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CHAPTER-1
INTRODUCTION
Employee training tries to improve skills, or add to the existing level of knowledge
so that employee is better equipped to do his present job, or to prepare him for a
higher position with increased responsibilities. However individual growth is not
and ends in itself. Organizational growth need to be measured along with
individual growth.
Training refers to the teaching or learning activities done for the primary purpose
of helping members of an organization to acquire and apply the knowledge skills,
abilities, and attitude needed by that organization to acquire and apply the same.
Broadly speaking training is the act of increasing the knowledge and skill of an
employee for doing a particular job.
In today’s scenario change is the order of the day and the only way to deal with it
is to learn and grow. Employees have become central to success or failure of an
organization they are the cornucopia of ideas. So it high time the organization
realize that “train and retain is the mantra of new millennium.”
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SCOPE OF THE STUDY
The scope of the study covers in depth, the various training practices, modules,
formats being followed and is limited to the company L & T and its employees.
The different training programmes incorporated/facilitated in L & T through its
faculties, outside agencies or professional groups. It also judges the enhancement
of the knowledge & skills of employees and feedback on its effectiveness.
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OBJECTIVE OF THE STUDY
The broad objective of the study of training policies in L & T is to study the
impact of training on the overall skill development of workers. The specific
objectives of the study are:
1. To examine the effectiveness of training in overall development of skills of
workforce.
2. To examine the impact of training on the workers.
3. To study the changes in behavioral pattern due to training.
4. To measure the differential change in output due to training
5. To compare the cost effectiveness in implanting training programmes.
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EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform
the activities that have to be done. If current or potential job occupants can meet
this requirement, training is not important. When this not the case, it is necessary to
raise the skill levels and increase the versatility and adaptability of employees. It is
being increasing common for individual to change careers several times during
their working lives. The probability of any young person learning a job today and
having those skills go basically unchanged during the forty or so years if his career
is extremely unlikely, may be even impossible. In a rapid changing society
employee training is not only an activity that is desirable but also an activity that
an organization must commit resources to if it is to maintain a viable and
knowledgeable work force.
The entire project talks about the training and development in theoretical as well as
new concepts, which are in trend now. Here we have discussed what would be the
input of training if we ever go for and how can it be good to any organization in
reaping the benefits from the money invested in terms like (ROI) i.e. return on
investment. What are the ways we can identify the training need of any employee
and how to know what kind of training he can go for? Training being covered in
different aspect likes integrating it with organizational culture. The best and latest
available trends in training method, the benefits which we can derive out of it.
How the evaluation should be done and how effective is the training all together.
Some of the companies practicing training in unique manner a lesson for other to
follow as to how to train and retain the best resource in the world to reap the best
out of it.
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CHAPTER-2
L & T AN OVER VIEW
Profile
Larsen & Toubro Limited (L&T) is a technology, engineering, construction and
manufacturing company. It is one of the largest and most respected companies in
India's private sector.
ECC – the Engineering Construction and Contracts Division of L&T is India’s
largest construction organization with over 60 years of experience and expertise in
the field. ECC figures among the World’s Top Contractors and ranks 35th among
top global contractors and 60th among international contractors as per the survey
conducted by Engineering News Record magazine, USA (August 2008).
Many of the country’s prized landmarks – its exquisite buildings, tallest structures,
largest airports/ industrial projects, longest flyovers, highest viaducts, longest
pipelines including many other benchmark projects have been built by ECC.
ECC’s leading edge capabilities cover every discipline of construction: civil,
mechanical, electrical and instrumentation engineering and services extend to all
core sector industries and infrastructure projects.
ECC is equipped with the requisite expertise and wide-ranging experience to
undertake Engineering Procurement and Construction (EPC) projects with single
source responsibility. Contracts are executed using state of the art design tools and
project management techniques from concept to commissioning.
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ECC today is organized in to four Operating Companies to allow for more in-depth
technology and business development as well as to focus attention on domestic and
international project execution. Each Operating Company is further split into
different Business Units (BUs) to take care of the specific needs of various
customers. The Operating Companies (OC) includes
o Buildings & Factories Operating Company (B&F OC)
o Infrastructure (Infra OC)
o Metallurgical, Material Handling & Water (MMH &W OC)
o Electrical & Gulf Projects (E&GP OC)
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CAPABILITY SPECTRUM
ECC is equipped with the requisite expertise and wide-ranging experience to
undertake lump sum turnkey (LSTK) contracts with single-source responsibility.
LSTK assignments are executed using state-of-the-art design tools and project
management techniques.
ECC’s track record covers every facet industrial sector and infrastructure
development projects
SERVICE SPECTRUM
ECC’s range of services includes:
Pre-engineering, feasibility studies and detailed project reports.
Engineering, design and consultancy services.
Complete civil and structural construction services for all types of
buildings, industrial and infrastructure projects.
Complete mechanical system engineering including fabrication and
erection of structural steel works; manufacture, supply, erection, testing
and commissioning of plant and equipment; heavy lift erection; high-
pressure piping; fire-fighting; HVAC and LP/ utility piping networks.
Electrical system design, project electrification, automation and control
system including instru-mentation for all types of industrial and telecom
projects.
HISTORY
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Larsen & Toubro Limited is the biggest legacy of two Danish Engineers, who
built a world-class organization that is professionally managed and a leader in
India's engineering and construction industry. It was the business of cement that
brought the young Mr.Henning Holck-Larsen and Mr.S.K. Toubro into India.
They arrived on Indian shores as representatives of the Danish engineering firm F
L Smidth & Co in connection with the merger of cement companies that later
grouped into the Associated Cement Companies.
Together, Mr. Holck-Larsen and Mr. Toubro, founded the partnership firm of
L&T in 1938, which was converted into a limited company on February 7, 1946.
Today, this has metamorphosed into one of India's biggest success stories. The
company has grown from humble origins to a large conglomerate spanning
engineering and construction. ECC was conceived as Engineering Construction
Corporation Limited in April 1944 and was incorporated as wholly owned
subsidiary of Larsen & Toubro Limited. L&T's founders Mr. Holck - Larsen and
Mr. Toubro laid the foundation for ECC. It has today emerged as India's leading
construction organization
BOARD OF DIRECTORS
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A.M. Naik
Chairman & Managing Director
J.P. Nayak
Whole-time Director & President
(Machinery & Industrial Products)
Y.M. Deosthalee
Whole-Time Director & Chief
Financial Officer
K. Venkataramanan
Whole-time Director & President
(Engineering & Construction Projects)
R.N. Mukhija
Whole-Time Director & President
(Electrical & Electronics)
V.K. Magapu
Whole-Time Director & Senior Executive
Vice President
(IT & Engineering Services)
K.V. Rangaswami
Whole-Time Director & President
(Construction)
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M.V. Kotwal
Whole-Time Director & Senior Executive Vice President
(Heavy Engineering)
VISION
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AWARDS
The distinction awarded to several ECC-built structures by the Federation
Internationale de la Precontrainte (FIP), U.K., and the American Concrete Institute
(Maharashtra India Chapter), Institution of Engineers and Builders Association of
India among others, reflect the outstanding nature of ECC’s construction
The distinction awarded to several ECC-built structures by the Federation
Internationale de la Precontrainte (FIP), U.K., and the American Concrete
Institute (Maharashtra India Chapter), Institution of Engineers and Builders
Association of India among others, reflect the outstanding nature of ECC’s
construction
Top Exporters’ award from Engineering Export Promotion Council,
Western Region for its outstanding performance in Export of Civil
Engineering Services during the years 1977, 1983 and 1988
Certificate of commendation from Confederation of Indian Industry, New
Delhi for excellence in Human Resources Development for the year 1986
Awards for most outstanding concrete structures in India by Maharashtra
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Chapter of American Concrete Institute during the year 1988
o For the construction of Baha’i House of Worship at New Delhi
o For Boiler support structures in concrete at Vijayawada Thermal
Power Station
o For Urea storage silo at Indo Gulf Fertilizers and Chemicals
Limited., Jagdishpur (UP)
o A special plaque for the construction of spring supported turbo
generator foundations for the 500 MW Thermal Power Station at
Trombay
Award from Builders Information Bureau, New Delhi, in recognition of the
growth and progress of building and construction industry in India in 1988
National Award for outstanding work in Human Resources Management
from National HRD Network – New Delhi during the year 1988
Sarvamangala award from Association of Consulting Civil Engineers,
Bangalore, in 1990 for “Excellence in Construction” in TISCO Housing
Project; where tunnel form technique has been used for the first time in
India
“All India Certificate for Excellence in Export 1990-91” from Engineering
Export Promotional Council, New Delhi
Golden Jubilee Builders Award – 1992 by Builders Association of India,
Bihar Centre for TISCO Housing Project
Certificate of Merit by Maharashtra India Chapter of American Concrete
Institute, Bombay (1991) for the design and construction of two of its
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structures viz.
o Community flats at Puttaparthi in Andhra Pradesh using L&T
formwork technique
o Hyperbolic shell of natural draft cooling tower at second thermal
power station for Neyveli Lignite Corporation, using automatic
climbing form technique
Industrial Promotion Award (a gold medal) for the year 1992 from The
Council for Industrial and Trade Development (CITD) for L&T’s excellent
productivity and research and development
RoSPA Merit Award for highest safety standards observed during the
construction of Jawaharlal Nehru Stadium at Madras in a record time of
260 days from the Royal Society for the Prevention of Accidents,
Birmingham, UK during 1993
A special “Builders’ Award” for excellence in construction by Builders
Association of India presented during the XVth All India Builders’
Convention held at Coimbatore in September 1993
Second Best Performance Award in respect of foreign exchange earned and
repatriated to India from Overseas Construction Council of India in the
years 1993-94 and 1995-96
Builders’ Association of India, Southern Centre conferred on ECC “The
Best Builder of the year – 1993” award for its technical excellence and
quality construction work. This was presented during the Builders’ Day
Celebration held at Chennai in October 1993
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The second best award in the category of maximum turnover in overseas
construction projects for the year 1992-93, from Overseas Construction
council of India
Konkan Railway Corporation Limited, Ratnagiri selected ECC for the
“Quality Construction Award – 1002-93” for its outstanding performance
and superior quality construction work in Ratnagiri (South) in April 1994
Council for Industrial and Trade Development (CITD) conferred on L&T
the “Industrial Promotion Award (Gold Medal) for the year 1994 for its
excellence in construction and innovativeness”
“Federation Internationale de la Precontrainte (FIP), UK Award for
outstanding structure – 1994” for the Administrative Office Building of
ECC at Chennai and special mention of the multi purpose auditorium at
Hyderabad, both constructed by ECC. This was presented during the 12th
Quadrennial Congress of FIP at Washington SC, USA on June 2, 1994
The Panvel Nadi Viaduct near Ratnagiri in Maharashtra and the Jawaharlal
Nehru Stadium at Chennai constructed by ECC has been adjudged the
“Most Outstanding Concrete Structures in India for 1994.” The open sea
ethylene jetty at Ratnagiri and Sri Sathya Sai Institute of higher Medical
Sciences at Puttaparthi won “Certificates of Merit”
These awards for excellence in concrete construction have been instituted
by the American concrete Institute (Maharashtra India Chapter)
Export award for the year for the year 1995-96 in recognition of maximum
foreign exchange earned and repatriated to India from overseas
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construction contracts from OCCI
ICI-MC Bauchemie Award for the “Most Outstanding Concrete Structure”
for the year 1995-96 for the Sree Kanteerava Indoor Stadium, Bangalore
from the Indian Concrete Institute.
The “Most Outstanding Bridge National Award-1996” for Everard Nagar
Flyover in Mumbai by the Indian Institution of Bridge Engineers.
Export Award for the year 1996-97 in recognition of maximum turnover in
overseas construction budges from OCCI
Export award for the year 1996-97 for second best performance in
“Maximum foreign exchange repatriated to India” form OCCI
ICI-MC Bauchemie award for the “Most Outstanding Concrete structure
for the year 1997” for ECC’s new Convention Centre at Chennai.
