SUMMER TRAINING REPORT ON

TRAINING AND DEVELOPMENT

FOR PARTIAL FULFILLMENT OF MASTER OF BUSINESS ADMINISTRATION (Affiliated to G.B. Technical University2011-2013) BY MAHENDRA PRATAP TYAGI Roll No. : 1153870023 MBA-3rd Sem. UNDER THE GUIDENCE OF : Organisation Guide:Mr. Bhanu Pratap College Guide : Ms. Monisha Gupta (Prof.), AKS

AKS MANAGEMENT COLLEGE BAKSHI KA TALAB, LUCKNOW

AKNOWLEDGEMENT Sincere gratitude to my internal guide Mr. Harimohan Saxena, for guiding me throughout the course of the project. I would also like to thank Prof. Dr. Vivek Inder Kochhar, Director Sherwood College of Management, Lucknow, for giving me this opportunity to do my Final project. Last but not the least I would like to thank my friends, and all those who have helped me to complete this project. (ANUJ POORWAL)

DECLARATION I, ANUJ POORWAL hereby declare that I have carried out my project in title Performance Appraisal In Coal India Ltd. I further declare that this is my original work and no part of this report has been published or submitted to anybody or University for award of Degree

Student Name:- ANUJ POORWAL Roll No. 1153870007

PREFACE

The present study is undertaken to understand the Training and Development In B.K. AGRO MART In India & the views of its employees. It is done under the guidance of Mrs. Abhya Kapoor (Lecturer.), SCM Lucknow. The study was done to find out the Training and Development In B.K. AGRO MART and to know the Employees perception towards Training and Development In B.K. AGRO MART this survey was done in Lucknow city. The data was processed using computer aided tools such as MS-EXCEL, SPSS frequency tables were used for analysis, the study was conducted from duration of summer training i.e., for a period of one month in the city of Lucknow.

EXECUTIVE SUMMARY
Summer Training is the inseparable aspect of the professional course today. This is the basic criteria which makes it mandatory for the participants in any curriculum that he/she carries out in his/her own thought and blends it with the officials data on the basis of which a complete report is formulated. With the philosophy in mind my Summer Training is based on the training and development programmes carried at Sales department of B.K. AGRO MART Lucknow.

(A)

PURPOSE OF THE STUDY

The entire study has been based on the accomplishment of the following objectives. To know the benefits of training and development. To measure the effectiveness of the training programme. To know the budget level allocated for the training programme. To know the most effective method of the training programme.

(B)

METHODOLOGY OF THE STUDY

Specific and proper methodology was needed to make the project report successful in this Summer Training the methodology adopted has been concerned with techniques for collecting primary and secondary data. This project report work of mine was centered in and around sales department where we gathered responses from around 50 employee. primary data have been gathered on the basis of the structural questionnaire which are designed under the guidance of the company concerned people. The secondary information have been gathered from the companys internal files and records. 6

Cover Page Certificate Preface Acknowledgement Table of Content Executive Summary Chapter : 1 - Introduction Chapter : 2 - Literature Review Chapter : 3 - Research Methodology Chapter : 4 - Data Analysis & Finding Chapter : 5 - Conclusions Limitations of research Bibliography Annexure

CHAPTER - 1

TRAINING AND DEVELOPMENT AN INTRODUCTION

In this changing and globalization environment organization have to upgrade their work methods, works norms, technical and managerial skills, and employees motivation to face the challenges due to which an employee training is most important in the changing environment because a need for highly specialized workmen is felt in the global way. Organisation and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modern management has to develop the organisation through human resource development. Employee training is the important sub-system of human resource development. Training is an important activity in many organizations. we generally see that a new machines is installed in a factory, it is operated on the trial basis before going into actual production. After an employee is selected, placed and introduced he or she must be provided with training facilities. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process and utilizing a definite purpose. Training improves, changes, moulds the employees knowledge, skill, behaviour, aptitude, and attitude towards the requirements of the job and organisation. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organisation, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organisation. a systematic and organised procedure by which employees learn technical knowledge and skills for

TRAINING
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Training is a short term process utilizing a systematic and organized procedure by which non managerial person acquire technical knowledge and skill for a definite purpose. It refers to instruction in technical and mechanical operation like operation of some machines. It is designed primaB.K. AGRO MARTy for non managers, short duration and specific job related purposes. NEED FOR TRAINING: Every organisation or established should provide training to all employees irrespective of their qualification, skill, suitability for the job etc. Thus, no organisation can choose whether or not to train employees. Training is not something that is done once to new employees; it is used continuously in every well run establishment. Further, technological changes, automation, require up-dating the skills and knowledge. As such an organisation has to retrain the old employees. An employees specification may not exactly suit to the requirements of the job and the organisation irrespective of his past experience, qualification, skills, knowledge etc. Thus every management finds deviations between employees present specifications and the job requirements and organisational needs. The primary goal or most of the organisations is their viability is continuously influenced by environmental pressure. If the organisation desires to adapt these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to the organisational efficiency and to cope with the changing environment. Every organization in order to survive and to be effective should adopt the latest technology, i.e. mechanization, computerization and automation. Adoption of latest technological means and methods will not be complete until

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they are manned by employees possessing skill to operate them. So, organisation should train the employees to enrich them in the areas of changing technical skills and knowledge from time to time. This creates the complex problems of co-ordination and integration and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills of coordination, integration and adaptability to the requirements of growth, diversification and expansion. Companies constantly search for opportunities to improve organisational effectiveness. Trends in approach towards personnel management has changed from the commodity approach to partnership approach, crossing the human relations approach. So training in human relations is necessary to deal with human problems and to maintain human relations. Training is also necessary when the existing employee is promoted to the higher level in the organisation and when there is some new job or occupation due to transfer, techniques or technology.

The need for training also arises to: o Increase productivity. o Improve quality of the product/service. o Help a company to fulfils it future personnel needs. o Improve organisational climate. o Improve health and safety. o Prevent obsolescence.

