579(100). Training & Development at Dabur India Ltd., Sahibabad[Hierank

8/18/2019 579(100). Training & Development at Dabur India Ltd., Sahibabad[Hierank

1/77


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DE%LARATIO

I hereby declare that the project report entitled “TRAINING & DEVELOPMENT

PROCESS AT DABUR” Submitted in partial fulfillment of the requirements for the degree

of Masters of business Administration to Amity global business school, India, is my original

wor and not submitted for the award of any other degree, diploma, fellowship, or any other

similar title or pri!es" I would lie to category mention that all the information that ha#e been

collected, analy!ed and nown for the project is entirely authentic possession of mine

&'e* OIDA (KARISHMA SHARMA)

Dte* 1+.04.2014

$


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A%KO,LEDEMET

I acknowledge the sincere assistance provided to me from several rather

unepected !uarters during the course of eecution of this stud"# It would $e

a mammoth task to place on record m" gratitude to each and ever" one of

them $ut a whole hearted attempt would $e made nevertheless% least I $e

$randed ungrateful#

I am ver" thankful tO_APARAJITA MAM__HOD, & my fa!"#y $!%'

__DR(A(S( BAHA_, Am%#y G")*a" B!+%n'++ S))", S'-125, N)%a for

their valua$le guidance and support at all time#

.ARISHMA SHARMA

%


4/77

%OTETS

1. Intr!/t!n

&bjecti#e of the study

Scope of the study

'imitation of the study

2. %!mn &r!5'e

(abur India 'imited

(abur as )M*+ company

*ompanys -ast

Strategic Intent

*ore .alues

Milestone /o Success

(abur At0 A0 +lance

Accolades

(abur orld ide

*orporate +o#ernance

*entre -rocurement 2 -lanning (epartment

(aburs -roducts

'e#els In &rganisation

(aburs Major S34S

3. Intr!/t!n t! Trnn6 7 De8e'!ment r!6rm

Meaning of /raining 2 (e#elopment -rogram

/raining 2 (e#elopment -rogram -rocess

Methods of /raining 2 (e#elopment program

4. Trnn6 7 De8e'!ment &r!6rm t D9/r

5


5/77

:. H/mn Re!/re

$. Reerh Meth!!'!6

+. An' n ;nn6

#. Re!mment!n n %!n'/!n

". B9'!6rh

10. Aen<

6


6/77

PREFACE

-erformance Appraisal program is the ey of effecti#e management, staff, sub0ordinates etc7

hich is helpful to grow up the organi!ation8 -erformance appraisal program to the worers the

aim is to de#elop the sill of staff as to impro#e their present performance" /hus it is essential for

it to be effecti#e enough so that it contributes in the progress of organi!ation as well as the staff"At the same time it should be pro#ided in such a way so that it does not create a feeling of

dissatisfaction among the staff of the company"

9eeping these aspects in mind this study on “-erformance Appraisal” in (abur India 'imited is

undertaen with the aim to find out the needs 2 how it is useful for maing high producti#ity in

the organi!ation

)ollowing are some of the salent features of the project :

• As far as possible, concepts are presented in an easy to understand style"

• It gi#es an opportunity to get information about D9/r In Lmte, which is helpful

to now about the company"

• /his project contains the clear and e;act concept of -erformance Appraisal program in

(abur"

• -erformance Appraisal program maes the indi#idual effecti#e as he nows whate#er he

do and would be rewarded if pro#ed worthwhile"

•


7/77

OBJECTIVES OF THE STUDY

•/o find out the training 2 de#elopment program requirement for the company"

• +ain information, which is useful for management as to tae decision for staff about

training 2 de#elopment programs"

• )ind out the strength and weaness of the indi#idual, which pro#ide basis for their

de#elopment and impro#ement programme"

• *reating mutual confidence and good relationship in the staff by training 2 de#elopment

program"

•/o impro#e the communication between management and staff"

• &btaining feedbac on training 2 de#elopment programs requirement"

• /o pro#ide opportunity to the indi#idual to now new technology for being a better

employee

• /o chec the staff contribution in these programs"

• /o find out whether the staff is satisfied with the training 2 de#elopment programs or not"

•

hich method is applied for training 2 de#elopment programs"

• /o now how staff is woring and suggesting needed changes in their beha#ior, attitudes,

sills or job nowledge"

SCOPE OF THE STUDY/he project co#ers the study of training 2 de#elopment program at t55 'e8e' at the Sahibabadunit of D9/r In Lmte" /he departments in which sur#ey was conducted are as follows?

•


8/77

LIMITATION OF THE STUDY

'ie any other things this study also suffers from #arious limitations" &ut of them some major

limitations of this sur#ey are listed bellow?0

/his

sur#ey was conducted in the Sahibabad unit of (abur so the findings are applicable to

this unit only and cannot generali!ed to the whole of (A34"

*onside

ring the short time duration the sample had to be restricted to $E respondents"

/he

most difficult tas was to get the #aluable time of the industry personnel for the face0

to0face inter#iew, which was an essential part of the project"

F


9/77


10/77


11/77

Business

(aburs product range encompasses health care, personal care, ayur#edic specialties and food

segments"

Brn

ell0nown brands include (abur Amla, (abur *hyawanprash, .atia,


12/77

COMPONY’S PAST

1##4

3irth of (abur

1#"$Setting up a manufacturing plant

1"00 Ayur#edic medicines

1"1" Bstablishment of research laboratories

1"20 B;pands further

1"3$ (abur India J(r" S"9" 3urmanK -#t" 'td"

1"+2Shift to (elhi

1"+"Sahibabad factory L (abur esearch )oundation

1"#$-ublic 'imited *ompany

1""2 oint #enture with Agrolimen of Spain

1""3*ancer treatment

1""4-ublic issues

1"":oint .entures

1""$% separate di#isions

1""+)oods (i#ision L -roject S/AS

1""#

-rofessionals to manage the *ompany

2000/urno#er of s"1,EEE crores

1$

http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/http://www.dabur.com/en/about/company/


13/77

STRATEGIC INTENT

/o significantly accelerate profitable growth ")or this, the need of the hour is to?

