A Summer Internship programme Presentation on Learning & Development at Larsen & Toubro Piping centre

Presented By:Shraddha S. Makwana Submitted To:CO-ORDINATORS OF CHAUDHARI TECHNICAL INSTITUTE

History of the Company

L&T was founded in Bombay (Mumbai) in 1938
by two Danish engineers, Henning Holck-Larsen and Soren Kristian Toubro.

Both of them were strongly committed to

developing India's engineering capabilities to meet the demands of industry.

The evolution of L&T into the country's largest

engineering and construction organization is among the most remarkable success stories in Indian industry.

Contd.
Henning Holck-Larsen and Soren Kristian
Toubro, school-mates in Denmark, would not have dreamt, as they were learning about India in history classes that they would, one day, create history in that land.

In 1938, two friends decided to forego the

comforts of working in Europe, and started their own operation in India.

Their first office in Mumbai (Bombay) was so

small that only one of the partners could use the office at a time

Public Limited Company

In December 1950, L&T became a Public
Company with a paid-up capital of Rs.2 million. The sales turnover in that year was Rs.10.9 million. In 1956, a major part of the company's Bombay office moved to ICI House in Ballard Estate. A decade later this imposing grey-stone building was purchased by L&T, and renamed as L&T House - its Corporate Office. The sixties saw a significant change at L&T - S. K. Toubro retired from active management in 1962.

L&T Power Vision

L&T shall be a professionally managed Indian
multinational, committed to total customer satisfaction and enhancing shareholder value. L&T shall be an innovative, entrepreneurial and empowered team constantly creating value and attaining global benchmarks. L&T shall foster a culture of caring, trust and continuous learning while meeting expectations of employees, stakeholders and society. L&T Power shall be Indias most preferred provider of equipment services and turnkey solutions for fossil fuel based power plants and a leading contributor to the nations power generation capacity

L&T Power Mission

L&T Power shall provide products based on efficient
and environment friendly technology, consistently surpassing customer expectations of quality and on time delivery. L&T Power shall follow fair, transparent and ethical practices in its interactions with all stake holders and achieve performance excellence by innovation and continuous improvement in people, products and services. L&T Power shall foster a culture of care, trust, challenge and empowerment among its employees.

CORPORATE HUMAN RESOURCE POLICY

Acquiring, developing and retaining a pool of
high-calibre talent. Enabling and empowering our employees to be creative and innovative. Establishing systems and practices for maintaining transparency, fairness and equity. Creating a culture of continuous learning, competitiveness and excellence through change management. Respecting ethics, values and good governance.

ALL ABOUT PIPING CENTRE

A single stop shop for thermal and nuclear power, oil
and gas, refineries, petrochemicals and fertilizer industries. Located in L&T-Powers sprawling 30-acre manufacturing complex at Hazira, just eight kilometres from the Arabian Sea, the Piping Centre is an impressive assembly of technology, expertise, people and processes, primed to provide complete and cutting edge solutions to companies in core sectors. Employing over 300 experienced piping engineers and skilled workmen, the Piping Centre has built allround capabilities that encompass design, engineering etc.

Piping Centre advantage

Complete piping solutions. Proven capability of handling P91/P92 material Induction + cols bearing machines: Can bend pipes
of any thickness or diameter for super-critical power plants. Eighty per cent of critical welding done using mechanized processes with best-in-class equipment. On-site welding is sought to be kept to the barest minimum, crunching cost and time. Minimum rework/disruption at site.

Piping Centre Capabilities

Detail engineering Supply chain management Fabrication Quality assurance Project management Site support & field services

Different departments in Piping Centre

Administration Business Development Human resource Finance & Accounts Maintenance Proposal Engineering Stores Outsourcing Product Engineering Project Management

Contd.
Manufacturing includes departments as follows:
Production
Production Planning

Production & Plant Engineering

Quality Assurance

Welding Engineering

MAJOR COMPETITORS OF L&T

L&T faces both domestic and international
competition under various segments in which it operates. The competitors vary from segment to segment.

