A PROJECT REPORT ON THE IMPACT OF TRAINING AND DEVELOPMENT With Special Reference to Mother Dairy

For Partial fulfillment of the degree of (Bachelor of Business Administration) BBA

Supervisor Dr. Ashutosh Priya Awasthi (H.O.D, Management Department)

Submitted by Aastha Suji B.B.A V

Amrapali Institute of Management and Computer Applications Shiksha Nagar, Lamachaur, Haldwani

(Affiliated to Kumaun University, Nainital) STUDENT DECLARATION

This project has been undertaken in partial fulfillment of the requirements for the award of degree of Bachelor of Business Administration of Kumaun University, Nainital.

This project was executed during the 5 th semester under the able guidance of Dr. Ashutosh Priya Awasthi (H.O.D, Management Department)

Further, I declare that the dissertation entitled The impact of training and development is my original work and not submitted for the award of any other degree or diploma.

Counter Signed By: -

Name & Full Signature of the Student

----------------------(Supervisor)

Aastha Suji

(Signature of HOD, Deptt of Management Studies)

ACKNOWLEDGEMENT

I feel myself privileged at having an opportunity to thank the people who helped me at all stages of my research work. It is with a deep sense of gratitude that I acknowledge valuable guidance and timely suggestions offered to me by Project Guide Dr. Ashutosh Priya Awasthi. I am indebted to all staff and operational people At Mother Dairy for giving me full support and encouragement. Its my sheer pleasure to acknowledge who have directly or indirectly guided and cooperated in one way or other.

PREFACE

Today it is acknowledged and widely accepted facts that beside money, material and machinery the success of an organization greatly depend upon the quality of a human resource. In the wake of increasing competion and the opening of the economy, people have become the pivot around which any successful organization rotates. In the light of above, training and development function in an organization has become more important tool for prolonged development. To develop people to grow in their respective organization. To help establishment retain their staff.

As a part of curriculum of my B.B.A V Semester I undertook my research project in Mother Dairy, Delhi.

CONTENTS

CHAPTER 1 INTRODUCTION OBJECTIVE OF THE STUDY PERIOD OF STUDY METHODOLOGY LIMITATION OF STUDY SCOPE OF STUDY CHAPTER 2 INDUSTRY PROFILE COMPANY PROFILE CHAPTER 3 DATA ANALYSIS & INTERPRETATION FINDINGS CHAPTER 4 CONCLUION SUGGESTION

BIBLIOGRAPHY ANNEXURE

INTRODUCTION

This project work provides me an opportunity to understand the companys training & development strategies and the various training program launched by the company through an enriched environment and experts faculty to help them to achieve maximum growth and development . It analyze various methodologies and training procedure adopted by the company to identify the training needs of its employees and thus based on these requirements, the training imparted to the employees in order to correct deficiencies and to further strengthen their strong points.

CHAPTER ARRANGEMENT

CHAPTER 1: INTRODUCTION OBJECTIVE OF THE STUDY PERIOD OF STUDY RESERCH METHODOLOGY SCOPE OF THE STUDY LIMITATION OF THE STUDY

CHAPTER 2: INDUSTRY PROFILE COMPANY PROFILE

CHAPTER 3: DATA ANALYSIS AND INTERPRETATION

CHAPTER 4: FINDINGS SUGGESTIONS AND RECOMMENDATIONS CONCLUSION

OBJECTIVE OF THE STUDY

The principle objectives are as follows: To understand the training and development activities of the company. To find out the impact on the performance of the individual after training. Report the feedback of the employees of the training activity carried on. To know the training methods used in the organization. To know the reasons for employees training and development.

PERIOD OF STUDY
The period of study comprises of Two Months (8 weeks) i.e. from 5 th July 2007 to 30th August 2007 in Mother Dairy India Ltd, NDDB House, New Delhi.

RESEARCH METHODOLOGY
To conduct any research a scientific method must be followed. The universe of study is very large in which it is difficult to correct information from all the employees. So, the sampling method has been followed for the study. The analysis is based on primary as well as secondary data. Research Area Sample size Data collection Primary data questionnaire and observing employees at Mother Dairy. Secondary data : Internet, books Method of analysis : Pie chart : The data was collected using an appropriate : Mother Dairy, New Delhi : 50

SCOPE OF STUDY
The strength of any organization is its people. If people are attended to properly by recognizing their talents, developing their capabilities and utilizing them appropriately, organizations are likely to be dynamic and grow fast. Ultimately the variety of task in any organization has to be accomplished by the people. Some of them have capabilities to do certain tasks better than other tasks, and some of them may not have capabilities to do the task assigned to them. In any case one of the important process goals of any dynamic organization is to assure that its people are capable of doing the variety of tasks associated their role/position. Development of their capabilities keeps them psychologically vital. This development needs to be monitored in terms of matching it with the organizational requirements. Therefore, any organization; interested in developing the capabilities its employee should understand the nature of capabilities required to perform different functions as well as dynamics underlying the development of these capabilities in an and organizational context. Thus proper and timely training programs should be conducted in an organization.

