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 todays 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.

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.

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.

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.

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 Indias largest construction organization with over 60 years of experience and expertise in the field. ECC figures among the Worlds 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 countrys 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. ECCs 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.

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 o o o

Buildings & Factories Operating Company (B&F OC) Infrastructure (Infra OC) Metallurgical, Material Handling & Water (MMH &W OC) Electrical & Gulf Projects (E&GP OC)

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. ECCs track record covers every facet industrial sector and infrastructure development projects

SERVICE SPECTRUM
ECCs 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; highpressure 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
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

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)
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K.V. Rangaswami Whole-Time Director & President (Construction)

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 ECCs 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 ECCs 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 Chapter of American Concrete Institute during the year 1988

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o o

For the construction of Bahai House of Worship at New Delhi For Boiler support structures in concrete at Vijayawada Thermal Power Station

For Urea storage silo at Indo Gulf Fertilizers and Chemicals Limited., Jagdishpur (UP)

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 structures viz.
o

Community flats at Puttaparthi in Andhra Pradesh using L&T

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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&Ts 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

The second best award in the category of maximum turnover in overseas construction projects for the year 1992-93, from Overseas Construction

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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 construction contracts from OCCI

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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 ECCs 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

o

Maximum foreign exchange earned and repatriated to India from overseas construction projects.
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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 ECCs 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 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
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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 o

Maximum value of contracts secured Second best in the category of maximum turnover from Overseas Construction Contracts

Maximum foreign exchange earned and repatriated from overseas construction contracts

Maximum foreign business attempted

Certificate of Recognition for safety by American Society for Concrete Contractors in the year 2001

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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.

First prize for Yamuna Bridge in New Delhi under the category of innovative construction engineering 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

Fatalities in Ahmedabad Region during the year 2000.

ECCs coal handling project at Paradip, Orissa has won the prestigious
o

RoSPA Gold Award for Occupational Health and Safety from The Royal Society for the Prevention of Accidents (RoSPA), UK

ECCs 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

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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 o

Maximum turnover from overseas construction contracts 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 ECCs excellence in occupational health and safety performance achieved at its sites in TISCO Jamshedpur during a continuous period of 4 years from January 2000 to December 2003.

Businessworlds 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

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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 award is in recognition of L&Ts 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,

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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 o

External Magazine - ECC Concord 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 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
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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.

Businessworlds 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 o o o

External Magazine ECC Concord Photography Project Seabird at Karwar, Karnataka (first prize) Folder Brochure L&T Concrete 6 page folder (first prize) Wall Calender

The Project Exports Promotion Council of India award for outstanding performance during 2003-04 in the following categories presented on December 16, 2004 to ECC.
o o o o

Maximum overseas construction contracts secured. Maximum turnover in overseas construction contracts Foreign works secured in new areas Second best performance in the category of maximum foreign

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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&Ts 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 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

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TLT Pondys 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 CIISouthern Region Chairperson Ms. Shobana Kamineni

RoSPA Silver Award ECCs 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 Mr. Chagan Bhujbal, Minister for PWD, Maharashtra.

L&T - Indias 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

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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&Ts 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 o o

Prestige Publications 60 Landmark Years Wallpaper Build - India Scholarship Photography Nellore - Sriperumbudur Transmission Line

Learning Culture Award L&T was awarded The Economic Times-Indira Group of Institutes award 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

Greentechs Gold Award for Environment Excellence 2005

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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

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, 2005

IMC Ramakrishna Bajaj National Quality Award 2005 The award instituted by the Indian Merchants 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

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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 awardwinning 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 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

27

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

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,

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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:
o o

Maximum foreign business attempted Maximum foreign exchange earned and repatriated to India from Overseas Consultancy & Engineering Services

o o

Maximum turnover in overseas construction and engineering projects 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.
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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 o o o

Wall Calendar Panchangam Calendar External Magazine - ECC Concord Photography SALPG Vizag 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 ECCs Engineering Design & Research Centre (EDRC), Chennai. Mr. Rajan Venkateswaran, JGM-EDRC Arch, received the award from Mr. Kevin Hydes, Chairman, WGBC & Immediate Past Chairman 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.

