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Human Resources/Management of human resources


Consider potential appraisal assement centres and career and succession planning in an organizational context.describe the dynamics of these concepts their interactional outcomes and impact on overall functioning and management of the organization .
Put down your experience with respect to the dynmics of these factors in totality as seen by you in an organizational situation or the situations which you are familiar with .
Briefly describe the situation and the organization you are referring to


to create a career laddering and also identifying functional/technical competencies

1) Organize workshop to identify and list down all the training/competencies that needed by the department
2) Then we ask them categorise the identified training into knowledge/skill and soft skills
3) After that, we asked to categorize by job grade and 3 years development plan
4) Last stage, we ask them devise the measurement criteria for each training and  interventions required after evaluation
I  will  list the  flow  of  activities  to be  carried  out   and  you  can
see   the  missing  links  between   what  is  done  so  far
and  what  needs  to be  in   TOTAL.




-based  on  the  urgency
-based  on  the  priority
-based on the  budget  available.



THE   KRA [ key  result  areas]  and  KPi  [key  performance  indicators ]

-the  appraisal  form.
-what  the  boss  does with  the  form.
-what  the  employee  does  with  the  firm.
-how  the  performance  interview   takes place.
-the  outcome  of  the  performance  appraisal
which   is  the  IDP --individual   development  plan.









Though programs differ, four distinct elements of career planning programs emerge. They include (1) individual assessments of abilities, interests, career needs, and goals; (2) organizational assessments of employee abilities and potential; (3) communication of information concerning career options and opportunities with the organization; and (4) career counseling to set realistic goals and plan for their attainment. Each of these elements is discussed in greater detail below.

Individual Assessments
Individual assessment of abilities, interests, career needs, and goals is basically a process of self-exploration and analysis. Individuals are frequently guided by self-assessment exercises.
The self-assessment process is basically viewed as an individual responsibility; however, organizations can aid in this process by providing the employee with materials and opportunities for self-exploration and analysis. A variety of self-assessment materials are available commercially, but a number of organizations, including IBM, Xerox, General Motors, and General Electric, have developed tailor-made workbooks for employee career planning purposes. Individual career planning exercises can be done independently by employees or in workshops sponsored by the organization. Workshops have the advantage of combining a number of career planning elements including self-assessment, communication of organizational career and development opportunities, and one-on-one counseling to ensure that career goals are realistic.
Organizational Assessments
A key issue in career counseling sessions is whether an employee's goals are realistic in terms of organizational possibilities and organizational assessments of employee abilities and potential. Accurate assessments of employee abilities and potential are important to both the organization and the individual.
Organizations have several sources of information for making assessments of employee abilities and potential. First is selection information, including ability tests, assessment center test, interest inventories, and biographical information such as education and work experience. Second is current job history information, including performance appraisal information, records of promotions and promotion recommendations, salary increases, and participation in various training and development programs. Organizations have traditionally relied on performance appraisal data as the primary basis for assessing employee potential.
Career Information within an Organization
Before realistic goals can be set, an employee need information about career options and opportunities. This includes information about possible career directions; possible paths of career advancement; and specific job vacancies. In organizations with informal career planning programs, employees learn about career options and opportunities from their supervisors within the context of developmental performance appraisal interviews. Organizations with more established career planning programs make greater use of workbooks, workshops, and even recruiting materials to communicate career options and opportunities. Career paths have been defined as logical progressions between jobs or from one job to a target position. They can be either traditional or behavioral.
Traditional career paths are based on past patterns of actual movement by employees. They tend to be limited to advancement within a single function or organizational unit, such as purchasing, sales, or customer relations. Years of service to the organization largely determine the rate at which advancement can occur. For example, a salesman might expect to advance to the position of account supervisor after five years, to sales supervisor after 10, to district manager after 15, and to regional manager after 25 years of service.
More flexible patterns of employee career movement are described by behavioral career paths, which are based on analysis of similarities in job activities and requirements. Where similarities exist, jobs can be grouped into job families, or clusters. Thus, all jobs involving similar work activities and levels of required skills and abilities form one job cluster, regardless of job title. Focusing on job similarities across functions and organizational units brings to light new career options for employees and greater flexibility for the organization in utilizing its available human resources. One organization, for example, was able to shift a number of its sales personnel to purchasing positions when sales declined in one major product line and opportunities became available in the purchasing department. This shift was undertaken when a job analysis showed behavioral similarities between the two previously distinct functions.
Career Counseling
It is in counseling sessions, typically with supervisors and managers in developmental performance appraisal interviews, that most employees explore career goals and opportunities in the organization. Supervisors and managers need accurate assessments of employee abilities and potential, as well as information about career options and opportunities in the organization. HR professionals may be involved in some informal career counseling activities, but basically their role is to support career counseling activities of supervisors and managers. This means providing supervisors and managers with needed information as well as with the necessary training to function effectively as counselors.

