training
TRANSCRIPT
A
Research Project Report
On
“Training Needs Identification of Associates”
Submitted to
KURUKSHETRA UNIVERSITY,KURUKSHETRA
IN THE PARTIAL FULFILLMENT OF DEGREE OF
“MASTER OF BUSINESS ADMINISTRATION”
Under The Guidance Of: Submitted By:
Ms. Meenal Guglani Ritu
Assistant Professor
MAHARAJA AGRASEN INSTITUTE OF
MANAGEMENT AND TECHNOLOGY
JAGADHRI - 135003
1
DECLARATION
I RITU hereby declares that the Summer Training Report entitled “Training Needs
Identification And Skill Analysis Of Associates Under TPM” submitted to Kurukshetra
University, Kurukshetra for the completion of Degree of Master Of Business
Administration through Maharaja Agrasen Institute Of Management And Technology is
my original work and the same has not been submitted to any other insititute for the
award of any other degree or diploma
Ritu
2
ACKNOWLEDGEMENT
No task is single person’s endeavour. Various factors, situations, and people integrated to
provide the background for the accomplishment of the task. Behind this work like, the
kind help, assistance and valuable advice of many people to whom I remain indebted.
I therefore take this opportunity to express my heartful thanks to the Management of
“ARADHNA SOFT DRINKS COMPANY, PANIPAT (A Subsidiary Of PepsiCo India
Holding Pvt. Ltd.)” for providing me to undergo 6 weeks training in esteemed
organization.
Firstly I would like to thank Mr. Ankush Gour , Assistant Manager (HR) for guiding
me during my summer training.
I wish to express my sincere thanks to my guide and mentor Ms. Meenal Guglani ,
Assistant Professor for their valuable and innovative guidance and for providing
necessary facility. Without their knowledgeable guidance, this work wouldn’t have been
possible.
I would like to thank all of them for their kind support in completion of this report. This
report is an enriching and knowledgeable experience.
Thank You
Ritu
MBA
PREFACE
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The Summer Training Program of Department Of Business Administration by Maharaja
Agrasen Institute Of Management & Technology involves exposure of student to get
an insight into the business situation. This practical training gives ample opportunity to
apply once academic knowledge in the fiend substantiated by one personality, initiative
capabilities.
I had the honor and privilege to take Summer Training at “ARADHNA SOFT DRINK
COMPANY, PANIPAT (A Subsidiary Of PepsiCo India Holding Pvt. Ltd.)”
My topic is “Training Needs Identification Of Associates”
I hope my survey report will be valuable for company and it will help the management in
to know about the training needs of the lower level employees. This report will also help
in removing the dissatisfaction among the associates to some extent.
INDEX OF CONTENTS
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Page No.
1. INTRODUCTION 1
INTRODUCTION TO PROJECT
INTRODUCTION TO TOPIC
INTRODUCTION TO INDUSTRY
2. LITERATURE REVIEW
3. SIGNIFICANCE OF THE STUDY
4. OBJECTIVES OF THE STUDY
5. CONCEPTUALIZATION
6. OPERATIONAL DEFINITIONS
7. RESEARCH METHODOLOGY
RESEARCH DESIGN
SCOPE OF THE STUDY
DATA COLLECTION METHODS
SAMPLE DESIGN
8. DATA ANALYSIS
9. FINDINGS OF THE STUDY
10. LIMITATIONS
11. CONCLUSION
12. SUGGESTIONS
13. BIBLIOGRAPHY
14. ANNEXURE
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INTRODUCTION
INTRODUCTION TO PROJECT
6
The study is to about training needs of the associates in a manufacturing concern. This
study covered the various causes of decrease in the performance of the associates. This
study is helpful to know the various reasons because of which the associates are not
performing up to the expectations.
Through this study, the process of skill analysis of associates adopted by Aradhana Soft
Drink Company will be known. This study will help to identify the skill level of the
associates.
This study also will also help to know about the satisfaction level of the associates. This
study will help to know about the technical training needed by the associates. This study
will also help the company to implement various training programs to fulfill the needs of
the associates. So this study become relevant to understand the skill analysis of associates
as well as to identify the training needs of the associates.
INTRODUCTION TO TRAINING
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The concept of training is related with enhancing skill and quality of performance of
workers for increasing productivity. Training programs are conducted to enhance the
existing skills of the associates and to develop the skills required to play different roles
and jobs in the organization.
Training needs analysis process is a series of activities conducted to identify problems or
other issues in the workplace, and to determine whether training is an appropriate
response. The needs analysis is usually the first step taken to cause a change. This is
mainly because a needs analysis specifically defines the gap between the current and the
desired individual and organizational performances.
Training MeansT - To Be In Time On Your Seat
R - Remain Attentive All The Time
A - Actively Participate
I - Interact For Clarity
N - Note Difficult Point To Memorize
I - Improve Listening Habit
N - Never Neglect The Program
G - Gain As Much As You Can
In details, we can say that Training is the organized procedure by which employees
acquired knowledge and /or skill for a definite purpose after they have selected, placed
and inducted in the organization. It is the art of increasing the knowledge and skill of
employees for doing a certain job. Training is to be designed to meet the specific goals in
the organizations.
Training should be continuous and progressive designed to increase the individual’s
potential of maintenance staff members and to form them into a technical quality and
well organized efficient team. The objective of the training must be well defined clearly
to the trainees.
“Training should be means to an end not an end in itself; It must be an integral part of the
organizations.”
Origination Of Training Needs
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Objectives Of Training
Less original equipment training
Lack of multiskilled workforce
Less focus on operational & maintenance training
Lack of internal trainers
Skill level of individuals is poor
Lack of employee involvement Low motivation &
output from employees
Creating a learning organization & change attitude
Develop a Training Paradigm for skill development
Adopt improvement techniques & involve people
Enhancement of awareness, knowledge & skill related to Operation & maintenance.
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To impact the knowledge of new recruits
To impact skills of new employees which are needed by the organizations.
To increase efficiency and morale.
To increase potential.
To develop better behavior pattern which are appropriate to the their jobs and
responsibilities.
For promotion to provide successors.
To improve productivity.
Process Of Training
Types Of Training
Determine training needs.
Establishing training policies.
Setting goals and objectives of
training.
Preparing training budget.
Deciding about the training
venue.
Decide about methods and
techniques to be deployed in
training.
Determine methods of evaluating
training.
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1. On - The Job Training
2. Off - The Job Training
1. On-The Job Training:- In this method, the trainee is placed on a regular job and taught
the skills necessary to perform it. The trainee learn by observing and handling the job,
therefore it is called Learning By Doing. He gets training under the same type condition
in which he will be working on later. When a worker is trained on those very machine on
which he will work, then he will adapt more easily to the working condition.
There are several methods of On-The Job Training
Job Rotation Step
Mentoring
Committee Assignment
Apprenticeship Training
2. Off-The Job Training:- This method is generally used by government and public
enterprises. School or Institutions is established to provide training to all types of
persons. A program of training is designed to suit the need of the job which the trainee
occupies. Some different courses are arranged for separated group employees.
