SVKMS

NMIMS SCHOOL OF LAW

PROJECT SUBMITTED ON
TRAINING AND DEVELOPMENT AT LANCO INDUSTRIES
IN COMPLIANCE TO THE PARTIAL FULFILLMENT OF THE MARKING
SCHEME, FOR TRIMESTER VII OF 2016-2017, IN THE SUBJECT OF:
HUMANN RESOURCE MANAGEMENT
SUBMITTED TO FACULTY:
ROHAN MEHRA

SUBMITTED BY:
RIDDHI TULSHIAN
B.B.A. LL.B. (HONS.)
YEAR III
ROLL NO. A056

RECEIVED BY: _____________________

ON DATE: __________ TIME: _________

TABLE OF CONTENTS
SR.NO

PARTICULARS

PG.NO.

1.
2.
3.
4.

LIST OF ABBREVIATIONS
EXECUTIVE SUMMARY
INTRODUCTION
INDEPTH ANALYSIS OF TRAINING

4
5
6-15
16-24

5.
6.
7.

AND DEVELOPMENT AT LANCO

BEST PRACTICES IN THE INDUSTRY
CONCLUSION AND SUGGESTIONS
BIBLIOGRAPHY

25-28
29-31
32

LIST OF ABBREVIATIONS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.

Pvt.- Private
Ind- India
www.- World Wide Web
LCC- Low Cost Carrier
FDI- Foreign Direct Investment
IT- Information Technology
CEO- Chief Executive Officer
FY- Fiscal Year
Ltd.- Limited
MoU- Memorandum of Understanding
BSE- Bombay Stock Exchange
HR- Human Resource
HRM- Human Resource Management
LANCO- Lagadapati Amarappa Naidu and Company
EPC- Engineering, Procurement and Construction
MW- Mega Watt
SAIL- Steel Authority of India
L&T- Larsen & Turbo
UN- United Nations
T&D- Training & Development
LEO- Leadership, Entrepreneurship and Ownership
MNC- Multi National Company
LDA- Leadership Development Academy
ATL- Any Time Learning
NH- National Highway

EXECUTIVE SUMMARY
This project deals with ONE aspect of the subject Human Resource Management. The aspect
that has been dealt with is training and development.
Training and Development has been dealt with in depth in introduction. The following have
been explained further with the help of a company. The company chosen is LANCO
INFRATECH.

The first chapter, i.e. the introduction contains a brief detail of the company and an in

depth study of Training and development.

The following chapter deals with the how the following aspects is applied in the

company chosen.
The next chapter benchmarks the HR practices within the industry. It talks about how
the other companies having better HR practices than the company already spoken

about.
The final chapter deals with the conclusion and suggestions. The conclusion is given
on the overall project, whereas the suggestions are given with respect to the company

selected.
The main aim of this project is to understand the procedure of training and
development with the help of example, i.e. the company selected and how the
following aspects chosen are applied in the company selected.

1. INTRODUCTION
INTRODUCTION OF THE COMPANY
As one of India's leading business entities, Lanco Infratech Limited has been driving
growth in the domains of Engineering, Procurement and Construction (EPC), Power,
Solar, Natural Resources and Infrastructure over the last two-and-a-half decades. Its
continuous focus on innovation and expansion together with its commitment to quality and
excellence has contributed significantly to the progress that the company has made over a
short span of time. The 25-year-old Lanco group is, today, uniquely poised to attain
leadership position in its areas of operation.
Propelling the organisation's dynamic advancement is its strategic plan
Lanco's Vision- that is aimed at building an achievement-oriented and customer-centric
organisation, committed to attaining industry leadership, with aggressive growth plans for the
business verticals that it operates in.

Lanco Infratech Limited became a listed entity in November 2006 following the Initial Public
Offering of shares. Lanco's gross revenue before elimination as on 31 March 2015 was Rs
9,999 Crores (USD 1.51 billion).
Seamless integration of its core business competence and strength, EPC, with other domains
such as infrastructure, construction and power, has borne rich dividends for Lanco. The
organisation's expertise in building large civic and urban infrastructure projects has been
deployed in constructing thermal and hydro power projects across the country. In a bid to find
cost-effective, sustainable and green solutions to the country's energy requirements, Lanco
has made its presence felt in the area of solar power as well. Lanco is fast emerging as one of
the leading private sector power developers in India with 3,460 megawatt (MW) under
operation and 4636 MW under construction.
In a strategic move that provides increased fuel security for its current power generating
assets and its future power portfolio expansions, Lanco through its Australian subsidiary,
Lanco Resources Australia, has acquired Griffin Coal Mining Company and Carpenter Mine
Management. Griffin Coal owns the largest operational thermal coal mines in Western
Australia, producing around 4 million tonnes per annum (mtpa) of coal which can be ramped
up to upto 18 mtpa in the near term, post development of evacuation infrastructure. Lanco
also has strategic global partnerships with leading power companies including Genting,
Harbin, GE, Dongfang, Doosan, etc.
With a team strength of over 3,734 people, Lanco, headquartered in Gurgaon, has a pan
India presence in strategic locations and an expanding footprint in the emerging global
markets.
Lanco is a privileged member of the World Economic Forum and has been acknowledged as
an elite member of the top 200 "Global Growth Companies".

