A PROJECT REPORT

ON
“RESEARCH ON MANPOWER MANAGEMENT IN LARSEN & TOUBRO”

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT

OF BACHELOR OF BUSINESS ADMINISTRATION (BBA)
2017 – 2020
ROLL NO : 618173

SUBMITTED BY: UNDER THE GUIDANCE OF:

VAJAR VISHAL Miss. Daphne Fernandez

Department of Commerce and Business Management

Faculty of Commerce
The Maharaja Sayajirao University of Baroda
Vadodara
 DECLARATION

This is to certify that I have completed a project titled “RESEARCH ON MANPOWER

MANAGEMENT IN LARSEN & TOUBRO” Under the guidance of Mr. A.K.
SHRIVASTAV in the partial fulfillment of the requirement for the award of Bachelors of
Business Administration from Bharati Vidyapeeth University, Pune. This is an original piece of
work & I have not submitted it earlier elsewhere.

VAJAR VISHAL
 ACKNOWLEDGEMENT

I have prepared this study paper for the “Research on Manpower Management in Larsen &
Toubro”. Quite frankly, I have derived the contents and approach of this study paper through
discussions with colleagues and other persons who are also the students of this course as well
as with the help of various Books, Magazines and Newspapers etc.

I would like to thank to my Research Guide Miss. Daphne Fernandez. I would also like to
give my sincere thanks to a host of friends and the teachers who, through their guidance,
enthusiasm and counselling helped me enormously. I think there will be always need of
improvement. Apart from this, I hope this study paper would stimulate the need of thinking
and discussion on the topics like this one.

VAJAR VISHAL
 PREFACE

Management is essentially flair for approaching and tackling with a high degree of sensitivity,
sophistication and style.

To work, learn and to feel the pulse of corporate world and its interface with the environment
setting, management student are required to undertake LIVE PROJECTS. The projects give the
students an opportunity to use their conceptual and practical skills.

I deem it as a privilege to the project. The study was undertaken with the view to get closer
view of the market conditions & analyzing the situation.

In the following project an attempt has been made to analyze the existing market behaviour
and competition level and highlight all the important areas along with the recommendations
and strategies for considerations.
 CONTENTS
CHAPTER 1: EXECUTIVE SUMMARY 06

CAHPTER 2: INDUSTRY PROFILE 07

CHAPTER 3: CONCEPTUAL DESCRIPTION 23

CHAPTER 4: RESEARCH METHODOLOGY 41

CHAPTER 5: FINDINGS AND ANALYSIS 44

CHAPTER 6: CONCLUSION 67

CHAPTER 7: RECOMMENDATIONS 68

CHAPTER 8: BIBLOGRAPHY 69

CHAPTER 9: ANNEXURE 70
 EXECUTIVE SUMMARY

Organisations are becoming large & complex with progressive industrialisation. Human
Restheirce Department hence becomes the prime department in all concerns whether small
or large & its Importance can be never ever estimated. The basic concept of summer training
is to give students a new insight of practical applications of Human Restheirce Department of
the organisation.

In this modern world all human being thrive to become more skilled & hence they all work
hard to achieve the predetermined goals with their wholehearted dedication towards their
jobs assigned. They always try to be close to perfection for this they need to be properly
trained in their respective fields so that the unskilled workforce sharpens their skills & the
skilled workforce move closer to their goals.

Also each of the employees should be properly motivated so that he/she develops a will to
work & fell that he is a part of the organisation, this help in the development of a sense of
responsibility & a sense of belongingness amongst the employees. Hence the need for
development of human restheirce was felt. The Human Restheirce of the organisation should
be prepared in such a way that they help the employee to perform efficiently.
 CHAPTER – 2
INDUSTRY
PROFILE

INTRODUCTION

Founded in 1938, Larsen & Toubro Limited (L&T) is one of Asia's largest vertically integrated
Engineering & Construction conglomerate with additional interests in Information
Technology and electrical business. A strong, customer-focused approach and the constant
quest for top-class quality have enabled the company to attain and sustain leadership position
for over seven decades.

Serving the core sectors and infrastructure of the economy, L&T has pioneered spectacular
achievements in Indian industry. Many of the engineering and construction projects executed
by L&T have set new benchmarks in terms of scale, sophistication and speed. So do many
buildings, ports, highways, bridges and civil structures around the country, which are widely
regarded as landmarks.

L & T - AN INDIAN MULTINATIONAL

In line with its strategy of aligning capabilities to meet emerging trends, L&T recently initiated
a mega-transformation process, internally to ensure that it emerges, as a knowledge-based
Indian multinational.

Over the years the company has proactively created the necessary infrastructure for its global
initiative with office locations in USA, Europe, Middle East and Japan. The Engineering &
Construction Division made significant progress during the year in increasing its presence in
the overseas markets. The Division secured orders from international clients located at
Malaysia, USA, UK, Brazil, Saudi Arabia, UAE, Qatar, Bangladesh, Sri Lanka, etc. The export
earnings of the Division amounted to Rs. 24600 million during the year 2005-06.
CORPORATE VISION
1 L&T shall be a professionally-managed Indianmultinational, committed to total customer
satisfaction and enhancing shareholder value.

2 L&T-ites shall be an innovative, entrepreneurial and empowered team

constantly creating value and attaining global benchmarks.

3 L&T shall foster a culture of caring, trust and continuous learning while meeting
expectations of employees, stakeholders and society.

THE BUSINESS SECTOR

L&T's Engineering & Construction Division provides 'design-build' or 'turnkey' EPC solutions in
all major engineering disciplines, including civil / structural, plant design / mechanical,
electrical and process control / automation, playing a critical role in the core sectors of
Industry and Infrastructure areas. We provide services right from the earliest stages of pre-
project development through to start-up and bring expertise to the industries that we serve
while applying core competencies and skills to all their work.

BUILDINGS AND FACTORIES SECTOR

Institutional and Commercial Buildings ECC undertakes turnkey construction of institutional

and commercial buildings. The range covers IT/Theme Parks, international class hotels, super-
speciality hospitals, office complexes and public buildings including mass construction of
primary education and health centres in far-flung areas on a state-wide basis.

ECC's capability encompasses design and construction of structural framework including

finishing items of works and electro-mechanical services like: heating, ventilation and air-
conditioning (HVAC), electrification, laundry, kitchen, building automation, vertical
transportation, telecommunication networks, surveillance and security systems, plumbing
and sanitary, fire protection, medical equipment, water/effluent treatment, and landscaping
and horticulture.

ECC specialises in construction of houses of worship, sports complexes like indoor and
outdoor stadia and preserving 'heritage' structures. System Housing & Industrial Projects.
HOUSING
ECC offers design and construction of industrial system housing using mass production
techniques like heated tunnel forms, large area wall panel forms and slipform techniques of
continuous construction. Using these high speed construction technology, ECC builds the
reinforced walls and floor slabs in a continuous single ptheir. These technology cuts
construction time and costs and enables mass production of flats. Adopting these techniques,
ECC has successfully built one flat per day.

INDUSTRIAL STRUCTURES
ECC's expertise covers design and construction of all types of industrial and storage
structures. Special features include:

 Complicated industrial structures using long-span prefabricated roofing structures in steel

and concrete, and column-free factory and workshop structures

 Massive industrial estates using prefabricated modular construction techniques

 Long-span storage silos and warehouses
 Textile mills and weaving sheds
 Precast conveyors, piperacks

CEMENT PLANTS
ECC carries out turnkey construction of cement plants from concept to commissioning,
involving comprehensive engineering services. Expertise covers:

 Construction of large-diameter silos, including self- supporting, structural steel space

frame roofs for storage silos erected in single piece

 Precast, prestressed roofing arrangements for large-span horizontal storage structures

TRANSPORTATION & INFRASTRUCTURE SECTOR
Hydropower and irrigation

Head works, dams, weirs, underground structures like tunnels, caverns, pressure
shaft, power house and other appurtenant structures.

