Effectiveness of Training (Riya Bhatia) (2)

8/2/2019 Effectiveness of Training (Riya Bhatia) (2)

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ON

Effectiveness of trainingIN

Britannia INDUSTRIES LIMITED

PLOT NO.1; SECTOR -1 INDUSTRIALSTATE,

PANTNAGAR,RUDRAPUR(U.S.NAGAR)

FORTHE PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE

DEGREE OF MASTER OF BUSINESS ADMINISTRATION (2010-12)

SUBMITTED TO: SUBMITTED BY:

MS. NEHA AGARWAL RIYA BHATIA

(FACULTY OF MANAGEMENT) MBA II SEM

ROLL NO.- 010290500050

SARASWATI INSTITUTE OF MANAGEMENTANDTECHNOLOGY


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ACKNOWLEDGEMENT

I take this opportunity to express my profound and sincere gratitude to

SARASWATI INSTITUTE OF MANAGEMENT AND

TECHNOLOGY,RUDRAPUR for providing me with the opportunity to

explore the corridors of the corporate world and gather invaluable

information and practical experience via sung training project in human

resource .

I express my sincere gratitude Mr.ShekharSinha (HR Manager,

BRITANNIAPVT LTD, RUDRAPUR, UTTRAKHAND) for his guidance

during the course of my training. I am highly indebted and appreciate his

relentless and valuable support, and the creative inputs given for the

completion of my summer training. Words are insufficient to express my

gratitude towards MR. MOHD. ALI JINNAH (director). I would like to give

my heartily Thanks to Mrs. POOJA JOHRI, (head of management department),

who permitted me for the same. I am very thankful to Ms. Neha Agarwal, (my

project guide), who helped me at every step whenever needed.


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PREFACE

The project report in based on my industry Training in BRITANNIA PVT

LTD,SIDCUL, PANTNAGAR, RUDRAPUR,producing biscuits under the

brand name BRITANNIA.

The summer -training is to acquaint the study with the real life situation of the

organization.

The most valuable critical aspect of any organization is dealing with its

financial matters. Fulfillment of legal requirements and maintaining timely

and proper accounts and preparing budgets are some of the critical and

complex part of finance department's duties. Maintaining cash and handling

funds is also important for the survival and growth of any organization


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STUDENT DECLARATION

I hereby certify that the work which is being presented in the project

entitled, EFFECTIVENESS OF TRAINING IN BRITANNIA In

partial Fulfillment of the requirements for the award degree of Master

of Business Administration (MBA) course, SARASWATI INSTITUTE

OF MANAGEMENT AND TECHNOLOGY (Affiliated to

UTTRAKHAND TECHNICAL UNIVERSITY, DEHRADUN), is anauthentic Record of my own Work carried out under the supervision of

Mr. SHEKHER SINHA (H.R.Manager In Britannia, Rudrapur) and Mr.

Rakesh Vohra (training Head in Britannia, Rudrapur).The matter

presented in this Project Report has not been submitted by me for the

Award of any other degree of this or any other University.

Supervisor sign Student sign

Ms.Neha Agarwal Riya Bhatia

HOD

Mrs. Pooja johri.


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CERTIFICATE OF COMPANY

This is to certify that the project work done on EFFECTIVENESS OF

TRAINING PROCESS IN BRITANNIA submitted to Saraswati; Rudrapur

by Riya Bhatia in partial fulfillment of requirement for the award of degree of

MBA is a bonafied work carried out by her under my supervision and

guidance. This work has not be been submitted anywhere else for other

degree/diploma. The original work was carried during in Britannia.


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CERTIFICATE OF COLLEGE


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LIST OF CONTENT

CHAPTER ARRANGEMENT

CHAPTER-1

INTRODUCTION OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY LIMITATIONS OF THE STUDY SCOPE OF THE STUDY

CHAPTER-2

INDUSTRIAL PROFILE COMPANY PROFILE

CHAPTER-3

FINDING DATA ANALYSIS AND INTERPRETATION

CHAPTER-4

CONCLUSION SUGGESTION & RECOMMENDATION BIBLIOGRAPHY QUESTIONNAIRE


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CHAPTER -1

INTRODUCTION

Training is a means of communicating new knowledge and skills and

changing attitudes. It can raise awareness and provide people with the

opportunity to explore their existing knowledge and skills. There are many

different kinds of training for many different audiences, including service

providers and service users. This newsletter concentrates on planning,

preparing, delivering and reviewing training sessions designed for employees

like health workers.

Training is the process of bringing a person to an agreed Standard of skill bypractice and instruction. Another definition is a trainer and Participant

working together to transfer information from the trainer to the Participant, todevelop the participants knowledge, attitudes or skills so they can performwork tasks better.

The term training refers to the acquisition ofknowledge, skills, and

competencies as a result of the teaching ofvocational or practical skills and

knowledge that relate to specific useful competencies. It forms the core of

apprenticeships and provides the backbone of content at institutes of

technology (also known as technical colleges or polytechnics). In addition to

the basic training required for a trade, occupation or profession, observers of

the labor-market[who?]

recognize as of 2008 the need to continue trainingbeyond initial qualifications: to maintain, upgrade and update skills

throughout working life. People within many professions and occupationsmay refer to this sort of training as professional development.
http://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Competence_(human_resources)http://en.wikipedia.org/wiki/Vocational_educationhttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Trade_(profession)http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Professionhttp://en.wikipedia.org/wiki/Wikipedia:Avoid_weasel_wordshttp://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Wikipedia:Avoid_weasel_wordshttp://en.wikipedia.org/wiki/Professionhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Trade_(profession)http://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Vocational_educationhttp://en.wikipedia.org/wiki/Competence_(human_resources)http://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Knowledge


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Management Games / Role Plays:

Management Games & Role Plays help to bridge the gap between "Knowing

& Doing", "Insight & Action" thus pushing you to hear more, see more, feelmore and act more. The participants are thus aligned with the concepts being

taught and feel more alive as the exercise inspires enthusiasm for learning.

The exercises are designed to involve all types of learners:

Visual

Auditory

Kinesthetic

Experiential Learning:

Our Outdoor Experiential Learning Division has been designed to tackle

some of the most pressing issues in organizations.

The objective of Outbound Training is to focus on the overall physical andmental development of the trainee through experiential approach towards

education. There has been tremendous growth in outdoor education during

the last few years due to its immediate results and continued effectiveness.