There are several methods of Off-The Job Training
Role Playing
Lecture Method
Conference Method
Vestibule
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Why to conduct training needs analysis?
An in-house trainer or a consultant performs a needs analysis to collect and document
information concerning any of the following three issues :
1. Performance problems
2. Anticipated introduction of new system, task or technology
3. A desire by the organization to benefit from a perceived opportunity
In all three situations, the starting point is a desire to effect a change. It is important to
know how the people who will experience change perceive it. In the absence of a needs
analysis, we may find employees resistant to change and reluctant to training. They may
be unable to transfer their newly acquired skills to their jobs because of the organizational
constraints.
A needs analysis often reveals the need for well-targeted training areas. Those conducting
the needs analysis must get a clear idea of the problem, look at all possible remedies and
report on their findings to management before deciding on the best solution.
When properly done, a needs analysis is a wise investment for the organization. It saves
time, money and effort by working on the right problems. Organizations that fail to
support needs analysis make costly mistakes; they use training when another method
would have been more effective; they use too much or too little training, or they use
training but fail to follow up on it.
Process of conducting a training needs analysis is a systematic one based on specific
information-gathering techniques. In many ways, the needs analysis is like detective
work; we follow up on every lead, check every piece of information and examine every
alternative before drawing any solid conclusions. Only then we can ensure of having the
evidence on which to base a sound strategy for problem solving.
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A needs analysis is not a one-time event. Professional organizations administer needs
analysis at regular intervals, usually every year or two.
Methods of Identifying Training Needs
Training needs will differ with the backgrounds of the employees to be trained, and their
present status in the organization. Basically, a candidate for training may come from any
one of three groups :
1. New hires
2. Veteran employees
3. Trainees currently in the training pipeline ( currently in the training program )
Consideration of the varying needs of these groups provides a frame of reference for
discussing and suggesting the methods of identifying training needs :
• New Hires
Addition of new employees creates high and low peaks in placing new persons into the
training program. This problem may be solved by a program where progression is made
in different sequences. It will eliminate a jam that will occur if all phases of the program
must be taken in a definite sequence.
The new employees will normally be of somewhat different backgrounds. Being new,
they are not familiar with their new employers. As a result, the earliest phases of the
training must concentrate on company orientation. During these phases, the organi-
zation, organization policies and administrative details should be covered. It is also a
suitable time to acquaint the trainees with what will be expected of him, and how he will
be evaluated throughout the phase of training.
• Retaining & Upgrading Veteran Employees
The people in this category offer a real challenge to the training department. There- fore,
the number and amount of training required by this category should be carefully
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considered. Often the retraining and upgrading of former employees can be very
rewarding for training instructors. On the other hand, this category of employees can also
make significant contribution to training if they are co-mingled with the new hires.
• Pipeline Employee Requirements
A good training program will normally have participants in various phases of comp-
letion. An awareness of completion dates and how the potential employee will be
employed should be the concern of the training staff and also the employee’s supervisor.
A trainee should have a challenge in all phases of his training. All these challenges
should not be confined to those phases where the pipeline employee is sitting in a
classroom. Therefore, it is recommended that thorough interim test-work be given to
pipeline employees in periods between formal classes. This may take the form of
solidifying what he learned in the prior phase and serve as preparation for the coming
phases.
Techniques for Determining Specific Training Needs
There are a number of practical methods that can be used to gather data about employees’
performance. Each works well in given circumstances; therefore, it is necessary to
determine which be the best for whom.
1. Observation
In this approach, an employee’s performance itself is the source of information. Using
this method worker’s performance can be evaluated through first-hand observation and
analysis. This is best accomplished by watching the worker and playing the role of non-
participating observer. This means that we watch and listen and evaluate what we see and
hear, but do not get involved in his work process in any way.
To make this activity more productive, use a checklist to remind you of what to look for
and take notes.
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The objective during observations is to identify both the strengths to build on and the
deficiencies to overcome. A key advantage of using direct observation in the needs
analysis is that we gain first-hand knowledge and understanding of the job being
performed and the strengths and weaknesses of the relevant worker.
2. Interviews
The use of interviews in conducting the needs analysis is strongly urged. This allows us
to determine whether a piece of information is one person’s opinion, or part of a
widespread perception. Since the interview guide forces to ask each worker a number of
predetermined questions, we must select those questions that are essential to what we are
trying to learn.
Interviews allow us to meet employees face to face to discuss their impressions of
performance. Because we are in conversation with workers, we can explore their
responses in depth. We obtain a full understanding of their performance deficiencies.
We also gain these benefits through interviewing:
1. We build credibility with our interviewees by asking intelligent questions and
Listening well to their answers
2. We obtain employees’ personal involvement and commitment to our efforts
3. We establish personal relationships with potential trainees who are important to our
success as a needs analyst and trainer
3. Questionnaires
A questionnaire is a sort of interview on paper. We create our own questionnaire by
writing down all the questions we want employees to answer. Then we give it to them
and await their responses.
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The key advantage of a questionnaire is that we can include every person from whom
we want input. Employees can complete the questionnaire when and where they choose.
We need not travel and spend time with all respondents. Every employee is asked the
identical questions, and consequently data is very easy to compile and analyze.
Questionnaires can be useful in obtaining a ‘ big picture ’ of what a large number of
employees think while allowing everyone to feel that they have had an opportunity to
participate in the needs analysis process.
4. Job Descriptions
Before establishing a job description, a job analysis must be made. This job analysis
involves a thorough study of all responsibilities of the relevant job. It is company wide in
scope and should be detailed to such a degree that those conducting the training can use
the job analysis as a yardstick for their course content. After the job analysis phase has
been completed, the writing of job description and needs analysis is a relatively simple
task. When an employee’s job description has been defined, the trainer can easily tailor
his training curriculum to a very close proximity of what will be expected of the
employees.
5. The Difficulty Analysis
The Job Analysis will focus attention on enumerating the numerous duties that a worker
must perform. On the other hand, the Difficulty Analysis establishes which of the duties
cause the employee the greatest amount of troubles and how this trouble can be reduced
through better training.
A good Difficulty Analysis offers many advantages.
• It enables a needs analyst to weigh certain aspects of the training in relationship to the
expected difficulty that the worker will face in coping with those duties.
• A well thought out Difficulty Analysis will provide the training program with an
abundance of role-playing material and situations.
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6. Problem Solving Conference
Another time-tested technique for gathering needs analysis material from employees is to
conduct periodic problem solving conferences which may take the form of or be part of a
plan for a new product, task or technology, or tied in with a training program It is always
helpful to utilize an outside consultant to moderate such sessions. This outside
sponsorship has a tendency of letting the workers express their feelings about his
organization, and the session can then be geared to training needs. The current problems
will evolve that represent potential areas for training.
