COMPANY PROFILE

The evolution of L&T into the country's largest engineering and construction organization is among the most remarkable success stories in Indian industry.

L&T was founded in Bombay (Mumbai) in 1938 by two Danish engineers, Henning Hock-Larsen and Soren Kristian Toubro. Both of them were strongly committed to developing India's engineering capabilities to meet the demands of industry.

Henning Hock-Larsen

(4.7.1907 - 27.7.2003)

Siren KristianToubro

(27.2.1906-4.3.1982)

Beginning with the import of machinery from Europe, L&T rapidly took on engineering and construction assignments of increasing sophistication. Today, the company sets global engineering benchmarks in terms of scale and complexity. L&T has an international presence, with a global spread of offices. A thrust on international business has seen overseas earnings grow significantly. It continues to grow its overseas manufacturing footprint, with facilities in China and the Gulf region.

The company's businesses are supported by a wide marketing and distribution network, and have established a reputation for strong customer support. L&T believes that progress must be achieved in harmony with the environment. A commitment to community welfare and environmental protection are an integral part of the corporate vision.

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L&T CASE EQUIPMENT PRIVATE LIMITED

Larsen & Toubro started the Pithampur unit in 1988, manufacturing Loader Backhoes in technical collaboration with Case Corporation, USA. In 1999, the unit was converted to a joint venture with CNH global N.V, USA (a merged company of case corporation and New Holland). L&T-CASE manufactured Backhoes Vibratory Compactors and distributes Case skid steer loaders.

It is ISO 9001 certified for design, manufacturing and supply of construction of road building equipments such as Loader Backhoe and Vibratory Compactors. The estate is spread over 40 acres with over 12000 sqm of built up space equipped with estate of the art facilities like welding robot, gas cutting machines, CNC boring machines, powder coating painting facility.

The company is the market leader in vibratory compactors and commands more than 50 percent of the market. In loader backhoes the company is having 12 percent of the market share and caters to all the user viz. hirers, contractor, corporate, institution and others.

The company exports its product to SAARC countries.

The company offers three models of loader backhoes and three models of vibratory compactors. The technical details of the six model are given in the annexure .These product’s caters to the construction requirement of the ports , airports , SEZ’s , bridges , building , irrigation , and public works , mining roads , dam’s, cable trenching , and various other infrastructure projects.

The company caters to its requirements through its wide dealer network spread across 52 locations in the country. The dealers are well connected through SAP with the company’s spare part central warehouse at Indore. The company also offers excellent after sales services through its dealers & company offices.

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Vision

“We manufacture technologically advanced construction equipment and make our customers proud and prosperous. We have respectable leadership position with an appetite for profitable growth and respond with agility and are driven by systems and innovative processes. We create a caring environment and nurture aspirations for development and growth are our employees and associates.”

Mission

“We manufacture construction equipments that are (work horses). They keep our customers smiling and make us proud.

(12000 BY 2012)

We deliver on time through robust and ethical business process.

Our bottom line results are success story.”

Quality Policy

We shall provide world class products and services, which create values for our customers and stake holder, through deployment of efficient quality systems.

We shall continuously improve all our processes through involvement of customers, dealers, venders and employees.

We shall develop, motivate and empower our people to achieve our objectives.

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PRODUCTS MANUFACTUERD

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VIBRATORY COMPACTOR

MODEL No.-1107

VIBRATORY COMPACTOR

MODEL No.-752

OBJECTIVES

1. To study the training and development program followed in L&T Case Equipment Pvt. Ltd.

2. To evaluate and analyze the employee training and development in LTCEPL.

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LOADER BACKHOE

MODEL No.-770

LITERATURE SURVEY

HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare etc. Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM.The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development.

RECENT TRENDS IN HRM:-

The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on people centric organizations. Organizations now need to prepare themselves in order to address people centered issues with commitment from the top management, with renewed thrust on HR issues, more particularly on training.