In our residential outdoor training programs, we replace the participants

typical home or work environments and take them on a journey into the

nature, where the earth, skies and mountains serve as their black boards and

power point presentations are replaced by self serving physical and mentalassignments. The outdoor experience is a key condition for outdoor activities

to become learning experiences; the unfamiliar environment facilitates

participants in developing new perspectives about themselves and their

normal environments.

Training is a set of a systematic processes designed to meet learning

objectives related to trainees' current or future jobs. These processes can be

grouped into the following phases; needs analysis, design, development,

implementation, and evaluation.


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Training is to make sure the availability of a skilled and willing workforce to

an organization. Training involves the acquisition of knowledge, sharpening

of skills, concepts, rules, or changing of attitudes and behaviours to enhance

the performance of employees. It aims at helping the workers to work better

in a more meaningful manner, physically, socially, morally, economically

and intellectually.

A significant definition describes training as the acquisition ofknowledge,skills, and competencies as a result of the teaching ofvocational or practical

skills and knowledge that relate to specific useful competencies. It forms the

core ofapprenticeships and provides the backbone of content at institutes of

technology (also known as technical colleges or polytechnics). In addition to

the basic training required for a trade, occupation or profession, observers ofthe labor-market

[who?]recognize as of 2008 the need to continue training

beyond initial qualifications: to maintain, upgrade and update skillsthroughout working life. People within many professions and occupations

may refer to this sort of training as professional development.

In todays environment of increased accountability, the training evaluation

process is a critical component ofan organizations training program.

Organizations administering the -program not only are accountable for what

employees learn, they also are accountable for ensuring that employees

transfer their knowledge to their work performance. While traditional training

evaluation methods focus on using the assessment process to improve

training delivery, information should also be collected to determine whether

training is assisting the organization to improve its business performance

Training Evaluation Approach

Evaluation methods should be determined based on the goals of the trainingprocess and should meet the demands of the various stakeholders involved.

Every organization has multiple stakeholders and not everyone within the

organization has the same information needs. Typically, organizational

stakeholder groups include the training department, employees and businessunits. Their information requirements fall into two categories: whether the
http://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Vocational_educationhttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Trade_(profession)http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Professionhttp://en.wikipedia.org/wiki/Wikipedia:Avoid_weasel_wordshttp://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Wikipedia:Avoid_weasel_wordshttp://en.wikipedia.org/wiki/Professionhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Trade_(profession)http://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Institute_of_technologyhttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Vocational_educationhttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Knowledge


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competencies have been learned and whether the learning has been applied

toward improved performance.Assessment of Competency Learning

The assessment of competency learning, whether the training material has

been learned, is best conducted at the individual level. It is at the individuallevel that organizations are able to assess employees reactions and increased

understanding. Reactions are important because, if students react negatively

to a course, they are less likely to transfer what they learned to their work.

Increased understanding in terms of new or improved knowledge, skills and

abilities is the primary aim of a training event.The training department requires information about competency learning to

determine the effectiveness of training delivery and approach. Data

concerning the overall effectiveness of training procedures, appropriateness

of media and instruction methods and other issues relating to possiblerevisions in instructional design may prove to be very valuable to the training

department and will assist them in better serving the needs of the other

stakeholders involved. This information can be obtained through:Questionnaires- Questionnaires offer a structured tool that may provide

both quantitative and qualitative information about employee reactions

to the training event. The questionnaire should focus on both training

content and delivery. The training content section should targetquestions to ascertain whether the training materials provide useful

information that will assist in performing work tasks and whether theemployee is more knowledgeable about the subject matter following

the training event. The training delivery section should determine

whether the information was presented in a logical order, at the

appropriate level of detail and in an appropriate format.

This information will assist the training department in determining how thetraining material should be revised or supplemented and whether the training

medium used is best suited to the training content. It will also allow the

training department to maintain an internal inventory of training vendors orofferings that have been rated best or least effective.

Knowledge Review- Knowledge reviews offer an objective means of

determining whether training content has been learned. Knowledgereviews refer to a general group of assessment tools in which


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employees read questions and respond in writing. The knowledge

reviews may be administered by delivering the tool at the start and end

of the training event. The tool should be developed as a short answer or

multiple-choice instrument using the same questions in each

administration, presented in a different order. The questions on theknowledge review should adequately address the learning objectives ofthe training. The results of each administration of the knowledge

review can be compared to measure knowledge transfer during the

training event. This information will be useful in assisting the training

department to improve the course material.

Observation- Observation is another evaluation method that provides

information regarding employee reactions to the training. Training

department personnel should observe employee interaction, level ofengagement with training instructors and responses to course content.

This evaluation technique may be informal or highly structured.

Informal observation can be used to provide general information about

the training structure. Alternatively, highly structured observationfocuses on monitoring particular points in the training event and

commonly involves the utilization of a checklist of the points to be

observed.

Employees also require information about competency learning. However,the information provided to employees should be related to their ability to do

their job better. These stakeholders will benefit by understanding their own

strengths and weaknesses and how they have been addressed through the

training process. This information can be obtained through:


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Employee Portfolio- The employee portfolio is an effective means ofproviding information to employees as well as their managers about the

level of mastery of particular knowledge, skills or abilities following a

training event. The employee portfolio should be designed to be used

for informational purposes only. The results of the portfolio are notintended to be linked to employee performance evaluations.

To implement this concept, employees should be required to identify the

learning objectives of the training and within a 60-day time frame develop a

work sample for review by the manager that demonstrates the application of

their learning. The business unit manager should be required to ensure that

within that time frame employees are assigned activities that will allow them

to produce the portfolio. After receiving the portfolio, the manager should

review it and provide feedback to the employee on strengths and areas forimprovement.

Skill Gap Analysis - Another means of providing employeesinformation about their skill development is to require business unitmanagers to conduct an assessment of each employees level of

knowledge, skills and abilities relative to the level required forsuccessful performance in the position. The Skill Gap Analysis can be

administered using a survey instrument. A skill gap occurs when anemployee is rated with a lower level of skill than the position requires.

This assessment should be used for informational purposes only and

should not be linked to the employee evaluation process. Employees

can use the results of this assessment to track their skill development

over time from their manager's perspective.

Assessment of Competency Application

The assessment of competency application, whether the competencies have

been applied to improve performance and justify the investment, is best

conducted at the organizational level, where performance changes can be

assessed and related to training costs incurred. If, as a result of training,

employees are using appropriate behaviors on the job, this should have a


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positive impact on their performance. However, the level of performance

improvement should justify the expenditure.

For the business units, the training evaluation process can provide

opportunities to determine how competencies are being applied on the job.

