amul dairy training and develpment

7/30/2019 Amul Dairy Training and Develpment

1/63

PROJECT REPORT ON

THE IMPACT OF TRAINING AND DEVELOPMENT

With Special Reference to Mother Dairy

Submitted in partial fulfillment of the requirement`s for the award of the degree

Of

BACHELOR OF BUSINESS ADMINISTRATION

(GENERAL)

GGSIPU

SUBMITTED BY:

HIMANSHU CHADHA

03619301809, 6TH

SEM

UNDER THE GUIDANCE OF: PROJECT COORDINATOR:

MS. SWATY WADHWA MR. MUKESH GUPTA(ASSISTANT PROFESSOR, KRCHE) (ASSISTANT PROFESSOR, KRCHE)

(BATCH 2009-2012)

KASTURI RAM COLLEGE OF HIGHER EDUCATION

(Affiliated To Guru Gobind Singh Indraprastha University)

Narela, Delhi-110040


2/63

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


3/63

BIBLIOGRAPHY

ANNEXURE


4/63


5/63

INTRODUCTION

This project work provides me an opportunity to understand the companys 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.


6/63

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


7/63

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 employees training and development.


8/63

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 questionnaireand observing employees at Mother Dairy.

Secondary data : Internet, booksMethod of analysis : Pie chart


9/63

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.


10/63

LIMITATION OF THE STUDY

Besides the success of my research work, there are certain limitations which I faced during of my work.

These are: -

The employees were not interested in filling questionnaire because of their busy schedule. Moreover the whole procedure of data collection was too much time consuming as direct and

accurate information was nowhere found in totality. Further it required a detailed consultation of

various books, websites that really needed a lot of time.

Data collected during a research, can become outdated fairly quickly.


11/63

INDUSTRY PROFILE


12/63

FMCG is an acronym for Fast Moving Consumer Goods, which refer to things that we buy from

local supermarkets on daily basis, the things that have high turnover and are relatively cheaper.

STATUS OF FMCG SECTOR

The Indian FMCG sector is an important contributor to the country's GDP. The FMCG sector is the fourth

largest sector of Indian economy.

The FMCG market is estimated to treble from its current figure in the coming decade. Penetration level as

well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc

in India is low indicating the untapped market potential. With growing Indian population, particularly the

middle class and the rural segments, presents an opportunity to makers of branded products to convert

consumers to branded products. The Indian rural market with its vast size and demand base offers a huge

opportunity for investment. Rural India has a large consuming class with 41 per cent of India's middle-

class and 58 per cent of the total disposable income.

This report on the Indian FMCG sectors covers all the important aspects of the Indian FMCG sector with

valuable information and data to help the busy managers and investors to arrive at an informed decision.

The Indian FMCG sector is the fourth largest sector in the economy with a total market size in excess of

US$ 13.1 billion. It has a strong MNC presence and is characterized by a well established distribution

network, intense competition between the organized and unorganized segments and low operational cost.

Availability of key raw materials, cheaper labour costs and presence across the entire value chain gives

India a competitive advantage.

The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in 2015. Penetration

level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair

wash etc in India is low indicating the untapped market potential. Burgeoning Indian population,


13/63

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.

INDIAA LARGE DOMESTIC MARKET

India is one of the largest emerging markets, with a population of over one billion. India is one of the

largest economies in the world in terms of purchasing power and has a strong middle class base of 300

million.

RURAL AND URBAN POTENTIAL

Urban Rural

Population 2001-02 (mn household) 53 135

Population 2009-10 (mn household) 69 153

% Distribution (2001-02) 28 72

Market (Towns/Villages) 3,768 627,000

Universe of Outlets (mn) 1 3.3

Around 70 per cent of the total households in India (188 million) reside in the rural areas. The total

number of rural households is expected to rise from 135 million in 2001-02 to 153 million in 2009-10.


14/63

This presents the largest potential market in the world. The annual size of the rural FMCG market was

estimated at around US$ 10.5 billion in 2001-02. With growing incomes at both the rural and the urban

level, the market potential is expected to expand further.