In this report I have presented by study on T&D at Mother Dairy. The study limit to understanding the existing system and through a survey of employees to know their feedback of the T&D system & procedure. The study for time and other resources is limited in its scope but is a sound preliminary work for a researcher in this field.

LIMITATION OF THE STUDY

Besides the success of my research work, there are certain limitations which I faced during the tenure of my work. These are: Training requirements can change so rapidly. The employees were not interested in filling questionnaire because of their busy schedule. Moreover the whole procedure of data collection was too much time consuming as direct and accurate information was nowhere found in totality. Further it required a detailed consultation of various books, websites that really needed a lot of time. Data collected during a research, can become outdated fairly quickly.

INDUSTRY PROFILE
FMCG is an acronym for Fast Moving Consumer Goods, which refer to things that we buy from local supermarkets on daily basis, the things that have high turnover and are relatively cheaper. STATUS OF FMCG SECTOR The Indian FMCG sector is an important contributor to the country's GDP. The FMCG sector is the fourth largest sector of Indian economy. The FMCG market is estimated to treble from its current figure in the coming decade. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential. With growing Indian population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products. The Indian rural market with its vast size and demand base offers a

huge opportunity for investment. Rural India has a large consuming class with 41 per cent of India's middle-class and 58 per cent of the total disposable income. This report on the Indian FMCG sectors covers all the important aspects of the Indian FMCG sector with valuable information and data to help the busy managers and investors to arrive at an informed decision. The Indian FMCG sector is the fourth largest sector in the economy with a total market size in excess of US$ 13.1 billion. It has a strong MNC presence and is characterized by a well established distribution network, intense competition between the organized and unorganized segments and low operational cost. Availability of key raw materials, cheaper labour costs and presence across the entire value chain gives India a competitive advantage. The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in 2015. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential. Burgeoning Indian population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products. Growth is also likely to come from consumer 'upgrading' in the matured product categories. With 200 million people expected to shift to processed and packaged food by 2010, India needs around US$ 28 billion of investment in the food-processing industry.

INDIA A LARGE DOMESTIC MARKET

India is one of the largest emerging markets, with a population of over one billion. India is one of the largest economies in the world in terms of purchasing power and has a strong middle class base of 300 million.

RURAL AND URBAN POTENTIAL Urban Population 2001-02 (mn household) Population 2009-10 (mn household) % Distribution (2001-02) Market (Towns/Villages) Universe of Outlets (mn) 53 69 28 3,768 1 Rural 135 153 72 627,000 3.3

Around 70 per cent of the total households in India (188 million) reside in the rural areas. The total number of rural households is expected to rise from 135 million in 2001-02 to 153 million in 2009-10. This presents the largest potential market in the world. The annual size of the rural FMCG market was estimated at around US$ 10.5 billion in 2001-02. With growing incomes at both the rural and the urban level, the market potential is expected to expand further.

PRESENCE ACROSS VALUE CHAIN Indian firms also have a presence across the entire value chain of the FMCG industry from supply of raw material to final processed and packaged goods, both in the personal -care products and in the food processing sector. For instance, Indian firm Amul's product portfolio includes supply of milk as well as the supply of processed dairy products like cheese and butter. This makes the firms located in India more cost competitive.

INCOME DISTRIBUTION

Most Indian FMCG companies focus on urban markets for value and rural markets for volumes. The total market has expanded from US$ 17.6 billion in 1992-93 to US$ 22 billion in 1998-99 at current prices. Rural demand constituted around 52.5 per cent of the total demand in 1998-99. Hence, rural marketing has become a critical factor in boosting bottom lines. As a result, most companies' have offered low price products in convenient packaging. These contribute the majority of the sales volume. In comparison, the urban elite consume a proportionately higher value of FMCGs, but not volume. Demand for FMCG products is set to boom by almost 60 per cent by 2007 and more than 100 per cent by 2015. This will be driven by the rise in share of middle class (defined as the climbers and consuming class) from 67 per cent in 2003 to 88 per cent in 2015. The boom in various consumer categories, further, indicates a latent demand for various product segments. For example, the upper end of very rich and a part of the consuming class indicate a small but rapidly growing segment for branded products. The middle segment, on the other hand, indicates a large market for the mass end products. The BRICs report indicates that India's per capita disposable income, currently at US$ 556 per annum, will raise to US$ 1150 by 2015 - another FMCG demand driver. Spurt in the industrial and services sector growth is also likely to boost the urban consumption demand.