The information will assist them in making sound business decisions anddetermining training priorities. This information can be obtained through:

Analysis of Organizational Performance Measures - Organizational

performance measures identify the metrics against which successful

business unit operations can be evaluated. These measures will enable

performance tracking to identify trends and areas requiring further

attention and/or interventions.


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OBJECTIVES OF THE STUDY

The organization must foster the type of training that can encourage the

natural desire of the employees to contribute their services and sincerity

towards their work.

The main objectives of the study are:

To understand the pattern of training programme at Britannia.To understand the effectiveness of the training programme conducted

by a company.

To understand the impact of training programme on employees.

To know the satisfaction level of employees with the work followed inBIL

To provide guidelines for changes/ improvement of work system ofemployees within the related area or department.


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RESEARCHMETHODOLOGY

Research Design

Acc. to Kerlinger,Research design is the plan structure & strategy of

investigation conceived so as to obtain answers to research questions and to

control variance.

Research design refers to the pattern or outline of a project. It comprises a

series of decisions that are taken together and provide a plan for the execution

of the project.

PopulationWorkers of Britannia

SampleThe work on whole population is done through a sample of

population, considering that sample represent the characteristics ofpopulation. Stratified random sampling method is used.

Random sample of 60 employees is taken into consideration.

DATA COLLECTION:-

When research problem has been defined or research plan has been chalked

out, the task of data collection begins.

There are two types of data-

1- PRIMARY DATA


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2- SECONDARY DATA

PRIMARY DATA:

Primary data are those which are collected fresh and for the first time and

original in character.

METHODS OF COLLECTING PRIMARY DATA:-

1- OBSERVATION METHOD2- INRTVIEW METHOD3- QUESTIONNAIRE4- SCHEDULES

SECONDARY DATA:-

Secondary data are those which have already been collected by someone and

this data has already been passed through a statistical process.

COLLECTION OF SECONDARY DATA:-


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Secondary data means that are already available i.e., they refer to the data

which have already been collected and analyzed by someone else. When the

researcher utilizes secondary data, then he has to look into various sources

from where he can obtain them. In this case he is certainly not confronted

with the problems that are usually associated with the collection of original

data. Secondary data may either be published data or unpublished data.

Usually published data are available in:

Various publications of the control state are local government. Various publications of foreign government or of international bodiesand their Subsidiary organization. Technical and trade journals, books, magazines and newspapers. Reports prepared by research scholars, unadvertised, economists etc indifferent fields.

Public record and statistics, historical document, and other sources ofpublished information. The sources of unpublished data are many; they maybe found in diaries, letter, published biographies and autobiographies and

also may be available with scholarship and research workers, trade

association, labour bureaus and public/ private individuals and organizations.

Preparation of the questionnaire

An extensive questionnaire covering the minute details of the responses of the

workers was prepared. The respondents were personally contacted and the

information was received.

Various guidelines for constructing a questionnaire were kept in mind like:

Various aspects related to problems in study


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Closed ended questions Simplicity Straightforward questionsAvoidance of technical and vague terms Crosscheck questions Use of proper scale Pilot studyDesign of the questionnaire Concrete question to conform as much as possible the respondents

way of thinking

Number and length of questionsIntensive literature survey

LIMITATIONS OF THE STUDY


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Every search work has limitations. During course of study, although every

effort has been made to make the study as precise & accurate as possible, but

one cannot guarantee 100% accuracy & preciseness because of limitation one

has to undergo during the study. Even though the necessary measure have

been taken in conducting this research, it in culminates several limitations:

Whole population is not considered to avoid in the analysis. As thecomplete enumeration of the whole population would not have

justifiably increased the accuracy.

Sample has been taken out according to personal judgment, which maynot be accurate.

Respondents might not have answered few questions correctly out fearof management and unstated biasness.

Difficulty was faced in getting the resources to various questionsbecause respondents could not devote enough time to us.


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CHAPTER - 2

INDUSTRIAL PROFILE

FMCG covers the industry overview, general economic environment, food

inflation, food and beverages industry, household care and personal care. Italso covers the market trends and outlook, Union Budget 2010-2011, e-Choupal, growth in rural areas, regulatory issues namely National Food

Processing Policy, FDI Policy in Retail Trading and government policies and

initiatives, plus the comparative matrix and SWOT of the industry leading

players: Hindustan Unilever Ltd, Nirma Ltd Dabur India Ltd, Colgate-

Palmolive India Ltd, and Godrej Consumer Products Ltd

Summary

In 2008, India's FMCG sector had a value of INR86,000cr and analysts

projected a growth of 15% in 2010 (2009: 12%) as the economy shows signs

of recovery. With a total market size in excess of USD14.7 billion, India's

FMCG industry is the fourth largest sector in its economy and plays a vital

role in India's socio-economic front with nearly eight million stores selling

FMCG and employing about 25 million people as wholesalers, distributors

and others. Besides that, the FMCG sector purchases nearly INR9,600crworth of agricultural products and processes them into value-added products

while the sector accounted for nearly 40% of the media industry's revenue.

In India, the retail price for rice in Bangalore had the most drastic hike in

price, where its price increased two-fold from INR12 per kg in 2007 to

INR36 per kg two years later. India's food industry accounted for nearly 65%


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of the nation's retail market and has an estimated value of USD182 billion.

On the other hand, exports of fresh and processed vegetables, fruits, livestock

and cereals increased by 10% to reach USD8.67 billion in 2008-09. India's

INR3, 360cr oral care market (includes toothbrush and tooth powder)

experienced a 10.8% growth during the first quarter of 2009-10. Meanwhile,the hair care market size (includes hair oils, shampoos, creams, conditioners,hair dyes and etc.) was approximately INR8, 000cr with strong growth of

14.68% in the first quarter of 2009-10.

COMPANY PROFILE

The present report is based on Britannia Industries ltd. SIDCUL in which I

would like to pursue my internship. The summary training is to acquaint the

study with real life situation of the organization. It gives an opportunity to

utilize and integrate the theoretical knowledge acquired in the classroom with

the practical experiences acquired from the organization.

Britannia is among the top ten FMCG companies in India and is positionedsuccessfully on the specialist biscuits platform. Britannia had proven its

expertise in the fields of Food product, Diary product, Health product,

Biscuits flavors.

The company has 3 manufacturing units in India. In India Britannia industries

are located in Rudrapur (Uttarakhand), Kolkata, & Delhi.

More importantly, Britannia was acquiring a reputation for quality and value.

It celebrated its Platinum Jubilee. In 1997, the company unveiled its new

corporate identity Eat Healthy, Think Better and made its first

foray into the dairy products market. In 1999, the Britannia Khao,


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World Cup Jao promotion further fortified the affinity consumers had

with Brand Britannia The Company is pursuing for ISO14001

certificate and it is ISO 22000 certified.