;!/ !n 6r!>n6 !re 9rn r! te6!re , reaching out to new geographies,

within and outside India, and impro#e operational efficiencies by le#eraging technology"

3e the preferred company to meet the he'th n er!n' 6r!!mn6 nee !5 tr6et

!n/mer with safe, efficacious, natural solutions by synthesi!ing deep nowledge of

ayur#eda and herbs with modern science

-ro#ide consumers >th nn!8t8e r!/t >thn e reh"

3uild a platform to enable (abur to 9e!me 6'!9' /r8e 'eer"

3e a r!5e!n'' mn6e em'!er of choice, attracting, de#eloping and retaining

quality personnel"

3e re!n9'e t?en with a commitment to en8r!nment' r!tet!n"

-ro#ide /er!r ret/rn, relati#e to peer group, to shareholders"

1%


14/77

LOCATION OF OPERATIONS%!r!rte O55e

9aushambi+ha!iabad0 $E1E1E

Re6tere O55e

FL%, Asaf Ali oad, @ew (elhi : 11E EE$

• ;t!re

o Alwar JajashtanK

o 3addi : *hyawanprash J


15/77

o Indore

o aipur

o 9ochi

o Mumbai

o -atna

o aipur

• O8ere O55e@;t!re@S/9re

D/9 UAE

(abur International 'imited

-"&"3o; 1>G55

E6t

(abur Bgypt 'imited-lot @o"J6K, Industrial Area J305K

1Eth of amadan *ity, Bgypt

Bn6'eh

Asian *onsumer *are$56, /ejgaon Industrial Area,

(haa 1$EF,

6er

African *onsumer *are 'imited

Bbani $, Marina 'agos

@igeria"

L!n!n Unte Kn6!m

(abur &ncology -'*

'ion *ourt

)arnham oad3ordon,


16/77

e'

(abur @epal -ri#ate 'imited

;t!r

ampur /oni, (istrict 3ara3irgung, @epal

Kthmn/ O55e?

/@/ 3uilding, /inune, 9oteshwor

9athmandu, @epal

Br6n O55e

(abur Mess, Sheerpur 3irganj015, @epal

D9/r e' /rer

@epal Medicinal -lant -roject @anepa, anagal

@epal

• S/9re

o D9/r ;!! Lt

(abur *orporate &ffice5th )loor, 9aushambi0$E1E1E+ha!iabad

4ttar -radesh

o Other

(abur esearch )oundation

-lot @o" $$, Site0I.

Sahibabad0$E1 E1E

+ha!iabad

1>


17/77

1D


18/77


19/77

MILESTONES TO SUCCESS

(abur India 'td" made its beginnings with a small pharmacy, but has continued to learn and

grow to a commanding status in the industry" /he *ompany has gone a long way in populari!ing

and maing easily a#ailable a whole range of products based on the traditional science of Ayur#eda" And it has set #ery high standards in de#eloping products and processes that meet

stringent quality norms"

1##4 - Et9'he 9 Dr. S K B/rmn t K!'Ct

1#"$ - ;rt r!/t!n /nt et9'he t rh1"1" - ;rt R7D /nt et9'he

Er' 1"00 &r!/t!n !5 A/r8e mene

(abur identifies nature0based Ayur#edic medicines as its area of speciali!ation" It is the 5rt

%!mn to pro#ide health care through ent5'' tete n /t!mte r!/t!n of

formulations based on our traditional science"

1"30 - A/t!mt!n n / 6rt!n !5 A/r8e r!/t mn/5t/rn6 ntte

1"3$ - D9/r (Dr. S K B/rmn) &8t. Lt. In!r!rte

1"40 - &er!n' re thr!/6h A/r8e

(abur introduces Indian consumers to er!n' re thr!/6h A/r8e with the '/nh !5

D9/r Am' Hr O'. So popular is the product that it becomes the largest selling hair oil brand

in India"

1"4" - L/nhe D9/r %h>nrh n tn C

idening the popularity and usage of traditional Ayur#edic products continues" /he ancientrestorati#e %h>nrh '/nhe in pacaged form, and becomes the 5rt 9rne

%h>nrh in India"

1":+ - %!m/ter?t!n !5 !ert!n ntte

1"+0 - Entere Or' %re 7 D6et8e e6ment

Addressing rural marets where homemade oral care is more popular than multinational brands,

(abur introduces L' Dnt Mnn" ith this a con#eniently pacaged herbal toothpowder ismade a#ailable at affordable costs to the masses"

1G


20/77

1"+2 - Sh5t 9e t! De'h 5r!m %'/tt

1"+# - L/nhe Hm!' t9'et

(abur continues to mae inno#ati#e products based on traditional formulations that can pro#ideholistic care in our daily life" An Ayur#edic medicine used as a digesti#e aid is branded and

launched as the popular Hm!' t9'et.