EXPORTS India is one of the world's largest producers for a number of FMCG products but its exports are a very small proportion of the overall production. A total export of food processing industry was US$ 2.9 billion in 2001-02 and marine products accounted for 40 per cent of the total exports. Though the Indian companies are going global, they are focusing more on the overseas markets like Bangladesh, Pakistan, Nepal, Middle East and the CIS countries because of the similar lifestyle and consumption habits between these countries and India. HLL, Godrej Consumer, Marico, Dabur and Vicco laboratories are amongst the top exporting companies. SECTORIAL OPPORTUNITIES According to the Ministry of Food Processing, with 200 million people expected to shift to processed and packaged food by 2010, India needs around US$ 28 billion of

investment to raise food processing levels by 8-10 per cent. In the personal care segment, the lower penetration rate also presents an untapped potential. Key sectoral opportunities are mentioned below: Staple: branded and unbranded: While the expenditure on mass-based, high volume, low margin basic foods such as wheat, wheat flour and homogenized milk is expected to increase substantially with the rise in population, there is also a market for branded staples is also expected to emerge. Investment in branded staples is likely to rise with the popularity of branded rice and flour among urban population. Dairy based products: India is the largest milk producer in the world, yet only 15 per cent of the milk is processed. The US$ 2.4 billion organized dairy industry requires huge investment for conversion and growth. Investment opportunities exist in valueadded products like desserts, puddings etc. The organized liquid milk business is in its infancy and also has large long-term growth potential. Packaged food: Only about 8-10 per cent of output is processed and consumed in packaged form, thus highlighting the huge potential for expansion of this industry. Currently, the semi processed and ready to eat packaged food segment has a size of over US$ 70 billion and is growing at 15 per cent per annum. Growth of dual income households, where both spouses are earning, has given rise to demand for instant foods, especially in urban areas. Increased health consciousness and abundant production of quality Soya bean also indicates a growing demand for soya food segment. Personal care and hygiene: The oral care industry, especially toothpastes, remains under penetrated in India with penetration rates below 45 per cent. With rise in per capita incomes and awareness of oral hygiene, the growth potential is huge.

Lower price and smaller packs are also likely to drive potential up trading. In the personal care segment, according to forecasts made by the Centre for Industrial and Economic Research (CIER), detergent demand is likely to rise to 4,180, 000 metric tonnes by 2011-12 with an annual growth rate of 7 per cent between 2006 and 2012. The demand for toilet soap is expected to grow at an annual rate of 4 per cent between 2006-12 to 870,000 metric tonnes by 2011-12. Rapid urbanization is expected to propel the demand for cosmetics to 100,000 metric tonnes by 2011-12, with an annual growth rate of 10 per cent. Beverages: The US$ 2 billion Indian tea market has been growing at 1.5 to 2 per cent annually and is likely to see a further rise as Indian consumers convert from loose tea to branded tea products. In the aerated drinks segment, the per capita consumption of soft drinks in India is 6 bottles compared to Pakistan's 17 bottles, Sri Lanka's 21, Thailand's 73, the Philippines 173 and Mexico's 605. The demand for soft drink in India is expected to grow at an annual rate of 10 per cent per annum between 2006-12 with demand at 805 million cases by 2011-12. Per capita coffee consumption in India is being promoted by the coffee chains and by the emergence of instant cold coffee. According to CIER, demand for coffee is expected to rise to 535,000 metric tonnes by 2012, with an annual growth rate of 5 per cent between 2006-12. Edible oil: The demand for edible oil in India, according to CIER, is expected to rise to 21 million tonnes by 2011-12 with an annual growth rate of 7 per cent per annum. Confectionary: The explosion of the young age population in India will trigger a spurt in confectionary products. In the long run the industry is slated to grow at 8 to 10 per cent annually to 870,000 metric tonnes by 2011-12.

COMPANY PROFILE

UNIT PROFILE Mother Dairy markets & sells dairy products under the Mother Dairy brand (like Liquid Milk, Dahi, Ice creams, Dairy Whitener, Cheese and Butter), Dhara range of edible oils and the Safal range of fresh fruits & vegetables, frozen vegetables and fruit juices at a national level through its sales and distribution networks for marketing food items. Mother Dairy sources its entire requirement of liquid milk from dairy cooperatives. Mother Dairy sources fruits and vegetables from farmers / growers associations. The company markets more then 2.2 million litres of milk daily in Delhi and surrounding areas of Western U.P. and Haryana, Mumbai and Hyderabad. Mother Dairy Milk has a market share of 66% in the branded sector in Delhi where it sells 2 million litres of milk daily and undertakes its marketing operations through more then 10,000 retail outlets. There are 780 exclusive outlets of mother Dairy out of this. The companys unique distribution network of bulk vending booths, retail outlets and mobile units give it a significant competitive advantage. Mother Dairy ice creams launched in the year 1995 have been showing a continuous growth over the years, and today boasts of approximately 62% market share in Delhi and NCR. Other than Delhi and NCR, Mother Dairy ice creams are now also available in the markets of UP, Punjab, Rajasthan, Uttaranchal, Mumbai and Kolkata. Mother Dairy also manufactures and markets a wide range of dairy products that include Butter, Dahi, Ghee, Cheese, UHT Milk, Dairy Whitener, Lassi & Flavoured Milk.

