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PROJECT REPORT ON
“THE IMPACT OF TRAINING AND DEVELOPMENT”
With Special Reference to Mother Dairy
Submitted in partial fulfillment of the requirement`s for the award of the degree
Of
BACHELOR OF BUSINESS ADMINISTRATION
(GENERAL)
GGSIPU
SUBMITTED BY:HIMANSHU CHADHA
03619301809, 6TH SEM
UNDER THE GUIDANCE OF: PROJECT COORDINATOR:
MS. SWATY WADHWA MR. MUKESH GUPTA(ASSISTANT PROFESSOR, KRCHE) (ASSISTANT PROFESSOR, KRCHE)
(BATCH 2009-2012)
KASTURI RAM COLLEGE OF HIGHER EDUCATION
(Affiliated To Guru Gobind Singh Indraprastha University)
Narela, Delhi-110040
CONTENTS
CHAPTER 1
INTRODUCTION
OBJECTIVE OF THE STUDY
PERIOD OF STUDY
METHODOLOGY
LIMITATION OF STUDY
SCOPE OF STUDY
CHAPTER 2
INDUSTRY PROFILE
COMPANY PROFILE
CHAPTER 3
DATA ANALYSIS & INTERPRETATION
FINDINGS
CHAPTER 4
CONCLUION
SUGGESTION
BIBLIOGRAPHY
ANNEXURE
INTRODUCTION
This project work provides me an opportunity to understand the company’s training & development
strategies and the various training program launched by the company through an enriched environment
and experts faculty to help them to achieve maximum growth and development .
It analyze various methodologies and training procedure adopted by the company to identify the training
needs of its employees and thus based on these requirements, the training imparted to the employees in
order to correct deficiencies and to further strengthen their strong points.
CHAPTER ARRANGEMENT
CHAPTER 1:
INTRODUCTION
OBJECTIVE OF THE STUDY
PERIOD OF STUDY
RESERCH METHODOLOGY
SCOPE OF THE STUDY
LIMITATION OF THE STUDY
CHAPTER 2:
INDUSTRY PROFILE
COMPANY PROFILE
CHAPTER 3:
DATA ANALYSIS AND INTERPRETATION
CHAPTER 4:
FINDINGS
SUGGESTIONS AND RECOMMENDATIONS
CONCLUSION
OBJECTIVE OF THE STUDY
The principle objectives are as follows: -
To understand the training and development activities of the company.
To find out the impact on the performance of the individual after training.
Report the feedback of the employees of the training activity carried on.
To know the training methods used in the organization.
To know the reasons for employee’s training and development.
RESEARCH METHODOLOGY
To conduct any research a scientific method must be followed. The universe of study is very large in
which it is difficult to correct information from all the employees. So, the sampling method has been
followed for the study. The analysis is based on primary as well as secondary data.
Research Area : Mother Dairy, New Delhi
Sample size : 50
Data collection
Primary data : The data was collected using an appropriate questionnaire
and observing employees at Mother Dairy.
Secondary data : Internet, books
Method of analysis : Pie chart
SCOPE OF STUDY
The strength of any organization is its people. If people are attended to properly by recognizing their
talents, developing their capabilities and utilizing them appropriately, organizations are likely to be
dynamic and grow fast. Ultimately the variety of task in any organization has to be accomplished by the
people. Some of them have capabilities to do certain tasks better than other tasks, and some of them may
not have capabilities to do the task assigned to them. In any case one of the important process goals of
any dynamic organization is to assure that its people are capable of doing the variety of tasks associated
their role/position.
Development of their capabilities keeps them psychologically vital. This development needs to be
monitored in terms of matching it with the organizational requirements. Therefore, any organization;
interested in developing the capabilities its employee should understand the nature of capabilities required
to perform different functions as well as dynamics underlying the development of these capabilities in an
and organizational context. Thus proper and timely training programs should be conducted in an
organization.
In this report I have presented by study on T&D at ‘Mother Dairy’. The study limit to understanding the
existing system and through a survey of employees to know their feedback of the T&D system &
procedure. The study for time and other resources is limited in its scope but is a sound preliminary work
for a researcher in this field.
LIMITATION OF THE STUDY
Besides the success of my research work, there are certain limitations which I faced during of my work.
These are: -
The employees were not interested in filling questionnaire because of their busy schedule.
Moreover the whole procedure of data collection was too much time consuming as direct and
accurate information was nowhere found in totality. Further it required a detailed consultation of
various books, websites that really needed a lot of time.
Data collected during a research, can become outdated fairly quickly.
INDUSTRY PROFILE
FMCG is an acronym for Fast Moving Consumer Goods, which refer to things that we buy from
local supermarkets on daily basis, the things that have high turnover and are relatively cheaper.
STATUS OF FMCG SECTOR
The Indian FMCG sector is an important contributor to the country's GDP. The FMCG sector is the fourth
largest sector of Indian economy.
The FMCG market is estimated to treble from its current figure in the coming decade. Penetration level as
well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc
in India is low indicating the untapped market potential. With growing Indian population, particularly the
middle class and the rural segments, presents an opportunity to makers of branded products to convert
consumers to branded products. The Indian rural market with its vast size and demand base offers a huge
opportunity for investment. Rural India has a large consuming class with 41 per cent of India's middle-
class and 58 per cent of the total disposable income.