 Hydro-mechanical and electro-mechanical works.

 Refurbishment of old hydro plants.

 Canals, aqueducts and lift irrigation.

ROADS AND EXPRESSWAYS

ECC constructs roads, highways and expressways using bitumen as well as concrete,
conforming to international standards. Strengthening and widening of roads are undertaken
using sophisticated equipment.

ECC constructs race tracks/test tracks for high-speed motor sports requiring precision and
specialised surface treatments. ECC also undertakes maintenance of national and state
highways, using sophisticated equipment for resurfacing.

BRIDGES
ECC builds bridges of many types in various span ranges. Bridgework undertaken includes:

 Precast, RCC and prestressed concrete girders launched in position Precast and
prestressed concrete truss bridges Continuous span bridges in steel, concrete and in-situ
composite construction Box girder construction using advanced shoring systems.
Balanced cantilever PSC box girder with form traveller Single-cell continuous-span box
girder by incremental launching Precast segmental construction Cable-stayed
construction.

 ECC has the expertise to design special launching and erection techniques, including
special systems formwork for concrete deck on top of steel and concrete structures.
Jackdown systems are used for accelerated well-sinking.
HARBTHEIRS
Complete design and execution of all types of maritime structures, like:

 Docks
 Container Terminals
 Wharves
 Jetties
 Breakwaters (in both, protected waters and open sea)

INDUSTRIAL PROJECTS AND UTILITIES SECTOR

Minerals, Metals and Bulk Handling

This business unit undertakes EPC projects, turnkey construction services and engineered
project services in the area of minerals and metals. ECC builds plant and equipment for iron,
steel and other metallurgical industries as a greenfield installation, brownfield installation as
well as retrofit. This Unit caters to the following focus areas:

CAPABILITIES
Engineering, procurement, manufacturing, supply of plant and equipment. Civil, structural,
mechanical, piping, electrical and instrumentation works, including trial-run and
commissioning of projects. Fabrication and erection of heavy structures.

COMPREHENSIVE PACKAGES

 Dismantling sponge iron plants and blast furnaces abroad and re-erecting them in India

 Modernisation and refurbishing of blast-furnaces

 Supply, manufacture and erection of corex plants.

Continuous casting plants - slab casters and billet casters, hot strip mills, cod rolling mills -
pickling line and tandem cold mill, bar and rod mills, converter shops, blast furnaces, sintering
plants, lime calcining plants, reheating furnaces, electric arc
furnaces, basic oxygen furnaces, coke oven by-product plants. Aluminium smelters, alumina
refineries, zinc smelter…. Rock phosphate beneficiation plant, lead-zinc beneficiation plant,
graphite beneficiation plant, chrome ore beneficiation plant. ECC caters to the bulk material
handling needs of major industries like power, port, cement, steel, alumina and mining. This
Business Unit offers engineering solutions from concept to commissioning for bulk material
handling system on turnkey basis for green field as well as renovation and modernisation
projects.

ECC undertakes detailed design and engineering, manufacture, procurement, inspection,

testing, complete civil and structural work, mechanical, electrical and instrumentation work;
erection and commissioning, performance guarantee tests, trouble shooting, operation and
maintenance of:

 Coal and ash handling plants in power stations including installation of track hoppers,
wagon marshalling system, bucket-wheel stacker-reclaimers, ash disposal systems,
conveyor system etc.

 Material handling system like belt conveyors, stockyard equipment such as barrel
reclaimer, twin boom stacker, bridge on bucket wheel reclaimer, transfer car for steel
and cement plants.

 Cross-country conveyors with horizontal and vertical curves

 Pipe conveyors for specialised applications

 Port equipment like ship loaders, gantry type grab unloaders, electric level luffing
cranes etc. including material conveying system in ports.

 Material handling systems including specialised surface mining equipment like

spreader, mobile transfer conveyor, shiftable conveyors for various sectors, viz.
power, cement, steel, mines, port etc.

 Grain handling system

 Passenger and material ropeway systems.

WATER & UTILITIES
ECC undertakes turnkey construction services involving civil, mechanical, electrical and
instrumentation works with single-point responsibility, including engineering, design,
procurement and commissioning works, covering water transmission and distribution
systems; water treatment plants; industrial effluent treatment plants; waste water treatment
and disposal; and rehabilitation of pipelines.
This Business Unit operates through two product lines - Water Transmission & Supply and
Water/Waste Water/Effluent Treatment. Large-scale projects are undertaken, including the
complicated work of leak-detection and rectification.

ECC has been retained as the 'Total Solution Provider' for consulting and execution of
revamping of old pipelines in Maharashtra. ECC undertakes operation and maintenance of
water supply schemes, treatment plants and solid waste composting plants.

CONSTRUCTION WORKS
L&T-ECC Workshops, an ISO 9002 certified shop is located at Neervalur near Kancheepuram
in Tamil Nadu. Situated on a 68 acre land, it has 9200 sq.m area of covered shed, 12,000 sq.m
area of open gantry yard, trial assembly yard with EOT/gantry/crawler cranes and sant/grit
blasting and painting facilities for fabrication of power plant structures; steel bridges;
windmill towers; material handling equipment; paint shop structures for automobile industry;
space frames and spatial frames for building roofs; pressure vessels, tanks (mild steel and
stainless steel), filters and scrubbers; aero-bridges and jack-up platforms; reformer
structures; hydel projects --gates and stop logs; monopole towers; and steel plant structures
and equipment.

HYDRO CARBON AND POWER SECTOR

Hydrocarbon Construction & Pipeline

In association with other divisions of L&T, ECC offers detailed engineering, procurement,
comprehensive construction and erection services in civil, mechanical, electrical and
instrumentation works for petrochemical and refinery, chemical, fertilizer including oil & gas
projects and cross-country pipelines.

Turnkey packages are undertaken for fire protection systems, HVAC, floating and fixed roof
tankages, cooling towers, cooling water treatment plant, fired heaters, effluent and water
treatment plants. Turnkey construction services, including detailed design for LNG and LPG
terminals, are also undertaken.
PETROCHEMICALS AND REFINERIES
Complete civil and structural works, intricate process plant piping, erection of stationary and
rotating equipment, erection of very heavy and tall columns, vessels, underground piping
network inside and outside battery limits, erection and testing of column internals, viz. valve
trays, chimney trays, tower packing. Fabrication and erection of fired heaters, storage tanks,
Horton spheres, shutdown maintenance and revamping works including electrical system
design, project electrification, control and automation systems are also undertaken.

OIL & GAS AND CROSS-COUNTRY PIPELINES

Execution of cross-country pipeline projects involving laying, testing, pre- commissioning and
commissioning of pipelines; civil, mechanical, electrical and instrumentation including design,
engineering and procurement for composite station works, cathodic protection system for
pipelines/stations, OFC laying, testing and commissioning, Horizontal Directional Drilling
(HDD) works for perennial river crossings.

FERTILISERS AND CHEMICALS

Design and construction of urea prill towers by slipform technique, precast
prestressed storage silos up to 60 m span and equipment foundations. Complete civil,
mechanical, electrical and instrumentation works for fertiliser plants, viz., ammonia, urea and
phosphatic fertilisers. Fabrication and erection of primary reformer and other related
equipment including heavy lifts. Prefabrication of underground piping including coating and
wrapping and above-ground process piping in CS, LTCS, AS, SS and inconel materials.