7. Appraisal Reviews
During the periodic counseling performance interview, an employee should be ques-
tioned regarding the duties and training of a worker. Comments rendered during the
appraisal interviews normally are genuine, and can frequently assist in establishing the
needs, variations and penetrations that a training program should include. Feed- back at
appraisal interview time is valuable since it is timely information. Training needs differ
from worker to worker, and appraisal sessions allow the employee and supervisor /
manager to uncover the cause of weaknesses in performance. These deficiencies
represent areas for training.
8. Drive Pattern Identity
The extent of an employee’s development depends on his motivations. Identifying the
forces that cause an employee to behave in a certain way may be useful in determining
his individual training needs and how to stimulate his desire to fulfill that need. An
analysis of this kind, for example, may determine that the employee has an urgent need
for self-confidence. His individual program should be made to stress the importance of
attitude, skills etc., and any other assets that would give him this self- confidence.
9. Analysis of Organizational Policy
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Organization policy will affect the amount of training offered. An explanation of various
policies should be covered in the training program. Of particular concern are those
policies that involve change, alteration and major revamping of training programs. In
organizations undergoing merger activity, product diversification and new penetration, a
great deal of sensitivity must be placed on policies today and expected changes in the
future.
TRAINING NEED ANALYSIS
People learn throughout their lives. Learning can increase productivity, prepare
individuals for career advancement, allow for succession planning and most of all, it
keeps work interesting! So training efforts aim at meeting the requirements of the
organization and the individual employees.
Training need = standard performance – actual performance
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As shown in diagram the process of training, it is clear that training need analysis ( TNA)
is the first step in every training programme & it is mandatory to make the training efforts
successful. TNA involves finding answers to questions such as : Whether training is
needed ? If yes , where it is needed ? Once we identify training gaps within the
organization , it becomes easy to design an appropriate training programme. Training
needs can be identified through the following types of analysis.
Organizational need analysis:- According to many training experts, attaining the
objectives of the business should be the ultimate concern of any training & development
effort. Therefore, conducting an organizational needs analysis should be the first step in
effective need assessment. It begins with an examination of the short & long – term
objectives of the organization & trends that are likely to affect these objectives. It
involves a study of the entire organization in terms of its objectives , its resources, the
utilization of these resources , in order to achieve stated objectives .
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Task or role analysis:- This is a detailed examination of a job , its components, its
various operations & conditions under which it has to performed . the focus here is on the
roles played by individual & the training needed to perform such roles. The whole
exercise is meant to find how the various tasks have to be performed and what kind of
skills , knowledge , attitudes are required to meet the job needs. Questionnaires,
interviews , reports, tests, observation & other methods are generally used to collect job
related information from time - to –time. After collecting the information an appropriate
training programme may be designed , paying attention to performance standards
required of employees, the tasks they have to discharge etc.
Person analysis:- Training need analysis at individual level focuses on each and every
individual in the organization. At this level, the organization checks whether an employee
is performing at desired level or the performance is below expectation. If the difference
between the expected performance and actual performance comes out to be positive, then
certainly there is a need of training.
To be effective , training efforts must continuously monitor and coordinate the three
kinds of analysis described above. An appropriate programme that meets the company’s
objectives , tasks and employee needs may then be introduced.
Meaning Of Skill
Skill means the special knowledge for doing a particular task. Every job requires any type
of skill for doing that job. So skill level of person affects the output of the job.
In the organization, every task requires a special type of skill for performing it in an
efficient manner. For example Marketing Manager must posses good communication
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skill and Production Manager must posses special type skills for effective and high
quality production.
Skill Analysis Of Associates
So in the organization Skill Analysis Of Associates must be required for continuous and
economic production of goods.
For improvement in skill level of associates Training Program must be provided time to
time in the organization and Skill level of associates must be evaluated time to time by
preparing skill matrix of associates.
In the process, it is shown that skill level of employees and job requirements are
compared. If skill level of employee is satisfactory according to job needs then job
responsibility is given . if job requirement doesn’t match skill level then on-the job & off
–the- job training is provided.
To analyse the training need of the associates ,skill analysis is very essential. First of all
all operations done by associates is examined , after that select associates whom training
need has to be analysed. Afer that taking one associate and by describing his job
description questionnaire is filled by his engineers to know his skill level .Second last
step is to identify his desired & existing skill level on different operations except to his
job. In last step skill matrix is made based on his present & desired skill level. Training
need is analyse based on this skill matrix.
Process Of Skill Analysis
Skill Level Job Requirement
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NO YES
INTRODUCTION TO INDUSTRY
Company Profile
Matching
Identify group/individual needs
Fix training targets
Conduct training based on skill
Evaluation
On the job training
Class room training
Visit other plant
Scale model & explain to others
Attending seminars
Trough kaizen & OPL
Assign job responsibility Found fit,
encourage higher responsibility
Off the job training
On the job training
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PepsiCo is founded by Donald M. Kendall, President and Chief Executive Officer of
Pepsi-Cola and Herman W. Lay, Chairman and Chief Executive Officer of Frito-Lay,
through the merger of the two companies. Pepsi-Cola was created in the late 1890s by
Caleb Bradham, a New Bern, N.C. pharmacist. Frito-Lay, was formed by the 1961
merger of the Frito Company and the H. W. Lay Company. Herman Lay is chairman of
the Board of Directors of the new company, PepsiCo. Donald M. Kendall is president and
chief executive officer
PepsiCo is a world leader in convenient snacks, foods and beverages with revenues of
more than $39 billion and over 185,000 employees. Pepsico entered India in 1989 and
remain firmly commited to the Indian market. PepsiCo has strong relationship with local
franchise partners, distributors and suppliers.
History of the company
In 1965, the company launched its first campaign “Yahoo Mountain Dew”, Pepsi-Cola,
Diet Pepsi. Frito- Lay launched Fritos brand corn chips, Lay’s brand potato chips,
Cheeto’s brand cheese flavored snacks, Ruffles brand potato chips was introduced. In
1966, Pepsi entered Japan and Eastern Europe.
In 1968, North American Van Lines (NAVL), a premier transportation company, joined
PepsiCo. In 1970, PepsiCo moved from New York City to new world headquarters in
Purchase, N.Y, the new corporate headquarter. Pepsi is the first company to respond to
consumer preference with lightweight, recyclable, plastic bottles. In 1975, Pepsi Light,
with a distinctive lemon taste, is introduced as an alternative to traditional diet colas.
In 1976, PepsiCo adopted Code of Worldwide Business Conduct and Pepsi-Cola became
the single largest selling soft drink brand sold in U.S. supermarkets. In 1977, PepsiCo
acquired Pizza Hut. In 1978, Taco Bell is acquired. In 1979, PepsiCo Research and
Technical Center was opened in Valhalla, N.Y. In 1980,
PepsiCo Food Service International (PFSI) is formed to focus on overseas development
of restaurants. In 1982, the first major brand caffeine-free colas, are introduced. In 1988,
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PepsiCo purchased 7Up International, the third largest franchise soft drink operation
outside the United States and PepsiCo was listed on the Tokyo stock exchange.