Britannia strode into the 21st Century as one of Indias biggest brands

and the pre-eminent food brand of the country. It was equally

recognized for its innovative approach to products and marketing: the

Lagaan Match was voted Indias most successful promotional activity of

the year

Registered office of Britannia Industries Limited is situated in West

Bengal. This company is registered under Companies Act, 1956.

A Britannia biscuit Company Limited was originally incorporated on

21st March 1918 under Indian Companies Act under the name The

Britannia Biscuits Company Limited under section 21 of Companies

Act and approval of Central Government.

The main aim of the Company is to make available good and

improved quality biscuits to each and every part of the country.

The Company has got ISO14001 certificate and as well as ISO 22000

certificate also.

The Company was established at the Pantnagar branch on 1April2005

mainly for production with a production coverage area of approximately

20 acres.The control of management is through Board of Directors.


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GROWTH AND DEVELOPMENT OF COMPANY

The story of one of Indias favorite brands reads almost like a fairy

tale. Once upon a time, in 1892 to be precise, a biscuit company was

started in a nondescript house in Calcutta (now Kolkata) with an initial

investment of Rs.295. The company we all know asBRITANNIA today.

The beginnings might have been humble-the dreams were anything but. By

1910, with the advent of electricity, Britannia mechanized its

operations, and in 1921, it became the first company east of the Suez

Canal to use imported gas ovens. Britannias business was flourishing.

But, more importantly, Britannia was acquiring a reputation for quality

and value. As a result, during the tragic World War II, the

Government reposed its trust in Britannia by contracting it to supply

large quantities of service biscuits to the armed forces .

As time moved on, the biscuit market continued to grow and

Britannia grew along with it. In 1975, the Britannia Biscuit Company

took over the distribution of biscuits from Parrys who distributed

Britannia biscuits in India. In the subsequent public issue of 1978,

Indian shareholding crossed 60%, firmly establishing the Indian ness of

the firm. The following year, Britannia Biscuit Company was re-

christened Britannia Industries Limited (BIL). Four years later in 1983,

it crossed the Rs.100 crore revenue mark. On the operations front, the


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company was making equally dynamic strides. In 1992, it celebrated its

Platinum Jubilee. In 1997, the company unveiled its new corporate

identity Eat Health Think Better and made its first foray into the

dairy products market.

In 1999 the Britannia Khao, World Cup Jao promotion further

fortified the affinity consumers had with Brand Britannia.

Britannia strode into the 21st

Century as one of Indias biggest brands

and the pre-eminent food brand of the country. It was equally

recognized for its innovative approach to products and marketing: the

Lagaan Match was voted Indias most successful promotional activity of

the year 2001 while the delicious Britannia 50-50 Maska-Chaska

became Indias most successful product launch. In 2002, Britannias

New Business Division formed a joint venture with Fonterra, the

worlds second largest Dairy Company, and Britannia New Zealand

Foods Pvt. Ltd.was established. In recognition of its vision and

accelerating graph, Forbes Global rated BRITANNIA One amongst the

Top 200 Small Companies of the World, and The Economic Times

pegged BRITANNIA Indias 2nd Most Trusted Brand.

Today, more than a century after those tentative first steps, Britannias

fairy tale is not only going strong but blazing new standards, and that

miniscule initial investment has grown by leaps and bounds to crores of

rupees in wealth for Britannias shareholders. The companys offerings

are spread across the spectrum with products ranging from the healthy

and economical Tiger biscuits to the more lifestyle-oriented Milkman


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Cheese. Having succeeded in garnering the trust of almost one-third of

Indias one billion populations and a strong management at the helm

means Britannia will continue to dream big on its path of innovation

and quality. And millions of consumers will favor the results, happily

ever after.

The success formula of India's leading bakery Products Company

Zindagi Mein Life. That may be a hard-to-digest tag line, but that's

precisely what Britannia has been attempting to follow. The mantra of

India's leading bakery products firm is to continuously infuse more

zindagi into its lifeline - the seven pillar brands, each of which does

more than Rs 200 crore business.

The vigour in the company's operations seems to have increased after

two important events in the past couple of months - first, the Wadias

bought out French foods major GroupeDanone's stake in the company;

and second, Britannia ended its joint venture with New Zealand-based

Fonterra for the dairy business.

Britannia Managing Director Vinita Bali, of course, doesn't want to

talk about the tumultuous relationship the company had with Danone as

it's strictly a shareholder issue. "It never affected the running of the

business," she says.

She could well be right as despite the past problems, Britannia controls

a third of the Rs 8,000 crore biscuits market in India and the seven


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pillar brands - Tiger, Good Day, Marie, Treat, 50:50, Milk Bikis and

Nutritive - have already become household names across the country.

The only thing it is seeking to do now is to keep pace with India's

fast evolving consumption patterns and needs. In keeping with the

underlying theme that the company produces good food that is fun to

eat, the company is offering products spanning across segments - right

from a basic glucose biscuit to a wholesome wheat grain to a richer

creamy chocolate biscuit.

This perhaps is the specific insight that has made Britannia morph its

glucose-only brand 'Tiger' into a much larger brand by offering variety.

The company has been in the glucose market since the past decade and

has managed to garner around 17 per cent share in this high volume

segment, lagging behind Parle's share of around 65 per cent.

"Glucose is part of Tiger, but Tiger is more than glucose. We are

leaders in all segments except glucose biscuits. It is the biggest

turnover generator as volume is high. With Tiger we are looking at a

broader canvas of kids' nutrition, and glucose is a part of it. Under the

Tiger brand, we are offering a range of other varieties including

cream, banana flavour, fortified with iron and others. Glucose is a big

chunk. It is growing but others are also showing good growth," chandra

says.

But wanting to move away from a historical only-glucose offering,

Britannia is also leveraging the fact that children want to have fun


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along with nutrition. "It is a combination of positioning as a brand

which is more enjoyable and good for you. The reason is kids like

variety in any kind of segment and that is our approach behind

expanding the Tiger brand, " Chandra says.

The company is also constantly expanding its list of brands with a

sharp focus. Example: Three years ago, broadly two to three brands

were active - Goodday, Tiger and to an extent Marie. But the base has

now been enlarged to seven powerful brands.

But some brand and marketing consultants wonder whether Britannia is

spreading itself too thin. Says a consultant: "It's a two-way sword and

it depends on how well they are able to execute this strategy in the

market place."

