Human Resources/MBA questions


Please send me answers for the below questions

1.   “Borderless world, Diversity   Management, and Knowledge power, are some of the overarching factors being encountered by the Human Resource Mangers of 21st century business world”. How do they affect the dynamics of Human Resource Management in today’s organizations? Explain with examples from the organization you are familiar with or have been working  for. Briefly describe the organization, you are referring to.

2.How do you see the role, presence, necessity, and impact of ‘Mentoring and Performance Coaching’ in organizational situations in Indian context in general?
  Critically describe the experience the organizations have with respect to these concepts, their applicability, effectiveness and prospect. You may like to compare  few organizations you have known or familiar with or even you can come out with your own experience in organizational context. Describe the context, and the organization you are referring to.

3.2.   Fairdeals Ltd. presents the balance sheets as at 31.12.2009 and 31.12.2010 as follows:

         31.12.09     31.12.10
Assets          Rs.       Rs.
Fixed Assets at cost      31,30,000     36,05,000
Less: Depreciation      6,80.000      8,20,000
         24,50,000      27,85,000
Investments          12,50,000      13,50,000
Marketable Securities          60,000        30,000
Inventories          4,10,000       5,20,000
Book Debts          5,30,000       5,05,000
Cash and Bank          1,20,000       1,40,000
Preliminary Expenses        1,00,000         50,000
         49,20,000       53,80,000

Share Capital          20,00,000        25,00,000
Reserve and Surplus         4,20,000         4,70,000
Profit and Loss Account      3,80,000         4,00,000
13.5% Debentures (Convertible)10,00,000         8,00,000
Mortgage Loan          3,00,000         2,50,000
Current Liabilities          8,20,000         9,60,000
         49,20,000         53,80,000

You are informed that during 2010
(i)   Rs. 2,00,000 of debentures were converted into shares at par;
(ii)   Rs. 1,00,000 shares were issued to a vendor of fixed assets;
(iii)   A machine costing Rs. 50,000 book value Rs. 30,000 as at 31st December, 2009 was disposed off for Rs. 20,000;
(iv)   Rs. 30,000 of marketable securities (cost) was disposed off for Rs. 36,000.
You are required to prepare a schedule of working capital changes and funds flow statement of the company for 2010.

4)3.   An Analysis of S Ltd. cost records give the following information.
         Variable Cost    Fixed Cost
         (% of Sales)   Rs.  
Direct Material    32.8%          -
Direct Labour          28.4          -
Factory Overhead    12.6          1,89,000
Distribution Overhead       4.1          58,400
Administration Overhead   1.1          66,700

Budgeted sales for the next year is Rs. 18, 50,000. You are required to determine:
(a)   Break even sales value
(b)   Profit at the budgeted sales volume
(c)   Profit if actual sales: (i) drop by 10% (ii) increase by 5% from the sale.


I  will send  the balance  asap.

Solution:  (i) Schedule of changes in Working Capital for the year 2010

Particulars   2009
Rs.   2010
Rs.   Net effect on working capital
Rs.   Decrease
Current Assets

Marketable Securities
Book Debts
Cash & Bank
Total (A)

Current Liabilities

Total (B)

Working Capital (A-B)
Decrease in Working Capital   








  11,20,000   11,95,000      
  8,20,000   9,60,000      
  3,00000   3,00,000   1,95,000   1,95,000

Preparation of Non-Current Account
(a)   Calculation of Purchased of Fixed Asset for cash:
Fixed Asset Account

To Balance b/d
To share Capital Purchase
To Bank (Purchase) (Balancing Fig.)   Rs.


4,05,000   Particulars

By Accumulated Depreciation A/C
By Bank (Sale)
By Adjusted profit & loss A/C (loss on sale)
By Balance c/d    Rs.


  36,55,000      36,55,000

(b)   Calculation of depreciation on Fixed Asset:
Accumulated Depreciation A/C

To Fixed Assets a/c (Depreciation on machine sold)
To Balance c/d   Rs.

8,20,000   Particulars

By balance b/d
By adjusted profit & Loss a/c (Current year’s depreciation) (Balancing Figure)   Rs.


  8,40,000      8,40,000

Calculations of Funds from Operation
Adjusted profit and Loss A/C

To Proposed Dividend
To Depreciation
To Preliminary expenses

To loss on sale of machine
To bonus share
To Balance c/d    Rs.


4,70,000   Particulars

By balance b/d
By premium on issues of shares
By funds from operations (Balancing Fig.)   Rs.


  12,90,000      12,90,000

(ii)   Funds Flow Statement for the Year 2010

Funds from operations
Sale of Machine

Decrease in Working Capital   Rs.



Payment of Dividend
Purchase of fixed asset (for cash)
Purchase of trade investments
Repayment of Mortgage Loan

  9,35,000      9,35,000

3.   An Analysis of S Ltd. cost records give the following information.

  Variable Cost    Fixed Cost
  (% of Sales)   Rs.  
Direct Material    32.8%   -
Direct Labor    28.4   -
Factory Overhead    12.6   1,89,000
Distribution Overhead       4.1       58,400
Administration Overhead      1.1       66,700

Budgeted sales for the next year are Rs. 18, 50,000. You are required to determine:
(a)   Break even sales value
(b)   Profit at the budgeted sales volume
(c)   Profit if actual sales: (i) drop by 10% (ii) increase by 5% from the sale.