In 1993, Pepsi-Cola International introduces Pepsi Max, a soft drink with unique blend of
sweeteners that delivers maximum cola taste in a no-sugar product. In 1995, Pepsi-Cola
introduces "Nothing else is a Pepsi" theme line. In 2003, Pepsi announces four-year
sponsorship agreement with the UK Football Association. In 2004, PepsiCo Launches
'Health Roads' Wellness Benefit for Associates and their Families. In 2007, Aquafina
launches Aquafina Alive—a low calorie, vitamin-enhanced water beverage and
Tropicana launches Tropicana Fruit Squeeze, a 20-calorie drink with real Tropicana fruit
juice.
The PepsiCo Family
There are three major divisions of the PepsiCo family: PepsiCo
Americas Beverages, PepsiCo Americas Foods, and PepsiCo
International.
PepsiCo Americas Beverages
PepsiCo's beverage business was founded in 1898 by Caleb Bradham, a New Bern, North
Carolina, druggist, who first formulated Pepsi-Cola.
Today, Brand Pepsi is part of a portfolio of beverage brands that includes carbonated soft
drinks, juices and juice drinks, ready-to-drink teas and coffee drinks, isotonic sports
drinks, bottled water and enhanced waters. PNAB has well known brands such as
Mountain Dew, Diet Pepsi, Gatorade, Tropicana Pure Premium, Aquafina water, Sierra
Mist, Mug, Tropicana juice drinks, Propel, SoBe, Slice, Dole, Tropicana Twister and
Tropicana Season's Best.
24
PepsiCo Americas Foods
PepsiCo Americas Foods (PAF) is PepsiCo’s food and snack business in North and South
America. Its portfolio of businesses includes Frito-Lay North America, Quaker Foods &
Snacks, Sabritas, Gamesa and Latin America Foods. PepsiCo's snack food operations had
its start in 1932.
PepsiCo International
PepsiCo International is comprised of all PepsiCo businesses in Europe, Asia, Africa and
Australia. Pepsi-Cola began selling its products in Europe in the 1930s and expanded
international beverage operations rapidly beginning in the 1950s. PepsiCo formally
established an international food unit in 1973, and 30 years later, in 2003 the company
combined the food and beverage businesses to form PepsiCo International.
Today, the employees of PepsiCo International make, sell and deliver a variety of great
tasting foods and beverages around the world, including Lay’s potato chips, Doritos,
Cheetos, Quaker Oats, Pepsi-Cola, Gatorade, Lipton ready to drink teas, and Tropicana
juices. The company also regularly introduces unique products for local tastes.
PepsiCo International has a well-earned reputation of giving back to the communities in
which its products are sold, with a focus on health and wellness, environmental sustaina-
bility and education.
Board of Directors and Committees
PepsiCo’s business strategy and affairs are overseen by our Board of Directors, which is
comprised of two executive directors and ten independent outside directors. Only
independent outside directors make up our three standing Board Committees, 1)
Nomination and Corporate Governance, 2) Audit, and 3) Compensation.
Shona L. Brown
Senior Vice President, Business Operations of Google Inc.
25
Ian M. Cook
President and Chief Executive Officer Colgate-Palmolive
Dina Dublon
Consultant, Former Executive Vice President and Chief Financial Officer, JP Morgan
Chase & Co.
Victor J. Dzau, M.D.
Chancellor for Health Affairs, Duke University
and President & CEO, Duke University Health Systems
Ray L. Hunt
Chief Executive Officer, Hunt Oil Company
Indra K. Nooyi
Chairman of the Board and Chief Executive Officer PepsiCo
Indra Nooyi is Chairman and Chief Executive Officer of PepsiCo. Mrs. Nooyi is the chief
architect of PepsiCo’s multi-year growth strategy, “Performance with Purpose,” which is
focused on generating robust financial returns from designing products for and finding
sustainable ways to give back to communities the company serves. Mrs. Nooyi was
named President and CEO on October 1, 2006 and assumed the role of Chairman on May
2, 2007. She has directed the company's global strategy for more than a decade and led
PepsiCo's restructuring. Prior to becoming CEO, Mrs. Nooyi served as President and
Chief Financial Officer beginning in 2001, when she was also named to PepsiCo's board
26
of directors. In this position, she was responsible for PepsiCo’s corporate functions,
including finance, strategy, business process optimization, corporate platforms and
innovation, procurement, investor relations and information technology.
Brand Portfolio
PepsiCo products can be found in nearly 200 countries around the globe. PepsiCo is
comprised of muscular brands that compete globally and leverage our scale and
distribution power. From beverages to snacks, it offer consumers a broad range of
product choices from simple treats to healthy eats. PepsiCo have 18 brands in its portfolio
that generate $1 billion or more each in annual retail sales and PepsiCo’s commitment to
sustainable growth, is focused on healthy financial returns.
Pepsi
Pepsi has been bringing fun and refreshment to consumers for over 100 years. PepsiCo
provides the broad spectrum of beverages worldwide.
Pepsi-Cola Brands
Pepsi has been bringing fun and refreshment to consumers for over 100 years. It offers a
wide spectrum of brand all over the world. Its U.S. brands include Pepsi, Mountain Dew,
Aquafina, Sierra Mist, IZZE, SoBe, Mug, Tropicana Twister Soda, Tropicana Juice
Drinks, Dole and Ocean Spray single-serve juices.
Frito-Lay
Employing over 48,000 people and bringing in over $11 billion of business, Frito-Lay
invigorates PepsiCo's portfolio of products with plenty of good food and 'good fun'.
Frito-Lay Brands
Its brand includes Lay's potato chips, Lays Kettle Cooked potato chips, Wavy Lay's
potato chips, Baked Lay's potato crisps, Maui Style potato chips, Ruffles potato chips.
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Tropicana
Tropicana, the strongest name in juices, extends the PepsiCo Portfolio of brands with
plenty of nutritious, high-quality flavors. Tropicana Products, Inc. is the leading producer
and marketer of branded fruit juices.
Tropicana Brands
Its brand includes Tropicana Pure Premium juices, Tropicana Twister juice drinks,
Tropicana Smoothies, Tropicana Pure Tropics juices.
Quaker
Quaker's power-packed line of popular brands expands our portfolio with a wide range of
healthy food choices.
Quaker Brands
They are symbols of quality, great taste, and nutrition. Holding No.1 positions in their
respective categories such as Quaker Oats, Quaker Rice Cakes, Chewy Granola Bars and
Rice-A-Roni®, Aunt Jemima® brand, It is among the four largest manufacturers of cold
cereals with popular brands like Cap'n Crunch® and Life®.
Gatorade
Available in over 80 countries, Gatorade's line of performance drinks adds over 40 years
of rehydration and sports nutrition research to the PepsiCo portfolio.
Gatorade Brands
The Gatorade hydration portfolio includes the nation's leading sports drink, Gatorade®
Thirst Quencher, as well as Gatorade Tiger™ G2 and Propel Fit Water.