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o Effect the personal growth. o Minimize the resistance to change. The factors discussed above are mostly external factors and they are beyond the personnel managers control. These factors often determine the success of training objectives as shown. Factors Technological Advance Organisational Complexity Job Requirements Purposes Improved Productivity Prevention of Obsolescence Preparation Jobs Human Relations Learning Principles Top Management Support Improved Morale Personnel Functions for Higher Level

TRAINING OBJECTIVES:
Generally line managers ask the personnel manager to formulate the training policies. The Personnel Manager formulates the following training objectives in seeping with the Companys goals and objectives: To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organisation. To prevent obsolescence. To impart the new entrants the basic knowledge and skill they need for an intelligent performance of definite job.

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 To prepare employees for higher level tasks. To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields. To build up a second line of competent officers and prepare them to occupy more responsible positions. To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences within and outside with a view to correcting the narrowness of outlook that may arise from over specialistaion. To develop the potentialities of people for the next level job. To ensure smooth and efficient working of a department. To ensure economical output of required quality. To promote individual and collective morale, a sense of responsibility, co-operative attitudes and good relationships. TRAINING METHODS: As a result of research in the field of training, a number of programmes are available. Some of these are new methods, while others are improvements over the traditional methods. The training programmes commonly used to train operative and supervisory personnel are discussed below. These programmes are classifield into on the job and off the job training programmes.

On-the-job Methods
* Job rotation * Coaching * Job instruction or 14

Off-the-job Methods
* Vestibule training * Role playing * Lecture Methods

* Training through Step-by-step * Committee Assignments Instruction

* Conference or Discussion *Programmed

* Case Studies * Brainstorming On-The Job Training Methods: This type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. On the job training has the advantage of giving first hand knowledge and experience under the actual working conditions. On-the-job training methods include job rotation, coaching, job instruction or training through step-by-step and committee assignments. (a) JOB ROTATION: This type of training involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments. Though this method of training is common in training managers for general management positions, trainees can also be rotated from job to job in workshop jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them. (b) COACHING: The trainee is placed under a particular supervisor functions as a coach in training the individual. The supervisor provides who feedback to the trainee on this performance and offers him some suggestions for improvement. Often the trainee shares some of the 15

duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas.

THE TRAINING PROCEDURE:

One of the parts of this programme was the job instruction-training course, which was concerned with how to teach? The training procedure discussed below is essentially an adoption of the job instruction training course, which has been proved to have a great value. (a) Preparing the Instructor: The instructor must know both the job to be taught and how to teach it. The job must be divided into logical parts so that each can be taught at a proper time without the trainee-losing plan. Know the job or subject he is attempting to teach, Have the aptitude and abilities to teach, Have willingness towards the profession, Have a pleasing personality and capacity for leadership, Have the knowledge of teaching principles and methods, Be a permanent student, in the sense that he should equip himself with the latest concepts and knowledge. (b) Preparing the Trainee: As in interviewing, the first step in training is to attempt to place the trainee at ease. Most people are somewhat nervous when approaching an unfamiliar task. (c) Getting Ready to Teach: This stage of the programme is class hour

Planning the programme. Preparing the instructors outline. Do not try to cover too much material. Keep the session moving along logically. 16

Discuss each item in depth. Repeat, but in different words. Take the material from standardised texts when it is available.

(d)

Presenting the Operation: There are various alternative ways of presenting the operation, viz., explanation, demonstration etc. An instructor mostly uses these methods of explanation.

Explain the sequence of the entire job. Do the job step-by-step according to the procedure. Explain the step that he is performing. Have the trainee explain the entire job.

(e)

Try out the Trainees Performance: As a Continuation of the presentation sequence given above, the trainee should be asked to start the job or operative procedure.

(f)

Follow-up: The final step in most training procedures is that of followup. When people are involved in any problem or procedure.

PRINCIPLES OF TRAINING: Motivation: As the effectiveness of an employee depends on

how well he is motivated by management, the effectiveness of learning also depends on motivation. The trainee will acquire a new skill or knowledge thoroughly and quickly if he or she is highly motivated. Thus, the training must be related to the desires of the trainee. It has been found by various research studies that there is a relation between learning rapidly and effectively and providing right information specifically, and as such the trainer should not give excessive information or information that can be misinterpreted. The trainee also wants to learn a new skill without much difficulty and without handing too much or receiving excessive

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information or wrong type of progressive information. So, the trainer has to provide only the required amount of progressive information specifically to the trainee. The effectiveness of the trainee in learning new skills or acquiring new knowledge should be reinforced by means of rewards and punishments. Punishments are also called negative reinforcements. Management should take care to award the successful trainees. A trainee should actively participate in the training programmes in order to make the learning programme an effective one. Continuous and long practice is highly essential for effective learning. It is not clear whether it is best to teach the complete job at a stretch or dividing the job into parts and teaching each part at a time. If the job is complex and requires a little to long to learn, it is better to teach part of the job separately and then put the parts together into an effective complete job. Difference: Individual training is costly, and group training is economically viable and advantageous to the organisation. But individuals very in intelligence and aptitude from person to person. So the trainer has to adjust the training programme to the individual abilities and aptitude.

Areas of Training:
Organisations provide training to their employees in the following areas: 1) Company policies and procedures. 2) Training in Specific Skills. 3) Human relations Training. 4) Problem solving Training. 18

5) Managerial and Supervisory Training. 6) Apprentice Training.

Company policies and procedures: This area of training is to be provided with

a view to acquainting the new employee with the Company Rules, Practices, Procedures, Tradition, Management, Organisation Structure, Environment Product Services offered by company etc. This acquaintance enables the new employee to adjust himself with the changing situations. Information regarding company rules and policies creates favorable attitudes of confidence in the minds of new employee about the company and its products/services, as well as it develops in him a sense of respect for the existing employees of the company and the like. The company also provides first hand information to the employee about the skills needed by the company, its development programmes, quality of product/services and the like. This enables the new employees to know his share of contribution to the organizations growth and development.