THERMAL & NON-CONVENTIONAL POWER

ECC has extensive experience in construction of power plants - thermal, gas- based
open/combined cycle, diesel, cogeneration, solar and other non-conventional plants. ECC
offers:

 Turnkey construction of power plants including civil, mechanical, electrical,

instrumentation works

 Associated detailed engineering, procurement and other related services. Deals with fossil
fuel stations - coal, liquid, gas and non-conventional.
CONSTRUCTION AND ERECTION SERVICES INCLUDE:
Survey and soil investigation

Site development works - levelling and grading, compound wall and fencing, roads and
drains, railway siding, ash ponds, greenbelt and landscaping Equipment foundations

Powerhouse building
River/seawater intake works, CW system, plant reservoirs and pump houses
Erection of SG, TG, GTG, HRSG and all other main equipment and BOP equipment

 Piping and ducting - fabrication and erection, including insulation

 Installation of electrical equipment

 Cabling work

 Assistance in testing and commissioning

 Plant and non-plant buildings

 Township and facilities

 Port clearances, inland transportation, stores management, etc.

Turnkey services are offered for natural and induced draft cooling towers, chimneys, coal-
and ash-handling systems, water and effluent treatment systems, compressed air/fire
protection/HVAC systems, complete plant electrification, instrumentation, switchyards and
transmission lines. ECC, complemented by the strengths of L&T's other Divisions, provides
EPC services in the power sector.

POWER TRANSMISSION & DISTRIBUTION SECTOR

Transmission Line & Railway Electrification and TLT Works: Turnkey construction of EHV
transmission line works is a major area of operation for ECC. With ISO certified tower
manufacturing facilities in Pondicherry and Pithampur, ECC's transmission line construction
works have gone beyond Indian shores. Today, it has established niche markets in West Asia,
South East Asia and SAARC countries with high quality products and services. ECC leads the
way in railway electrification works in the country.

TRANSMISSION LINES
ECC undertakes design, survey, supply, erection testing and commissioning of transmission
lines up to 400 kV.

Services include:
Design and testing of transmission line towers up to 400 kV single and multi
circuits Manufacture of transmission line towers and wind turbine towers Stheircing,
selection, inspection and supply of all line materials like conductors, insulators, hardware,
etc.

Construction of lines up to 400 kV including survey, foundation, erection, stringing, testing

and commissioning.

RAILWAY ELECTRIFICATION
ECC undertakes route survey, design and engineering, equipment stheircing, supply, erection,
testing and commissioning of traction overhead system, switching stations, trackside
transformer stations and grid sub-stations. ECC's clientele includes Central Organisation for
Railway Electrification (CORE), Allahahad and Zonal Railways, as well as private clients for
railway siding electrification. Services offered include:

Manufacture and supply of galvanised steel structures, portals and masts for overhead
equipment. Supply, installation, testing and commissioning of overhead equipment, booster
transformer stations, stringing of catenary and contact wires for 25 kV AC railway traction
systems

Complete design, equipment stheircing, erection, testing and commissioning of 25 kV and 2 x

25 kV AC traction substation involving SCOTT connected and V- connected transformer.

TLT FACTORY
ECC has ISO 9001-certified tower manufacturing facilities at Pondicherry and Pithampur, with
an installed capacity of 24,000 tpa and 18,000 tpa respectively.
Both plants are incorporated with the latest CNC line for fabrication of towers and
microprocessor-based temperature controlled eco-friendly systems for galvanization of
tower members. A 40,000 tpa rolling mill at Pondicherry, also ISO-certified, produces angles
and rebars, providing backward integration.

HYDEL & NUCLEAR SECTOR

ECC has the capability to construct critical and complex structures for Nuclear Power. It has
the distinction of having executed almost all the Nuclear Power Plants in the country including
heavy water plants. ECC also offers comprehensive construction services for building hydro
power and irrigation structures.

NUCLEAR POWER PROJECTS

ECC has experience in construction of:

Prestressed reactor containment structures

Turbine buildings

Cooling water systems

Intake and outfall structures

Fast-breeder test reactors (FBTR)

Radio metallurgical and radio chemistry laboratories

Ventilation stacks and other auxiliary structures apart from complete HVAC and various
piping systems

BUILDING PRODUCTS
ECC also manufactures and supplies building materials. In technical collaboration with Doka
of Austria, ECC manufactures 'system formwork' components in steel and timber. ECC
supplies and places in position 'Ready Mix Concrete' - the high quality concrete of various
grades to meet individual customer requirements at their premises.
Formwork / Doka Formwork
ECC undertakes design, fabrication and supply of formwork systems for various applications.
In technical collaboration with Doka Formwork and Scaffolding Company of Austria, ECC
manufactures and markets these formwork components in India and neighbtheiring
countries. ECC also offers project consultancy services, and provides experts for on-site
training. Systems marketed include large-area wall formwork, column formwork, flex system
for RC floors upto 4.5 m, heavy-duty towers for heavy and tall floors above 5m in height,
automatic climbing formwork system and advanced formwork systems, like Frami, used for
casting RC walls and columns.

ECC's state-of-the-art plant at Pondicherry manufactures H-16/H-20 timber beams with a

capacity of about 6 lakh running metres per annum. A production plant for manufacture of
steel components up to 5000 tpa is also a part of the formwork unit. Formwork Department
is ISO 9002 certified for manufacture and marketing of formwork systems; technical training
services to the customers and slipform site operations.

Slipform
Slipform means a continuously moving form, moving at such a speed that the concrete when
exposed has already achieved enough strength to support the vertical pressure from concrete
still in the form as well as to withstand nominal lateral forces. This system is more suitable for
structures with uniform cross-sections or uniformly varying cross-sections. Slipform
technique of continuous construction is used for cores of multi-storeyed structures, tall
chimneys, vertical silos and RCC pylons......

TUNNEL FORM
With the help of tunnel forms, room size walls and slabs can be cast together like a portal in
a single ptheir of concrete. To facilitate removal of the form, block work or precast walls are
provided for the facade. Generally these forms are made of steel components and results in
high productivity by repeated usage. This is ideally used for construction of mass system
housing.
READY MIX CONCRETE
L&T Concrete is produced at Ready-Mix-Concrete (RMC) plants at Mumbai, Chennai,
Coimbatore, Madurai, Delhi, Bangalore and Hyderabad. RMC comprises cement, aggregates,
water and other ingredients which are weightbatched at these centrally-located plants. It is
then delivered to the construction site in L&T transit mixers. The key to the effectiveness of
L&T Concrete lies in the technology used at all stages from mixing to delivery. L&T's
experience in the cement industry - both as a leading manufacturer and major consumer for
all its own projects - ensures that technology used and the quality of concrete are on par with
international standards.

DEVELOPMENT PROJECTS
India's changing economic landscape is transforming patterns of business, and offers new
perspectives in setting up of major infrastructural projects. ECC's Developmental Projects
Business Unit is geared to meet these emerging opportunities

The target segments are projects which will be executed on the Build-Own-Operate-Transfer
(BOOT), Build-Operate-Transfer (BOT), Build-Own-Lease-and-Transfer (BOLT) principles, and
other variants.

These projects could typically be promoted by entrepreneurs/consortiums comprising private

and public sector companies, financial institutions and multinationals.

ECC seeks to play a key role in a scenario where BOOT and BOT projects will constitute a
dominant share of all major new projects. The Development Projects Business Unit draws on
ECC's traditional strengths and wide-ranging experience in executing projects on EPC basis.

PROJECTS EXECUTED
1 HITEC City: The first phase of project - 'CYBER TOWERS', promoted by L&T Infocity Limited
and Andhra Pradesh Industrial Investment corporation (APIIC) - has been completed in a
record time of 12 months. some of the world's leading software companies have already
taken space in this landmark tower at Hyderabad.

2 Coimbatore bypass, the first road privatisation project in South India, this BOT road
project in South India, was opened to traffic in January 2000. Construction of this
 landmark project was achieved using mechanised and innovative construction methods
to meet international quality and safety standards.

3 Second Narmada Bridge: The scope of this project is design, construction, maintenance
and operation of the second Narmada bridge at Zadeshwar Bharuch. The scope of the
project includes construction of 1.4 km - long bridge and 4.8 km of approach
roads. Construction was completed in October 2000, and toll-collection started from
November 2000.