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PepsiCo In Education Sector
The R K J Group headed by R K Jaipuria has been associated with excellence in
education. The school run by the group encourage students to become creative,
innovative and imaginative.This group have a wide range of co-curricular activities,
which are as important as the academic disciplines. The year 2001 witnessed the further
spread of the group’s portfolio with the opening of its first school at Gurgoan under the
management agreement with Delhi Public School Society. To expand in the field of
education it opened its second school at Jaipur under the management of same society.
The Group has entered into a joined venture partnership with Modern Montessori
International (MMI) Singapore, to open pre-school educational institutions across the
country.
PepsiCo Headquarters
PepsiCo World Headquarters is located in Purchase, New York, approximately 45
minutes from New York City. The seven-building headquarters complex was designed by
Edward Durrell Stone, one of the foremost architect. The building occupies 10 acres of a
144 acre complex that includes the Donald M. Kendall Sculpture Garden, a world-
acclaimed sculpture collection in a garden setting.
The collection of works is focused on major twentieth century art, and features works by
masters such as Auguste Rodin, Henri Laurens. The garden originally were designed by
the world famous garden planner, Russell Page, and have been extended by Francois
Goffinet. The grounds are open to the public, and a visitor’s booth is in operation during
the spring and summer.
Shareholders
PepsiCo (symbol: PEP) shares are traded principally on the New York Stock Exchange in
the United States. The company is also listed on the Chicago and Swiss stock exchanges.
PepsiCo has consistently paid cash dividends since the corporation was founded.
Worldwide Code Of Conduct
PepsiCo worldwide Code of Conduct is an ethical roadmap for putting our core beliefs
29
into action and living up to our commitments. It applies to every employee and every
business transaction we make on our journey towards Performance with Purpose. . It
applies to every PepsiCo employee, officer and director, every division and subsidiary
and to every business transaction we make. Along with our core Values, the Code of
Conduct is the foundation for our strategic mission.
PepsiCo Policy On Human Right
The company focuses on encourage all employees, contractors, vendors and customers to
speak up if they suspect any violation of the Code, policies or the law.
PepsiCo Co Values & Philosophy
PepsiCo Values & Philosophy are a reflection of the socially and environmentally
responsible company it aspire to be. These values & philosophy are the foundation for
every business decision PepsiCo make. PepsiCo is committed to delivering sustained
growth through empowered people acting responsibly and building trust.
Guiding Principles
PepsiCo has some guiding principles and it always strive to:
1. Care for customers, consumers and the world
PepsiCo is driven by the intense, competitive spirit of the marketplace, but it
direct this spirit toward solutions that benefit both company and its constituents.
PepsiCo success depends on a thorough understanding of its customers,
consumers and communities. To foster this spirit of generosity, PepsiCo go the
extra mile to show it care.
2. Sell only products company can be proud of.
The true test of standards is its own ability to consume and personally endorse
the products PepsiCo sell. It is the confidence helps to ensure the quality of the
products, from the moment we of purchase of ingredients to the moment it
reaches the consumer's hand.
3. Speak with truth and candor.
PepsiCo focuses on telling the whole story, not just what's convenient to the
30
individual goals. In addition to being clear, honest and accurate, it is responsible
for ensuring the communications are understood.
4. Balance short term and long term.
In every decision, PepsiCo weigh both short-term and long-term risks and
benefits. Maintaining this balance helps sustain growth and ensures that the ideas
and solutions are relevant both now and in the future.
5. Win with diversity and inclusion.
PepsiCo aims to embrace people with diverse backgrounds, traits and ways of
thinking. Diversity brings new perspectives into the workplace and encourages
innovation, as well as the ability to identify new market opportunities.
6. Respect others and succeed together.
PepsiCo mutual success depends on mutual respect, inside and outside the
company. It requires people who are capable of working together as part of a team
or informal collaboration. Company is built on individual excellence but it also
recognize the importance and value of teamwork in turning the goals into
accomplishments
Path To Success
PepsiCo believe its financial success – Performance – must go hand-in-hand with its
social and environmental responsibilities – Purpose. Performance with Purpose is at the
heart of every aspect of its businesses.
Performance with Purpose agenda is comprised of three platforms:
Human Sustainability: Nourish consumers with a broad range of convenient, great-
tasting foods and drinks – from treats and simple refreshments to positive nutrition; make
the healthy choice an easier choice to make.
Environmental Sustainability: Conserve natural resources; operate in a way that
minimizes environmental footprint with the goal of reaching a net-neutral impact.
31
Talent Sustainability: Developing the employees by creating a diverse and inclusive
culture and making certain that the company is an attractive destination for the world’s
best people.Progress made by PepsiCo on its “Performance with Purpose” agenda
journey .
Accelerated the growth of portfolio of healthful products.
Launched the food industry’s first Carbon Reduction Label with the Carbon Trust
on Walkers Crisps.
Improved water intensity ratio across all of operations.
Signed CEO Water Mandate.
Conserved nearly 5 billion liters of water and nearly 500 million kilowatt hours of
energy worldwide in 2007 as compared to 2006.
Authored with industry the "Global Commitment to Action on the Global Strategy
on Diet, Physical Activity and Health", a commitment addressed to the World
Health Organization.
Launched its global sustainable packaging policy.
Improved significantly its water, fuels, and electricity efficiency.
Reduced PET bottles, paperboard, and corrugated materials by more than 20
million pounds.
Introduced Supplier Code of Conduct.
Increased spending on women and minority owned businesses.
Continued reuse of water from processing.
PepsiCo Career Growth Model
32
Proven Result
PepsiCo take a long-term view of performance against Business and People Results.
