A PROJECT REPORT

ON
EVALUATION OF TRAINING EFFECTIVENESS IN

BRITANNIA INDUSTRIES LTD.

IN THE PARTIAL FULFILMENT

OF THE REQUIREMENT FOR THE
COURSE OF
BACHELORS OF BUSINESS ADMINISTRATION

SUBMITTED TO:

SUBMITTED BY:

URVASHI SHARMA
Project Guide

SHRUTI KAMBOJ
1572151708
6TH SEMESTER

Chanderprabhu Jain College of Higher Studies and School of Law

Towards excellence, everyday
(Recognized by govt. of NCT of Delhi and Affiliated to GGSIP University, Delhi)

Campus: Plot No. OCF, Sector A-8, Narela, Delhi-110040

Tel: 91-11-27284333/34. Fax: 91-11-27284335. Website: www.cpj.edu.in Email: cpj.chs@cpj.edu.in

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CERTIFICATE
This is to certify that report entitled BRITANNIA INDUSTRIES LTD
which is submitted by SHRUTI KAMBOJ in the partial fulfillment of
the requirement for the reward of degree of Bachelor of Business
Administration to G.G.S.I.P.UNIVERSITY, Delhi, is a record of the
candidate own work carried out by him under my supervision. The
matter embodied in this thesis is original and has not been submitted for
the award of any other degree.

Date:

Supervisor

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DECLARATION

This is to certify that Report entitled BRITANNIA IDUSTRIES LTD

which is submitted by me in the partial fulfillment of the requirement
for the award of degree of bachelor of business administration to
G.G.S.I.P.University, Delhi, comprises only my original work and due
acknowledgement has been made in the text to all other material used.

Name & signature of student

Enrollment no.

URVASHI SHARMA
Name of the guide

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ACKNOWLEDGEMENT
I would like to thanks to Ms. URVASHI SHARMA mam (project guide
from the institute) for his extensive guidance, cooperation and support.
Finally, I wish to express my gratitude to all those who have in one way
or other helped me in the successful completion of my project report.

SHRUTI KAMBOJ

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PREFACE
After the newly appointed employees have joined the organisation, the next
phase of the personnel program is to impart necessary training to the
employees to make them full fit for the job they are supposed to handle.
In modern industrial organisation, the need for training of employees is also
widely recognized so as to keep the employees in touch with the new
technological developments. Every company must have a systematic
training program for the growth and development of its employees.
With this objective in mind, the evaluation of training effectiveness is
studied, examined and analysed in respect of Britannia Industries Ltd., New
Delhi and certain recommendations have been proposed for formation of an
effective training strategy.

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TABLE OF CONTENTS
Guide Certificate