1"+" - D9/r Reerh ;!/nt!n et /

1"+" - %!mmer' r!/t!n trt t Sh99 the m!t m!ern her9' mene'nt t tht tme

1"#4 - D9/r !m'ete 100 er

1"## - L/nhe hrme/t' mene

1"#" - %re >th 5/n

/he Ayur#edic digesti#e formulation is con#erted into a childrenNs fun product with the '/nh !5

Hm!' %n. In an inno#ati#e mo#e, a curati#e product is con#erted to a confectionary itemfor wider usage"

1""4 - %!me !/t >th 5rt /9' /e

1""4 - Enter !n!'!6 e6ment

1""4 - Leerh n he'th re

(abur establishes its leadership in health care as one of only two companies worldwide to launch

the nt-ner r/6 Int


21/77

made to international standards, Re' 9e!me the 5tet 6r!>n6 n 'r6et e''n6 9rn inthe country"

1""# - B/rmn 5m' hn !8er mn6ement !5 the !mn t! r!5e!n'

2000 - The 1000 r!re mrC

(abur establishes its maret leadership status by staging a t/rn!8er !5 R.1 000 r!re. Across a

span of o#er a 1EE years, (abur has grown from a small beginning based on traditional health

care" /o a commanding position amongst an august league of large corporate businesses"

2001 - S/er e't r/6

ith the setting up of (abur &ncologyNs sterile cytoto;ic facility, the *ompany gains entry intothe highly e'?e re !5 ner ther. /he state0of0the0art plant and laboratory in the 49

ha#e appro#al from the M*A of 49" /hey follow ;DA 6/e'ne for production of drugsspecifically for Buropean and American marets"

2002 - D9/r re!r 'e !5 R 11$3.1" r!re !n net r!5t !5 R $4.4 r!re

2003 - D9/r emer6e &hrme/t' 9/ne

Mntnn6 6'!9' tnr

As a reflection of its constant efforts at achie#ing superior quality standards, (abur became the

5rt A/r8e r!/t !mn to get ISO "002 ert5t!n.

Sene 5!r nt/re

einforcing its commitment to nature and its conser#ation, (abur @epal, a subsidiary of (aburIndia, has set up 5/'' /t!mte 6reenh!/e n e'. /his scientific landmar helps to

produce saplings of rare medicinal plants that are under threat of e;tinction due to ecological

degradation"

Mer6er >th B'r

Mer6er !5 three B'r !mne : 3esta *osmetics, 3alsara


22/77

$$


23/77


24/77

and (abur Amla, *hyawanprash and 'al (ant Manjan

with s"1EE crore turno#er each

.atia


25/77

ACCOLADES

;e9r/r 23 200$* (abur India, the first company to achie#e R :00 r!remn/5t/rn6 m'et!ne n Uttrnh'" Also, it is the 'r6et em'!er n tht

re6!n"

n/r 1$ 200$? (abur bags I*SI @ational award for E


26/77

DABUR AS A WORLD WIDE

(aburNs mission of popularising a natural lifestyle transcends national boundaries" /oday

there is global awareness of alternati#e medicine, nature0based and holistic lifestyles and

an interest in herbal products" (abur has been in the forefront of popularising this

alternati#e way of life, mareting its products in more than 6E countries all o#er theworld"

It r!/t ,!r' ,e

(abur ha#e spread oursel#es wide and deep to be in close touch with our o#erseas

consumers"

&ffices and representati#es in E/r!e, Amer and A5rP

A special herbal health care and personal care range successfully selling in

marets of the M'e Et, ;r Et and se#eral E/r!en !/ntre"

Inroads into Buropean and American marets that ha#e good potential due toresurgence of the 9C-t!-nt/re m!8ement"

B;port of At8e &hrme/t' In6reent JA-IsK, manufactured under strict

international quality benchmars, to E/r!e, Ltn Amer, A5r, and other

An !/ntre"

B;port of food and te;tile grade nt/r' 6/m, e;tracted from traditional plant

sources"

$>

http://www.dabur.com/EN/Products/Health_Care/http://www.dabur.com/EN/Products/Personal_Care/http://www.dabur.com/en/Exports/Guar_Gum/default.asphttp://www.dabur.com/en/Exports/Guar_Gum/default.asphttp://www.dabur.com/EN/Products/Health_Care/http://www.dabur.com/EN/Products/Personal_Care/http://www.dabur.com/en/Exports/Guar_Gum/default.asp


27/77

&rtnerh n &r!/t!n

Strte6 rtnerh with leading multinational food and health care

companies to introduce inno#ations in products and ser#ices"

Manufacturing facilities spread across % o#erseas locations to optimise

production by utilising local resources and the most m!ern tehn!'!6a#ailable"

CORPORATE GOVERNANCE

In India, the Securities and B;change 3oard of India JSB3IK stipulates corporate go#ernance

standards for listed companies through the *lause 5G of the listing agreement of the stoc

e;changes" SB3I, through circulars dated $Gth &ctober, $EE5 and $Gth March, $EE6, has re#ised

the e;isting *lause 5G and has mandated listed companies to comply with the re#ised *lause5Gby %1st (ecember, $EE6" As a *ompany, which is committed to ensuring good corporate

go#ernance practices in all its dealings, (abur has mo#ed beyond merely meeting mandated

regulations and made concerted efforts to imbibe global standards of corporate go#ernance" Inthis pursuit, (abur has already put in place systems and procedures and is fully compliant with

the re#ised *lause 5G well before it becomes mandatory" /hus at (abur, we belie#e good

go#ernance is ey to a strong bond of trust between the company and all its staeholders"

$D


28/77

%!r!rte !8ernne ntt8e

• (abur has always gone beyond merely meeting mandated regulations and madeconcerted efforts to imbibe global standards of *orporate +o#ernance"

• /he company already has a majority of se#en non0promoter directors : including fi#e

independent directors 0 on its 3oard of 11 members" &f the remaining four promoter

(irectors on the 3oard, three (irectors 0 the *hairman and the .ice0*hairman and onedirector 0 are all non0e;ecuti#e (irectors" /his composition of the 3oard has been in

compliance with the *lause 5G of the 'isting Agreement, much before it was mandated"

