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L&T ‘Talent Management’ has been a prime mover in the company’s ambitious business plans. The HR strategy dovetails personal growth aspirations of employees with business needs. A variety of HR interventions give the division a strong competitive edge. A menu of career growth options and training are offered to young aspiring professionals for achieving excellence in engineering and project management skills.

Setting up of L Project Management Institute at Vadodara complemented by the GLOPAT programme, mentoring of new joinees, recognition of excellence, strategy workshops and team building programs are some important initiatives undertaken during the year. COMPENSATION The governing theme in our organization is the well being of our employees. The salary and benefits offered are on par with the best available in Construction Industry. It is aimed at not only attracting but also retaining talent.

A few important perquisites & welfare schemes are highlighted below: Special Facilities for Site employees are provided| The special facilities include subsidized accommodation, part furnishing of accommodation provided, and free transport facilities for work. Special Medical Insurance Scheme| This scheme is in addition to other medical benefits available to employees. Employees have the option of covering their parents, aged up to 85 years under this scheme. Retirement Benefits| All staff members are covered under Provident Fund and Gratuity Scheme.

Education of employees’ children| L&T Institute of Technology, Mumbai is an exclusive facility for L&T employees’ children. The Institute conducts four-year industry-integrated diploma courses in Mechanical Engineering and Electronics Engineering. On successful course completion, students are awarded diplomas by the Directorate of Technical Education, Maharashtra to which LTIT is affiliated. Prize Money for Academic Achievement: To acknowledge and motivate meritorious wards of employees, the Welfare Department of L presents cash awards o students who have scored high percentage marks. Additional Benefits at Managerial Levels| Several attractive benefits are available including provision of company car, loans for furniture, housing & children’s higher education and purchase of Personal Computer, membership of Superannuation scheme and reimbursement of expenses on club membership. Welfare Activities L INSTITUTE OF TECHNOLOGY was set up in 1983 by LARSEN & TOUBRO Staff and Workmen Welfare Trust to impart need based and application oriented technical education.

It is primarily meant for the benefit of the wards of the employees of Larsen & Toubro and its subsidiary companies all over the country . Since 1st August 1984 the Institute has been taken over by L Ltd as a part of its welfare activities. In the last twenty years, the institute has emerged as a “model institute” and a “centre of excellence”. Human Resources L employment policies and systems radiate from a single principle – L believe in people. People are their most valued asset – their core strength.

L have, therefore, created a ‘climate’ which is distinctive in industry. Employees gain a level of freedom which provides security, satisfaction and, most importantly, a sense of professional fulfillment. At L, learning is a continuous process. Human Resources Development Department offers training programmes for employee right through their career. A good blend of skill development, behavioral and core programmes provide stimulus for growth and career development. Courses are designed to keep employees in touch with the latest trends in management.

Emphasis is laid on creativity, innovation, achievement motivation for excellence, empowerment, augmenting communication and interpersonal skills, developing initiative and leadership qualities and providing knowledge of computer applications. The compensation package offered by L compares favorably with respective industries in which L operate. PEOPLE & PROCESSES Company recognizes that people are the real source of competitive advantage. It is through People that ECC delivers total customer satisfaction. These values are reflected in our Human Resources practices which have earned national recognition several times.

The employee goes through a process of continuous learning, assisted by training Programmes. Apart from on-the-job training and technical training, over 100 programmes on general management and behavioral topics are conducted each year. Interactive CD-ROM Based programmes have enabled employees learn at their pace. ECC has always believed in experimentation with and implementation of new ideas. HR Practices such as collaborative performance appraisal, career & succession planning, team rewards have been institutionalized. An extensive and rigorous recruitment process ensures quality induction.

L’s Graduate Engineer Trainee recruitment process covers India’s major engineering colleges and institutions. Programmes, plant visits and comprehensive information-sharing facilitate induction. Division has an ongoing organization development programme, which is one of the longest Sustaining OD efforts in India. The basic principles of Human Resources policies include · Recruitment based solely on merit by following well-defined and systematic selection procedures without discrimination · Sustain motivated and quality work force through appropriate and fair performance evaluation, reward and recognition systems Identify training needs within the Organization and design and implement those need based training programmes resulting in continuous up gradation of knowledge, skills and attitudes of the employees · Maintain a quality Human Resource Management System to meet the international standards as per ISO 9001. Plan, design, train, equip and motivate the department staff to meet this standard of expectation. WORK CULTURE Work culture emphasizes: · Freedom to experiment · Continuous learning and training · Transparency · Quality in all aspects of work Rewards based on performance and potential A majority of L processes are ISO certified and comparable with the best in the world. The company has an on time/ on budget project completion rate higher than the average for its industry, which translates to highly predictable construction & Engineering services delivery for its clients. Stringent recruitment One of the rules of the recruitment process is not to encourage nepotism. This ensures that nobody enjoys a privileged position because of any relationship or association—merit is the primary criteria.

Finding the right person is a painstaking effort. “During the selection process, a lot of elimination takes place. Only 4 percent of the people who apply are selected,” Careful background screening of the candidate is done to judge the attitude and mindset of the individual as the organization only wants to induct those people who want to be “happy doing the job. ” Furthermore, when it comes to finding unusual talent, for instance an IT professional with a financial background, they hire CAs and groom them in four months to do the job.