But Chandra counters this by saying "For the past 12 quarters, we

have been recording a 20 per cent compounded growth rate and it is a

reasonable period. So far so good, but how it will pan out in the

future, we do not know. But we are working to ensure growth.

THE ORIGIN OF EAT HEALTHY THINK BETTER

Britanniathe biscuit leader with a history-has withstood the tests of time.

Part of the reason for its success has been its ability to resonate with the


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changes in consumer needs-needs that have varied significantly across its

100+ year epoch. With consumer democracy reaching new levels, the one

common thread to emerge in recent times has been the shift in lifestyles and a

corresponding awareness of health. People are increasingly becoming

conscious of dietary care and its correlation to wellness and matching the

new pace to their lives with improved nutritional and dietary habits. This new

awareness has seen consumers seeking foods that complement their lifestyles

while offering convenience, variety and economy, over and above health and

nutrition.

Britannia saw the writing on the wall. Its SwasthKhao Tan Man Jagao (Eat

Healthy, Think Better) re-position directly addressed this new trend by

promising the new generation a healthy and nutritious alternative that was

also delightful and tasty.

Thus, the new logo was born, encapsulating the core essence of Britannia

healthy, nutritious, and optimistic and combining it with a delightful

product range to offer variety and choice to consumers.

CODE OF CONDUCT

The reputation that Britannia has built over the years for high ethical

standards is one of our greatest business assets. To share the responsibility


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To preserve and enhance this asset, the company has documented the code of

business conduct (COBC) for its employees. This handbook covers the code

of details.

The COBC outline the principle, policies, and the laws that govern the

activities of the company, and to which employee of Britannia and other who

work with, or represent Britannia directly or indirectly, must adhere,

The code is distributed to all employee and director and other associated

With the business of the company, and offers and guidance for professional

Conduct under six main headings, which include the following key points :

1. Responsibility of Employee

Maintaining ethical standard, including appropriate accounting controls Identify, surface and resolve ethical issues with great speed. Corporate assets (physical and intellectual) must not be used for

personal Benefit

Exercise good judgment and standard of good taste when creating Company Maintain company record accurately and remain retain them in

accordance with law

2. Workplace Responsibility

Being committed to far employment practices. Being committed to the safety of our employee. Being committed to discipline at workplace


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Compliance with appropriate laws and internal regulation3. Representing Britannia to customer and other external constituencies

Treating customer, supplier and competitor. Fairly, Maintaining high standard of quality. Preparing accounts accurately and maintaining records. Ensuring not to use unfair and misleading statements when marketing Britannia product and services.

4. Privacy / Confidentially

Product proprietary and confidential information at all the times inaccordance with applicable law

Keep employees information confidential

5. Corporate Social Responsibility

Catering to the national interest. Committed to be a good corporate citizen. The company prohibits any payment of bribes.


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OBJECTIVES OF THE COMPANY

The objectives of the company are as follows:

1. To acquire and take over as a going concern the biscuit manufacturingbusiness now carried on at Dum dum junction under the styles or firms of

V.S Brothers and company, Gupta and company and Britannia biscuits

company and all or any of the lands, buildings, plant and machinery,

assets and liabilities of the proprietors of that business in connection there

with and with a view thereto to enter into the agreement referred to in

clause 3 of the companies article of association and to carry the same into

effect with or without modification.

2. To manufacture, buy, sell, prepare for market and deal in farinaceousfoods for all kinds and in particular biscuits, breads, cakes and

confectionary and food of every description suitable for individuals.

3. To carry on business as millers and grain merchants, dealers in flour, riceand other produces.

4. To carry on business as bakers and confectioners and to manufacture buy,sell, refine prepare, grow, import export and deal in provisions of all kinds

of wholesale and retail, whether solid or liquid.


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WHAT MAKES A BRITANNIA

If you think Britannias are extraordinary individuals who are passionate about

everything they docreate inspiration through everything they doand succeed

in everything they doyoure probably right. Britannias are hand-picked for a

singular purposeto perpetually ensure Market Leadership and generate

exemplary performance in every function. Britannias exhibit the following

leadership behaviors (we fondly call Bulbs Britannia Universal Leadership

Behaviors) :

Integrity Team Orientation People Development Learning Orientation

Customer Orientation

Quality Orientation Drive for Results Entrepreneurial Spirit System and Process Orientation

Communication


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ACTIVITIES OF COMPANY

Activities of

the company

Sales

Marketing

Quality

Assurance

Exports

Technical

& Operations

Finance

&

IT

Human

Resources &

Legal

Research &

Development


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IMPORTANCE OF TRAINING

Optimum Utilization of Human Resources - Training and Development

helps in optimizing the utilization of human resource that further helps the

employee to achieve the organizational goals as well as their individual goals.

Development of Human Resources - Training and Development helps to

provide an opportunity and broad structure for the development of human

resources' technical and behavioral skills in an organization. It also helps the

employees in attaining personal growth.

Development of skills of employees - Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to

expand the horizons of human intellect and an overall personality of the

employees.

Productivity - Training and Development helps in increasing the

productivity of the employees that helps the organization further to achieve

its long-term goal.

Team spirit - Training and Development helps in inculcating the sense of

team work, team spirit, and inter-team collaborations. It helps in inculcating

the zeal to learn within the employees.

Organization Culture - Training and Development helps to develop and

improve the organizational health culture and effectiveness. It helps in

creating the learning culture within the organization.

Organization Climate - Training and Development helps building the

positive perception and feeling about the organization. The employees get

these feelings from leaders, subordinates, and peers.


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Quality - Training and Development helps in improving upon the quality of

work and work-life.

Healthy work-environment - Training and Development helps in creating

the healthy working environment. It helps to build good employee,

relationship so that individual goals aligns with organizational goal.

Health and Safety - Training and Development helps in improving the

health and safety of the organization thus preventing obsolescence.

Morale - Training and Development helps in improving the morale of the

work force.

Image - Training and Development helps in creating a better corporate

image.

Profitability - Training and Development leads to improved profitability

and more positive attitudes towards profit orientation.


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TRAINING PROCESS

Training is one of the most profitable investments an organization canmake. No matter what business or industry you are in the steps for an

effective training process are the same and may be adapted anywhere.

If you have ever thought about developing a training program within your

organization consider the following four basic training steps. You will find

that all four of these steps are mutually necessary for any training program

to be effective and efficient.

STEP 1- ESTABLISHING A NEEDS ANALYSIS.This step identifies activities to justify an investment for training. The

techniques necessary for the data collection are surveys, observations,

Establishing a needanalysis

Developing training

programs

Deliver the training

ro ram

Evaluate training

ro ram


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interviews, and customer comment cards. Several examples of an analysis

outlining specific training needs are customer dissatisfaction, low morale,

low productivity, and high turnover.