PRESENCE ACROSS VALUE CHAIN

Indian firms also have a presence across the entire value chain of the FMCG industry from supply of raw

material to final processed and packaged goods, both in the personal -care products and in the food

processing sector. For instance, Indian firm Amul's product portfolio includes supply of milk as well as

the supply of processed dairy products like cheese and butter. This makes the firms located in India more

cost competitive.


15/63

INCOME DISTRIBUTION

Most Indian FMCG companies focus on urban markets for value and rural markets for volumes. The total

market has expanded from US$ 17.6 billion in 1992-93 to US$ 22 billion in 1998-99 at current prices.

Rural demand constituted around 52.5 per cent of the total demand in 1998-99. Hence, rural marketing

has become a critical factor in boosting bottom lines. As a result, most companies' have offered low price

products in convenient packaging. These contribute the majority of the sales volume. In comparison, the

urban elite consume a proportionately higher value of FMCGs, but not volume.

Demand for FMCG products is set to boom by almost 60 per cent by 2007 and more than 100 per cent by

2015. This will be driven by the rise in share of middle class (defined as the climbers and consuming

class) from 67 per cent in 2003 to 88 per cent in 2015.

The boom in various consumer categories, further, indicates a latent demand for various product

segments. For example, the upper end of very rich and a part of the consuming class indicate a small but

rapidly growing segment for branded products.

The middle segment, on the other hand, indicates a large market for the mass end products. The BRICs

report indicates that India's per capita disposable income, currently at US$ 556 per annum, will raise to

US$ 1150 by 2015 - another FMCG demand driver. Spurt in the industrial and services sector growth is

also likely to boost the urban consumption demand.


16/63

EXPORTS

India is one of the world's largest producers for a number of FMCG products but its exports are a very

small proportion of the overall production. A total export of food processing industry was US$ 2.9 billion

in 2001-02 and marine products accounted for 40 per cent of the total exports. Though the Indian

companies are going global, they are focusing more on the overseas markets like Bangladesh, Pakistan,

Nepal, Middle East and the CIS countries because of the similar lifestyle and consumption habits between

these countries and India. HLL, Godrej Consumer, Marico, Dabur and Vicco laboratories are amongst the

top exporting companies.

SECTORIAL OPPORTUNITIES

According to the Ministry of Food Processing, with 200 million people expected to shift to processed and

packaged food by 2010, India needs around US$ 28 billion of investment to raise food processing levels


17/63

by 8-10 per cent. In the personal care segment, the lower penetration rate also presents an untapped

potential. Key sectoral opportunities are mentioned below:

Staple: branded and unbranded: While the expenditure on mass-based, high volume, low margin

basic foods such as wheat, wheat flour and homogenized milk is expected to increase substantially with

the rise in population, there is also a market for branded staples is also expected to emerge. Investment in

branded staples is likely to rise with the popularity of branded rice and flour among urban population.

Dairy based products: India is the largest milk producer in the world, yet only 15 per cent of the milk

is processed. The US$ 2.4 billion organized dairy industry requires huge investment for conversion and

growth. Investment opportunities exist in value-added products like desserts, puddings etc. The organized

liquid milk business is in its infancy and also has large long-term growth potential.

Packaged food: Only about 8-10 per cent of output is processed and consumed in packaged form, thus

highlighting the huge potential for expansion of this industry. Currently, the semi processed and ready to

eat packaged food segment has a size of over US$ 70 billion and is growing at 15 per cent per annum.

Growth of dual income households, where both spouses are earning, has given rise to demand for instant

foods, especially in urban areas. Increased health consciousness and abundant production of quality Soya

bean also indicates a growing demand for soya food segment.

Personal care and hygiene: The oral care industry, especially toothpastes, remains under penetrated in

India with penetration rates below 45 per cent. With rise in per capita incomes and awareness of oral

hygiene, the growth potential is huge.

