatisfaction, complaint and grievance. Following are the
definitions:
Dissatisfaction: Anything disturbs an employee, whether or not the
unrest is expressed in words.
Complaint: A spoken or written dissatisfaction brought to the
attention of the supervisor or the shop steward.
Grievance: A complaint that has been formally presented to a
management representative or to a union official.
In addition, there are other definitions of a grievance that distinguish it from
the other two. Few such definitions are:
A grievance is a formal dispute between an employee and management
on the conditions of employment.
Grievances are complaints that have been formally registered in
accordance with the grievance procedure.
A grievance is any dissatisfaction or feeling of injustice in connection
with one‟s employment situation that is brought to the attention of the
management.
54
Therefore, you will see that a grievance is a formal and a relatively drastic
step, compared to dissatisfactions and complains. However, instances
where complaints turn into grievances are not common, since few
employees will question their superior’s judgment. Further, many people
do not initiate grievances because they fear negative consequence as a
result of their attempt. All companies whether unionized or not should
have established and known grievance methods of processing grievances.
A grievance procedure is necessary in large organizations which has
numerous personnel and many levels with the result that the manager is
unable to keep a check on each individual or be involved in every aspect
of working of the small organization.
Forms of Grievances:
A grievance may take anyone of the following forms:
a) Factual: A factual grievance arises when legitimate needs of
employees remain unfulfilled, e.g., wage hike has been agreed but not
implemented citing various reasons.
Employer-Employee Relations
b) Imaginary: When an employee’s dissatisfaction is not because of any
valid reason but because of a wrong perception, wrong attitude or
wrong information he has. Such a situation may create an imaginary
grievance. Though management is not at fault in such instances, still it
has to clear the „fog‟ immediately.
c) Disguised: An employee may have dissatisfaction for reasons that are
unknown to himself. If he/she is under pressure from family, friends,
relatives, neighbors, he/she may reach the work spot with a heavy heart. If
a new recruit gets a new table and Almira this may become an eyesore to
other employees who have not been treated likewise previously.
Therefore, you will see that a grievance is a formal and a relatively drastic
step, compared to dissatisfactions and complains. However, instances
where complaints turn into grievances are not common, since few
employees will question their superior’s judgment. Further, many people
do not initiate grievances because they fear negative consequence as a
result of their attempt. All companies whether unionized or not should
have established and known grievance methods of processing grievances.
A grievance procedure is necessary in large organizations which has
numerous personnel and many levels with the result that the manager is
unable to keep a check on each individual or be involved in every aspect
of working of the small organization.
Forms of Grievances:
A grievance may take anyone of the following forms:
a) Factual: A factual grievance arises when legitimate needs of
employees remain unfulfilled, e.g., wage hike has been agreed but not
implemented citing various reasons.
Employer-Employee Relations
b) Imaginary: When an employee’s dissatisfaction is not because of any
valid reason but because of a wrong perception, wrong attitude or
wrong information he has. Such a situation may create an imaginary
grievance. Though management is not at fault in such instances, still it
has to clear the „fog‟ immediately.
c) Disguised: An employee may have dissatisfaction for reasons that are
unknown to himself. If he/she is under pressure from family, friends,
relatives, neighbors, he/she may reach the work spot with a heavy heart. If
a new recruit gets a new table and Almira this may become an eyesore to
other employees who have not been treated likewise previously.
55
Causes Of Grievances:
Grievances may occur for a number of reasons:
a) Economic: Wage fixation, overtime, bonus, wage revision, etc.
Employees may feel that they are paid less when compared to others.
b) Work Environment: Poor physical conditions of workplace, tight
production norms, defective tools and equipment, poor quality of materials,
unfair rules, lack of recognition, etc.
c) Work group: Employee is unable to adjust with his colleagues; suffers
from feelings of neglect, victimization and becomes an object of ridicule and
humiliation, etc.
d) Supervision: Relates to the attitudes of the supervisor towards the
employee as perceived notions of bias, favoritism, nepotism, caste
Affiliations, regional feelings, etc.
e) Miscellaneous: These include issues relating to certain violations in
respect of promotions, safety methods, transfer, disciplinary rules, fines,
granting leave, medical facilities, etc.
EFFECTS OF GRIEVANCE
Grievances, if they are not identified and redressed, may affect adversely the
workers, managers and the organization. The effects are:
I. On production include:
Low quality of production.
Low quality of production and productivity.
Increase in the wastage of material, spoilage/leakage of machinery.
Increase in the cost of production per unit.
Causes Of Grievances:
Grievances may occur for a number of reasons:
a) Economic: Wage fixation, overtime, bonus, wage revision, etc.
Employees may feel that they are paid less when compared to others.
b) Work Environment: Poor physical conditions of workplace, tight
production norms, defective tools and equipment, poor quality of materials,
unfair rules, lack of recognition, etc.
c) Work group: Employee is unable to adjust with his colleagues; suffers
from feelings of neglect, victimization and becomes an object of ridicule and
humiliation, etc.
d) Supervision: Relates to the attitudes of the supervisor towards the
employee as perceived notions of bias, favoritism, nepotism, caste
Affiliations, regional feelings, etc.
e) Miscellaneous: These include issues relating to certain violations in
respect of promotions, safety methods, transfer, disciplinary rules, fines,
granting leave, medical facilities, etc.
EFFECTS OF GRIEVANCE
Grievances, if they are not identified and redressed, may affect adversely the
workers, managers and the organization. The effects are:
I. On production include:
Low quality of production.
Low quality of production and productivity.
Increase in the wastage of material, spoilage/leakage of machinery.
Increase in the cost of production per unit.
56
II. On the employees:
Increases the rate of absenteeism and turnover.
Reduces the level of commitment, sincerity and punctuality.
Increases the incidence of accidents.
Reduces the level of employee morale.
III. On the managers:
Strains the superior-subordinate relations.
Increases the degree of supervision, control and follow up.
Increases in discipline cases.
Increase in unrest and thereby machinery to maintain industrial peace.
II. On the employees:
Increases the rate of absenteeism and turnover.
Reduces the level of commitment, sincerity and punctuality.
Increases the incidence of accidents.
Reduces the level of employee morale.
III. On the managers:
Strains the superior-subordinate relations.
Increases the degree of supervision, control and follow up.
Increases in discipline cases.
Increase in unrest and thereby machinery to maintain industrial peace.
57
Exit
Employee exit management is the process used within many businesses to
terminate employee’s contracts in a professional manner. It applies to
employees who have resigned and those that have been terminated by the
company.
When an employee is terminated there are a number of considerations that an
organization needs to make in order to cleanly end the relationship between
the company and the employee. The company as a legal entity has a
responsibility to the employee which may extend beyond the period of
employment and this is the primary focus of the exit procedure.
This stage starts when either the employee submits his/her resignation letter,
or when the employee is given a notice period for termination or when the
employee retires.
There are 5 stages in this process:
STAGE 1: The employee submits the resignation letter.