4 Watrack Bridge: This Project, near Ahmedabad on NH-8, consists of construction of a new
bridge and approach road, in addition to maintaining an existing bridge and its 10-km
approach road. The total concession period of 128 months, included a construction
period of 24 months. Construction was completed in December 2000

PLANT & MACHINERY

Plant & Machinery Business Unit, which is part of Restheirces & Supply Chain Management
function, has India's largest fleet of Construction Equipment worth around Rs.770 Crore and
numbering more than 12,000 pieces of equipment. The fleet comprises of a wide range of
sophisticated and specialized equipment for achieving speed, quality and cost-effective
construction.

The asset base includes Heavy Duty Cranes, Heavy Earthmovers, Asphalt, Batching & Crushing
Plants, Asphalt & Concrete Pavers, Vibratory Compactors, Concrete Pumps, Booms Placers,
Drilling Jumbos, Rock bolting / Shotcreting machines, On / Offshore Hydraulic Drilling Rigs,
Core Drilling Machines, Winders, Compressors, D.G.Sets and Mobile Crushing units.

MATERIALS MANAGEMENT
Materials Management Department, which is the most important link in Supply Chain
Management, supports global operations of ECC by catering to the needs of all the projects,
factories and offices by constantly enhancing input efficiency for their operations. The
function of Materials Management Department includes procurement from both indigenous
and overseas markets, storage, logistics, inventory management at regional stores, disposal
etc. the overall operations of Material Management Department are monitored from ECC's
Headquarters in Chennai.
 SWOT ANALYSIS

STRENGTHS

 Right products, quality and reliability performance vs. competitors.

 Brand Image
 Products have required accreditations.
 High degree of customer satisfaction.
 Good place to work
 Lower response time with efficient and effective service.
 Dedicated workforce aiming at making a long-term career in the field.

WEAKNESSES

 Some gaps in range for certain sectors.

 Superior product Not very popular in the international market
 Delivery-staff need training.
 Customer service staff need training.
 Processes and systems, etc
 Management cover insufficient.
 Sectoral growth is constrained by low unemployment levels.

OPPORTUNITIES

 Profit margins will be good.

 End-users respond to new ideas.
 Could extend to overseasbroadly.
 New specialist applications.
 Could seek better supplier deals.
 Fast-track career development opportunities on an industry-wide basis.
 An applied research centre to create opportunities for developing techniques.
THREATS

 Legislation could impact.

 Existing core business distribution risk.
 Vulnerable to reactive attack by major competitors.
 Lack of infrastructure in rural areas could constrain investment.
 CHAPTER –3
CONCEPTUAL
DESCRIPTION

LITERATURE REVIEW

INFORMATION SYSTEMS
Information Systems applications enhance internal efficiency of Business Process by
eliminating redundant process nodes, optimizing productivity and reducing business costs.
This Department takes care of company's IT requirements Information, Planning &
Organization, Acquisition & Implementation, Delivery & Support and maintenance. It also
takes care of IT restheirces e.g., people application system, technology, facilities and data.

Construction Enterprise Management (CeMA) / EIP - the Enterprise Information Portal (EIP)
of ECC is a web-enabled Project Management System, developed and optimised internally on
a 24 X 7 VPN network infrastructure.

CORPORATE SERVICES
HEALTH, SAFETY & ENVIRONMENT

At ECC, safety is given the highest priority. The Occupational Safety, Health and Environment
Policy enunciated by the Corporate Management lays emphasis on Safety, Health and
Environment through a structured approach and a well defined organization. systems and
procedures have been established for implementing the requisites of safety at all stages of
construction and in respect of plant machinery and materials.
QUALITY MANAGEMENT
Good quality products and customer satisfaction are two basic requirements of
business. Well-structured quality management systems ensure good quality, safety,
reliability and controlled cost at every stage of construction with a view to enhancing
customer satisfaction and adding to stakeholder value. ECC's quality management
programme, initiated in its early days was given a further thrust when it was brought under
ISO certification during early '90s.

CORPORATE COMMUNICATIONS
ECC's Corporate Communications Department disseminates vital information of the Division,
its products and services for internal and external customers. ECC's in -house magazine "ECC
News" is a people-oriented magazine offering insight on the spectrum of ECC's management
philosophy and employee's achievements including their family members. "ECC Concord", A
customer-specific quarterly jtheirnal, is meant for the external public. The department
produces corporate films and project capsules, handles media relations for the company and
provides marketing communication support through print public and other electronic media.

PERSONNEL & HUMAN RESTHEIRCES DEPARTMENT

Just as ECC has been the story of shaping an institution that stands today for the highest
standards of quality, innovation and service to the customers across the globe, its Personnel
abd Human Restheirces Department has been a chronicle of attracting, holding and moulding
the finest talent in India.

A strategic business partner, P&HR department, has been key to delivering the business
advantage. The focus areas of Recruitment and Training ensure the induction and grooming
of talent, supported ably with a robust Performance Management System that helps nurture
a culture of meritocracy. The system wing of P&HR department, which has pioneered many
indigenous IT solutions, has been the backbone of all HR activities.

FINANCE, ACCOUNTS AND ADMINISTRATION

Finance, Accounts and Administration Department administers the finance and accounts
related policies of the Company at all their establishments - Headquarters, Regional / Zonal
Offices and Project Sites. Besides this, the department manages the working capital for the
Division through effective funds management, monitoring of receivables and vendor
financing. It also ensures compliance of statutory requirements and internal controls at
Regional Offices and project sites.

THE INTERNAL RECRUITMENT

Company believes in offering opportunities for growth and career progression to its
employees; thus each time a requirement arises, internal recruitment will be a preferred
mode. For every vacancy arises below. ……Level, an option of filling the post initially will be
considered. HR will place an advertisement on the intranet. The advertisement will contain
the following details:

Job Profile

Educational qualifications, Skills, Experience

Last date of receiving Applications

Contact person in HR

All Applications will be screened for the eligibility against pre-determined criteria for the
vacancy. HR will prepare a list of eligible applicants and seek approval from the respective
Reporting Manager and Departmental Head. If approval is given, HR will send a notification
to the eligible candidates via email. Applicants who are not found eligible will also be notified
via email.

If no suitable applicants apply within one week from the date of posting the advertisement,
external recruitment is initiated.

 Eligible candidates will undergo a panel interview.

 Travel for Interview: As per eligibility in current grade .

Compensation fitment: Wherever the employee is moving to a higher value job,

compensation will be undertaken as if the individual is a new hire.
Handover period: Before the employee takes over his/her new position, there will be a
handover period of one month. However this maybe reduced at the discretion of the current
Reporting Manager.

Relocation: If the employee needs to relocate to a different city to take up the new position,
the company will reimburse as per the relocation policy.

EXTERNAL RECRUITMENT
Entry Level Recruitment Entry-level recruitment is used for fresh graduates / postgraduates
who are taken as Executive Trainees and Management Trainees or for individuals joining at
entry-level positions in the Company. If candidate possess less than one year of work
experience, he/she will be treated as a fresh hire (entry level recruitment).

 Trainee Schemes

 Management Trainees

Depending upon the requirements projected in the manpower plan, the company will recruit
Management Trainees from Management institutes in the country.

Stheircing of Trainees

Management trainees will be stheirced from Management Institutes across the country. The
selection criteria for Institutes are described below:

Campus rating through publications: HR will refer to the Campus ratings published in the
Business Magazines, available in the country and arrive at average campus ratings. For the
current year the company will target institutes that are ranked between 15th and 20th ranks
according to the ranking developed. It is further recommended that by the year 2006 – 2007.
The company should target campuses that range between 10th and 15th ranks.

Recruitment days given: The company will give preference to the Institutes who are willing
to give either day 0, 1 or 2

Campus Specialization: Relevance of ctheirses offered to the company’s business.