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developing leadership capability in managers and supervisors talent retention (from shortages in skilled labor) success planning (with baby boomers retiring) more strategic approach to HR (knowledge economy elevates importance of human

capital) greater take-up of more sophisticated e-learning strategies for increasing employee engagement

TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

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 department’s contribution at a level suitable to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

METHODS OF TRAINING

There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on

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trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning. The various methods that come under Cognitive approach are:

Lectures Demonstrations Discussions

Behavioral methods are more of giving practical training to the trainees. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development.

Both the methods can be used effectively to change attitudes, but through different means.Another method is MANAGEMENT DEVELOPMENT METHOD –Management development method is further divided into two parts:

ON THE JOB TRAINING – 

The development of a manager's abilities can take place on the job. The four techniques for on the job development are:

Coaching Mentoring Job rotation

OFF THE JOB TRAINING – 

There are many management development techniques that an employee can take in off the job. The few popular methods are:

Sensitivity training Transactional analysis Straight lectures/ lectures

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CONTRACTUAL WORKER

Simulation exercises

Training Design:-

1. Determining training need.2. Determining training policies.3. Setting goals and objectives of training.4. Deciding about training duration.5. Preparing training budgets.6. Deciding about training venue.7. Deciding about methods and techniques to be deployed.8. Evaluation of training.

ORGANIZATIONAL CHART

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LTCEPL

EMPLOYEES

WORKERSTAFF

Sr. Mgmt

Middle Mgmt Craftsmen

TRAINEES

Apprentice

DEALERCUSTOMER

Sales ENGG/ MANAGER

SERVICE ENGG/ MANAGER

Technicians

Operators

ITI

TYPES OF TRAINING IN LTCEPL

Technical / Functional Training Programmes

S.NO. Group Function Training Programme

1 T E C H N I C A L E X C E L L E N C E

Production Assembly TechWelding TechnologyWelding & InspectionImproving Value Stream By MappingBasic Hydraulics & Trouble ShootingIndustrial pneumaticSingle Minute Exchange of Dies (SMED)Scenario Planning & Strategy Building for competitive EdgeSAP Awareness - Production Manual

2 Quality Root Cause Analysis & Problem SolvingSAP Awareness - Quality ModuleCost of QualityBasics of Measurement System Evaluation and Process AnalysisIntegration of Quality Initiatives in Manufacturing

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Executive

GET DET

Supervisor

Quality as a Strategic Differentiator - a service industry Perspective7 QC Tools

3 Supply Chain management & Logistics

Lean Inventory Management

SAP Awareness - Material ModuleAccelerating Your Supply ChainWarehouse & Inventory ManagementCost Reduction in SCM for Enhancing Companies Profitability - Market Pull Based Supply Chain ManagementBuilding Supplier RelationshipSupply Chain Tools and Techniques for Productivity ImprovementProactive Material Management in Challenging TimeRisk Management in imports & exportsInternational Trade Risks & Letter of Credit Transactions - Operational Issues

4 Product DesignBreakthrough Improvement Through Value EngineeringCost Management for new product developmentDesign FMEADesign Engineering ToolsCertificate Course Casting Design SimulationProject Cost ManagementProduct Design & Development ManagementUsing Modeling & Simulations in Practical Business Applications

5 Manufacturing Design

Industrial Design & aesthetics as applied to sheet metal cladding in machine tools and machinery

6 Plant Maintenance

Predictive & preventive maintenance - Basics & PracticesWater Management and Energy ConservationProgrammable Logic Controllers & Applications

7 Finance Creating Value Through Financial ManagementFinancial Planning & Forecasting

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8 Human Resource Management

Fire Safety

Fair PMSHuman RightsHelmet SafetyIndustry VisitHRD Orientation for senior functional managersLabour Laws for Corporate ManagersContract ManagementWar on Attracting and Retaining Talent in Organizations

S.No. Group Training Programme 1 FUNCTION

AL EXCELLENCE

Redefining Roles, Responsibilities and Organizational Processes for TQM

2 Lean Manufacturing Management3 TPM4 Excellence Production Management5 OHSAS 1800 Awareness Program6 OHSAS 1800 Effective Implementation7 OHSAS 1800 Internal Auditor Program8 ISO 9001:2008 Awareness9 ISO 9001:2008 Effective Implementation10 ISO 9001:2008 Internal Auditor Program11 ISO 14001 & Its Effective Implementation12 Hazardous Waste Management13 Lean & Value Stream Mapping14 Advance Training on Lean Inventory Management15 Software & Design Tools16 Project Management Using MS Project17 Organizational Risk Assessment and Mitigation in line with