In career counseling sessions, employees seek answers to the following kinds of questions:
1. What are my skills and what are the possibilities for developing them or learning new ones?
2. What do I really want for myself insofar as work is concerned?
3. What's possible for me, given my current abilities and skills?
4. What's really required for certain jobs?
5. What training will be required if I choose to pursue a certain career objective?"
When counselors are equipped to help employees find the answers to such questions, realistic career goals can be set. Next, development strategies must be devised.

Competency-based Career Planning
Career pathing involves making a series of job-person matches, based on the demands of the job system in the organization, that enable the person to grow into greater levels of responsibility, thus providing the organization with the talent that it requires to meet goals. This should involve the careful assignment of an individual to positions that provide her or him with opportunities for deploying the competencies needed for a more challenging position.
Best approaches to career pathing combine an analysis of positions in terms of both the tasks and the organizational behaviors needed for superior performance. The combined approach is essential for each of the jobs in the chain, because there may be marked differences between the characteristics demanded in one job and those needed in another in the same career path.
Steps to Implement the Competency-based Career Path
The major steps in developing a competency-based career pathing system are:
1. Put together a resource panel of experts on the target and feeder jobs who will set direction and specify the expected job performance criteria.
2. Define tasks and characteristics, through the resource panel, and survey job incumbents to obtain their perceptions of which job tasks and personal characteristics contribute to success in the target and feeder jobs.
3. Identify top performers in the target and feeder jobs, using performance criteria specified by the panel.
4. Conduct in-depth interviews with both superior and average incumbents in the target and feeder jobs to find out what they do and how they do it.
5. Based on the outcome of stage 4, develop a competency model of people in the target and feeder jobs by identifying those competencies that make the biggest contribution to outstanding performance as opposed to the competencies that all job holders need.
6. Analyze career paths by combining the survey (stage 2) and the interview (stage 3) results for target and feeder jobs.
7. Implement the career pathing system through a number of options:
- computer-based tasks and competency inventories
- performance and potential assessment linked to new job opportunities;
- systematic counseling
- career development and related training programs.
Tools of the System
The tools of a competency-based career path system include:
- a description of the tasks required by target and feeder jobs eventually broken down by job families
- a competency model for the target and feeder job system
- a dictionary of behavioral descriptions of each competency in the model
- performance indicators that provide the material for a competency-based evaluation program and a computerized skills bank
- a competency profile grid for either internal or external recruiting and selection of candidates
- a career map of the organization, identifying which jobs are the key feeders to higher-level positions
- a competencies' gap analysis showing main differences required to flow through the job system to reach high-level jobs
- recommendations for training in or selecting for each competency in the path.
Competency-based succession planning enables an organization to determine the critical current competencies necessary for success in key jobs and the strategic competencies necessary for future success. Once this has determined the 'best fit' people, specific developmental plans can then be formulated that build upon these competency requirements to allow the individual's abilities to meet the strategic business needs of the organization.
Steps to implement Competency-based Succession Planning
For the competency-based succession planning to be complete, a logical process consisting of a certain number of steps must be followed. These key steps are as follows:
1. Identify critical jobs that the organization needs to fill
2. Develop a competency model from critical jobs, determining the competencies needed at each step of the job family ladder
3. Develop the most appropriate assessment methods (assessment centre, screening, interviewing, etc) and assess people against the competency model of the job
4. Make the decision whether to:
- promote from inside
- now or after competencies x, y, z have been developed
- not promote but consider
- possible lateral transfer
- keeping in current job deselection
- recruit from outside if no one in the organization is ready or can be developed in time
5. Feed the human resource management information system to track:
- promotable employees, for future competencies monitoring
- competency requirements of target jobs.
-is  an  outcome  of   CAREER  MANAGEMENT  PROCESS.
which    is  an  outcome  of  
-corporate  strategic planning
-corporate  objectives
-corporate strategy.
Hence  you  need  to  review this  in detail.