• /he *ompanys sound go#ernance practice is e#ident from the presence of indi#iduals of

high integrity and stature as independent directors on the 3oard"

• /he *ompanys information disclosure standards in terms of its clear demarcation of 3oard and managements responsibilities, clear responsibilities of the *hairman and

*B&, emuneration policy, financial performance, ownership pattern, shareholders rightsand 3oard membership criteria tra#erses a long way in establishing (aburs commitment

towards good *orporate +o#ernance"

AWARD FOR EXCELLENCE IN CORPORATE

GOVERNANCE

D9/r 96 I%SI t!n' >r 5!r E De'h n/r 1$ 200$* (abur India has bagged the prestigious @ational Award for B;cellence in *orporate +o#ernance for the year $EE6 awarded by Institute of *ompany

Secretaries of India JI*SIK"

$F


29/77

• (abur bags “3est +o#erned *ompanies” award for year $EE6

• Selected amongst 5,EEE companies e#aluated this year for this

award

• Award recogni!es (aburs leadership effort and initiati#es in

practicing good go#ernance

CENTRAL PROCUREMENT & PLANNING DEPARTMENT

Intr!/t!n

(abur has established a *entral -rocurement 2 -lanning (epartment J*--(K to tae care of allhigh #alue purchases across the company" /he *--( is housed at the 9aushambhi *orporate

&ffice J9*&K and is headed by the


30/77

DABUR PRODUCTS

D9/r He'th %re &r!/t Rn6e


31/77

• Itch *are

• 3ac0aid

• Shanha -ushpi

• (abur 3alm

• Sarbyna Strong

D9/r B9 %re &r!/t Rn6e

BABY %ARE

• (abur 'al tail

• (abur baby oli#e oil

• (abur anma +hunti

D9/r &er!n' %re &r!/t Rn6e

%1

http://www.dabur.com/en/products/Health_Care/Natural_Cures/Itch%20_Care/http://www.dabur.com/en/products/Health_Care/Natural_Cures/back_aid/http://www.dabur.com/en/products/Health_Care/Natural_Cures/shankpushpi/http://www.dabur.com/en/products/Health_Care/Natural_Cures/balm/http://www.dabur.com/en/products/Health_Care/Natural_Cures/sarbyna/http://www.dabur.com/en/products/Health_Care/Baby_Care/DaburLalTail/http://www.dabur.com/en/products/Health_Care/Baby_Care/janmaGhuti/http://www.dabur.com/EN/products/Health_Care/Baby_Care/janmaGhuti/http://www.dabur.com/EN/products/Health_Care/Baby_Care/oliveoil/http://www.dabur.com/EN/products/Health_Care/Baby_Care/DaburLalTail/http://www.dabur.com/en/products/Health_Care/Natural_Cures/Itch%20_Care/http://www.dabur.com/en/products/Health_Care/Natural_Cures/back_aid/http://www.dabur.com/en/products/Health_Care/Natural_Cures/shankpushpi/http://www.dabur.com/en/products/Health_Care/Natural_Cures/balm/http://www.dabur.com/en/products/Health_Care/Natural_Cures/sarbyna/http://www.dabur.com/en/products/Health_Care/Baby_Care/DaburLalTail/http://www.dabur.com/en/products/Health_Care/Baby_Care/janmaGhuti/


32/77


33/77

•

(abur 3inaca /oothbrush

D9/r ;!! &r!/t Rn6e

BA'

• eal )ruit uice

• eal Acti#e

HO&&A'E

• A range of culinar" ingredients giving us( The taste of Indian )itche

*E&O+EE,

+atural *emon -uice

HO+E.

Pure natural Hone"

CAPSICO

%%

http://www.dabur.com/EN/products/personal_care/Oral_Care/binaca_toothbrush/default.asphttp://www.dabur.com/EN/products/Personal_Care/Oral_Care/binaca_toothbrush/default.asphttp://www.dabur.com/EN/Group/Foods/Capsico/http://www.dabur.com/EN/Products/Foods/honey/http://www.dabur.com/EN/Group/Foods/Lemoneez/http://www.dabur.com/EN/group/foods/hommade/http://www.dabur.com/EN/Group/Foods/RealActiv/http://www.dabur.com/EN/Group/Foods/REAL/http://www.dabur.com/EN/products/Personal_Care/Oral_Care/binaca_toothbrush/default.asphttp://www.dabur.com/EN/products/personal_care/Oral_Care/binaca_toothbrush/default.asp


34/77

A /er" red0pepper sauce

D9/r A/r8e &r!/t Rn6e

• Dhm/'rth

• Ah!Crht

• L/h8

• Mhnrn T'

• /rt

• Mh/8n

• L8n BCe %h/r

%5


35/77

D9/r Reent L/nhe

•


36/77

• (abur Anardana *huran

•


37/77

DABUR MAJOR STRATEGIC BUSINESS UNITS

In India, the *ompanys business is carried out by three Strategic 3usiness 4nits JS34sK namely?