Campus Relationship: The Company will develop close relationships with targeted campus by
hiring large numbers, conducting events, taking summer trainees, sending senior managers
for lectures etc.

An attempt will be made to include a cross – section of Institutes across the country to ensure
diversity in the campus recruitment process. Additionally, freshly qualified persons from
different areas shall be selected as per the requirement.

Positioning of trainees selected trainees will be positioned at the following grades:

Fresh Graduates: Student with a Masters in Business Administration/Chartered Accountants

will be placed at the Management Trainee grades and will get confirmed in level…. After
successful completion of the training period.

Experience: Student with relevant work experience of 1 – 3 years will be given weight age but
will be taken as Management Trainee. Any candidate with more than three years of work
experience will be considered a lateral recruit and appropriate fitment will be done.

RECRUITMENT PROCESS
The recruitment process for the Management trainees will be as follows:

HR will initiate the campus recruitment process by sending the company’s literature to the
campus, one month before the proposed date of recruitment. This will contain brochures of
the company literature containing information about the company, the job profile and the
remuneration package.

PRE PLACEMENT TALKS:

HR will coordinate with the Placement Cell of short listed Institutes and schedule Pre
Placement talks.

The HR head and a senior line Manager will form the Pre Placement Team. The following
information will be carried to the Pre Placement Talks:

Brochures or company literature containing information about the company, job profiles and
the remuneration package.

 Application blanks.
 Number of job openings.

SCREENING OF APPLICATION BLANKS

The Placement Coordinator/Administrative offices will short list candidates on the basis of
predetermined eligibility criteria and send the list of short listed students to the company at
least one week before the date of campus interviews. HR will then screen the application
blanks that are received and short list them a second time according to the eligibility criteria.
Any deviations will be highlighted and justified. A final list of candidates selected for
interviews will be sent back to the Institute no later than one week before the selection
process.

SELECTION PROCESS
All eligible candidates will undergo the following 2 – step selection process:

Group Discussion – This will be the first step of the selection process. Two members of the
Campus Recruitment Team will observe each group discussion. Observations will be recorded
in the Group Discussion Observation Form and compared for a final rating at the end of the
Group Discussion. Topics will be a mix of economics, business and general awareness.

Candidates who are selected after the Group discussion will be called for a personal interview.
Interview Observation Forms will be used to evaluate the candidate’s performance during the
interview.

SUGGESTED SELECTION CRITERIA FOR STUDENTS

It is imperative to not only recruit those students who do well academically but also those
who possess a winning attitude but may not have done as well academically. The following
selection criteria can be used as a guide:

❖ Academics – Focus on students who have consistently done exceptionally well

❖ Extra and Co curricular activities – Focus on Leadership, Initiative

❖ Personality and Attitude – Focus on Communication, Presentation and Teamwork. At the

end of the selection process, the Campus Recruitment Team will compile a list of selected
 candidates and handover the same to the Placement Officer. An announcement can also
be made to inform students at the same time.

OFFER LETTERS:
Offer Letters will be sent to the selected candidates within 7 days of the selection process at
the Campus. Candidates have to indicate his/her acceptance by signing and returning the copy
of the letter to HR not more than15 days after receipt of the letter. Where required blank
offer letters will be carried to the Campus and given at the time of placement itself.

RECRUITMENT PROCESS
The recruitment process for the Management trainees will be as follows:

HR will initiate the campus recruitment process by sending the company’s literature to the
campus, one month before the proposed date of recruitment. This will contain brochures of
the company literature containing information about the company, the job profile and the
remuneration package.

PRE PLACEMENT TALKS:

HR will coordinate with the Placement Cell of short listed Institutes and schedule Pre
Placement talks (PPT). The HR head and a senior line Manager will form the Pre Placement
Team. The following information will be carried to the Pre Placement Talks:

 Brochures or company literature containing information about the company, job profiles
and the remuneration package.

 Application blanks

 Number of job openings

ELIGIBILITY CRITERIA
A consistent academic record of 60% and above in all years of graduation in engineering.
Projects undertaken at the summer trainee/internship level (if any, in applied ctheirses)
Screening of Application Blanks
The Placement Coordinator/Administrative offices will short list candidates on the basis of
predetermined eligibility criteria and send the list of short listed students to the company at
least one week before the date of campus interviews. HR will then screen the application
blanks that are received and short list them a second time according to the eligibility criteria.
Any deviations will be highlighted and justified. A final list of candidates selected for
interviews will be sent back to the Institute no later than one week before the selection
process.

SELECTION PROCESS GROUP DISCUSSION:

This will be the first step of the selection process. Two members of the Campus Recruitment
Team will observe each group discussion. Observations will be recorded in the Group
Discussion Observation Form and compared for a final rating at the end of the Group
Discussion. Topics will be a mix of economics, business and general awareness.

CANDIDATES
Who are selected after the Group discussion will be called for a personal interview. Interview
Observation Forms will be used to evaluate the candidate’s performance during the
interview. At the end of the selection process, the Campus Recruitment Team will compile a
list of selected candidates and handover the same to the Placement Officer. An
announcement can also be made to inform students at the same time.

OFFER LETTERS:
Offer Letters will be sent to the selected candidates within 7 days of the selection process at
the Campus. Candidates have to indicate his/her acceptance by signing and returning the copy
of the letter to HR not more than15 days after receipt of the letter. Where required blank
offer letters will be carried to the Campus and given at the time of placement itself.
TRAINEE SCHEME
Once selected, all trainees will be provided with an HR brochure that lists the details of the
trainee scheme as outlined below:

Travel: Management Trainees will be provided with AC class Train Fare from home to the
company. Conveyance expenses such as travel (taxi) from the Railway station to the place of
posting etc. will be provided.

TRAINING PROGRAM:
The training period will last for one year. Selected Management Trainees will be confirmed at
…..level

Module 1: Induction: A three day induction period will be held for all trainees by the top
Management on the vision, mission and company policies.

Module 2 : On the Job Training: trainees will be given 11 months of on the job training where
they will undertake projects in their department of choice/specialization according to the
responsibilities accorded to the grade.

PERFORMANCE EVALUATION AND PLACEMENT

Upon completion of the training period, all trainees will undergo a performance evaluation.
Trainees will be required to present a report of the projects they have undertaken to the
Department Head at the end of the training period. HR will schedule a performance interview
for every management trainee. The panel for interview will consist of one cross – functional
head, Department head and HR Manager.

The trainee will be assessed on the projects completed and a number of parameters listed in
the “Trainee Evaluation Form”. The Performance Evaluation Panel will then either
recommend a confirmation or separation as per the trainee’s performance. Upon receiving
the evaluation and recommendation, HR will issue a confirmation letter to the trainee
confirming him/her at …..Level.

The separation process will be initiated for trainees whose performance is not found to be
satisfactory.
 Trainee Scheme Summary Table

 Executive Trainees Management Trainees

 Travel

 Executive trainees will be provided with fare from their Institute/ home to the company.

 Conveyance expenses such as travel (Taxi) from the Airport/ Railway station to the place
of posting etc will be paid.

 Accommodation

Outstation Trainees will be provided twin sharing Accommodation for one month free of cost.
Any cost for further requirement will be deducted from the trainees stipend will be deducted
from the trainee’s stipend.

Executive Trainees Management Trainees

Training program

The Training program for both trainees will last for one year

The program has already been mentioned earlier in the recruitment process.

Direct Hiring

Internal Database: In case of requirement of fresh graduates for any function like sales or
recovery, HR will refer to the internal database of unsolicited resumes (drop in
applications, walk ins etc.)
 SELECTION PROCESS

HR will short list candidates as per the pre determined criteria prescribed for the vacancy.
After a Preliminary interview, the candidate will undergo a panel interview as per the panel
composition in Appendix II. Observations will be recorded in the interview observation form.

Compensation Fitment: The compensation package will be as per the compensation grid. The
same id decided by the Compensation Manager, HR and then approved by the HR Head.