Federation Internationale de la Precontrainte (FIP), U.K. in 1998 for Sree
Kanteerava Indoor Stadium, Bangalore, made of a special mention as an
“Outstanding Concrete Structure”.
ICI-MC Bauchemie award for the “Most Outstanding Concrete Structure”
for the year 1998 for Indo-Japan Friendship Bridge – Nizamuddin Bridge at
New Delhi.
National award for “Best HRD Practices” form Indian Society for Training
and Development
OCCI award for the year 1997-98
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o Maximum foreign exchange earned and repatriated to India from
overseas construction projects.
o Second best in the category of maximum turnover in overseas
construction projects.
Association of Consulting Civil Engineers (ACCE) Sarvamangala Award
for Sree Kanteerava Indoor Stadium at Bangalore and ACCE Billimoria
Award for International Tech Park, Bangalore (1998).
Safety Improvement Award for reducing the rate of injuries and illness
from American Society for Concrete Construction (ASCC) for the year
1997.
ACCE Billimoria award 1999 for the corporate office of ICICI at Mumbai
for excellence in construction of high rise buildings
Outstanding Organisation Award form National Institute for Quality &
Reliability (NIQR) during the 9th National Convention
Asia pacific HR Conclave Award for the company with most Innovative
HR practices
ICI-MC-Bauchemie Award for the Most Outstanding Concrete Structure
for the year 1998-99 to ECC’s Engineering Design and Research Centre
(EDRC) from Indian Concrete Institute.
CR1 rating (Very strong contract execution capacity) from Investment
Information and Credit Rating Agency (ICRA)
Most Outstanding Bridge National Award-1999 to Sardar Patel Road
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Flyover at Chennai from Indian Institution of Bridge Engineers for its
innovative construction engineering
AESA Beheray Rathi Award to L&T-John Deere tractor factory for the
innovative and unique creation.
ACCE Som Datt Award for Sirsi Circle flyover at Bangalore from
Association of Consulting Civil Engineers.
Outstanding Concrete Structure of Karnataka to South City from Karnataka
Centre of Indian Concrete Institute.
Best Builder for the year 1999 from Builders Association of India –
Jamshedpur Centre.
ACCE(I) Billimoria Award for Cyber Towers, Phase 1 of HITEC City at
Hyderabad.
ICI-McBauchemie Award for Most Outstanding Concrete Structures –
2001 to Chaitanya Jyoti, at Puttparthi in Andhra Pradesh from Indian
Concrete Institute.
Overseas Construction Council of India (OCCI) award for the outstanding
performance during 2000-01 in the following categories:
o Maximum value of contracts secured
o Second best in the category of maximum turnover from Overseas
Construction Contracts
o Maximum foreign exchange earned and repatriated from overseas
construction contracts
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o Maximum foreign business attempted
Certificate of Recognition for safety by American Society for Concrete
Contractors in the year 2001
“Most Outstanding Bridge National Awards 2000” from Indian Institute of
Bridge Engineers (IIBE) for the following bridges:
o First prize for Second Narmada Bridge at Gujarat under Build,
Operate, Transfer (BOT) category.
o First prize for Yamuna Bridge in New Delhi under the category of
innovative construction engineering
o Third prize for Kune Viaduct on Mumbai – Pune Expressway under
the category of superstructure in prestressed concrete.
Construction Company of the Year Award by Accommodation Times, a
fortnightly magazine based in Mumbai
ACCE Billimoria Award – 2002 for high-rise building conferred on South
City, Bangalore.
The American Society of Concrete Contractors (ASCC) has conferred on
o ECC, the prestigious ASCC Certificate of Recognition For
Achieving Zero
o Fatalities in Ahmedabad Region during the year 2000.
ECC’s coal handling project at Paradip, Orissa has won the prestigious
o RoSPA Gold Award for Occupational Health and Safety from The
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Royal Society for the Prevention of Accidents (RoSPA), UK
ECC’s Engineering Design and Research Centre building has won a
prestigious international award (special mention) instituted by fib
(Federation Internationale du Beton), the International Federation for
Structural Concrete as an outstanding concrete structure.
The American Society of Concrete Contractors (ASCC) has conferred, the
prestigious ASCC Safety Award on two Regions (Ahmedabad and
Bangalore) of ECC for achieving zero fatality rate during the calendar year
2001.
2nd prize in Cateogry-1, “Superstructures in pre-stressed concrete” from the
Indian Institution of Bridge Engineers (IIBE) for the bridge constructed
across Hemavathi river in Karnataka.
The American Society of Concrete Contractors (ASCC) has conferred, the
prestigious ASCC Safety Award on Chennai Region of ECC for achieving
zero fatality rate during the calendar year 2002.
Overseas Construction Council of India (OCCI) award for the outstanding
performance during 2002-03 in the following categories:
o Maximum turnover from overseas construction contracts
o Second best in the category of maximum value of contracts secured
Gold Award of the Royal Society for the Prevention of Accidents (RoSPA),
UK for ECC’s excellence in occupational health and safety performance
achieved at its sites in TISCO Jamshedpur during a continuous period of 4
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years from January 2000 to December 2003.
Businessworld’s Most Respected Company Award 2003 in Infrastructure
sector conferred to L&T acknowledging the unchallenged position L&T
has carved for itself in the infrastructure business. Awarded to L&T on
January 16, 2003 in Mumbai
The Council for Fair Business Practices (CFBP) has presented L&T its
prestigious award – the Jamnalal Uchit Vyavahar Puraskar –2002 for fair
business practices. Awarded to L&T on March 26, 2003, in Mumbai, for
maintaining high ethical standards in all its business dealings, high quality
of products and services, emphasis on customer satisfaction and
commitment to social obligations. L&T was selected for the award in the
category of Manufacturer-Large.
Indian Institution of Bridge Engineers (IIBE) has awarded ECC the 2nd
prize in the category, “ Superstructures in Pre-stressed concrete” for the
Bridge constructed across Hemavathi River along Bilikere – Tarikere Road
in Holenarsipura, Hassan District, Karnataka. The bridge built in 2001 was
opened to traffic in November 2001.
Chennai based Loyola Institute of Business Administration (LIBA)
conferred on L&T, the Mother Teresa Award for Corporate Citizen-2003.
Award was presented on January 31, 2004 in Chennai. The award instituted
in 1999 by LIBA showcases every year, corporates that have rendered
services to socially weak and disadvantaged sections of the society.
The Federation of Indian Chambers of Commerce & Industry (FICCI) has
awarded L&T its prestigious Family Welfare Award for the year 2003. The
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award is in recognition of L&T’s exceptional efforts in fulfilling its social
obligations especially its contribution to promoting better family welfare in
the community. The award was presented on Jan 7, 2004 in New Delhi.
The All India Management Association (AIMA) honoured Mr.A.M.Naik,
with the JRD Tata Corporate Leadership Award on February 21, 2004 in
New Delhi. The award lauded Mr.Naik who successfully restructured L&T
to leverage its core competencies and human potential for competitive
advantage and enhance shareholders value as it confronts emerging global
challenge.
Association of Business Communicators of India (ABCI) awards to ECC
publications for the following categories at its 43rd awards competition in
Mumbai on January 27,2004.
o Prestige Publications – for the brochure Converge and Connect for
Hitex exhibition centre in Hyderabad
o External Magazine - ECC Concord
o Photography – TISCO blast furnace
The Association of Consulting Civil Engineers (India) has awarded ECC
“ACCE Sarvamangala Award 2004” for excellence in construction of
Parliament Library Building. The award was presented on June 17, 2004 in
Madurai.
Construction World-NICMAR Award 2004 for L&T
Ranked as the largest and most profitable construction company in India.
Period selected for judging the performance was set between 1998-99 and
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2002-03. The Award was presented on October 26, 2004 in Mumbai.
ACI Award for Manikanchan – Gem & Jewellery Park
The Indian Chapter of American Concrete Institute (ASI) conferred, the
Certificate of merit for Manikanchan – Gem and Jewellery Park built by
ECC under the outstanding concrete structure category. The award was
presented during December 9-12, 2004 in Mumbai
World Record set by L&T Concrete.
Schwing Stetter presented RMC Bangalore with a memento and citation for
setting a world record in concrete production (13005 Cum) in a single
month. The citation and memento was presented on July 6, 2004 in
Bangalore.
Businessworld’s Most Respected Company Award 2004 in Infrastructure
sector conferred on L&T, acknowledging the unchallenged position L&T
has carved for itself in the infrastructure business.
Association of Business Communicators of India (ABCI) awards to ECC
publications for the following categories at its 44th awards competition in
Mumbai on December 10,2004.
o External Magazine – ECC Concord
o Photography – Project Seabird at Karwar, Karnataka (first prize)
o Folder Brochure – “L&T Concrete” 6 page folder (first prize)
o Wall Calender
The Project Exports Promotion Council of India award for outstanding
performance during 2003-04 in the following categories presented on
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December 16, 2004 to ECC.
o Maximum overseas construction contracts secured.
o Maximum turnover in overseas construction contracts
o Foreign works secured in new areas
o Second best performance in the category of maximum foreign
exchange earned and repatriated to India from overseas construction
contracts.
Life Time Achievement Excellence Award for AMN
The New Delhi-based Foundation of Indian Industry & Economists (FIIE)
has Conferred on Mr.A.M.Naik, its prestigious Lifetime Achievement
Excellence Award for Best Corporate Man of the Decade. The award was
presented on November 30, 2004 in New Delhi.
PHDCCI Award for Ethical Practices
The New Delhi based PHD Chamber of Commerce & Industry (PHDCCI)
conferred on L&T its esteemed ‘Ethics is Good Business’ Award. The
award is an apt recognition of L&T’s emphasis on adherence to ethical
practices in every respect of its operations and high standards of business
practices. The award was presented on December 10, 2004 in New Delhi.
CII-Exim Bank Business Excellence Award 2004
The ‘Award for Business Excellence’ instituted jointly by the
Confederation of Indian Industry and Export Import Bank of India
conferred the certification to ECC on November 25,2004 in Bangalore.
Business Today Award – 2005
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L&T has been ranked among the ‘Best Managed Companies’ in India in a
study conducted by Business Today. Mr. A.M. Naik, Chairman &
Managing Director L&T, received the award from Mr. Aroon Purie, Editor-
in-Chief, Business Today, at a glittering function held in Mumbai on March
11, 2005
Best Practices Award – 2005 to TLT Pondy
TLT Pondy’s entry “On-line work-in-progress stage tracking system” was
adjudged as the best among various entries in the competition organised by
CII Pondicherry. The award was presented on March 23, 2005 by CII-
Southern Region Chairperson Ms. Shobana Kamineni
RoSPA Silver Award
ECC’s DHDT & HGU Site – IOCL Panipat, has won the prestigious Silver
Award of the Royal Society for the Prevention of Accidents (RoSPA),
UK. The award certificate was presented on 18th May 2005 in Birmingham
(U.K) and was received on behalf of ECC by Mr.M. Ramkumar - Head
HCP BU, Mr. Sharad Kumar - Construction Manager - IOCL Panipat and
Mr. A.K. Tripathi - Regional Safety Co-ordinator – Delhi Region.
IIBE Award for AJC Bose Road Flyover
Acharya Jagdish Chandra Bose (AJC) Road Flyover in Kolkata, built by
ECC, has been awarded the 1st prize in Category-II, “Super Structure in
RCC Steel or Ferrocement” by the Indian Institution of Bridge Engineers
(IIBE) under their 9th Most Outstanding Bridge National Awards. Mr.
Kalpanath Banerjee, Sector Projects Manager (TI), KKRO and Mr. D.
Datta, Project Manager, AJC Bose Road Flyover received the award from
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Mr. Chagan Bhujbal, Minister for PWD, Maharashtra.