HISTORY OF THE COMPANY

LANCO's history as an organisation is a reflection of the spirit of entrepreneurship, a farsighted vision, dynamic leadership, ability to overcome adversity and take calculated risks,
teamwork by committed professionals, and agility to take advantage of emergent
opportunities.
In 1960, brothers Amarappa Naidu, Venkata Rama Naidu and Venkata Ratnam Naidu laid the
foundation of LANCO by starting a transport business with one truck (a converted bus)
inherited from their father L.V. Subba Naidu. Amarappa Naidu's business acumen and the
brothers' commitment soon led to orders pouring in from construction companies that needed
material to be transported to and from construction sites. By 1976, the thriving business
boasted of a fleet of 100 trucks that serviced the construction industry in Andhra Pradesh.
Having succeeded beyond imagination, the Naidu brothers planned to enter the construction
business themselves. In 1980, Uma Maheshwar Rao and Company was established and soon
made a name for itself in the construction industry by delivering several prestigious turnkey
projects in Andhra Pradesh and Karnataka.
After the 1990 globalisation and liberalisation, taking advantage of the new opportunities
offered by the liberalisation of the Indian economy, L. Rajagopal diversified from
construction business to manufacturing by setting up a pig iron plant of 90,000 tpa. He took
inspiration from his uncle Lagadapati Amarappa Naidu and named this new business as
LANCO Ferro. LANCO is an acronym for Lagadapati Amarappa Naidu and Company and is
tribute to his vision and ideals. In 1991, L. Rajagopal inducted his younger brother, L.
Madhusudhan Rao, to manage the business at LANCO Ferro, which was renamed as LANCO
Industries in 1993. L. Madhusudhan Rao launched several ambitious initiatives and expanded
LANCO Ferro into a fully-integrated plant producing cement, ductile iron pipes and pig iron.
Diversification through joint venture partnerships became the key word at LANCO as the
organisation embarked on an aggressive growth path. In 1995, the Andhra Pradesh
government opened the power sector to private players. LANCO entered the power sector
against a power purchase agreement with the state government with a 368 MW gas power
plant in Kondapalli, commissioned in 2000. LANCO Kondapalli Power Ltd. (LKPL), a joint
venture between LANCO and the Genting Group of Malaysia marked a major milestone in
the organisation's growth as an independent power producer.

In 2002, L. Rajagopal retired from the business to pursue public life, and L. Madhusudhan
Rao took over as the Chairman of the organisation. This was a period of change and
reorganisation, as LANCO prepared itself to meet the challenges of a new century. LANCO
also consolidated its position in the power sector by commissioning large projects, winning
bids for several others, and winning a range of business and industry awards and prestigious
recognition forums.
LANCO Infratech Limited, a new holding corporate entity, was created in 2006 to
consolidate LANCO's diverse operations under a single brand. LANCO decided to focus on
its core business - energy and construction - and enter the infrastructure and property
development sectors. As part of its business strategy, the organisation has chalked out an
ambitious growth plan - in Power and Solar energy. LANCO also envisages aggressive
growth plans for EPC with a strong order book growth.

CORE VERTICALS OF LANCO

1. ENGINEERING PROCUREMENT CONSTRUCTION (EPC)
Lanco EPC is one of Indias premier EPC companies, with rich experience in executing large
thermal and hydro power projects, civil construction projects and infrastructure projects
across the country. ISO 9001:2008 certified, this division derives its strength from its
experienced team of professionals well versed in latest project management techniques.
Lanco EPCs unique 'concept to commissioning' execution model that considers time, cost
and quality parameters enables this division to surge ahead amidst challenges.
With a current EPC order book of `28,063 Crores, the company is confident of executing
most of the order book over the next three years. This will significantly help in increasing the
companys standalone EPC and construction revenues. The company is also making
continuous efforts in securing new EPC orders from various external clients.
2. POWER
Credited as one of the nation's leading power producer, Lanco has always elevated its goals
and set benchmarks in the power generation sector. Consolidating its strengths and
integrating its presence across the value chain, has helped the company in capturing an
elevated value addition across the businesses.