Mother Dairys dairy products are available in the markets of Northerm India, Eastern India, Mumbai, & Port Blair. The company markets an array of fresh and frozen fruit and vegetable products under the brand name SAFAL through a chain of 295 owned Fruit and Vegetable shops and more than 20,000 retail outlets in various parts of the country. Fresh produce form the producers is handled at the Companys modern processing facility in Delhi with an annual capacity of 1, 20,000 MT. A state-of-the-art fruit processing plant, a 100 percent EOU, setup in 1996 at Mumbai supplies quality products in the international market. With increasing demand another state-of-the-art fruit processing plant has been set up at Bangalore this year. Mother Dairy has also been marketing the Dhara range of edible oils for the last few years. Today it is a leading brand of edible oils and is available across the country in over 2, 00,000 outlets. The brand is currently available in the following variants: Refined Vegetable Oil, Refined Soybean Oil, Refined Sunflower Oil, Kachi Ghani Mustard Oil and Filtered Groundnut Oil. Mother Dairy has over the last 3 decades, harnessed the power of farmer cooperatives to deliver a range of delicious products and bring a smile on your face. Mother Dairy is the single largest brand of milk in Delhi, India as well as in Asia, marketing about 1.9 million litres of milk per day. Mother Dairy commands 40% market share in the organized sector in and around Delhi, primarily because of consistent quality and service what ever be the crisis-floods, transport strike, curfew etc.

Mother Dairy, Patparganj, Delhi, is presently manufacturing & selling around 8.5 lakh litres of tonned milk through bulk vending shops. Mother Dairy, Delhi is an IS/ISO-9001:2000 and Hazard Analysis Critical Control Points (HACCP) and ISO- 14001:1996 Environment Management System (EMS) Certified organization. Mother Dairy was the first industry in country to implement ISO-14031(Environment Performance Evaluation) project. The companys Quality Assurance Laboratory is ISO/IEC-17025:1999 certified by NABL (National Accreditation Board for Testing and Calibration Laboratory), Department of Science & Technology, India. This provides assurance to the consumer in respect of Quality and Safety of products manufactured and marketed by Mother Dairy. Garths - The National Dairy Development Board (NDDB) commissioned Mother Dairy in the first phase of Operation Flood in 1974. Considering the success of Dairy industry NDDB established Fruit & Vegetable Project in Delhi in 1988 with SAFAL as its umbrella brand. With a view to separating the commercial activities from developmental activities, the NDDB merged Mother Dairy and the Fruit & Vegetable project into a wholly owned company named Mother Dairy Fruit & Vegetable Ltd (MDFVL) in April 2000. This becomes the holding company of Mother Dairy India Ltd (MDIL) - a marketing company and Mother Dairy Foods Processing Ltd (MDFPL)- a processing company. MDFPL is a multi unit company, with units at various locations in India. Mother Dairy, Delhi is one of the units of MDFPL. The company is a highly trusted household name for its wide range of milk products like Milk, Flavoured Milk, Ice-Cream, Dahi, Lassi, Table Butter, Dairy Whitner, Ghee etc. Mother dairy has taken up the concept of Total Productive Maintenance (TPM)

whole heartedly. The number of employees involved in KAIZENS and the no.of KAIZENS per employee are very encouraging. Mother Dairy is a member of CII-TPM Club and the KAIZENS done by Mother Dairy employees have been selected and presented in 2nd and 3rd National Kaizen Conferances held on 7-8 October, 2003 & 1-2 September, 2004 respectively. The TPM efforts have resulted in increase in MTBF and decrease in MTTR. Mother Diary has received "Best Productivity Performance" award for three consecutive years starting from 1987-88 to 1989-90 and again from 1995-96 to 1997-1998 from National Productivity Council and a commendation Certificate for Rajiv Gandhi National Quality Award.

MANAGEMENT SYSTEMS POLICY Our commitment is to excellence. The evolving needs of our customers drive us to continual improvement in our processes and systems. We are committed to: Apply state of the art technology and processes to enhance productivity that ensures quality at competitive price. Apply processes for clean production, pollution prevention and optimize resource utilization in all operations. Follow food safety management system and apply HACCP (Hazard Analysis Critical Control Points) principles to provide safe products to customers. Comply with applicable regulations and legislations. We pledge to provide quality and safe products under clean and hygienic environment.

Environment and Safety Mother Dairy, Delhi is committed to the protection of environment by Prevention of Pollution and continual improvement in our processes and systems to improve Environmental Performance. The company is ISO14001:1996 (EMS) certified by BVQI.Mother Dairy was the first industry in country to implement ISO14031(Envoirnment Performance Evaluation) project. The following steps are taken and on going efforts are continuously made as per our "Management Systems Policy" Minimise Waste generation Conservation of resources Use of renewable energy Recycling & re-use The Effluent Treatment Plant (ETP) was installed at the inception of the Dairy Plant. The company complies with applicable regulations and legislations of Delhi Pollution Control Committee (Department Of Environment, Govt. of NCT of Delhi). The Dairy has reduced total effluent generation by 24% and water consumption by 29% during the period 2001- 02 to 2003- 04. The water consumption has been reduced over the year as a result of the implementation of following initiatives: Installation of water recuperation system in the year 2001-02 where in the final water rinse quantity after Cleaning In Place (CIP) is taken in the water recuperation tank for reuse as the initial rinse in the subsequent CIP operation.