STAGE 2: The employee is given a certain notice period to serve before he’s
relieved.
STAGE 3: On the last day of the notice period the employee is subjected to
an exit interview.
STAGE 4: After this the interviews documents are forwarded to the regional
HR Head who attaches to it the clearance form which states the final
settlement amount for the employee. These documents are forwarded to the
Head Office of Superior energy services in Mumbai.
STAGE 5: The employee is given the relieving letter.
Exit
Employee exit management is the process used within many businesses to
terminate employee’s contracts in a professional manner. It applies to
employees who have resigned and those that have been terminated by the
company.
When an employee is terminated there are a number of considerations that an
organization needs to make in order to cleanly end the relationship between
the company and the employee. The company as a legal entity has a
responsibility to the employee which may extend beyond the period of
employment and this is the primary focus of the exit procedure.
This stage starts when either the employee submits his/her resignation letter,
or when the employee is given a notice period for termination or when the
employee retires.
There are 5 stages in this process:
STAGE 1: The employee submits the resignation letter.
STAGE 2: The employee is given a certain notice period to serve before he’s
relieved.
STAGE 3: On the last day of the notice period the employee is subjected to
an exit interview.
STAGE 4: After this the interviews documents are forwarded to the regional
HR Head who attaches to it the clearance form which states the final
settlement amount for the employee. These documents are forwarded to the
Head Office of Superior energy services in Mumbai.
STAGE 5: The employee is given the relieving letter.
58
The Retention Strategy
Some of the schemes used for employee retention at Superior energy
services are:
a. Regular employee appreciation Programs such as Effort based rewards
whereby the employees are given gifts and vouchers based of their
achievement of targets.
b. Employee Engagement Programs like field trips, birthday celebrations,
anniversary celebrations, get-togethers, etc.
c. Rewards and Recognition Programs such as the star award, public
recognition by superiors, bi annual and annual appraisal of each employee,
etc.
d. A transparent and well defined career path.
The Retention Strategy
Some of the schemes used for employee retention at Superior energy
services are:
a. Regular employee appreciation Programs such as Effort based rewards
whereby the employees are given gifts and vouchers based of their
achievement of targets.
b. Employee Engagement Programs like field trips, birthday celebrations,
anniversary celebrations, get-togethers, etc.
c. Rewards and Recognition Programs such as the star award, public
recognition by superiors, bi annual and annual appraisal of each employee,
etc.
d. A transparent and well defined career path.
59
Chapter 3
Research Design
Type of Research
The type of research used in this project is analytical in nature.
Data Collection Method
Data was collected using Questionnaire. A questionnaire consists of number of
questions involving both specific and general questions related to the study topic.
Sources of data
There are two sources of data namely primary & secondary.
Primary Data: Questionnaire.
Secondary Data:
Internet
Past Records of Project Material
Company HR Policy
Corporate Guide
Statistical tools used
Microsoft Excel
Sampling Design: Convenience Sampling
Sampling Unit: The sampling unit is limited to the employees of Superior Energy
Services, Regional Office, and Mumbai.
Sample Size: 35 samples
Sample Media: Questionnaire
Chapter 3
Research Design
Type of Research
The type of research used in this project is analytical in nature.
Data Collection Method
Data was collected using Questionnaire. A questionnaire consists of number of
questions involving both specific and general questions related to the study topic.
Sources of data
There are two sources of data namely primary & secondary.
Primary Data: Questionnaire.
Secondary Data:
Internet
Past Records of Project Material
Company HR Policy
Corporate Guide
Statistical tools used
Microsoft Excel
Sampling Design: Convenience Sampling
Sampling Unit: The sampling unit is limited to the employees of Superior Energy
Services, Regional Office, and Mumbai.
Sample Size: 35 samples
Sample Media: Questionnaire
60
Limitation Of The Study
The time period given for the study was limited.
The respondents of the questionnaire was very busy and could not offer more time to
answer.
The average time to response was 5-6 min.
Study restricted to Superior Energy Services, Mumbai only.
The sample size was restricted to 35 and may not represent the whole employee
population.
Limitation Of The Study
The time period given for the study was limited.
The respondents of the questionnaire was very busy and could not offer more time to
answer.
The average time to response was 5-6 min.
Study restricted to Superior Energy Services, Mumbai only.
The sample size was restricted to 35 and may not represent the whole employee
population.
61
Data Analysis and Interpretation
Data Analysis and Interpretation
62
1) How old you are?
Table 1.1
Age No. of respondent Percentage
18-25 12 34.3%
26-35 12 34.3%
36-45 8 22.9%
Above 45 3 8.6%
Total 35 100%
Interpretation: From the above table it is inferred that 34.3% of the employees are
between the age group 18-25, 34.3% of the employees are between the age group 26-35,
22.9% of the employees are between the age group 36-45 and 8.6 % of the employee
are above 45 years of age.
Graph 1.1
34%
34%
23%
9%
AGE
18-2526-3536-4545 TO ABOVE
1) How old you are?
Table 1.1
Age No. of respondent Percentage
18-25 12 34.3%
26-35 12 34.3%
36-45 8 22.9%
Above 45 3 8.6%
Total 35 100%
Interpretation: From the above table it is inferred that 34.3% of the employees are
between the age group 18-25, 34.3% of the employees are between the age group 26-35,
22.9% of the employees are between the age group 36-45 and 8.6 % of the employee
are above 45 years of age.
Graph 1.1
34%
34%
23%
9%
AGE
18-2526-3536-4545 TO ABOVE
63
2) Your gender?
Table 1.2
Gender No. of Respondent Percentage
Male 23 65.7%
Female 12 34.3%
Total 35 100%
From the above table it is inferred that 65.7% of the respondents are Male and 34.3%
are Female.
Graph 1.2
23
12
35
0
5
10
15
20
25
30
35
40
Male Female Total
2) Your gender?
Table 1.2
Gender No. of Respondent Percentage
Male 23 65.7%
Female 12 34.3%
Total 35 100%
From the above table it is inferred that 65.7% of the respondents are Male and 34.3%
are Female.
Graph 1.2
23
12
35
0
5
10
15
20
25
30
35
40
Male Female Total
64
3) How many years have you been with the company?
Table 1.3
No. of years worked No. of respondent Percentage
Less than 1 year 5 14.30%
1-3 years 11 31.40%
3-6 years 10 28.60%
More than 6 years 9 25.70%
Total 35 100%
Interpretation: From the above table it is inferred that 14.3% of the respondents are
less than 1 year of experience, 31.4% 1-3 years, 28.6% 3-6 years, 25.7% more than 6
years of work experience.
Graph 1.3
82%
18%
Highly Satisfactory
Satisfactory
3) How many years have you been with the company?
Table 1.3
No. of years worked No. of respondent Percentage
Less than 1 year 5 14.30%
1-3 years 11 31.40%
3-6 years 10 28.60%
More than 6 years 9 25.70%
Total 35 100%
Interpretation: From the above table it is inferred that 14.3% of the respondents are
less than 1 year of experience, 31.4% 1-3 years, 28.6% 3-6 years, 25.7% more than 6
years of work experience.