SUCCESSION  planning  is an  element  of   career   management  process.
Career  Planning  is   a  critical  element /  outcome   of   

2.Performance  appraisal  and  
3.''Potential''   assessment  systems.
The potential appraisal refers to the appraisal i.e. identification of the hidden talents and skills of a person. The person might or might not be aware of them. Potential appraisal is a future – oriented appraisal whose main objective is to identify and evaluate the potential of the employees to assume higher positions and responsibilities in the organizational hierarchy. Many organisations consider and use potential appraisal as a part of the performance appraisal processes.

Potential appraisal can serve the following purposes:
•  To advise employees about their overall career development and future prospects
•  Help the organisation to chalk out succession plans
•  Motivate the employees to further develop their skills and competencies.
•  To identify the training needs.

Techniques of potential appraisal:
•   Self – appraisals
•   Peer appraisals
•   Superior appraisals
•   MBO
•   Psychological and psychometric tests

•   Management games like role playing
•   Leadership exercises etc.
Potential appraisal helps to identify what can happen in future so that it can be guided and directed towards the achievement of individual and organizational growth and goals. Therefore, potential should be included as a part of the Performance appraisal in organisations.

Outline for Succession Planning/ CAREER  PLANNING
Define where you currently are in your succession planning process.
•   What positions are you planning for?
•   What key people have you designated for succeeding to higher positions?
•   Where are they in their experience, education and training schedules?
•   What has changed since your last review?
•   What other candidates can you identify, either for future needs or to replace people who were in the process and either left your company or did not work out as expected?
What has changed inside your company which might alter where you have been planning to go with your succession plan?
•   How have the current candidates performed to date?
•   What jobs have changed, and how have they changed, since your last review?
•   What new opportunities, technologies and other issues have emerged which may lead to change in the succession plan, its objectives or tactics?
Define where you want your succession plan to take you, especially in light of your current strategic plan.
•   What will you look like in three to five years and what will your key people be doing then?
•   What openings will you need to fill due to attrition, promotion or expansion?
•   What new disciplines will the company require, and how will you fill them?
•   How does your succession plan fit with your expectation of where your company, your markets and your internal situation will likely be going?
Define how you will get from where you are today to what you want the company to look like at the end of your current planning horizon.
•   Who will be involved and what will each be doing?
•   When will they start and end each part of the process and how will you judge their progress?
•   What criteria will be used to determine each candidate’s ongoing fitness for his or her career path?
•   Does each candidate offer and demonstrate continuing potential and progress toward meeting the requirements you have established?
•   On what basis will you determine if someone is not progressing appropriately, and what can you do to help that person develop to the fullest extent?
•   What alternatives can you offer those who are not meeting expectations?
Once a plan is in place and people are in the process of being groomed for higher responsibilities and positions, where do you go from here? As indicated above, this is an ongoing process. You establish goals, select candidates, establish training and educational processes, initiate the process of selecting and training with each individual, and monitor developments. As the Simplified Strategic Planning process teaches, you continually update your status, review your assumptions about where you want to go and how you will get there, modify your strategies and the resulting actions/action plans, and continually feed back environmental developments. As your situation changes, you alter your objectives to match the appropriate strategies, make mid-course corrections, and continue your ongoing management processes as a part of the regular course of business.


The process of career planning

Career planning is the key process in career management. It uses all the information provided by the organization's assessments of requirements, the assessments of performance and potential and the management succession plans, and translates it in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.

Career planning   the competency band approach

It is possible to define career progression in terms of the competencies required by individuals to carry out work at progressive levels of responsibility or contribution. These levels can be described as competency bands.

Competencies would be defined as the attributes and behavioral characteristics needed to perform effectively at each discrete level in a job or career family. The number of levels would vary according to the range of competencies required in a particular job family. For each band, the experience and training needed to achieve the competency level would be defined.

These definitions would provide a career map incorporating 'aiming points' for individuals, who would be made aware of the competency levels they must reach in order to achieve progress in their careers. This would help them to plan their own development, although support and guidance should be provided by their managers, and HR specialists . The provision of additional experience and training could be arranged as appropriate, but it would be important to clarify what individual employees need to do for themselves if they want to progress within the organization.

The advantage of this approach is that people are provided with aiming points and an understanding of what they need to do to reach them. One of the major causes of frustration and job dissatisfaction is the absence of this information.