In-house water audit is carried out every year and by a continual process of educating the employees about the importance of water conservation and motivating those to do KAIZENS directed to reduce water consumption.

Water consumption in all the activities in the Dairy is regularly monitored with the help of data furnished by magnetic flow meters installed at various locations.

The Dairy has installed a Solar Plant for hot water generation and solar heat recovery to the tune of 200 to 250 Mkcal per annum is achieved through it.

The Dairy has constructed Rain Water Harvesting by dividing the entire premises into six zones to harvest maximum possible potential of rain water runoff available in the campus. Accordingly unit has constructed rain water harvesting structures at the locations that experience water logging in each of the zones during rainy season. By this unit has achieved increase in water table ranging from 30 cms to 150 cms in our existing tube wells in the Dairy.

Industrial safety is of paramount importance at Mother Dairy. A Safety Committee headed by Sr.Manager(Mfg.) as Chairman and members drawn from workmen and officers cadre from different sections meet regularly to review and initiate safety measures in all the activities of the Dairy. Number of mock drills is carried out from time to time. Internal safety audits are carried out to locate unsafe conditions, acts and thorough investigation of accidents if any, strict enforcement of safety rules and procedures including work permit system and use of Personal Protective Equipment(PPE).

The Dairy is member of National Safety Council and also celebrates safety week every year. The Dairy has ZERO fatal accident since the date of its inspection.

MOTHER DAIRY GROUP

MDF&V Pvt Ltd

MDFPL

MDIL

Milk & Dairy Products:

Mother Dairy Unit Pilkhuwa Dairy Vashi Dairy

Fruit & Vegetables:

Fruit & Vegetable Unit, Mangolpuri Fruit Processing Plant, Mumbai Neem Biocide Plant. Anand Ramgarh Unit

SBU Marketing & Sales for:

Dairy Products Ice Cream, Safal Dhara

SBU Marketing & Sales for:

Fresh Milk Fresh Fruit & Vegetables

TRAINING AND DEVELOPMENT

INTRODUCTION

If you don't know where you are going, any road will take you there.
- Lewis Carroll in Alice's Adventure in Wonderland (1865).

Give a man a fish, and you have given him meal. Teach man to catch fish, and you have given him a livelihood. This ancient Chinese proverb seems to describe the underlying rationale of all training and development programme. No industrial organization can long ignore the training and development needs of its employees without seriously inhibiting its performance. Even the most careful selection does not eliminate the need for training, since people are not moulded to specifications and rarely meet the demands of their jobs adequately. Poverty stricken India spends $45 billion on training each year. Expenditures of such magnitudes call for a periodic sharp look. Training in particular needs such scrutiny. TRAINING It refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. It forms the core of apprenticeships and provides the backbone of content at technical colleges and polytechnics. Today it is often referred to as professional development.

Training is primarily concerned with preparing people for certain activities delineated by technology and by the organization and settings in which they work. Education helps students to choose their activities. Training helps participants to improve their performance. Education deals mostly knowledge and understanding. Training deals mostly with understanding, skill and action. Training embraces an understanding of the complex processes by which various factors that make up a situation interact. Training is the most important activity or plays an important role in the development of human resources. To put the right man at the right place with the trained personnel has now become essential in todays globalize market. No organization has a choice on
whether or not to develop employees. Therefore training has nowadays become an important and required factor for maintaining and improving interpersonal and inter- group collaboration.

Human resource is the life blood of any organization. Only through well-trained
personnel, can an organization achieve its goals.

Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service. Training is provided for the present job. This includes training new personnel to perform their job, introducing a new technology, or bringing an employee up to standards. Training is mainly concerned with the meeting of two of these inputs -- people and technology. That is, having people learn to master a given technology.

DEVELOPMENT This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance. This development often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas, ongoing training on the job, coaching, mentoring and forms of self-development. Some view development as a life-long goal and experience. Training & Development is the field concerned with workplace learning to improve performance. Such training can be generally categorized as on-the-job or off-the-job. On-the-job describes training that is given in a normal working situation, using the actual tools, equipment, documents or materials that they will use when fully trained. On-the-job training is usually most effective for vocational work. Off-the-job training takes place away from normal work situation which means that the employee is not regarded as productive worker when training is taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate on the training being given. This type of training is most effective for training concepts and ideas. At a glance, we find that training gives the following results:
1)

Growth, expansion and modernization cannot take place without trained manpower.

2)

It increases productivity and profitability, reduces cost and finally enhances skill and knowledge of the employee.

3)

Prevents obsolescence.

4) 5)

Helps in developing a problem solving attitude. Gives people awareness of rules and procedures.

6) Builds better communications skills. 7) Develops hidden talent. 8) Ensures consistent quality. 9) Provides greater focus. 10) Produces more effective/productive efforts. 11) Clarifies the concept of marketing as a business process. TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.

When a performance appraisal indicates performance improvement is needed. To "benchmark" the status of improvement so far in a performance improvement effort.

As part of an overall professional development program. As part of succession planning to help an employee be eligible for a planned change in role in the organization.