Graph 1.3
82%
18%
Highly Satisfactory
Satisfactory
65
4) In which department do you work?
Table 1.4
Department No. of respondent Percentage
Sales 23 65.7%
Marketing 4 11.4%
Human Resource 1 2.9%
I.T 0 0.0%
Accounts 3 8.6%
Others 4 11.4%
Total 35 100.0%
Interpretation: From the above table it is inferred that 65.7% of the respondents are
from Sales Department, 11.4% from Marketing, 2.9% from Human Resource, 8.6%
from Accounts and 11.4% from other departments.
Graph 1.4
6
27
2
0
5
10
15
20
25
30
Highly Satisfactory Satisfactory Dissatisfactory
The working hours
4) In which department do you work?
Table 1.4
Department No. of respondent Percentage
Sales 23 65.7%
Marketing 4 11.4%
Human Resource 1 2.9%
I.T 0 0.0%
Accounts 3 8.6%
Others 4 11.4%
Total 35 100.0%
Interpretation: From the above table it is inferred that 65.7% of the respondents are
from Sales Department, 11.4% from Marketing, 2.9% from Human Resource, 8.6%
from Accounts and 11.4% from other departments.
Graph 1.4
6
27
2
0
5
10
15
20
25
30
Highly Satisfactory Satisfactory Dissatisfactory
The working hours
66
5) Does the organization clearly define the position objectives, requirements
and candidate specifications in the recruitment process?
Table 1.5
Clearly define the position No. of respondent Percentage
YES 31 88.6%
NO 4 11.4%
Total 35 100.0%
Interpretation: From the above table it is inferred that 88.6% of the respondents said
yes that the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process whereas 11.4% says no.
Graph 1.5
22.9%, 33%
45.7%, 67%
Very Good
Good
5) Does the organization clearly define the position objectives, requirements
and candidate specifications in the recruitment process?
Table 1.5
Clearly define the position No. of respondent Percentage
YES 31 88.6%
NO 4 11.4%
Total 35 100.0%
Interpretation: From the above table it is inferred that 88.6% of the respondents said
yes that the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process whereas 11.4% says no.
Graph 1.5
22.9%, 33%
45.7%, 67%
Very Good
Good
67
6) Is the organization doing timeliness recruitment and Selection process?
Table 1.6
Timeliness recruitment No. of respondent Percentage
YES 29 82.9%
NO 6 17.1%
Total 25 100.0%
Interpretation: From the above table it is inferred that 82.9% of the respondent agrees
that the organization doing timeliness recruitment and Selection process whereas 17.1%
disagreed.
Graph 1.6
22.9%, 33%
45.7%, 67%
Very GoodGood
6) Is the organization doing timeliness recruitment and Selection process?
Table 1.6
Timeliness recruitment No. of respondent Percentage
YES 29 82.9%
NO 6 17.1%
Total 25 100.0%
Interpretation: From the above table it is inferred that 82.9% of the respondent agrees
that the organization doing timeliness recruitment and Selection process whereas 17.1%
disagreed.
Graph 1.6
22.9%, 33%
45.7%, 67%
Very GoodGood
68
7) Does HR provides an adequate pool of quality applicants?
Table 1.7
Quality applicants No. of respondent Percentage
YES 30 85.7%
NO 5 14.3%
Total 35 100.0%
Interpretation: From the above table it is inferred that 85.7% of the respondent agrees
that the HR provides an adequate pool of quality applicants whereas 14.3% disagrees.
Graph 1.7
22.9%, 33%
45.7%, 67%
Very GoodGood
7) Does HR provides an adequate pool of quality applicants?
Table 1.7
Quality applicants No. of respondent Percentage
YES 30 85.7%
NO 5 14.3%
Total 35 100.0%
Interpretation: From the above table it is inferred that 85.7% of the respondent agrees
that the HR provides an adequate pool of quality applicants whereas 14.3% disagrees.
Graph 1.7
22.9%, 33%
45.7%, 67%
Very GoodGood
69
8) Rate the effectiveness of the interviewing process and other selection
instruments, such as testing?
Table 1.8
Effectiveness No. of respondent Percentage
Very Good 9 25.7%
Good 16 45.7%
Average 10 28.6%
Poor 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 25.7% of the respondent said
that the effectiveness of the interviewing process and other selection instruments, such
as testing is very good, 45.7% said good, 28.6% said average.
Graph 1.8
0
2
4
6
8
10
12
14
16
18
Very Good Good Average
8) Rate the effectiveness of the interviewing process and other selection
instruments, such as testing?
Table 1.8
Effectiveness No. of respondent Percentage
Very Good 9 25.7%
Good 16 45.7%
Average 10 28.6%
Poor 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 25.7% of the respondent said
that the effectiveness of the interviewing process and other selection instruments, such
as testing is very good, 45.7% said good, 28.6% said average.
Graph 1.8
0
2
4
6
8
10
12
14
16
18
Very Good Good Average
70
9) How would you rate the HR department’s performance in recruitment and
selection?
Table 1.9
HR Dept. No. of respondent Percentage
Very Good 8 22.9%
Good 16 45.7%
Average 11 31.4%
Poor 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 22.9% of the respondent said
that the HR department’s performance in recruitment and selection is very good, 45.7%
said good, 31.4% said average.
Graph 1.9
77.1%, 77%
17.1%, 17%
5.8%, 6%
Highly SatisfactorySatisfactoryDissatisfactory
9) How would you rate the HR department’s performance in recruitment and
selection?
Table 1.9
HR Dept. No. of respondent Percentage
Very Good 8 22.9%
Good 16 45.7%
Average 11 31.4%
Poor 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 22.9% of the respondent said
that the HR department’s performance in recruitment and selection is very good, 45.7%
said good, 31.4% said average.
Graph 1.9
77.1%, 77%
17.1%, 17%
5.8%, 6%
Highly SatisfactorySatisfactoryDissatisfactory
71
10) Do you feel induction training and regular trainings are necessary
for any employee for developing his skills?
Table 1.10
Induction training No. of respondent Percentage
YES 35 100.0%
NO 0 0.0%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 100% of the respondent agreed
that induction training and regular trainings are necessary for any employee for
developing his skills.
Graph 1.10
0
5
10
15
20
25
30
35
On the Job
10) Do you feel induction training and regular trainings are necessary
for any employee for developing his skills?
Table 1.10
Induction training No. of respondent Percentage
YES 35 100.0%
NO 0 0.0%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 100% of the respondent agreed
that induction training and regular trainings are necessary for any employee for
developing his skills.
Graph 1.10
0
5
10
15
20
25
30
35
On the Job
72
11) Which kind of Training is provided for improving your knowledge, skill, ability?
Table 2.1
Kind of Training No. of respondent Percentage
On the Job 33 94.3%
Off the Job 2 5.7%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 94.3% said that on the job
training is provided for improving your knowledge, skill, ability whereas 5.7% said that
on the job training is provided.