This report on the Indian FMCG sectors covers all the important aspects of the Indian FMCG sector with
valuable information and data to help the busy managers and investors to arrive at an informed decision.
The Indian FMCG sector is the fourth largest sector in the economy with a total market size in excess of
US$ 13.1 billion. It has a strong MNC presence and is characterized by a well established distribution
network, intense competition between the organized and unorganized segments and low operational cost.
Availability of key raw materials, cheaper labour costs and presence across the entire value chain gives
India a competitive advantage.
The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in 2015. Penetration
level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair
wash etc in India is low indicating the untapped market potential. Burgeoning Indian population,
particularly the middle class and the rural segments, presents an opportunity to makers of branded
products to convert consumers to branded products. Growth is also likely to come from consumer
'upgrading' in the matured product categories. With 200 million people expected to shift to processed and
packaged food by 2010, India needs around US$ 28 billion of investment in the food-processing industry.
INDIA – A LARGE DOMESTIC MARKET
India is one of the largest emerging markets, with a population of over one billion. India is one of the
largest economies in the world in terms of purchasing power and has a strong middle class base of 300
million.
RURAL AND URBAN POTENTIAL
Urban Rural
Population 2001-02 (mn household) 53 135
Population 2009-10 (mn household) 69 153
% Distribution (2001-02) 28 72
Market (Towns/Villages) 3,768 627,000
Universe of Outlets (mn) 1 3.3
Around 70 per cent of the total households in India (188 million) reside in the rural areas. The total
number of rural households is expected to rise from 135 million in 2001-02 to 153 million in 2009-10.
This presents the largest potential market in the world. The annual size of the rural FMCG market was
estimated at around US$ 10.5 billion in 2001-02. With growing incomes at both the rural and the urban
level, the market potential is expected to expand further.
PRESENCE ACROSS VALUE CHAIN
Indian firms also have a presence across the entire value chain of the FMCG industry from supply of raw
material to final processed and packaged goods, both in the personal -care products and in the food
processing sector. For instance, Indian firm Amul's product portfolio includes supply of milk as well as
the supply of processed dairy products like cheese and butter. This makes the firms located in India more
cost competitive.
INCOME DISTRIBUTION
Most Indian FMCG companies focus on urban markets for value and rural markets for volumes. The total
market has expanded from US$ 17.6 billion in 1992-93 to US$ 22 billion in 1998-99 at current prices.
Rural demand constituted around 52.5 per cent of the total demand in 1998-99. Hence, rural marketing
has become a critical factor in boosting bottom lines. As a result, most companies' have offered low price
products in convenient packaging. These contribute the majority of the sales volume. In comparison, the
urban elite consume a proportionately higher value of FMCGs, but not volume.
Demand for FMCG products is set to boom by almost 60 per cent by 2007 and more than 100 per cent by
2015. This will be driven by the rise in share of middle class (defined as the climbers and consuming
class) from 67 per cent in 2003 to 88 per cent in 2015.
The boom in various consumer categories, further, indicates a latent demand for various product
segments. For example, the upper end of very rich and a part of the consuming class indicate a small but
rapidly growing segment for branded products.
The middle segment, on the other hand, indicates a large market for the mass end products. The BRICs
report indicates that India's per capita disposable income, currently at US$ 556 per annum, will raise to
US$ 1150 by 2015 - another FMCG demand driver. Spurt in the industrial and services sector growth is
also likely to boost the urban consumption demand.
EXPORTS
India is one of the world's largest producers for a number of FMCG products but its exports are a very
small proportion of the overall production. A total export of food processing industry was US$ 2.9 billion
in 2001-02 and marine products accounted for 40 per cent of the total exports. Though the Indian
companies are going global, they are focusing more on the overseas markets like Bangladesh, Pakistan,
Nepal, Middle East and the CIS countries because of the similar lifestyle and consumption habits between
these countries and India. HLL, Godrej Consumer, Marico, Dabur and Vicco laboratories are amongst the
top exporting companies.
SECTORIAL OPPORTUNITIES
According to the Ministry of Food Processing, with 200 million people expected to shift to processed and
packaged food by 2010, India needs around US$ 28 billion of investment to raise food processing levels
by 8-10 per cent. In the personal care segment, the lower penetration rate also presents an untapped
potential. Key sectoral opportunities are mentioned below:
• Staple: branded and unbranded: While the expenditure on mass-based, high volume, low margin
basic foods such as wheat, wheat flour and homogenized milk is expected to increase substantially with
the rise in population, there is also a market for branded staples is also expected to emerge. Investment in
branded staples is likely to rise with the popularity of branded rice and flour among urban population.
• Dairy based products: India is the largest milk producer in the world, yet only 15 per cent of the milk
is processed. The US$ 2.4 billion organized dairy industry requires huge investment for conversion and
growth. Investment opportunities exist in value-added products like desserts, puddings etc. The organized
liquid milk business is in its infancy and also has large long-term growth potential.
• Packaged food: Only about 8-10 per cent of output is processed and consumed in packaged form, thus
highlighting the huge potential for expansion of this industry. Currently, the semi processed and ready to
eat packaged food segment has a size of over US$ 70 billion and is growing at 15 per cent per annum.
