A

PROJECT REPORT

ON

“THE IMPACT OF TRAINING AND DEVELOPMENT”

With Special Reference to Mother Dairy

Submitted to

Jatinder singh

Faculty training and development

Under guidance of Ms Ruchika gupta

Submitted by Shahid Hamid padroo

PGPPE R,NO PGPPE08A105

 STUDENT DECLARATION

This project has been undertaken in partial fulfillment of the requirements for the award of

PGPPE of Rai Business school , New Delhi

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

----------------------- Shahid hamid padroo

(Supervisor)

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 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 Ms Ruchika

Gupta

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.

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 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 PGPPE Semester IV undertook my research project in Mother

Dairy, Delhi.

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 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

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 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

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• 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.

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 PERIOD OF STUDY

The period of study comprises of 7 Days i.e. from 15th June 2010 to 30th July 2010 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

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 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.

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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 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.

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 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.

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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

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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.

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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

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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

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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.

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• 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.

COMPANY PROFILE

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19
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.

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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.

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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

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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

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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.

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 • 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.

25
26
 MOTHER
DAIRY GROUP

MDF&V Pvt Ltd

MDFPL MDIL

Milk & Fruit & SBU

SBU Marketing
Dairy Vegetables: Marketing & Sales
Products: Fruit & Vegetable
Mother Dairy Unit, & Sales for:
Unit Mangolpuri for: Fresh Milk
Pilkhuwa Fruit Processing Dairy Products Fresh Fruit &
Dairy Plant, Mumbai Ice Cream, Vegetables
Vashi Dairy Neem Biocide Safal
Plant. Anand Dhara
Ramgarh Unit

TRAINING AND DEVELOPMENT

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INTRODUCTION

If you don't know where you are going, any road will

take you there.

- 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”.

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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.

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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.

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 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:

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 • 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;

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 • 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.

37
 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

40
 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 organizational requirements for

T&D
Identify Training and

Development Needs Identify the learning needs of individuals

41 and groups.
 Design organizational T&D strategies
Design T& D strategies and and plans

plans.
Design strategies to assist individuals and
groups to achieve their objectives.

Obtain and allocate resources to deliver

Provide learning T&D plans

opportunities, resources and

Provide learning opportunities and
support support to enable individuals and groups
to achieve their objectives

Evaluate the effectiveness of T&D

Evaluate the effectiveness of

T& D Evaluate individual and group

achievements against objectives.

Assess achievements for public

certification.

Contribute to advances in T&D

Support T &D advances and

practice.
Provide services to support T&D
practice.

INTERPRETATION

42
 1. Does Regular training sessions are arranged in your organization?

(a)Yes (b) No

Yes 100
No 0

TABLE 1

TRAINING SESSION
0%

Yes
No

100%

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 :-

43
 (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 M ETHODS

15%

On the job
Off the job

25% Any other

60%

FIGURE 2

INTERPRETATION: - 60% on the job training methods are used while 25% off the job
methods and 15% other methods.

44
 3. After attending such programmers 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%
Knowledge
Skill
50%
Quality of work
All of the above
10%

10%

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.

45
 4. How many training programmers 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%
40%
Less than 2
Less than 5
Less than 10

30%

FIGURE 4

INTERPRETATION: - 30% of employees have attended less than 2 training

programmers in a year, other 30% have attended less than 5 and 40% have attended less
than 10 programmers.

46
 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%

Increased morale
Increased speed of work
Both

80%

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

10%
20%

One
More than one
No promotion

70%

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

5%

15%

Strongly agree
Agree
10%
Difficult to say
Not at all

70%

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

5%

Yes
No

95%

FIGURE 8

INTERPRETATION: - 95% of employees feel that training programmers contribute to

their personal growth while 5% feel that it does not contribute to their personal growth.

50
 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
0%

Yes
No

100%

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 PROGRAMMES

0%
10% 5%

Very badly
25% Badly
Well
Very well
Exceptionally well
60%

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

52
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 programmers.

3) 70% of employees have been promoted more than ones after attending training

programmers.

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.

53
 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

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 Customer satisfaction

SUGGESTIONS

1) The training circular form can also include a brief introduction about the subject

for which the training programmed has been organized so that the participants are

able to understand the topics being covered in the training programmed 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.

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 3) Training material should be organized in a logical manner and has meaningful

units.

4) A company should implement their training programmers in a manner that 100%

of their employees agree that their personal growth increases with training and

development.

QUESTIONNAIRE

Sir/Mama,
As a student of Amravati Institute, Haldane 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

56
3. After attending such programmers do you feel change in your :-

(a) Knowledge (b) Skill

(c) Quality of work (d) All of the above

4. How many training programmers 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

57
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