Offer Letter: An offer letter will be sent to selected candidates within one week of the
interview.

Offer Acceptance: Candidates have to sign a duplicate copy of the letter as a token of their
acceptance and send the same back within 15 days of the receipt of the letter.

LATERAL RECRUITMENT
The different modes of recruitment available are Database Hiring, Internet Hiring, Employee
Referrals and Advertisements.

Database Hiring: When any recruitment requirement arises, the internal applicant database
will be referred to. Eligible applicants will be selected by their qualifications, experience and
training. HR will forward a copy of the candidates list to the requesting department along with
the resumes of the five highest ranked candidates. Candidates short – listed from this list will
be called for an interview.

Employee Referrals:
HR will intimate the panel members of the interview schedule at least 2 days prior to the start
of the first interview. Panel members will be provided in advance with a Candidate
Assessment Folder consisting of the candidate’s resume, career history and interview
observation form.
Travel Reimbursement:

 Travel reimbursement will be done as per details in Appendix III.

 Outstation candidates will be given 5 working day’s notice and local candidates will be
given 3 working day’s notice to attend the interview at the given location.

 Offer Letter: An offer letter will be sent to selected candidates within 7 days of the panel
interview. Regret letters to be sent to rejected candidates. Once offer has been made,
intimation will be sent to Personnel Administration with compensation, designation and
fitment details.

Reference Checks:
Selected and offered candidates will be required to furnish 2 Industry – based references (one
of whom the candidate has worked with for a minimum period of one year). HR will conduct
the reference check and record observations within 15 days of sending the offer letter. If the
reference check is not satisfactory, offer will be revoked with immediate effect.

Referrals from the employees must be enctheiraged as they not only imply a lower
recruitment cost as compared to advertisements or recruitment firm, but the reliability of
candidates is also higher due to fact that they are coming through a known and trusted
stheirce (KDS Steel Division employees)

HR will advertise the vacancy on the company’s intranet. The advertisement will consist of
the Job Profile, Employee Profile, and Last date of application and the name of contact person
in HR. HR will send an acknowledgement to the referee. This will be done within 2 days of the
application

MEDIA ADVERTISEMENT
In case the number of vacancies is large, advertisements may be released based on
recommendation of the HR head and an approval from the Directors. The advertisement will
adhere to the prescribed standards and will contain the following details:

 Brief Profile of The Company

 Brief on Job Responsibilities

 Employee profile- Age, experience, educational qualifications

 Locations

 Email ID/Postal Address for receipt of Resumes

INTERNET RECRUITMENT FIRMS

Internet recruitment firms such as naukri.com and jobsahead.com can be used for any level
of recruitment. HR head will be the final contact.

SELECTION PROCESS
Initial Screening :

HR will conduct an initial screening based on the details provided in the CV, and also the pre
determined criteria. HR will then establish a candidate’s list using set priorities when there is
more than one qualified applicant interested in the same position.

Preliminary Interview
A preliminary interview with HR will be conducted prior to the panel interview. The
preliminary interview may be conducted via telephone if it is a case of an outstation
candidate.

Final Interview: HR will intimate the candidate about interview time, date and venue for the
final interview
 EMPLOYEE RETENTION PRACTICSE AT L & T

What is engagement?

It is a positive attitude held by the employee towards the organisation and its values. An
engaged employee is aware of business context, and works with colleagues to improve
performance within the job for the benefit of the organisation. The organisation must work
to develop and nurture engagement, which requires a two-way relationship between
employer and employee.’
Employees are one of the most important assets, but are Companies doing everything they
can to maximize the potential of this asset? The best employee attitude studies explore all
aspects of an employee’s working life with an employer, covering not only what they do but
also what employees think and feel about the organization. An effectively implemented
program of employee research can become one of the most powerful strategic tools in
helping the company achieve its long-term corporate goals. To ensure the value of company’s
investment in employee research, HR managers have to fully understand the concerns,
attitudes and motivations of their employees.

The way it was......in the past, jobs were considered desirable and sufficient candidates could
be found to fill most critical jobs. Moreover, once employed, workers would often spend their
entire careers in the same job. In areas where there was turnover, new employees could be
recruited easily.

The way it is..... today there is a high demand for workers. The supply of qualified workers is
limited and good workforce planning requires a twofold approach of aggressive recruitment
and innovative retention strategies. Retention policies need to focus on elimination of
unwanted turnover.

EMPLOYERS NEED TO DETERMINE WHO THEY SHOULD RETAIN AND HOW

THEY CAN RETAIN THEM.

Tracking voluntary turnover by department then focus efforts on the problem areas.
Providing incentives talented employees should be identified early and proactive steps should
be taken to nurture and retain them.

 Development of early tracking procedures for promising new hires.

 Tracking of reasons for quits, especially among the high potential workers.

 On-going employee attitude surveys to provide information for successful retention

strategies and to predict turnover.

 for people to remain with the organization - these are not always financial.
WHAT PEOPLE WANT???

“...People want to feel valued and valuable. They want to belong, to know that they, their
work and their ideas matter. They want a diversity of challenges, and the ability to make
decisions without excessive red tape. They want to feel connected to upper management,
knowing they can share ideas with company decision makers.”

RETENTION PRACTICES

While cash may get workers in the door, culture will keep them

Create a kind of “feel good about work” culture for their employees. The staff members who
stay with you the longest do so because they want to, not because they have to They will only
stay if you create a positive work culture. Let staff know that you are pursuing a common
purpose, which is mutually beneficial. their goal is to frequently let staff know that this is “why
I need you” and this is “why you are important.”

Stop hiring the wrong people - One place to plug the leak is to stop hiring the wrong people.
A manager needs to understand what kind of person will be happy in a competitive work
place? It is someone who is dependable, deliberate, hates change, likes to follow repetitive
processes and finishes the job at hand. Or it could be someone who has a flair for accuracy,
thrives in an environment which has procedures laid down and yet does not seek variety or
change. However, the system breaks down when the qualified person is put into a position
that does not quite fit who they are.
Instead of job match, this result in job mismatch, which causes the job and individual to suffer,
limiting the company’s productivity.

Provide good incentives and recognition: The biggest motivation to the staff is recognition
and every day pat instantly when ever they do good work goes along way. Whenever sales
happen, all the members stand and clap for achievement and at the end of the day each one
will be appreciated for the good sales. A letter of appreciation for quality work, good dinner
with the team members is always appreciated by the agents.

Good relationship with supervisors: Many times, employees seek greener pastures because
they are unhappy with their supervisors.

The supervisors and trainers have an important role of giving feed back on both strengths and
weaknesses, which will help them to do better. Some staff do have initial problem of getting
adjusted to the office jobs and procedures or they lack confidence. Reinforcing the confidence
that “you can do” is the responsibility of supervisors. It is true that staff requires money, but
they always look for actions, which touches their mind and heart. Let's be honest, bosses
management styles have a huge impact on employee satisfaction.

COACHING AND CAREER PATHING: Coaching is employee development. Their only cost is
time. Time means you care. And remember their people don't care how much you know...
until they know how much you care. Whenever the emphasis is on positive feedback, I make
sure to do this coaching in "public." Whenever you recognize and enctheirage people in
"public," it acts as a natural stimulant for others who are close enough to see or hear what's
taking place. Employees need to know what is potentially ahead for them, what opportunities
there are for growth. This issue is a sometimes forgotten ingredient as to the importance it
plays in the overall motivation of people.
 CHAPTER – 4

Research Objective
And
Methodology

RESEARCH OBJECTIVE

Primary Objectives(s):
➢ The primary objective is to study, understand and analyse various aspects related to
recruitment and retention procedure at Larsen & Tourbro.

