Montecarlo Limited (MCL), a 25-year-old infrastructure and construction company in India, had invested in building effective human resources (HR) processes and a better employee experience. While it was unconventional for companies in this industry, whose outlook generally favoured production and profitability, to focus on these issues, MCL had endeavoured to create not only an effective training function, but also a culture of learning and development that empowered its employees to become better professionals and individuals. Given the nature of the industry, such efforts posed challenges in understanding and implementation. In January 2021, the company’s senior vice-president of HR wondered both how this focus on employees would help MCL and whether the company should continue to invest in its people and in building a culture of learning. If it did continue, how could it adjust its training process to make the learning and development process more effective?
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