Graph 2.1
On the JobOff the Job
11) Which kind of Training is provided for improving your knowledge, skill, ability?
Table 2.1
Kind of Training No. of respondent Percentage
On the Job 33 94.3%
Off the Job 2 5.7%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 94.3% said that on the job
training is provided for improving your knowledge, skill, ability whereas 5.7% said that
on the job training is provided.
Graph 2.1
On the JobOff the Job
73
11) Are you satisfied with the training being conducted by the
organization?
Table 2.2
Satisfaction with the training No. of respondent Percentage
Highly Satisfied 6 17.6%
Satisfied 22 64.7%
Neither Satisfied nor dissatisfied 7 17.7%
Dissatisfied 0 0.0%
Total 100 100.0%
Interpretation: From the above table it is inferred that 17.6% of the respondent are
highly satisfied with the training being conducted by the organization, 64.7% are
satisfied and 17.7% are neither satisfied nor dissatisfied.
Graph 2.2
0
2
4
6
8
10
12
14
16
18
Very Good Good Average
11) Are you satisfied with the training being conducted by the
organization?
Table 2.2
Satisfaction with the training No. of respondent Percentage
Highly Satisfied 6 17.6%
Satisfied 22 64.7%
Neither Satisfied nor dissatisfied 7 17.7%
Dissatisfied 0 0.0%
Total 100 100.0%
Interpretation: From the above table it is inferred that 17.6% of the respondent are
highly satisfied with the training being conducted by the organization, 64.7% are
satisfied and 17.7% are neither satisfied nor dissatisfied.
Graph 2.2
0
2
4
6
8
10
12
14
16
18
Very Good Good Average
74
12) Will training help you to identify your strengths and weakness?
Table 2.3
Identify your strengths and weakness No. of respondent Percentage
To a great extent 19 54.3%
To some extent 16 45.7%
Not at all 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 54.3% said that the training help
them to identify their strengths and weakness to a great extent whereas 45.7% said that
the training help them to identify their strengths and weakness to some extent.
Graph 2.3
33%
67%
Very Good
Good
12) Will training help you to identify your strengths and weakness?
Table 2.3
Identify your strengths and weakness No. of respondent Percentage
To a great extent 19 54.3%
To some extent 16 45.7%
Not at all 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 54.3% said that the training help
them to identify their strengths and weakness to a great extent whereas 45.7% said that
the training help them to identify their strengths and weakness to some extent.
Graph 2.3
33%
67%
Very Good
Good
75
13) How is the training program beneficial for you?
Table 2.4
Is the training program beneficial No. of respondent Percentage
To increase productivity 26 73.5%
Reduction in cost 4 11.8%
Develop Sense of responsibility 5 14.7%
Improve employee employer relationship 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 73.5% of the respondent said that
the training program beneficial for them to increase productivity, 11.8% said to reduce
the cost and 14.7% said to develop sense of responsibility the training program
beneficial for them.
Graph 2.4
23%
46%
31%
Very Good
Good
Average
13) How is the training program beneficial for you?
Table 2.4
Is the training program beneficial No. of respondent Percentage
To increase productivity 26 73.5%
Reduction in cost 4 11.8%
Develop Sense of responsibility 5 14.7%
Improve employee employer relationship 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 73.5% of the respondent said that
the training program beneficial for them to increase productivity, 11.8% said to reduce
the cost and 14.7% said to develop sense of responsibility the training program
beneficial for them.
Graph 2.4
23%
46%
31%
Very Good
Good
Average
76
14) How is the working hour of the organization?
Table 2.5
The working hours No. of respondent Percentage
Highly Satisfactory 6 77.1%
Satisfactory 27 17.1%
Dissatisfactory 2 5.8%
Total 35 100.0%
Interpretation: From the above table it is inferred that 77.1% of the respondents are
highly satisfied with the working hour, 17.1% are satisfied and 5.8% are dissatisfied
with the working hour of the organization.
Graph 2.5
23%
46%
31%
Very Good
Good
Average
14) How is the working hour of the organization?
Table 2.5
The working hours No. of respondent Percentage
Highly Satisfactory 6 77.1%
Satisfactory 27 17.1%
Dissatisfactory 2 5.8%
Total 35 100.0%
Interpretation: From the above table it is inferred that 77.1% of the respondents are
highly satisfied with the working hour, 17.1% are satisfied and 5.8% are dissatisfied
with the working hour of the organization.
Graph 2.5
23%
46%
31%
Very Good
Good
Average
77
15) How do you rate the leave policy of the organization?
Table 2.6
Leave Policy No. of respondent Percentage
Highly satisfactory 6 17.1%
Satisfactory 28 80.0%
Dissatisfactory 1 2.9%
Total 35 100.0%
Interpretation: From the above table it is inferred that 17.1%of the respondents are
highly satisfied with the leave policy of the organization, 80% are satisfied and 2.9%
are dissatisfied with the leave policy of the organization.
Graph 2.6
0
5
10
15
20
25
30
35
40
Superior Colleagues (Discussion) Function Head Total
15) How do you rate the leave policy of the organization?
Table 2.6
Leave Policy No. of respondent Percentage
Highly satisfactory 6 17.1%
Satisfactory 28 80.0%
Dissatisfactory 1 2.9%
Total 35 100.0%
Interpretation: From the above table it is inferred that 17.1%of the respondents are
highly satisfied with the leave policy of the organization, 80% are satisfied and 2.9%
are dissatisfied with the leave policy of the organization.
Graph 2.6
0
5
10
15
20
25
30
35
40
Superior Colleagues (Discussion) Function Head Total
78
16) Do you get regular increments?
Table 2.7
Regular Increments No. of respondent Percentage
YES 20 57.1%
NO 5 43.9%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 57.1% of the respondents agreed
that they get regular increments whereas 42.9% said they do not get regular increment.
Graph 2.7
74%
26%
YES
NO
16) Do you get regular increments?
Table 2.7
Regular Increments No. of respondent Percentage
YES 20 57.1%
NO 5 43.9%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 57.1% of the respondents agreed
that they get regular increments whereas 42.9% said they do not get regular increment.
Graph 2.7
74%
26%
YES
NO
79
17) How the increments are given in the organization?
Table 2.8
Increment No. of respondent Percentage
On the basis of performance 24 68.57%
On the basis of seniority 11 31.43%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 68.57% of the respondents said
that the increments given in the organization are on the basis of performance whereas
31.43% said it is on the basis of seniority.
Graph 2.8
0
5
10
15
20
25
30
YES NO
17) How the increments are given in the organization?
Table 2.8
Increment No. of respondent Percentage
On the basis of performance 24 68.57%
On the basis of seniority 11 31.43%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 68.57% of the respondents said
that the increments given in the organization are on the basis of performance whereas
31.43% said it is on the basis of seniority.
Graph 2.8
0
5
10
15
20
25
30
YES NO
80
18) Are you satisfied with the employee benefits and facilities provided
by the organization?