Lanco currently has an installed capacity of 3460 MW and a capacity under construction of
4636 MW. Lanco Kondapalli has recently emerged as a successful bidder in the gas pooling
bids called by the Government of India.
3. SOLAR
Solar energy is a renewable, free source of energy that is sustainable and totally
inexhaustible. This alternative energy source helps Lanco achieve its goals of diversifying
energy sources, improving efficiency and reducing costs. Lanco is focused on
commercializing technologies for green and efficient energy generation systems such as solar
thermal and solar photovoltaic (PV).
Their presence in the solar sector especially in the EPC Domain has good growth potential,
keeping in view the Government's huge impetus for Solar Energy in the country. It has
recently bagged a 50MW solar PV EPC contract from NTPC for value of more than `300
Crores and plan to be active participants in the upcoming Solar EPC bids.

4. NATURAL RESOURCES
The Indian Resource Industry has been witnessing a remarkable growth in the recent past.
Lanco has gained significant momentum by building its natural resources portfolio of
operating and under-development assets in India and across the world. Its strategic move
towards 'Project Integration' has enabled us to extend its natural resources' operating portfolio
and underdevelopment assets in India and across the globe.
With around 1.5 billion tonnes of coal resources in its business portfolio, Lanco is reckoned
as one of the exclusive members among the mine developers & operators in India. The recent
order form Steel Authority of India (SAIL), for the Tasra open cast project and its associated
captive power project has reiterated its strengths in Natural Resources.
5. INFRASTRUCTURE
Lancos Infrastructure development business is focused on executing large civil and
urban projects such as roads, highways, ports, airports, railway lines, etc. The
successful execution and completion of impressive civil & urban projects has earned
Lanco its prominent position in the Infrastructure development sector. The projects
currently under highway portfolio include two major National Highway (NH) projects
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in the State of Karnataka on BOT basis. Its current portfolio consists of highway
projects of about 163km length, for which the concession agreements have been
signed with the National Highways Authority of India.
6. PROPERTY DEVELOPMENT
One of Hyderabad's most sort after uber destination, the 'high life' stands redefined at
Lanco Hills. Spread over 100 acres, Lanco Hills is a unique world within, with
convenient access to homes, premium office spaces, entertainment, leisure and
shopping at one place. This mega project owes its magnificence to the meticulous
detailing by renowned architects & consultants.
RESIDENTIAL
i.
Towers under Phase I are ready and are being occupied
ii.
In addition to high rise towers, 56 Villas are under construction and nearing
completion.

INTRODUCTION OF THE FIELD OF HUMAN RESOURCE

MANAGEMENT
Training and development is one of the key HR functions. Most organisations look at
training and development as an integral part of the human resource development activity. The
turn of the century has seen increased focus on the same in organisations globally. Many
organisations have mandated training hours per year for employees keeping in consideration
the fact that technology is deskilling the employees at a very fast rate.

Training
Training may be described as an endeavour aimed to improve or develop additional
competency or skills in an employee on the job one currently holds in order to increase the
performance or productivity.
Technically training involves change in attitude, skills or knowledge of a person with the
resultant improvement in the behaviour. For training to be effective it has to be a planned

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activity conducted after a thorough need analysis and target at certain competencies, most
important it is to be conducted in a learning atmosphere.
While designing the training program it has to be kept in mind that both the individual goals
and organisational goals are kept in mind. Although it may not be entirely possible to ensure
a sync, but competencies are chosen in a way that a win-win is created for the employee and
the organisation. Typically organisations prepare their training calendars at the beginning of
the financial year where training needs are identified for the employees. This need
identification called as training need analysis is a part of the performance appraisal process.
After need analysis the number of training hours, along with the training intervention are
decided and the same is spread strategically over the next year.

Distinction between Training and Education

Training
i.
ii.
iii.
iv.

Application

Education
oriented

experience
Specific Task in mind
Narrow Perspective
Training is Job Specific

Job

i.

Theoretical

Orientation

ii.
iii.
iv.

Classroom learning
Covers general concepts
Has Broad Perspective
Education is no bar

Methods of Training
On the Job Trainings: These methods are generally applied on the workplace while
employees are actually working. Following are the on-the-job methods.
On the Job Training Methods
1.

Job Rotation: In this method, usually employees are put on different jobs turn by
turn where they learn all sorts of jobs of various departments. The objective is to give a
comprehensive awareness about the jobs of different departments.
Advantage employee gets to know how his own and other departments also function.
Interdepartmental coordination can be improved, instils team spirit.
Disadvantage It may become too much for an employee to learn. It is not focused on
employees own job responsibilities. Employees basic talents may remain under utilized.
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2.

Job Coaching: An experienced employee can give a verbal presentation to explain

the nitty-grittys of the job.

3.

Job Instruction: It may consist an instruction or directions to perform a particular

task or a function. It may be in the form of orders or steps to perform a task.

4.

Apprenticeships: Generally fresh graduates are put under the experienced employee
to learn the functions of job.

5.