Training in Specific Skills: This area of training is to enable the employee

more effective on the job. The Trainer trains the employee regarding various skills necessary to do the actual job. For example, the clerk in the bank should be trained in the skills of making entries correctly in the edge, skills and arithmetical calculations, quick comparison of figures, entries and the like. Similarly, the technical officers are to be trained in the skills of project appraisal, supervision, follow-up and the like.

Human Relations Training: Human relations training assumes greater

significance in organizations as employees have to maintain human relations not only with other employees but also with their customers. Employees are to be trained in the areas of self-learning, interpersonal competence group dynamics,

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perception, leadership styles, motivation, grievance redressal, disciplinary procedure and the like. This training enables the employees for better team work, which leads to improved efficiency and productivity of the organization.

Problem Solving Training: Most of the organisational problems are

common to the employees dealing the same activity at different levels of the organisation. Further some of the problems of different managers may have the same root cause. Hence, management may call together all managerial personnel to discuss common problems so as to arrive at effective solutions across the table. This not only helps in solving the problems but also serves as a forum for the exchange of ideas and information that could be utilised. The trainer has to organise such meetings, train and encourage the trainees to participated actively in such meetings.

Managerial and Supervisory Training: Even the non-managers sometimes

perform managerial and supervisory functions like planning, decision-making, organising, maintaining inter-personal relations, directing and controlling. Hence management has to train the employee in managerial and supervisory skills also.

Apprentice Training: The Apprentice Act, 1961 requires industrial units of

specified industries to provide training in basic skills and knowledge in specified trades to educated employees /apprentices with a view to improving their employment opportunities or to enable them to start their own industry. This type of training generally ranges between one year to four years. This training is generally used for providing technical in the areas like trades, crafts etc.

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ADVANTAGES OF TRAINING:
The contributions of imparting training to a Company should be readily apparent. The major values are: Increased Productivity: An increase in skill usually results in an increment in both quality and quantity of output. However, the increasingly technical nature of modem jobs demands systematic training to make possible even minimum levels of accomplishment. Heightened Morale: Possession of needed skills help to meet such basic human needs as security and ego satisfaction. Collaborate personnel and human relations programmes can make a contribution toward morale, but they are hollow shells if there is no solid core of meaningful work down with knowledge, skill and pride. Reduced Supervision: The trained employee is one who can perform with limited supervision. Both employee and supervisor want less supervision but greater independence is not possible unless the employee is adequately trained. Reduced Accidents: More accidents are caused by deficiencies in people than by deficiencies in equipment and working conditions. Proper training in both job skills and safety attitudes should contribute toward a reduction in the accident rate. Increased Organisational Stability: The ability of an organisation to sustain its effectiveness despite the loss of key personnel can be developed only through creation of a reservoir of employees. Flexibility, the ability to adjust to shortrun variations in the volume of work requires personnel with multiple skills to permit their transfer to jobs where the demand is highest. IMPORTANCE OF TRAINING: Training Benefits the Organisation.

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Leads to improved profitability and/or more positive attitudes toward profits orientation. Improves the job knowledge and skills at all levels of the organisation. Improves the morale of the workforce. Helps people identify with organisational goals. Helps create a better corporate image. Aids in understanding and carrying out organisational policies. Provides information for future needs in all areas of the organisation. Organisation gets more effective decision-making and problem solving. Helps keep costs down in many areas, e.g. production, personnel, administration, etc. Develops a sense of responsibility to the organisation for being competent and knowledgeable. Improves labour-management relations. Benefits to the Individual, Which in Turn Ultimately Should Benefit the Organisation: Helps the individual in making better decisions and effective problem solving. Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalised and operationalised.

Aids in encouraging and achieving self-development and self-confidence. Helps a person handle stress, tension, frustration and conflict. Provides information for improving leadership knowledge, communication skills and attitudes. Increases job satisfaction and recognition. Moves a person toward personal goal while improving interactive skills. Satisfies, personal needs of the trainer (and trainee). Provides the trainee an avenue for growth and a say in his/her own future. 22

Develops a sense of growth in learning. Benefits in Personnel and Human Relations, Intra and Inter group Relations and Policy Implementation: Improves communication between groups and individuals. Aids in orientation for new employees and those taking new jobs through transfer or promotion. Provides information on equal opportunity and affirmative action. Provides information on other governmental laws and administrative policies. Improves interpersonal skills. Makes organization policies, rules and regulations viable. Improves morale. Builds cohesiveness in groups. Provides a good climate for learning, growth, and co-ordination.

TRAINING THE TRAINERS:

When an instructor is required for a training programme, the person should have a comprehensive understanding of the training material, the subject matter, and the techniques necessary for the effective presentation of the material. The roles of instructors can very widely depending upon the training developers design for the instructor. Typical roles for the instructor are those of traditional lecturer, administrator, facilitators, expert, and feedback provider. An instructor may assume all the roles in a single programme or session or may rely solely on one for a training programme. Trainer Training, Therefore, must include the entire array of activities from classroom demeanor to discipline. Formal training for trainer generally takes a three-fold course training principles and practices; techniques of classroom behavior; and observation and practice; in the classroom. Trainer must also be taught the methods used for providing feedback. In a simple stimulus-response situation, such as in the target shooting example where shooter

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must know where he hit in previous round to improve, the feedback is simple. The trainer must suppress value judgment in giving feedback. Feedback must be objective, unless the task is to please another person. CHOOSING TRAINERS AND TRAINEES: Great care must be exercised in choosing effective instruction or trainees, for in a very real sense; the success or the training programme is dependent on the persons who perform the training task. These are little doubt that trainers themselves need to be trained and a group of trained trainers could from the nucleus around which the entire trainer effort of the company can be built.