SCOPE OF THE STUDY

➢ I will foccus my study on Larsen & Toubro and based my study primarily on the
recruitment and retention procedure at Larsen & Toubro.
 RESEARCH METHODOLOGY

➢ A Research Methodology defines the purpose of the research, how it proceeds, how to
measure progress and what constitute success with respect to the objectives determined
for carrying out the research study.

➢ The appropriate research design formulated is detailed below.

➢ Exploratory research: this kind of research has the primary objective of development of
insights into the problem. It studies the main area where the problem lies and also tries
to evaluate some appropriate ctheirses of action.

➢ The research methodology for the present study has been adopted to reflect these
realties and help reach the logical conclusion in an objective and scientific manner.

Research Design: Descriptive research design has been used in this project.

Data Structures: “Systemized Method to gain knowledge”. The technique deployed to

analyze and interpret the data for the purpose of hitting the target objective plays a crucial
role. The effective research technique has a significant contribution for effective objective
achievement.

NATURE OF DATA:
Primary data: Data which is collected through direct interviews and by raising questionnaires.

Secondary data: secondary data that is already available and published .it could be internal
and external stheirce of data.

Internal stheirce: which originates from the specific field or area where research is carried
out e.g. publish broachers, official reports etc. The secondary data has been collected from
various books, magzines, jtheirnals, information brochures and internet web sites.
DATA COLLECTION:
Primary data:

 The primary data will be collected by raising a questionnaire at the L & T with a sample
size of 45.

 While one questionnaire will be based on the evaluation of Recruitment procedure, the
other one will be based on the evaluation of retention policies of the company.

Secondary data:
The secondary data will be collected from various books, magzines, journals, iformation
brochures and internet web sites.
CHAPTER – 5
FINDINGS
AND
ANALYSIS
 DATA ANALYSIS

Q1. IS THERE A WELL DEFINED RECRUITMENT POLICY IN YOUR

ORGANIZATION?

Yes

No

Maybe

 Yes : 24%
 No : 61%
 Maybe : 15%

CONCLUSION

 The general feeling among the employees of Escorts is, that the company do not have a
well defined and clear recruitment policy.
Q2. PRINCIPLE OF RIGHT MAN ON THE RIGHT JOB IS STRICTLY FOLLOWED/A
DETAILED JOB-ANALYSIS IS DONE PRIOR RECUIREMENT?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disgree

 Strongly Agree : 9.7%

 Agree : 36.6%
 Neutral : 44.1%
 Disagree : 8.6%
 Strongly Disagree : 1%

CONCLUSION

 A good majority of the employees feel that the need for the manpower planning is strickly
followed or may not be because of majority employees gives neutral answer.
Q3. WHICH INTERNAL SOURCE OF RECRUITMENT IS FOLLOWED BY THE
COMPANY AND GIVEN MORE PRIORITY?

Internal Promotion
Employee referrals
Transfer

 Internal promotion : 33.3%

 Employee referrals : 49.5%
 Transfer : 17.2%

CONCLUSION

 A good majority of the employees are of the view that Employee referrals is the right
source of recruitment and the same should be given the priority.
Q4. Which external source of recruitment is followed by the company and
given more priority?

Campus interview
Advertisement
Online job Banks
Walk in Interview
Agencies/Consultancy
Employment Exchange

 Campus interview : 8.6%

 Advertisement : 21.5%
 Online job Banks : 37.6%
 Walk in Interview : 19.4%
 Agencies/Consultancy : 8.6%
 Employment Exchange : 4.7%

CONCLUSION

 Advertisement and the recruitment through Online Job Banks are the two most popular
methods of recruitment which are currently being employed the company.
Q5. Which source of recruitment is relied upon when immediate
requirement arises?

44% Internal

56% External

 Internal : 44.1%
 External : 55.9%

CONCLUSION

 In the case of immediate requirement the company heavily relies on the external
recruitment method.
Q6. The sorting of candidate applications is done by some preset criteria?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disgree

 Strongly Agree : 6.5%

 Agree : 29%
 Neutral : 31.2%
 Disagree : 31.2%
 Strongly Agree : 2.1%

CONCLUSIONS

 The employees are of the strong belief that the selection of the candidates is being made
on the basis of some pre set criteria. And some times may not be.
Q7. Which are the paramenters on which candidates are evaluated (give
ratings out of 100)?

Attinments

Aptitude

Process knowledge/Intelligence

Skills

Experience

0 10 20 30 40 50 60 70 80

 Experience : 66.7%
 Skills : 46.2%
 Process knowledge/Intelligence : 39.8%
 Aptitude : 19.4%
 Attinments : 12.9%

CONCLUSIONS

 The key parameters of performance evaluation are given above.

Q8. To identify the employee's capabilities and aptitude, psychological
testing is done. Do you think it is an useful technique?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disgree

 Strongly Agree : 7.5%

 Agree : 34.4%
 Neutral : 44.1%
 Disagree : 14%
 Strongly Disagree : 0%

CONCLUSION

 Psychological testing has been voted as the best technique to evaluate the employees
capabilities and aptitude by most of the employees.
Q9. What type of interview is taken while selection?

Ptterned

Stress

Depth

Others

 Patterned : 35.5%
 Stress : 16.1%
 Depth : 36.6%
 Others : 11.8%

CONCLUSIONS

 More than half of the people questioned, admitted that they had to face in-depth
interviews at the time of selection.
 QUESTIONAIRE COVERING RETENTION ASPECT

Q1. How long have you been associated with the company?

 1-4 years--------------------------------- 32.2%

 4-10years--------------------------------- 50.5%
 10years and above----------------------- 17.2%

1-4 Years
4-10 Years
10 Years and above

CONCLUSIONS

 More than half of the employees admit that association with the company is for 4 to 10
years,, while a good 30% of the employees admitted to have left the company in less than
4 years .
Q2. Are you overall satisfied with the company?

 Yes-------------------------------- 55.9%
 No --------------------------------- 25.8%
 Maybe ---------------------------- 18.3%

YES

NO

MAYBE

CONCLUSIONS

 A large majority (82%) of the employees expressed their satisfaction with the company.
Which is a great morale victory on the part of the management..
Q3. Are you satisfied with the salary structure prevailing in your company?

 Strongly Agree ------------------------ 16.1%

 Agree ------------------------------------- 36.6%
 Neutral ----------------------------------- 33.3%
 Disagree ---------------------------------- 11.8%
 Strongly Disagree ----------------------- 2.2%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disgree

CONCLUSIONS

 Almost 2/3rd of the employees expressed their dissatisfaction over the salary structure
being offered currently.
Q4. How are your interpersonal relations with your colleagues, subordinates
and managers?

 Good ------------------------------------------ 33.3%

 Bad ------------------------------------------- 47.3%
 Fine ------------------------------------------- 19.4%

GOOD

BED

FINE

CONCLUSIONS

 The employees do not enjoy good inter personal with the colleagues, subordinates and
managers.
Q5. Are you happy with the work conditions (facilities / physical
environment) of your company?

 Strongly Agree -------------------------- 8.6%

 Agree -------------------------------------- 39.8%
 Neutral ------------------------------------- 36.6%
 Disagree ------------------------------------ 15.1%
 Strongly Disagree ------------------------- 0%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disgree

CONCLUSIONS

 The employees are actually divided over the working conditions of the company.
Q6. Do you have a clear path of Career Advancement?

 Strongly Agree-------------------------------------- 10.8%

 Agree---------------------------------------------- 29%
 Neutral --------------------------------------------- 44.1%
 Disagree------------------------------------------- 15.1%
 Strongly Disagree------------------------------- 1%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disgree

CONCLUSIONS

 Only 10.8% of the employees actually believe that their career will flourish with the
company. And mostof employess are neutral for clear path of career advancement.
Q7. Do you find yourself growing in the organization?

 Strongly Agree-------------------------------------- 8.6%

 Agree----------------------------------------------- 38.7%
 Neutral ------------------------------------------- 36.6%
 Disagree------------------------------------------ 14%
 Strongly Disagree------------------------------- 2.1%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

CONCLUSIONS

 Most of the employees are confidenrt about their growth in the company. And half of the
employess are neutral.
Q8. Are achievements recognized and are they awarded in your company?