Lower price and smaller packs are also likely to drive potential up trading. In the personal care segment,

according to forecasts made by the Centre for Industrial and Economic Research (CIER), detergent

demand is likely to rise to 4,180, 000 metric tonnes by 2011-12 with an annual growth rate of 7 per cent

between 2006 and 2012. The demand for toilet soap is expected to grow at an annual rate of 4 per cent


18/63

between 2006-12 to 870,000 metric tonnes by 2011-12. Rapid urbanization is expected to propel the

demand for cosmetics to 100,000 metric tonnes by 2011-12, with an annual growth rate of 10 per cent.

Beverages: The US$ 2 billion Indian tea market has been growing at 1.5 to 2 per cent annually and is

likely to see a further rise as Indian consumers convert from loose tea to branded tea products. In the

aerated drinks segment, the per capita consumption of soft drinks in India is 6 bottles compared to

Pakistan's 17 bottles, Sri Lanka's 21, Thailand's 73, the Philippines 173 and Mexico's 605. The demand

for soft drink in India is expected to grow at an annual rate of 10 per cent per annum between 2006-12

with demand at 805 million cases by 2011-12. Per capita coffee consumption in India is being promoted

by the coffee chains and by the emergence of instant cold coffee. According to CIER, demand for coffee

is expected to rise to 535,000 metric tonnes by 2012, with an annual growth rate of 5 per cent between

2006-12.

Edible oil: The demand for edible oil in India, according to CIER, is expected to rise to 21 million

tonnes by 2011-12 with an annual growth rate of 7 per cent per annum.

Confectionary: The explosion of the young age population in India will trigger a spurt in confectionary

products. In the long run the industry is slated to grow at 8 to 10 per cent annually to 870,000 metric

tonnes by 2011-12.


19/63

COMPANY PROFILE


20/63

UNI

T

PRO

FILE

Moth

er

Dairy

mark

ets &

sells

dairy

produ

cts

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.


21/63

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 companys 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 Dairys 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 Companys 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.


22/63

Mother Dairy has also been marketing the Dhara range of edible oils for the last few years. Today it is a

leading brand of edible oils and is available across the country in over 2, 00,000 outlets. The brand is

currently available in the following variants: Refined Vegetable Oil, Refined Soybean Oil, Refined

Sunflower Oil, Kachi Ghani Mustard Oil and Filtered Groundnut Oil.

Mother Dairy has over the last 3 decades, harnessed the power of farmer cooperatives to deliver a range

of delicious products and bring a smile on your face.

Mother Dairy is the single largest brand of milk in Delhi, India as well as in Asia, marketing about 1.9

million litres of milk per day. Mother Dairy commands 40% market share in the organized sector in and

around Delhi, primarily because of consistent quality and service what ever be the crisis-floods, transport

strike, curfew etc. Mother Dairy, Patparganj, Delhi, is presently manufacturing & selling around 8.5 lakh

litres of tonned milk through bulk vending shops.

Mother Dairy, Delhi is an IS/ISO-9001:2000 and Hazard Analysis Critical Control Points (HACCP) and

ISO- 14001:1996 Environment Management System (EMS) Certified organization. Mother Dairy was the

first industry in country to implement ISO-14031(Environment Performance Evaluation) project. The

companys 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


23/63

company. MDFPL is a multi unit company, with units at various locations in India. Mother Dairy, Delhi

is one of the units of MDFPL.

The company is a highly trusted household name for its wide range of milk products like Milk, Flavoured

Milk, Ice-Cream, Dahi, Lassi, Table Butter, Dairy Whitner, Ghee etc. Mother dairy has taken up the

concept of Total Productive Maintenance (TPM) whole heartedly. The number of employees involved in

KAIZENS and the no.of KAIZENS per employee are very encouraging.

Mother Dairy is a member of CII-TPM Club and the KAIZENS done by Mother Dairy employees have

been selected and presented in 2nd and 3rd National Kaizen Conferances held on 7-8 October, 2003 & 1-

2 September, 2004 respectively. The TPM efforts have resulted in increase in MTBF and decrease in

MTTR.