Internships and Assistantships: An intern or an assistants are recruited to perform a

specific time-bound jobs or projects during their education. It may consist a part of their
educational courses.

Off the Job Trainings: These are used away from work places while employees are not
working like classroom trainings, seminars etc. Following are the off-the-job methods;
Off the Job Training Methods
1.

Classroom Lectures: It is a verbal lecture presentation by an instructor to a large

audience. Advantage It can be used for large groups. Cost per trainee is low.
Disadvantages Low popularity. It is not learning by practice. It is One-way communication.
No authentic feedback mechanism. Likely to boredom.

2.

Audio-Visual: It can be done using Films, Televisions, Video, and Presentations etc.
Advantages Wide range of realistic examples, quality control possible,.
Disadvantages One-way communication, No feedback mechanism. No flexibility for
different audience.

3.

Simulation: creating a real life situation for decision-making and understanding the
actual job conditions give it. Following are some of the simulation methods of trainings

4.

Case Studies: It is a written description of an actual situation and trainer is supposed

to analyze and give his conclusions in writing. The cases are generally based on actual
organizational situations. It is an ideal method to promote decision-making abilities within
the constraints of limited data.

5.

Role Plays: Here trainees assume the part of the specific personalities in a case study
and enact it in front of the audience. It is more emotional orientation and improves
interpersonal relationships. Attitudinal change is another result. These are generally used in
MDP.

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6.

Sensitivity Trainings: This is more from the point of view of behavioral assessment,
under different circumstances how an individual will behave himself and towards others.
There is no preplanned agenda and it is instant.
Advantages increased ability to empathize, listening skills, openness, tolerance, and conflict
resolution skills.
Disadvantage Participants may resort to their old habits after the training.

7.

Programmed Instructions: Provided in the form of blocks either in book or a

teaching machine using questions and Feedbacks without the intervention of trainer.
Advantages Self paced, trainees can progress at their own speed, strong motivation for
repeat learning, material is structured and self-contained.
Disadvantages Scope for learning is less; cost of books, manuals or machinery is expensive.

8.

Computer Aided Instructions: It is extension of PI method, by using computers.

Advantages Provides accountabilities, modifiable to technological innovations, flexible to
time.
Disadvantages High cost

Development
Lots of time training is confused with development, both are different in certain respects yet
components of the same system. Development implies opportunities created to help
employees grow. It is more of long term or futuristic in nature as opposed to training, which
focus on the current job. It also is not limited to the job avenues in the current organisation
but may focus on other development aspects also.
Development means those learning opportunities designed to help employees to grow.
Development is not primarily skills oriented. Instead it provides the general knowledge and
attitudes, which will be helpful to employers in higher positions. Efforts towards
development often depend on personal drive and ambition. Development activities such as
those supplied by management development programs are generally voluntary in nature.
Development provides knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is useful for better
management of a company.

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At Goodyear, for example, employees are expected to mandatorily attend training program on
presentation skills however they are also free to choose a course on perspectives in
leadership through literature. Whereas the presentation skills program helps them on job, the
literature based program may or may not help them directly.
Similarly many organisations choose certain employees preferentially for programs to
develop them for future positions. This is done on the basis of existing attitude, skills and
abilities, knowledge and performance of the employee. Most of the leadership programs tend
to be of this nature with a vision of creating and nurturing leaders for tomorrow.

Importance of Training & Development

i.

Helps remove performance deficiencies in employees

ii.

Greater stability, flexibility and capacity for growth in an organization

iii.

Accidents, scraps and damages to machinery can be avoided

iv.

Serves as effective source of recruitment

v.

It is an investment in HR with a promise of better returns in future

vi.

Reduces dissatisfaction, absenteeism, complaints and turnover of employees

Difference between Training and Development

Training

Development

Training is skills focused

Development is creating learning abilities

Training is presumed to have a formal

education

Development is not education dependent

Training needs depend upon lack or

deficiency in skills

Development depends on personal drive

and ambition

Trainings are generally need based

Development is voluntary

Training is a narrower concept focused on

job related skills

Development is a broader concept focused

on personality development

Training may not include development

Development includes training wherever

necessary

Training is aimed at improving job related

Development aims at overall personal

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efficiency and performance

2.

effectiveness including job efficiencies

INDEPTH ANALYSIS OF
TRAINING & DEVELOPMENT
AT LANCO

OVERVIEW
Founded in the early 1990s in India, Lanco has been driving growth across the energy
verticals of power, solar, natural resources and engineering, procurement, and construction
(EPC). From 2000 to 2010, Lanco grew from $30 million in annual revenues to $1.8 billion
in annual revenues.
Today, Lanco is among the top three private sector power developers in India with 4,410
megawatt under operation, 4,968 megawatt under construction, and 7,103 megawatt of
projects under development. A people-driven organization, Lanco has a pan-India presence
and international operations in 12 countries with a human resource base of more than 8,000
people. A member of the World Economic Forum and the UN Global Compact, Lanco is
recognized for its Corporate Social Responsibility initiatives led by the Lanco Foundation.
Primary data was collected via telephonic conversation and e-mails while discussing the
training and development (T&D) policies at Lanco with Mr. Deepak Bharara (Chief
Human Resource Officer).