ISO 3100018 On Time & in Budjet : Managing Project Effectively19 Building Engaging Workplaces foe Superior Organizational

Performance20 Finance for Non-Finance Executives21 Training the Trainers - Workshop for Corporate Trainers &

Managers22 Gaining Competitive Advantage Through Benchmarking23 Work Life Balance - insights into Building one's Resources

and Managing Stress Sales & Service Training Programme

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S.No. Group Training Programme

1 BEHAVERIOALEXCELLENCE

Customer focus2 Strategic thinking3 Evolving translating strategy into action4 Resource optimization5 Effective communication skills6 Economic environment and business7 Financial risk management8 Leading high performing team9 Effective business communication

TRAINING PLAN IN LTCEPL

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TRAINING CALENDAR

Training calendar is prepared at beginning of the year for whole organization which includes employee, contractual staff, contractual worker, customer and dealers. For employees the training calendar is prepared by the top management and implemented training and development department every year.

As need is identified on the basis of above explained method, the training calendar is prepared after identification of training needs. Some times if new technology is adopted then that particular training is included in training program.

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TRAINING NEED IDENTIFICATION

An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance.

The first step in training is to determine what training, if any, is required. The main task in assessing the training needs of the new employees is to determine what the job entails and to break it down into subtasks, each of which is then taught to the new employee.

In LTCEPL there are generally three methods for identification of need as certified by ISO-9001.

Competency mapping : In LTCEPL head of the department maintains the data about competency of there subordinates which is then sent to training and development department and according to competency mapping chart training need is identified. Competency mapping chart is prepared on the basis of existing employee’s skills, qualification and desired skills and experience then a gap is identified in between existing and desired skills. Out of 5 marks points are assigned to employees on the existing competency and desired competency to find out the gap. Overall analysis of employees is done and whole chart is prepared and then training need is identified on the basis of this chart.

Performance oriented development plan (PODP): PODP is the method of identifying need. This plan represents a contract between the Immediate Superior (IS) and the employee. PODP is to be jointly filled by the IS & employee after a mutual dialogue. The development plan will help the employee

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in achieving his/her goals in a sequential manner. The filled form is to be forwarded to the Next Superior, who shall forward a copy of it to the concerned HR. An online form is sent to all employees in which training type is mentioned then need of particular training is identified.

Immediate superior: This method is practically followed in LTCEPL for identifying training need. Head of department asses employees under him and gives the data to top management about the trainings needed to all employees, then common need is identified for all employees.

NOMINATION OF EMPLOYEES FOR TRAINING

A nomination form is filled by head of every department in which he nominate the employees under him for different type of training. This nomination form is then sent to top management by training and development department to identify which training should be employed to whom. (Form no.1)

TRAINING VENUE AND TRAINER

The training venue could be LTCEPL or out side the work place.Technical training is generally programmed where technical lab is established; it can be LTCEPL or any other L&T branch.There are no such criteria for deciding about the trainer. Trainer may be external, internal or corporate depends upon the type of training to be employed.

DECIDING ABOUT TECHNIQUE TO BE DEPLOYED

The techniques for training used are-On the job method and class room method. For technical training both techniques are used. And for behavioral type of training class room method is used. Apart from these techniques presentations, audio-video graphics and hand-outs are given to employees.