Mother Diary has received "Best Productivity Performance" award for three consecutive years starting

from 1987-88 to 1989-90 and again from 1995-96 to 1997-1998 from National Productivity Council and a

commendation Certificate for Rajiv Gandhi National Quality Award.

MANAGEMENT SYSTEMS POLICY

Our commitment is to excellence. The evolving needs of our customers drive us to continual

improvement in our processes and systems. We are committed to: -

Apply state of the art technology and processes to enhance productivity that ensures quality atcompetitive price.

Apply processes for clean production, pollution prevention and optimize resource utilization in alloperations.

Follow food safety management system and apply HACCP (Hazard Analysis Critical ControlPoints) principles to provide safe products to customers.


24/63

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 rinsequantity after Cleaning In Place (CIP) is taken in the water recuperation tank for reuse as the

initial rinse in the subsequent CIP operation.


25/63

In-house water audit is carried out every year and by a continual process of educating theemployees 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 datafurnished 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 tuneof 200 to 250 Mkcal per annum is achieved through it.

The Dairy has constructed Rain Water Harvesting by dividing the entire premises into six zonesto 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 bySr.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.


26/63


27/63

MDF&V Pvt Ltd

MDFPL MDIL

Milk &

Dairy

Products:

MotherDairy

Unit

Pilkhuwa Dairy

VashiDairy

Fruit &

Vegetables:

Fruit &Vegetable

Unit,

Mangolpuri

FruitProcessing

Plant,

Mumbai

NeemBiocidePlant.

Anand

RamgarhUnit

SBU

Marketing

& Sales for:

DairyProducts

Ice Cream, Safal Dhara

SBU

Marketing

& Sales for:

Fresh Milk Fresh Fruit

Fruit &

Vegetable

s

MOTHER DAIRY

GROUP


28/63

TRAINING AND DEVELOPMENT

INTRODUCTION

I f y ou d o n ' t k n ow wher 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 yo 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 ofapprenticeships

and provides the backbone of content attechnical collegesandpolytechnics. Today it is often referred to

as professional development.
http://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Apprenticeshiphttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Polytechnichttp://en.wikipedia.org/wiki/Polytechnichttp://en.wikipedia.org/wiki/Polytechnichttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Professional_developmenthttp://en.wikipedia.org/wiki/Polytechnichttp://en.wikipedia.org/wiki/Technical_collegehttp://en.wikipedia.org/wiki/Apprenticeship


29/63

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.


30/63

DEVELOPMENT

This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities among

them) to bring someone or an organization up to another threshold of performance. This development

often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas,

ongoing training on the job, coaching, mentoring and forms of self-development. Some view

development as a life-long goal and experience.

Training & Development is the field concerned with workplace learning to improve

performance. Such training can be generally categorized as on-the-job or off-the-job.On-the-

job describes training that is given in a normal working situation, using the actual tools,

equipment, documents or materials that they will use when fully trained. On-the-job training is

usually most effective for vocational work.

Off-the-job training takes place away from normal work situation which means that the

employee is not regarded as productive worker when training is taking place. An advantage of

off-the-job training is that it allows people to get away from work and totally concentrate on the

training being given. This type of training is most effective for training concepts and ideas.

At a glance, we find that training gives the following results:

1) Growth, expansion and modernization cannot take place without trained manpower.2) It increases productivity and profitability, reduces cost and finally enhances skill and

knowledge of the employee.

3)

Prevents obsolescence.

4) Helps in developing a problem solving attitude.5) Gives people awareness of rules and procedures.6) Builds better communications skills.
http://en.wikipedia.org/wiki/Training_%26_Developmenthttp://en.wikipedia.org/wiki/Training_%26_Development


31/63

7) Develops hidden talent.8) Ensures consistent quality.9) Provides greater focus.10)Produces more effective/productive efforts.11)Clarifies the concept of marketing as a business process.

TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT

Training and development can be initiated for a variety of reasons for an employee or group of

employees, e.g.

When a performance appraisal indicates performance improvement is needed. To "benchmark" the status of improvement so far in a performance improvement effort. As part of an overall professional development program. As part of succession planning to help an employee be eligible for a planned change in role in the

organization.

To "pilot", or test, the operation of a new performance management system. To train about a specific topic.

GENERAL BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT

There are numerous reasons for supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover


32/63

Enhanced company image, e.g., conducting ethics training. Risk management, e.g., training about sexual harassment, diversity training

DETERMINATION OF TRAINING NEEDS

In order to determine the training needs of an organization the HRD manager should seek information on

the following points:

a) Whether training is needed?

b) Where training is needed?

c) Which training is needed?

Whether training is needed?

Training result from problems such as:

Standards of work performance not being met; Accidents; Excessive scrap; High rate of transfer and turnover; Too many low ratings on employee evaluation reports; Many people using different methods to do the same job; Excessive fatigue, fumbling, struggling with the job; Bottlenecks and deadlines not being met;

In many organizations the determination of training needs is predominantly done through observations.

One common method for recording observations is the check- list of training needs. It provides for

indicating by a Yes or No check.


33/63

Where training is needed?

After determining the need for training the manager should determine where the organization training

emphasis can and should be placed. This involves a detailed analysis of the following factors:

i. Structure of the organization,

ii. Objectives,

iii. Human resource and future plans, and

iv. Cultural milieu.

Which training is needed?

The last question to be answered by the personnel manager is about the type of training needed. This

involves determining what knowledge, skills or attitudes each individual employee should develop to be

able to perform his task in an effective way.

The three major skills which the employees of any organization need to successfully discharge their

duties are: the conceptual skill, the human relations skill and the technical skill. Conceptual skill deals

with ideas, technical skill with things and human skill with people.

WHAT IS GOOD TRAINING

The three typical beneficiaries of a training programme are the managers and supervisors of trainees,

trainees themselves and external customers. Each beneficiary has his own requirements and perception of

what is good training. Thus, the senior managers and supervisors want training to be low in cost, to

increase employees job performance, to improve their attitudes and morale and to be minimally


34/63

disruptive to the work in terms of promotion or compensation. Trainees want the training to be of high

quality which can be easily transferred to the job. They want the training venue to be more pleasant than

the job venue and expect training work place to benefit them personally. Last, though not the least

important are external beneficiaries who want the training to result into high quality products and

services, but do not want training to interfere with the fulfillment of their needs for example, a bank

customer wants high quality customer service from tellers but does not want a trainee teller to take a few

moments longer than usual with a transaction. The HRD manager must address all the above needs of

different beneficiaries throughout the training process.

METHODS OF TRAINING

No simple formula defines the form of training to be used for a given purpose. The skills needs of

operatives, the size and traditions of the company, the abilities of trainers, the time and the money

available for training and the experience of the company about the training activities that have been

carried on in the past, will affect the type of training that will be most successful in a given situation.

Nevertheless it will be helpful to indicate briefly the principal alternatives from which the manager may

choose:-

1) On- the- job training The most important type of training is On- the job training. The

experience of actually doing something makes a lasting impression and has a reality that other

types of training cannot provide. The worker in this method learns to master the operations

involved on the actual job situation under the supervision of his immediate boss. Some important

advantages of this type of training are as follows :-

a) It can be learned in a relatively short period of time, say, a week or two.

b) It is highly economical.

c) It is not located in an artificial situation, either physically or psychologically and,

therefore, eliminates the possible problem of transfer of learning.


35/63

There are several types of training programmes which make use of on-the-job training concept.

Some of them are described below:-

Job rotation Internship training Apprenticeship

2) Vestibule Training: - This method attempts to duplicate on the job situation in a company

classroom training, which is often imparted with the help of equipment and machines, which are

identical with those in use in the place of work. It is very efficient method of training semiskilled

personnel, particularly when many employees have to be training for the same kind of work.