Growth of dual income households, where both spouses are earning, has given rise to demand for instant
foods, especially in urban areas. Increased health consciousness and abundant production of quality Soya
bean also indicates a growing demand for soya food segment.
• Personal care and hygiene: The oral care industry, especially toothpastes, remains under penetrated in
India with penetration rates below 45 per cent. With rise in per capita incomes and awareness of oral
hygiene, the growth potential is huge.
Lower price and smaller packs are also likely to drive potential up trading. In the personal care segment,
according to forecasts made by the Centre for Industrial and Economic Research (CIER), detergent
demand is likely to rise to 4,180, 000 metric tonnes by 2011-12 with an annual growth rate of 7 per cent
between 2006 and 2012. The demand for toilet soap is expected to grow at an annual rate of 4 per cent
between 2006-12 to 870,000 metric tonnes by 2011-12. Rapid urbanization is expected to propel the
demand for cosmetics to 100,000 metric tonnes by 2011-12, with an annual growth rate of 10 per cent.
• Beverages: The US$ 2 billion Indian tea market has been growing at 1.5 to 2 per cent annually and is
likely to see a further rise as Indian consumers convert from loose tea to branded tea products. In the
aerated drinks segment, the per capita consumption of soft drinks in India is 6 bottles compared to
Pakistan's 17 bottles, Sri Lanka's 21, Thailand's 73, the Philippines 173 and Mexico's 605. The demand
for soft drink in India is expected to grow at an annual rate of 10 per cent per annum between 2006-12
with demand at 805 million cases by 2011-12. Per capita coffee consumption in India is being promoted
by the coffee chains and by the emergence of instant cold coffee. According to CIER, demand for coffee
is expected to rise to 535,000 metric tonnes by 2012, with an annual growth rate of 5 per cent between
2006-12.
• Edible oil: The demand for edible oil in India, according to CIER, is expected to rise to 21 million
tonnes by 2011-12 with an annual growth rate of 7 per cent per annum.
• Confectionary: The explosion of the young age population in India will trigger a spurt in confectionary
products. In the long run the industry is slated to grow at 8 to 10 per cent annually to 870,000 metric
tonnes by 2011-12.
COMPANY PROFILE
UNIT PROFILE
Mother Dairy markets & sells dairy products under the Mother Dairy brand (like Liquid Milk, Dahi, Ice
creams, Dairy Whitener, Cheese and Butter), Dhara range of edible oils and the Safal range of fresh fruits
& vegetables, frozen vegetables and fruit juices at a national level through its sales and distribution
networks for marketing food items.
Mother Dairy sources its entire requirement of liquid milk from dairy cooperatives. Mother Dairy sources
fruits and vegetables from farmers / growers associations.
The company markets more then 2.2 million litres of milk daily in Delhi and surrounding areas of
Western U.P. and Haryana, Mumbai and Hyderabad. Mother Dairy Milk has a market share of 66% in the
branded sector in Delhi where it sells 2 million litres of milk daily and undertakes its marketing
operations through more then 10,000 retail outlets. There are 780 exclusive outlets of mother Dairy out of
this.
The company’s unique distribution network of bulk vending booths, retail outlets and mobile units give it
a significant competitive advantage. Mother Dairy ice creams launched in the year 1995 have been
showing a continuous growth over the years, and today boasts of approximately 62% market share in
Delhi and NCR. Other than Delhi and NCR, Mother Dairy ice creams are now also available in the
markets of UP, Punjab, Rajasthan, Uttaranchal, Mumbai and Kolkata.
Mother Dairy also manufactures and markets a wide range of dairy products that include Butter, Dahi,
Ghee, Cheese, UHT Milk, Dairy Whitener, Lassi & Flavoured Milk. Mother Dairy’s dairy products are
available in the markets of Northerm India, Eastern India, Mumbai, & Port Blair.
The company markets an array of fresh and frozen fruit and vegetable products under the brand name
SAFAL through a chain of 295 owned Fruit and Vegetable shops and more than 20,000 retail outlets in
various parts of the country. Fresh produce form the producers is handled at the Company’s modern
processing facility in Delhi with an annual capacity of 1, 20,000 MT. A state-of-the-art fruit processing
plant, a 100 percent EOU, setup in 1996 at Mumbai supplies quality products in the international market.
With increasing demand another state-of-the-art fruit processing plant has been set up at Bangalore this
year.
Mother Dairy has also been marketing the Dhara range of edible oils for the last few years. Today it is a
leading brand of edible oils and is available across the country in over 2, 00,000 outlets. The brand is
currently available in the following variants: Refined Vegetable Oil, Refined Soybean Oil, Refined
Sunflower Oil, Kachi Ghani Mustard Oil and Filtered Groundnut Oil.
Mother Dairy has over the last 3 decades, harnessed the power of farmer cooperatives to deliver a range
of delicious products and bring a smile on your face.
“Mother Dairy” is the single largest brand of milk in Delhi, India as well as in Asia, marketing about 1.9
million litres of milk per day. Mother Dairy commands 40% market share in the organized sector in and
around Delhi, primarily because of consistent quality and service what ever be the crisis-floods, transport
strike, curfew etc. Mother Dairy, Patparganj, Delhi, is presently manufacturing & selling around 8.5 lakh
litres of tonned milk through bulk vending shops.