L&T - India’s Superbrand
L&T officially acquired the status and aura of a Business Superbrand. Mr.
J.P. Nayak, ember of the board & President ( Machinery & Industrial
Products) received the Superbrands trophy from Mr. Praful Patel, Union
Minister of State for Civil Aviation at a ‘Tributes Function’ held in
Mumbai on September 8, 2005.
Construction World – NICMAR Awards 2005
L&T was ranked as the most admired construction company in 2005 with
the highest turnover and profit. Mr. K.V. Rangaswami, Member of the
Board and Senior Vice President (Operations), L&T received the award
from H.E. T.N. Chaturvedi, Governor of Karnataka and Mr. K.H.
Muniappa, Minister of State for Shipping Roads and Transport at a function
held at Hotel Taj West End, Bangalore on November 30, 2005
ABCI Awards
Association of Business Communicators of India (ABCI) awards L&T’s
Corporate Communications Department 9 ABCI Awards. Out of the nine,
ECC –CCD bagged three awards in the following categories at its 45th
awards competition in Mumbai on October 28, 2005
o Prestige Publications – 60 Landmark Years
o Wallpaper – Build - India Scholarship
o Photography – Nellore - Sriperumbudur Transmission Line
Learning Culture Award
L&T was awarded The Economic Times-Indira Group of Institutes award
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for ‘Organizations that Create a Learning Culture’. Mr. Y.M. Deosthalee,
Member of the Board and Chief Financial Officer, received the award from
Mr. Dilip Valse Patil, Minister of State for Education, Engergy and Power
at a function in Mumbai on November 21, 2005
Greentech’s Gold Award for Environment Excellence 2005
L&T has been conferred the prestigious Environment Excellence Gold
Award 2004-2005 in the category on ‘ Engineering Sector’ BY Greentech
Foundation. Mr. Henry A. Karkada, L&T received the award from Mr.
Franciso Xavier Pacheco, Minister for Agriculture & Animal Husbandry,
Government of Goa on October 22, 2005
CII-Exim Bank Business Excellence Award 2005
The ‘Award for Business Excellence’ instituted jointly by the
Confederation of Indian Industry and Export Import Bank of India
conferred the commendation certificate 2005 for ‘Significant
Achievement’ to ECC.
Export award for the year 2004-05 from Project Exports Promotion Council
of India
o maximum foreign exchange earned and repatriated to India from
overseas construction contracts
o maximum turnover in overseas construction contracts
Mr.V.B. Gadgil, EVP (Operations) received the award from Mr.E.V.K.S
Elangovan, Minister of State for Commerce in New Delhi on December 12,
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2005
IMC Ramakrishna Bajaj National Quality Award 2005
The award instituted by the Indian Merchant’s Chamber (IMC), is one of
the most prestigious awards for quality and business excellence in the
country. Mr. K.V. Rangaswami, Vice President (Operations), L&T-ECC,
received the award and certificate from Dr. Chidambaram, Principal
Scientific Advisor to Government of India, at a function in Mumbai on
March 6, 2006
Safety Awards Scheme 2005
ECC has bagged three awards from the National Safety Council – India
(NSCI) under the Construction Safety Awards Scheme 2005, for its
commitment to all-round safety. The categories of awards and the award-
winning sites are:
Silver Safety Award - DHDT & HGU Project, IOCL, Panipat
Silver Safety Award - INTEL SRR1 & SRR2 Project, Bangalore
Bronze Safety Award - Microsoft Project, Hyderabad
NDTV Profit Business Leadership Award
L&T won the NDTV Profit Business Leadership Award in the
Infrastructure category, and was cited for playing a crucial role in the
development of infrastructure in India post-Independence. Mr. K. V.
Rangaswami, Sr. Executive Vice President (Construction) and Member of
the Board, accepted the award on behalf of the Company from the Prime
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Minister of India the in New Delhi on Saturday, July 28, 2006.
Construction World and National Institute of Construction Management
and Research (NICMAR) honoured us with two prestigious awards
‘Largest & Most Profitable Construction Company in India Award’ and
‘The Most Admired Construction Company Award'.
Two Project Export Awards (Maximum turnover in overseas construction
and engineering projects and Maximum value of overseas construction and
engineering projects contracted) from The Projects Exports Promotion
Council of India.
The US Green Building Council (USGBC) has awarded Silver rating for
EDRC under LEED certification for the Existing Building (EB) category.
ICE – Institution of Civil Engineers UK conferred L&T as “Approved
Employer” for training young engineers preparing for professional review
for the Chartered Membership This is the first time in India that any
Organization is accorded with this kind of status.
Best Corporate Social Responsibility Award for our activities in
Construction Skills Training Institute from Bombay Stock Exchange
(BSE).
National Award for Innovative Training Practices 2006
o The Traning & Development practices of ECC secured the top spot
for the company in the Corporate Sector in the National Competition
for Innovative Training Practices – 2006 organised by Indian Society
for Training & Development (ISTD), New Delhi
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o Mr. G.D. Sharma, Mr. S. Ganguly, Mr. T.M. Prabakaran received the
award from Mr. R. Seshasayee, President, CII & MD, Ashok
Leyland Ltd., on January 20, 2007, in Chennai
Construction World and National Institute of Construction Management
and Research (NICMAR) honoured us with two prestigious awards
‘Largest & Most Profitable Construction Company in India Award’ and
‘The Most Admired Construction Company Award'.
Mr. K. G. Hariharan, Senior Vice President from Dr. T. Subbarami Reddy,
Chief Guest and Union Minister of State for Mines, Government of India
on October 30, 2007 in Bangalore
The Economic Times ACETECH 2007 award was given to Mr. K.V.
Rangaswami for his professional ethics, achievements and rare
contribution in the field of construction & environmental friendly
architecture
Mr. V.S. Ramana – Head Corporate Communications, collected the award
on behalf of Mr. K.V. Rangaswami at the awards function in Mumbai on
November 1, 2007
Project Export Award 2007
L&T has won four Export Awards from The Project Exports Promotion
Council of India. The awards are in the recognition of export projects
promoted and executed by an Indian Company for the year 2006-2007. The
categories for which L&T wond the export awards include:
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o Maximum foreign business attempted
o Maximum foreign exchange earned and repatriated to India from
Overseas Consultancy & Engineering Services
o Maximum turnover in overseas construction and engineering projects
o Maximum value of overseas construction and engineering projects
contracted
Mr. V.B. Gadgil, Executive Vice President & Head - BU&I and PT&D
Sector Business (GCC Countries), received the award from Mr. Kamal
Nath, Minister of Commerce and Industry in New Delhi on December 11,
2007.
Association of Business Communicators of India (ABCI) awards to ECC
publications for the following categories at its 43rd awards competition in
Mumbai on January 11, 2008.
o Wall Calendar – Panchangam Calendar
o External Magazine - ECC Concord
o Photography – SALPG Vizag
o Folder - Second Vivekananda Bridge
LEED – Existing Building Award for EDRC Building
US Green Building Council (USGBC) awarded the LEED-EB Silver
Award 2006, under the LEED certification for the Existing Building (EB)
category to ECC’s Engineering Design & Research Centre (EDRC),
Chennai. Mr. Rajan Venkateswaran, JGM-EDRC Arch, received the award
from Mr. Kevin Hydes, Chairman, WGBC & Immediate Past Chairman
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U.S. Green Building Council and Mr. Tom Hicks, Vice President – LEED
U.S. Green Building Council at the U.S. Green Building Congress, 2007 in
Chennai
Technology Centre-II receives IBC Award
The Technology Centre-II of L&T Infotech Park received the prestigious
Indian Building Congress trophy for “Excellence in Built Environment.”
The trophy was received by Mr. S. Kanappan from Mr. Jaipal Reddy,
Information & Broadcasting Minister during the “13th Annual Convention
of Indian Building Congress” held at Vigyan Bhavan at New Delhi on May
17, 2007.
Rospa Awards
L&T (Oman) LLC has won the RoSPA Gold award for the year 2007 for F-
16 Thumrait Air Base Project. Mr. M.V. Satish, Chief Executive, LTO,
along with Mr. M.P. Sharma, Project Manager, F-16, Airbase, received the
award from Mr. Tom Mullarkey, RoSPA Chief Executive.
ECC’s Vedanta Aluminia Refinery Project – Lajigarh has won the RoSPA
Silver award for the year 2007. Mr. P.K. Bandyopadhyay, Project Manager,
along with Mr. R.N. Tripathy, RHSEM-KKRO, Mr. Indranil Chakrabarthy,
Manager-HSE, Lanjigarh received the award from from Mr. Tom
Mullarkey, RoSPA Chief Executive.
National Safety Council of India (NSCI) declared five prestigious
construction Safety awards on ECC Division.
Silver Safety Award – SALPG Cavern, Vizag
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Bronze Safety Award – Vedanta Refinery, Lanjigarh and IITM Hostel,
Chennai
Prashansa Patra - Kaiga 3&4 CWPH and IDCT and Asahi Glass Plant-
Roorkee
British Safety Coucil Award for Purva Panorama
Purva Panorama Housing Project of ECC at Bangalore won the prestigious
“International Safety Award” from the British Safety Council. The award is
presented to companies that achieve accident incidence rates which are
lower than the industry average in their sector. ECC’s Purva Panoram
Team was led by Project Manager Mr. B.S. Raju and HSE Officer Mr. S.
Mohan and was guided by Mr. Kumar Shailendra, Regional HSE Manager,
BLRO. The site achieved 9 million safe manhours since inception.
Safety Award for ECC’s Hq Campus
ECC’s Hq campus has been awarded the Safety Award for the year 2006 by
the Tamil Nadu Electrical Inspectorate for the best electrical installation.
Mr. S. Sasisekar, Manager (Electrical) EI&C Business Unit received the
award on behalf of L&T from Mr. R. Satapathi IAS, Commissioner &
Secretary, Energy Department, Govt. of Tamil Nadu on May 4, 2007 in
Chennai
ACCE Bhagwati Award for Lafarge Long Belt Conveyor
The 17km long Belt Conveyor designed and constructed by ECC’s Bulk
Material Handling Business Unit for Lafarge Cement Plant Bangladesh has
been conferred the Bhagwati Award 2007 for outstanding design of
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industrial structure by the Association of Consulting Civil Engineers,
ACCE(I), Bangalore.
Mr. Kumar Vikram, General Manager, Bulk Material Handling BU and Mr.
Pabak Mukhopadhyay, Sr. DGM, received the award from Mr. L.V.
Subrahmanyam, IAS, Principal Secretary to Government of Andhra
Pradesh on August 17, 2007, Hyderabad
EMPI-Indian Express Indian Innovation Award 2007
Appreciating L&T-ECC’s pioneering efforts in propagating and
implementing a number of innovations and revolutionizing the process of
construction within India and setting standards for the Industry and industry
practices in general, Entrepreneurship & Management Processes
International (EMPI) and The Indian Express awarded ECC Division the
EMPI-Indian Express Indian Innovation Silver Trophy. The award
commends ECC’s innovations in simple process like the adaptation of
scaffolding assembly for use by un-skilled construction workers.
Adaptation, deployment and development of such innovations in the Indian
context have made L&T-ECC a trendsetter in making Indian construction
industry world class.
Mr. V.B. Gadgil, Executive Vice President & Head – B&UI and PT&D
Sector business (GCC Countries), ECC Divison, received the award from
former President of India, Dr. A.P.J. Abdul Kalam at an award function
held in New Delhi on December 22, 2007
India’s Best Managed Company - 2008
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A survey conducted by the country’s leading business magazine Business
Today and consultancy firm Ernst & Young has given L&T a coveted
honour – ‘The Best Managed Company in India’.