3) Learning by seeing or demonstration method :- In this method , the trainer describes and

display something ,as when he teaches an employee how to do something by actually performing

the activity himself and by going through step by step explanation of why and how he is

doing .

Demonstration are very effective in teaching because it is much easier to show a person how to

do a job then ask him to gather instructions from the reading materials, discussion etc.

4) Simulation: - Simulation is a technique, which duplicates, as nearly as possible, the actual

conditions encountered on the job. The training is essential in cases which actual on the job

practice might result in a serious injury, a costly error, or the destruction of valuable materials or

resources.

5) Class-room or off-the-job training: - Off-the job training is not a part of everyday job

activity. The actual location may be in the company classroom or in places which are owned by

the company. These methods consists of :-

Lectures


36/63

Conferences Group discussions Case studies Role-playing Programmed instructions Laboratory trainings

TRAINING PLAYS THE FOLLOWING ROLES IN AN ORGANIZATION

1) Increase in efficiency: Training plays active role in increasing efficiency of employees in an

organization. Training increases skills for doing a job in better way. Though an employee can

learn many things while he is put on a job, but he can do much better if he learns how to do the

job. This becomes more important specially in the context of changing technology because the

old method working may not be relevant.

2) Increase in morale of employees: - Morale is a mental condition of an individual or group,

which determines the willingness to cooperate. High morale is evidenced by employee

enthusiasm voluntary conformation with regulations and willingness to cooperate with others to

achieve organizational objectives. Training increases employee morale by relating their skills

with their job requirements. Trained employees can see job in more meaningful ways because

they are able to relate their kills with job.

3) Reduced Supervision: Trained employees require less supervision. They require more autonomy

and freedom. Such autonomy and freedom can be given if the employees are trained properly to

handle their jobs without the help of supervision.

4) Increased organizational viability and flexibility: Trained people are necessary to maintain

organizational viability and flexibility. Viability relates to survival of the organization during bad

days, and flexibility relates to sustain its effectiveness despite the loss of its key personnel and


37/63

making short-term adjustment with the existing personnel. Such adjustment is possible if the

organization has trained people who can occupy the positions vacated by key personnel.

BENEFITS OF TRAINING

Training benefits the organization in manifold ways: -

1. Benefits to organization: -

Leads to improved profitability and more positive attitudes toward profit orientation. Improves the job knowledge and skills at all levels of the organization.

Improves the morale of the workforce.

Helps people identify with organizational goals. Helps create a better corporate image. Fosters authenticity, openness, and trust. Aids in organizational development. Learns from the training. Helps keep costs down in many areas, example production, personnel, administration etc. Develops a sense of responsibility to the organization for being competent and

knowledgeable.

Improves labour management relations. Helps employee adjust to change. Aids in handling conflict, thereby helping to prevent stress and tension.

2. Benefits to the individual which in turn ultimately benefit the organization: -

Helps the individual in making better decisions an effective problemsolving. Through T&D, motivational variables of recognition, achievement, growth, responsibility

and advancement are internalized and operationalized.


38/63

Aids in encouraging and achieving selfdevelopment and selfconfidence. Helps a person handle stress, tension, frustration and conflict. Provides information for improving leadership knowledge, communication skills and

attitudes.

Increase job satisfaction and recognition. Satisfy personal needs of the trainer. Helps eliminate fear in attempting new task.

3. Benefits in personnel and human resources:

Improves communication between groups and individual. Aids in orientation for new employees and those taking new jobs through transfer and

promotion.

Provides information on equal opportunity and affirmative action. Improves interpersonal skills. Improves morale. Builds cohesiveness in groups. Provides a good climate for learning, growth and coordination. 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


39/63

contribution of T&D to organizational strategy. Then we identify organizational T&D needs.

Thereafter we agree priorities for developing the T&D function. These sub steps are followed by

identifying the current competence of individuals of individuals and agreeing individuals and

group priorities or learning.