The objective in establishing a needs analysis is to find out the answers tothe following questions:

- Why is training needed?- What type of training is needed?

- When is the training needed?

- Where is the training needed?- Who needs the training? And "Who" will conduct the training?

- How will the training be performed?

By determining training needs, an organization can decide what specificknowledge, skills, and attitudes are needed to improve the employees

performance in accordance with the companys standards.

The needs analysis is the starting point for all training. The primaryobjective of all training is to improve individual and organizational

performance. Establishing a needs analysis is, and should always be the

first step of the training process.

TRAINING NEED ANALYSIS (TNA)

An analysis of training need is an essential requirement to the design of

effective training. The purpose of training need analysis is to determine

whether there is a gap between what is required for effective performance

and present level of performance.

Training need analysis is conducted to determine whether resources required

are available or not. It helps to plan the budget of the company, areas where

training is required, and also highlights the occasions where training might

not be appropriate but requires alternate action.Corporate need and training need are interdependent because the organization

performance ultimately depends on the performance of its individualemployee and its sub group.

Organizational LevelTraining need analysis at organizational level

focuses on strategic planning, business need, and goals. It starts with the

assessment of internal environment of the organization such as, procedures,
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structures, policies, strengths, and weaknesses and external environment such

as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training

interventions, while strengths can further be strengthened with continuedtraining. Threats can be reduced by identifying the areas where training is

required. And, opportunities can be exploited by balancing it against costs.

For this approach to be successful, the HR department of the company

requires to be involved in strategic planning. In this planning, HR develops

strategies to be sure that the employees in the organization have the required.

Knowledge, Skills, and Attributes (KSAs) based on the future KSAs

requirements at each level.

Individual LevelTraining need analysis at individual level focuses on each

and every individual in the organization. At this level, the organization

checks whether an employee is performing at desired level or the

performance is below expectation. If the difference between the expected

performance and actual performance comes out to be positive, then certainly

there is a need of training.

However, individual competence can also be linked to individual need. The

methods that are used to analyze the individual need are:

Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational LevelTraining Need analysis at operational level focuses on

the work that is being assigned to the employees. The job analyst gathers the

information on whether the job is clearly understood by an employee or not.

He gathers this information through technical interview, observation,


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psychological test; questionnaires asking the closed ended as well as open

ended questions, etc. Today, jobs are dynamic and keep changing over the

time. Employees need to prepare for these changes. The job analyst also

gathers information on the tasks needs to be done plus the tasks that will be

required in the future.

Based on the information collected, training Need analysis (TNA) is done.

STEP 2- DEVELOPING TRAINING PROGRAMS AND MANUALS.

This step establishes the development of current job descriptions and

standards and procedures. Job descriptions should be clear and concise and

may serve as a major training tool for the identification of guidelines. Oncethe job description is completed, a complete list of standards and procedures

should be established from each responsibility outlined in the job description.

This will standardize the necessary guidelines for any future training.

TRAINING DESIGN

The design of the training program can be undertaken only when a clear

training objective has been produced. The training objective clears what goal

has to be achieved by the end of training program i.e. what the trainees are

expected to be able to do at the end of their training. Training objectivesassist trainers to design the training program.

The trainerBefore starting a training program, a trainer analyzes his

technical, interpersonal, judgmental skills in order to deliver quality content

to trainers.

The traineesA good training design requires close scrutiny of the trainees

and their profiles. Age, experience, needs and expectations of the trainees are

some of the important factors that affect training design.

Training climateA good training climate comprises of ambience, tone,

feelings, positive perception for training program, etc. Therefore, when the
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climate is favorable nothing goes wrong but when the climate is unfavorable,

almost everything goes wrong.

Trainees learning style the learning style, age, experience, educational

background of trainees must be kept in mind in order to get the right pitch tothe design of the program.

Training strategiesOnce the training objective has been identified, the

trainer translates it into specific training areas and modules. The trainer

prepares the priority list of about what must be included, what could be

included.

Training topicsAfter formulating a strategy, trainer decides upon the

content to be delivered. Trainers break the content into headings, topics, ad

modules. These topics and modules are then classified into information,

knowledge, skills, and attitudes.

Sequence the contentsContents are then sequenced in a following manner:

From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

Training tactics Once the objectives and the strategy of the training

program becomes clear, trainer comes in the position to select most

appropriate tactics or methods or techniques. The method selection depends

on the following factors:

Trainees background

Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc
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Support facilitiesIt can be segregated into printed and audio visual.The various requirements in a training program are white boards, flip

charts, markers, etc.

ConstraintsThe various constraints that lay in the trainers mind are:

STEP 3: DELIVER THE TRAINING PROGRAM.

This step is responsible for the instruction and delivery of the training

program. Once you have designated your trainers, the training

technique must be decided. One-on-one training, on-the-job training,

group training, seminars, and workshops are the most popular methods.

Before presenting a training session, make sure you have a thoroughunderstanding of the following characteristics of an effective trainer. The

trainer should have:

- A desire to teach the subject being taught. - A working knowledge of the subject being taught. - An ability to motivate participants to want to learn. - A good sense of humor. - A dynamic appearance and good posture. - A strong passion for their topic. - A strong compassion towards their participants. - Appropriate audio/visual equipment to enhance the training session. For a training program to be successful, the trainer should be conscious of

several essential elements, including a controlled environment, good

planning, the use of various training methods, good communication skills,and trainee participation.
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TRAINING IMPLEMENTATION

To put training program into effect according to definite plan or procedure is

called training implementation. Training implementation is the hardest part of

the system because one wrong step can lead to the failure of whole training

program. Even the best training program will fail due to one wrong decision.

Training implementation can be segregated into:

Practical administrative arrangements Carrying out of the training

Implementing Training

Once the staff, course, content, equipments, topics are ready, the training is

implemented. Completing training design does not mean that the work is

done because implementation

phase requires continual adjusting, redesigning, and refining. Preparation is

the most important factor to taste the success. Therefore, following are the

factors that are kept in mind while implementing training program:

The trainerThe trainer need to be prepared mentally before the delivery of

content. Trainer prepares materials and activities well in advance. The trainer

also set grounds before meeting with participants by making sure that he is

comfortable with course content and is flexible in his approach.

