INTRODUCTION

Origin
The report has been prepared as part of the requirement for our Managing Human Resources in
Organization (W501) course, in the EMBA program. The selected company, Unilever Bangladesh Ltd, was
duly approved by the course instructor Mrs. Khair Jahan Sogra. The topic of the Term paper report is
Impact of Training and Development on employee performance.
Objectives
Broad
To assess the impact of training and development on employee performance
Specific
To define and understand the benefits of Training Needs Assessment through literature review.
To analyze the business goal, skills required to meet these goals and determine the competency
gaps.
To identify appropriate learning interventions those address competency gaps and improve
workforce performance.
To assess the training and development practices for existing employees to understand the
subsequent impact on productivity and performance.

METHODOLOGY
In order to evaluate the present competency (knowledge, skills, attitudes, experiences etc.) level of the
Unilever employees and then determine the competency gaps, in-house qualitative data have been
obtained. All the secondary information has been collected from Unilevers internal documentation and
websites.
Population of Interest for the Research
Management employees of Unilever have been chosen as the target population of this research. Hence,
all the relevant analyses and representations included in this report are only restricted within this
population.



Qualitative Research Methodology
The objective for evaluating the in-house qualitative research was to understand the key competencies
to perform specific jobs, review the current competency level and finally determine the competency
gaps. In order to do so, the following competency methods have been used:
LIMITATIONS
The scope of this project has been limited to the management employees of Unilever only.
Hence, this report does not include the unionized employees.
The research is mostly based on secondary sources. However, due to improper documentations,
some judgmental techniques have been applied considering the average trend of the
population.
Considering the time frame, it was not possible to follow all the techniques of training needs
assessments (TNA).
Background of the Company
Overview of Unilever Bangladesh Limited
Unilever Bangladesh Limited is a subsidiary of Unilever, worlds one of the largest Household and
Personnel Care and Foods Manufacturer with an annual turnover of 50 Billion Euro. Unilever Bangladesh
Limited is the leading Household and Personnel Care producer in Bangladesh with 17 brands and
numerous sub-brands. They have been here in this country for the last forty years and have a huge
manufacturing facility in Kalurghat, Chittagong aside from five other third party production facilities.
Global Unilever
Unilever is a public limited company of Anglo-Dutch origin that owns many of the world's consumer
product brands in foods, beverages, home care and personal care products. Unilever employed more
than 174,000 people and had worldwide revenues of 50 Billion Euros in 2012 and operates in close to
100 countries around the globe.
Unilever is made up of two parent companies: Unilever NV which is based in Rotterdam, Netherlands,
and Unilever PLC in London, UK. Both these companies have the same directors and are in effect a single
business. The current non-executive Chairman is Antony Burgmans while Patrick Cescau is Group Chief
Executive.
Unilever's major competitors include Procter & Gamble, Nestl, Mars Incorporated, and Reckitt
Benckiser to name but a few.