2) Design T&D strategies and plans: - The second step is to design T&D strategies and plans. In

this step first we identify resources required to implement a strategic plans and specify an

operational plan that meets organizational requirements and further designing learning programs

that meet learning needs and test, adapt and agree learning program designs.

3) Provide learning opportunities resources and support: - The third step is to provide learning

opportunities resources and support. In this we obtain and allocate resources to meet the

requirement of Training and development plans. Then prepare and present demonstrations and

information to co-ordinate and assist the preparation and delivery of learning opportunities.

4) Evaluate effectiveness of T&D:-Fourth step in training is to evaluate the effectiveness of T&D,

which involves plan setup, evaluate, and modify the learning plans. Then assess, co-ordinate,

verify and identify previously acquired competence.

5) Support T&D advances and practice: - And last step is to support T&D advances and practice.

This includes evaluating and disseminating advances in T&D. Then we administer training

facilities and after that establish and maintain information system.


40/63

BLOCK DIAGRAM OF TRAINING PROCEDURE

Identify Training and

Development Needs

Design T& D strategies and

plans.

Provide learning opportunities,

resources and support

Evaluate the effectiveness of

T& D

Support T &D advances and

practice.

Identify organizational requirements forT&D

Identify the learning needs of individuals

and groups.

Design organizational T&D strategies and

plans

Design strategies to assist individuals and

groups to achieve their objectives.

Obtain and allocate resources to deliver T&D

plans

Provide learning opportunities and support

to enable individuals and groups to achieve

their objectives

Evaluate the effectiveness of T&D

Evaluate individual and group achievements

against objectives.

Assess achievements for public certification.

Contribute to advances in T&D

Provide services to support T&D practice.


41/63


42/63

DATA ANALYSIS AND INTERPRETATION

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


43/63

(a)Yes (b) No

Yes 100

No 0

TABLE 1

FIGURE 1

INTERPRETATION: - According to all employees training sessions are arranged in their organization.

TRAINING SESSION

100%

0%

Yes

No


44/63

2. In your company which of the following training methods are preferred :-

(a) On the job (b) Off the job

(c) Any other

On the job 60

Off the job 25

Any other 15

TABLE 2


45/63

FIGURE 2

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

15% other methods.

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

(a) Knowledge (b) Skill

TRAINING METHODS

60%

25%

15%

On the job

Off the job

Any other


46/63

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

Knowledge 30

Skill 10

Quality of work 10

All of the above 50

TABLE 3

FIGURE 3

CHANGES FELT AFTER THE PROGRAMMES

30%

10%

10%

50%

Knowledge

Skill

Quality of work

All of the above


47/63

INTERPRETATION: - 30% of employees feel change in their knowledge, 10% in their skills, 10% in

quality of work and 50% in all of the above.

4. How many training programmes you have attended within one year?

(a) Less than 2 (b) Less than 5

(c) Less than 10

Less than 2 30

Less than 5 30

Less than 10 40

TABLE 4


48/63

FIGURE 4

INTERPRETATION: - 30% of employees have attended less than 2 training programmes in a year,other 30% have attended less than 5 and 40% have attended less than 10 programmes.

5. What was the impact of training?

(a) Increased morale (b) Increased speed of work

(c) Both

TRAINING PROGRAMMES ATTENDED IN A YEAR

30%

30%

40%

Less than 2

Less than 5

Less than 10


49/63

Increased morale 10

Increased speed of work 10

Both 80

TABLE 5

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.

INPACT OF TRAINING

10%

10%

80%

Increased morale

Increased speed of work

Both


50/63

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


51/63

FIGURE 6

INTERPRETATION: - 20% of employees have got only one promotion after attending training, 70%

have got more than on promotion while 10% of employees have not been promoted.

7. Do you agree that the programme would have been more beneficial if some more

background material would have been sent in advance?