HUMAN RESOURCE MANAGEMENT AT LANCO

At Lanco, the company believes that the organisation's largest and most valuable asset is its
people. Their knowledge, expertise and skills combined with their energy and commitment
are the engines that drive business growth and success. The adage 'an organisation is only
as good as its people' truly applies to Lanco, an organisation that is committed to being
'Always Inspiring' for its people.
The company inspires their people to bring their talents and ideas to work to help Lanco
achieve the goals outlined in their Vision 2015. The comapny also strives to create an
16

environment that inspires people to give their best, to be productive and deliver exceptional
results. It aims to ensure that each person working at Lanco is happy, healthy,
professionally fulfilled and treated fairly. And that he or she regards Lanco as an employer
of choice.
Employee engagement finds a place of high priority at Lanco. The company strives to
keep people engaged through frequent communication to raise awareness, increases
participation, and boost performance. Rewards and recognition for achievement and
exception performance are other ways to retain people's engagement as are their fast track
career

growth

opportunities

and

their

leadership

and

development

programme.

The company seeks to create an environment where people enjoy coming to work every day,
where there is a feeling of camaraderie and good fellowship, where people get to work with
alacrity and confidence, where they like the people they work with, and where they think of
themselves as partners instead of employees.
At Lanco, good business begins with commitment to the highest ethical standards. The
company adheres to the following core principles:

Integrity, by conducting business according to high ethical standards

Respect for their employees, customers, vendors, partners, stockholders and the

communities in which they work and live

Honesty in their internal and external communications and all business transactions
Quality in their products and services, striving to deliver the highest value to their

customers and partners

Responsibility for their words and actions, confirming our commitment to do what

they say
Fairness through adherence to applicable laws, regulations, policies and a high
standard of behaviour.

At Lanco, the company achieves success by having a broad diversity of ideas, perspectives,
and backgrounds. The company believes that a diverse workforce is a strong workforce. To
this end, the company follows principles of equal employment opportunity and they are
committed to providing a safe, creative and productive work environment for their personnel.

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TRAINING AND DEVELOPMENT METHODS

The training & development programmes carried out at Lanco are unique and different from
what takes place at the other firms. According to Mr. Bharara, training is very important and
is required for the overall development of the organization. He says that training &
development can lead to improvement in skills, knowledge& attitude; motivation; problemsolving and also idea generation.
The firm adopts different kinds of training & development methods, some of them beingInduction, Competence Development and Preparing for Future Assignments. T&D takes
place on a monthly basis at Lanco.
The practice of training and development must be viewed through the prism of overall
strategic goals for the organization instead of a standalnoe tint that takes a unit based or a
micro approach. The idea here is to adopt a holistic perspective towards training and
development that ensures that there are no piecemeal strategies. For instance, if the training
needs of the employees are simply met with perfuntory trainings on omnibus topics, the firm
stands to lose not only from the time that the employees spend in training but also a loss of
direction. Hence, the organization that takes its training and development policies seriously
will ensure that training is based on focused and topical methods.

WHY TRAINING AND DEVELOPMENT?

At Lanco, the company recognises that their employees are their greatest strength. They make
long-term investments in the people and empower them to stay ahead of competition by
providing regular exposure to learning and knowledge enhancement. As the company
continues to grow as an organisation, it is vital that the employees keep pace and develop as
professionals and as teams. Their Training and Development programme aims to instil a
culture of continuous learning and excellence in the people so that the foundations of Lanco
as a high performance organisation are strengthened.
The Training and Development programme's goal is to enhance every employee's
competencies at the individual, team and organisational levels, and to equip her/him with the
right knowledge, skills and attitude, so that each person can contribute significantly to
ensuring the organisation's success. In the process, each employee is personally and
professionally enriched and motivated to sustain excellence in performance. The competitive
edge created through a knowledgeable, skilled and motivated workforce ultimately results in
18

Lanco achieving its strategic business goals. Their Training and Development programme
creates a pool of exceptional talent that can be tapped by Lanco as it grows globally in the
future.

CHALLENGES FACED BY THE ORGANISATION

Mr Bharara states that being leaders of the organization, they face a lot of challenges.
Because Lanco is growing at a very fast clip (15,000 employees in the next two to three
years), it is currently experiencing challenges in the development of their second-level
leadership (beyond the executive director level) within the organization and the development
of a consistent corporate culture.
He says that training is a challenging task for the organization as, even though they have a lot
of qualified talent with technical and functional expertise; at the manager level and above,
they do not have the right type of talent with cross-functional and global experience.