Mother Dairy, Delhi is an IS/ISO-9001:2000 and Hazard Analysis Critical Control Points (HACCP) and
ISO- 14001:1996 Environment Management System (EMS) Certified organization. Mother Dairy was the
first industry in country to implement ISO-14031(Environment Performance Evaluation) project. The
company’s Quality Assurance Laboratory is ISO/IEC-17025:1999 certified by NABL (National
Accreditation Board for Testing and Calibration Laboratory), Department of Science & Technology,
India. This provides assurance to the consumer in respect of Quality and Safety of products manufactured
and marketed by Mother Dairy. Garths - The National Dairy Development Board (NDDB) commissioned
Mother Dairy in the first phase of Operation Flood in 1974. Considering the success of Dairy industry
NDDB established Fruit & Vegetable Project in Delhi in 1988 with “SAFAL” as its umbrella brand. With
a view to separating the commercial activities from developmental activities, the NDDB merged Mother
Dairy and the Fruit & Vegetable project into a wholly owned company named Mother Dairy Fruit &
Vegetable Ltd (MDFVL) in April 2000. This becomes the holding company of Mother Dairy India Ltd
(MDIL) - a marketing company and Mother Dairy Foods Processing Ltd (MDFPL)- a processing
company. MDFPL is a multi unit company, with units at various locations in India. Mother Dairy, Delhi
is one of the units of MDFPL.
The company is a highly trusted household name for its wide range of milk products like Milk, Flavoured
Milk, Ice-Cream, Dahi, Lassi, Table Butter, Dairy Whitner, Ghee etc. Mother dairy has taken up the
concept of Total Productive Maintenance (TPM) whole heartedly. The number of employees involved in
KAIZENS and the no.of KAIZENS per employee are very encouraging.
Mother Dairy is a member of CII-TPM Club and the KAIZENS done by Mother Dairy employees have
been selected and presented in 2nd and 3rd National Kaizen Conferances held on 7-8 October, 2003 & 1-
2 September, 2004 respectively. The TPM efforts have resulted in increase in MTBF and decrease in
MTTR.
Mother Diary has received "Best Productivity Performance" award for three consecutive years starting
from 1987-88 to 1989-90 and again from 1995-96 to 1997-1998 from National Productivity Council and a
commendation Certificate for Rajiv Gandhi National Quality Award.
MANAGEMENT SYSTEMS POLICY
Our commitment is to excellence. The evolving needs of our customers drive us to continual
improvement in our processes and systems. We are committed to: -
Apply state of the art technology and processes to enhance productivity that ensures quality at
competitive price.
Apply processes for clean production, pollution prevention and optimize resource utilization in all
operations.
Follow food safety management system and apply HACCP (Hazard Analysis Critical Control
Points) principles to provide safe products to customers.
Comply with applicable regulations and legislations.
We pledge to provide quality and safe products under clean and hygienic environment.
Environment and Safety
Mother Dairy, Delhi is committed to the protection of environment by Prevention of Pollution and
continual improvement in our processes and systems to improve Environmental Performance. The
company is ISO14001:1996 (EMS) certified by BVQI.Mother Dairy was the first industry in country to
implement ISO-14031(Envoirnment Performance Evaluation) project.
The following steps are taken and on going efforts are continuously made as per our "Management
Systems Policy"
• Minimise Waste generation
• Conservation of resources
• Use of renewable energy
• Recycling & re-use
The Effluent Treatment Plant (ETP) was installed at the inception of the Dairy Plant. The company
complies with applicable regulations and legislations of Delhi Pollution Control Committee (Department
Of Environment, Govt. of NCT of Delhi). The Dairy has reduced total effluent generation by 24% and
water consumption by 29% during the period 2001- 02 to 2003- 04. The water consumption has been
reduced over the year as a result of the implementation of following initiatives:
Installation of water recuperation system in the year 2001-02 where in the final water rinse
quantity after Cleaning In Place (CIP) is taken in the water recuperation tank for reuse as the
initial rinse in the subsequent CIP operation.
In-house water audit is carried out every year and by a continual process of educating the
employees about the importance of water conservation and motivating those to do KAIZENS
directed to reduce water consumption.
Water consumption in all the activities in the Dairy is regularly monitored with the help of data
furnished by magnetic flow meters installed at various locations.
The Dairy has installed a Solar Plant for hot water generation and solar heat recovery to the tune
of 200 to 250 Mkcal per annum is achieved through it.
The Dairy has constructed Rain Water Harvesting by dividing the entire premises into six zones
to harvest maximum possible potential of rain water run-off available in the campus. Accordingly
unit has constructed rain water harvesting structures at the locations that experience water logging
in each of the zones during rainy season. By this unit has achieved increase in water table ranging
from 30 cms to 150 cms in our existing tube wells in the Dairy.
Industrial safety is of paramount importance at Mother Dairy. A Safety Committee headed by
Sr.Manager(Mfg.) as Chairman and members drawn from workmen and officers cadre from
different sections meet regularly to review and initiate safety measures in all the activities of the
Dairy. Number of mock drills is carried out from time to time. Internal safety audits are carried
out to locate unsafe conditions, acts and thorough investigation of accidents if any, strict
enforcement of safety rules and procedures including work permit system and use of Personal
Protective Equipment(PPE).
The Dairy is member of National Safety Council and also celebrates safety week every year. The Dairy
has ZERO fatal accident since the date of its inspection.