4.   How do you see the role, presence, necessity, and impact of ‘Mentoring and Performance Coaching’ in organizational situations in Indian context in general?
  Critically describe the experience the organizations have with respect to these concepts, their applicability, effectiveness and prospect. You may like to compare  few organizations you have known or familiar with or even you can come out with your own experience in organizational context. Describe the context, and the organization you are referring to.
mentoring  is  a  follow up  to SUCCESSION PLANNING/

talent  management
performance appraisal/potential assessment/talent recruitment
training / development/COACHING
counseling/ MENTORING
1.indentified and agreed development  needs.
-prioritized  training  and development  needs.
-recorded in writing.
2.break down of  each skills / standards  for  each
against  the  current  assessment of  each.
-skills  element  assessment  sheet.
-documentation of  the  same.
3.identified  and  agreed  tasks,activities and/or objectives
and  standards  for  each element.
-task  delegation form.
4. now  get  set  to
*implement/*follow  up/ *review
***make  adjustments/change priorities if  appropriate.


the key questions that need to be addressed by an
organisation that is attempting to develop a framework to focus mentoring
activity to achieve strategic goals.


1a Segmentation
The people who might want to receive mentoring or whom the
organisation feels would benefit from mentoring can be described as the
‘MENTOREES’. The MENTOREES  can usually be segmented into several distinct
groupings. Typically these are people: [ IN  YOUR  CASE ]
! with high potential/key resources
! going through job transition (eg new managers)
! who want/need career guidance
It is useful to identify whether there are specific segments on which the
organisation wants to focus their mentoring effort or which would receive
particular benefit from mentoring.

1b Characteristics
Each segment  OF   MENTOREES  will have distinct characteristics that may need specific
solutions. For example, key resources might require mentors outside their
local organisation if part of the requirement is to develop their networks or
understanding of the wider organisation.
In my experience, the market presents three characteristic needs for
mentoring. These are:
! career guidance/sponsorship
! personal/professional development
! support with stress/difficult issues
An individual might present all three needs, but will usually present one. It
is useful to understand the configuration of needs that the  MENTOREES  will
present as this might affect decisions about  MENTORS.


1c Awareness
Typically, the SELECTED  PEOPLE   are  unaware of what mentoring is and what benefits it
might bring. It is also typically unused to asking for and receiving support
and therefore unaware of the need for mentoring. It is likely that the people
who need it most are the most unaware.
It is useful to consider to what extent the intention to provide mentoring is
a management response to perceived problems in the MENTOREES. In other
words: to what extent is the desire to provide mentoring management driven
or people-driven?




2a Internal supply/  AVAILABILITY
It is dangerous to assume that anyone can be a good mentor, or that
everyone wants to be. Effective mentoring depends on four key
! appropriate experience
! good relationship management skills
! availability
! generosity
It is best to identify a pool of mentors within the local organisation who will
gain intrinsic satisfaction from being a mentor and from developing others
and who will therefore have the generosity to make themselves available;
who have good ‘people’ skills - particularly listening skills and patience;
and who have the right mix and depth of experience to match the needs of
the person being mentored. In my experience, there is not an abundance of
such people!
It is not wise to force people into being mentors. They will either not do it
or not do it well. If they don’t do it well, the relationship will flounder and
nothing will be gained.
It is useful to identify the potential internal supply OF  MENTORS and to audit its scope in
terms of experience and availability. This, alongside market intelligence,
will help you to evaluate your capacity to meet the needs of the MENTOREES

2b External supply/  AVAILABILITY

Internal supply of mentors is typically most effective when directed at
! who have recently joined the organisation
! going through job transition (eg new managers)
! who want/need career guidance
It might not be effective when directed at people:
! with high potential/key resources
! who are experiencing stress of some kind
Such people might need mentors external to the local organisation. It is
useful to consider what external sources of mentoring are available to you
and how you might access them to meet market needs.

3a Initiative
One of the key decisions to be made when attempting to organise
mentoring activity is where the responsibility for initiating mentoring lies.
There are three options:
! the mentoree  - ie the mentoree  is stimulated and educated so that it becomes
aware of its need for mentoring, understands how mentoring operates,
knows who potential mentors are and is able to initiate a relationship.

! the mentor  - ie the pool of the mentors is encouraged to initiate
mentoring relationships with people who they feel would benefit and to
whom they are willing to offer support.

! the organisation brokers [senior  managers ] - ie the organisation brokers mentoring relationships,
either by directing the supply at specific segments within the market or
by matching individuals.

The issue is one of control: to what extent does the organisation want to
control mentoring activity to ensure that it is directed at strategic goals. The
trade is control v contrivance. The risk is that contrived relationships feel
mechanical and are more vulnerable as a result.

