Name : D ARUN PRASAD

Regn No. : 60/ 18828

OPTION – II

A Project Report based on in – depth - study and critical analysis of the following HRD
training aspects of an Organisation.
a) HRD System: Human Resource Planning, Training Policy, Training Budget.
b) Training Need Assessment System.
c) Training and other Development Programmes and their evaluation.
d) Strategies for improving HRD activities in the Organisation.

Study and critical analysis of the HRD training Aspects at L & T ECC Buildings &
Factories Operating Company (B&F OC)

ABOUT THE COMPANY

Larsen & Toubro Limited - an engineering and construction major - is among the largest
and most reputed companies in India's private sector.

ECC - The Construction division of Larsen & Toubro Limited - is India's largest construction
organisation. Many of the country's prized landmarks - its exquisite buildings, tallest
structures, largest industrial projects, longest flyover, highest viaducts - have been built by
ECC. Leading-edge capabilities cover every discipline of construction: civil, mechanical,
electrical and instrumentation.

As a division of L&T, ECC has the resources to execute projects of large magnitude and
technological complexity in any part of the world.

The business of ECC Division is organized in six business sectors which will primarily be
responsible for Technology Development, Business Development, International Tendering
and work as Investment Centres.

Business Sectors

• Buildings and Factories Sector

• Transportation Infrastructure Sector
• Industrial Projects & Utilities Sector
• Hydrocarbon & Power Sector
• Power Transmission & Distribution Sector
• Hydel & Nuclear Sector

The Buildings & Factories Operating Company (B&F OC) is equipped with the domain
knowledge, requisite expertise and wide-ranging experience to undertake Engineering,
Procurement and Construction (EPC) of all types of building and factory structures.
The OC carries out its activities through three strategic Business Units for better focus on
business volume and strategic growth in respective segments of its operations.

Institutional & Commercial Buildings

Factories
Residential Buildings
Construction Enabling Service Cell (Form work)

Study and critical analysis of the HRD training Aspects at L & T ECC Buildings &
Factories Operating Company (B&F OC) - Is the choice for completion for the internship
project because option II covers all the parts of human resource system of an organization
for both employees and the organization.

(A) Man power planning or Human Resource Planning is the process including forecasting,
developing implementing and controlling by which a firm ensures that it has the right number
of people and the right kind of people at the right place at the right time doing things for
which they are economically more suitable.

Human Resource planning has been viewed as a series of activities consisting of the
following:

1. Forecasting future manpower requirements and future supply of human resources in

an organization.
2. Inventorying present manpower resources and analyzing the degree to which theses
resources are employed are employed optimally.
3. Anticipating Manpower problems by projecting present resources into the future and
comparing them with the forecast of the requirements to determine their adequacy
both quantitatively and qualitatively.
4. Planning the necessary programmes of recruitment, selection, training, deployment,
utilization, transfer, promotion, development, motivation and compensation so that
future manpower requirement will be met.

TRAINING POLICY:

Like most other aspects of company operations, training and development need the
unequivocal support of the top Management. Without this, the entire exercise is foredoomed
to failure. It is vitally important, therefore, that management has a policy with respect to
training and that this policy should be well defined and clear-cut. More specifically, it should
be expressed in the rules and procedures which govern or influence the standard and scope
of training in the organization. A model training policy should encompass the following:

1. Management’s own overall responsibility right from the planning stage to successful
implementation.
2. The firm’s approach to the training function which would include guidance for design
and execution as well as dissemination of relevant information to all the employees.
 3. Provision for annual or periodic surveys in order to ensure that the training is need
based and development oriented.
4. Identification of priority ares since resources are always scare and programmes must
be prioritized according to felt need.
5. Clear identification of target groups and confirmation that training relates to everyone
without exception.
6. Communication to all employees of the firm’s intention regarding each individual’s
career development and the contribution of training to a person’s future promotional
aspects.
7. Expression of firm faith and belief that training and development are as crucial to the
organization as to the individual and that the company’s growth is inextricably linked
with the growth of each employee.

TRAINING BUDGET:

Basically a budget generally refers to a list of all planned expenses.

We can then infer from this definition that a training budget is a list of expenses
for training programs identified from the training needs analysis (TNA) exercise. It
is usually prepared annually for management to have an idea on how much will
be required for training during the financial year and for the overall corporate
budget. it can also be prepared quarterly or as requested by management.

Few important aspects that needs to be considered while preparing training budget are:

1) No.of Employees in Organisation.