MDF&V Pvt Ltd
MDFPL MDIL
Milk & Dairy Products:Mother Dairy UnitPilkhuwa DairyVashi Dairy
Fruit & Vegetables:
Fruit & Vegetable Unit, MangolpuriFruit Processing Plant, Mumbai
Neem Biocide Plant. Anand
Ramgarh Unit
SBU Marketing & Sales for:Dairy ProductsIce Cream,SafalDhara
SBU Marketing & Sales for:Fresh Milk Fresh Fruit & Vegetables
MOTHER DAIRY GROUP
TRAINING AND DEVELOPMENT
INTRODUCTION
I f y o u d o n ' t k n o w w h e r e y o u a re g o i n g , a n y ro a d w i l l t a k e y o u
t h e re .
- Lewis Carroll in Alice's Adventure in Wonderland (1865).
“Give a man a fish, and you have given him meal. Teach man to catch fish, and you have given him
a livelihood”. This ancient Chinese proverb seems to describe the underlying rationale of all training and
development programme. No industrial organization can long ignore the training and development needs
of its employees without seriously inhibiting its performance. Even the most careful selection does not
eliminate the need for training, since people are not moulded to specifications and rarely meet the
demands of their jobs adequately.
Poverty stricken India spends $45 billion on training each year. Expenditures of such magnitudes call for
a periodic sharp look. Training in particular needs such scrutiny.
TRAINING
It refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational
or practical skills and knowledge that relates to specific useful skills. It forms the core of apprenticeships
and provides the backbone of content at technical colleges and polytechnics. Today it is often referred to
as “professional development”.
Training is primarily concerned with preparing people for certain activities delineated by technology and
by the organization and settings in which they work. Education helps students to choose their activities.
Training helps participants to improve their performance. Education deals mostly knowledge and
understanding. Training deals mostly with understanding, skill and action. Training embraces an
understanding of the complex processes by which various factors that make up a situation interact.
Training is the most important activity or plays an important role in the development of human
resources. To put the right man at the right place with the trained personnel has now become
essential in todays globalize market. No organization has a choice on whether or not to develop
employees. Therefore training has nowadays become an important and required factor for
maintaining and improving interpersonal and inter- group collaboration.
Human resource is the life blood of any organization. Only through well-trained personnel, can
an organization achieve its goals.
Training is defined as learning that is provided in order to improve performance on the present
job.
A person's performance is improved by showing her how to master a new or established
technology. The technology may be a piece of heavy machinery, a computer, a procedure for
creating a product, or a method of providing a service.
Training is provided for the present job. This includes training new personnel to perform their
job, introducing a new technology, or bringing an employee up to standards.
Training is mainly concerned with the meeting of two of these inputs -- people and technology.
That is, having people learn to master a given technology.
DEVELOPMENT
This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities among
them) to bring someone or an organization up to another threshold of performance. This development
often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas,
ongoing training on the job, coaching, mentoring and forms of self-development. Some view
development as a life-long goal and experience.
Training & Development is the field concerned with workplace learning to improve
performance. Such training can be generally categorized as on-the-job or off-the-job. On-the-
job describes training that is given in a normal working situation, using the actual tools,
equipment, documents or materials that they will use when fully trained. On-the-job training is
usually most effective for vocational work.
Off-the-job training takes place away from normal work situation which means that the
employee is not regarded as productive worker when training is taking place. An advantage of
off-the-job training is that it allows people to get away from work and totally concentrate on the
training being given. This type of training is most effective for training concepts and ideas.
At a glance, we find that training gives the following results:
1) Growth, expansion and modernization cannot take place without trained manpower.
2) It increases productivity and profitability, reduces cost and finally enhances skill and
knowledge of the employee.
3) Prevents obsolescence.
4) Helps in developing a problem solving attitude.
5) Gives people awareness of rules and procedures.
6) Builds better communications skills.
7) Develops hidden talent.
8) Ensures consistent quality.
9) Provides greater focus.
10) Produces more effective/productive efforts.
11) Clarifies the concept of marketing as a business process.
TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT
Training and development can be initiated for a variety of reasons for an employee or group of
employees, e.g.
When a performance appraisal indicates performance improvement is needed.
To "benchmark" the status of improvement so far in a performance improvement effort.
As part of an overall professional development program.
As part of succession planning to help an employee be eligible for a planned change in role in the
organization.
To "pilot", or test, the operation of a new performance management system.
To train about a specific topic.
GENERAL BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT
There are numerous reasons for supervisors to conduct training among employees. These reasons include:
Increased job satisfaction and morale among employees
Increased employee motivation
Increased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training.
Risk management, e.g., training about sexual harassment, diversity training
DETERMINATION OF TRAINING NEEDS
In order to determine the training needs of an organization the HRD manager should seek information on
the following points:
a) Whether training is needed?
b) Where training is needed?
c) Which training is needed?
Whether training is needed?
Training result from problems such as:
Standards of work performance not being met;
Accidents;
Excessive scrap;
High rate of transfer and turnover;
Too many low ratings on employee evaluation reports;
Many people using different methods to do the same job;
Excessive fatigue, fumbling, struggling with the job;
Bottlenecks and deadlines not being met;
In many organizations the determination of training needs is predominantly done through observations.
One common method for recording observations is the check- list of training needs. It provides for
indicating by a “Yes” or “No” check.