DEVELOPMENT
In contrast a development is along term process utilizing a systematic and organized procedure by which managerial personnel get conceptual and theoretical knowledge it is not technical knowledge or skills but philosophical theoretical educational concept. It is considered more general than training and more oriented to individuals needs in addition to organized needs and it is most often aimed towards management people. Usually the intent of development is to provide knowledge and understanding function more effectively such as problem solving decision making and relating to people Development: Successful candidate placed on the job need training to perform their duties effectively. Workers must be trained to operate machines, reduce scrap and avoid accidents. It is not only the workers who need training. Another component of a training and development programme is development which is less skill oriented but stresses on knowledge about business environment, management principles and technique, human relations, specific

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industry analysis and the like is useful for better management of a company. Supervisors, managers and executives also need to be developed in order to enable them to grow and acquire maturity of though and action. Training and development constitute an ongoing process in an organisation. In simple terms, training and development refer to the importing of specific skills abilities and knowledge to an employee.

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NATURE AND SCOPE OF TRAINING AND DEVELOPMENT In simple terms training and development refers to the imparting of specific skill and abilities and knowledge to employee. A formal definition of training and development is.. .is a attempt to improve current future employee performance by increasing an employee ability to perform through learning usually by changing the employee attitude and increasing his or her knowledge. The need for training and development is determined by the employee performance deficiency as follows: TRAINING AND DEVELOPMENT NEED = STANDARD PERFORMANCE ACTUAL PERFORMANCE.

TRAINING AND DEVELOPMENT DISTINCTION

LEARNING DIMENSION WHO WHAT

TRAINING

DEVELOPMENT

Non-managers Technical-mechanical operation

managers Theoretical ideas conceptual

WHY

Specific information

job

related General knowledge

WHEN

Short term

Long run

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Training is a continuous systematic development among all levels of employees of that knowledge and their skills and attitude which contribute to their welfare and their company. Manager development concerns the mean by which person cultivate those skills which application will improve the efficiency and effectiveness with which the anticipated result of the particular organizational segment are achieved. Training is an organised procedure by which learning of knowledge or skill for definite purpose. Development is a systematic process of training and growth by which an individual gain or apply knowledge skill etc. in short development brings about a change in personality also.

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THE TRAINING PROCESS

Important steps in a typical training process:

ORGANISATIONAL OBJECTIVE

ASSESSMENT OF TRAINING NEEDS

ESTABLISHMENT OF TRAINING GOALS

DEVISING OF TRAINING PROGRAMME

IMPLEMENTATION OF TRAINING PROGRAMME

EVALUATION OF RESULT

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EVALUATION OF TRAINING PROGRAMME:

The specification of values forms a basis for evaluation. The basis of evaluation and the mode of collection of information necessary for evaluation should be determined at the planning stage. The process of training evaluation has been defined as any attempt to obtain information of the effects of training performance, and to assess the value of training in the light of that information. Evaluation leads to controlling and correcting the training programme. Hamblin suggested five levels at which evaluation of training can take place, via reactions, learning, job behavior, organization and ultimate value. I. Reaction: Training programme is evaluated on the basis of trainees

reactions to the usefulness of coverage of the matter, depth of the course content, method of presentation, teaching methods etc. II. Learning: Training programme, trainers ability and trainee ability are evaluated on the basis of quantity of content learned and time in which it is learned and learners ability to use or apply, the content he learned. III. Job Behaviour: This evaluation includes the manner and extent to which the trainee has applied his learning to his job. IV. Organisation:This evaluation measures the use of training, learning and change in the job behavior of the department/organisation in the form of increased productivity, quality, morale, sales turnover and the like. V. Ultimate Value: It is the measurement of ultimate result of the contributions of the training programme to the Company goals like survival, growth, profitability etc., and to the individual goals like development of personality and social goals like maxmising social benefit.

Essential Ingredients for a Successful Evaluation:

There are three essential ingredients in a successful evaluation. They are:

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(a)

Support throughout the evaluation process. Support items are

human resources, time, finance, equipment and availability of data source, records etc. (b) (c) Existence of open communication channels among top management, participants and those involved in providing data etc. Existence of sound management process.

Bases of Evaluation: Training programme can be evaluated on the basis of various factors like production factor, general observation, human resource factor, performance, tests, cost-value relationship etc. Production Factors: In operative training, the prime measure of worth is that of productivity. Productivity rates covering both quantity and quality are good indicators of the values of training. In most business situations these rates will have to be obtained before and after training. In an experimental situation, a control group that does not receive training could be compared with the one that does in order to ascertain the effect of training. Management will generally look first at production and wastage rates to determine the worth of operative training. The other production factors are decrease in unit time and unit cost of production and reduction in space or machine requirements. General Observations: General observation should not be overlooked as a means of training evaluation. The immediate supervisor is often a good judge of the skill level of his subordinates. For on-the-job training programmes, the supervisor is, in effect, the judged of his or her own efforts. If the supervisor is treated as a part of the professional management of the organisation and is properly selected and trained, this self-analysis and appraisal can be quite accurate and objective. The efficient supervisor observes accurately the level of skill and knowledge acquired by the trainee during the training programme. Me also

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observe how effectively the trainees apply the acquired skill and knowledge to the present and future jobs. Human resource Factor: Training programme can also be evaluated on the basis of employee satisfaction, which in turn can be viewed on the basis of:

(a) (b) (c) (d) (e) (f) (g)

Decrease in employee turnover. Decrease in absenteeism. Decrease in number and severity of accidents. Betterment of employee morale. Decrease in grievance and disciplinary cases. Reduction in time to earn piece rates. Decrease in number of discharges or dismissals.

Performance Tests: In the immediate sense, the specific source of training can be evaluated in terms of written and performance tests. The test is supported by a sample of what the trainee knows or can do. Successful accomplishment of the tests would indicate successful training. But the true test is whether or not what has been learned in training is successfully transferred and applied to the job. It is dangerous to rely upon tests alone to demonstrate the true value of training. Performance appraisal on the job before and after training may be supplemented to the tests. Cost-Value Relationship: Cost factor in training should be taken into consideration in evaluating the training effectiveness. Cost of various techniques of training and their value in the form of reduced learning time, improved learning and higher performance can be taken into account. Cost of training includes cost of employing trainers, and trainees, providing the means to learn, maintenance and running of training centers, wastage, low level of production, opportunity cost of trainers and trainees etc. The value of the training includes increased value of

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human resources of both the trainee and trainer and their contribution to raise production, reduce wastage, breakage, minimization of time requirement etc. Cost-value relationship of a training programme or a training technique is helpful in: a. Determining the priorities for training (for present and potential managers, age structure of the trainees etc.). b. Matching the employee and job through training. c. Determining the work of management sacrifices (like time taken by training programme, non-availability of staff for production during training period etc.). d. Choosing the right training method. e. And one of the possible combinations of the methods of training evaluation listed below can be used by an organisation for evaluation depending upon the need and convenience.