Certificate

Acknowledgement

Preface

Chapter-1

Introduction

Page No

1.1 Overview of the Industry

1.2 Overview of Britannia Industries Ltd

1.3 Profile of the Organisation

13

- Britannias Milestones

16

- Britannias Logo

19

- Mission of the Organisation

21

- Objectives of the Company

22

Principles and policies of the Company

22

Social Responsibility

23

- Britannia- The Corporate Citizen

24

- Corporate Culture of Britannia

24

Organisation Charts

25

Existing Organisation Structure of

the company

26

Products

27

1.4 Problems of the Organisation in respect

of Training needs

28

1.5 SWOT Analysis

29

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 Chapter-2

Objectives And Methodology

2.1 Objectives of the Study

31

2.2 Scope of the Study

32

2.3 Managerial Usefulness of the Study

32

2.4 Methodology

33

2.5 Selection of Sample Size

34

2.6 Sampling Technique Used

34

2.7 Data Collection

35

2.8 Statistical Tools Used

36

2.9 Limitations of the Study

36

Chapter-3

Existing Training Activities in BIL

3.1 Training Programmes in BIL

39

3.2 Training in Britannia Industries Ltd.

42

Chapter-4

Data Analysis

52

Chapter-5

Findings and Recommendations

71

Annexure
Questionnaire
Bibliography

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OVERVIEW OF THE INDUSTRY

The Indian economy continues to grow at a healthy pace with a 6.9% growth
in the financial year 2005-06 on the back of robust showing by
manufacturing and service sectors.
Within FMCGs, the biscuit industry showed a robust volume growth last
year. The organized and branded biscuit industry in India is currently
estimated at around 900,000 tonnes having grown 12% last year, as
compared to the 7% growth of the FMCG sector. New players have entered
the market at the national level and the regional level, making the industry
dynamic and very competitive. Aggressive pricing activity, trade and
consumer promotions have pulled down the overall pricing power of the
brands in the market. This needs to be managed through the strong margin
management measures in order to sustain profitability in the industry. In last
year alone, the key input costs increased by 12-15%.
The per capita consumption continues to grow across all age groups and
socio-economic strata. Biscuits continue to maintain their position as one of
the most widely distributed and available packaged food categories in India.
38% of the total volume comes from the rural markets though this number
varies by type of biscuit, with glucose being the most widely distributed in
rural markets at 50% overall sales. The market has also migrated towards
bulk and family packs that offer better value for money on a per kg basis.

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OVERVIEW OF BRITANNIA INDUSTRIES LTD

Baking practices were well known to Indian cuisine for thousands of years,
but the humble biscuit became a familiar and commonplace item of diet only
during the 20th century. The products and marketing strategies of Indias
premier food company Britannia Industries. Limited over the last century
have been responsible for this remarkable dietary acculturation.
The entire biscuits market is estimated to be 1.1 million tonnes per annum,
and valued at over Rs. 50 billion.
The biscuits segment enjoys one of the most developed markets for any item
of mass consumption, covering over 90 per cent of the overall potential
market. This implies that over 900 million Indians buy and eat biscuits, with
varying frequency in any year. The market is highly competitive at the
supply-side, with thousands of small-scale manufacturers as well as others in
the organized, large-scale sector.
The strength of the Britannia brand is demonstrated by the fact that it stands
far above all in this fiercely competitive market, with over 46 per cent
market share, by value (Source: ACNielsen ORG-MARG 2003).

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ACHIEVEMENTS
Britannia is synonymous with the rise and growth of the biscuit industry in
India.
Throughout this process it has displayed an uncanny intuition about
emerging popular tastes for biscuits. This foresight, coupled with the will to
innovate and evolve new products, has been the impetus that has propelled
the Britannia brand ahead of the rest. Being the market leader, Britannia
Industries operates under an underlying principle of setting its own rules and
standards that have almost always become the adopted paradigm for the
entire biscuit industry.
It brought the health dimension to an industry that was traditionally driven
by taste alone. This is reflected in Britannias brand slogan, introduced in
1997 that exhorted consumers to Eat Healthy, Think Better. This was
quickly embraced by the entire industry to come up with similar promotional
campaigns showing biscuits to be an epitome of a healthy, happy diet.
Going beyond biscuits has been the most difficult challenge and a litmus test
for the company. Britannia entered the dairy category with the launch of
Britannia Milkman range of dairy products. With the success of Britannia
Milkman Cheese, it achieved a niche for itself in a category that was defined
by a competitor that had created the category.
- Britannias products retail in over 2 million outlets (Source: ACNielsen
ORG-MARG, 2003), selling approximately 200 million packs a month.

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- With millions of happy consumers every month, Britannia is considered

to be one of the most trusted food brands in India (Source: ET Brand
Equity Study, 2003).
- Britannia has also successively made the Forbes List of 200 Best Small
Companies in the world for the years 1999, 2000 and 2002.

SEGMENT-WISE PERFORMANCE
The primary business segment of the company is bakery, which consists of
biscuits, bread and cakes. The overall sales have improved by 11% in
volume and 10% in value during the year 2005-06.
-The Biscuit volume grew 12% and its value 10%.
-Bread volume grew 4% and its value 6%.
-Cake and Rusk volume grew 28% and their value 24%.