History of Unilever Bangladesh Ltd.
Lever Brothers Bangladesh has been operating in Bangladesh since 1948. The year 1964 marked a new
beginning for Kalurghat in Chittagong. It was in this year that Unilever Pakistan Ltd a subsidiary of
Unilever, the Anglo Dutch Consumer goods Company, decided to establish a manufacturing unit in
Kalurghat. Back in December of 2004 Lever Brothers Bangladesh Ltd changed its corporate identity to
Unilever Bangladesh Limited in line with the parent companies global identity. Over the years has
consolidated its strength in the FMCG sector until today, where it is now the leading consumer products
manufacturer in the country. Previously both the head offices and the factory were located in
Chittagong, but as of 2002 the corporate offices were shifter to Dhaka, whereas production remained at
Khalughat Heavy Industrial Area in Chittagong. Unilever started its quest to contribute to enhance the
quality of human life, not confining its mission to produce quality branded products, but also providing
opportunities of employment, developing ancillary industries, protecting the environment, and
propagating community development through social contributions.
In 1964, Unilever started producing mechanized soaps, thus ushering industrialization in the area.
Productions started off with Sunlight soap and Lifebuoy soap. Back in those days the average weekly
capacity was 50 to 60 tons. After meeting the local demands, surplus was shipped to Pakistan. However,
the political scenario was deteriorating and after a ravaging war in 1971, Bangladesh became an
independent country. It was after independence that Unilever Bangladesh Ltd was constituted with
Unilever owning 60.75% shares and the Government of Bangladesh owning the remaining 39.25%
shares.
Post liberation period evidenced accelerated growth for the company. Demand started rising and the
company continued its mission to meet consumer needs by producing quality soaps, introducing Lux -
the beauty soap and Wheel. Launched in 1972 Wheel entered the mechanised laundry category,
traditionally dominated by cottage soaps. It appealed to the consumers with unique care benefits for
hand and fabric, a generic weakness in cottage soaps. It gradually became the secret ally of Bangladeshi
women by extending the caring hand to ease her daily laundry chores.
The early eighties witnessed expansion of Unilever Bangladesh Ltd through diversification! Calibrating
direction, the mission now included enhancing quality of life through other personal products aspiring
aestheticism like sparkling white teeth, fresh breath, beautiful hair, and glowing skin. A Personal Product
Plant was established to manufacture shampoo, toothpaste, and skin care creams. In the early 90's
Unilever entered the tea-based beverage market introducing Lipton Taaza, Lever's flagship packet tea
brand, with the objective to be the most preferred tea of the Bangladeshi consumers.
The appetite to innovate and grow was insatiable. New products such as fabric washing powders were
manufactured for the first time with formulations technically suitable for conditions in Bangladesh at an
affordable price. Such washing powders led the country to witnessing a revolutionary change in washing
habits moving from direct application to significantly convenient solution wash.
Product formulations were of international standard and by tapping into the vast know-how base of the
parent Company - Unilever, Unilever was able to make the products available to the consumers at an
affordable price. The growth of the company provided ample employment opportunities both direct and
secondary with attendant fillip to the economy of the country.
Focused on meeting and responding to the needs of our consumers in Bangladesh, the journey to grow
and the quest for excellence continue unabated!
Unilever Bangladesh Limited at a Glance
Constitution : Unilever - 60.75% shares, Government of
Bangladesh - 39.25%
Operations : Home and Personal Care, Foods
Product Categories : Household Care, Fabric Cleaning, Skin Cleansing, Skin
Care, Oral Care, Hair Care, Personal Grooming, Tea
based Beverages
Manufacturing Facility : UBL has a Soap Manufacturing factory and a
Personal Products Factory located in Chittagong.
Besides these, there is a tea and a toothpowder
factory in Chittagong and five manufacturing units in
Dhaka, which are exclusively dedicated to Unilever.
Employees : Over 4000 people are provided direct employment
through our factories, distributors, and exclusive
manufacturers.


Unilever Bangladesh Limited Corporate Purpose:
Unilevers purpose is to meet the everyday needs of people everywhere. To anticipate the aspirations of
their consumers and customers and to respond creatively and competitively with branded products and
services those raise the quality of life.
Unilevers deep roots in local cultures and markets around the world are its unparalleled inheritance and
the foundation of the companys future growth. It brings its wealth of knowledge and international
expertise to the service of local customers a truly multi-local multinational.

Unilevers long-term success requires a total commitment to exceptional standards of performance and
productivity, to working together effectively and to a willingness to embrace new ideas and learn
continuously.
Unilever believes that to succeed requires the highest standards of corporate behavior towards their
employees, consumers and the societies and world in which we live.
This is Unilevers road to sustainable, profitable, growth for their business and long-term value creation
for their shareholders and employees.
Unilever Bangladesh Limited Mission
The mission of Unilever Bangladesh Limited is:
Continuous effort to meet the everyday needs of people everywhere
Unilever Bangladesh Limited Goals:
To manufacture high-standard products.
Promoting products to the highest extent
Producing large volume to achieve production cost economies.
Enabling quality products to be sold out at obtainable prices.
Organizational Structure:
The present Managing Director/Chairman of UBL is Mr. Kamran Bakr. There are five Management
Committee (MC) members in charge of the five departments:




Kamran Bakr
Chairman & Managing
Director

Mohsin Ahmed
Customer
Development
Director

Vivek Anand
Finance Director

Aminur Rahman
Supply Chain
Director

KSM Minhaj
Brand Building
Director
Jerry Jose
Human
Resource
Director

The functions are:
Brands and Development
Supply Chain
Finance
Customer Development
Human Resource