INITIATIVES UNDERTAKEN TO FACE THE CHALLENGES

They have developed an array of initiatives to help tackle this challenge, including the
development of leadership programs, a comprehensive leadership competency
framework, and a learning academy to house the learning and development function at
Lanco.

Leadership Development Program

The Leadership Development Programs for high-potential leaders includes a classroom-based
learning experience to help future leaders better understand the organizational, political, and
environmental landscape so that they can learn how to operate more effectively as a team.
This experience also includes an action learning project that is sponsored directly by their
CEO and executive team, giving high-potential leaders direct interface with senior leadership
to help tackle some of the current challenges of the business.

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LEO (Leadership, Entrepreneurship and Ownership)

A second foundational pillar is the design and development of their competency
framework, called LEO (leadership, entrepreneurship, and ownership).One of the keys
to their success has been their ability to instil this idea that they are all owners of the
business. This is something that the leaders want to make sure that every Lanco employee
understands and lives by in the workplace.
At a high level, Lanco employees grouped across four employee levels--team member, junior
management, middle management, and senior management--are evaluated across six
capability areas (technical-functional, management, behavioural, leadership development,
business capability, and cultural alignment) and three core dimensions or types (individual,
tasks, and business needs). Each of their business leaders and managers are evaluated against
the LEO competency framework.
Source-

http://www.lancogroup.com/DynTestform.aspxpaged81

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Lanco Learning Academy

The third and final foundational pillar is the Lanco Learning Academy. The structure of the
academy has been organized using an applied research-based approach with independent
units created for the design and delivery of programs under leadership development, technical
capability, business capability, and culture alignment. The four main objectives of the
academy are to institutionalize the Lanco way, foster innovation, build LEO, and
enhance the brand.
In the next two to three years the company hopes to have a significant amount of the talent in
the organization trained through the academy. They also hope the organizations executives
see the academy as THE place to develop and train their employees. They see this academy
as the ultimate embodiment of our culture and the mechanism to help transmit their
values to their employees.

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Source- https://www.td.org/Links//07/Lanco

WHY IS THE TRAINING & DEVELOPMENT OF LANCO UNIQUE?

Mr. Bharara feels that their techniques are unique relative to other corporate learning
functions seen across India. He believes that the academy is unique because it is much more
than providing traditional courses and curricula to employees. It is about training each
employee to reach his potential and helping provide experiences that can be readily
applied to his job. This is a big difference relative to other organizations that provide
training and skill development here in India.

CONTINUOUS LEARNING AT LANCO

At Lanco, learning is a way of life. The investment in people and infrastructure is aimed at
creating a holistic learning environment to fulfill our commitment to building the intellectual
capital and skills of the employees. People are encouraged to learn new skills, acquire new
competencies and discover new ways of doing business. Continuous personal and
professional development, related to every aspect and career level of our people, is integral to
Lanco's value system. The continuous learning framework, built around LEO, is aimed at
fostering change through learning, and excellence through continuous and fast-past learning.

22

Their employee programs encourage people to learn from their failures but also their
successes. These programmes incorporate a range of subjects including technical, functional,
behavioural, managerial, cultural and leadership orientation, and are designed to equip the
people to meet the challenges thrown up by today's competitive world. The programmes are
custom designed and geared to cater to the learning needs of the employees, following
systematic evaluation. The programmes themselves are continuously updated and use the
latest learning techniques and technologies.

INFRASTRUCTURE AT LANCO ACADEMY

The Lanco Academy stands testimony to the significance that Lanco attaches to learning and
development of employees. Spread over 30,000 square feet, the Academy is equipped with
modern infrastructure and state-of-the-art technologies that aid knowledge enhancement and
personal development.
The Academy's six seminar halls and six breakaway rooms are designed to enhance the
effectiveness of the learning process. The library provides a comprehensive repository of
reference books, technical and professional periodicals, both general and specific to
functional areas, as well as several online journals and publications.

HOW DOES TRAINING & DEVELOPMENT DIFFER IN THE INDIAN LEARNING

MARKET FROM THE WEST?
Mr. Bharara has a very remarkable opinion while he compares the Indian learning market
to the West. He feels that it seems like the West is more rational and orderly when it
comes to the development of skills and competencies. In India, there is a need for a more
emotional connection and a broader focus on developing people holistically--something that
we believe is not what typical U.S. learning organizations concentrate on. This leaves the
onus of the academy to provide a more holistic development of the employee. He believes
this is the right thing for the organization to do to ensure that employees are developed to
reach their full potential.