A competency band career development approach can be linked to

Aiming points

1. Competence  band 1 definition         
Basic training and  experience   

2. Competence  band  2  definition
Continuation    of  medium  training  and experience

3.Competence  band  3  definition
  Continuation  of advanced training and experience   

Career planning is for core people as well as high flyers

The philosophy upon which career plans are based refers not only to advancing careers to meet organizational and individual requirements, but also the need to maximize the potential of the people in the organization in terms of productivity and satisfaction under conditions of change, when development does not necessarily mean promotion.

career planning is for individuals as well as the organization

Career planning procedures are always based on what the organization needs. But they have to recognize that organizational needs will not be satisfied if individual needs are neglected. Career planning has to be concerned with the management of diversity.

Career plans must therefore recognize that:

*   members of the organization should receive recognition as individuals with unique needs, wants, and abilities;
*   individuals are more motivated by an organization that responds to their aspirations and needs;
*   individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.

Career planning techniques

Career planning uses all the information generated by the succession plans, performance, and potential assessments and self assessments to develop programs and procedures which are designed to implement career management policies, achieve succession planning objectives and generally improve motivation, commitment and performance. The procedures used are those concerned with:

0 personal development planning .
0 training and management development.
0 mentoring
0 career counseling

In addition, career planning procedures may cater for the rising stars by 'fast tracking' them, that is, deliberately accelerating promotion and giving them opportunities to display and enlarge their talents. But these procedures should pay just as much, if not more, attention to those managers who are following the middle route of steady, albeit unspectacular, progression.

1. Career counseling

Performance management processes, should provide for counseling sessions between individuals and their managers. These sessions should give the former the opportunity to discuss their aspirations and the latter the chance to comment on them   helpfully   and, at a later stage, to put forward specific
career development proposals to be fed into the overall career management programs.
2.Personal development planning

Personal development planning is carried out by individuals with guidance, encouragement and help from their managers/HRM as required. A personal development plan sets out the actions people propose to take to learn and to develop themselves. They take responsibility for formulating and implementing the plan, but they receive support from the organization and their managers in doing so. The purpose is to provide  a 'self organized learning framework'.

Formal approaches to management development

The formal approaches to management development include:

*   development on the job through coaching, counseling, monitoring and feedback by managers on a continuous basis associated with the use of performance management processes to identify and satisfy development needs, and with mentoring;

* development through work experience, which includes job rotation, job enlargement, taking part in project teams or task groups, 'action learning', and secondment outside the organization;

*formal training by means of internal or external courses;

*structured self development by following self managed learning programs agreed as a personal development plan or learning contract with the manager or a management development adviser   these may include guidance reading or the deliberate extension of knowledge or acquisition of new skills on the job.

Mentoring is the process of using specially selected and trained individuals to provide guidance and advice which will help to develop the careers of the 'proteges' Allocated to them.

Mentoring is aimed at complementing learning on the job, which must always be the best way of acquiring the particular skills and knowledge the job holder needs. Mentoring also complements formal training by providing those who benefit from it with individual guidance from experienced managers who are 'wise in the ways of the organization'.

Mentors provide for the person or persons allocated to them :
advice in drawing up self development programs or learning contracts; general help with learning programs; guidance on how to acquire the necessary knowledge and skills to do a new job; advice on dealing with any administrative, technical or people problems individuals meet.

MERITS  OF  Career  Planning  &  Development  Programs.


-Knowledge of  various career opportunities / individual priorities.
-Internal promotuions, Up gradation  and  transfers
-Improves  employees  performance
-career  growth  as  professionals
-professional  growth opportunities
-opportunities  for learning
-rewards  for  achievements
-performance  oriented working