LITERATURE REVIEW ON TRAINING NEEDS ASSESSMENT

INTRODUCTION
The training needs assessment is a critical activity for the training and development function. Whether
you are a human resource generalist or a specialist, you should be adept at performing a training needs
assessment. This paper will begin with an overview of the training and development function and how
the needs assessment fits into this process, followed by an in-depth look at the core concepts and steps
involved in conducting a training needs assessment.
BACKGROUND
Designing a training and development program involves a sequence of steps that can be grouped into
five phases: needs assessment, instructional objectives, design, implementation and evaluation. To be
effective and efficient, all training programs must start with a needs assessment. Long before any actual
training occurs, the training manager must determine the who, what, when, where, why and how of
training. To do this, the training manager must analyze as much information as possible about the
following:
Organization and its goals and objectives.
Jobs and related tasks that need to be learned.
Competencies and skills that are need to perform the job.
Individuals who are to be trained.
OVERVIEW OF TRAINING AND DEVELOPMENT
The first step in designing a training and development program is to conduct a needs assessment. The
assessment begins with a "need" which can be identified in several ways but is generally described as a
gap between what is currently in place and what is needed, now and in the future. Gaps can include
discrepancies/differences between:
What the organization expects to happen and what actually happens.
Current and desired job performance.
Existing and desired competencies and skills.
A need assessment can also be used to assist with:
Competencies and performance of work teams.
Problem solving or productivity issues.
The need to prepare for and respond to future changes in the organization or job duties.
The results of the needs assessment allows the training manager to set the training objectives by
answering two very basic questions: who, if anyone, needs training and what training is needed.
Sometimes training is not the solution. Some performance gaps can be reduced or eliminated through
other management solutions such as communicating expectations, providing a supportive work
environment, arranging consequences, removing obstacles and checking job fit.
Once the needs assessment is completed and training objectives are clearly identified, the design phase
of the training and development process is initiated:
Select the internal or external person or resource to design and develop the training.
Select and design the program content.
Select the techniques used to facilitate learning (lecture, role play, simulation, etc.).
Select the appropriate setting (on the job, classroom, etc.).
Select the materials to be used in delivering the training (work books, videos, etc.).
Identify and train instructors (if internal).
After completing the design phase, the training is ready for implementation:
Schedule classes, facilities and participants.
Schedule instructors to teach.
Prepare materials and deliver them to scheduled locations.
Conduct the training.
The final phase in the training and development program is evaluation of the program to determine
whether the training objectives were met. The evaluation process includes determining participant
reaction to the training program, how much participants learned and how well the participants transfer
the training back on the job. The information gathered from the training evaluation is then included in
the next cycle of training needs assessment. It is important to note that the training needs assessment,
training objectives, design, and implementation and evaluation process is a continual process for the
organization.
NEEDS ASSESSMENT
There are three levels of needs assessment: organizational analysis, task analysis and individual analysis.
Organizational analysis looks at the effectiveness of the organization and determines where training is
needed and under what conditions it will be conducted. The organizational analysis should identify:
Environmental impacts (new laws such as ADA, FMLA, OSHA, etc.).
State of the economy and the impact on operating costs.
Changing work force demographics and the need to address cultural or language barriers.
Changing technology and automation.
Increasing global/world market places.
Political trends such as sexual harassment and workplace violence.
Organizational goals (how effective is the organization in meetings its goals), resources
available (money, facilities; materials on hand and current, available expertise within the
organization).
Climate and support for training (top management support, employee willingness to
participate, responsibility for outcomes).
The information needed to conduct an organizational analysis can be obtained from a variety of
sources including:
Organizational goals and objectives, mission statements, strategic plans.
Staffing inventory, succession planning, long and short term staffing needs.
Skills inventory: both currently available and short and long term needs, organizational climate
indices: labor/management relationships, grievances, turnover rates, absenteeism, suggestions,
productivity, accidents, short term sickness, observations of employee behavior, attitude
surveys, customer complaints.
Analysis of efficiency indices: costs of labor, costs of materials, quality of products, equipment
utilization, production rates, costs of distribution, waste, down time, late deliveries, repairs.
Changes in equipment, technology or automation.
Annual report.
Plans for reorganization or job restructuring.
Audit exceptions; reward systems.
Planning systems.
Delegation and control systems.
Employee attitudes and satisfaction.
Task analysis provides data about a job or a group of jobs and the knowledge, skills, attitudes and
abilities needed to achieve optimum performance.
There are a variety of sources for collecting data for a task analysis:
Job description-- A narrative statement of the major activities involved in performing the job
and the conditions under which these activities are performed. If an accurate job description is
not available or is out of date, one should be prepared using job analysis technique.
KSA analysis-- A more detailed list of specified tasks for each job including Knowledge, Skills,
Attitudes and Abilities required of incumbents.
Performance standards-- Objectives of the tasks of the job and the standards by which they
will be judged. This is needed to identify performance discrepancies.
Observe the job/sample the work.
Perform the job.
Job inventory questionnaire-- Evaluate tasks in terms of importance and time spent
performing.
Review literature about the job-- Research the "best practices" from other companies, review
professional journals.
Ask questions about the job-- Of the incumbents, of the supervisor, of upper management.
Analysis of operating problems-- Down time, waste, repairs, late deliveries, quality control.
Individual analysis analyzes how well the individual employee is doing the job and determines
which employees need training and what kind.
Sources of information available for a individual analysis include:
Performance evaluation -- Identifies weaknesses and areas of improvement.
Performance problems -- Productivity, absenteeism or tardiness, accidents, grievances, waste,
product quality, down time, repairs, equipment utilization, customer complaints.
Observation -- Observe both behavior and the results of the behavior.
Work samples -- Observe products generated.
Interviews -- Talk to manager, supervisor and employee. Ask employee about what he/she
believes he/she needs to learn.
Questionnaires -- Written form of the interview, tests, must measure job-related qualities such
as job knowledge and skills.
Attitude surveys -- Measures morale, motivation, satisfaction.
Checklists or training progress charts -- Up-to-date listing of current skills.
Training & Development of Human Resource:
Unilever has a Training Department for upgrading the professional competence and skills of its Officers
and Staff. Below are the main functions of Training Department:-
To prepare & implement Annual Training Program.
To impart training of the Officers/Staff regarding business & operations of the Unilever.
To adopt measures to hold in-house training and make arrangements to send Unilever's Officers
to overseas training programmes.
To establish liaison with domestic & overseas organizations relating to training.
To send Officers to local training institutions for improving professional skills; and
To organize Seminar/Workshop/Symposium on key economic issues
Types of Training:
There are as many as 3 (three) types of training as under:-
In-house.
Local and
Overseas.
Logistic support:
Training Department has the following logistic support:-
Training Hall with Air-condition facility accommodating about 25 (twenty five) participants.
Multi-media Projector.
Flip Chart.
Mini Computer Lab and
In-house Resource Persons.
Unilever
Impact of Training and Development on Employee Performance
This case study covers the Unilever Training and Development Program for its employees development
from the perspective of the Marketing Department.
Unilever Bangladesh Limited, the biggest Multinational Fast Moving Consumer Goods Corporation in our
local industry, has an extensive and well-structured training and development program for all its
employees across all functions.
To accelerate towards being the best marketing company in the world requires a shift in our approach
to personal development. The diagram below depicts the marketing skills guide that shows how
Marketing function contributes to the development program.
The human resource function has a major role to play in the people development area. The diagram
below shows how the department makes its contribution:

As we can see, the Development Action Plan is a major HR driven initiative that contributes greatly to
the employees development.
Each of the sections is discussed below:
1. Core Marketing Skills
The 6 core marketing skills as shown in the diagram below identify what needs to be focused on to
succeed as a Unilever marketer. They separate the underlying skill from the task, process or role in order
to create a set of skills applicable across all Marketing functions in the Unilever world.

The core skills divide into specific sub-skills to make them more tangible and actionable. The full
definitions are in the Skills Dictionary section as will be explained next.

Skills Dictionary
To support development planning, there needs to be a common understanding of the scope of each skill
and of the evidence required to achieve different levels of marketing proficiency. The Skills Dictionary
provides definitions and examples in action of each of the four proficiency levels as shown in the
diagram below:

Skills Profiler
The Skills Profiler should be used to review personal skills in the context of the skill profile required for
your job. It is recommended that the employee and the line manager identify the skills where there is a
gap between the actual performance and what the role requires. 1-2 skills are then selected which really
make a difference and then the discussion between the employee and the line manager is then focused
around that.
Development Action Plan
Unilevers Development Action Plan for individual employees covers all areas of learning. It has three
components:
Learning from Experiences
Learning is most effective if it is Experiential or On the job. These are the things learnt mostly from
real jobs with supplements from the business projects. Therefore it is very important for one to
identify at least one significant on-the-job project.

Learning through Relationships
The line manager provides support, feedback and coaching which cements the employees
development. Not only the line manager, an assigned individual or any other team member can
facilitate development by sharing his or her expertise, skills, perspectives, and experience.

Learning through specific learning initiatives
In this program, a blend of classroom training & e- learning programs that is relevant to the employees
role and development needs have been designed to help develop both general and specific skills.



In order for the learning to be most effective, the three areas mentioned above should ideally be in the
proportions as shown in the figure below:


How is the effectiveness measured?
On the Job Learning:
This is measured in the Performance Development Plans discussions between the line manager and the
employee. Key Performance Indicators are set for the various important projects that a Brand Manager
Figure 1: Development through learning initiatives
Figure 2: Development Planning Areas
has to drive Innovation projects, Consumer promotions as well as Below-the-Line communications.
The indicators are included in the yearly targets and are evaluated in year -end against the set KPIs.
Coaching and Mentoring (Relationships):
The effectiveness of learning through coaching and mentoring is also evaluated through Performance
Development Plans.
Training Courses:
The effectiveness of these training courses/classroom learning sessions is measured against several
parameters that judge the effectiveness of the sessions. About 80% of the employees who attended the
sessions have scored 5 (on a scale of 1-5) on both The course met the stated learning objectives and
The course objectives were appropriate for my learning needs.
The classroom learning sessions are an effective way of developing an individuals specific skills in
strength/improvement areas.
Areas of Improvement
The Performance Development Plans discussions with line managers could be improved through a more
structured format with specific questions.