Table 2.9
Employee benefit No. of respondent Percentage
YES 27 77.10%
NO 8 22.90%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 77.1% of the respondents agrees
that they are satisfied with the employee benefits and facilities provided by the
organization where as 22.9% said that they are not satisfied with the employee benefits
and facilities provided by the organization.
Graph 2.9
0
5
10
15
20
25
30
YES NO
18) Are you satisfied with the employee benefits and facilities provided
by the organization?
Table 2.9
Employee benefit No. of respondent Percentage
YES 27 77.10%
NO 8 22.90%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 77.1% of the respondents agrees
that they are satisfied with the employee benefits and facilities provided by the
organization where as 22.9% said that they are not satisfied with the employee benefits
and facilities provided by the organization.
Graph 2.9
0
5
10
15
20
25
30
YES NO
81
19) How do you rate the attendance system of the organization?
Table 2.10
Attendance system No. of respondent Percentage
Highly satisfactory 8 22.90%
Satisfactory 18 51.40%
Average 9 25.70%
Dissatisfactory 0 0.00%
Highly dissatisfactory 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 22.9% of the respondents are
highly satisfied with the attendance system of the organization, 51.4% are satisfied and
25.7% rated the attendance system as average.
Graph 2.10
78%
4%
18%
Superior
Colleagues (Discussion)
Function Head
19) How do you rate the attendance system of the organization?
Table 2.10
Attendance system No. of respondent Percentage
Highly satisfactory 8 22.90%
Satisfactory 18 51.40%
Average 9 25.70%
Dissatisfactory 0 0.00%
Highly dissatisfactory 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 22.9% of the respondents are
highly satisfied with the attendance system of the organization, 51.4% are satisfied and
25.7% rated the attendance system as average.
Graph 2.10
78%
4%
18%
Superior
Colleagues (Discussion)
Function Head
82
20) Are you satisfied with your Payroll and salary system of the
organization?
Table 3.1
Payroll and salary system No. of respondent Percentage
YES 26 74.30%
NO 9 25.70%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 74.3% of the respondents are
satisfied with the Payroll and salary system of the organization whereas 25.7% are not
satisfied with the Payroll and salary system of the organization.
Graph 3.1
74%
26%
YES
NO
20) Are you satisfied with your Payroll and salary system of the
organization?
Table 3.1
Payroll and salary system No. of respondent Percentage
YES 26 74.30%
NO 9 25.70%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 74.3% of the respondents are
satisfied with the Payroll and salary system of the organization whereas 25.7% are not
satisfied with the Payroll and salary system of the organization.
Graph 3.1
74%
26%
YES
NO
83
21) How often you face grievance in your organization?
Table 3.2
Grievance No. of respondent Percentage
Mostly 7 22.90%
Hardly 13 51.40%
Sometimes 15 25.70%
Not at all 0 0.00%
Total 35 100.0%
Interpretation: From the above table it is inferred that 20% of the respondents faces
grievance mostly, 37.1% faces hardly and 42.9% faces grievance sometime in your
organization.
Graph 3.2
0
5
10
15
20
25
Superior Colleagues (Discussion) Function Head
21) How often you face grievance in your organization?
Table 3.2
Grievance No. of respondent Percentage
Mostly 7 22.90%
Hardly 13 51.40%
Sometimes 15 25.70%
Not at all 0 0.00%
Total 35 100.0%
Interpretation: From the above table it is inferred that 20% of the respondents faces
grievance mostly, 37.1% faces hardly and 42.9% faces grievance sometime in your
organization.
Graph 3.2
0
5
10
15
20
25
Superior Colleagues (Discussion) Function Head
84
22) Most of your grievances are related to.
Table 3.3
Grievances are related to No. of respondent Percentage
Work Environment 9 25.71%
Supervision 5 14.29%
Workgroup 4 11.43%
Economic (Salary, Reward, Incentives) 9 25.71%
Social Injustice 8 22.86%
Total 35 100.0%
Interpretation: From the above table it is inferred that 25.71% of the respondents said
that most of their grievances are related to work environment, 14.29% said Supervision,
11.43% said Workgroup, 25.71% said Economic (Salary, Reward, Incentives), and
22.86% said Social injustice is the reason for their grievances.
Graph 3.3
0
5
10
15
20
25
Superior Colleagues (Discussion) Function Head Head of HR department
22) Most of your grievances are related to.
Table 3.3
Grievances are related to No. of respondent Percentage
Work Environment 9 25.71%
Supervision 5 14.29%
Workgroup 4 11.43%
Economic (Salary, Reward, Incentives) 9 25.71%
Social Injustice 8 22.86%
Total 35 100.0%
Interpretation: From the above table it is inferred that 25.71% of the respondents said
that most of their grievances are related to work environment, 14.29% said Supervision,
11.43% said Workgroup, 25.71% said Economic (Salary, Reward, Incentives), and
22.86% said Social injustice is the reason for their grievances.
Graph 3.3
0
5
10
15
20
25
Superior Colleagues (Discussion) Function Head Head of HR department
85
23) Whom does you report / share if you have any grievances?
Table 3.4
Report Grievances No. of respondent Percentage
Superior 22 62.90%
Colleagues (Discussion) 1 2.80%
Function Head 5 14.30%
Head of HR department 7 20.00%
Total 35 100.0%
Interpretation: From the above table it is inferred that 62.9% of the respondents report
the Superior if they have any grievances, 2.8% reports Colleagues, 14.3% reports the
Functional head and 20% reports the Head of HR department if they have any
grievances.
Graph 3.4
0
5
10
15
20
25
Superior Colleagues (Discussion) Function Head Head of HR department
23) Whom does you report / share if you have any grievances?
Table 3.4
Report Grievances No. of respondent Percentage
Superior 22 62.90%
Colleagues (Discussion) 1 2.80%
Function Head 5 14.30%
Head of HR department 7 20.00%
Total 35 100.0%
Interpretation: From the above table it is inferred that 62.9% of the respondents report
the Superior if they have any grievances, 2.8% reports Colleagues, 14.3% reports the
Functional head and 20% reports the Head of HR department if they have any
grievances.
Graph 3.4
0
5
10
15
20
25
Superior Colleagues (Discussion) Function Head Head of HR department
86
24) How often you complaints and grievance being taken care off?
Table 3.5
Grievance being taken care off No. of respondent Percentage
Mostly 13 37.1%
Rarely 16 45.7%
Frequently 3 8.6%
Not at all 3 8.6%
Total 35 100.0%
Interpretation: From the above table it is inferred that 37.1% of the respondents said
that mostly their complaints and grievance being taken care off, 45.7% said rarely, 8.6%
said frequently and 8.6% said that their complaints and grievance are not at all being
taken care off.
Graph 3.5
13%
24%
13%
0%
50%
Highly Satisfactory
Satisfactory
Average
Dissatisfactory
Total
24) How often you complaints and grievance being taken care off?