Physical set-upGood physical set up is pre requisite for effective and

successful training program because it makes the first impression on

participants. Classrooms should not be very small or big but as nearly square

as possible. This will bring people together both physically and

psychologically. Also, right amount of space should be allocated to every

participant.
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Establishing rapport with participantsThere are various ways by which

a trainer can establish good rapport with trainees by:

Greeting participants simple way to ease those initial tense moments

Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees comments and opinions Telling the learners by what name the trainer wants to be addressed Getting to class before the arrival of learners Starting the class promptly at the scheduled time Using familiar examples Varying his instructional techniques Using the alternate approach if one seems to bog down

Reviewing the agenda At the beginning of the training program it is very

important to review the program objective. The trainer must tell the

participants the goal of the program, what is expected out of trainers to do at

the end of the program, and how the program will run. The following

information needs to be included:

Kinds of training activities

Schedule Setting group norms Housekeeping arrangements Flow of the program Handling problematic situations

STEP 4: EVALUATE THE TRAINING PROGRAM.

This step will determine how effective and profitable your trainingprogram has been. Methods for evaluation are pre-and post- surveys of

customer comments cards, the establishment of a cost/benefit analysis

outlining your expenses and returns, and an increase in customer

satisfaction and profits.


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The reason for an evaluation system is simple. The evaluations of trainingprograms are without a doubt the most important step in the training

process. It is this step that will indicate the effectiveness of both the

training as well as the trainer.

There are several obvious benefits for evaluating a training program. First,evaluations will provide feedback on the trainers performance, allowing

them to improve themselves for future programs. Second, evaluations will

indicate its cost-effectiveness. Third, evaluations are an efficient way to

determine the overall effectiveness of the training program for the

employees as well as the organization.

The importance of the evaluation process after the training is critical.Without it, the trainer does not have a true indication of the effectiveness

of the training. Consider this information the next time you need to

evaluate your training program. You will be amazed with the results. The need for training your employees has never been greater. As business

and industry continues to grow, more jobs will become created and

available. Customer demands, employee morale, employee productivity,

and employee turnover as well as the current economic realties of a highlycompetitive workforce are just some of the reasons for establishing and

implementing training in an organization. To be successful, all training

must receive support from the top management as well as from the middleand supervisory levels of management. It is a team effort and must be

implemented by all members of the organization to be fully successful.

TRAINING EVALUATION

The process of examining a training program is called training evaluation.

Training evaluation checks whether training has had the desired effect.

Training evaluation ensures that whether candidates are able to implement

their learning in their respective workplaces, or to the regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:
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Feedback: It helps in giving feedback to the candidates by defining the

objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired

knowledge, transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is

not effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee)

uses the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are

aligned with the expected outcomes.


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PROCESS OF TRAINING EVALUATION

Before Training: The learner's skills and knowledge are assessed before the

training program. During the start of training, candidates generally perceive it

as a waste of resources because at most of the times candidates are unaware

of the objectives and learning outcomes of the program. Once aware, they are


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asked to give their opinions on the methods used and whether those methods

confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase

usually consist of short tests at regular intervals.

After Training: It is the phase when learners skills and knowledge are

assessed again to measure the effectiveness of the training. This phase is

designed to determine whether training has had the desired effect at


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individual department and organizational levels. There are various evaluation

techniques for this phase.

TECHNIQUES OF EVALUATION

The various methods of training evaluation are:

Observation Questionnaire Interview Self diaries

MANAGEMENT TRAINING PROGRAMME AT BRITANNIA

The search for young, enthusiastic talent is always on at Britannia. The work

culture at Britannia is characterized by strong performance focus coupled

with result orientation

Nurturing Talent

An innovative company like Britannia is always on the lookout for

innovative, young minds. The Management philosophy encourages nurturing

of talent through grooming of bright and young entry-level managers. The

organizational culture provides a perfect blend of fun and learning that helpsin the overall development of talented individuals recruited into the system.

Today, with a huge variety of professional institutions spread across the

country, there is a broader canvas to choose from. The main sources ofrecruitment of Management Trainees are:

Business Schools (MBA)Engineering InstitutesFood Technology Institutes


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ICAI/ICWAI/ICSI/ICFAI and other such institutes offeringprofessional courses.

An alternative route is for candidates to apply directly to Britannia or through

a recruitment consultant. The distinguishing factor between MTs and otherlateral hires would be in terms of their experience and qualifications. In thiscase, however, candidates may or may not have prior experience. For

experienced candidates, 1 year or less would be the maximum cap to be

eligible for the Management Training Scheme.

Campus - Campus recruitment has two stages, viz. Summer Trainee

Recruitment and Management Trainee Recruitment. Summer Training takes

place for a period of two months where students from Business Schools and

Functional Institutes (Engineering/Food Technology/Finance) work onprojects with Britannia in the following functional areas - Marketing; Sales

and Distribution; Operations and Supply Chain; Human Resource

Management; Finance and Quality Assurance. Summer Trainees at the end of

their training tenure are taken through an evaluation process to assess

placement within the company as Management Trainees. This happens

through a Pre-Placement Interview by a panel that assess the candidate on

his/her project and his/her potential to fit into the organisation.

Management Training - Management Trainees are recruited on the basis of

actual vacancies in the system. They are recruited either through Pre-

placement offers made to exceptional Summer Trainees or through direct

Campus Recruitment. MTs join the covenant grade as Management Trainee -(function), and are absorbed into the following functions - Sales and

Distribution; Operations and Supply Chain; Human Resources; Finance and

Quality Assurance. The Marketing function has so far been insulated from

the Management Training Route as entry level marketing positions requireknowledge of Sales or prior knowledge of Marketing (lateral route).


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The Program - Once MTs are on-board, they are taken through a series of

carefully designed Training Modules that encompass almost all functions of

the business. The Training Modules are interspersed with live projects in

different functions to test their knowledge and problem-solving abilities.

Ideally, any Management Trainee would need to complete at least 2 live

projects related to his/her stream of interest and 1 live project in a related

function or a function of choice.

At the end of the training period, all MTs are assessed on the basis of their

learning and project performances by a cross-functional panel consisting of

Functional Heads. On successful completion of their Training Program, MTs

are confirmed as Managers in their respective functions.

The total tenure of Management Training is 18 months for a Technical

Trainee (Engineer/Food Technologist) and 12 months for all other trainees.

METHODS OF TRAINING

There are various methods of training, which can be divided in to cognitiveand behavioral methods. Trainers need to understand the pros and cons of

each method, also its impact on trainees keeping their background and skills

in mind before giving training.

Cognitive methodsare more of giving theoretical training to the trainees. The

various methods under Cognitive approach provide the rules for how to do

something, written or verbal information, demonstrate relationships among

concepts, etc. These methods are associated with changes in knowledge andattitude by stimulating learning.