3b Brokerage
There are several possible brokers who could facilitate the bringing of the
MENTORS  to   MENTOREES  of the organisation decides to exercise control. They will
be context-specific, but typically are:
! senior management
! human resources
! line management

For what it’s worth, my preference is for line managers to consider which of
their direct reports might benefit from mentoring, raise their awareness of
mentoring as a possibility and help them identify an appropriate mentor,
either internally or externally. However, this does depend on the level of
maturity and people skills of the line managers.

3c Forum
Traditionally mentoring takes place in a one-to-one forum. However, with
more  than  one, this may not be the most effective or productive
forum. Small groups (4 -5) of new hires, for example might benefit from
peer support as well as mentoring, learning from the issues raised by others
as well as themselves. There are clearly advantages to group mentoring
with big target populations.

3d Expectations
Whatever mechanism is used for bringing the MENTOR  to  MENTOREE, it is
necessary to manage expectations carefully. I would seriously consider
whether mentoring is a useful label to attach to the process. Mentoring is a
word that is both loosely interpreted and widely misunderstood and which
can therefore generate inappropriate expectations. For example, people
might assume that their mentor is offering to sponsor their career in the

There are two main kinds of mentoring relationship:
! issue-focused
! relationship-focused

The former can lead to the latter, but doesn’t have to. Sometimes the
support a person wants can be given in one or two well-timed mentoring
sessions in which specific issues are explored and progressed. The mentor
may have been chosen because of their experience or expertise with regard
to that issue rather than for their suitability as a generic mentor. There is no
need for a mentoring contact to develop into a mentoring relationship.
Others will benefit from regular contact with a mentor over a substantial
period of time. I would guard against the expectation that mentoring has to
be in the form of an on-going relationship. They may only become aware of
this once they have received issue-specific support.

How to support mentoring activity?

a] Preparation
Both parties will benefit from preparation. Mentors need to consider what
they are prepared to offer and to whom. It helps if they are clear about their
boundaries. It also helps if they have an appreciation of how to conduct a
mentoring session and are aware of any tendency to confuse giving advice
with being helpful.
The preparation of those being mentored can be done in the initial contact
with their mentor, but there may be benefit in people being helped to think
through what they might want from a mentor before meeting them.

b] Experimentation
It is important for both parties to have a period in which they can
experiment and assess suitability before having to formalise their contact
into a mentoring relationship. If the need is issue-specific, two or three
sessions might be all that is required. If the contact has been productive, the
recipient may want to contact the mentor when other difficult issues
emerge - they may not. Either way, the contact should be seen as successful
even if it doesn’t develop into a more formalised relationship.

Longer-term relationships will only sustain from a basis of trust and
confidence. The period of experimentation should be long enough to allow
trust to develop. It should be possible after three sessions for both parties to
assess whether they want to commit to a substantial relationship. It might
be useful to suggest to people that they commit to three sessions after
which they should assess whether they want to continue. It should be clear
that a decision not to continue is not a failure.

c] Support
It might be useful to provide mentors with a process or forum in which
they can review the effectiveness of their mentoring activity. It might also
be useful for them to know where to get support or advice if they are
presented with issues that are outside their expertise or which require
professional support (eg marriage breakdown, financial difficulties,
drug/alcohol addictions etc).
HRM Coordination   Role
•   Reviews mentor and protégé applications and provides protégée with the names of potential mentors
•   Provides mentors with protégé application/information
•   Puts together and distributes information packets  
•   Records and tracks mentor matches
•   Is available for questions and troubleshooting
•   Coordinates and updates mentor /protégé applications
•   Distributes, collects, and analyzes evaluations of mentor and protégé experiences  

What Is Expected  from  A Mentor?
•   Share your experiences, challenges and wisdom related to the learning goals of your protégé.  It is not a venue for soliciting jobs or for marketing services
•   Methods could include providing or helping to provide shadowing opportunities, in-person meetings, phone consultations, or email exchanges.  It is recommended that at least one face-to-face meeting be employed at the onset of the relationship to identify mentoring goals, responsibilities and success outcomes. (Sample contract will be provided)
•   Mentors may be asked to provide periodic updates to the HRM  coordinators Mentors will not be asked to provide confidential information regarding their work with protégés
•   Come to the meetings prepared and on-time

What is expected of   a protégé [MENTOREE]?
Protégé Requirements
•   Identify goals and outcomes for the mentor relationship.   It is not a venue for soliciting jobs or for marketing services  
•   Come to the meetings on time and prepared. Keep to agreed meeting length
•   Take the lead in setting up and managing the meetings
•   Listen attentively and carefully consider the information you are given
•   Keep any commitments made, any confidences revealed
•   Respond promptly to any calls or e-mails
•   At the end of the mentoring relationship  HR  will solicit feedback to use to strengthen the mentor program

How will  the  protege[ MENTOREE ] be matched to a mentor?
•   Specific attributes identified in the application form (e.g. years in the field, industry experience, positions held, geographic preferences)
•   Availability
•   Areas of interest i.e. internal vs. external practitioner
•   HRM  will provide a list of potential mentor options and the protégé chooses who they wish to contact based upon the information provided

Program Evaluation
•   HRM  will request anonymous program evaluations from both protégés and mentors for continuous improvement upon completion of the mentoring relationship

-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.
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.


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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