-attracting and  retaining  talent
-Availability  of  human  resources
-It ensures  that  people get  equal opportunities  for  growth and  development.
-Enhances  cultural diversity
-Promote organizational goodwill
-roles   are  clarified  in career  counseling .
-more realistic approach of  what  is expected of  them.
-personal  career  planning ability  is increased
-human resource  systems  are  effectively  utilized
•   To succeed
•   To function effectively
•   Have added resources
•   Sharpen the competencies
•   Building skills
•   Adopting contemporary management system
•   Skills and competency based career can motivate and develop the potential development.
•   It reduces the stress of catching up with higher designations and provides opportunity to all
•   It enhances the internal communication.
•   Individuals can facilitate their career by assessing their skills and roles.
•   Competency based career planning helps to meet organizational goals, as it prepares the HR needed.
•   It nurtures future executives and manager
•   It encourages skills acquisition and leads to better retention.
•   Preservation/enhancement of external and internal corporate reputation
•   Promoted culture of employee responsibility/ownership of ones own Career Management
•   Promoted healthy/appropriate internal movement
•   Provided tools and resources to redeployed employees which enhance his/her ability to achieve an appropriate job-match(skill, competency, interest, style)
•   Dramatically reduces severance payments due to successful internal placement
•   Elimination of outplacement/transition fees as a result of successful redeployment
•   Reduced staffing (cost per hire) costs due to redeploying existing human resources
•   Diminished re-training dollars by redeploying internal talent fully versed in your culture and protocols
*Helps  in  Developing curriculum for new training to advance in a career field;
*Helps  in  Creating new job classifications that can provide additional “steps up” in a field;
*Helps  in  Training workers to start Being more productive.
*Helps  in  Working with employers to articulate paths or skill standards for advancement where
none existed previously;
*Helps  in  Upgrading skills for low-skill workers;
*Helps  in  Providing technical assistance to employers to demonstrate how to implement career
*Helps  in  Creating new strategies for credentialing workers;
*Helps  in  Building education and training benefits packages where they don’t already exist;
*Helps  in  Investing in career counseling and mentoring programs for low-wage workers.

-job  description /  responsibilities.
-job  role/ position  competencies [functional  competencies/ personal  competencies ]
-performance  ratings  AGAINST  STANDARDS by  supervisor/manager/self / FINAL.

-employee's readiness  on  the  job.
-employee  aspirations.
-employee's  potential.
Drill down to individual Development Plans – ensure development is appropriate for the individual
development plans/career counseling/mentoring/
management training/ education


A  career  progression  opportunities.

competency models and behaviors that outline clear performance

4 .  Key guidelines to create & implement Career Pathing

• Ensure all career pathing tools and processes are aligned with the company vision

• Customize the career pathing map to the culture of your organization

• Identify specific, detailed behaviors for THIS  position along the career path

• Include a variety of entry points and alternative routes along the career path.

• Use an integrated approach to connect selection, development, performance management and
succession planning

• Evaluate an individual’s position readiness using benchmarked analyses

• Utilize validated, position-based  PERFORMANCE   ASSESSMENT  tools for your career pathing evaluations

• Create developmental plans to help propel individuals along your organizational career pathing
[IDP = INDIVIDUAL   DEVELOPMENT  PLAN - sample  shown below]

• Understand the types of experiences necessary to be successful in the  role along the path

• Plan a comprehensive communications plan to introduce Career Pathing and educate mangers on
best practices
An  outline  of   contents  for  the  assessment  form.
-assessment  standards  for  each  competencies.
-supervisor's ratings  against the  standard.
-manager's ratings  against the  standard.
-Self  ratings  against the  standard.
-AVERAGE   ratings  against the  standard.

IDP  Format
The following is a sample format. You may modify it as needed.

Employee ___________________________________________ Department ______________________________
Position Title _______________________________ Period Covered ________________ to __________________

Development Goal   Purpose   Method or Activity   Results Expected/Measures   Time Frame

___________________________________ _______________________
Supervisor’s Signature Date
_____________________________________ _______________________
Employee’s Signature Date
Whether the type of development you envision for the employee is to help her or him improve past performance, enhance current capabilities, expose the employee to skills needed in the future, or simply provide enrichment opportunities that make the current job more interesting, fun, or meaningful, what you will probably focus on developing are competencies. Competencies are observable and measurable knowledges, abilities, skills, and behaviors that must be applied to achieve results aligned with the goals of the organization.
You may select whatever competencies you feel are most important to develop and  list   them into your IDP.Competencies are fairly broad. You may find that, in addition to including the definition in the IDP, you will want to include some sub-tasks, or behavioral indicators, to help clarify what exactly you want the employee to develop. This is all stated in the “Development Goal.” Once this is laid out, determining the purpose and method/activity for accomplishing it will be easier.
The following sample lays out the information described above:
Example of Results Comments and Rating: Example of Corresponding IDP
Development Goal   Purpose   Method or Activity   Results Expected/Measures   Time Frame
Enhance Interpersonal Skills Develops and maintains effective relationships with others
Enhance Customer Service skills- Works with individuals who use or receive the services or products that your work unit produces to assess their needs, provide information or assistance, resolve their problems, or satisfy their expectations   To ensure that future projects take into consideration the needs and concerns of other units
Same as above   Planning phase of future projects will include identification of affected internal parties
Progress reports of future projects will be distributed to the affected parties identified above
Will take a PDS course in Customer Services   List completed
All affected parties identified per supervisor review

