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A
PROJECT REPORT
ON
“THE IMPACT OF TRAINING AND DEVELOPMENT”
With Special Reference to Mother Dairy
For Partial fulfillment of the degree of
(Bachelor of Business Administration)
BBA
Supervisor Submitted by
Dr. Ashutosh Priya Awasthi Aastha Suji
(H.O.D, Management Department) B.B.A V
Amrapali Institute of Management and Computer Applications
Shiksha Nagar, Lamachaur, Haldwani
(Affiliated to Kumaun University, Nainital)
STUDENT DECLARATION
This project has been undertaken in partial fulfillment of the requirements for the award
of degree of Bachelor of Business Administration of Kumaun University, Nainital.
This project was executed during the 5th semester under the able guidance of Dr.
Ashutosh Priya Awasthi (H.O.D, Management Department)
Further, I declare that the dissertation entitled “The impact of training and development”
is my original work and not submitted for the award of any other degree or diploma.
Counter Signed By: - Name & Full Signature of the Student
----------------------- Aastha Suji
(Supervisor)
(Signature of HOD, Deptt of Management Studies)
2
ACKNOWLEDGEMENT
I feel myself privileged at having an opportunity to thank the people who helped me at all
stages of my research work. It is with a deep sense of gratitude that I acknowledge
valuable guidance and timely suggestions offered to me by Project Guide Dr. Ashutosh
Priya Awasthi.
I am indebted to all staff and operational people At Mother Dairy for giving me full
support and encouragement. It’s my sheer pleasure to acknowledge who have directly or
indirectly guided and cooperated in one way or other.
3
PREFACE
Today it is acknowledged and widely accepted facts that beside money, material and
machinery the success of an organization greatly depend upon the quality of a human
resource.
In the wake of increasing competion and the opening of the economy, people have
become the pivot around which any successful organization rotates.
In the light of above, training and development function in an organization has become
more important tool for prolonged development.
To develop people to grow in their respective organization.
To help establishment retain their staff.
As a part of curriculum of my B.B.A V Semester I undertook my research project in
Mother Dairy, Delhi.
4
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
5
6
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.
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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
8
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.
9
PERIOD OF STUDY
The period of study comprises of Two Months (8 weeks) i.e. from 5 th July 2007 to 30th
August 2007 in Mother Dairy India Ltd, NDDB House, New Delhi.
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
10
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.
11
LIMITATION OF THE STUDY
Besides the success of my research work, there are certain limitations which I faced
during the tenure of my work. These are: -
Training requirements can change so rapidly.
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.
12
13
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
14
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
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% 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.
16
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.
17
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
18
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,
19
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.
20
• 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.
21
COMPANY PROFILE
22
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.
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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
24
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.
25
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.
26
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
27
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).
28
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.
29
TRAINING AND DEVELOPMENT
MDF&V Pvt Ltd
MDFPL MDIL
Milk & Dairy Products:
Mother Dairy Unit
Pilkhuwa Dairy
Vashi Dairy
Fruit & Vegetables:
Fruit & Vegetable Unit, Mangolpuri
Fruit 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
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INTRODUCTION
I f y o u d o n ' t k n o w w h e r e y o u a r e g o i n g , a n y r o a d w i l l
t a k e y o u t h e r e .
- 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
31
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.
32
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.
33
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:
34
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;
35
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?
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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.
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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
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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 :-
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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.
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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.
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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.
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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
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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
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Identify Training and
Development Needs
Identify organizational requirements for T&D
Identify the learning needs of individuals and groups.
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Design T& D strategies and
plans.
Provide learning
opportunities, resources and
support
Evaluate the effectiveness of
T& D
Support T &D advances and
practice.
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?
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(a)Yes (b) No
Yes 100
No 0
TABLE 1
TRAINING SESSION
100%
0%
Yes
No
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
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(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 :-
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(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.
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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 5
Less 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.
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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 work
Both
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.
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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 one
No 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.
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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 agree
Agree
Difficult to say
Not 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.
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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.
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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%
Yes
No
FIGURE 9
INTERPRETATION: - 100% employees feel that training programs helped the
company to achieve its objectives.
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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 badly
Badly
Well
Very 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
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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.
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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
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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.
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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
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(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
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