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FACTS ABOUT BRITANNIA

Britannia products are sold in over 2 million outlets, reaching millions of
consumers who buy approximately 2.4 billion packs each year.
A small army keeps Britannia going- over 100 stock-keeping units, 3,000
employees, over 1,500 authorized whole sellers, 53 depots and 46
factories. The number of biscuits produced by Britannia in one year
would be equivalent of one pack of 12 biscuits for every two people in
the world.
Britannia has had a long association with cricket and its players. Nearly
half the members of the current Indian Cricket team serve as its brand
ambassadors.
Launched in 1997, Tiger became the largest selling Britannia biscuit
brand in just 4 months of its launch. It crossed the Rs 1 billion mark in its
very first year and is still going stronger.

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PROFILE OF THE ORGANISATION

Britannia was incorporated in 1918 as Britannia Biscuits Co Ltd in Calcutta.
In 1924, Peak Freans, UK acquired a controlling stake, which later passed on
to the Associated Biscuits International (ABI) a UK based company. During
the 50s and 60s, Britannia expanded operations to Mumbai, Delhi and
Chennai. The exports of seafoods started in the 70s.
In 1987, Nabisco Brands Inc, a well-known European food company,
acquired ABI. In 1989, J M Pillai, a Singapore based NRI businessman
along with the Groupe Dan one acquired Asian operations of Nabisco, thus
acquiring controlling stake in Britannia. Later, Groupe Dan one and Nusli
Wadia took over Pillais holdings.
In 1977, the Government reserved the industry for small-scale sector, which
constrained Britannia's growth. Britannia adopted a strategy of engaging
contract packers (CP) in the small-scale sector. This led to several
inefficiencies at the operating level. In April 97, the Government deserved
the industry for small-scale sector, which constrained Britannia's growth.
Britannia adopted a strategy of engaging contract packers (CP) in the smallscale sector. This led to several inefficiencies at the operating level.
In April 97, the Government deserved the biscuit sector from small scale.
Britannia has expanded captive manufacturing facilities and has modernized
and upgraded its facilities in the last five years. Today Britannia is an
organization having its presence in both the national and international
markets and heading towards a bright future.

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PARENT GROUP
Britannia's controlling stake is jointly with Groupe Danone and Nusli Wadia.
Groupe Danone is one of the leading players in the world in bakery products
business. It acquired interest in Britannia Industries in 1989 and acquired
controlling stake in 1993. Nusli Wadia group is one of the leading industrial
houses in the country, with interests mainly in textiles and petrochemicals.
Britannia's plants are located in the 4 major metro cities - Kolkata, Mumbai,
Delhi and Chennai. A large part of products are also outsourced from third
party producers. Dairy products are out sourced from three producers Dynamix Dairy based in Baramati, Maharashtra, Modern Dairy at Karnal in
Haryana and Thacker Dairy Products at Howrah in West Bengal. Britannia
as a company was started in 1892 in Calcutta .The Britannia brand was
introduced about 80 years ago, and today enjoys a status of the strongest
food brand in the country with a net sales growth of 10%. Britannia, as a
company, is guided by the benefits of the long tradition coupled with the
most modern management practices.
The seeds of success are rooted in variety of factors. Britannia has an
excellent distribution network of over 100 stock- keeping units, 3000
employees, over 1500 authorized whole-sellers, 53 depots and 46 factories.
Britannia sells around 1.50 lakhs tones of biscuits, over 4500 tonnes of
breads and cakes and 3,000 tonnes of dairy products. Britannia products are
sold in over 2 million outlets, reaching millions of consumers who buy
approximately 2.4 billion packs every year. Throughout its existence,
Britannia has operated on the principle of providing products to consumer
that are healthy and tasty. This is brought about by the use of high quality
ingredients with a string focus on naturalness and modern manufacturing
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practices. The company today has a wide range of bakery products in the
biscuit, bread and cake segments. With its pioneering role in bakery sector,
Britannias products are today has excellent value wholesome and hygiene
products for the consumer. However, Britannia sees its role as being larger
than just this. The company has a commitment to the health of Indian
masses, and this commitment is especially strong in the context of children.
As the market leader, Britannia understands its responsibility of providing
the possible products to the consumers. No effort is spread in acquiring the
finest technology and products ideas, either indigenously or from the
internal associates, Group Danone of France.
In the last few years, the company has made a strong entry into the massmarket segment with tiger brand. A range of products has been introduced
which, apart from the goodness of wheat, also provide the benefits of milk,
glucose and calcium. The brand has been welcomed by the consumer in all
markets and by all consumer types. Britannia brand name has always stood
for good wholesome food values. Britannia is the epitome of health, hygiene
and nutrition. It has undergone a change, which is truly comprehensive in
nature. The dynamic new motto EAT HEALTHY, THINK BETTER is
designed to captures the very essence of purity, energy and freshness,
implicit in all its food products along with the existing products they have
also expanded their portfolio with the introduction of Britannia cheese and
cheese spreads, Britannia butter and Britannia dairy whitener. All of which
have already created quite a stir in the market. Today, after over seven
decades of being an in separable part of life in India, Britannia is now set to
usher its customers into a healthier and tastier future.