L&Ts

major competitors in the Hydrocarbon and Electrical & Automation businesses include following:

OIL & GAS

POWER

CONSTRUCTION

ELECTRICAL &
ELECTONICS
Schneider

HHI

BHEL

HCC

GB Engineering Samsung Ansaldo Gammon Siemens

NPCC

JSW-Toshiba

GMR

ABB

JR McDermott

Bharat Forge Alstom

IVRCL

--

PRODUCT PROFILE
CONSTRUCTION:
INFRASTRUTURE PROJECTS BUILDING & FACTORIES POWER TRANSMISSION & DISTRIBUTION
PROJECTS

METALLURGICAL & MATERIAL HANDLING

PROJECTS

Contd.
ENGINEERED PROJECTS & SYSTEMS:
REFINERY OIL & GAS PETROCHEMICALS FERTILISER COAL GASIFICATION AEROSPACE THERMAL POWER PLANT NUCLEAR POWER PLANT DEFENCE

Contd.
ELECTRICAL & ELECTRONIC PRODUCTS &
SYSTEMS:

Metering Solutions

Electrical Solutions
Control & Automation Tooling Solutions

Contd.
MACHINERY & INDUSTRIAL PRODUCTS:
Construction & Mining Machinery

Industrial Products
Industrial Machinery

Contd.

RAILWAY PROJECTS SHIPBUILDING

ORGANIZATIONAL STRUCTURE
BOARD OF DIRECTORS
A.M. Naik , Chairman & Managing Director K. Venkataramanan, CEO & MD V.K. Magapu, Whole-time Director & President (IT, Engineering Services & Corporate Initiatives) M.V. Kotwal, Whole-time Director & President (Heavy Engineering) Ravi Uppal, Whole-time Director & President (Power) S.N.Subrahmanyan, Director & Senior EVP(Construction) R.Shankar Raman, Whole-time Director & Chief Financial Officer Shailendra Roy, Whole-time Director & Sr. Chief Executive Vice President

Contd.
NON-EXECUTIVE DIRECTORS
S. Rajgopal S.N. Talwar M.M. Chitale Thomas Mathew T. N. Mohan Raj Subodh Bhargava Mrs. Bhagyam Ramani A.K. Jain J.S. Bindra

Contd.
EXECUTIVE VICE PRESIDENT

EXECUTIVE

SUPERVISOR BAND

TRAINEES

Training & Development at L&T

L&T achieves business goals by sharing
knowledge and creating performing individuals. a team of high

Through

Training and development, L&T Electrical & Automation builds competency. This contributes to the efforts on organizational capability development, organization renewal and change management.

 Training Mission
L&Ts Training Centres aim to upgrade and enhance the standards of installations, maintenance and operation of low voltage switchgear and control gear in the Indian industry. These centres seek to promote good electrical practices among a wider circle of users and personnel within the trade. The continuing efforts of the Training Centres are certain to bring about an industry-wide improvement in productivity.

 Training Motto
Enhancing customers level of knowledge and skills is L&Ts obligation as a responsible switchgear manufacturer.

Training has always been given high priority at L&T. The Training Centres symbolize the importance attached to a mutually beneficial association with customers.

 Performance Oriented Development

Plan(PODP) :
PODP is the plan for identifying developmental and
Training needs of the business. PODP is a format to capture Training needs decided during Objective Setting or through mutual discussion with his Immediate Superior. To ensure holistic development of competencies, PODP recommends employing methods like on-thejob-practice, self-study, participation in external/internal competitions, special projects, voluntary assignments, external programmes / seminars, etc.

 Core Development Programmes:-

This programme seeks to develop and groom talent in the sphere of general management and addresses higherlevel responsibilities. They are as follows:-

Orientation Programmes

Theme Based Programmes

External Training Programmes

TRAINING CALENDAR
Month 1
Week 1 Week 2 Week 3 Week 4 Week 5

Computer Shakti

MS Excel

Statistical Process Hazira

PWRCreativity Hazira

Hazira

Hazira

CHRP - TOC Hazira

MS Project
Training Hazira

MS Excel VBA Hazira

SCADA Hazira

Month 2
Week 1 Week 2 Week 3 Week 4 Week 5

CHRP-Six Sigma Concepts & Techniques Lonavala MS Project Madh PLM-Design Baroda

PWR-managing EPC Projects

Unigraphics Lonavala

Baroda

CHRP-Value Engineering

PWR-BRD-MHI DCS Madh

Workshops
Lonavala

THEORETICAL ASPECT
DEFINITION
OF DEVELOPMENT: LEARNING AND

In the field of human resource management, Learning and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings.

Contd.
Learning refers to the process of getting
specific skills.

Learning is a sequence of programmed

behaviour. It improves the employee's performance on the current job and prepares them for an intended job.

Contd.
Development
refers to the training opportunities designed to help employees grow. performance but also brings about the growth of the personality. Individuals not only mature regarding their potential capacities but also become better individuals.

Development not only improves job

 IMPORTANCE

OF LEARNING DEVELOPMENT IN A FIRM

AND

Training and Development is the framework for

helping employees to develop their personal and organizational skills, knowledge, and abilities.