Consistency is important. It looks for a track record of sustained successes rather than
unpredictable highs and lows. PepsiCo value results that are based on trust, respect,
fairness and teamwork and results that create a lasting impact. "People Results" are a
significant part of performance expectations
Leadership Ability
To succeed in the marketplace , there is requirement of strong leaders. That's why
PepsiCo have enhanced the Leadership Competencies to reflect the needs of the "new
PepsiCo". PepsiCo kept the familiar framework with the same three overall imperatives
(Setting the Agenda, Taking Others with You, and Doing It The Right Way)
Functional Excellence
Personal and career growth requires deep functional skills. As a sales manager
should have an intimate understanding of the sales process and how to drive sales
growth. Functional excellence can be built by using functional competency
models and informal experience.Knowing the Business Cold
PepsiCo expect employees to develop expertise in a given functional area, it is
critically important that managers develop a broader knowledge of how products
are made, sold and delivered. Managers who more fully understand what actually
drive businesses will make better business decisions.Critical Experiences
Discussions about an individual's potential career moves includes an assessment
of his or her experiences and the types of new experiences needed for further
career development. The sequence of experiences is often not critical, although
building a hip-pocket skill early in the career is important for future
development.Long-Term Career Growth
If employees accept responsibility for building their skills and experiences,
Managers are accountable for providing employees with opportunities to grow in
line with their results, capabilities and career aspirations. Remember that a career
is a long-term journey – don't move just for the sake of moving. Build for the long
term. Be flexible – the more flexible you can be, the wider the range of
33
opportunities will be available to you.PepsiCo Mission and VisionPepsiCo
believe being a responsible corporate citizen is not only the right thing to do, but
the right thing is to do for the business.MissionPepsiCo mission is to be the
world's premier consumer products company focused on convenient foods and
beverages. PepsiCo seek to produce financial rewards to investors as it provide
opportunities for growth and enrichment to its employees, business partners and
the communities in which it operate. And in everything PepsiCo do, it strive for
honesty, fairness and integrity. VisionPepsiCo's responsibility is to continually
improve all aspects of the world in which it operate – environment, social,
economic – creating a better tomorrow than today. PepsiCo vision is put into
action through programs and a focus on environmental stewardship, activities to
benefit society, and a commitment to build shareholder value by making PepsiCo
a truly sustainable company.Health Care Reform PepsiCo values the health and
well being of its associates, partners, customers and consumers. PepsiCo offers a
wide range of benefits that encourage wellness, promote healthy living and give
associates and their families tools and information to make educated health care
decisions.Health Care CommitmentPepsiCo values the health and well being of
the associates, partners, customers and consumers. PepsiCo sponsored approach
to health and wellness encompasses physical, emotional and financial well being
and includes prevention, screening, health care and health care savings accounts,
dental care, retiree health care, life and disability insurance. PepsiCo conducts
employee programs such as Health Roads. Health Roads promotes healthier
lifestyles through a combination of health assessments, personalized coaching,
tobacco cessation, fitness and nutrition programs, online tools and worksite
wellness initiatives. In addition, PepsiCo also maintains and enforces a strict
global Occupational Health and Safety policy.Guiding Principles On Health Care
Policies1. PepsiCo recognizes that the U.S. health care system needs
improvement on many fronts.
2. PepsiCo will participate in developing a solution.
3. In particular, there should be more emphasis on prevention.
4. Greater cost-effectiveness must be part of the solution.
34
5. Beyond the U.S., PepsiCo will work with the World Health Organization and
the World Economic Forum's "Workplace Wellness Unit" to ensure that
countries around the globe benefit from best practices and innovative
ideas.Sustainable AdvantageThree major sustainable advantages give PepsiCo a
competitive edge as we operate in the global marketplace.Big, muscular brand;
1. Proven ability to innovate and create differentiated products;
2. Powerful go-to-market systems.
Top competitors
Coca-Cola Atlanta, GA
Dr. Pepper Snapple group Plano, TX
Kraft Food Northfield, IL
Coca-Cola is a carbonated soft drink sold in stores, restaurants and vending machines
internationally. The Coca-Cola Company claims that the beverage is sold in more than
200 countries It is produced by The Coca-Cola Company in Atlanta, Georgia, and is often
referred to simply known as Coke.Originally intended as a patent medicine when it was
invented in the late 19th century by John Pemberton, Coca-Cola was bought out by
businessman Asa Griggs Candler, whose marketing tactics led Coke to its dominance of
the world soft-drink market throughout the 20th century. The company produces
concentrate, which is then sold to licensed Coca-Cola bottlers throughout the world. The
bottlers, who hold territorially exclusive contracts with the company, produce finished
product in cans and bottles from the concentrate in combination with filtered water and
sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola to retail stores
35
and vending machines. Such bottlers include Coca-Cola Enterprises, which is the largest
single Coca-Cola bottler in North America and western Europe.
HONORS
1999
PepsiCo is named to Metropool’s Leadership Circle, recognized for efforts to help reduce
traffic congestion and air pollution in Westchester, NY. Worth Magazine names PepsiCo
to its list of “America’s Most Generous Companies.”
2000
Corporate Angel Network (CAN) honours PepsiCo for reaching “Elite” status. CAN
arrange for cancer patients to fly to treatment centres for free on corporate aircraft.
2001
PepsiCo is one first place in Beverages Category in Fortune magazine “Most Admired”
list. PepsiCo Finance name PepsiCo one of the “World’s Best Companies,” in the North
American Beverages Category.
2002
PepsiCo North America is one of four companies honored with a Multicultural
Excellence Award by the Association of National Advertisers (ANA) in 2001
2003
36
PepsiCo ranks no. 1 within soft drink industry in the Wall Street Journal’s “Shareholder
Scoreboard.” Aquafina is named no.1 best-selling brand of bottled Water in the New
York Times.
2002
Pepsi-Cola received a Reggie Award, the most prestigious award in the promotion
marketing field, for its 2003 PepsiCo is recognized as one of “ America’s Top
Corporations for Women’s Business Enterprises” by the WBENC.
2005
PepsiCo’s Lampoon Plant received the “Certificate of Bold Level” from AIDS Response
Standard Organization (ASO Thailand) sponsored by Department of Labor Protection
and Welfare, Ministry of Labor.
37
ARADHANA SOFT DRINK COMPANY(A subsidiary of PepsiCo India Holding Pvt. Ltd.)
Brief Profile Of Plant
Plant construction started in 1991 under M/s Dhillon Kool Drinks & Beverages Ltd.
Commercial production commenced on 17th May, 1992. Aradhana Soft Drinks Company acquired the plant in Feb.2003. Commercial production under Aradhana Soft Drinks Company Started on 19th
March,2003.
Annual Plant Volume for the year 2003 Cases - 6.51 Million Raw
Annual Plant Volume for the year 2004 Cases - 7.08 Million Raw
Annual Plant Volume for the year 2005 Cases - 4.60 Million Raw
Annual Plant Volume for the year 2006 Cases - 4.70 Million Raw
Plant primarily caters to Haryana and Himachal Market.
Plant also caters to Punjab in respect of PET and slice requirements.
Himachal & Haryana distribution is entirely through a network of distributors – both direct and indirect.
Plant Infrastructure
Total Land 9.5 Acres Covered Area 4.0 Acres
38
Tech Vision
The Tech team will create and sustain a competitive advantage for our business through
ready availability of outstanding quality products at the lowest cost.
TPM POLICY–PANIPAT PLANT
“To Drive Customer Satisfaction By On Time Availability Of Products With Best
Quality At Lowest Cost Through Empowered People Following Safe Processes.”
Product Range Of ASDC
Pepsi Mirinda
Mountain Dew
Slice
7up
39
Plant Achievements
Lowest water consumption Plant in the Pepsi India in 2007. Preliminary patent of
the modified process have been applied.
Recovery and recycling of in-process used water with no compromise on quality
parameters.
India BU First Plant in which BIOZYMES treatment is done to reduce generation
of solid waste in Effluent Treatment Plant.
Plant is a Rain water harvested site.
100% utilization of treated effluent in plant premises since 06.
Continuous improvement in quality standards, HACCP certification in 08.
First Plant in which TPM is being implemented in Pepsi bottling operation in the
world business unit.
Plant is on SAP.
Lowest power consumption Plant in the Pepsi India in 2005, 2006 & 2007.
Within first Top 3 in the business unit on productivity /cost.