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FUTURE CHALLENGES IN HRM IN INDIA

The biggest challenge for future HR in India is its implementation and penetration in all the
industries and family run businesses. The top class management has to understand its
importance so as to give a boost to HR in corporate India. Technically, the future will see HR
in every face of life. A day might come when a college and school will have a HR
department. Thus at those times, Implementation will be seen as a great challenge.

WHAT COULD THE INDIAN LEARNING ORGANIZATIONS DO?

Mr. Bharara has peculiar advice for the learning leaders who are looking to either work in
India or work within Indian learning organizations. He says that the learning function in
India is still emerging, and a lot of the traditional talent functions (for example, organization
development, performance management, and competency management) are included under
the umbrella of learning. Western learning leaders need to understand this nuance when
working with learning organizations in India. They should not approach these functions in
silos.
Learning leaders in India do not traditionally come from the training or HR function and are
more inclined to have line or business experience. Therefore, they have a more direct
connection to the business needs of the organization than the HR leaders or learning leaders
from the West. There are lots to be shared and learned between learning leaders of the West
and those from India in both business acumen and the learning business. Mr. Bharara hopes
there is a greater cross-pollination of knowledge in the future.
Mr. Bharara had a lot of information to share with me regarding the training and development
policies which take place at Lanco Industries. The ideas and advice provided by him were
remarkable and the T&D practices at the firm are noteworthy.

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3. BEST PRACTICES IN THE

INDUSTRY
HR at LARSEN & TURBO
L&T recognizes that people are the real source of competitive advantage. It is through people
that L&T delivers total customer satisfaction. These values are reflected in their Human
Resources practices which have earned national recognition several times.
The employees go 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 CDROM based
programmes have enabled employees learn at their pace.

HR POLICY
The basic principles of Human Resources policies include:

Recruitment based solely on merit by following welldefined 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.

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TRAINING AND DEVELOPMENT AT LARSEN AND TURBO

At L&T, Training & Development is a strategic business function contributing significantly
to organisational, group and individual effectiveness & growth by fostering a strong learning
culture.
The activities of the company extended far beyond engineering, construction and profits.
ECC set up a wellequipped center at Manapakkam for Training construction workers in a
variety of Skills. The Training center has won accolades for its comprehensive curriculum
and Training system. From Training artisans, such concerns extend to Provision of inhouse
Training to 150 diploma holders, around 100120 graduate engineering and 40 sponsored for
M Tech Programmes at the IITM. AR has been taking active interest in designing the M
TECH Programme with sound theory plus six months of Training at site at L&T. These
trainees are also provided instructions in financial and personnel management and are thus
equipped to handle management functions.
ECCs contribution extended to the Construction Industry Development Council and to the
establishment of the Construction Industry Training Center at Hyderabad, ARs expertise was
sought by leaders like Chandrababu Naidu. The HITEC City, in which L&T Invested 89% of
its equity, emerged as a profitable venture in quick time. The HITEX, the international
exhibition center at Hyderabad, is another of the rich contributions of L&T to Hyderabad.

THRUST AREAS WHERE ENERGIES ARE FOCUSED:

Deliver results and impact organisational performance

Constantly scan the rapidly changing environment and equip employees at all times

with the required knowledge, skills and qualities

Leadership development
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Develop corporate citizens

Deliver a global MNC and global leaders
Focus on action-oriented training
Synergise & optimise efforts - avoiding overlap and duplication and build a uniform
curriculum.

A culture of continuous training and development exists through structured core

developmental programmes, conducted by reputed institutions for employees to develop
superior management skills and capabilities. A host of strategic and behavioural programs are
also conducted to address specific training and developmental needs of employees.
Other initiatives include e-publications (Leadership Newsletter and HR Newsletter), contests,
book exhibition and guest lecture series where eminent speakers are invited.

Key Initiatives

A Five-step Leadership Development process has been customised to equip

managers with the required knowledge, skill & mind-set to transition seamlessly to the next
level of leadership and global entrepreneurship. In this effort, L&T has partnered with
globally renowned senior faculty and premier institutes.

A Centre of Excellence for Improvement Initiatives with representation from Group

Companies and businesses focuses on specialised programmes such as Value Engineering,
Six Sigma, TQM, Gemba Kaizen, Theory of Constraints etc. A structured approach has been
initiated to develop a culture of coaching by programmes to develop a cadre of accredited
coaches.

Every year L&T publishes the MDC Journal of Management - an information

packed resource that is usually centered on a specific theme. It covers themes such as
Leadership, Corporate Entrepreneurship, Change Management, Corporate Sustainability, and
more.

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The Leadership Development Academy

L&T's Leadership Development Academy offers world-class facilities to deliver learning &
development programmes to employees throughout the year. It is unmatched in the country
for the scale of its vision and the detail of its execution. The LDA has been recognised as a
resource centre by the Symbiosis International University to offer Ph.D doctoral programmes.
LDA recognises that learning happens during the dialectic of a classroom, in the private
intensity of a library, or in the quite repose of a recreation room. This integrated facility
provides it all. This "temple of learning" offers a platform to interact across geographies,
development of future leaders and global corporate entrepreneurs.