Training in an organization can be mainly of two

types;

Internal training External training

 Internal training: It involves when training is organized inhouse by the Human resources department or training department using either a senior staff or any talented staff in the particular department as a resource person.

External training: External training is normally arranged outside the firm and is mostly organized by training institutes or consultants.

IMPORTANCE OF LEARNING AND DEVELOPMENT IN THE WORKPLACE

ADDRESSING WEAKNESSES

IMPROVED EMPLOYEE
PERFORMANCE

CONSISTENCY EMPLOYEE SATISFACTION

REASONS FOR EMPLOYEE LEARNING AND DEVELOPMENT

When needs arise as a result of findings from the
outcome of performance appraisal. As part of professional development plan. As part of succession planning to help an employee be eligible for a planned change in role in the organization. To imbibe and inculcate a new technology in the system. Because of the dynamic nature of the business world and changing technologies.

SOME TOPICS TREATED IN EMPLOYEE LEARNING

Communications Computer skills Customer service Diversity Ethics Human relations Quality Management Safety

PURPOSE OF LEARNING
To improve Productivity

To improve Quality
To improve Organizational Climate To increase Health and Safety

Personal Growth

PURPOSE OF DEVELOPMENT
Management development attempts to
improve managerial imparting following:
Knowledge Changing attitudes Increasing skills.

performance

by

DIFFERENCE BETWEEN LEARNING AND DEVELOPMENT

LEARNING
1. Its a short term process. 2. Refers to instruction in technical and
mechanical problems. 3. Targeted in most cases for nonmanagerial personnel. 4. Specific job related purpose.

DEVELOPMENT
1. It is a long term educational process. 2. Refers to philosophical and theoretical
educational concepts.

3. Managerial personnel

4. General knowledge purpose.

TYPES OF LEARNING
Instrumental learning: Dialogic learning:This means training how to perform a job or role better once the basic standard of performance has been attained.

This involves interacting with others in ways that will produce a growing understanding of the culture of the organisation and of how it typically achieves its goals.

Self-reflective learning:-

This is the kind of training that leads individuals to develop new patterns of understanding, thinking and behaving and thereby create new knowledge.

COMPONENTS OF LEARNING AND DEVELOPMENT

Organisational Learning

Individual learning and development

Blended learning

Learning
Leadership & Management development

BENEFITS OF EMPLOYEE LEARNING AND DEVELOPMENT

Increased job satisfaction and morale among
employees.

Increased employee motivation.

Increased capacity to adopt new technologies and
methods

Reduced employee turnover.

Enhanced company image

Contd.
Increased innovation in strategies and products.

Better inter personal relationship and customer

satisfaction.

Increased efficiencies in processes, resulting in

improved financial gain.

Better

Risk management consciousness.

and

staff

safety

Increase in productivity.

NEED FOR LEARNING AND DEVELOPMENT

The following are the two biggest factors
that contribute to the increased need to learning and development in organizations:
Change

Development

E-Learning
E-Learning includes all forms of electronically
supported learning & teaching. E-learning is the computer and network-enabled transfer of skills and knowledge. E-learning applications and processes include Webbased learning, computer-based learning, education opportunities and digital collaboration. Abbreviations like CBT (Computer-Based Training), IBT (Internet-Based Training) or WBT (Web-Based Training) have been used as synonyms to elearning.

RESEARCH METHODOLOGY
Definition of Research:Research can be defined as the search for knowledge, or as any systematic investigation, with an open mind, to establish novel facts, usually using a scientific method.

DEFINITIONS OF RESARCH METHODOLOGY

Research methodology can be defined as the
analysis of the principles of methods, rules, and postulates employed by a discipline. The systematic study of methods that are, can be, or have been applied within a discipline. A documented process for management of projects that contains procedures, definitions and explanations of techniques used to collect, store, analyze and present information as part of a research process in a given discipline.

PROBLEM STATEMENT
UNIT OF INTERPRETATION:
Respondents whose effects on the topic
LEARNING AND DEVELOPMENT. She/he is an employee of L&T, Surat. There were 50 respondents

DATA ANALYSIS AND INTERPRETATION

Q.1 Does your organisation conduct learning and development programmes?

Particulars Yes No Total Frequency 50 0 50 Percentage 100 0 100

INTERPRETATION All the respondents agree that their organization conduct well defined learning & development programmes through training.