The Business Today-Ernst & Young survey is among the most respected in
the industry. The study was comprehensive in its scope and analytical in its
approach. All companies listed either on the BSE or the NSE – a tally of
2900 – were rated on several parameters that included leadership, best
practices, corporate governance, corporate social responsibility, business &
operational strategies, growth, profitability, operating efficiency & wealth
creation for all stakeholders.
Mr. A. M. Naik, Chairman & Managing Director, received the award from
Union Minister of Commerce and Industries, Mr. Kamal Nath at a function
in Mumbai on March 5, 2008. At the right: Mr. Prabhu Chawla- Editorial
Director, India Today Group.
British Safety Council Award
CTS Project, MEPZ, Chennai & 3x660 MW Barh Super Thermal Power
Project of NTPC, Bihar. The award is presented to companies that achieve
accident incidence rates which are lower than the industry average in their
sector. CTS project achieved an accident free record of 8 million safe man
hours. Barh super thermal project clocked 6 million safe man hours.
RoSPA Silver Award for L&T’s Bait Al Barakah Villa No. 1 Project in
Muscat from the Royal Society for the Prevention of Accidents,
Birmingham, UK during 2008
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RoSPA Silver Award for L&T’s Microsoft Project in Hyderabad from the
Royal Society for the Prevention of Accidents, Birmingham, UK during
2008
Ultratech Award for Technology Centre II Building of L&T Infotech,
Chennai
The Indian Concrete Institute (Tamil Nadu Chapter) awarded the
prestigious “Ultratech Award’ for Outstanding Concrete Structure of Tamil
Nadu -2008 to ECC for the design and construction of Technology Centre
(TC-II) of L&T Infotech at ECC Campus, Chennai. Mr. S. Kanappan, GM
& Head – EDRC (B&F) received the award during the Concrete Day
Celebrations on September 13, 2008.
Awards for Best Safety Practises in Quarry Operations
Two ECC Quarries at Boothanahalli and Karadihalli attached to
Krishnagiri-Thopur Toll Road project in Tamil Nadu were selected for
awards in eight different categories for best safety practices in quarry
operations. L&T-ECC Quarry staff received the awards from Mr. B.P.
Ahuja, Director of Mines Safety during the valedictory function held at
Madhuker Mines, Trichy on August 31, 2008
KPMG-Infrastructure Award
Management Consultancy firm KPMG and leading infrastructure news
magazine Infrastructure Today ranked L&T as the most admired
infrastructure company in India and presented it the prestigious KPMG
Infrastructure Today Award 2008. Mr. K.R. Palta, Vice President
(Corporate Affairs) received the award from Dr. Montek Singh Ahluwalia,
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Dy. Chairman, Planning Commission, Govt. Of India at New Delhi on
December 10, 2008
Construction World Awards 2008
One of India’s largest circulated construction business magazines,
Construction World, honoured ECC, L&T’s Construction Division, with
two prestigious awards for excellence in construction – Largest and Most
Profitable Construction Company in India – First Rank ; One of India’s
Top Ten Most Admired Construction Companies.
Mr. V.B. Gadgil, Sr. VP and Head Electrical & Gulf Projects Operating
Company, received the award awards from Mr. Anil Deshmukh, Minister
of Public Works, Govt. Of Maharashtra, in Mumbai on October 24, 2008.
ABCI Awards
ECC’s Corporate Communications Department made L&T proud by
wining Five prestigious awards at the 48th ABCI (Association of Business
Communications of India) Annual Awards ceremony held at Hotel
President, Mumbai on November 7, 2008. Other division of L&T also
picked up 4 awards making it a total of 9.
Award Categories
Multimedia Presentation - Gold Trophy for ECC Panchangam Calendar CD
ROM
External Publication - Silver Trophy for ECC Concord
Wall Calendar – Silver Trophy for ECC Wall Calendar 2008
Photography – Bronze Trophy for Best Photography
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Photo Feature - Bronze Trophy for HHL Centenary Special Issue
National Safety Council of India (NSCI) Awards 2008
Golden Award for Bakreswar Thermal Power Project Prashansa Patra for
Jindal Dam Site and ITC Trident Project, Haridwar
PRSI Golden Jubliee Award
The Public Relations Society of India (PRSI), New Delhi presented the
PRSI Golden Jubliee Award to L&T’s Henning Holck-Larsen (HHL)
Centre at ECC HQ, Chennai. The award was given away at the 2nd
International PR Festival being held at Mauritius during August 25-27,
2008. Mr. V.S. Ramana, Head- Corporate Communications, ECC, received
the award from the Hon’ble President of Mauritius the Right Hon. Sir
Anerood Jugnauth on August 25, 2008
ACCE Sarvamangala Award 2008
The Association of Consulting Civil Engineers (India), Bangalore conferred
the ACCE – Sarvamangala Award 2008 for ECC’s Underground LPG
Storage Project at SALPG Vizag. The award was received by Mr. K.
Nagaraj, ECC’s Hydel & Nuclear BU on August 29, 2008 at a function
held in Dharwad.
Forbes Asia’s Fabulous 50
L&T has made it to the coveted Forbes Asia’s Fabulous 50 for the third
time in a row. Mr. R.N. Mukhija (President – Electrical & Electronics),
L&T, received the award on behalf of the company at a glittering ceremony
in Shanghai on December 9, 2008. L&T is one of just ten Indian
companies to feature on the Fabulous 50 list.
Structural Steel Design Award for Kensington Oval Stadium, Barbados
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In the 40th Structural Steel Design Awards Dinner 2008 sponsored by the
British Constructional Steelwork Association, a commendation certificate
was presented for the roofing work done by L&T at “The Worrell Weekes
and Walcott Stand” at Kensington Oval Stadium, Barbados. This was the
only project selected from outside of former British Isles. Mr. Miles F
Weekes, Chief Facilities Development Officer of World Cup Barbados Inc
received the certificate on L&T’s behalf on July 8, 2008
Outstanding Concrete Structure Award for Passenger Terminal Building at
Hyderabad Airport
The Passenger Terminal Building (PTB) at Rajiv Gandhi International
Airport has been recognised as ‘Outstanding Concrete Structure of Andhra
Pradesh - 2008’ by the Indian Concrete Institute (Andhra Pradesh
Chapter). Mr. A.K. Chugh, Regional Manager, Hyderabad received the
award on September 27, 2008
FICCI Award for Outstanding Corporate Vision
In recognition of the outstanding contribution to the development of Indian
industry and society, the Federation of Indian Chambers of Commerce and
Industry (FICCI) has honoured L&T with Annual Award 2007-08 for
‘Outstanding Corporate Vision’ .
L&T bagged the award in the category of the Corporate Triple Impact –
Business Performance: Social & Environmental Action and Globalisation.
R.N. Mukhija (President – Electrical & Electronics), L&T, received the
award from Mr. Pranab Mukherjee, Union Minister for External Affairs
and Finance at the inaugural session of FICCI’s 81st Annual General
Meeting in New Delhi on February 12, 2009-06-04
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‘Infrastructure Company of the Year Award’
E18 – a division of Network 18 in association with Essar Steel and CNBC-
TV18 organised the Infrastructure Excellence Awards in New Delhi. L&T
was honoured with two prestigious awards for Excellence in Construction
o Infrastructure Company of the Year - Special Award Category
o Co-winner along with GMR in the Airports Sector for the Hyderabad
International Airport Project.
The awards were given away on March 25, 2009 in New Delhi. Mr. V.B.
Gadgil, Sr. VP and Head – Electrical & Gulf Projects OC received the
“Infrastructure Company of the Year” award and Mr S.N. Subrahmanyan,
Executive Vice President, B&F OC, picked up the co-winner award for the
Rajiv Gandhi International Airport at Hyderabad.
D&B Rolta Top Indian Company Award
L&T has bagged the award for Top Indian Company in survey of India’s
500 leading companies conducted by Dun & Bradstreet – a leading
provider of global business information, headquartered in USA.
Mr. J.P. Nayak, President, Machinery & Industrial Products, received the
award from Mr. David Emery, President – Asia Pacific, Dun & Bradstreet
on March 23, 2009 in Mumbai.
RoSPA Awards
In recognition of its continuous efforts to achieve excellence in the field of
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Occupational Health and Safety, L&T has won six RoSPA Awards from
the Royal Society for the Prevention of Accidents (RoSPA), UK.
ECC’s Bakreswar Thermal Power Plant Project –( BMH BU);
Bisalpur Water Supply Project – Jaipur (WET BU); Hooghly Met
Coke Power & Co. Ltd Project – Haldia (M&M BU) and DMRC Green
Park Project -(Infra OC) have won the Gold Award for 2009 while L&T
(Oman) LLC’s SBG Palm Garden Township and Oxy Mukhaizna
Water Treatment Plant Project have won the Silver Award
L & T PROJECT
GURU GOBIND SINGH REFINERY PROJECT
ABOUT HMEL
HPCL-Mittal Energy Limited (HMEL) is a joint venture between Hindustan
Petroleum Corporation Limited (HPCL) and Mittal Energy Investment Pte Ltd,
Singapore - a Lakshmi N Mittal Group Company. Both the JV partners hold a
stake of 49% each in the company, the rest 2% is held by financial institutions.
HMEL is building a Grassroot oil refinery of 9 MMTPA at Bathinda in Punjab,
called Guru Gobind Singh Refinery Project. The project is expected to be
completed in 2011.
The refinery will produce petroleum products complying with Euro IV emission
norms with Captive Power Plant for 165 MW and Crude Oil pipeline from Mundra
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(Gujarat) to Bathinda with Single Point Mooring (SPM) and Crude Oil terminal at
Mundra
PROJECT VISION
To build and operate best in class petroleum refinery using state of the art
technologies to ensure protection of the environment, health and safety of the
community. The company will be a model of excellence in fulfilling its social
responsibilities, meeting stakeholder aspirations, caring for its employees and
complying with government laws and regulations.
PROJECT MISSION
HMEL shall plan, design, construct, commission and operate an energy efficient
and environment friendly Greenfield refinery at Bathinda, Punjab along with
associated infrastructure facilities. The company shall endeavor to achieve
excellence in all aspects of project management while successfully implementing
the project within the scheduled time, budgeted cost and desired quality standards.
PROJECT DETAILS
The Guru Gobind Singh Refinery will be a zero bottoms, energy efficient,
environment- friendly, high distillate yielding complex refinery that will be
producing clean fuels and polypropylene by processing heavy, sour and acidic
crudes.
As part of this project, the following are being established:
Grassroot refinery of 9 MMTPA in Bathinda, Punjab
Cross-country Crude Oil Pipeline (approx. 1014 km) from Mundra to Bathinda
traversing through the states of Gujarat, Rajasthan and Haryana
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Crude receipt facilities - Single Point Mooring ( SPM) buoy capable of handling
Very Large Crude Carriers (VLCC) for crude import located at Mundra, Gujarat,
India
Crude Oil Terminal (COT) approximately six kms away from the sea shore at
Mundra, Gujarat
Captive Power Plant of 165 MW for refinery power and steam requirements
The refinery will be a world class, state of the art refinery incorporating the latest
technologies enabling it to excel the current specifications available in the country.
The refinery configuration has been developed after extensive linear programming,
keeping the domestic and regional requirements in mind, the latest cost effective
technologies available for generating required fuel specifications, and future
changes. The present configuration translates into one of the highest Nelson
Indexes* for the refinery amongst all the refineries in the country.
This refinery is the single largest investment at any location in Punjab and is the
first Oil and Gas industry being set up in Punjab. The Refinery is expected to
create a large number of jobs directly and indirectly in the region, which will lead
to industrialization and development of Punjab.
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CUSTOMER SATISFACTION
We are dedicated to building a relationship with our customers where we become
partners in fulfilling their mission. We strive to understand our customers ' needs
and to deliver products and services that fulfill and exceed all their requirements.
COMMITMENT TO TOTAL QUALITY
We are committed to continuous improvement of all our activities. We will supply
products and services that conform to highest standards of design, manufacture,
reliability, maintainability and fitness for use as desired by our customers.