PHASES IN TRAINING PROGRAMS

VARIOUS PHASES OF TRAINING PROGRAM THROUGH WHICH A TRAINING IN THE ORGNISATION PASSES. FIRST PHASE - TRAINING ASSESMENT

TRAINING NEEDS

First identify the weakness in selling skill by management & survey of sales representatives and customer. Increase sale, lowered turnover, better

PROGRAMS OBJECTIVES

morale, control, improve customer relation, lower selling cost, better use of time, and most of all setting specific objective, improve

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prospecting, handling objection, strengthen closing techniques.

WHO SHOULD BE TRAINED

Recruits, existing sales force, refresher course, independent representative dealers distributors, users

HOW MUCH TRAINING IS NEEDED

Half day, 2-3 days, 6 months, continual

SECOND PHASE PROGRAMS DESIGNING

WHO SHOULD IMPART THE TRAINING s

Line personal, Staff - trainers, Outside sales specialist.

WHEN SHOULD TRAINING TAKE PLACE

After field experience, Push them of the dock (delayed) continual.

WHERE SHOULD TRAINING BE DONE

Centralized, Decentralized field sales office, Senior sales people, On- The- Job training, Local sales school, Local sales seminar or clinic

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CONTENT OF TRAINING

Attitude knowledge, application,

towards Product

selling, of

Company and competitive

knowledge

knowledge

products, knowledge of customers, Time management, skills, legal constraints on selling and selling skill. Lectures, Discussion, Demonstration, Role TEACHING METHOD USED IN TRAINING PROGRAMS. playing, Audio cassette, Video enhance training, On- The Job training, Company assistance training, Business TV.

THIRD PHASE - EVALUATION

WHAT OUTCOMES WOULD BE EVALUATED

Reaction, Result

Learning,

Behaviours,

WHAT MEASURES WOULD BE USED ROR EVALUATION

Questionnaire, Observational, Performance Ranking Appraisal Reports,

Lectures, Discussion, Demonstration, Role playing, Audio

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cassette, Video enhance training, On- The Job training, Company assistance training, Business TV.

CHAPTER- 2

COMPANY PROFILE
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COMPANY PROFILE

ABOUT US Our Vision B.K. Agromart Pvt. Ltd. products touch the lives of over 1 billion people every day whether that's through feeling great because they've got bB.K. AGRO MARTliant smile, keeping their health fresh an clean, or by enjoying a great cup of tea, satisfying ,healthy detergent. A clear direction The four pillars of our vision set out the long term direction for the company where we want to go and how we are going to get there: We work to create a better future every day We help people feel good, look good and get more out of life with brands and services that are good for them and good for others. We will inspire people to take small everyday actions that can add

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up to a big difference for the world. We will develop new ways of doing business with the aim of doubling the size of our company while reducing our environmental impact. We've always believed in the power of our brands to improve the quality of peoples lives and in doing the right thing. As our business grows, so do our responsibilities. We recognise that global challenges such as climate change concern us all. Considering the wider impact of our actions is embedded in our values and is a fundamental part

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PRODUCTS

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MUSTARD OIL

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TEA

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QUALITY OBJECTIVES OF AGRO MART On-time delivery of final product to customer.

Zero level of non-conformity at In-process and final stage of the product.

Zero level of customer complaint to enhance customer satisfaction.

QUALITY POLICY OF AGRO MART AGRO MART committed to the aim and objectives of the company to manufacture products that are satisfy customers needs and expectations. AGRO MART shall implement the quality management system to meet agreed requirements to enhance customer satisfaction and improve its effectiveness continually. AGRO MART commit to highest levels of integrity and professionalism in all aspect of our business. Credentials of AGRO MART Raad voor accreditatie, Netherland has licensed B.K. Agro Mart Pvt. Ltd. and listed
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in the bureaus register of licensees of Quality management system certification in respect of the products and services in accordance with ISO 9001:2008 and also ISO 14001: 2004 for Environment management system. AGRO MART is a member of export promotion council.

AGRO MART has been recognized as one star export house having the certificate issued by the

ministry of commerce & industry, government of India. In 2007 RAJIV GANDHI national quality award panel has awarded AGRO MART with a

Commendation certificate for quality standard of the company at all India level.

AGRO MART is a member with Essential oil association of India.

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 AGRO MART is register with IFRA and FDA.

FACILITIES AND TECHNOLOGY OF AGRO MART Well planned perfume blending set up with the required vessels, tanks and all relevant accessories. Traditional fragrance extraction set up for manufacturing special attars. Well-equipped cosmetics manufacturing unit with boiler etc. D.M. water plant R.O. water plant. Well-equipped packaging section having bottles and tubes filing and wrapping machines. Well-equipped talc manufacturing unit. Badhan Det. Powd. unit with automatic filling, capping machines, shrink wrapping and labeling machine. Alcohol(perfumery grade) storage tanks

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 Quality control laboratory with advanced GC machine and relevant testing apparatuses. Well-equipped in built R&D centre. Design and development department which consistently create packaging design which customers purpose and also innovates new designs and present to them. The company has warehouse having a large space and materials handling equipments and forklift. The plant has 12 filling lines and a capacity of 1, 20,000 bottles per shift. All the activities of company are done in the world class software SAP business 1.