Progress reports distributed at least three times

Will be able to list three actions he can take to improve his customer service skills   Planning phase of projects undertaken in next evaluation period

Within next evaluation period

By March 1, 2004



The Career Planning Policy
Our policy for career planning is a well thought out, planned process. Aim is to develop and prepare people for higher responsibilities. It assists them by identifying various roles they could undertake and skills they may need to develop in order to do full justice to their new role within the organization.
At L&T Infotech, we place People first. In this knowledge industry, we empower our employees with the strength of knowledge and create a 'climate' that is conducive to learning and personal and professional growth. We are a People driven organization that helps it's employees gain a level of freedom that provides security, satisfaction and, most importantly, a sense of professional fulfillment.
Recruitment and Selection at L&T Infotech:
•   We believe in the maxim "Right-person-for-the-right-job"
•   We believe in the phrase "catch-them-young" and hire a number of fresher as Software Engineer Trainees and Management Trainees from reputed Engineering and Management Institutions, impart extensive technical, behavioral and managerial training and create thoroughbred professionals out of them.
The new entrants - Fresher as well as experienced persons joining the organization, across all levels, attend Induction programs individually and/or as groups. The objective is to begin the process of integration of the incumbent with the organization and ensure smooth entry into the organization. This consists of inputs on the following:
•   Company Values, Business Philosophy
•   Corporate Culture
•   Work Culture
•   Quality Process
•   Project Management
•   Information on Business and Future Plans
•   Information on Organization Structure
•   Systems and Policies
•   Performance Appraisal
Emphasis on building lasting Relationships & Team Effectiveness:
•   Team Development Workshops aimed at enhancing intra-team cohesion
•   We believe that it helps the goal accomplishment when people are able to relate with one another and build lasting relationships & sense of belonging to the organization.
•   We believe that it’s the teams of committed people who eventually deliver results. Intra-group cohesion in terms of shared understanding of goals and objectives, cooperation, and collaboration is given a priority.

Job Rotation
•   Job rotation at L&T Infotech is aimed at optimum utilization of the available skill sets across the organization. We believe that job rotation is a crucial process which helps individuals to enhance their technical, behavioral and managerial competence.
  At L&T Infotech, people are our greatest pride and resource. Our focus lies in bringing aboard some of the finest professionals in the software industry and providing them with opportunities that match their drive and ability. With one of the lowest attrition rates in the industry, L&T Infotech's people-force is inspired, committed, and thoroughly professional. If you have what it takes to become an integral part of an organization that's built and driven by people, then you are the person we are looking for. Simply access the "We Need You" section to post your resume on our site. It could be your first step towards getting closer to an organization full of self driven people. And closer to becoming a part of the collective people-energy that's L&T Infotech- "A software force that's driving relationships globally."
  At L&T Infotech you are faced with a challenging Work Environment that is shared by a highly motivated group of over 7200 people who choose L&T Infotech because they believe that it's all happening here. We provide:
  Opportunities for Entrepreneurship
•   Freedom to inspire ideas and be inspired
•   In-house training programs for personal and professional growth
•   Infinite access to the latest technologies
•   Opportunities to take on leadership roles early in your career
•   Freedom to experiment and be innovative
•   Compensation that is benchmarked with the leaders in the industry
•   HR polices that are aimed to strike a balance between work and personal welfare
Variable Compensation Schemes
The compensation policy of L&T Infotech is designed to address the dual need of encouraging high performance amongst all it’s employees and at the same time aligning itself to the highly sensitive IT business scenario.
The total compensation package of an individual is made of fixed and variable components. These variable components are paid annually at different times of the year. The actual payment of the variable component is dependent on the individual’s performance and the company performance in the year under consideration.
The above compensation structure is guided by the principle of a strong emphasis on individual performance and at the same time encouraging a sense of participation and ownership for the company’s performance in any year.
The compensation review exercise is conducted annually. This exercise seeks to align the company’s compensation levels to that of the market. Individual salaries are revised after taking inputs from various sources like performance appraisal ratings, relative performance vis--vis others in the same business unit and various other factors
We Care...
We believe in employee centered approach and our HR policies and practices are aimed, mainly at, employee care.
We care for :
•   People's need for self expression and leisure time (E.g. Special Interest Groups plan, opportunities for putting up cultural show at the Bi-annual Awards ceremony, recreation facilities)
•   Self-worth of people (Awards Plan, Motivation Plan)
•   Collective excellence (CE's award for best managed project, Rolling trophy for SBU with best customer orientation)
•   People development (Technical and behavioral training, Team building workshops. Library, Higher Study Plan)
•   People's opinion (Communication meetings, open houses, climate surveys)
•   People's need to know (L&T Infotech Voice, Real Time, News Flash)
Policy Profile
The High Commitment Work Systems Policy :
As per our High Commitment Work Systems Policy, empowered and independent teams work with responsibility and accountability in an environment of openness. It increases employee involvement and develops a mature work culture. This in turn has a good bearing on the company helping it achieve goals and targets successfully in a competitive environment.