COST AND TIME CONSCIOUSNESS
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We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services. We will achieve this
by eliminating waste in all activities and continuously improving all processes in
every area of our work.
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business
by pursuing and encouraging risk-taking, experimentation and learning at all levels
within the company with a view to achieving excellence and competitiveness.
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust, transparency,
co-operation, and a sense of belonging. We will strive for building empowered
teams to work towards achieving organizational goals.
RESPECT FOR THE INDIVIDUAL
We value our people. We will treat each other with dignity and respect and strive
for individual growth and realisation of everyone's full potential.
INTEGRITY
We believe in a commitment to be honest, trustworthy, and fair in all our dealings.
We commit to be loyal and devoted to our organization. We will practice self
discipline and own responsibility for our actions. We will comply with all
requirements so as to ensure that our organization is always worthy of trust.
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CHAPTER-3
TRAINING AND DEVELOPMENT
It is a subsystem of an organization. It ensures that randomness is reduced and
learning or behavioral change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND
DEVLOPMENT
Traditional Approach – Most of the organizations before never used to believe in
training. They were holding the traditional view that managers are born and not
made. There were also some views that training is a very costly affair and not
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worth. Organizations used to believe more in executive pinching. But now the
scenario seems to be changing.
The modern approach of training and development is that Indian Organizations
have realized the importance of corporate training. Training is now considered as
more of retention tool than a cost. The training system in Indian Industry has been
changed to create a smarter workforce and yield the best results.
TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of
skills, concepts, rules, or changing of attitudes and behaviours to enhance the
performance of employees. Training is activity leading to skilled behavior
• It’s not what you want in life, but it’s knowing how to reach it
• It’s not where you want to go, but it’s knowing how to get there
• It’s not how high you want to rise, but it’s knowing how to take off
• It may not be quite the outcome you were aiming for, but it will be an outcome
• It’s not what you dream of doing, but it’s having the knowledge to do it
• It's not a set of goals, but it’s more like a vision
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• It’s not the goal you set, but it’s what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development.
Importance of Training and Development
• Optimum Utilization of Human Resources – Training and Development helps in
optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.
• Development of Human Resources – Training and Development helps to provide
an opportunity and broad structure for the development of human resources’
technical and behavioral skills in an organization. It also helps the employees in
attaining personal growth.
• Development of skills of employees – Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of the employees
• Productivity – Training and Development helps in increasing the productivity of
the employees that helps the organization further to achieve its long-term goal
• Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to
learn within the employees
• Organization Culture – Training and Development helps to develop and improve
the organizational health culture and effectiveness. It helps in creating the learning
culture within the organization.
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• Organization Climate – Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.
• Quality – Training and Development helps in improving upon the quality of work
and work-life.
• Healthy work-environment – Training and Development helps in creating the
healthy working environment. It helps to build good employee, relationship so that
individual goals aligns with organizational goal.
• Health and Safety – Training and Development helps in improving the health and
safety of the organization thus preventing obsolescence.
• Morale – Training and Development helps in improving the morale of the work
force.
• Image – Training and Development helps in creating a better corporate image.
• Profitability – Training and Development leads to improved profitability and
more positive attitudes towards profit orientation.
• Training and Development aids in organizational development i.e. Organization
gets more effective decision making and problem solving. It helps in understanding
and carrying out organizational policies.
• Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and managers
usually display.
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to
that, there are four other objectives: Individual, Organizational, Functional, and
Societal.
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Individual Objectives – help employees in achieving their personal goals, which in
turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable
to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially
responsible to the needs and c L & T lenges of the society.
Importance of Training Objectives
Training objective is one of the most important parts of training program. While
some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training
objectives actually lead the design of training. It provides the clear guidelines and
develops the training program in less time because objectives focus specifically on
needs. It helps in adhering to a plan. Training objectives tell the trainee that what is
expected out of him at the end of the training program. Training objectives are of
great significance from a number of stakeholder perspectives.
1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer – The training objective is also beneficial to trainer because it helps the
trainer to measure the progress of trainees and make the required adjustments.
Also, trainer comes in a position to establish a relationship between objectives and
particular segments of training.
Trainee – The training objective is beneficial to the trainee because it helps in
reducing the anxiety of the trainee up to some extent. Not knowing anything or
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going to a place which is unknown creates anxiety that can negatively affect
learning. Therefore, it is important to keep the participants aware of the
happenings, rather than keeping it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to make
the training successful. The objectives create an image of the training program in
trainee’s mind that actually helps in gaining attention. Thirdly, if the goal is set to
be c L & T lenging and motivating, then the likelihood of achieving those goals is
much higher than the situation in which no goal is Set. Therefore, training
objectives helps in increasing the probability that the participants will be successful
in training.
Designer – The training objective is beneficial to the training designer because if
the designer is aware what is to be achieved in the end then he’ll buy the training
package according to that only. The training designer would then look for the
training methods, training equipments, and training content accordingly to achieve
those objectives. Furthermore, planning always helps in dealing effectively in an
unexpected situation. Consider an example; the objective of one training program
is to deal effectively with customers to increase the sales. Since the objective is
known, the designer will design a training program that will include ways to
improve the interpersonal skills, such as verbal and non verbal language, dealing in
unexpected situation i.e. when there is a defect in a product or when a customer is
angry. Therefore, without any guidance, the training may not be designed
appropriately.
Evaluator – It becomes easy for the training evaluator to measure the progress of
the trainees because the objectives define the expected performance of trainees.
Training objective is an important to tool to judge the performance of participants.
Training and Human Resource Management
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The HR functioning is changing with time and with this change, the relationship
between the training function and other management activity is also changing. The
training and development activities are now equally important with that of other
HR functions. Gone are the days, when training was considered to be futile, waste
of time, resources, and money. Now-a-days, training is an investment because the
departments such as, marketing & sales, HR, production, finance, etc depends on
training for its survival. If training is not considered as a priority or not seen as a
vital part in the organization, then it is difficult to accept that such a company has
effectively carried out HRM. Training actually provides the opportunity to raise
the profile development activities in the organization. To increase the commitment
level of employees and growth in quality movement (concepts of HRM), senior
management team is now increasing the role of training. Such concepts of HRM
require careful planning as well as greater emphasis on employee development and
long term education.
Training is now the important tool of Human Resource Management to control the
attrition rate because it helps in motivating employees, achieving their professional
and personal goals, increasing the level of job satisfaction, etc. As a result training
is given on a variety of skill development and covers a multitude of courses.
Role of HRD Professionals in Training
This is the era of cut-throat competition and with this changing scenario of
business; the role of HR professionals in training has been widened. HR role now
is:
1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
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4. Providing pre-employment market oriented skill development education and
post employment support for advanced education and training
5. Flexible access i.e. anytime, anywhere training.
Models of Training
Training is a sub-system of the organization because the departments such as,
marketing & sales, HR, production, finance, etc depends on training for its
survival. Training is a transforming process that requires some input and in turn it
produces output in the form of knowledge, skills, and attitudes (KSAs).
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform a
particular function. An organization is a system and training is a sub system of the
organization. The System Approach views training as a sub system of an
organization. System Approach can be used to examine broad issues like
objectives, functions, and aim. It establishes a logical relationship between the
sequential stages in the process of training need analysis (TNA), formulating,
delivering, and evaluating. There are 4 necessary inputs i.e. technology, man,
material, time required in every system to produce products or services. And every
system must have some output from these inputs in order to survive. The output
can be tangible or intangible depending upon the organization’s requirement. A
system approach to training is planned creation of training program. This approach
uses step-by-step procedures to solve the problems. Under systematic approach,
training is undertaken on planned basis. Out of this planned effort,
one such basic model of five steps is system model that is explained below.
Organization are working in open environment i.e. there are some internal and
external forces, that poses threats and opportunities, therefore, trainers need to be
aware of these forces which may impact on the content, form, and conduct of the
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training efforts. The internal forces are the various demands of the organization for
a better learning environment; need to be up to date with the latest technologies.
The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
System Model Training
The system model consists of five phases and should be repeated on a regular basis
to make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards.
Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job,
employees requirement, who needs training, what do they need to learn, estimating
training cost, etc.
2. The next step is to develop a performance measure on the basis of which actual
performance would be evaluated.
3. Design and provide training to meet identified needs. This step requires
developing objectives of training, identifying the learning steps, sequencing and
structuring the contents.
4. Develop- This phase requires listing the activities in the training program that
will assist the participants to learn, selecting delivery method, examining the
training material, validating information to be imparted to make sure it
accomplishes all the goals & objectives.
5. Implementing is the hardest part of the system because one wrong step can lead
to the failure of whole training program.
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6. Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the
previous stage in order to remedy or improve failure practices Instructional System
Development Model(ISD)Model Instructional System Development model was
made to answer the training problems. This model is widely used now-a-days in
the organization because it is concerned with the training need on the job
performance. Training objectives are defined on the basis of job responsibilities
and job description and on the basis of the defined objectives individual progress is
measured. This model also helps in determining and developing the favorable
strategies, sequencing the content, and delivering media for the types of training
objectives to be achieved.
The Instructional System Development model comprises of five stages:
1. ANALYSIS – This phase consist of training need assessment, job analysis, and
target audience analysis.
2. PLANNING – This phase consist of setting goal of the learning outcome,
instructional objectives that measures behavior of a participant after the training,
types of training material, media selection, methods of evaluating the trainee,
trainer and the training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.
3. DEVELOPMENT – This phase translates design decisions into training
material. It consists of developing course material for the trainer including
handouts, workbooks, visual aids, demonstration props, etc, course material for the
trainee including handouts of summary.
4. EXECUTION – This phase focuses on logistical arrangements, such as
arranging speakers, equipments, benches, podium, food facilities, cooling, lighting,
parking, and other training accessories.
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5. EVALUATION – The purpose of this phase is to make sure that the training
program has achieved its aim in terms of subsequent work performance. This phase
consists of identifying strengths and weaknesses and making necessary
amendments to any of the previous stage in order to remedy or improve failure
practices.
The ISD model is a continuous process that lasts throughout the training program.
It also highlights that feedback is an important phase throughout the entire training
program. In this model, the output of one phase is an input to the next phase.
Transitional model focuses on the organization as a whole. The outer loop
describes the vision, mission and values of the organization on the basis of which
training model i.e. inner loop is executed.
Vision – focuses on the milestones that the organization would like to achieve
after the
defined point of time. A vision statement tells that where the organization sees
itself few
years down the line. A vision may include setting a role mode, or bringing some
internal
transformation, or may be promising to meet some other deadlines
Mission – explain the reason of organizational existence. It identifies the position
in the
community. The reason of developing a mission statement is to motivate, inspire,
and inform the employees regarding the organization. The mission statement tells
about the identity that how the organization would like to be viewed by the
customers, employees, and all other stakeholders.
Values – is the translation of vision and mission into communicable ideals. It
reflects the deeply held values of the organization and is independent of current
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industry environment. For example, values may include social responsibility,
excellent customer service, etc.
The mission, vision, and values precede the objective in the inner loop. This model
considers the organization as a whole. The objective is formulated keeping these
three things in mind and then the training model is further
DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT:
Training and development go hand in hand and are often used synonymously but
there is a difference between them. Training is the process of learning a sequence
of programmed behavior. It is an application of knowledge. It gives people an
awareness of the rules and procedures to guide their behavior. It intends to improve
their performance on the current job and prepares them for an intended job.
Development is a related process. It covers not only those activities, which
improve job performance, but also those, which bring about growth of the
personality. It helps individual in the progress towards maturity and actualization
of potential capabilities so that they can become not only good employees but
better human beings.
CHAPTER-4
LEARNING AND TRAINING
Irrespective of the type or method of training, a trainer has to keep in mind some of
the principles of learning or motivation, which would enhance internationalization
of what is taught.