.HUMAN RESOURCE

Competence, awareness, training Available competence level of each employee on the basis of his education skill and experience is assessed and accordingly training needs are identified and provided competence
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map is done for all those who are directly connected to the performance of conformity to product required directly (or) indirectly. Beside training communication system is established providing relevant information to enhance the awareness level of personnel in relation to AGRO MART performance required. Effectiveness of the action taken is evaluated organist requirement and corrective actions/ further improvement oriented actions are taken as on-going exercise. While implementing the above activities it is ensured that personnel are made aware of the relevance and important of their activities considering this an integral requirement for their contribution towards achievement of quality objectives. Records of education, training, skill & experience are maintained as long as the employee is in service roll in AGRO MART. Manpower in AGRO MART Every department has a highly experienced and qualified team. Company has around 250 skilled workers. The company has 120 experienced hands in the line of sales and marketing

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team. The company has a fully equipped training hall which accommodates 50 persons at a time and regular training programs are held at different levels. The training is totally based on skill and personality development to drive individuals and the company forward

ORGANISATIONAL CHART

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DESCRIPTION OF PRODUCTION PROCESS PERFUMERY AND COSMETIC PRODUCTS: Material used:

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Perfumery compounds, aroma chemical solvents. Cosmetics ingredients, coloring materials procured are the raw materials, Stage 1 Procured material as above is subjected to inspection and testing to confirm their meeting specified equipment. Stage 2 Compounds either as they are with colouring material or a formulated combined of more than one compound with or without colouring material after subjected to process. Inspection and testing are send for filling & packaging. Stage 3 Product are then filling in convenient sizes and packaging i9n cartons as per customers requirements. During filling operation the containers and the associated accessories are subjected to in process inspection to ensure state of conformance to specified requirements. Stage 4 Packaged products undergo final inspection before effecting delivery.

MARKETING

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 AGRO MART has organized tie-up in Dubai to fee the market in U.A.E. and distribution of the premium attars to African countries like, Sudan, Egypt, Somalia, Nigeria, Ghana, Uganda, Zambia, South Africa, Libya, Algeria, Mauritania, morocco, Chad, and Cameroon. In Saudi Arabia the company is having distribution tie-ups in Jeddah, Riyadh, Mecca, Medina, etc. Also the company is having distribution outlets in Kuwait, Muscat, Bahrain, Doha-Qatar, Lebanon, Jordan, Syria, Iran, Iraq, and Afghanistan. The company is also having export market in Sri Lanka, Singapore, Malaysia, Indonesia, Thailand, Myanmar and Bangladesh. In the west the company is having market in Atlanta, New York, New Jersey, Chicago, Las Angeles, London, Spain, and France. In India there are 750 distributors throughout the country.

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54

TRAINING AND DEVELOPMENT AT B.K. AGRO MART

AN OVERVIEW OF TRAINING AND DEVELOPMENT PROGRAMME IN B.K. AGRO MART
Training & development is an active process by which capabilities of executives and employee can be improved, to meet the organizational needs in term of their knowledge, skills and attitude required in performing organizational tasks and functions, within a relative short period of time. Therefore, training and development is concerned with acquisition or development of those skills techniques, attitude and experience which enables an individual to make his most effective contribution to the combined effort of the team of which he is a member. Thus, training and development entails the bringing up of the knowledge skills ability of the employee not only to perform the better, the job assigned to them bur also to keep ahead of the current requirements, so as to prepare them to take up higher responsibilities. Several enterprises largely depend upon the effective performance of the employees. The personnel requires certain skills and abilities to perform his duties as efficiently as possible. The progress of enterprise depends upon technical know how and selling skill are most important for the for operating the functional employees while management skills are significant for the senior and top level need improvement and who are likely to improve through a process of training. Through the importance of the specification or skills is well recognized all over the world, yet there is no consensus on the specification of skills require for an effective executive. Different situations call for different executive performance and require different skills and abilities. There is no single executives personality which could prove effective in all situations. Hence we would not expect traits to be generalized from one situation to another.

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There are certain skills, which enables personnel to perform his job more efficiently. Eminent authorities have discussed several types of skills required for an efficient sales executives .however, the most accepted classification of skills for the sales executives are given (by Robert L. Katz) under three heads:

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IMPORTANCE OF TRAINING IN B.K. AGRO MART Increased sales Improved performance Heightened morale Reduction in supervision Better time management Fulfillment of manpower needs ORIENTATION OF TRAINING Orientation of training is a must for all employees in B.K. AGRO MART. Introduction to company, including departments and their function. General awareness about the rules regulation and policies. Product familiarization Work culture and inter personal relation. TRAINING POLICY It is very important that management has a policy with respect to training and that this should be well defined and clear cut. More specifically, it should in this rules and procedures that or influence the standard and scope of training and development in the organization. A model training policy should encompass the following. Managements own overall responsibility right from the planning stage to successful implementation. The organizations approach to the training function which would include guidance for design & execution as well as dissemination of relevant information to all employees.

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 Provision for annual/periodic surveys in order to insure that training is need based & development oriented. Identification of priority areas since resources are always scarce & programmes must be prioritized according to felt needs. Clear identification of target groups & confirmation that training relates to everyone without exceptions Communication to all employees of the firm intention regarding each individuals career development & the contribution of training to a persons future promotional prospects. Expression of the organizational faith and belief that training and development are as crucial to the organization as to the individual and that the companys growth is linked with the growth of each employee.

TRAINING

AND

DEVELOPMENT

POLICY

OF

THE

B.K. AGRO MART

The training and development policy encompasses all levels of employees. Human resource is considered as the most valuable resource and the company is committed to provide possible opportunities for growth and development. Its scope lies in its being pro-active for the opportunities for facing the challenges of changes. For development of employees at all levels various types of training programmes are conducted by company which includes general awareness, personality development, yoga etc. Therefore not any separate developments programmes are conducted by the company accept various training programmes which include development programs. Training covers programme, which are conducted within the organization including both internal trainers as well as outsider guest experts. In training and development programmes the organization deputes their employees to outside institution for acquiring higher skills.