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TRAINING EVALUATION

1. Training assessment form : - Assessment of employee is done on the basis of rating scale from poor to exceed expectations. Changes in a particular employee before and after attending the training program is measured on a 5 point scale by his immediate superior. If rating is below 2 even after imparted training then further training is given to that employee. (Form No.2)

2. Feed back form by participant: - This form is filled by the participant after each training program. It is a kind of feed back about the training conducted to evaluate the particular training program. In this feed back form suggestions for improvement, rating about the quality of hand-outs or technical use during the training and rating of faculty are taken on the scale which varies from poor to excellent. (Form No.3)

3. Training Evaluation Summary Form : - This summary form is filled by the training and development department on the basis of feed back form filled by the participant. In this common suggestions for improvement, strengths and weakness of the faculty and overall rating to the program is given based on all participant’s feed back form. (Form No.4)

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DATA FINDINGS AND METHODOLOGY

Questionnaire (Form no.) is prepared to find out the data regarding training program in LTCEPL. The main aim of questionnaire was to analyze the effectiveness of training program and measure the satisfaction level of employee’s from the training. There was 20 question framed after consulting the head of training and development department, sample size was 30 i.e. 20% of total employees present in LTCEPL. There are 150 employees in LTCEPL.

Graph (A) 1. Level of satisfaction from the duration of trainings?

2. How will you rate the study material or hand outs provided to you at the time of training?

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Duration Hand-outs

50% 50%

Duration and handout rating of training

(B)1. The training which is allotted in the PODP by your superior, are you satisfied with those

training?

2. Are you satisfied with your assessment?

3. Did you see any improvement in you and your colleague after training?

4. When you approach to your trainer regarding training does he give enough attention to you?

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34

61.00%

52.40%64.00%

35.00%

Rating of training programm

Series 1

(C)1. Are you satisfied with the present training system in LTCEPL?

a) Not at all b) a little c) some what d) to a great extent

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23%

42%

35%

satisfaction with the present training systemnot at all a little some what to a great extent

(D)

1. Which trainer will be more useful and practical?

a) External b) Internal c) Corporate

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50%50%

Trainer of the training

External

Internal

Corporate

CONCLUSION

On the basis of questionnaire filled by the employees the above graphs have been prepared. Apart from the graphs the following points have been concluded –

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1. In one year most of the employees have attended 2 trainings but all employees in the sample size taken have suggested that there should be atleast 3 training program for every employee in a year.

2. There are 2 types of training given in LTCEPL. One is technical training and another is behavriol training. More emphasis is given on technical traiinng.Behavriol traiinng is mostly impart to senior level and upper middle level.

3. All employees are in favour in providing personal counselling session for identification of training need.

4. Training calendar is prepared in the beginnig of the finanacial year but ther is no formate or procedur to prerpare it.Randomly the most common training are included in the calendar which may or may not be fruitfull to all employee.

5. PODP and competency mapping technique for identification of training need is followed but not for all employees. Mainly immediate superior feed back is taken into consideration for individual employee training need identification.

6. On the basis of the questionnaire the external and corporate trainer is more useful as 50% of the employee sugggested both.

SUGGESTIONS

On the basis of survey done there are following suggestions:

For a successful training programm identification of training need must be done properly, the procedure followed here i.e. competency mapping, PODP, immediate superior

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observation. Competency mapping chart should be prepared once in a year for every employee and gape between existing and desired skill should be filed through proper training. The training need is of two-

Organizational Level – Training need analysis at organizational level focuses on strategic planning, business need, and goals. At this level PODP, Competency mapping technique should follow.

Individual need- There should be individual counselling session for identification if training need.

Objective of training should be properly set before the training program and it should keep in mind whether it is being fulfilled or not.

Through PODP the training alloted to employee, in actual it should be properly given to each employee.

Training program must be conducted at the right time when the employee needed them. And duration of training program must be according to the training, neither it should too short that objective of training remains unacheived nor too long that trainess loss their interset in training programm.

Suggetion given by employees in Feed back forms must be given proper attention and action should be taken for improvement accordingly.

Department Head (HR), Deapartment Head (T&D), Department Head(divisional) all are responsible for identifying and reviewing any tarining needs within their own department anh ensuring that allemployees are trained to work instructions.

As determined by the survey carried out in LTCEPL only 35% of the employees are some what satisfied with the present training system in LTCEPL. Improvement must be done in trainins system and there should be atleast 60%-70% satisfaction within the employees.

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Training need

Organizational need Individual need

EXECUTIVE SUMMARY

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