 Strongly Agree------------------------------------- 3.2%

 Agree------------------------------------------------- 34.4%
 Neutral --------------------------------------------- 44.1%
 Disagree-------------------------------------------- 12.9%
 Strongly Disagree------------------------------- 5.4%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

CONCLUSIONS

 Mostof the employees are confidenrt about their growth in the company. And almost all
the employess are confident about their growth in the company.
Q9. Are you happy with your position at this company?

 Strongly Agree-------------------------------------- 7.5%

 Agree---------------------------------------------- 34.4%
 Neutral--------------------------------------------- 31.2%
 Disagree-------------------------------------------- 23.7%
 Strongly Disagree--------------------------------- 3.2%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

CONCLUSIONS

 Almost all the employees are confidenrt about their growth in the company.
Q10. The organization provides you ample resources and opportunities at
work to learn and grow?

 Strongly Agree-------------------------------------- 7.5%

 Agree------------------------------------------------ 46.2%
 Neutral--------------------------------------------- 34.4%
 Disagree------------------------------------------- 10.8%
 Strongly Disagree--------------------------------- 1.1%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

CONCLUSIONS

 A majority of the employees confided that there are ample opportunities and resources
available for them to grow and excel in their respective fields.
Q11. There is a free flow of communication and good coordination among
supervisors and subordinates?

 Strongly Agree-------------------------------------- 9.7%

 Agree------------------------------------------------- 38.7%
 Neutral---------------------------------------------- 34.4%
 Disagree-------------------------------------------- 16.1%
 Strongly Disagree--------------------------------- 1.1%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

CONCLUSIONS

 A good 70% of the employees believe that there is free flow of communication among the
supervisors and the subordinates, it is a healthy sign for any organisation.
Q12. What would be your primary reasons for leaving the company?

 Benefits & Salary -------------------------------------------- 14% (1)

 Better job Opportunity elsewhere -------------------------- 17.2% (2)
 conflict with co-workers/higher authority/management- 29% (3)
 Working conditions------------------------------------------- 19.4% (4)
 Job Expectation/Challenges/Growth----------------------- 14% (5)
 Poor Performance Evaluation------------------------------- 6.5% (6)

6 6.5

5 14

4 19.4

3 29

2 17.2

1 14

CONCLUSIONS

a big majority of the employees leave their job because of :-

 -Conflict with co-workers/higher authority/management

 -Working condition
Q13. How would you rate the MORALE in your company?

 Low--------------------------------- 13%
 Very Low--------------------------- 2%
 High--------------------------------- 76%
 Very High--------------------------- 9%

Low

Very Low

High

Very High

CONCLUSIONS

 The morale of the employees of the company is very high which is a sign of good
management policies of the company.
 CHAPTER – 6
CONCLUSIONS

CONCLUSION

The basic concept of summer training is to give students a new insight of practical applications
of Human Restheirce Department of the organisation.

In this modern world all human being thrive to become more skilled & hence they all work
hard to achieve the predetermined goals with their wholehearted dedication towards their
jobs assigned.

 They always try to be close to perfection for this they need to be properly trained in their
respective fields so that the unskilled workforce sharpens their skills & the skilled
workforce move closer to their goals.

 Also each of the employees should be properly motivated so that he/she develops a will
to work & fell that he is a part of the organisation, this help in the development of a sense
of responsibility & a sense of belongingness amongst the employees. Hence the need for
development of human restheirce was felt.

 The Human Restheirce of the organisation should be prepared in such a way that they
help the employee to perform efficiently.

 Organisations are becoming large & complex with progressive industrialisation. Human
Restheirce Department hence becomes the prime department in all concerns whether
small or large & its Importance can be never ever estimated.
 CHAPTER – 7
RECOMMENDATIONS

RECOMMENDATIONS

Better salary packages should be offered and periodic salary reviews should be made by the
management to keep pace with the changes in the corporate world salary and working
condition should be brought best global standard. Salary difference in same grade should not
be more than 10 to 15 percent. Clear and faster growth path should be planned to keep every
one interested. Job rotation should be practiced to keep the work environment interesting
and untiring. Pain areas like getting an email id, reimbursements of mobile and other
expenses are very time consuming and this should be eliminated to keep employees
motivated. Challenging assignment should be offered to the employees so as to avoid the job
–dullness. Better performance appraisal procedures should be applied to assess the true
worth of an employee. An efficient employee should always be promoted and awarded
accordingly. Mediclaim benefit with cashless card scheme should be provided to the
employees. Balance between personal life and work through programs and policies should
always be distinguished. Better communication within the organization should always be
enctheiraged and enabled for a better working environment. The working theirs should be
restricted to 8 hrs per day to keep the employees fresh and efficient. Enhanced limit of mobile
phones usage should be allowed.
 CHAPTER – 8
BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS & NEWSPAPERS:

1 Ersonnel management by K.V Mishra, Aditya publishing house Madras, 1992.

2 CHHABRA T.N, Princlples & practices of management, Dhanpat Rai and co. (p) Ltd,
Delhi, 2000.
3 Practice of Human Restheirce by Danny Shield.
4 Manuals from the organization.

INTERNET LINKS:

1. www.LarsenToubro.com
2. www.google.com
 CHAPTER – 9
Annexure

ANNEXURE

SAMPLE SIZE-25

QUESTIONNAIRE

Q1) Is there a well defined recruitment policy in ytheir organization?

 Yes
 No
 Maybe

Q2) Principle of right man on the right job is strictly followed/a detailed job-analysis is
done prior recruitment?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly disagree
Q3) Which internal source of recruitment is followed by the company and given more
priority?

Internal promotion
Employee Referrals
Transfer

Q4) Which external source of recruitment is followed by the company and given more
priority?

 Campus interview
 Advertisement
 Online job banks
 Walk –in interviews
 Agencies/Consultancies
 Employement exchange

Q5) Which source of recruitment is relied upon when immediate requirement arises?

Internal
External

Q6) The sorting of candidate applications is done by some preset criteria?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly disagree
Q7) Which are the parameters on which candidates are evaluated (give ratings out of
100)?

Experience
Skills
Process Knowledge/Intelligence
Aptitude
Attainments

Q8) To identify the employee’s capabilities and aptitude, psychological testing is done.
Do you think it is an useful technique?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly disagree

Q9) What type of interview is taken while selection?

 Patterned
 Stress
 Depth
 Others
 QUESTIONNAIRE

SAMPLE SIZE- 45

Q1) How long have you been associated with the company?

 1 – 4years
 4 – 10years
 10years and above

Q2) Are you overall satisfied with the company?

 Yes
 No
 Maybe

Q3) Are you satisfied with the salary structure prevailing in ytheir company?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Q4) How are your interpersonal relations with your colleagues, subordinates and
managers?

 Good
 Bad
 Fine
Q5) Are you happy with the work conditions (facilities / physical environment) of ytheir
company?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Q6) Do you have a clear path of Career Advancement?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Q7) Do you find yourself growing in the organization?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Q8) Are achievements recognized and are they awarded in ytheir company?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree
Q9) Are you happy with ytheir position at this company?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Q10) The organization provides you ample restheirces and opportunities at work to
learn and grow?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

Q11) There is a free flow of communication and good coordination among supervisors
and subordinates?

 Strongly Agree
 Agree
 Neutral
 Disagree
 Strongly Disagree
Q12) What would be your primary reasons for leaving the company?

 Benefits & Salary

 Better Job Opportunity elsewhere
 Conflict with co-workers/higher authority/management
 Working conditions
 Job Expectation/Challenges/Growth
 Poor Performance Evaluation

Q13) How would you rate the MORALE in ytheir company?

Low
Very Low
High
Very high