(a) Strongly agree (b) Agree

(c) Difficult to say (d) Not at all

PROMOTIONS AFTER TRAINING

20%

70%

10%

One

More than one

No promotion


52/63

Strongly agree 70

Agree 10

Difficult to say 15

Not at all 5

TABLE 7

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.

BENEFIT OF BACKGROUND MATERIAL

70%

10%

15%

5%

Strongly agree

Agree

Difficult to say

Not at all


53/63

8. Do you feel training also contributes to personal growth of an employee?

(a) Yes (b) No

Yes 95

No 5

TABLE 8

FIGURE 8

CONTIBUTION TO PERSONAL GROWTH

95%

5%

Yes

No


54/63

INTERPRETATION: - 95% of employees feel that training programmes contribute to their personal

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

9. Do you feel training programs helped the company to achieve its objectives?

(a) Yes (b) No

Yes 100

No 0

TABLE 9


55/63

FIGURE 9

INTERPRETATION: - 100% employees feel that training programs helped the company to achieve its

objectives.

10.How well the programme was organized?

(a) Very badly (b) Badly

(c) Well (d) Very well

CONTRIBUTION TO ORGANIZATION'S

OBJECTIVE

100%

0%

Yes

No


56/63

(e) Exceptionally well

Very badly 0

Badly 5

Well 60

Very well 25

Exceptionally well 10

TABLE 10

FIGURE 10

ORGANIZATION OF TRAINING PROGRAMMES

0%

5%

60%

25%

10%

Very badly

Badly

Well

Very well

Exceptionally well


57/63

INTERPRETATION: - 0% of employees feel that the training programme was very badly organized,

5% of employees feel that it was badly organized, 60% feel that it was well organized, 25% feel that it

was very well organized while 10% feel that the training programme was exceptionally well organized.

FINDINGS

The data which we analyzed from the questionnaire of Mother Dairy has the following findings: -

1) 50% of employees feel change in their knowledge; skills and quality of work collectively while

30% in their knowledge, 10% in their skills and 10% in their quality of work.

2) 80% of employees have increased their morale and speed of work, 10% of employees have only

increased their morale while remaining 10% increased their speed of work after attending training

programmes.

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

4) 70% of employees strongly agree with the fact that training sessions would be more beneficial if,

some background material is provided to them.

5) 95% of employees think that training contributes to their personal growth.


58/63


59/63

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


60/63

Value for money Customer satisfaction

SUGGESTIONS

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

training programme has been organized so that the participants are able to understand the topics

being covered in the training programme in advance.

2) It is easier for the trainee to understand the material that is meaningful so all the material should

be meaningful and theory can also be made interesting if they include: -

When material is presented to the employee a variety of similar example should be used.


61/63

The term and concept that are already familiar to the trainee should be used.

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

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

employees agree that their personal growth increases with training and development.

QUESTIONNAIRE

Sir/Mam,

As a student of Amrapali Institute, Haldwani I am working on IMPACT OF TRAINING AND

DEVELOPMENT. Present questionnaire is a part of my project mentioned above. Please cooperate

with me by answering following questions.

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

(a)Yes (b) No

2. In your company which of the following training methods are preferred :-

(a) On the job (b) Off the job

(c) Any other


62/63

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

(a) Knowledge (b) Skill

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

4. How many training programmes you have attended within one year?

(a) Less than 2 (b) Less than 5

(c) Less than 10

5. What was the impact of training?

(a) Increased morale (b) Increased speed of work

(c) Both

6. How many promotion you have had after your training?

(a) One (b) More than one

(c) No promotion

7. Do you agree that the programme would have been more beneficial if some more

background material would have been sent in advance?

(a) Strongly agree (b) Agree

(c) Difficult to say (d) Little

(e) Not at all

8. Do you feel training also contributes to personal growth of an employee?

(a) Yes (b) No

9. Do you feel training programs helped the company to achieve its objectives?

(a) Yes (b) No


63/63

10.How well the programme was organized?

(a) Very badly (b) Badly

(c) Well (d) Very well

(e) Exceptionally well

amul dairy training and develpment

Documents