• %!n/mer %re D8!n (%%D) with a share of F$O in its total sales"

• %!n/mer He'thre D8!n (%HD) with a share of FO in its total sales"

• D9/r ;!! Lmte as a wholly owned subsidiary with a share of 1EO in its total sales"

% share in Domestic Revenues

CCD

82%

CHD

8%

Foods

10%

CCD

CHD

Foods

%D


38/77

LEVELS IN ORGANISATION

5A

53

6A

63

>A

>3

DA

D3

%F

S"+eneral Manager

+"M

Addl"+"M

Sr" MA@A+B

("+"M

MA@A+B

(y" MA@A+B

Asst" MA@A+B

B;ecuti#e ."-

."-


39/77

D*

&A

&3

' &*

+A(B .I

+A(B .II

+A(B .III

+A(B IQ

+A(B IQ

%G

r" MB*


40/77

5E


41/77

HUMAN RESOURCE

(abur places great deal of confidence on its e;cellent pool of human resources, which it reali!es

is the ey to its further growth strategy" /he company continued its efforts to further align its


42/77

HUMAN RESOURCE PROCESS IN ORGANIZATION


43/77

ITRODU%TIO TO TRAIIITRODU%TIO TO TRAII

77DE=ELO&MET &RORAMDE=ELO&MET &RORAM

5%


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CONCEPT OF TRAINING AND DEVELOPMENT PROGRAMS

Menn6 !5 Trnn6*

oring force is the most #aluable asset of the business enterprise" If they ha#e

understanding, competence and sill to accomplish their piece of wor faultlessly in order to

de#elop such proficiency in the wor, proper training of employees is must" /raining acquaintsthe worers with the intricacies of the wor and maes him more efficient, producti#e and

meaningful"

/he employee must ha#e the theoretical and practice nowledge of the wor, he is required to

perform" /he theoretical nowledge can be gained in educational institutions but for the practical

nowledge training is required" In this way, the training acquaints the employee with the

requisite sill, real situations of the wor and helps him in the faultless accomplishments of thewor"

“ /he term training is used here to indicate only process by which the aptitudes, sill and abilitiesof employees to perform specific jobs are increased”"

0 //

“ /raining is the organi!ed procedure in which people learn nowledge and L or sill for definite

purpose"”

0 D'e S. Beh

/hus training is an organised procedure by which the nowledge, ability, competence, sill personality and producti#ity is increased"

Trnn6 De5ne*

/raining is defined as learning that is pro#ided in order to impro#e performance on the present

job"A personNs performance is impro#ed by showing her how to master a new or established

technology" /he technology may be a piece of hea#y machinery, a computer, a procedure for

creating a product, or a method of pro#iding a ser#ice

@otice that the last part of the definition states that training is pro#ided 5!r the reent !9. Thn'/e trnn6 ne> er!nne' t! er5!rm ther !9 ntr!/n6 ne> tehn!'!6 !r

9rn6n6 n em'!ee / t! tnr.

55


45/77

Barlier it was stated that there are four inputs to a system? people, material, technology, and time"

/raining is mainly concerned with the meeting of two of these inputs 00 people and technology"

/hat is, ha#ing people learn to master a gi#en technology"

;et/re !5 Trnn6*

/raining nree Cn!>'e6e and C'' for doing a job"

It bridges the gap between !9 nee and em'!ee C'', Cn!>'e6e and 9eh8!r"

!9 !rente process 8!t!n' in nature"

Sh!rt-term t8t designed essentially for operati#es"

Empl!"" T#$%%' $( D")"lpm"*+

R"$,, $( B""%*,

/raining in#ol#es an e;pert woring with learners to transfer to them certain areas of nowledge or sills to impro#e in their current jobs" (e#elopment is a broad, ongoing multi0faceted set of acti#ities Jtraining acti#ities among themK to bring someone or an organi!ation up

to another threshold of performance, often to perform some job or new role in the future"

T' Re!n 5!r Em'!ee Trnn6 n De8e'!ment

/raining and de#elopment can be initiated for a #ariety of reasons for an employee or group of

employees, e"g"?

a"K hen a performance appraisal indicates performance impro#ement is needed"

bK /o G9enhmrCG the status of impro#ement so far in a performance impro#ement effort"

cK As part of an o#erall professional de#elopment program"

dK As part of succession planning to help an employee be eligible for a planned change in role in

the organi!ation"

56


46/77

eK /o G'!tG, or test, the operation of a new performance management system"

fK /o train about a specific topic "

T' Are !5 Em'!ee Trnn6 *

1" %!mm/nt!n? /he increasing di#ersity of todayNs worforce brings a wide #ariety of languages and customs"

$" %!m/ter C''* *omputer sills are becoming a necessity for conducting administrati#eand office tass"

%" %/t!mer er8e* Increased competition in todayNs global maretplace maes it criticalthat employees understand and meet the needs of customers"

5" D8ert* (i#ersity training usually includes e;planation about how people ha#e different perspecti#es and #iews, and includes techniques to #alue di#ersity"

6" Eth* /odayNs society has increasing e;pectations about corporate social responsibility"Also, todayNs di#erse worforce brings a wide #ariety of #alues and morals to the worplace"

>" H/mn re't!n* /he increased stresses of todayNs worplace can includemisunderstandings and conflict" /raining can people to get along in the worplace"

D" /'t ntt8e* Initiati#es such as /otal =uality Management, =uality *ircles, benchmaring, etc", require basic training about quality concepts, guidelines and standards for

quality, etc"

F" S5et* Safety training is critical where woring with hea#y equipment, ha!ardouschemicals, repetiti#e acti#ities, etc", but can also be useful with practical ad#ice for a#oiding

assaults, etc"

G""#$l B""%*, #m Empl!"" T#$%%' $( D")"lpm"*

/here are numerous sources of on0line information about training and de#elopment" Se#eralof these sites JtheyNre listed later on in this libraryK suggest reasons for super#isors to conduct

training among employees" /hese reasons include?