Fresh Engineering Graduates, Post Graduates & Diploma Holders are selected at corporate levels through campus interviews and / or through advertisements only during specific periods. L visits a set of premier engineering colleges and management schools campuses each year for recruitment. The company also does active lateral recruitment through various reputed HR agencies and Internal referral programs. There is a three-step-recruitment process for Human Resource Learning Program [HRLP] and a two-step process for Finance Recruitment program | Psychometric Test| | | For HRLP, Psychometric test is conducted.

This Psychometric test is not an elimination round. The test focuses on Personal and Interpersonal Skills and Organizational Fit. | | Functional GD| | | On all campuses, L holds a one-hour Functional Group Discussion (GD) and an interview. | | | In the Functional GD, students are given topics related to HRM, OB [for HR], Finance and Economics [for Finance]. The focus is on assessing students for communication, depth of knowledge, application of knowledge and participation. The duration of the GD is an hour; this ensures that all students get a chance to air their views.

Based on the performance in the Functional GD, students are short listed for the interview. | | Interview| | | The interview focuses on Personal and Interpersonal Skills and Organizational Fit. The duration of the interview is 60 to 90 minutes. Offers are usually made on the spot or on the same day. | Training It is believed that all those people who have been recruited in the organization after the stringent hiring process are already champions; consequently the entry-level training is called ‘Enabling the champions’. This includes 100 days of focused training in classrooms.

The modules range from technical to voice modulation to team management, etc. The soft skills training for L InfoTech professionals is conducted at the group’s Rs 10-crore training centre at Lonavala, near Mumbai. The e-learning channel called Gyanpeeth provides just-in-time technical as well as soft skills training. “A person in Sweden might have to make a presentation to the customer the next day. What he has to do is to just log in and learn from the programme on presentation skills. Furthermore, based on responses the course will keep getting updated to the next higher level.

The sense of satisfaction with training is very high in the company and is a great motivator,” Attrition rate L | 7-9 %| action plan| | identify new talent pools| | invest much in training| | developing a leadership programme at all levels| employee engagement| | Cons * Appraisal system really bad, lot depends on your relationship with management and practice instead of your performance. * Some of the HR policies are totally ridiculous as a Trainee is not given any leaves during his probation period. The leave given is deducted from his paid leaves which he gets after confirmation

INNOVATIVE HR PRACTICES This year’s best of best winner, L&T, has been the recipient of a number of awards for its innovative HR practices. One such initiative is the Hitori Yatai Seisan or the Single Workman Station, at L&T’s electrical engineering division. Employees are challenged to take complete responsibility for a product instead of letting them work on individual components. “Ever since we introduced the concept of the Single Workman Station, our productivity has increased, as the employee has a sense of ownership for the final product. This is a great motivation Innovative human resource nitiatives like ‘Campus to Corporate’, launch of an e-learning portal – ‘Any Time Learning’, buddy referrals for talent acquisition, have been launched. Most companies do try to provide training to non-HR people through job-shadowing, nomination to HR courses and so on when they are given HR roles. In fact, this need has also sprouted some innovative partnerships between industry and academia. For instance, at XLRI we have two such partnerships, one with Accenture and the other with L&T, to conduct long-duration certification courses in HR Mr. J J Colaco (Extn. 3758, email: Jyonil. [email protected] ltindia. om NURTURING HUMAN CAPITAL The Company has set its vision high to foster a culture of trust, caring and continuous learning for its growing human capital so as to ensure a continuous enhancement in shareholder value. Sustained well-being of its employees, both professional and personal, is the hallmark of its human resource policies. Being an engineering conglomerate, the Company needs a large pool of engineering talent. Every year in line with the growing business needs, the Company recruits a sizeable number of Graduate Engineer and Diploma Engineer Trainees from engineering colleges across the country.

Prayag, a month-long induction programme, helps these trainees to transition from the academic to the industrial world to understand how engineering knowledge is applied in practice. A wide menu of training programmes is offered to our employees for development. This year, a number of unique strategic programs like Corporate Entrepreneurship, Managing& Leading across Borders, Strategy and Leadership programmes were added with a view to nurture the knowledge, skill & behavior required in the global business scenario.

The Company endeavors to build a leadership pipeline in a systematic and scientific way, using the most sophisticated human technologies so as to achieve the targets to beset out under Perspective Plan 2015. Towards this end, the Company has launched two streams of Leadership Development Program with the help of Mckinsey & Company, namely: • Emerging Leadership Development Program (e-LDP) and • Top Leadership Development Program (t-LDP)

The eLearning initiative ATL – Any Time Learning launched a few years ago has been augmented to include ‘Harvard Manage Mentor’- an engaging online resource consisting of 42management topics for fostering management skills. This learning initiative enables learning anywhere, any time and at one’s own pace. The Company’s Management Development Centre at Lonavla is a symbol of the value and priority that talent growth and development is accorded in L&T. This prestigious facility is being augmented to triple its training capability matching the Company’s growing size and stature.

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