Q.2 At what intervals, does your organisation conduct learning and development programme?
Particulars
Weekly Half-monthly monthly quarterly yearly Total

Frequency
17 11 11 4 7 50

Percentage
34 22 22 8 14 100

INTERPRETATION From above figure & chart it is interpreted that weekly training is more focused and given to employees rather than other intervals training while half-monthly & monthly training stands at equal level and quarterly as well as yearly training are less focused.

Q.3 Does your organisation assesses the training and development needs at regular intervals?
Particulars
Yes No Cant say Total

Frequency
36 9 5 50

Percentage
72 18 10 100

INTERPRETATION Majority of respondents agree that their organization assesses the training & development needs at regular intervals, some respondents do not agree for the same while least respondents are cant say about that.

Q.4 Are you satisfied by the training programmes conducted by your organisation?
Particulars
Yes No Total

Frequency
38 12 50

Percentage
76 24 100

INTERPRETATION Majority of the respondents are satisfied by the training programmes conducted by their organization while some respondents do not agree for the same according to their perceptions or experience.

Q.5 What are training methods adopted in your organisation?

Methods
Lectures

Frequency
20

Percentage
18.87

Audio Visual media

On the job

36
3

33.96
2.83

off the job

Job rotation

40
2

37.74
1.89

Case study
Total

5
106

4.72
100

Q.6 Please rate the methods of training you feel would be most effective to achieve your learning needs.
Lectures
Most effective Effective Not effective Total
30

audio video media

27

on the job
14

off the job

3

case study
0

Total Percentage
52 33.99

6
18

6
6

9
6

19
9

10
12

50
51 153

32.68
33.33 100

25 20
15 10 5 0

Lectures

audio video media on the job

off the job case study

Most effective

Effective

Not effective

INTERPRETATION According to their perceptions & experience from training received, majority of respondents rated audio video media as most effective training method while other respondents rated other training methods as effective & not effective according to their knowledge & perceptions.

Q.7 Has your organisation adopted e-learning?

Particulars
Yes No Total

Frequency
36 14 50

Percentage
72 28 100

INTERPRETATION Majority of the respondents agree that e-learning has been well adopted in their organization while some respondents do not agree for the same.

Q.8 According to you, is e-learning effective?

Particulars
Yes No Total

Frequency
41 9 50

Percentage
82 18 100

INTERPRETATION Majority of the respondents agree that e-learning is effective for their development while other do not agree for same.

Q.9 In which of the following areas do you feel that new employees (joining from colleges and universities) are most deficient?
Areas
Comm./interpersonal. Skills Mgmt./leadership Skills Work ethics Innovation Technical skills others

Frequency
14 28 34 30 10 16 132

Percentage
10.61 21.21 25.76 22.73 7.58 12.12 100

Q.10 Types development

of

skills

employees
Frequency
36 43 32 17 128

need

for

their

Skills
Communication skills Technical skills Experience Qualification

Percentage
28.13 33.59 25 13.28 100

INTERPRETATION Majority of respondents believes that employees should have sound technical & communication skills for their development while they give less focus to experience & qualification.

Q.11 Which learning and development practices are most effective?

Practices
Coaching and mentoring on the job workshops and events audio and video tapes e-learning

Frequency
18 22 15 31 24 110

Percentage
16.36 20 13.64 28.18 21.82 100

INTERPRETATION Majority of respondents believes that audio video media and elearning are most effective as learning & development practice while other practices of learning & development are less effective in their eye.

Q.12 What changes have taken place in imparting learning and development delivery methods in your organisation in recent years?
Methods Introduction/Extension of elearning New programmes to develop the role of managers Coaching new approaches to identify individual training needs no significant changes Total Frequency 28 4 9 Percentage 34.15 4.88 10.98

25
16 82

30.49
19.51 100

LIMITATIONS
Due
to some restrictions in the organisation, the survey was done of 50 employees. Many employees did not mention the general information like name and department. Proper response was not given by the respondent.

CONCLUSIONS
It is concluded that training & development
programmes are well conducted in Larsen & Toubro Pvt. Ltd as every respondents gave positive response for same. It is found from study that weekly training is more prevalent in Larsen & Toubro Pvt. Ltd rather than other intervals training programmes. It can be concluded from study that employees are satisfied by weekly training because ratio of positive response regarding regular assessment of training needs is more.

Contd.
Study shows that most employees in Larsen &
Toubro Pvt. Ltd are satisfied by learning & development programmes conducted. E-learning which is more prevalent in past recent years is also well adopted in Larsen & Toubro Pvt. Ltd. Audio video media, off the job & e-learning methods of learning & development are most effective & suitable for employees of Larsen & Toubro Pvt. Ltd as per their views.

Thank you