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NEED FOR BASIC PURPOSE OF TRAINING IN B.K. AGRO MART. To increase sale To help company fulfill its future personnel needs To improve organizational climate. Personal growth Obsolesce prevention. THE SALIENT FEATURES OF TRAINING AND DEVELOPMENT POLICY OF B.K. AGRO MART To bring about attitudinal change, gradually, from the non competitive system to survival and fighting fitness in global market. To enhance effectiveness in the present position. Take salesmanship quality to top of the agenda To keep abreast of the technology and managerial development to avoid obsolesce. To bring down the labour turn-over and absenteeism. To build a cohesive employees group. To develop capabilities and competence to assume higher responsibilities. Try to lower the wastage. TYPES OF TRAINING & DEVELOPMENT PROGRAMMES: In B.K. AGRO MART various types of training programmes are conducted which in turn results in development of employees. Company conducts training programmes within the organization in which the faculty may consist of internal trainers & outside guest experts. Generally company conducts training programme through outside faculty due to some

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reason. In the external training company deputes their employee outside for acquiring higher skills. TRAINING IN B.K. AGRO MART SUBJECT: competency, skill, training. PURPOSE: To outline a documented procedure for identifying knowledge and skill of employee and provide training to them. OBJECTIVE: To ensure systematic assessment of knowledge and skill of every employee and fulfilling their training needs. SCOPE: Personnel in company performing affecting quality. RESPONSIBILITY: Manager Personnel. HOD SYSTEM PROCEDURE: Personnel department has allocated every permanent sales person a token no./staff code for identification of the hourly rated workman and staff member respectively. The personnel department maintains the personal data of every sales persons regarding their past experience, skill, training attended, etc. Personnel department has maintained a list of activities and minimum competency criteria for performance.

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CHAPTER - 3

RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY
RESEARCH METHODOLOGY is a way to systemically solve the research problem. It may be understood as a science of studying how research is done. and it to study the various steps that are generally adopted by a researcher in studying his research problem it is necessary for the researcher to design the methodology form the problem as a method differ from problem- problem. RESEARCH PROCESS Before embarking on the detail of research methodology and the techniques it seems appropriate to present the brief overview of the research process. Research process consists of series of action or steps necessary to effectively carried out the research and the desired sequencing of these steps one should remember that the desired sequencing of these steps. One should remember that various steps involve in a research process are not mutually exclusive nor they are separate and distinct they do not necessaB.K. AGRO MARTy follow each other. any specific order and researcher have to be constantly anticipating at each steps in the research process however the following order concerning various steps provide a useful procedural guideline regarding the research process. DEFINING THE PROBLEM : The objective of the project was to undertake a study on the training and development of the employee working in the B.K. AGRO MART with a view to know the improvement in the performance after the training programme was imparted to them. DEVELOP A RESEARCH DESIGN

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Research design is a conceptual structure within which research is conducted; it is basically the blue print for a collection of data, measurement and analysis of data. A research design is the arrangement of conditions for collection and analysis of data in manner that aims to combine relevance to research purpose with economy in procedure. My research design is of descriptive type. A descriptive research includes survey fact finding and enquiries of different kinds with a major purpose of description of affairs as it exist in present.

Data collection.
I have used primary and secondary data for which a comprehensive questionnaire was prepared and was got filled up by the employee of the organization Primary data Questionnaires: A formal list of the questions answered by the employee of B.K. AGRO MART and later analysis the responses. We have used structured questionnaire as a formal list of question produces more reliable results. Direct personal: personal interview is versatile and flexible. Interview: Direct face to face conversation help in getting accurate data. Secondary data Internet Books Journal Manuals Annual reports SAMPLING Sampling procedure includes finite types of universe with random sampling which comes under probability method of sampling because under this method every item of the universe has a equal chance of being selected and no place for biases ness.

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SAMPLING DESIGN A sampling design is a definite plan for obtaining a sample for a given population. It refers to the techniques and procedure the researcher would adopt in selecting items for sample design is determined before data is collected. The sample size should also be ascertained before starting the research programme. I have choosen a sample size of the 100 employee.

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DATA COLLECTION
The task of data collection begins after research problem has been defined and research design/ plan chalked out while deciding about the data collection to be used for studying two types of data is used. Primary data: Are those which are collected fresh and for first time and thus happen to be original in character Secondary data: On the other hand are those which have already been collected by some one else and which have been already passed on. the method of collecting primary and secondary data differs since primary data are to be originally collected while in case in secondary data the nature of data collections works is merely that of compilation.

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CHAPTER - 3 ANALYSIS AND INTERPRETATION OF THE STUDY

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ANALYSIS AND INTERPRETATION OF QUESTIONNAIRE

Questionnaire was prepared in a view to study the changes in the performance skills and abilities of the employees of B.K. AGRO MART after the training programme was imparted to them. For this I have taken a sample size of 50 employees and made an analysis. Few questions are of general types consisting of employee name and their designation, age sex etc. (1) Do they get training Yes-80% No-20%

yes no

80% of the employees get the training in their organization.

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2).what identify the need of training a. prior performance of employee -60% b. company growth -20% c. both -20% What identify the need of training

20% prior performance of employee company growth 20% 60% both

The main factor which determines the need of training is prior performance of the employee. 3).comfortable in discussing training needs with superiors a. Yes-70% b. No-30%

Comfortable in discussing training needs with superiors

30%

Yes No

70%

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4).The objective of training is Improving salesmanship-70% Improving prospecting -15% Both -15%

Objective of training
15%
Improving salesmanship Improving prospecting

15%

Both

70%

The main objective of training is to improving salesmanship followed by the Improving prospecting because the training programme was designed for sales persons of the company. 5).Is it necessary to get trained each employee a. Yes-60% b. No -40% Necessary to get trained each employee

yes no

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6).Employees selected for the training All employee-10% New recruits -70% Existing salesperson-20%

80 70 60 50 40 70 30 20 10 0 10 20

All employees

New recruits

Existing salesperson

Basically new recruits need training as they are new in their job thus they are selected for the training. 7).Normal duration for imparting the training a. 2-3 days -33% b. 1 week -65% c. 1 month -2% The normal duration for imparting the training was considered to be the 1 week and 65% of the employee agree with this time period and considered that 2-3 days is too short and 1 month is too long.