The various methods that come under Cognitive approach are:

LECTURESDEMONSTRATIONS
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DISCUSSIONSCOMPUTER BASED TRAINING (CBT):

Intelligent Tutorial system Programmed Instruction (PI) Virtual Reality

Behavioral methods are more of giving practical training to the trainees. The

various methods under Behavioral approach allow the trainee to behavior in a

real fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONBEHAVIOUR-MODELINGBUSINESS GAMES:

Case studies Equipment stimulators InBasket Technique Role Plays

Both the methods can be used effectively to change attitudes, but through

different mean

Another Method is MANAGEMENT DEVELOPMENT METHOD

MANAGEMENT DEVELOPMENT METHOD

The more future oriented method and more concerned with education of the

employees. To become a better performer by education implies that

management development activities attempt to instill sound reasoning

processes.

Management development method is further divided into two parts:


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ON-THE-JOB TRAINING-

The development of a manager's abilities can take place on the job. On-the-

job training is given at the work place by superior in relatively short period of

time. The four techniques for on the job development are:

CoachingMentoringJob rotationJob Instruction Technique (JIT)

OFF THE JOB TRAINING

There are many management development techniques that an employee cantake in off the job. The few popular methods are:

Sensitivity TrainingTransactional AnalysisStraight LecturesSimulation Exercises


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CHAPTER -3

FINDINGS

After undergoing my summer training at Britannia my analysis is that the

training process is properly held in the company and the employees are well

benefited from these training activities.

The various findings of my project are as follows:

69% of the workers prefer on the job training and rest 31% prefer offthe job training

Most of the workers feel that company takes training process seriouslyMost of the workers feel restricted by rules, policies and procedures

while training.

Most of the workers thinks consider training as part of organizationalstrategy

Most of the workers said that the training provided in their in theirorganization is planned

The target group for training is mostly new staff.


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DATA ANALYSIS AND INTERPRETATION

1. Which type of Training program do you prefer?

a) On the job b) off the job

Interpretation

Most of the workers were with on the job training

69% of the workers said on the job

31% of the workers said off the job

2. Do you feel that company takes training process quite seriously?

a) Yes b) No

Interpretation

on the job

of the job

yes

no


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Most of the workers replied yes

3. Do you feel restricted by rules, policies and procedures while undergoing

the training process?

a) Yes b) No

Interpretation

Most of the workers replied yes.

4. Your organization consider training as part of organizational strategy, do

you agree with this statement

a) Yes b) no

yes

sometime

no

yes

no


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Interpretation

55% of the workers were agree with the statement.

5. Which target group undergoes most of the training process?a) Middle level managersb)Junior staffc) New staff

INTERPRETATION

Target group undergoes in training process 15% for middle level, 35%

of junior staff and 50% for new staff.

middle leveljunior staff

new staff


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6. What are the training methods to identify the training needs in yourorganisation

(Yes wherever applicable).

a) self report questionnairesb)observationc) individual interviewsd)performance appraisalse) opinion surveysf) critical incident

7. Do you feel that training has benefited you in any way?a) Yesb)No

8. Rate the quality of training that you received from the training session.a) Very beneficialb)Beneficialc)

Not very beneficiald)unimportant

yes

no


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CONCLUSION

very beneficial

beneficial

not very beneficial

unimportant


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The most significant impact of BRITANNIA of ambitions plan for growth

and globalization is on the training of employees or HUMAN RESOURCE of

the organization as it is the single most critical resource which helps in the

effective utilization of all the resources.

With the changing business scenario the challenges for the training activities

will be unused that the training policies will align not only with the business

policies of the company, but also with the changing needs & expectations of

its employees.

It will also have to ensure the development of the workers in terms of

empowering them with necessary knowledge, skill, leadership, competencies

and alive the innovative capabilities for facing challenges.


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SUGGESTIONS

There should be a counseling programme which will help in motivatingemployee's so that they will not lose their performance.

Should make aware about the different types of programme& should beconcluded by the experienced person by seniors.

There should not be biasness among the employee's everything shouldbe clear to employee's in written as well as in oral after the assessment.

Time is not relevant and additional time is not provided if required.

They promote only theoretical knowledge.

Offthe-job training is also required.


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BIBLIOGRAPHY

Agrawal, R.D., Dynamics of personnel management in India

K. Aswathapa, Human Resource & Personnel Management, India, 1945

Counseling Skill ManagementPeterson S.

Human Resource ManagementC.B Gupta

Industrial Relation ArunMunnapa

Britannia website and library

WEBSITES

managementhelp.org

appraisals.naukrihub.com

www.britannia.co.in

www.wikepidia.com


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QUESTIONNAIRE

1. Personal Information:-

Name of the employee :

Age :

Address :

Designation :

Pay scale :

Experience :

1. Which type of Training program do you prefer?a) On the job b) off the job

2. Do you feel that company takes training process quite seriously?a) Yes b) No

3. Do you feel restricted by rules, policies and procedures whileundergoing the training process?

a) Yes b) No

4. Your organization consider training as part of organizational strategy,

do you agree with this statement


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a)Yes b) No

5. Which training is provided in your organisation?a) Plannedb)Provided only when problem occurs

6. Which target group undergoes most of the training process?i. Middle level managers

ii. Junior staffiii. New staff

7. Do you feel that training has benefited you in any way?a. Yesb. No

8. Rate the quality of training that you received from the training session.a. Very beneficialb. Beneficialc. Not very beneficiald. Unimportant


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2. What is the class\category of your job?

Executive (L1-L2) Skilled Semi-skilled Unskilled

3. What are the benefits you are availing at your

workplace?

Medical facilitycanteen facility


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Shelter & rest facilityRecreational facility

4. What more benefits you think should be provided?

Better working placeMore overtime ratesMore salaryMore facility like LTA,Medical etc.

5. (a) Are you satisfied with the incentive plan and

benefits ?

being provided by the company?

YesNo


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(b) Are the plan being communicated to you?

YesNo

(c) What is the satisfaction level?

SatisfactionAverageUnsatisfactory

6. (a)What are the benefits/facility you availing at present

regarding your family welfare?

Education facility


70/77

HousingMedicalLoan Transport

(b)What is the satisfaction level?Satisfactory

AverageUnsatisfactory

7 Are you satisfied as an employer of BRITANNIA ?


71/77

YESNO


72/77


73/77


74/77


75/77


76/77


77/77

Documents

Effectiveness of Training (Riya Bhatia) (2)