5>


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1. Increased !9 t5t!n and m!r'e among employees"

2. Increased employee m!t8t!n.

3. Increased e55ene in processes, resulting in 5nn' 6n"

4. Increased capacity to adopt ne> tehn!'!6e and meth!"

:. Increased nn!8t!n in strategies and products"

$. educed em'!ee t/rn!8er"

D" Bnhanced !mn m6e, e"g", conducting ethics training Jnot a good reason for ethicstrainingK"

DE=ELO&MET*/he modern business en#ironment requires that the business enterprise should go on de#eloping

its own employees to tae up higher positions" It is rightly said that de#elopment of employees,

capable of efficiently taing higher position is more important producing goods at cheaper rates"

According to -eter" )" (rucer, “ An institution which cannot its own managers will die" )rom an

o#erall point of #iew the ability of an institution to produce managers is more important than itsability to produce goods efficiently and cheaply"”

(e#elopment of -ersonnel includes?

) Trnn6 !5 em'!ee

9) E8'/t!n !5 em'!ee J/'te

) Trn5er !5 em'!ee

) &r!m!t!n !5 em'!ee

/hus, (e#elopment of employees is planned and organised process and programme of employees training and growth at e#ery le#el of management" Bmployees de#elopment is thus

an organised acti#ity of employees professional growth"

5D


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TRAII 8. DE=ELO&MET

/raining is an acti#ity to increase understanding, sill and attitude to perform specific job

in better ways"

hile (e#elopment means the growth of employees at e#ery le#el of management by planned and organised process"

/he best possible performance of the specific job by the employee is the aim of training"

hile (e#elopment aims at utili!ation of employees capability"

/raining is the part of (e#elopment and also limited in its scope"

here as (e#elopment is a wider term" It includes education, learning and training"

/raining is imparted for a fi; time period"

(e#elopment is a continuing process and unending acti#ity in the industry"

/raining is mostly the result of initiati#es taen by management" It is result of some

outside moti#ation"(e#elopment is result of internal moti#ation"

/raining sees to meet the current requirements of the job and the indi#idual" In other

words it is a ret8e process"

(e#elopment sees to meet future needs of the job and indi#idual, In other words, de#elopment

is a r!t8e process" (e#elopment is future oriented where as training focuses on the personalgrowth of the employees"

PRINCIPLES OF TRAINING1. &rn'e !5 M!t8t!n*

/he trainee must learn to wor with courage, patience and aspirations" If the learner is himself unwilling to learn nobody can mae him learn" /herefore it is necessary that

the trainee should be told the objecti#e of the wor and benefits he will deri#e with the

successful completion of training, so that he may be moti#ated to contribute his best

efforts in learning the job"

2. &rn'e !5 %!!ert!n* /he effecti#e training can be imparted by de#eloping a sense of fellow feeling with the

trainee"


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3. &rn'e !5 Ren5!rement* After e#aluation of progress in training, the trainee should be reward for better performance and punished for the substandard performance" /his arrangement will enable

worers to render better performance to get rewards"

4. &rn'e !5 rte* -ractice definitely maes a man perfect" /he human mind learns with practice only"

:. &rn'e !5 5ee9C* A human can anytime mae an errorP as such the employee will commit mistaes"


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NEED AND IMPORTANCE OF TRAINING

@ewly recruited employee requires training so as to perform their tass

effecti#ely"

/raining is necessary to prepare e;isting employees for higher0le#el jobs

JpromotionK"

B;isting employees require the fresher trainings as to eep abreast of the

latest de#elopments in job operations"

/raining is necessary when a person mo#es from one job to another

JtransfersK"

6E


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TRAINING PROGRAM AT DABUR+

A general criteria to carry out training program at (abur is as follows?

er the period, #arious training programs are organi!ed at D9/r InLmte "/he purpose of these programs was to bring awareness among the

employees on the latest techniques 2 technical up gradation 2enhancement of

their nowledge to impro#e the producti#ity, efficiency, best resources utili!ation

2 built positi#e attitude and culture in the organi!ation"

61

Trnn6 O9et8e

E8'/t!n 7

5!''!> /

Trnn6 nee

Aement

&'nnn6 trnn6

r!6rm

Im'ementn6 the

r!6rm


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TRAINING PROCEDURE AT DABUR INDIA LTD+

In order to achie#e the desired objecti#es the /raining procedure at (abur can be di#ided intothree phases" /hese are e;plained as follows?

&HASE 1* EEDS ASSESMET AD DE=ELO&I THE TRAII

%ALEDER.

/his phase can be discussed as follows?

1" ee ement !r ent5t!n !5 the trnn6 nee * @eeds assessment diagnoses present problems and future challenges to be met through

training and de#elopment in the company" /his is done to systematically determine whoin the organi!ation require training and in what areas" After the annual appraisal process

is complete, the areas of training for each indi#idual are taen from the appraisal forms of the personnel and a (ata ban is prepared with the help of the same" /his e;ercise is a

continuous and an ongoing process" (abur spends #ast amount of money on /raining and

de#elopment of the employees" At times e;ternal guide is also called to gi#e training tothe employees, as in 9ai!en training program"

2. De8e'!n6 the Trnn6 %'enr* After identifying the need of training a major acti#ity is de#eloping the training

-rogramme *alendar"(abur e#ery year modify its training calendar in accordance with

the needs of the employee" 3ased on the data ban, a list is prepared of the areas in whichmost of the people require training these bans are then incorporated in the training

*alendar on the priority basis"

Trnn6 'enr consists the following details?

aK 'isting of the training program during the year bK )aculty assigned to gi#e the training

cK /arget group to which training has to be gi#en"

dK (ates are to be mentioned on which the training program has to be accomplished"

/he training needs records will be maintained in a manner suitable as decided by the


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-ostponed eeping in the #iew the organi!ations constraints"


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&HASE 3 * E=ALUATIO O; THE TRAII &RORAMMES