PRINCIPLES OF TRAINING
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MOTIVATION
Learning is enhanced when the learner is motivated. Learning experience must be
designed so learners can see how it will help in achieving the goals of the
organization. Effectiveness of training depends on motivation.
FEEDBACK
Training requires feedback. It is required so the trainee can correct his mistakes.
Only getting information about how he is doing to achieve goals, he can correct the
deviations.
REINFORCEMENT
The principle of reinforcement tells the behaviors that are positively reinforced are
encouraged and sustained. It increases the likelihood that a learned behavior well
be repeated.
PRACTICE
Practice increases a trainee’s performance. When the trainees practice actually,
they gain confidence and are less likely to make errors or to forget what they have
learned.
INDIVIDUAL DIFFERENCES
Individual training is costly. Group training is advantageous to the organization.
Individuals vary in intelligence and aptitude from person to person. Training must
be geared to the intelligence and aptitude of individual trainee.
OBJECTIVES OF TRAINING
TO INCREASE PRODUCTIVITY
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An instructor can help employees increase their level of performance on their
assignment. Increase in human performance leads to increase in the operational
productivity and also the increase in the profit of the company.
TO IMPROVE QUALITY
Better-trained workers are less likely to make operational mistakes. It can be in
relationship to the company or in reference to the intangible organizational
employment atmosphere.
TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDS
The organizations having good internal training and development programmes will
have to make less changes and adjustments. When the need arises, vacancies can
be easily staffed.
TO IMPROVE ORGANIZATIONAL CLIMATE
An endless chain of positive reactions result from a well planned training
programme.
TO IMPROVE HEALTH AND SAFETY
Proper training can prevent industrial accidents. A safer atmosphere leads to
more stable attitudes on part of the employees.
PERSONAL GROWTH
Employees on a personal basis gain individually from their exposure to educational
expressions. Training programmes give them wider awareness and skills
NEED FOR TRAINING
To impart to the new entrants the basic knowledge and skills they need for
definite tasks.
To assist employees to function more effectively in their present positions by
exposing them to new concepts.
To build a line of competent people and prepare them to occupy more
responsible positions.
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To reduce the supervision time, wastage and spoilage of new material.
To reduce the defects and minimize the industrial accidents.
To ensure the economical output of the required quality.
To prevent obsolescence.
To promote individual and collective morale, responsibility and cooperative
attitudes etc.
TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitude
(iii)Knowledge.
The primary purpose of training is to establishing a sound relationship is at its best
when the workers attitude to the job is right, when the workers knowledge of the
job is adequate, and he has developed the necessary skills. Training activities in an
industrial organization are aimed at making desired modifications in skills,
attitudes and knowledge of employee so that they perform their jobs most
efficiently and effectively
BEST TIME TO IMPART TRAINING TO EMPLOYEE
1. NEW RECRUITS TO THE COMPANY
These have a requirement for induction into the company as a whole in terms of its
business activities and personnel policies and provisions, the terms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.
2. TRANSFEREES WITHIN THE COMPANY
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These are people who are moved from one job to another, either within the same
work area, i.e. the same department or function, or to dissimilar work under a
different management. Under this heading we are excluding promotions, which
take people into entirely new levels of responsibility.
3. PROMOTIONS
Although similar to the transferee in that there is a new job to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level
of supervisory or management responsibility. The change is usually too important
and difficult to make successfully to permit one to assume that the promotes will
pick it up as he goes along and attention has to be paid to training in the tasks and
the responsibilities and personal skills necessary for effective performance.
4. NEW PLANT OR EQUIPMENT
Even the most experienced operator has everything to learn when a computer and
electronic controls replace the previous manual and electro-mechanical system on
the process plant on which he works. There is no less a training requirement for the
supervisors and process management, as well as for technical service production
control and others.
5. NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative functions
but also for those who we workplace is on the shop floor or on process plant on
any occasion on which there
is a modification to existing paperwork or procedure for, say the withdrawal of
materials from stores, the control of customer credit the approval of expense
claims, there needs to be instruction on the change in the way of working in many
instances, a note bringing the attention of all concerned the change is assume to be
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sufficient, but there are cases, such as when total new systems in corporating IT up
dates are installed, when more thorough training is needed.
6. NEW STANDARDS, RULES AND PRACTICES
Changes in any one these are likely to be conveyed by printed note or by word of
mouth by the manager to his subordinates, and this can be the most satisfaction
way of dealing with the change from the point of view of getting those affected to
understand their new responsibility. However not all changes under this heading
can be left to this sort of handling. Even the simplest looking instruction may be
regarded as undesirable or impracticable by whoever has to perform it he may not
understand the purpose behind the change and lose confidence in a management
which he now believes to be ‘messing about’, or he may understand the purpose
and have a better alternative to offer if it is not too late.
7. NEW RELATIONSHIP AND AUTHORITIES
These can arise, as a result of management decisions, in a number of ways. In
examples, the recognition of the accounts department can result in a realization of
responsibilities between the section leaders of credit control, invoicing and
customer records, although there is no movement of staff between the sections (i.e.
no transfers). Although the change in work content for each clerk and supervisor is
defined clearly for each person in the new procedures, there is nevertheless a need
for each person to know where he stands in the new set up, which is responsible for
what, and where to direct problems and enquiries as they arise in the future.
8. MAINTENANCE OF STANDARDS
We are here concerned with maintenance of standards through training, for it must
be remembered that supervision and inspection and qualify control are
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continuously responsible for standards and exercise their own authorities to this
end. Although it is generally agreed that some retraining from time to time, taking
varied forms even for the on group of employees, does act as both a reminder and a
stimulus, there is not much agreement on the next frequency and form that such
retraining should take, of there is as yet little scientific knowledge on this subject
which is of much use in industrial situations.
9. THE MAINTENANCE OF ADAPTABILITY
Again, whilst there is little scientific study of the loss of ability to learn new skills
in those cases where people spend a long time without change, and without the
need to learn, there is increasing evidence in current experience to suggest that this
is the case in industrial employment. Add, of course, there is the inference arising
from the laboratory experiments of psychologists.
10. THE MAINTENANCE OF MANAGEMENT SKILLS &
STANDARDS
Skills in supervising, employee appraisal, communications, leadership etc are
important in all companies. Some of these skills are seen to be critical to major
developments in company organisation, culture, employee empowerment and so
on. Initial training in these skills is not uncommon in the largest companies on
appointment into management and supervision. But continuous training and
performance monitoring is rare, despite the common knowledge that standards are
as varied as human nature.
11. RETIREMENT AND REDUNDANCY
Employees of any position in the company who are heading towards retirement
will benefit from learning about health, social life, work opportunities money
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management etc. Internal or external courses are best attended a year or two before
retirement date, in a few companies a member of Personnel will act as a counselor
as required.
TYPES OF TRAINING
Training is required for several purposes. Accordingly training programmes may
be of the following types:
Orientation training: Induction or orientation training seeks to adjust newly
appointed employees to the work environment. Every new employee needs to be
made fully familiar with his job, his superiors and subordinates and with the rules
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and regulations of the organization. Induction training creates self-confidence in
the employees. It is also knows as pre-job training.
It is brief and informative.
Job training: It refers to the training provided with a view to increase the
knowledge and skills of an employee for performance on the job. Employees may
be taught the correct methods of handling equipment and machines used in a job.
Such training helps to reduce accidents, waste and inefficiency in the performance
of the job.
Safety training: Training provided to minimize accidents and damage to
machinery is known as safety training. It involves instruction in the use of safety
devices and in safety consciousness.
Promotional training: It involves training of existing employees to enable
them to perform higher-level jobs. Employees with potential are selected and they
are given training before their promotion, so that they do not find it difficult to
shoulder the higher responsibilities of the new positions to which they are
promoted.
Refresher training: When existing techniques become obsolete due to the
development of better techniques, employees have to be trained in the use of new
methods and techniques. With the passage of time employee may forget some of
the methods of doing work. Refresher training is designed to revive and refresh the
knowledge and to update the skills of the existing employees. Short-term refresher
courses have become popular on account of rapid changes in technology and work
methods. Refresher or re-training programmes are conducted to avoid
obsolescence of knowledge and skills.
METHODS OF TRAINING
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ON-THE-JOB TECHNIQUES
On the job techniques enables managers to practice management skills, make
mistakes and learn from their mistakes under the guidance of an experienced,
competent manager. Some of the methods are as:
· Job Rotation: It is also referred to as cross straining. It involves placing an
employee on different jobs for periods of time ranging from a few hours to several
weeks. At lower job levels, it normally consumes a short period, such as few hours
or one or two days. At higher job levels, it may consume much larger periods
because staff trainees may be learning complex functions and responsibilities. Job
rotation for managers usually involves temporary assignments that may range from
several months to one or more years in various departments, plants and offices. Job
rotation for trainees involves several short-term assignments, that touch a variety
of skills and gives the trainees a greater understanding of how various work areas
function.For middle and upper level management, it serves a slightly different
function. At this stage, it involves lateral promotions, which last for one or more
years. It involves a move to different work environment so that manager may
develop competence in general management decision-making skills.
· Enlarged and enriched job responsibilities:
METHODS OF TRAINING
ON- THE- JOB METHODS
OFF- THE- JOB METHODS
By giving an employee added job duties, and increasing the autonomy and
responsibilities associated with the job, the firm allows an employee to learn a lot
about the job, department and organization.
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· Job instruction training:
It is also known as step-by-step training. Here, the trainer explains the trainee the
way of doing the jobs, job knowledge and skills and allows him to do the job. The
trainer appraises the performance of the trainee, provides feedback information and
corrects the trainee. In simple words, it involves preparation, presentation,
performance, and tryout and follow up.
· Coaching:
The trainee is placed under a particular supervisor who functions as a coach in
training the individual. The supervisor provides the feedback to the trainee on his
performance and offers him some suggestions for improvement. Often the trainee
shares some duties and responsibilities of the coach and relives him of his burden.
A drawback is that the trainee may not have the freedom or opportunity to express
his own ideas.
· Committee assignments:
Here in, a group of trainees are given and asked to solve an actual organizational
problem. The trainees solve the problem jointly. This develops team work and
group cohesiveness feelings amongst the trainees.
OFF-THE-JOB TRAINING
It includes anything performed away from the employee’s job area or immediate
work area.
Two broad categories of it are:
· IN HOUSE PROGRAMMES
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These are conducted within the organizations own training facility; either by
training specialists from HR department or by external consultant or a combination
of both.
· OFF-SITE PROGRAMMES
It is held elsewhere and sponsored by an educational institution, a professional
association, a government agency or an independent training and development
firm. The various off- the- job-training programmes are as follows:
· Vestibule training: Herein, actual work conditions are simulated in a classroom.
Material, files and equipment those are used in actual job performance are also
used in training. This type of training is commonly used for training personnel for
clerical and semiskilled jobs. The duration of this training ranges from few days to
a few weeks. Theory can be related to practice in this method.
· Role-playing: It is defined as a method of human interaction that involves
realistic behaviour in imaginary situations. This method involves action doing and
practice. The participants play the
role of certain characters, such as production manager, HR manager, foreman,
workers etc. This method is mostly used for developing interpersonal interactions
and relations.
· Lecture method: The lecture is a traditional and direct method of instruction.
The instruction organizes the material and gives it to the group of trainees in the
form of a talk. To be effective, the lecture must motivate and create interest among
the trainees. An advantage of this method is that it is direct and can be used for a
large group of trainees.
· Conference or discussion: It is a method in training the clerical, professional
and supervisory personnel. It involves a group of people who pose ideas, examine
and share facts and data, test assumptions and draw conclusions, all of which
contribute to the improvement of job performance. It has an advantage that it
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involves two way communication and hence feedback is provided. The participants
feel free to speak in small groups. Success depends upon the leadership qualities of
the person who leads the group.
· Programmed instruction: This method has become popular in recent years. The
subject matter to be learned is presented in a series of carefully planned sequential
units. These units are arranged from simple to mere complex levels of instructions.