Where training is needed?
After determining the need for training the manager should determine where the organization training
emphasis can and should be placed. This involves a detailed analysis of the following factors:
i. Structure of the organization,
ii. Objectives,
iii. Human resource and future plans, and
iv. Cultural milieu.
Which training is needed?
The last question to be answered by the personnel manager is about the type of training needed. This
involves determining what knowledge, skills or attitudes each individual employee should develop to be
able to perform his task in an effective way.
The three major skills which the employees of any organization need to successfully discharge their
duties are: the conceptual skill, the human relations skill and the technical skill. Conceptual skill deals
with ideas, technical skill with things and human skill with people.
WHAT IS GOOD TRAINING
The three typical beneficiaries of a training programme are the managers and supervisors of trainees,
trainees themselves and external customers. Each beneficiary has his own requirements and perception of
what is good training. Thus, the senior managers and supervisors want training to be low in cost, to
increase employees’ job performance, to improve their attitudes and morale and to be minimally
disruptive to the work in terms of promotion or compensation. Trainees want the training to be of high
quality which can be easily transferred to the job. They want the training venue to be more pleasant than
the job venue and expect training work place to benefit them personally. Last, though not the least
important are external beneficiaries who want the training to result into high – quality products and
services, but do not want training to interfere with the fulfillment of their needs for example, a bank
customer wants high quality customer service from tellers but does not want a ‘trainee’ teller to take a
few moments longer than usual with a transaction. The HRD manager must address all the above needs of
different beneficiaries throughout the training process.
METHODS OF TRAINING
No simple formula defines the form of training to be used for a given purpose. The skills needs of
operatives, the size and traditions of the company, the abilities of trainers, the time and the money
available for training and the experience of the company about the training activities that have been
carried on in the past, will affect the type of training that will be most successful in a given situation.
Nevertheless it will be helpful to indicate briefly the principal alternatives from which the manager may
choose:-
1) On- the- job training – The most important type of training is On- the job training. The
experience of actually doing something makes a lasting impression and has a reality that other
types of training cannot provide. The worker in this method learns to master the operations
involved on the actual job situation under the supervision of his immediate boss. Some important
advantages of this type of training are as follows :-
a) It can be learned in a relatively short period of time, say, a week or two.
b) It is highly economical.
c) It is not located in an artificial situation, either physically or psychologically and,
therefore, eliminates the possible problem of transfer of learning.
There are several types of training programmes which make use of on-the-job training concept.
Some of them are described below:-
Job rotation
Internship training
Apprenticeship
2) Vestibule Training: - This method attempts to duplicate on the job situation in a company
classroom training, which is often imparted with the help of equipment and machines, which are
identical with those in use in the place of work. It is very efficient method of training semiskilled
personnel, particularly when many employees have to be training for the same kind of work.
3) Learning by seeing or demonstration method :- In this method , the trainer describes and
display something ,as when he teaches an employee how to do something by actually performing
the activity himself and by going through step by step explanation of “why” and “how” he is
doing .
Demonstration are very effective in teaching because it is much easier to show a person how to
do a job then ask him to gather instructions from the reading materials, discussion etc.
4) Simulation: - Simulation is a technique, which duplicates, as nearly as possible, the actual
conditions encountered on the job. The training is essential in cases which actual on the job
practice might result in a serious injury, a costly error, or the destruction of valuable materials or
resources.
5) Class-room or off-the-job training: - “Off-the job” training is not a part of everyday job
activity. The actual location may be in the company classroom or in places which are owned by
the company. These methods consists of :-
Lectures
Conferences
Group discussions
Case studies
Role-playing
Programmed instructions
Laboratory trainings
TRAINING PLAYS THE FOLLOWING ROLES IN AN ORGANIZATION
1) Increase in efficiency: Training plays active role in increasing efficiency of employees in an
organization. Training increases skills for doing a job in better way. Though an employee can
learn many things while he is put on a job, but he can do much better if he learns how to do the
job. This becomes more important specially in the context of changing technology because the
old method working may not be relevant.
2) Increase in morale of employees: - Morale is a mental condition of an individual or group,
which determines the willingness to cooperate. High morale is evidenced by employee
enthusiasm voluntary conformation with regulations and willingness to cooperate with others to
achieve organizational objectives. Training increases employee morale by relating their skills
with their job requirements. Trained employees can see job in more meaningful ways because
they are able to relate their kills with job.
3) Reduced Supervision: Trained employees require less supervision. They require more autonomy
and freedom. Such autonomy and freedom can be given if the employees are trained properly to
handle their jobs without the help of supervision.
4) Increased organizational viability and flexibility: Trained people are necessary to maintain
organizational viability and flexibility. Viability relates to survival of the organization during bad
days, and flexibility relates to sustain its effectiveness despite the loss of its key personnel and
making short-term adjustment with the existing personnel. Such adjustment is possible if the
organization has trained people who can occupy the positions vacated by key personnel.
BENEFITS OF TRAINING
Training benefits the organization in manifold ways: -
1. Benefits to organization: -
Leads to improved profitability and more positive attitudes toward profit orientation.
Improves the job knowledge and skills at all levels of the organization.
Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image.
Fosters authenticity, openness, and trust.
Aids in organizational development.
Learns from the training.