Table 3.5
Grievance being taken care off No. of respondent Percentage
Mostly 13 37.1%
Rarely 16 45.7%
Frequently 3 8.6%
Not at all 3 8.6%
Total 35 100.0%
Interpretation: From the above table it is inferred that 37.1% of the respondents said
that mostly their complaints and grievance being taken care off, 45.7% said rarely, 8.6%
said frequently and 8.6% said that their complaints and grievance are not at all being
taken care off.
Graph 3.5
13%
24%
13%
0%
50%
Highly Satisfactory
Satisfactory
Average
Dissatisfactory
Total
87
25) Are you satisfied with the existing grievance settlement system of
Company?
Table 3.6
Grievance settlement No. of respondent Percentage
YES 31 88.6%
NO 4 11.4%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 88.6% of the respondents are
satisfied with the existing grievance settlement system of Company whereas 11.4% are
not satisfied with the existing grievance settlement system of Company.
Graph 3.6
91%
9%
YES
NO
25) Are you satisfied with the existing grievance settlement system of
Company?
Table 3.6
Grievance settlement No. of respondent Percentage
YES 31 88.6%
NO 4 11.4%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 88.6% of the respondents are
satisfied with the existing grievance settlement system of Company whereas 11.4% are
not satisfied with the existing grievance settlement system of Company.
Graph 3.6
91%
9%
YES
NO
88
26) Does the company takes disciplinary action against the employees
who are misbehaving and doing acts which are not in favor of the
organization?
Table 3.7
Disciplinary action No. of respondent Percentage
YES 25 71.4%
NO 10 28.6%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 71.4% of the respondents agrees
that the company takes disciplinary action against the employees who are misbehaving
and doing acts which are not in favor of the organization whereas 28.6% disagrees.
Graph 3.7
71%
29%
YES
NO
26) Does the company takes disciplinary action against the employees
who are misbehaving and doing acts which are not in favor of the
organization?
Table 3.7
Disciplinary action No. of respondent Percentage
YES 25 71.4%
NO 10 28.6%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 71.4% of the respondents agrees
that the company takes disciplinary action against the employees who are misbehaving
and doing acts which are not in favor of the organization whereas 28.6% disagrees.
Graph 3.7
71%
29%
YES
NO
89
27) Do you think employees in your organization leaves the organization
very frequently?
Table 3.8
Employees leaves the
organization No. of respondent Percentage
YES 23 65.7%
NO 12 34.3%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 65.7% of the respondents said
that yes the employees in your organization leaves the organization very frequently
whereas 34.3% said no, the employees in your organization do not leave the
organization very frequently.
Graph 3.8
91%
9%
YES
NO
27) Do you think employees in your organization leaves the organization
very frequently?
Table 3.8
Employees leaves the
organization No. of respondent Percentage
YES 23 65.7%
NO 12 34.3%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 65.7% of the respondents said
that yes the employees in your organization leaves the organization very frequently
whereas 34.3% said no, the employees in your organization do not leave the
organization very frequently.
Graph 3.8
91%
9%
YES
NO
90
28) If yes what is the reason they leave the organization?
Table 3.9
Reason for leaving No. of respondent Percentage
Work Pressure 10 28.6%
Salary structure 9 25.7%
Boss is partial 1 2.9%
Family problems 2 5.7%
N/A 13 37.1%
Total 35 100.0%
Interpretation: From the above table it is inferred that out of 65.7% of the respondents
who said that the employees in your organization leaves the organization very
frequently, 28.6% said the reason is work pressure, 25.7% said the salary structure,
2.9% said that the boss is partial and 5.7% said family problems is the reason they leave
the organization.
Graph 3.9
0
2
4
6
8
10
12
14
16
18
Highly Satisfactory Satisfactory Dissatisfactory Highly dissatisfactory
28) If yes what is the reason they leave the organization?
Table 3.9
Reason for leaving No. of respondent Percentage
Work Pressure 10 28.6%
Salary structure 9 25.7%
Boss is partial 1 2.9%
Family problems 2 5.7%
N/A 13 37.1%
Total 35 100.0%
Interpretation: From the above table it is inferred that out of 65.7% of the respondents
who said that the employees in your organization leaves the organization very
frequently, 28.6% said the reason is work pressure, 25.7% said the salary structure,
2.9% said that the boss is partial and 5.7% said family problems is the reason they leave
the organization.
Graph 3.9
0
2
4
6
8
10
12
14
16
18
Highly Satisfactory Satisfactory Dissatisfactory Highly dissatisfactory
91
29) If No what is the main reason employee don’t want to leave the
organization?
Table 3.10
Employee don't want to leave No. of respondent Percentage
Good compensation 4 11.4%
Job security 10 28.6%
Work timings are less 0 0.0%
Work pressure is less 2 5.7%
N/A 19 54.3%
Total 35 100.0%
Interpretation: From the above table it is inferred that out of 34.3% of the respondents
who said that no, the employees in your organization do not leaves the organization
very frequently, 11.4% said the main reason employee don‟t want to leave the
organization is good compensation, 28.6% said job security, 5.7% said the work
pressure is less.
Graph 3.10
26%
48%
26%
0%0%
Highly Satisfactory
Satisfactory
Average
Dissatisfactory
Highly dissatisfactory
29) If No what is the main reason employee don’t want to leave the
organization?
Table 3.10
Employee don't want to leave No. of respondent Percentage
Good compensation 4 11.4%
Job security 10 28.6%
Work timings are less 0 0.0%
Work pressure is less 2 5.7%
N/A 19 54.3%
Total 35 100.0%
Interpretation: From the above table it is inferred that out of 34.3% of the respondents
who said that no, the employees in your organization do not leaves the organization
very frequently, 11.4% said the main reason employee don‟t want to leave the
organization is good compensation, 28.6% said job security, 5.7% said the work
pressure is less.
Graph 3.10
26%
48%
26%
0%0%
Highly Satisfactory
Satisfactory
Average
Dissatisfactory
Highly dissatisfactory
92
30) Do you think company is able to retain employees?
Table 4.1
Retain employees No. of respondent Percentage
YES 21 60.0%
NO 14 40.0%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 60% of the respondents agrees
that the company is able to retain employees whereas 40% disagrees.
Graph 4.1
91%
9%
YES
NO
30) Do you think company is able to retain employees?
Table 4.1
Retain employees No. of respondent Percentage
YES 21 60.0%
NO 14 40.0%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 60% of the respondents agrees
that the company is able to retain employees whereas 40% disagrees.
Graph 4.1
91%
9%
YES
NO
93
31) Does the company ask reasons for resigning from the company?
Table 4.2
Ask reasons for resigning No. of respondent Percentage
YES 34 97.1%
NO 1 2.9%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 97.1% of the respondents agree
that yes, the company asks reasons for resigning from the company whereas 2.9% said
no the company does not ask reasons for resigning from the company.
Graph 4.2
91%
9%
YES
NO
31) Does the company ask reasons for resigning from the company?