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BRITANNIAS MILESTONE
1892
A humble beginning is made to manufacture biscuits in a small house in
central Calcutta with an investment of Rs 295.
1897
The Gupta Brothers acquired the business, and moved the operations to
Dum Dum, a suburb of Calcutta, under the name of V.S.Brothers.
1910
Advent of electricity helps mechanize the operations.
1914
V.S Brothers secure an initial order for 100 tonnes of services.
1918
Gupta Brothers take Mr. C.H. Holmes, an English businessman in Calcutta,
as a partner. The Britannia Biscuit Company limited is registered on March
21, 1918 and the brand name Britannia launched.
1919
Sales turnover was Rs 4, 60,896.
1921
New imported machinery is introduced and Britannia Biscuit Company
becomes the first company to install.
1924
Mumbai factory is set up. Peek Prean, U.K acquired a controlling interest in
Britannia Biscuit Company Limited.
1939-44
Sales increased to Rs 16, 27, 202, the business received a big fillip during
World War II service biscuits are supplied in large quantities.
1952
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Calcutta factory is relocated from Dum-dum to present site at Taratola road,

Delhi Biscuit Company is acquired.
1954
BBCo acquired the Delhi Biscuit Co and began the manufacture of sliced
and wrapped bread in Delhi.
1966
New Delhi plant is set up at the present site at Lawrence road and R&D
department is set in Mumbai factory.
1967
Chennai factory commences production.
1968
Britannia Biscuit Company celebrates golden jubilee.
1971
Seafoods division is set up.
1973
An integrated processing and freezing plant for seafood was commissioned
at Thane.
1975
Public issue- Indian share holdings distribution fro parrys
1978
Company name changed to Britannia Industries Limited.
1982
Nabisco brand Inc. U.S.A becomes major foreign shareholder.
1983
Sales crossed Rs 100 crores
1986

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Soya products trial commences.

1989
The Executive office is moved from Mumbai to Bangalore. B.S.N acquires
stake in BIL through ABIL, U.K
1991
Soya unit at Vidisha divested.
1992
BIL celebrates its platinum jubilee.
1993
Wadia group acquires stake in ABIL U.K and becomes an equal partner with
Group Dan one in BIL.
1994
Sales crossed 10000 tonnes of biscuits.
1997
New Corporate identify EAT HEALTHY THINK BETTER launched. BIL
enters the dairy products market.
1998
Sales crossed Rs 10,000 million. (235 MN. Used)
1999
Opened a new category: SNACKING PRODUCTS.
2000
Sales increase by 14.43%, total sale of 1338.10 crores.
2001
Profit of 70.5 crores, an increase of 38.24%.
2004
The creation of a centralized set-up for payables processing, accounting and
MIS systems in the corporate office at Bangalore.

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2005
Re-birth of Tiger Swasth Khao, Tiger Ban Jao becomes the popular
chant!
The new plant in uttaranchal commissioned ahead of schedule.

BRITANNIA LOGO

Logo consists of the

Company name and
slogan.
The logo along with the corporate statement is as:
EAT HEALTHY, THINK BETTER aims at positioning Britannia as the
most credible source of healthy yet tasty food product. The corporate
statement captures the Indian concept of unity of body and mind. The
colours used in the logo have it own significance.
Written in three colours: -Red, White and Green.
Red denotes Energy and Vitality.
White denotes Purity.
Green stands for Nutrition and Freshness.
Also there is green stroke beneath the company name, which denotes surety
for health and quality products.
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The Hindi rendition of slogan SWASTH KHAO, TAN MAN JAGAO.