The trainee goes through these units by answering questions or filling the blanks.
This method is expensive and time consuming.
EXECUTIVE DEVELOPMENT PROCESS
Executives are the people who shape the policies, make the decisions and see their
implementation in any business organization. They are the president, the vice-
president, the managing director, works manager, plant superintendent, controller,
treasurer, office managers, engineers, directors of functions such as purchasing,
research, personnel, legal, marketing etc.
Executive development may be stated as the application of planned efforts for
raising the performance standards of high level managers, and for improving the
attitudes and activities that enter into or influence their work and their work
relations.
Following are the steps, which are involved in the development process of
executives:
OBJECTIVES
The first and foremost step is to define the long- term objectives of training and
development of executives.
STRENGTH AND WEAKNESS
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An inventory of managers is taken with special focus on their strength in terms of
managerial skills and other attributes. Their unique capabilities, specialist
knowledge and achievements are listed down against each. A comparison with the
requirement of the organization will bring the gap in knowledge and skills of
existing executive. This is the weakness.
LONG- RANGE PLANS
Here the management prepares long-term training and development plans for their
executives, which include the annual training targets, the annual budgets and the
specific area of training.
SHORT- TERM PROGRAMME
This programme specify the duration, starting time, ending time, number of
executives being trained, identify the resources etc.
IMPLEMENTATION
The training programme envisaged before is put into operation. The actual training
is initiated by proper timetable and other arrangements.
EVALUATION
In this step, the effectiveness of the executive training programme is evaluated by
measuring the improved performance of executives who underwent the
programme, on their job. There are various criteria of measuring effectiveness such
as validity, reliability etc.
EVALUATING THE EFFECTIVENESS OF TRAINING
An Investor in People evaluates the investment in training and development to
assess achievement and improve future effectiveness. Kearns (1994) suggests that
there are four groups of ‘measures’ of training effectiveness, which are used by
organization.
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The groups are as follows:
- No Measurement
- Subjective Measures
- Qualitative Measures
- Objective Measures
The first group, in which no real measurement occurs, includes activities
undertaken as an “Act of Faith”, where no form of measurement is attempted, such
as initiatives to improve communications in organization, which seem to make
people feel good and appear to have worked in some intangible manner.
The second group includes subjective responses from trainees/course delegates, as
exemplified by the “Happy Sheet”. The main question asked is about how
individuals feel after the training. Organizations often make the assumption that
positive responses indicate training success and therefore value to the organization.
However, course delegates may well give strong positive response scores for a
number of reasons, including the presentational skills of the trainer, the quality of
the venue, and the “feel good” factor of indulging in a creative work group, and so
on. Quality measures appear to be more objective than the previous group, but are
often flawed by subjectivity as well. They are typified by questionnaires asking
delegates to “put a value on” the likely benefits of a training programme. Objective
measures are the only really meaningful ones. However, they c L & T lenge the
provider of training to demonstrate how their training activities feed through to the
“bottom line”: in terms of return on investment and return on the capital employed.
There has often been an assumption, in times past,that training somehow “justifies
itself”, because it is all about developing people. However, it is incumbent on
organizations to look critically at the ways in which they evaluate their training
activities, lest they fall prey to the subject approach and are badly caught out when
a rigorous analysis of all the functions of the organization’s business is called for.
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A desirable, if not essential, characteristic of all training programmes is a built-in
provision for evaluation.
The four main dimensions of evaluation are:
EVALUATION OF TRAINING INPUTS
This involves the evaluation of the training curriculum and its sequencing.
EVALUATION OF THE TRAINING PROCESS
The climate of the training organization, the relationship between participants and
trainers, the general attitude, and approaches of the trainers, training methods, etc
are some of the important elements of the training process which also needs to be
evaluated.
EVALUATION OF TRAINING OUTCOMES
Measuring the carry-home value of a training programme in terms of what has
been achieved and how much is the main task of evaluation. This, however, is a
complex technical and professional task. Benefits of a training programme are not
obvious and they are not readily measurable. Payoffs from training are intangible
and rather slow to become apparent. A central problem is the absence of objective
criteria and specific definitions of relevant variables by which to measure the
effectiveness either of specific programmes or changes in employee behaviour.
Nevertheless, the good personnel managers do make an effort to systematically
appraise the benefits and results of their programmes.
In job-related training, the objective is to train people for specific job skills so that
their productivity may increase. Evaluation can be done either to the direct
criterion of increase in output or to the indirect criteria of decrease in cost,
breakage or rejects. Even more indirect are measures that point out changes in
absenteeism or turnover. The most difficult problems of evaluation lie in the area
of human relations skill training, which is given to the supervisors and middle-
level managers. Supervisory and managerial training programmes are, for this
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reason, less amenable to objective review procedures. Much subjectivity enters
into evaluations of these programmes, since exact standards and criteria are hard to
devise.
CHAPTER-5
TRAINING PROGRAMMES IN L & T
L & T follows the philosophy to establish and build a strong performance driven
culture with greater accountability and responsibility at all levels. To that extent
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the Company views capability as a combination of the right people in the right
jobs, supported by the right processes, systems, structure and metrics. The
Company organizes various training and development programmes, both inhouse
and at other places in order to enhance the skills and efficiency of its employees.
These training and development programmes are conducted at various levels for
officers.
TRAINING IN L & T
L & T provides training to all its employees as per the policy of the organization.
PURPOSE OF TRAINING: To ensure availability of trained manpower.
SCOPE: All categories of employees
IDENTIFICATION OF NEEDS
MANAGEMENT STAFF
The Performance Appraisal form of the organization has a section in which the
training and development needs are filled up. The Individual Officer first identifies
the training needs of himself and then it is recommended by the reporting Officer
and then by the Departmental Head.
The Training needs as identified in the PAR are recorded by the HRD Department
and necessary action is taken for imparting the identified training. Training needs
are identified based on:
- Company’s strategy and policy.
- Organizational Thrust Areas.
- New Emerging Areas.
PREPARATION OF TRAINING PLAN :
The training of Executives in L & T is given by :
L & T Management Academy a unique body for imparting training to the
Executives of L & T & Out side agencies.
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IMPARTING OF TRAINING
Actual training is imparted with the help of in-house and outside agencies. The
selection of these agencies is done on the basis of reputation; programmes offered
by them, past experience and feedback received from the earlier participants.
Training is also imparted by nominating the concerned employee for an external
training programme. All records of the training are maintained at branch as per
Record of Training in the Personnel folder and the same is intimated to the
Executive Office Personnel through the Monthly Personnel Report.
FEEDBACK
A feedback is taken from the participants through a questionnaire on the
programme and their impressions in order to further improve upon the same. There
are three such questionnaires available and one of these is used depending upon the
nature of the training programme and the level of participants. Also, a person from
the personnel department sits through the final session of the programme and takes
the verbal feedback about the programme.
INDUCTION TRAINING
This is carried out as the very first step for any new entrant into Company. The
department prepares a schedule for the employee as per which he is required to
spend specific time in each department. During such period, he is reporting to the
respective department head. The objective of the induction programme is to
familiarize the participant to the function of different department. The copies of the
same are sent to the General Manager and all concerned. At the end of the
induction, the trainee has to submit a report to the Personnel Department.
MANAGEMENT TRAINEE’S TRAINING
Management trainees are given a fortnight of induction programme. Corporate HR
advises it as per Management Trainee Training programme designed by them.
Thereafter, a detailed training programme is carried out whereby the incumbent is
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to understand in depth of working of each department at various locations as per
the programme given by the Corporate HR. Corporate HR
maintains all relevant records pertaining to Management Trainee’s training at
Bangalore.
A person gets nominated for the training programme in the following two ways:
a) Training programme flowing from the training needs.
b) Training programme for testing out the training/ increased awareness/ general
information/ omnibus training types etc.
TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS:
The programmes are divided into three broad categories:
- Functional
- Behavioral
- General/ Omnibus programmes
1. Functional: The outcome of the training is measured by comparing the data pre-
training and post-training. A scale is developed for measuring the effectiveness of
training based on the % achievement of the objectives.
2. Behavioral: The effectiveness of the training of this nature is measured
annually. This is seen through the training need identification for the coming year
for the employee. If the training need is repeated there, then the training provided
is taken as ineffective. If the training need is repeated but with focus on a part of
the need, then the training is partially effective. If not
repeated, then the training is effective.
3. General: These are the training needs flowing directly from the organizational
needs. Examples of these can be ISO 9000 training, ISO 14000 training and any
awareness training. These are omnibus training programmes, which are run for a
large number of employees.
The effectiveness of the training is measured by:
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- Achievement of those organizational objectives within the time lines.
- Number of audit issues raised on the areas covered in the training.
- Any other such thing as defined in the training brochure.
The effectiveness of the outside training programme is measured on the same line
as above. However, no detailed brochure is prepared for the same. The
measurement criterion for the programme is defined in the beginning of the
programme and effectiveness measured against the same. A consolidated
effectiveness report of the training programme is prepared at the end of the year.
The programmes that are found to be ineffective are reworked.
Training programme for testing out the training
Also there are training programmes, which are not flowing directly from the
training needs measurement of effectiveness of the training is not needed to be
measured.
CHAPTER-6
RESEARCH OBJECTIVES
OBJECTIVES OF THE STUDY
The first & foremost step in any research work is to identify the problems or
objectives on which the researcher has to work on.
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MAJOR OBJECTIVE
To analyze the existing training practices, its effectiveness and recommend
measures to improve the training practices in L & T .
MINOR OBJECTIVES
To study the frequency of training, training methods and their effects on the
trainees and recommend certain measures for improvement.
To understand the present practices enforced in respect of training at the
personnel department and recommend any changes if necessary.
To take feedback and analyze the level of satisfaction amongst the employees in
respect of training activities and suggest alternatives.
RESEARCH METHODOLOGY
Every project work is based on certain methodology, which is a way to
systematically solve the problem or attain its objectives. It is a very important
guideline and lead to completion of any project work through observation, data
collection and data analysis .
According to Clifford Woody, “Research Methodology comprises of defining &
redefining problems, collecting, organizing &evaluating data, making deductions
&researching to conclusions.”
Accordingly, the methodology used in the project is as follows: -
Defining the objectives of the study
Framing of questionnaire keeping objectives in mind (considering the
objectives)
Feedback from the employees
Analysis of feedback
Conclusion, findings and suggestions.
SELECTION OF SAMPLE SIZE
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In order to take a reasonable sample size and not to disturb the functioning of the
organization, a sample size of reasonable strength of the Company has been taken
in order to arrive at the present practices of training in the Company.
Accordingly, 50 officers have been selected at random from all the departments of
the organization and feedback forms (questionnaire) have been obtained. The data
has been analyzed in order to arrive at present training practices in the
organization.
SAMPLING TECHNIQUE USED
The technique of Random Sampling has been used in the analysis of the
data/Random sampling from a finite population refers to that method of sample
selection, which gives each possible sample combination an equal probability of
being picked up and each item in the entire population to have an equal chance of
being included in the sample. This sampling is without replacement, i.e. once an
item is selected for the sample, it cannot appear in the sample again.
DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was
collected namely primary & secondary data as explained below:
PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus
happen to be original in character. However, there are many methods of collecting
the primary data; all have not been used for the purpose of this project. The ones
that have been used are:
Questionnaire
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Informal Interviews
Observation
SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the
respective project. The secondary data was collected through:
Text Books
Articles
Journals
Websites
STATISTICAL TOOLS USED
The main statistical tools used for the collection and analyses of data in this project
are:
Pie Charts
Tables
LIMITATIONS OF THE STUDY
The following are the limitations of the study:
The sample size was small and hence the results can have a degree of variation.
The response of the employees in giving information was lukewarm.
SCOPE OF THE STUDY
Training Effectiveness is the process wherein the management finds out how
effective it has been at training and developing the employees in an organization.