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Rospa Awards L&T (Oman) LLC has won the RoSPA Gold award for the year 2007 for F16 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. ECCs 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 Bronze Safety Award Vedanta Refinery, Lanjigarh and IITM Hostel, Chennai Prashansa Patra - Kaiga 3&4 CWPH and IDCT and Asahi Glass PlantRoorkee

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. ECCs 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.

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The site achieved 9 million safe manhours since inception.

Safety Award for ECCs Hq Campus ECCs 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 ECCs Bulk Material Handling Business Unit for Lafarge Cement Plant Bangladesh has been conferred the Bhagwati Award 2007 for outstanding design of 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-ECCs 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
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International (EMPI) and The Indian Express awarded ECC Division the EMPI-Indian Express Indian Innovation Silver Trophy. The award commends ECCs 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

Indias Best Managed Company - 2008 A survey conducted by the countrys 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
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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&Ts Bait Al Barakah Villa No. 1 Project in Muscat from the Royal Society for the Prevention of Accidents, Birmingham, UK during 2008 RoSPA Silver Award for L&Ts 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

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Two ECC Quarries at Boothanahalli and Karadihalli attached to KrishnagiriThopur 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, Dy. Chairman, Planning Commission, Govt. Of India at New Delhi on December 10, 2008

Construction World Awards 2008 One of Indias largest circulated construction business magazines, Construction World, honoured ECC, L&Ts Construction Division, with two prestigious awards for excellence in construction Largest and Most Profitable Construction Company in India First Rank ; One of Indias 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.

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ABCI Awards ECCs 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 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&Ts 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 Honble President of Mauritius the Right Hon. Sir Anerood Jugnauth on August 25, 2008

ACCE Sarvamangala Award 2008

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The Association of Consulting Civil Engineers (India), Bangalore conferred the ACCE Sarvamangala Award 2008 for ECCs Underground LPG Storage Project at SALPG Vizag. The award was received by Mr. K. Nagaraj, ECCs Hydel & Nuclear BU on August 29, 2008 at a function held in Dharwad.

Forbes Asias Fabulous 50 L&T has made it to the coveted Forbes Asias 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 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&Ts 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

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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 FICCIs 81st Annual General Meeting in New Delhi on February 12, 2009-06-04 Infrastructure Company of the Year Award E18 a division of Network 18 in association with Essar Steel and CNBCTV18 organised the Infrastructure Excellence Awards in New Delhi. L&T was honoured with two prestigious awards for Excellence in Construction
o o

Infrastructure Company of the Year - Special Award Category 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

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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 Indias 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 Occupational Health and Safety, L&T has won six RoSPA Awards from the Royal Society for the Prevention of Accidents (RoSPA), UK.

ECCs 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) LLCs SBG Palm Garden Township and Oxy Mukhaizna Water Treatment Plant Project have won the Silver Award

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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 (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
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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

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.

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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

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

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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 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.

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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 Its not what you want in life, but its knowing how to reach it Its not where you want to go, but its knowing how to get there Its not how high you want to rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision Its not the goal you set, but its 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
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 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. 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.
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 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. 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 departments contribution at a level suitable to the organizations 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
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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 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 trainees 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 hell 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
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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 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.

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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 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 organizations requirement. A
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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 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.
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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. 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.

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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. 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

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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 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.

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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

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 trainees performance. When the trainees practice actually, they gain confidence and are less likely to make errors or to forget what they have learned.

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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 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

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Employees on a personal basis gain individually from their exposure to educational expressions. Training programmes give them wider awareness and skills

NEED FOR TRAINING

t to the new entrants the basic knowledge and skills they need for definite tasks.

exposing them to new concepts. upy more responsible positions.

o 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
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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 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.