Acoustic chamber for all diesel generators.
40
Mission Of Aradhana Soft Drink Company
To manufacture , market products of international standard.
Ensure that all company processes geared to deliver the highest level of customer
satisfaction .
Keep an employee-centric focus in all operation.
Foster innovations and creativity at all levels.
Deliver value to all stakeholders of the company.
HR Policy at Aradhana Soft Drink Company
ASDC will always keep on striving for the development of competent and efficient
employees at all levels to create , include and foster excellent working and learning
environment: because it believes in nurturing strength of individual for developing
mutual trust, support and positive attitude for achieving organizational goals to create a
world class manufacturing organization and to remain the market leader in beverage
section not only today but for all tomorrows to come.
Customer Focus
To build a high degree of customer confidence by providing increased value for his
money through international standards of product quality, performance and superior
customer services.
Objectives of ASDC
People development is a key strategic priority. We have set a target of developing and
growing our people internally for long term career opportunities within PepsiCo.
Towards this objective, we had introduced the Sales Academy Process.
Profitability
To provide a reasonable & adequate return on capital employed , primarily by optimum
utilization of plant capacities, orienting the product mix towards value added products,
better inventory, collecting realization faster from the dealers and reducing operational
costs.
41
SIGNIFICANCE OF THE
STUDY
42
Significance Of The Study
The study is significant as it helps to find out the training needs of the associates in a
manufacturing concern. HR management plays very vital role in today’s business firms.
It is very challenging part of Business Management. Proper training programs and
continuous skill analysis of workers is very compulsory for every organization in today’s
Competitive Business Environment. In modern era, it is necessary to have multi skilled
employees so that productivity can be increased. So the study helps to develop the
required skills which are helpful for associates to perform various job in the organization.
The study explains the various methods of training needs analysis. This study helps to
find out the skill level of the associates and on the basis of existing skills possessed by
the associates, training needs are identified. This study helps to implement the training
programs according to the needs of the associates.
So the study becomes relevant to understand the process of skill analysis of associates
and to identify the training needs of associates in a manufacturing concern.
43
OBJECTIVES OF THE
STUDY
44
OBJECTIVES OF THE STUDY
The main objective of this study is to identify the training needs of the associates in a
production company PepsiCo. So the overall objective of this study is to identify the
training needs of the associates performing various operations in the firm and to study the
process of skill analysis of the associates.
To study the process of skill analysis of the associates.
To identify the training needs of the associates.
45
CONCEPTUALIZATION
46
CONCEPTUALIZATION
In this research report, a 5-point scale (0-4) is used. These five points represents the
different levels of skills possessed by the associates. These 5 points represents
Level 0- New entrant
Level 1- Do not know theory & work little bit.
Level 2- Know theory little bit but can work.
Level 3- Know theory & work with confidence.
Level 4- Train others.
Level 0- The associate who is rated 0 at the 5-point scale is new entrant in the company.
the required skills are not possessed by the associate and the theoretical
knowledge about the work to be performed is also poor.
Level 1- The associate who is rated 1 at the scale has no knowledge about the
theory related to work and he is able to work a little bit.
Level 2- This level signifies that the associate has little bit knowledge about the theory
related to the work. Despite of having little theoretical knowledge about the
work, he is able to perform the task assigned by the superior.
Level 3- This level signifies that the associate has the required theoretical knowledge
related to the work and perform all the operations with confidence.
Level 4- This level signifies that the associate has complete theoretical knowledge and
possess required skills. The associate rated at point 4 is efficient enough to train
other associates.
47
Skill Analysis Of Associates
ARADHANA SOFT DRINK: PANIPAT PLANTJOB SKILL PROFILEApproved by: Mr. R. K. Wasan Reviewed by: Mr. Hasmukh MewadaName: Kedar ChandJob Definition- Syrup Making CSD Operation Grade: 1Sr. No.
Generic Skills Required1 2 3 4
1 Knowledge of safety parameters -2 Awareness of basic manufacturing process -3 Awareness of plant objective -4 Awareness of quality parameter -5 Awareness of productivity standards -6 Awareness of 5s -7 TPM Awareness -
Specific Skills Required1 Calculation of sugar requirement for syrup preparation -2 Calculation of treated water requirement for syrup preparation -3 Compensation of sugar for process loss(sugar delta) -4 Monitoring and controlling of raw syrup temperature -
5Calculation of amount of chemical and their usage with proper contact time
-
6 Precoating process -7 Filteration process -8 Checking of carbon carryover and syrup temperature -9 Brix calculation and action in case of variance -10 Concentrate staging for confirmation by chemist and engineer -11 Addition of concentrate -12 Checking of final syrup for volume -
0 4 13 2 Skill Level 3
Calculation of skill level
Skill level = (0*1+4*2+13*3+2*4)/(0+4+13+2)
= (0+8+39+8)/(0+4+13+2)
= 55/19
= 2.89
48
OPERTIONAL
DEFINITIONS
49
OPERATIONAL DEFINITIONS
Training
Training means the planned and organized activity to impart skills, techniques and
methodologies to employers and their employees to assist them in establishing and
maintaining employment and a place of employment that is safe and healthful.
Training Need
The concept of training needs refers to a discrepancy or gap between what an
organization expects to happen and what actually occurs. Training needs identification
forms the foundation of any training program. Training needs helps to perform a
systematic exploration of the way things are and the way they should be.
Skill
Skill means the special knowledge for doing a particular task. Every job requires any type
of skill for doing that job & every person has different skills and capabilities. Skill level
of person affects the output of the job. In the organizations, every task requires a special
type of skill for performing it in an efficient manner.
Skill Analysis
Skill analysis means to identify the skill level of the employees. Skill analysis is helpful
in determining the existing skills possessed by the employees and to identify the required
by the employees to perform the job efficiently.
50
51
RESEARCH
METHODOLOGY
52
RESEARCH METHODOLOGY
Research methodology is the methodology which is used systematically to solve the
research problem. When we talk about the research methodology we not only talk of
research method but also consider the logic behind method we use in the context of our
research study and explain that why we are using the particular method or technique so
that research result are capable of being evaluated by the researcher himself or by others.
RESEARCH DESIGN:
1) Exploratory research design:-
In this research, exploratory research design is used. This research design is used to
discover the hidden concepts related to the associates in a manufacturing concern. In
this research, exploratory research is used to discover the skills possessed by the
associates and to explore training needs of the associates.
2) Descriptive research design:-
In this research, descriptive research design is used to describe the characteristics of a
particular group. This research design is used to describe the operational skills
possessed by the associates in the production department.
SCOPE OF THE STUDY
This study is conducted in the HR Department Of “Aradhana Soft Drinks Company
(A Subsidiary Of PepsiCo International Pvt. Ltd.), Panipat-[Haryana]”. The scope of
study is limited to ASDC, Panipat. This project is very significant for company as
well as employees. This study is not meant for the top level employees in Aradhana
Soft Drink Company. The study is mainly limited to the production department of the
company. This study is confined to the 50 associates in the production department of
ASDC.