This study gives some suggestions for making the present training and
development system more effective.
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It gives organization the direction, how to deal differently with different
employees.
It identifies the training & development needs present among the employees.
DATA ANALYSIS
1) How many training programmes have you attended in last 5 years?
No. of Programmes No. of Respondents % of Responses
0-5 20 40%
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6-10 12 24%
10-15 10 20%
More than 15 8 16%
Total 50 100%
40%
24%
20%
16%
Chart Title
0-56-1010-15More than 15
INTERPRETATION
45% of the officers have attended 6-15 training programmes in the last 5 years,
which is an indication of an effective training policy of the organization. However,
40% of the officers have attended only 0-5 training programmes, which needs to be
evenly monitored by the organization.
2) The programme objectives were known to you before attending it.
Options No. of Respondents % of Responses
Strongly agree 12 24%
Moderately agree 20 40%
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Can’t Say 6 12%
Moderately Disagree 2 4%
Strongly Disagree 10 20%
Total 50 100%
24%
40%
12%
4%
20%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small
population disagrees as 20% strongly disagree to this notion. Training objectives
should therefore be made known compulsorily before imparting training in the
organization.
3) The training programme was relevant to your developmental needs.
Options No. of Respondents % of Responses
Strongly agree 15 30%
Moderately agree 20 40%
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Can’t Say 7 14%
Moderately Disagree 5 10%
Strongly Disagree 3 6%
Total 50 100%
30%
40%
14%
10%6%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
70% of the respondents feel that the training programmes were in accordance to
their developmental needs. 15% respondents could not comment on the question
and 15% think that the programmes are irrelevant to their developmental needs and
the organization must ensure programmes that satisfy the developmental needs of
the officers.
4- The period of training session was sufficient for the learning.
Options No. of Respondents % of Responses
Strongly agree 15 30%
Moderately agree 10 20%
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Can’t Say 10 20%
Moderately Disagree 9 18%
Strongly Disagree 6 12%
Total 50 100%
30%
20%20%
18%
12%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
52% respondents feel that the time limit of the training programme was adequate
but 25% feel that it was insufficient. Also, 21% could not comment on the
question. All the respondents though felt that increase in time limit of the
programmes would certainly be beneficial and the organization should plan for this
to be implemented in the near future.
5) The training methods used during the training were effective for
understanding the subject.
Options No. of Respondents % of Responses
Strongly agree 10 20%
Moderately agree 20 40%
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Can’t Say 8 16%
Moderately Disagree 7 14%
Strongly Disagree 5 10%
Total 50 100%
20%
40%
16%
14% 10%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
40% of the respondents believe that the training methods used during the
programmes were helpful in understanding the subject, yet 25% disagree to this
notion. The organization should use better, hi-tech methods to enhance the
effectiveness of the methods being used during the training programmes.
6) The training sessions were exciting and a good learning experience.
Options No. of Respondents % of Responses
Strongly agree 12 24%
Moderately agree 20 40%
Can’t Say 5 10%
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Moderately Disagree 8 16%
Strongly Disagree 5 10%
Total 50 100%
24%
40%
10%
16%10%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
65% respondents believe that the training sessions were exciting and a good
learning experience. 10% respondents could not comment on this while 25% differ
in opinion. They feel that the training sessions could have been more exciting if the
sessions had been more interactive and in line with the current practices in the
market.
7) The training aids used were helpful in improving the overall effectiveness of
the programme.
Options No. of Respondents % of Responses
Strongly agree 10 20%
Moderately agree 12 24%
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Can’t Say 18 36%
Moderately Disagree 7 14%
Strongly Disagree 3 6%
Total 50 100%
20%
24%
36%
14%6%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
40% of the respondents believe that the training aids used were helpful in
improving the overall effectiveness, yet 20% disagree to this notion. 35%
respondents did not comment on the issue. Yet the total mindset of the respondents
was that the organization should use better scientific aids to enhance the
presentation and acceptance value of the training programme.
8) The training was effective in improving on- the- job efficiency.
Options No. of Respondents % of Responses
Strongly agree 8 16%
Moderately agree 15 30%
Can’t Say 10 20%
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Moderately Disagree 10 20%
Strongly Disagree 7 14%
Total 50 100%
16%
30%
20%
20%
14%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
45% respondents believe that the training programmes increase their job efficiency
but 35% disagree to this. The view of the respondents were towards having more
technological and current topics for the training programmes which could help
them satisfy their creative urge and simultaneously increase their on-the-job
efficiency.
9) In your opinion, the numbers of training programmes organized during the
year were sufficient for officers of L & T .
Options No. of Respondents % of Responses
Strongly agree 5 10%
Moderately agree 7 14%
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Can’t Say 13 26%
Moderately Disagree 5 10%
Strongly Disagree 20 40%
Total 50 100%
10% 14%
26%10%
40%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
25% respondents have the opinion that the frequency of the training programmes is
sufficient but 50% of the respondents differ to this. They believe that the number
of training programmes organized in a year should be increased and some in house
training programmes should also be organized by the organization regularly.
10) Please suggest any changes you would like to have in the existing training
programmes.
The major suggestions for changes in the existing training programmes are as
follows:-
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The frequency of the training programmes organized in a year should be
increased.
The duration of the training sessions should be amplified.
New programmes for personal as well as professional development of the
officers should be developed.
Officers should be referred for the training programmes as per their
developmental needs.
The training programmes should be organized outside the office in order to
avoid disturbance in the work.
Some training sessions should also be organized in house for the officers who
find it difficult to attend them if held outside the office premises.
Better presentation technologies should be used in order to increase the
effectiveness of the programmes.
The course curriculum for the training programmes should be current in terms of
the new developments in the world.
10) How many training programmes have you attended during the last year?
No. of Programmes No. of Respondents % of Responses
Upto 2 31 62%
3-5 12 24%
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6-8 6 12%
More than 8 1 2%
Total 50 100%
62%
24%
12%2%
Chart Title
Upto 2 3-56-8More than 8
INTERPRETATION
35% of the workers have attended 3-8 training programmes in the last year, which
is the clue of a useful training policy of the organization. However, 62% of the
workers have attended only 0-2 training programmes, which should be effectively
seen by the organization. Also, every worker should be given chances to attend as
many training programmes as possible.
11) The training given is useful to you.
Options No. of Respondents % of Responses
Strongly agree 24 48%
Moderately agree 12 24%
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Can’t Say 6 12%
Moderately Disagree 6 12%
Strongly Disagree 2 4%
Total 50 100%
48%
24%
12%
12%4%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the
programmes were irrelevant to their objective of being useful. The organization
must ensure programmes that are useful and prove to cater to the developmental
needs of the workers.
12) The time limit of the training programme was sufficient.
Options No. of Respondents % of Responses
Strongly agree 9 18%
Moderately agree 18 36%
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Can’t Say 6 12%
Moderately Disagree 7 14%
Strongly Disagree 10 20%
Total 50 100%
18%
36%12%
14%
20%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
42% respondents feel that the time limit of the training programme was adequate
but 35% feel that it was insufficient. Also, 13% could not comment on the
question. All the respondents though felt that increase in time limit of the
programmes would certainly be advantageous and the organization should take
some steps in this direction.
13) The time limit of the training programme, if increased would make it
more effective.
Options No. of Respondents % of Responses
Strongly agree 23 46%
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Moderately agree 10 20%
Can’t Say 5 10%
Moderately Disagree 10 20%
Strongly Disagree 2 4%
Total 50 100%
46%
20%
10%
20%4%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
65% respondents feel that the increase in the duration of the training programmes
would be beneficial but 25% differ to this opinion. Going by the majority, the
organization should make required changes to increase the duration of the
programmes and also take the opinion of the workers to have an effective training
session.
14) The training was effective in improving your on-the-job efficiency.
Options No. of Respondents % of Responses
Strongly agree 19 38%
Moderately agree 13 26%
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Can’t Say 6 12%
Moderately Disagree 7 14%
Strongly Disagree 5 10%
Total 50 100%
38%
26%
12%
14% 10%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
62% respondents believe that the training programmes increase their job efficiency
but 25% disagree to this. The respondents were of the opinion that having current
topics for the training programmes and also some sessions by an external faculty
would help them increase their on the job efficiency.
15) The training aids used were effective in improving the overall effectiveness
of the programme.
Options No. of Respondents % of Responses
Strongly agree 13 26%
Moderately agree 5 10%
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Can’t Say 15 30%
Moderately Disagree 10 20%
Strongly Disagree 7 14%
Total 50 100%
26%
10%
30%
20%
14%
Chart Title
Strongly agree Moderately agreeCan’t Say Moderately Disagree Strongly Disagree
INTERPRETATION
35% respondents believe that the training aids were effective in improving the
overall efficiency of the programme. Contrary to this, 35% disagree and 30% could
not comment on the issue. The organization should ensure positive awareness
about the training aids used. Also, the use of better presentation aids should be
facilitated.
CHAPTER-7
QUESTIONNAIRE
QUESTIONNAIRRE ON EXECUTIVE TRAINING AND DEVELOPMENT IN L & T 1) How many training programmes have you attended in last 5 years?
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0-5
6-10
10-15
More than 15
2) The programme objectives were known to you before attending it.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
3) The training programme was relevant to your developmental needs.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
4) The period of training session was sufficient for the learning.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
5) The training methods used during the training were effective for understanding
the subject.
Strongly agree
Moderately agree
Can’t Say
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Moderately Disagree
Strongly Disagree
6) The training sessions were exciting and a good learning experience.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
7) The training aids used were helpful in improving the overall effectiveness of the
programme.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
8) The training was effective in improving on- the- job efficiency.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
9) In your opinion, the numbers of training programmes organized during the year
were sufficient for officers of L & T .
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
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Strongly Disagree
10) How many training programmes have you attended during the last year?
Upto 2
3-5
6-8
More than 8
11) The training given is useful to you.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
12) The time limit of the training programme was sufficient
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
13) The time limit of the training programme, if increased would make it more
effective.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
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14) The training was effective in improving your on-the-job efficiency.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
15) The training aids used were effective in improving the overall effectiveness of
the programme.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
16) The number of training programmes organized for workers in a year are
sufficient.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
17) The participation of workers in training programme would help increase its
effectiveness.
Strongly agree
Moderately agree
Can’t Say
Moderately Disagree
Strongly Disagree
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CHAPTER-8
CONCLUSIONS & IMPLICATIONS
The major findings of the project are enumerated as follows:
Training is considered as a positive step towards augmentation of the knowledge
base by the respondents.
The objectives of the training programmes were broadly known to the
respondents prior to attending them.
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The training programmes were adequately designed to cater to the
developmental needs of the respondents.
Some of the respondents suggested that the time period of the training
programmes were less and thus need to be increased.
Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.
Some respondents believe that the training sessions could be made more
exciting if the sessions had been more interactive and in line with the current
practices in the market.
The training aids used were helpful in improving the overall effectiveness of the
training programmes.
The training programmes were able to improve on-the-job efficiency.
Some respondents also recommended that the number of training programmes
be increased.
CHAPTER-9
RECOMMENDATIONS
Based on the data collected through the questionnaire and interactions with the
Officers of L & T the following recommendations are made for consideration:
The organization may utilize both subjective and objective approach for the
training programmes.
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The organization may consider deputing each employee to attend at least one
training programmes each year.
The In-house training programmes will be beneficial to the organization as well
as employees since it will help employees to attend their official work while
undergoing the training.
The organization can also arrange part time training programmes in the office
premises for short durations, spanning over a few days, in order to avoid any
interruption in the routine work.
The organization can arrange the training programmes department wise in order
to give focused attention towards the departmental
CHAPTER-10
BIBLIOGRAPHY
Effective Planning in Training and Development Leslie Rae
World Class Training Kaye Thorne
Training in Practice Blackwell
Human Resource Management C.B.Gupta
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Human Resource Management T.N.Chabra
Human Capital Journal
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