Table 4.2
Ask reasons for resigning No. of respondent Percentage
YES 34 97.1%
NO 1 2.9%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 97.1% of the respondents agree
that yes, the company asks reasons for resigning from the company whereas 2.9% said
no the company does not ask reasons for resigning from the company.
Graph 4.2
91%
9%
YES
NO
94
32) Does the company have proper settlement policy (i.e. company gives
salary and gives experience letter to the employees who are leaving the
organization)?
Table 4.3
Proper settlement policy No. of respondent Percentage
YES 32 91.4%
NO 3 8.6%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 91.4% of the respondents said
that yes the company have proper settlement policy (i.e. company gives salary and gives
experience letter to the employees who are leaving the organization) whereas 8.6% said
no.
Graph 4.3
91%
9%
YES
NO
32) Does the company have proper settlement policy (i.e. company gives
salary and gives experience letter to the employees who are leaving the
organization)?
Table 4.3
Proper settlement policy No. of respondent Percentage
YES 32 91.4%
NO 3 8.6%
TOTAL 35 100.0%
Interpretation: From the above table it is inferred that 91.4% of the respondents said
that yes the company have proper settlement policy (i.e. company gives salary and gives
experience letter to the employees who are leaving the organization) whereas 8.6% said
no.
Graph 4.3
91%
9%
YES
NO
95
33) How do you rate the Employee Life Cycle in the organization?
Table 4.4
Employee Life Cycle No. of respondent Percentage
Highly Satisfactory 9 25.7%
Satisfactory 17 48.6%
Average 9 25.7%
Dissatisfactory 0 0.0%
Highly dissatisfactory 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 25.7% of the respondents are
highly satisfied with the Employee Life Cycle in the organization, 48.6% are satisfied
and 25.7% rated the Employee Life Cycle in the organization as average.
Graph 4.4
0
2
4
6
8
10
12
14
16
18
Highly Satisfactory Satisfactory Average
33) How do you rate the Employee Life Cycle in the organization?
Table 4.4
Employee Life Cycle No. of respondent Percentage
Highly Satisfactory 9 25.7%
Satisfactory 17 48.6%
Average 9 25.7%
Dissatisfactory 0 0.0%
Highly dissatisfactory 0 0.0%
Total 35 100.0%
Interpretation: From the above table it is inferred that 25.7% of the respondents are
highly satisfied with the Employee Life Cycle in the organization, 48.6% are satisfied
and 25.7% rated the Employee Life Cycle in the organization as average.
Graph 4.4
0
2
4
6
8
10
12
14
16
18
Highly Satisfactory Satisfactory Average
96
Findings
1) 65.7% of the employees are Male.
2) 88.6% of the employees agreed that the organization clearly define the position
objectives, requirements and candidate specifications in the recruitment process.
3) 82.9% of the employees agrees that the organization doing timeliness recruitment
and Selection process.
4) 64.7% employees are satisfied with the training being conducted by the organization.
5) 77.1% of the employees are highly satisfied with the working hour.
6) 80% of the Employees are satisfied with the leave policy of the organization.
7) 77.1% of the employees agreed that they are satisfied with the employee benefits and
facilities provided by the organization.
8) 74.3% of the employees are satisfied with the Payroll and salary system of the
organization.
9) 88.6% of the employees are satisfied with the existing grievance settlement system of
Company.
10) 48.6% are satisfied with the Employee Life Cycle in the organization.
Findings
1) 65.7% of the employees are Male.
2) 88.6% of the employees agreed that the organization clearly define the position
objectives, requirements and candidate specifications in the recruitment process.
3) 82.9% of the employees agrees that the organization doing timeliness recruitment
and Selection process.
4) 64.7% employees are satisfied with the training being conducted by the organization.
5) 77.1% of the employees are highly satisfied with the working hour.
6) 80% of the Employees are satisfied with the leave policy of the organization.
7) 77.1% of the employees agreed that they are satisfied with the employee benefits and
facilities provided by the organization.
8) 74.3% of the employees are satisfied with the Payroll and salary system of the
organization.
9) 88.6% of the employees are satisfied with the existing grievance settlement system of
Company.
10) 48.6% are satisfied with the Employee Life Cycle in the organization.
97
Recommendation
1) Regular Recruitment of the Fresh Employees should be done so that attrition should
not affect the company growth.
2) I found there is no balance of female and male employees in the company which is
another factor to be taken care.
3) Employee Referral Scheme should be encouraged more so that employees will be
motivated.
4) In order to motivate employees various corporate events and games should be
conducted.
Recommendation
1) Regular Recruitment of the Fresh Employees should be done so that attrition should
not affect the company growth.
2) I found there is no balance of female and male employees in the company which is
another factor to be taken care.
3) Employee Referral Scheme should be encouraged more so that employees will be
motivated.
4) In order to motivate employees various corporate events and games should be
conducted.
98
Conclusion
The study reveals that the employee life-cycle of employees at Superior
Energy Services is satisfactory. Most of the surveyed employees are satisfied
with the methods adopted by the organization. The organization is
recognizing the importance of satisfying the employees and retaining them.
Further improvements can be made so that all members are highly satisfied
with the procedure. The suggestions and recommendations when
implemented will still more benefit the organization. Revise in Salary
Structure, Improvement in Work Environment, Proper Employee
Engagement Activities should be taken to improve the problem of the
company.
Conclusion
The study reveals that the employee life-cycle of employees at Superior
Energy Services is satisfactory. Most of the surveyed employees are satisfied
with the methods adopted by the organization. The organization is
recognizing the importance of satisfying the employees and retaining them.
Further improvements can be made so that all members are highly satisfied
with the procedure. The suggestions and recommendations when
implemented will still more benefit the organization. Revise in Salary
Structure, Improvement in Work Environment, Proper Employee
Engagement Activities should be taken to improve the problem of the
company.
99
APPENDIX
1. How old you are?
a) 18-25
b) 26-35
c) 36-45
d) Above 45
2. Your Gender?
a) Male
b) Female
3. How many years have you with the Company?
a) Less than 1 year
b) 1-3 years
c) 3-6 years
d) More than 6 years
4. In which department do you work?
a) Sales
b) Marketing
c) Human Resource
d) IT
e) Accounts
f) Others _______________
APPENDIX
1. How old you are?
a) 18-25
b) 26-35
c) 36-45
d) Above 45
2. Your Gender?
a) Male
b) Female
3. How many years have you with the Company?
a) Less than 1 year
b) 1-3 years
c) 3-6 years
d) More than 6 years
4. In which department do you work?
a) Sales
b) Marketing
c) Human Resource
d) IT
e) Accounts
f) Others _______________
100
5. Does the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process?
a) Yes
b) No
6. Is the organization doing timeliness recruitment and Selection process?
a) Yes
b) No
7. Does HR provides an adequate pool of quality applicants?
a) Yes
b) No
8. Rate the effectiveness of the interviewing process and other selection instruments,
such as testing?
a) Excellent
b) Good
c) Poor
9. How would you rate the HR department’s performance in recruitment and selection?
a) Good
b) Average
c) Poor
10. Do you feel induction training and regular trainings are necessary for any employee
for developing his skills?