Helps keep costs down in many areas, example production, personnel, administration etc.
Develops a sense of responsibility to the organization for being competent and
knowledgeable.
Improves labour management relations.
Helps employee adjust to change.
Aids in handling conflict, thereby helping to prevent stress and tension.
2. Benefits to the individual which in turn ultimately benefit the organization: -
Helps the individual in making better decisions an effective problem solving.
Through T&D, motivational variables of recognition, achievement, growth, responsibility
and advancement are internalized and operationalized.
Aids in encouraging and achieving self – development and self – confidence.
Helps a person handle stress, tension, frustration and conflict.
Provides information for improving leadership knowledge, communication skills and
attitudes.
Increase job satisfaction and recognition.
Satisfy personal needs of the trainer.
Helps eliminate fear in attempting new task.
3. Benefits in personnel and human resources:
Improves communication between groups and individual.
Aids in orientation for new employees and those taking new jobs through transfer and
promotion.
Provides information on equal opportunity and affirmative action.
Improves inter – personal skills.
Improves morale.
Builds cohesiveness in groups.
Provides a good climate for learning, growth and co –ordination.
Makes organization policies, rules and regulations viable.
Makes the organization a better place to work and live.
TRAINING PROCEDURE
1) Identify training needs: - These are certain steps that are performed for training the employees.
The first step is to identify T&D needs. In this step we arrange and obtain support for the
contribution of T&D to organizational strategy. Then we identify organizational T&D needs.
Thereafter we agree priorities for developing the T&D function. These sub steps are followed by
identifying the current competence of individuals of individuals and agreeing individuals and
group priorities or learning.
2) Design T&D strategies and plans: - The second step is to design T&D strategies and plans. In
this step first we identify resources required to implement a strategic plans and specify an
operational plan that meets organizational requirements and further designing learning programs
that meet learning needs and test, adapt and agree learning program designs.
3) Provide learning opportunities resources and support: - The third step is to provide learning
opportunities resources and support. In this we obtain and allocate resources to meet the
requirement of Training and development plans. Then prepare and present demonstrations and
information to co-ordinate and assist the preparation and delivery of learning opportunities.
4) Evaluate effectiveness of T&D:-Fourth step in training is to evaluate the effectiveness of T&D,
which involves plan setup, evaluate, and modify the learning plans. Then assess, co-ordinate,
verify and identify previously acquired competence.
5) Support T&D advances and practice: - And last step is to support T&D advances and practice.
This includes evaluating and disseminating advances in T&D. Then we administer training
facilities and after that establish and maintain information system.
BLOCK DIAGRAM OF TRAINING PROCEDURE
Identify Training and
Development Needs
Design T& D strategies and
plans.
Provide learning opportunities,
resources and support
Evaluate the effectiveness of T&
D
Support T &D advances and
practice.
Identify organizational requirements for T&D
Identify the learning needs of individuals and groups.
Design organizational T&D strategies and plans
Design strategies to assist individuals and groups to achieve their objectives.
Obtain and allocate resources to deliver T&D plans
Provide learning opportunities and support to enable individuals and groups to achieve their objectives
Evaluate the effectiveness of T&D
Evaluate individual and group achievements against objectives.
Assess achievements for public certification.
Contribute to advances in T&D
Provide services to support T&D practice.
DATA ANALYSIS AND INTERPRETATION
1. Does Regular training sessions are arranged in your organization?
(a)Yes (b) No
Yes 100
No 0
TABLE 1
TRAINING SESSION
100%
0%
YesNo
FIGURE 1
INTERPRETATION: - According to all employees training sessions are arranged in their organization.
2. In your company which of the following training methods are preferred :-
(a) On the job (b) Off the job
(c) Any other
On the job 60
Off the job 25
Any other 15
TABLE 2
TRAINING METHODS
60%25%
15%
On the job
Off the job
Any other
FIGURE 2
INTERPRETATION: - 60% on the job training methods are used while 25% off the job methods and
15% other methods.
3. After attending such programmes do you feel change in your :-
(a) Knowledge (b) Skill
(c) Quality of work (d) All of the above
Knowledge 30
Skill 10
Quality of work 10
All of the above 50
TABLE 3
CHANGES FELT AFTER THE PROGRAMMES
30%
10%
10%
50%
Knowledge
Skill
Quality of work
All of the above
FIGURE 3
INTERPRETATION: - 30% of employees feel change in their knowledge, 10% in their skills, 10% in
quality of work and 50% in all of the above.
4. How many training programmes you have attended within one year?
(a) Less than 2 (b) Less than 5
(c) Less than 10
Less than 2 30
Less than 5 30
Less than 10 40
TABLE 4
TRAINING PROGRAMMES ATTENDED IN A YEAR
30%
30%
40%Less than 2
Less than 5Less than 10
FIGURE 4
INTERPRETATION: - 30% of employees have attended less than 2 training programmes in a year,
other 30% have attended less than 5 and 40% have attended less than 10 programmes.
5. What was the impact of training?
(a) Increased morale (b) Increased speed of work
(c) Both
Increased morale 10
Increased speed of work 10
Both 80
TABLE 5
INPACT OF TRAINING
10%
10%
80%
Increased morale
Increased speed of workBoth
FIGURE 5
INTERPRETATION: - 10% of employees feel change in their morale, 10% feel change in their speed
of work while 80% feel change both in their morale and speed of work.