After the completion of the training program, the participants are gi#en feedbac forms to fill

up in which they e#aluate? 0

/he course content

&bjecti#es met by the training program

Applicability and feasibility of the program to their job

/echniques used by the trainer

/he )aculty

/ime limit of the program

Bmployees also gi#e their suggestions for the organi!ed training program, they tell about

the scope of impro#ement in the program" 3ased on the suggestions gi#en by the employees,necessary amendments are done for the future" /he respecti#e employees duly attest

e#aluation forms and the records of the feedbac summary are maintained as a part of the

training records"

In the e#ent of an immediate need of the training to be pro#ided to an indi#idual whereby

the standard procedure cannot be followed the required training will be pro#ided to anindi#idual on the discretion of the head of the department and the Manager0


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RESEAR%H METHODOLOYRESEAR%H METHODOLOY

6D


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RESEARCH METHODOLOGY

DATA SOUR%ES*

-rimary data was collected by sur#ey of e;ecuti#es of the company"Secondary data was collected from historical records and websites of the company"

&RIMARY SOUR%ES

/et!nnre? A questionnaire was de#eloped to now the training 2 de#elopment programs

needs at (abur" It contains the questions and these questions were pertaining to the job, tas,

duties 2 responsibilities, leadership, discipline etc" It was gi#en to each employee as to pro#idethe answer of the rele#ant questions" /hus the rele#ant information related to the assessment

parameters was helpful to now the training 2 de#elopment programs requirement of the staff"

SE%ODARY SOUR%ES

Ht!r' re!r? (ata regarding the origin and the history of the organi!ation were obtainedfrom the historical records of the organi!ation"

,e9te? www"dabur"com from the intranet

SAM&LE SIE* $E

RESEAR%H A&&ROA%H*

-rimary data was collected by sur#ey of e;ecuti#es of the company"

Secondary data was collected from historical records and websites of the company"

RESEAR%H ISTRUMET*

/he data was collected through a structured questionnaire de#eloped to gather information from

the staff

SAM&LI &LA*

.arious department of company lie


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AALYSIS 7;IDISAALYSIS 7;IDIS

6G


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ANALYSIS & FINDINGS

(ata collected through #arious manuals 2 information obtained through questionnaire re#eal thefollowing major analysis and findings regarding the training effecti#eness?

1" *ompany prepares the annual /AI@I@+ *A'B@(A for proper training"

$" /he internal faculties in the classroom gi#e most of the trainings" So rele#ant and wor0

oriented e;amples are gi#en and trainees can more easily relate it to their job"

%" According to the sur#ey of employees result comes out that most of the trainings are gi#en in

the area of social sills and nowledge then in the area technical sills" (I' pro#ide trainings for

the techniques also"

5" (I' gi#es both types of trainings i"e" on the job trainings 2 off the job trainings"

6" According to sur#ey 1EEO employees said that (I' pro#ides training to all employees"

>" /he training programs ha#e been integrated with rele#ant job areas"

D" (ue to the #ery interacti#e training sessions the trainees ha#e become to clear their doubts"

F" (A34 pro#ides trainings on other topics also lie world en#ironment day etc"

G" After studying the qualifications and the designation of the employees of the different

departments, it was concluded that selections of employees are done #ery carefully" /here was nomajor de#iation in the qualifications and their designations and hardly any mismatched was

found"

1E" )or the beha#ioral training internal trainings are generally preferred"

>E


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Are !/ >re 9!/t trnn6 n e8e'!ment r!6rm

100%

0%

Yes

No

D! !/ thnC tht trnn6 n e8e'!ment r!6rm re eent' 5!r '' em'!ee !5

D.I.L.

100%

0%

Yes

No

,h! re the trner n D.I.L.

>1


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50%

5%5%0%

40%Manager

Supervisor

Training !perts

"ro#essiona$ Trainer

Outsie #acu$t&

,ht m 9e the 55erent re!n 5!r !n/tn6 T@D r!6rm 9 !r6n?t!n

'5%

'0%

(0%

15% 0%

To improve )ua$it& *)uantit& o# prouct

To improve +now$ege

* technica$ s+i$$s

To ,oost up the mora$e

o# an emp$o&ee

To ma+e #ami$iar with

the -o,

To minimi.e the

accient

,hh meth! !5 T@D 9en6 /e n D.I.L.

>$


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45%

(0%

'5%

On the -o,

O## the -o,

Both

,hen trnn6 r!8e 9 D.I.L.

'5%

45%

10%

10% /t the time o# se$ection

/t the time o# per#ormance

appraisa$

/t the time o# promotion

/t the time o# an& change

I D.I.L. r!8e trnn6 t! the em'!ee

>%


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100%

0%

Yes

No

At >ht tme er! D.I.L. r!8e trnn6 t! the >!rCer

15%

0%

5%

(0%

1( month

1' &ears

/s per re)uirement

Not ecie

A5ter T@D r!6rm h!> >!/' !/ rte trnn6 r!6rm

>5


65/77

50%

(5%0%

(5%

2oo

Outstaning

Satis#actor&

3nsatis#actor&

I there n meth! !5 68n6 5ee9C !5 the T@D !!rnt!r 5ter the T@D r!6rm

100%

0%

Yes

No

I. I5 e >ht meth! !e !/ /e*

>6


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5%

5% 0%0%

uestionnaire

Diar&

Report

6nterview

In the hn6n6 9/ne enr! there nee 5!r m/'t-C'' T@D 5!r the nn!8t8e

te6!r ! !/ thnC tht '' nn!8t8e er!n h!/' 9e e !5 5t hn6n6 tehn!'!6

>>


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0%

40%

Yes

No

,ht re the 5'te 68en t! the D.I.L. em'!ee 5!r e55et8e T@D r!6rm

(0%

(0%

5%

55%

Re#er to outsie organisation

Re#er to a,roa

7ectures ,& the e!perts

/$$

,ht re the 'mtt!n !5 the T@D r!6rm n D.I.L.