2) Categorize these employee in to various levels(Executive, Middle, Senior Management
etc).
3) Categorize maximum up to 5-6 levels.
4) Decide upon how many training hours for each category we would like to give.
5) Identify the subject of training/ method of training (inhouse/ outbound/experiential/
internal trainer/ external trainer).
6) For understanding the training requirements either soft skills or technical skills you have
to be in touch with immediate supervisor or department heads i.e go for Training Need
Analysis.
7) Exercise upon the prevailing rates from the training vendors we may want to associate
with.
8)Prepare training calendar.
9) Once we have all this data we can estimate the budget we want to allot for training.

(B)Training needs Assessment System

 A TNA is a tool used to identify the knowledge, skills and attitudes required for a
particular individual to carry out his/her job.
Why Training Need analysis

1. To have right human capital to achieve organisational goals.

2. Providing learning opportunities to the employees for their development.
3. To retain employees.
4. To bridge gap between requirement and performance.

People Involved in TNA

A) Senior managers/strategic decision makers, line managers, possibly colleagues/

co-workers + HR specialists
B) Individuals: Learners, Trainees , Groups and their representatives.
C) Customers, suppliers, budget holders and key-initiative holders
D) functional specialists + training specialists

Levels at which training needs identified :

1. Organisation as a whole
2. Department/ Group
3. Individual

Methods of collecting data to identify Training needs:

 Participatory Activities
 Observation
 Interviews
 Meetings
 Workshops
 Document Review
 Quality checks
 Questionnaires

(C)Training & other Development Programmes and their evaluation

Training is an improvement in performance of a pre-determined task. It is concerned with

the teaching of specific, factual, narrowed scope subject matter and skills. In other
words training imparts skills attitudes & knowledge for direct application to a task or job.
Training enables an employee to do his present job more efficiently and prepare himself for
a higher level job.

Training, thus may be defined as a planned programme designed to improve performance

and bring about measurable changes in knowledge, skills, attitude, social behaviour of
employees.

Development reflects the nature and direction to change i.e., taking place among persons
through education and training process and thus training and retaraing leads to
development.
 Training & Development a mistaken notion that both are same:
a. Training is used as a problem solving tool and Development is a decision making
tool.
b. Managerial class needs Development programmes on human relationsside,
conceptual areas and decision making whereas non-managerial class needs
training who are related to skill jobs. Selected group of people who already possess
the skill but by additional training supplement to that skill.
c. Training is a one shot deal whereas Development ia an ongoing continuous
process.
d. Training seeks to meet the current requirement of the job and the individualand
hence a reactive process whereas development aims at meeting the future needs of
the job and the individual and is a proactive process.

A wide variety of training programmes are used in different organisationsdepending on

requirements and size of their manpower. Some of the commonly used programmes may be
listed as:
a. Orientation training
b. Job Instruction training
c. Refresher Training
d. Apprenticeship Training
e. Vestibule Training
Management development programmes help in acquiring and developing different types of
managerial skills and knowledge. Different types of techniques are used to acquire and
develop various types of managerial skills and knowledge. They are:

• Decision Making skills

1. In-basket
2. Business
Game
3. Case Study
• Interpersonal skills
1. Role play
2. Sensitivity Training

• Job Knowledge
1. On the job
experience
2. Coaching
3. Understudy
• Organizational Knowledge
1. Job Rotation
2. Multiple Management

• General Knowledge
1. Special Courses
2. Special meetings
3. Special readings
• Specific Individual needs
1. Special Projects
2. Committee assignments

Training Evaluation:

Training evaluation is carried out for a wide range of purposes which can be categorized
generally under four main headings:

• To improve the quality of the training – in terms of the delivery eg trainer, methods,
length, training objectives – content, level
• To assess the effectiveness of – the overall course, trainer, training methods
• To justify the corse – prove that the benefits outweigh the costs
• To justify the role of training – for budget purposes, in cutback situations.

Levels of evaluation:

Hamblin suggested five levels at which evaluation can take place viz., reactions, learning,
job behaviour, organization and ultimate value.

• Reaction level – which measures what the delegates think or feel about the training
• Learning level – which measures what the delegates learned from the course
• Job behaviour – which measures the effect of the training on job performance
• Organization – which measures the use of training, learning, and change in the job
behaviour of the department/ organization in the form of increased productivity,
quality, morale, sales turnover and the like
• Ultimate level – which measures the effect on organizational performance.

References & Bibliography

• Human Resource Management Bhaskar Chatterjee

• Human Resource Management C B Gupta
• Manpower Planning and Training MBS Sastry
• www.citehr.com
• www.oppspaper.com