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

GENERAL BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT There are numerous reasons for supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training. Risk management, e.g., training about sexual harassment, diversity training

DETERMINATION OF TRAINING NEEDS In order to determine the training needs of an organization the HRD manager should seek information on the following points: a) Whether training is needed? b) Where training is needed? c) Which training is needed? Whether training is needed? Training result from problems such as: Standards of work performance not being met; Accidents; Excessive scrap; High rate of transfer and turnover;

Too many low ratings on employee evaluation reports; Many people using different methods to do the same job; Excessive fatigue, fumbling, struggling with the job; Bottlenecks and deadlines not being met;

In many organizations the determination of training needs is predominantly done through observations. One common method for recording observations is the check- list of training needs. It provides for indicating by a Yes or No check. Where training is needed? After determining the need for training the manager should determine where the organization training emphasis can and should be placed. This involves a detailed analysis of the following factors: i. ii. iii. iv. Structure of the organization, Objectives, Human resource and future plans, and Cultural milieu.

Which training is needed?

The last question to be answered by the personnel manager is about the type of training needed. This involves determining what knowledge, skills or attitudes each individual employee should develop to be able to perform his task in an effective way. The three major skills which the employees of any organization need to successfully discharge their duties are: the conceptual skill, the human relations skill and the technical skill. Conceptual skill deals with ideas, technical skill with things and human skill with people. WHAT IS GOOD TRAINING The three typical beneficiaries of a training programme are the managers and supervisors of trainees, trainees themselves and external customers. Each beneficiary has his own requirements and perception of what is good training. Thus, the senior managers and supervisors want training to be low in cost, to increase employees job performance, to improve their attitudes and morale and to be minimally disruptive to the work in terms of promotion or compensation. Trainees want the training to be of high quality which can be easily transferred to the job. They want the training venue to be more pleasant than the job venue and expect training work place to benefit them personally. Last, though not the least important are external beneficiaries who want the training to result into high quality products and services, but do not want training to interfere with the fulfillment of their needs for example, a bank customer wants high quality customer service from tellers but does not want a trainee teller to take a few moments longer than usual with a transaction. The HRD manager must address all the above needs of different beneficiaries throughout the training process.

METHODS OF TRAINING No simple formula defines the form of training to be used for a given purpose. The skills needs of operatives, the size and traditions of the company, the abilities of trainers, the time and the money available for training and the experience of the company about the training activities that have been carried on in the past, will affect the type of training that will be most successful in a given situation. Nevertheless it will be helpful to indicate briefly the principal alternatives from which the manager may choose:1) On- the- job training The most important type of training is On- the job training. The experience of actually doing something makes a lasting impression and has a reality that other types of training cannot provide. The worker in this method learns to master the operations involved on the actual job situation under the supervision of his immediate boss. Some important advantages of this type of training are as follows :a) It can be learned in a relatively short period of time, say, a week or two. b) It is highly economical. c) It is not located in an artificial situation, either physically or psychologically and, therefore, eliminates the possible problem of transfer of learning. There are several types of training programmes which make use of on-the-job training concept. Some of them are described below:-

Job rotation Internship training Apprenticeship

2) Vestibule Training: - This method attempts to duplicate on the job situation in a company classroom training, which is often imparted with the help of equipment and machines, which are identical with those in use in the place of work. It is very efficient method of training semiskilled personnel, particularly when many employees have to be training for the same kind of work. 3) Learning by seeing or demonstration method : - In this method , the trainer describes and display something ,as when he teaches an employee how to do something by actually performing the activity himself and by going through step by step explanation of why and how he is doing . Demonstration are very effective in teaching because it is much easier to show a person how to do a job then ask him to gather instructions from the reading materials, discussion etc. 4) Simulation: - Simulation is a technique, which duplicates, as nearly as possible, the actual conditions encountered on the job. The training is essential in cases which actual on the job practice might result in a serious injury, a costly error, or the destruction of valuable materials or resources.

5) Class-room or off-the-job training: - Off-the job training is not a part of everyday job activity. The actual location may be in the company classroom or in places which are owned by the company. These methods consists of : Lectures Conferences Group discussions Case studies Role-playing Programmed instructions Laboratory trainings

TRAINING PLAYS THE FOLLOWING ROLES IN AN ORGANIZATION 1) Increase in efficiency: Training plays active role in increasing efficiency of employees in an organization. Training increases skills for doing a job in better way. Though an employee can learn many things while he is put on a job, but he can do much better if he learns how to do the job. This becomes more important specially in the context of changing technology because the old method working may not be relevant. 2) Increase in morale of employees: - Morale is a mental condition of an individual or group, which determines the willingness to cooperate. High morale is evidenced by employee enthusiasm voluntary conformation with regulations and willingness to cooperate with others to achieve organizational objectives.