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Duration for imparting the training

2% 33% 2-3 days 1 week 1 month 65%

8).The basic method of training and development are a. Lecture based-40% c. Demonstration-20% b. Group discussion-30% d. Other-10%

Basic method of training and development

45 40 35 30 25 20 15 10 5 0

40 30 20 10

Lecture based

Group discussion

Demonstration

Other

As training programme was designed for the sales persons the lecture was considered to be the best basic method of training followed by the group discussion. 9).Trainer comes from outside or companys personnel is trainer a. Trainer from outside-60% b. Companys trainer -30% c. Both-10%

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Trainer comes from outside or companys personnel is trainer

10%

30%

Trainer from outside Companys trainer both

60%

Companys trainer are basically responsible for giving training to the sales persons and for some specific purpose the trainer comes from outside.

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10).The content of the training a. Attitude towards training -30% b. Knowledge of company, competitors, and customers- 60% c. Time management-10% Content of training

10%

30%
c

Attitude towards training Knowledge of co.comp.cust Time management

60%

11).After completion of training were you asked to fill a feedback form a. Yes -90% b. No-10%

Filling of feedback form

10
yes no
c

90

90% of the employees are asked to fill the feedback form as to know the effectiveness of the training programme. It also help in improving the training programme design for future.

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12).Suitable method for the evaluating the training programme a. Questionnaire-35% b. Observational-35% c. Performance appraisal report-30%
Suitable method for the evaluating the training programme

30%

35%

a. a.

Questionnaire Observational

a. Performance appraisal report

35%

Questionnaire and observation was considered to be the suitable method for the evaluating the training programme. 13).Would you like any change in methodology of training. This was the open ended question and was asked every employee to give their views.as training programme was based on the need of the employee needed. The method are basically designed which fulfill the need and achieve the objective of training.

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CHAPTER - 4 SUGGESTION

75

SUGGESTIONS
In the era of the globalization the organization has to face new challenges in the present context and achieve its objectives. It must be dynamic, desalinated efficient especially in the training, development placement and promotion of its personnel. The huge investment in the industrial sectors demand better operational efficiency, better management of capital and above all, better management & development of human resources. For enhancing the effectiveness of training & development programme there are few useful suggestion which is implemented earnestly & sincerely may hopefully add to the luster & improve the planning execution and follow-up of the training and development programme in particular.

Training and development programme should be based on specific needs of the organization and its employees. Selection of participants should be made on the basis of the needs of the employees & objectives of the programme. New technology and methods of training should be used to make it interesting for the employees. The programme should be frequently revised so as to be in tune with the ever changing business and economic environment.

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 Both in company & external agencies programmes should be evaluated properly for measuring their effectiveness.

CHAPTER - 5 CONCLUSION

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CONCLUSION
Private sector occupies a pivotal position in the Indian economy. It is considered as a pacesetter for the rest of the economy. It has expanded enormously and contributed a lot towards the economic growth of country by adding a major share in the net national product generating gainful employment & growth of every organization depends on the quality of the manpower,& its people improvement & utilization in suitable challenging jobs. Training and development is an important aspect of proffessionalisation of our executive cadre. There is no doubt that training and development can do lot for development of its personnel. Training and Development can do lot for its personnel. Training and Development is an integral part of the Human Resource Development HRD. It is an important tool for the organization. To sharpen executive knowledge with the object of strengthening & profit maximization of the organization.

In B.K. AGRO MART also training is very helpful towards organization and employees. The employee attended training programme of the company the were also benefited by it in terms that their performance increased, also almost 70% of the employees also found changes in terms of productivity i.e they gained more professional knowledge also almost all of them can discuss their needs with their superiors. We can therefore say , that training programs discuss their needs with their superiors. We can therefore say, that training programs are not only beneficial for the company but also beneficial for the employees working and

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personal life. Therefore training programs should be implemented in every organization for the survival in the world and achievement of the objectives.

LIMITATIONS OF THE RESEARCH

There are certain limitations, which cannot be ruled out after taking all possible precaution regarding the basic rules of personnel departments. First of all, the scope of study is limited as it come only important provisions laid down by govt. for the welfare of the workers. The sample size was small here, the conclusion might not be right for the remaining workers. I do not spent very much time with every workers. No consolidate date available; means students depend upon the secondary data.

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BIBLIOGRAPHY Books referred

C.R Kothari - Research Methodology Beri Marketing Research (Tata McGraw Hill) , 1993 , 2nd Edition K Aswathappa , Human Resource and management, (Tata McGraw Hill) HR and PM, 2003, 3rd Edition Dessler - Human Resource management ( Prentice - Hall) 9th Edition Robbins S.P. Organizational Behaviour (Pearson Education , 2003 , 10th Edition) Pareek U. Training Instruments for HRD and OD (Tata McGraw Hill) , 2nd Edition

Websites
www.B.K. AGRO MART.com www.google.com

www.astd.org/astd

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81

QUESTIONNAIRE
i) Name of the organization_____________ ii) Name of the employee________________ iii) Designation_______________________ iv) Age ________________________________ v) Date __________________ 1).Do you get training in the organization. a. Yes b. No

2).How do you identify the training need. d. prior performance of employee e. company growth f. both 3).Were you comfortable in discussing your training needs with your superiors b. Yes 4).The objective of training is a. Improving salesmanship b. Improving prospecting c. Both 5).Is it necessary to get trained each employee c. Yes b. No b. No

6).What are the person selected for the training a. All employee

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b. New recruits c. Existing salesperson 7).What should be the normal duration for imparting the training d. 2-3 days e. 1 week f. 1 month 8).The basic method of training and development are a. Lecture based b. Group discussion c. Demonstration d. Other 9).Whether trainer comes from outside or companys personnel is trainer a. Trainer from outside b. Companys trainer c. Both

10).What are the content of the training a. Attitude towards training b. Knowledge of company, competitors, and customers c. Time management 11).After completion of training were you asked to fill a feedback form a. Yes b. No

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12).What may be the suitable method for the evaluating the training programme d. Questionnaire e. Observational f. Performance appraisal report

13).Would you like any change in methodology of training.

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