5. Does the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process?
a) Yes
b) No
6. Is the organization doing timeliness recruitment and Selection process?
a) Yes
b) No
7. Does HR provides an adequate pool of quality applicants?
a) Yes
b) No
8. Rate the effectiveness of the interviewing process and other selection instruments,
such as testing?
a) Excellent
b) Good
c) Poor
9. How would you rate the HR department’s performance in recruitment and selection?
a) Good
b) Average
c) Poor
10. Do you feel induction training and regular trainings are necessary for any employee
for developing his skills?
101
a) Yes
b) No
11. Which kind of Training is provided for improving your knowledge, skill, ability?
a) On Job
b) Off the job
12. Are you satisfied with the training being conducted by the organization?
a) Highly Satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
13. Will training help you to identify your strengths and weakness?
a) To a great Extent
b) To some extent
c) Not at all
14. How is the training programmed beneficial for you?
a) To Increase productivity
b) Reduction in Cost
c) Develop Sense of Responsibility
d) Improve Employee Employer Relationship
a) Yes
b) No
11. Which kind of Training is provided for improving your knowledge, skill, ability?
a) On Job
b) Off the job
12. Are you satisfied with the training being conducted by the organization?
a) Highly Satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
13. Will training help you to identify your strengths and weakness?
a) To a great Extent
b) To some extent
c) Not at all
14. How is the training programmed beneficial for you?
a) To Increase productivity
b) Reduction in Cost
c) Develop Sense of Responsibility
d) Improve Employee Employer Relationship
102
15. How is the working hours of the organization?
a) Highly Satisfactory
b) Satisfactory
c) Dissatisfactory
16. How do you rate the leave policy of the organization?
a) Highly Satisfactory
b) Satisfactory
c) Dissatisfactory
17. Do you get regular increments?
a) Yes
b) No
18. How the increments are given in the organization?
a) On the basis of Performance
b) On the Basis of Seniority
19. Are you satisfied with the employee benefits and facilities provided by the
organization?
a) Yes
b) No
15. How is the working hours of the organization?
a) Highly Satisfactory
b) Satisfactory
c) Dissatisfactory
16. How do you rate the leave policy of the organization?
a) Highly Satisfactory
b) Satisfactory
c) Dissatisfactory
17. Do you get regular increments?
a) Yes
b) No
18. How the increments are given in the organization?
a) On the basis of Performance
b) On the Basis of Seniority
19. Are you satisfied with the employee benefits and facilities provided by the
organization?
a) Yes
b) No
103
20. How do you rate the attendance system of the organization?
a) Highly Satisfactory
b) Satisfactory
c) Average
d) Dissatisfactory
e) Highly Dissatisfactory
21. Are you satisfied with your Payroll and salary system of the organization?
a) Yes
b) No
22. How often you face grievance in your organization?
a) Mostly
b) Hardly
c) Sometimes
d) Not At All
23. Most of your grievance are related to:
a) Work Environment
b) Supervision
c) Workgroup
d) Economic (Salary, Reward, Incentives)
e) Social Injustice
20. How do you rate the attendance system of the organization?
a) Highly Satisfactory
b) Satisfactory
c) Average
d) Dissatisfactory
e) Highly Dissatisfactory
21. Are you satisfied with your Payroll and salary system of the organization?
a) Yes
b) No
22. How often you face grievance in your organization?
a) Mostly
b) Hardly
c) Sometimes
d) Not At All
23. Most of your grievance are related to:
a) Work Environment
b) Supervision
c) Workgroup
d) Economic (Salary, Reward, Incentives)
e) Social Injustice
104
24. Whom does you report / share if you have any grievances?
a) Superior
b) Colleagues (discussion)
c) Function Head
d) Head of HR department
25. How often you complaints and grievance being taken care off?
a) Mostly
b) Rarely
c) Frequently
d) Not at all
26. Are you satisfied with the existing grievance settlement system of Company?
a) Yes
b) No
27. Does the company takes disciplinary action against the employees who are
misbehaving and doing acts which are not in favor of the organization?
a) Yes
b) No
28. Do you think employees in your organization leaves the organization very
frequently?
a) Yes
b) No
24. Whom does you report / share if you have any grievances?
a) Superior
b) Colleagues (discussion)
c) Function Head
d) Head of HR department
25. How often you complaints and grievance being taken care off?
a) Mostly
b) Rarely
c) Frequently
d) Not at all
26. Are you satisfied with the existing grievance settlement system of Company?
a) Yes
b) No
27. Does the company takes disciplinary action against the employees who are
misbehaving and doing acts which are not in favor of the organization?
a) Yes
b) No
28. Do you think employees in your organization leaves the organization very
frequently?
a) Yes
b) No
105
29. If yes what is the reason they leave the organization?
a) Work Pressure
b) Salary Structure
c) Boss is Partial
d) Family Problems
e) Other Reasons
30. If No what is the main reason employee don’t want to leave the organization?
a) Good Compensation
b) Job Security
c) Work Timings are less
d) Work Pressure is less
e) Other reasons
31. Do you think company is able to retain employees?
a) Yes
b) No
32. Does the company ask reasons for resigning from the company?
a) Yes
b) No
29. If yes what is the reason they leave the organization?
a) Work Pressure
b) Salary Structure
c) Boss is Partial
d) Family Problems
e) Other Reasons
30. If No what is the main reason employee don’t want to leave the organization?
a) Good Compensation
b) Job Security
c) Work Timings are less
d) Work Pressure is less
e) Other reasons
31. Do you think company is able to retain employees?
a) Yes
b) No
32. Does the company ask reasons for resigning from the company?
a) Yes
b) No
106
33. Does the company have proper settlement policy (i.e. company gives salary and
gives experience letter to the employees who are leaving the organization)?
a) Yes
b) No
34. How do you rate the Employee Life Cycle in the organization?
a) Highly Satisfactory
b) Satisfactory
c) Average
d) Dissatisfactory
e) Highly Dissatisfactory
33. Does the company have proper settlement policy (i.e. company gives salary and
gives experience letter to the employees who are leaving the organization)?
a) Yes
b) No
34. How do you rate the Employee Life Cycle in the organization?
a) Highly Satisfactory
b) Satisfactory
c) Average
d) Dissatisfactory
e) Highly Dissatisfactory
107
Bibliography
1) https://superiorenergy.com/
2) http://study.com/academy/lesson/what-is-recruitment-in-hr-lesson- quiz.html
3) http://searchfinancialapplications.techtarget.com/definition/employee-life- cycle
4) http://www.findarticles.com/
5) http://www.citehr.com/
Bibliography
1) https://superiorenergy.com/
2) http://study.com/academy/lesson/what-is-recruitment-in-hr-lesson- quiz.html
3) http://searchfinancialapplications.techtarget.com/definition/employee-life- cycle
4) http://www.findarticles.com/
5) http://www.citehr.com/
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