Training increases employee morale by relating their skills with their job requirements. Trained employees can see job in more meaningful ways because they are able to relate their kills with job. 3) Reduced Supervision: Trained employees require less supervision. They require more autonomy and freedom. Such autonomy and freedom can be given if the employees are trained properly to handle their jobs without the help of supervision. 4) Increased organizational viability and flexibility: Trained people are necessary to maintain organizational viability and flexibility. Viability relates to survival of the organization during bad days, and flexibility relates to sustain its effectiveness despite the loss of its key personnel and making short-term adjustment with the existing personnel. Such adjustment is possible if the organization has trained people who can occupy the positions vacated by key personnel. BENEFITS OF TRAINING Training benefits the organization in manifold ways: 1. Benefits to organization: Leads to improved profitability and more positive attitudes toward profit orientation. Improves the job knowledge and skills at all levels of the organization. Improves the morale of the workforce.

Helps people identify with organizational goals. Helps create a better corporate image. Fosters authenticity, openness, and trust. Aids in organizational development. Learns from the training. Helps keep costs down in many areas, example production, personnel, administration etc.

Develops a sense of responsibility to the organization for being competent and knowledgeable.

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

2. Benefits to the individual which in turn ultimately benefit the organization: Helps the individual in making better decisions an effective problem solving. Through T&D, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and

operationalized. Aids in encouraging and achieving self development and self confidence.

Helps a person handle stress, tension, frustration and conflict. Provides information for improving leadership knowledge,

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

3. Benefits in personnel and human resources: Improves communication between groups and individual. Aids in orientation for new employees and those taking new jobs through transfer and promotion. Provides information on equal opportunity and affirmative action. Improves inter personal skills. Improves morale. Builds cohesiveness in groups. Provides a good climate for learning, growth and co ordination. Makes organization policies, rules and regulations viable. Makes the organization a better place to work and live.

TRAINING PROCEDURE

1) Identify training needs: - These are certain steps that are performed for training the employees. The first step is to identify T&D needs. In this step we arrange and obtain support for the contribution of T&D to organizational strategy. Then we identify organizational T&D needs. Thereafter we agree priorities for developing the T&D function. These sub steps are followed by identifying the current competence of individuals of individuals and agreeing individuals and group priorities or learning. 2) Design T&D strategies and plans: - The second step is to design T&D strategies and plans. In this step first we identify resources required to implement a strategic plans and specify an operational plan that meets organizational requirements and further designing learning programs that meet learning needs and test, adapt and agree learning program designs. 3) Provide learning opportunities resources and support: - The third step is to provide learning opportunities resources and support. In this we obtain and allocate resources to meet the requirement of Training and development plans. Then prepare and present demonstrations and information to co-ordinate and assist the preparation and delivery of learning opportunities. 4) Evaluate effectiveness of T&D:-Fourth step in training is to evaluate the effectiveness of T&D, which involves plan setup, evaluate, and modify the learning plans. Then assess, co-ordinate, verify and identify previously acquired competence. 5) Support T&D advances and practice: - And last step is to support T&D advances and practice. This includes evaluating and disseminating advances in

T&D. Then we administer training facilities and after that establish and maintain information system.

BLOCK DIAGRAM OF TRAINING PROCEDURE Identify organizational requirements for T&D Identify the learning needs of individuals and groups.

Identify Training and Development Needs

Design T& D strategies and plans.

Design organizational T&D strategies and plans Design strategies to assist individuals and groups to achieve their objectives.

Provide learning opportunities, resources and support

Obtain and allocate resources to deliver T&D plans Provide learning opportunities and support to enable individuals and groups to achieve their objectives

Evaluate the effectiveness of T& D

Evaluate the effectiveness of T&D Evaluate individual and group achievements against objectives.

Assess achievements for public certification.

Support T &D advances and practice.

Contribute to advances in T&D

Provide services to support T&D practice.

DATA ANALYSIS AND INTERPRETATION

1. Does Regular training sessions are arranged in your organization? (a)Yes (b) No

Yes No TABLE 1

100 0

TRAINING SESSION
0%

Yes No

100%

FIGURE 1

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

2. In your company which of the following training methods are preferred :(a) On the job (c) Any other (b) Off the job

On the job Off the job Any other TABLE 2

60 25 15

TRAINING METHODS
15%

On the job Off the job 25% 60% Any other

FIGURE 2

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

3. After attending such programmes do you feel change in your :(a) Knowledge (c) Quality of work (b) Skill (d) All of the above

Knowledge Skill Quality of work All of the above

30 10 10 50

TABLE 3

CHANGES FELT AFTER THE PROGRAMMES

30%

Knowledge Skill
50%

Quality of work All of the above

10% 10%

FIGURE 3

INTERPRETATION: - 30% of employees feel change in their knowledge, 10% in their skills, 10% in quality of work and 50% in all of the above.

4. How many training programmes you have attended within one year? (a) Less than 2 (c) Less than 10 (b) Less than 5

Less than 2 Less than 5 Less than 10

30 30 40

TABLE 4

TRAINING PROGRAMMES ATTENDED IN A YEAR

30% 40%
Less than 2 Less than 5 Less than 10

30%

FIGURE 4

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

5. What was the impact of training? (a) Increased morale (c) Both (b) Increased speed of work

Increased morale

10

Increased speed of work Both TABLE 5

10 80

INPACT OF TRAINING
10% 10% Increased morale Increased speed of work Both

80%

FIGURE 5

INTERPRETATION: - 10% of employees feel change in their morale, 10% feel change in their speed of work while 80% feel change both in their morale and speed of work.