53
DATA COLLECTION METHODS
The primary data is collected by the use of questionnaire method. Questionnaire
method helped to get the fresh data.
Secondary data is collected from
Books
Magazines
Internet
Journals
SAMPLING DESIGN
Sampling may be defined as the selection of some part of an aggregate on the basis of
which a judgement or inference about the total is made. Sampling design is the
process of obtaining information about the population by examining the part of it.
Sampling Technique
Non – probability sampling technique is used in this study. In this technique, each and
every sample unit does not have equal chance of being selected.
Sampling Method
Judgment and convenient sampling is used in this study as ASDC has chosen on the
basis of past study of skills possessed by the associates. Convenient sampling is used
as ASDC has chosen the associates who are working in day shift.
Sampling Unit
It defines the target population that will be sampled. It is answer who is to be
sampled. It answers who is to be surveyed. In this study, the sampling unit are the
associates in the production department.
54
Sample Size
It indicates the number of people to be surveyed. Large sample gives more reliable
results than small sample. But in this study, the sample size is not so large. The
sample size is restricted to 50 respondent (Associates).
55
DATA ANALYSIS
56
57
Data Analysis
Question (1):- Are you satisfied with the system and procedure laid down by the top
management which affects your job?
No. Of Employees
15%
56%
29%0%0%
Hghly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Interpretation:-This diagram reveals that 70% of the associates are satisfied with the
system and procedure laid down by the top management. This shows that there is stability
and transparencies in the policies .
58
Question (2):- Does the role and Responsibilities of your job is clearly defined by your head?
No. Of employees
9%
85%
4% 2%0%Hghly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Interpretation:- This diagram reveals that 95% associates are satisfied regarding roles
and responsibilities. They are satisfied with their heads. This shows that there is
continuous and regular flow of instruction by their respective bosses.
59
Question (3):- Does the amount of workload on you is according to your job
requirement?
No. Of employees
8%
89%
2%1%
Hghly Satisfied
Satisfied
Neutral
Dissatisfied
Interpretation:- This diagram reveals that 97% of associates satisfied with the workload
assigned by their superior. Majority of associates believes that there is comfort workload.
This shows that there is no stress among the associates regarding the workload.
60
Question (4):- Does the amount of authority given to you is suitable to fulfill the
responsibilities of your job?
No. Of employees
20%
51%
20%
9%
Hghly Satisfied
Satisfied
Neutral
Dissatisfied
Interpretation:-This diagram reveals that 70% of associates are satisfied with amount of
authority assigned to them by their superior. This shows that there is parity between
authority and responsibility.
61
Question (5):- Does training and development programmed are executed whenever needed?
No. Of employees
5%
67%
2%
20%6%
Hghly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Interpretation:-This study reveals that the approximately 30% associates are
dissatisfied with training and development programs conducted by the company. This
shows that training programs are not conducted at regular intervals. The associates are
satisfied with the training program to some extent. It is needed to conduct the training
programs at regular interval.
62
Question (6):- Are you satisfied with working environment provided by the company?
No. Of employees
8%
24%
15%41%
12%Hghly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Interpretation:- This diagram shows that approximately 50% associates are dissatisfied
with the working environment. Level of dissatisfaction is high. Training is needed to
create comparatively less noisy environment and to arrange the things in a systematic
manner so that the working environment can be more efficient.
63
Question (7):- Does the skills possessed by you sufficient to operate the machines?
No. Of employees
0%29%
12%59%
0%Hghly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Interpretation:- This diagram reveals that the skills possessed by them are not sufficient
to operate the machines efficiently. They face problem in handling the machines. They
need technical training to enhance their skills to handle the machines.
64
Question (8):- Do your supervisor is capable enough to solve your grievances?
No. Of employees
8%
31%
6%35%
20% Hghly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Interpretation:- This diagram reveals that 55% associates are dissatisfied with the
supervisor regarding grievance handling. As majority of associates are dissatisfied, this
shows that there is lack of cooperative nature among them.
.
65
Question (9):- Do the training include new knowledge and skills?
No. Of employees
25%
59%
0%12% 4%
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Interpretation:- This study reveals that 84% associates are satisfied with the training
program provided by the company. This shows that training usually includes new subject
matter which help them to learn something new every time.
Question (10):- Does the training content relate to your work?
66
No. Of employees
65%
26%
0% 9% 0%Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Interpretation:- This diagram shows that 90% associates are satisfied with the contents
of the training provided by the company. This reveals that training subject is related to
their work and it help the associates to do their job in better way.
Question (11):- Are you aware of company’s policies and procedures?
67
No. of employees
84%
16%
Yes
No
Interpretation:- This diagram reveals that 84% associates are aware of the company’s
policies and procedures. This shows that training programs and seminars are conducted
by the company to update the associates about the company’s procedures and policies.
68
Question(12):- Are you satisfied with the training program conducting by the company
regarding safety needs?
No. Of employees
10%
56%4%
22%
8%Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Interpretation:-This diagram reveals that 65% of associates are satisfied with training
provided by the company for safety needs. Since majority of associates are satisfied with
the training programs so there is less requirement of training related to safety needs.
69
Skill Analysis Of Associates
Associate- Kedar ChandSkill Mapping in Jan 2009Operation Desired Skill Existing Skill FPR for skill Level Level enhancementCSD syrub making 4 3 Supervisor
Homogenizer operation
3 3 Supervisor
CIP 3 3 Supervisor
Juice syrup making 3 3 Supervisor
Pasteurizer operation 2 1 Supervisor
Syrup making operation-Hybrid juice
3 1 Supervisor
Total 18 14Associate- Kedar ChandSkill Mapping in July 2009Operation Desired Skill Existing Skill FPR For Skill Level Level enhancement CSD syrub making 4 3 Supervisor
Homogenizer operation
3 3Supervisor
CIP 3 3 Supervisor
Juice syrup making 3 3 Supervisor
Pasteurizer operation 2 1 Supervisor
Syrup making operation-Hybrid juice
3 2Supervisor
Total18 15
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Skill Matrix
Kedar Chand [Jan 2009]
3
3
3
3
1
10
2
4CSD syrub making
Homogenizer operation
CIP
Juice syrup making
Pasteurizer operation
Syrup making operation-Hybrid juice
Desired Skill
Existing Skill
Kedar Chand [July 2009]
3
3
3
3
1
2
0
2
4CSD syrub making
Homogenizer operation
CIP
Juice syrup making
Pasteurizer operation
Syrup making operation-Hybrid juice
Desired Skill
Existing Skill
71
FINDINGS OF THE
STUDY
72
FINDINGS
There is no stress among the employees regarding their workload and they are
highly motivated.
Associates are satisfied with technical training provided by the company to some
extent.
Training contents are as per the requirement of the associates.
Training programs are not conducted at regular intervals.
Training and seminars are conducted to update the associates about policies and
procedures.
There is lack of cooperative nature among the associates.
Training related to safety needs are also provided by the company.
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