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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 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.
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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 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
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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 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.

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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 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
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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
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.

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 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. 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.

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OFF-THE-JOB TRAINING It includes anything performed away from the employees job area or immediate work area. Two broad categories of it are: IN HOUSE PROGRAMMES 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

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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 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 vicepresident, 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:

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OBJECTIVES The first and foremost step is to define the long- term objectives of training and development of executives.

STRENGTH AND WEAKNESS 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.

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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. 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.
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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 organizations business is called for. 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
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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 middlelevel managers. Supervisory and managerial training programmes are, for this reason, less amenable to objective review procedures. Much subjectivity enters into evaluations of these programmes, since exact standards and criteria are hard to devise.

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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 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: - Companys strategy and policy. - Organizational Thrust Areas.
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- 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. 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

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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 TRAINEES 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 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 Trainees 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 pretraining 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
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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: - 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.

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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. MAJOR OBJECTIVE

measures to improve the training practices in L & T . MINOR OBJECTIVES

trainees and recommend certain measures for improvement.

personnel department and recommend any changes if necessary.

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: -

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objectives)

usion, findings and suggestions. SELECTION OF SAMPLE SIZE 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:

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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:

SECONDARY DATA Secondary data is collected from previous researches and literature to fill in the respective project. The secondary data was collected through:

STATISTICAL TOOLS USED The main statistical tools used for the collection and analyses of data in this project are:

LIMITATIONS OF THE STUDY The following are the limitations of the study:

e of the employees in giving information was lukewarm.

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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. some suggestions for making the present training and development system more effective.

employees.

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DATA ANALYSIS
1) How many training programmes have you attended in last 5 years? No. of Programmes No. of Respondents 0-5 6-10 10-15 More than 15 Total 20 12 10 8 50 % of Responses 40% 24% 20% 16% 100%

Chart Title
16% 40% 20% 0-5 6-10 10-15 24% More 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.

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2) The programme objectives were known to you before attending it. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 12 20 6 2 10 50 % of Responses 24% 40% 12% 4% 20% 100%

Chart Title

20% 4% 12%

24%

Strongly agree Moderately agree Cant Say

40%

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.

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3) The training programme was relevant to your developmental needs. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total 50 No. of Respondents 15 20 7 5 3 % of Responses 30% 40% 14% 10% 6% 100%

Chart Title

10% 14%

6%

30%

Strongly agree Moderately agree Cant Say

40%

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.

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4- The period of training session was sufficient for the learning. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 15 10 10 9 6 50 % of Responses 30% 20% 20% 18% 12% 100%

Chart Title

12% 18%

30%

Strongly agree Moderately agree Cant Say

20%

20%

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.

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5) The training methods used during the training were effective for understanding the subject. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 10 20 8 7 5 50 % of Responses 20% 40% 16% 14% 10% 100%

Chart Title

10% 14% 16%

20%

Strongly agree Moderately agree Cant Say

40%

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.

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6) The training sessions were exciting and a good learning experience. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 12 20 5 8 5 50 % of Responses 24% 40% 10% 16% 10% 100%

Chart Title

10% 16% 10%

24%

Strongly agree Moderately agree Cant Say

40%

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.

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7) The training aids used were helpful in improving the overall effectiveness of the programme. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 10 12 18 7 3 50 % of Responses 20% 24% 36% 14% 6% 100%

Chart Title

14%

6%

20%

Strongly agree Moderately agree 24%

36%

Cant 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.
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8) The training was effective in improving on- the- job efficiency. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 8 15 10 10 7 50 % of Responses 16% 30% 20% 20% 14% 100%

Chart Title

14% 20%

16%

Strongly agree Moderately agree 30% Cant Say Moderately Disagree Strongly Disagree

20%

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.