6. How many promotion you have had after your training? (a) One (c) No promotion (b) More than one

One More than one No promotion TABLE 6

20 70 10

PROMOTIONS AFTER TRAINING

10%

20%

One More than one No promotion

70%

FIGURE 6

INTERPRETATION: - 20% of employees have got only one promotion after attending training, 70% have got more than on promotion while 10% of employees have not been promoted.

7. Do you agree that the programme would have been more beneficial if some more background material would have been sent in advance? (a) Strongly agree (c) Difficult to say (b) Agree (d) Not at all

Strongly agree Agree Difficult to say Not at all TABLE 7

70 10 15 5

BENEFIT OF BACKGROUND MATERIAL

5% 15%

Strongly agree Agree

10%

Difficult to say Not at all

70%

FIGURE 7

INTERPRETATION: - 70% of employees strongly agree, 10% of employees agree, 15% of employees feel that it is difficult to say, 5% feel no use of background material.

8. Do you feel training also contributes to personal growth of an employee? (a) Yes (b) No

Yes

95

No TABLE 8

CONTIBUTION TO PERSONAL GROWTH

5%

Yes No

95%

FIGURE 8

INTERPRETATION: - 95% of employees feel that training programmes contribute to their personal growth while 5% feel that it does not contribute to their personal growth.

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

(a) Yes

(b) No

Yes No TABLE 9

100 0

CONTRIBUTION TO ORGANIZATION'S OBJECTIVE

0%

Yes No

100%

FIGURE 9

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

10. How well the programme was organized?

(a) Very badly (c) Well (e) Exceptionally well

(b) Badly (d) Very well

Very badly Badly Well Very well Exceptionally well TABLE 10

0 5 60 25 10

ORGANIZATION OF TRAINING PROGRAMMES

0% 10% 5%

Very badly
25%

Badly Well Very well

60%

Exceptionally well

FIGURE 10

INTERPRETATION: - 0% of employees feel that the training programme was very badly organized, 5% of employees feel that it was badly organized, 60% feel that it was well organized, 25% feel that it was very well organized while 10% feel that the training programme was exceptionally well organized.

FINDINGS

The data which we analyzed from the questionnaire of Mother Dairy has the following findings: 1) 50% of employees feel change in their knowledge; skills and quality of work collectively while 30% in their knowledge, 10% in their skills and 10% in their quality of work. 2) 80% of employees have increased their morale and speed of work, 10% of employees have only increased their morale while remaining 10% increased their speed of work after attending training programmes. 3) 70% of employees have been promoted more than ones after attending training programmes. 4) 70% of employees strongly agree with the fact that training sessions would be more beneficial if, some background material is provided to them. 5) 95% of employees think that training contributes to their personal growth.

CONCLUSION

I conclude that through proper training an employee can become multi skilled and this I have practically noticed through my analysis. Thus, training endeavors to impart knowledge, skill and attitudes necessary to perform job related task. I have found out that because of the training employees are more able to perform their work very effectively. By imparting suitable training to employees the company achieves the target of: Low cost High quality Timely delivery Reliability Value for money Customer satisfaction

SUGGESTIONS
1) The training circular form can also include a brief introduction about the subject for which the training programme has been organized so that the participants are able to understand the topics being covered in the training programme in advance. 2) It is easier for the trainee to understand the material that is meaningful so all the material should be meaningful and theory can also be made interesting if they include: When material is presented to the employee a variety of similar example should be used. The term and concept that are already familiar to the trainee should be used. 3) Training material should be organized in a logical manner and has meaningful units. 4) A company should implement their training programmes in a manner that 100% of their employees agree that their personal growth increases with training and development.

QUESTIONNAIRE

Sir/Mam, As a student of Amrapali Institute, Haldwani I am working on IMPACT OF TRAINING AND DEVELOPMENT. Present questionnaire is a part of my project mentioned above. Please cooperate with me by answering following questions. 1. Does Regular training sessions are arranged in your organization? (a)Yes (b) No

2. In your company which of the following training methods are preferred :(a) On the job (c) Any other (b) Off the job

3. After attending such programmes do you feel change in your :(a) Knowledge (c) Quality of work (b) Skill (d) All of the above

4. How many training programmes you have attended within one year? (a) Less than 2 (c) Less than 10 5. What was the impact of training? (a) Increased morale (c) Both (b) Increased speed of work (b) Less than 5

6. How many promotion you have had after your training? (a) One (c) No promotion (b) More than one

7. Do you agree that the programme would have been more beneficial if some more background material would have been sent in advance?

(a) Strongly agree (c) Difficult to say (e) Not at all

(b) Agree (d) Little

8. Do you feel training also contributes to personal growth of an employee? (a) Yes (b) No

9. Do you feel training programs helped the company to achieve its objectives? (a) Yes 10. How well the programme was organized? (a) Very badly (c) Well (e) Exceptionally well (b) Badly (d) Very well (b) No