Project Management Institute

L&T has been at the forefront of large and complex projects across the engineering spectrum.
Putting our knowledge and diverse experience to work, and recognising the need for bringing
in experiential learning into the realm of projects, we established a one-of-a-kind institute in
the industry L&T Institute of Project Management (L&T I'PM).
The Institute has 2 campuses - Vadodara and Chennai. Its Vision is To develop a premier
world class education centre, for creating global project management professionals, thereby
making L&T a centre of excellence in project management.

Any Time Learning

In view of the vast geographical spread of employees, weve built a robust Learning
Management System (ATL), with a variety of rich learning resources.
A comprehensive e-learning portal ATL (Any Time Learning) is available with multiple online programmes and courses for employees to enable learning 'at any time, at any place' at

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locations remote or otherwise. The portal provides access to on-line data bases, references,
management videos, e-books and journals.

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4. CONCLUSION AND
SUGGESTIONS
Lanco group is a fast growing and leading Indian Industrial group, which has blazed a trail
of success in Civil Engineering, Pig Iron, Cement, Surface Transport, Shipping Services and
other areas of industrial activity. S.V.Contractors, Seaways Shipping Services Limited.,
Kalahasti Castings Limited and Lanco Steels Limited., are all frontline companies in their
respective field of activity.
Today, Lanco is among the top three private sector power developers in India with 4,410
megawatt under operation, 4,968 megawatt under construction, and 7,103 megawatt of
projects under development. A people-driven organization, Lanco has a pan-India presence
and international operations in 12 countries with a human resource base of more than 8,000
people. A member of the World Economic Forum and the UN Global Compact, Lanco is
recognized for its Corporate Social Responsibility initiatives led by the Lanco Foundation.
The company believes that the organisation's largest and most valuable asset is its people.
Their knowledge, expertise and skills combined with their energy and commitment are the
engines that drive business growth and success. The adage 'an organisation is only as good
as its people' truly applies to Lanco.
The training & development programmes carried out at Lanco are unique and different from
what takes place at the other firms. The firm adopts different kinds of training & development
methods, some of them being- Induction, Competence Development and Preparing for
Future Assignments. T&D takes place on a monthly basis at Lanco. At Lanco, the company
recognises that their employees are their greatest strength. They make long-term investments
in the people and empower them to stay ahead of competition by providing regular exposure
to learning and knowledge enhancement. Their Training and Development programme aims
to instil a culture of continuous learning and excellence in the people so that the foundations
of Lanco as a high performance organisation are strengthened.

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SUGGESTIONS
Training can be beneficial to employees at nearly every level of the company, but there may
be unexpected challenges to implementing a program. Some employees may be reluctant to
participate because they fail to see the purpose of additional training or don't want to sacrifice
their time. In these cases, it is important to thoroughly communicate the company's staff
development goals to every member of the organization.
"Provide information for the employee about why the new skills, skill enhancement or
information is necessary. Make certain the employee understands the link between the
training and his job," HR expert Susan Heathfield writes at About.com: Human Resources.
"You can enhance the impact of the training even further if the employee sees the link
between the training and his ability to contribute to the accomplishment of the organization's
business plan and goals."

The following methods are suggested to the company for better Training & Development
practices:
The company should implement modern training methods to help in boosting the self
morale of the employee at work place. .
Most of the employees feel that Training is related to weak areas, so the management
has to get awareness among the employees regarding Training & Development.
The satisfaction level of the employees is satisfactory. So, new changes in training
have to bring to improve the satisfaction level of employees.
Emphasize training as an investment: While the initial costs may seem high, stress
within your company that training is a long-term investment in the development of
your staff.
Target your needs: Identify the specific skills you need to improve and the timeframe
within which you'd like to meet your training goals to provide the optimal payback.
Encourage a learning culture: Express to all employees that your organization cares
about enhancing their skills and wants every worker whether training or not to
remain competitive within their skill set.
Clarify your goals: Ensure that employees know the specific purposes for their
training and how they connect to larger company goals. Remember to award those
who perform well.

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 Make it a continuous process: Don't limit your training to new employees, and try to
bring in as many workers as you can who would benefit from additional training.
Evaluate the results: A training program won't be effective unless you monitor its
progress. Choose a metric, such as productivity or profit, to help determine the return
on investment for your training efforts and establish concrete results.

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BIBLIOGRAPHY

http://www.hrwale.com
http://www.managementstudyguide.com
https://hr.ucr.edul
http://timesofindia.indiatimes.com
http://www.humanresourcesexplained.com
https://lancogroup.com
https://www.td.org/Publications

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