>D


68/77

55%'5%

10% 0% 7imite counse$ing

7imite time

8ithout proper scheu$e

The ,ene#its o# training are

not c$ear to top management

Are !/ t5e >th the T@D r!6rm >hh h8e 68en t! !/ 9 D.I.L.

95%

15% 0%0%

:u$$& satis#ie

To some e!tent

To great e!tent

Not satis#ie

>F


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RE%OMMEDATIO 7RE%OMMEDATIO 7

%O%LUSIO%O%LUSIO

>G


70/77

RECOMMENDATION

)ollowing points can be recommended for the growth and de#elopment of staff as on the

basis of their e#aluation0

• In case of job nowledge the staff is well aware about their duties and responsibilities and

handles ha!ards and additional responsibilities with great confidence 2 ease" So !9en'r6ement should be done as to moti#ate them and perform a #ariety of jobs

• Bmployees ha#e self0dependence qualities as they require occasional super#ision so aSe'5-Drete-,!rC Jonly the employee is responsible for the whole worK should be

assigned to them" It will create leadership qualities in them"

• Bmployees feel comfortable in case of changing woring0conditions so er! !9

hn6e are required as to impro#e their interdepartmental co0operation and they will be

able to sol#e each others problems easily"

• Most of the staff is in the fa#or of implementing new technologies and desire to learn

new concepts so ne> tehn!'!6e should be implemented for their training 2de#elopment programmes as to e;pand their capabilities, nowledge, sills, etc"

• As employees ha#e the ability to tae responsibilities for taing decision 2 feel

comfortable with their co0worers so some tem->!rC should also be assigned to them"It will be helpful in establishing leadership qualities 2 they also aware about each others problems"

DE


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CONCLUSIONS

In the new millennium when the corporate world is designing newer techniques for de#elopingemployees and retaining them, the D9/r In Lmte is no way behind and the

organi!ational structure is such that people wors hand in hand to align the organi!ational goals

with the indi#iduals goals" A lot of impro#ements can be brought about in the company with the

help of effecti#e training and coaching"/raining 2 de#elopment program is helpful as to strengthen the employees producti#ity, their

promotion, transfer, training 2 de#elopments needs etc" /his is also helpful for the employees

for Self0e#aluation" /he organi!ation pro#ides training 2 de#elopment program to employeesnot only to nowledge of the job but also for their increment 2 promotion" 3y training 2

de#elopment programs we come to now that the whole staff also performs their job according to

the requirements of job"

D1


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A&&EDIA&&EDI

D$


73/77

TRAINING & DEVELOPMENT PROGRAM

DABUR INDIA L.T.D./SAHIBABAD0

T=4BS/I&@@AIBU

@AMB 777777777777"

(B-A/MB@/ 77777777""

(BSI+@A/I&@77777777"""

A+B 7777777777777"

+B@(B77777777777""

1" Are you aware about training 2 de#elopment programs8 A" Ces J K 3" @o J K

$" (o you thin that training 2 de#elopment is essential for the employees of ("I"'"8

A" Ces J K 3" @oJ K

%" ho are the trainers in ("I"'"8

A" Managers J K 3" Super#isors J K *" /raining B;perts J K (" -rofessional /rainerJ K

B" &utsiders )aculty J K

5" hat may be the different reason for conducting /L( programs by organi!ation8

A" /o impro#e quality 2 quantity of product J K

3" /o impro#e nowledge 2 technical sills J K

*" /o boost up the morale of an employee J K (" /o mae familiar with the job J K

B" /o minimi!e the accident J K

6" hich method of /L( is being used in ("I"'"8

A" &n the job J K 3" &ff the job J K *" 3oth J K

>" hen training is pro#ide by ("I"'"8

A" At the time of selection J K 3" At the time of performance appraisal J K

*" At the time of promotion J K

(" At the time of any change J KD" Are ("I"'" pro#ide training to the employees8

D%


74/77

A" Ces J K 3" @o J K

F" At what time period ("I"' pro#ide training to the worers8 A" >V1$ month J K

3" 1V% years J K

*" As per requirement J K (" @ot decided J K

G" After /L( programs, how would you rate training program8

A" +ood J K

3" &utstanding J K

*" Satisfactory J K

(" 4nsatisfactory J K

1E" Is there any method of gi#ing feedbac of the /L( coordinator after the /L( programs8


I" If yes what method does you use?

iK =uestionnaire J K

iiK (iary J K iiiK eport J K

i#K Inter#iew J K

11" In the changing business scenario there is need for multi0sill /L( for the Inno#ati#e

category, do you thin that all inno#ati#e person should be e;posed to this type of training

program? A" Ces J K 3" @o J K

1$" (oes ("I"'" need any change in its /L( programs in the #iew of fast changing technology8


1%" hat are the facilities gi#en to the ("I"'" employees for effecti#e /L( programs8

A" efer to outside organi!ation J K

3" efer to abroad J K *" 'ectures by the e;perts J K

(" All J K

15" hat are the limitations of the /L( programs in ("I"'"8

D5


75/77

A" 'imited counseling J K

3" 'imited time J K

*" ithout proper schedule J K

(" /he benefits of training are not clear to the top management J K

16" Are you satisfied with the /L( programs, which ha#e gi#en to you by ("I"'"8

A" )ully satisfied J K 3" /o some e;tent J K

*" /o +reat e;tent J K (" @ot satisfied J K

D6


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BIBLIORA&HYBIBLIORA&HY

D>


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BIBLIOGRAPHY

•

Documents

579(100). Training & Development at Dabur India Ltd., Sahibabad[Hierank