Performance Appraisal Policy
We appraise employee performance on an annual basis, giving people credit for their achievements and setting targets for the forthcoming year. We have developed a balanced policy that is both objective and holistic in its approach. Our HRD personnel facilitate the appraisal process and also train senior personnel in assessing individual performance. They resolve the areas of conflict and follow up on the outcomes of the appraisal.
Our Performance Appraisal System has several salient features :
•   An Opportunity for Self-review and Assessment
•   A clear and equal focus on both, the End Results and the Process
•   Identifying Training and Development needs
•   Distribution of incentives in an objective, value based manner
Recognition & Motivation
We believe that our people are our greatest assets and that they are not just employees but strategic partners in our journey to achieve organizational objectives. In furtherance of our stated philosophy, our well-developed policies help us to recognize performance at work.
Recognizing Individuals and Teams
We understand the crucial role recognition plays in motivating employees to demonstrate superior performance. There are many ways in which we acknowledge and appreciate good performance - from a sincere sharing of an ‘I Appreciate’ Note for a specific job well done to granting honors through an established formal ‘Employee Award Plans’.
So if you're an achiever with a passion for setting and attaining goals, you'll find many opportunities for being recognized at L&T Infotech. The ‘Employee Motivation’ Plan at L&T Infotech is another success story – an unique experiment to empower our line managers to recognize and give spot rewards to individuals and team in pursuit of excellence.
Recognizing Collective Excellence
In addition to the above, we have mechanisms to recognize collective excellence at an organization level, on an annual basis. One such initiative is our ‘CE’s Award for Best Managed Project’. The award recognizes excellence in the management of projects and encourages a competitive spirit amongst the Business Units to achieve better performance through higher standards in project management.
To encourages and foster the growth of a customer-oriented culture in the organization and within a business unit in particular, the ‘Rolling Trophy for the SBU with Best Customer Orientation’ has been institutionalized. This award encourages a competitive spirit amongst the business units to achieve better performance through higher standards in customer service.
Training for Development…

We believe in a learning organization, where learning is a continuous process. There is room for those driven by the zeal to surpass their peers and most importantly, themselves.

We mix and match intensive training with equal thrust on job skills and behavioral development. Group therapies and seminars are organized to encourage professional rapport and keep employee morale running high. We realize the value that people add to our organization and formulate policies that take into consideration individual needs and benefits.

Some of the activities that make learning a continuous process at L&T Infotech are
•   An extensive orientation-cum-technical training program for Software Engineer Trainee at our well-equipped Training Center
•   Conduct Focused Management Development Programs at the premium Management Development Center
•   Continuous skill up-gradation on new emerging technologies
•   Behavioral Training Programs offered to enhance personal and professional effectiveness of our project groups viz.
•   Customer orientation
•   Team work
•   Communication
•   Self development
•   We engage the best faculties in the field for conducting the programs. We also make use of training events offered by premium management institutions like IIM, Administrative Staff College of India etc.

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Leo Lingham


human resource management, human resource planning, strategic planning in resource, management development, training, business coaching, management training, coaching, counseling, recruitment, selection, performance management.


18 years of managerial working exercise which covers business planning , strategic planning, marketing, sales management,
management service, organization development


24 years of management consulting which includes business planning, corporate planning, strategic planning, business development, product management, human resource management/ development,training,
business coaching, etc

Principal---BESTBUSICON Pty Ltd



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