6. How many promotion you have had after your training?
(a) One (b) More than one
(c) No promotion
One 20
More than one 70
No promotion 10
TABLE 6
PROMOTIONS AFTER TRAINING
20%
70%
10%
One
More than oneNo promotion
FIGURE 6
INTERPRETATION: - 20% of employees have got only one promotion after attending training, 70%
have got more than on promotion while 10% of employees have not been promoted.
7. Do you agree that the programme would have been more beneficial if some more
background material would have been sent in advance?
(a) Strongly agree (b) Agree
(c) Difficult to say (d) Not at all
Strongly agree 70
Agree 10
Difficult to say 15
Not at all 5
TABLE 7
BENEFIT OF BACKGROUND MATERIAL
70%
10%
15%
5%
Strongly agreeAgree
Difficult to sayNot at all
FIGURE 7
INTERPRETATION: - 70% of employees strongly agree, 10% of employees agree, 15% of employees
feel that it is difficult to say, 5% feel no use of background material.
8. Do you feel training also contributes to personal growth of an employee?
(a) Yes (b) No
Yes 95
No 5
TABLE 8
CONTIBUTION TO PERSONAL GROWTH
95%
5%
Yes
No
FIGURE 8
INTERPRETATION: - 95% of employees feel that training programmes contribute to their personal
growth while 5% feel that it does not contribute to their personal growth.
9. Do you feel training programs helped the company to achieve its objectives?
(a) Yes (b) No
Yes 100
No 0
TABLE 9
CONTRIBUTION TO ORGANIZATION'S OBJECTIVE
100%
0%
YesNo
FIGURE 9
INTERPRETATION: - 100% employees feel that training programs helped the company to achieve its
objectives.
10. How well the programme was organized?
(a) Very badly (b) Badly
(c) Well (d) Very well
(e) Exceptionally well
Very badly 0
Badly 5
Well 60
Very well 25
Exceptionally well 10
TABLE 10
ORGANIZATION OF TRAINING PROGRAMMES0%
5%
60%
25%
10%
Very badlyBadly
WellVery well
Exceptionally well
FIGURE 10
INTERPRETATION: - 0% of employees feel that the training programme was very badly organized,
5% of employees feel that it was badly organized, 60% feel that it was well organized, 25% feel that it
was very well organized while 10% feel that the training programme was exceptionally well organized.
FINDINGS
The data which we analyzed from the questionnaire of Mother Dairy has the following findings: -
1) 50% of employees feel change in their knowledge; skills and quality of work collectively while
30% in their knowledge, 10% in their skills and 10% in their quality of work.
2) 80% of employees have increased their morale and speed of work, 10% of employees have only
increased their morale while remaining 10% increased their speed of work after attending training
programmes.
3) 70% of employees have been promoted more than ones after attending training programmes.
4) 70% of employees strongly agree with the fact that training sessions would be more beneficial if,
some background material is provided to them.
5) 95% of employees think that training contributes to their personal growth.
CONCLUSION
I conclude that through proper training an employee can become multi skilled and this I have practically
noticed through my analysis. Thus, training endeavors to impart knowledge, skill and attitudes necessary
to perform job related task.
I have found out that because of the training employees are more able to perform their work very
effectively. By imparting suitable training to employees the company achieves the target of: -
Low cost
High quality
Timely delivery
Reliability
Value for money
Customer satisfaction
SUGGESTIONS
1) The training circular form can also include a brief introduction about the subject for which the
training programme has been organized so that the participants are able to understand the topics
being covered in the training programme in advance.
2) It is easier for the trainee to understand the material that is meaningful so all the material should
be meaningful and theory can also be made interesting if they include: -
When material is presented to the employee a variety of similar example should be used.
The term and concept that are already familiar to the trainee should be used.
3) Training material should be organized in a logical manner and has meaningful units.
4) A company should implement their training programmes in a manner that 100% of their
employees agree that their personal growth increases with training and development.
QUESTIONNAIRE
Sir/Mam,
As a student of Amrapali Institute, Haldwani I am working on “IMPACT OF TRAINING AND
DEVELOPMENT”. Present questionnaire is a part of my project mentioned above. Please cooperate
with me by answering following questions.
1. Does Regular training sessions are arranged in your organization?
(a)Yes (b) No
2. In your company which of the following training methods are preferred :-
(a) On the job (b) Off the job
(c) Any other
3. After attending such programmes do you feel change in your :-
(a) Knowledge (b) Skill
(c) Quality of work (d) All of the above
4. How many training programmes you have attended within one year?
(a) Less than 2 (b) Less than 5
(c) Less than 10
5. What was the impact of training?
(a) Increased morale (b) Increased speed of work
(c) Both
6. How many promotion you have had after your training?
(a) One (b) More than one
(c) No promotion
7. Do you agree that the programme would have been more beneficial if some more
background material would have been sent in advance?
(a) Strongly agree (b) Agree
(c) Difficult to say (d) Little
(e) Not at all
8. Do you feel training also contributes to personal growth of an employee?
(a) Yes (b) No
9. Do you feel training programs helped the company to achieve its objectives?
(a) Yes (b) No
10. How well the programme was organized?
(a) Very badly (b) Badly
(c) Well (d) Very well
(e) Exceptionally well