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9) In your opinion, the numbers of training programmes organized during the year were sufficient for officers of L & T . Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 5 7 13 5 20 50 % of Responses 10% 14% 26% 10% 40% 100%

Chart Title

10% 40% 14%

Strongly agree Moderately agree

10%

26%

Cant 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.

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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:-

increased. sessions should be amplified.

officers should be developed.

developmental needs. d be organized outside the office in order to avoid disturbance in the work. who find it difficult to attend them if held outside the office premises. ogies should be used in order to increase the effectiveness of the programmes. terms of the new developments in the world.

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10) How many training programmes have you attended during the last year? No. of Programmes Upto 2 3-5 6-8 More than 8 Total No. of Respondents 31 12 6 1 50 % of Responses 62% 24% 12% 2% 100%

Chart Title
2% 12% 24% 62% Upto 2 3-5 6-8 More 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.

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11) The training given is useful to you. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 24 12 6 6 2 50 % of Responses 48% 24% 12% 12% 4% 100%

Chart Title
4% 12% 12% 48% Strongly agree Moderately agree Cant Say 24% 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.

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12) The time limit of the training programme was sufficient. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 9 18 6 7 10 50 % of Responses 18% 36% 12% 14% 20% 100%

Chart Title

20% 14% 12%

18%

Strongly agree Moderately agree 36% Cant 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.

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13) The time limit of the training programme, if increased would make it more effective. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 23 10 5 10 2 50 % of Responses 46% 20% 10% 20% 4% 100%

Chart Title
4% 20% 10% 20% 46% Strongly agree Moderately agree Cant 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.
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14) The training was effective in improving your on-the-job efficiency. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 19 13 6 7 5 50 % of Responses 38% 26% 12% 14% 10% 100%

Chart Title

10% 14% 12% 26% 38%

Strongly agree Moderately agree Cant 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.

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15) The training aids used were effective in improving the overall effectiveness of the programme. Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 13 5 15 10 7 50 % of Responses 26% 10% 30% 20% 14% 100%

Chart Title

14% 20%

26% 10%

Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

30%

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.
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CHAPTER-7 QUESTIONNAIRE
QUESTIONNAIRRE ON DEVELOPMENT IN L & T
0-5 6-10 10-15 More than 15 2) The programme objectives were known to you before attending it.

EXECUTIVE

TRAINING

AND

1) How many training programmes have you attended in last 5 years?

3) The training programme was relevant to your developmental needs. gree

4) The period of training session was sufficient for the learning.

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5) The training methods used during the training were effective for understanding the subject.

6) The training sessions were exciting and a good learning experience.

7) The training aids used were helpful in improving the overall effectiveness of the programme.

ree 8) The training was effective in improving on- the- job efficiency.

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9) In your opinion, the numbers of training programmes organized during the year were sufficient for officers of L & T .

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.

12) The time limit of the training programme was sufficient

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13) The time limit of the training programme, if increased would make it more effective.

14) The training was effective in improving your on-the-job efficiency.

15) The training aids used were effective in improving the overall effectiveness of the programme.

16) The number of training programmes organized for workers in a year are sufficient.

ately Disagree

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17) The participation of workers in training programme would help increase its effectiveness.

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CHAPTER-8 CONCLUSIONS & IMPLICATIONS

The major findings of the project are enumerated as follows:

base by the respondents. n to the respondents prior to attending them.

developmental needs of the respondents.

programmes were less and thus need to be increased.

enhance the effectiveness of the training programmes.

exciting if the sessions had been more interactive and in line with the current practices in the market.

training programmes. -the-job efficiency. Some respondents also recommended that the number of training programmes be increased.

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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:

training programmes.

training programmes each year. -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. ammes in the office premises for short durations, spanning over a few days, in order to avoid any interruption in the routine work.

to give focused attention towards the departmental

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CHAPTER-10

BIBLIOGRAPHY
Blackwell Leslie Rae

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