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MISSION OF THE COMPANY

To dominate the food and beverage market in India through a
profitable range of tasty yet healthy products.
Regarding the basis of setting mission and vision statement, Britannia
gives top most priority to customer satisfaction, followed by quality,
market leadership, increased profit variety, sales turnover and profit
maximization.
Our markets are poised for exciting times. As a successful organization, we
must not only keep pace with consumer expectation, but also anticipate
them. Our new identity is to lay the base to project our future as a successful
'food' company, a company that provides high quality and tasty, yet healthy
foods and beverages".
-Nusli Wadia, Chairman, Britannia Industries Limited.
"I conform to the view that there are three kinds of companies - those that
watch things happen; those that make things happen; and those that wonder
what happened. We certainly wish to make things happenMy personal
commandment is Do unto others what you don't wish done unto you. It's not
the big who swallow the small; it is the fast who swallow the slow".
-Sunil Alagh, CEO, Britannia Industries Limited.

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OBJECTIVES OF THE COMPANY

The objectives of the Company are:
Reduction in consumer complaints.
To start documentation of market returns dealer wise.
To empower the workmen on individual work area to ensure that only
quality products are passed onto the next stage of production.
Continuous training for the development of the human resources.
To minimize the accident rate.
Providing the minimum training base for manpower. 0

PRINCIPLES AND POLICIES OF THE COMPANY

The Principles and Policies of the Company are:
Derives from the company mission, vision and cherished values.
Build stronger bond between people.
Generating motivation to excel.
Enabling continuance learning and renewal of skills.
Providing opportunities to perform and potential to growth.
Generating a climate of trust, respect and team work.
Installing a sense of pride and belongingness.
Creating a happy climate for work.
Providing a base for retraining of manpower.
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SOCIAL RESPONSIBILITY
Britannia recognizes its social responsibilities, and these are
manifested in the following various ways: Tsunami Relief- The Britannia family responded to the process of relief and
rehabilitation by voluntary donations from the employees that were matched
with cash contribution by the company and given to the Indian Red Cross
Society. The Company also supplied products and other articles of need to
the affected people.
Britannia IMG- Britannia has been sporting the Indian Music Group at St
Xavier College at Mumbai for 20 years now. The annual festival, which
takes place around January, has been recognized as one of the most
significant music festivals in the country. Apart from this it also support the
Britannia IMG music centre in the college premises, which is a boasts of a
splendid music library and listening facilities.
Theatre- Britannia has been supporting theatre arts, a Bangalore-based
company, for the production of high quality English theatre. The latest
production, the kiss of the Spiderwoman was greeted with rave review in
Bangalore.
The Britannia Amritraj Tennis Scheme-This is a scheme sponsored by
Britannia, which is committed to producing high quality tennis players of
India. The scheme has already produced several champions such as Leander
Paes who have brought laurels to the country. The scheme is fully residential
program. Training is being provided by the highest quality coaches both
Indian and from overseas.

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BRITANNIA-THE CORPORATE CITIZEN

Britannia constantly enriches the lives of so many people through its
philanthropic efforts.
Missionaries of Charity: Support has been consistently provided to the
Missionaries of Charity (Mother Teresa) in Calcutta. A special programme
called We Care was run to provide opportunities to the under privileged.
Donations of biscuits, uniforms etc. are provided regularly.
Spastics Society of Karnataka: Britannia also supports the Spastics
Society of Karnataka. In its continuous endeavour to contribute to society,
the company brought forth a unique concept of redressing its regular
stationery and donating the savings made on greeting cards to this worthy
cause.

CORPORATE CULTURE OF BRITANNIA

The Company promotes:
High degree of consumer satisfaction.
Open, interactive, convivial (lively) and innovative work atmosphere.
Result driven at all level but with sense of fairness.
Development of employees and continues renewal of skills.

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ORGANISATION CHART

UNIT HEAD

SALES
MANAGER
PERSONNEL
MANAGER

FINANCE
MANAGER
STANDARDS
MANAGER

SYSTEM
MANAGER
PRODUCTION
PLANNING
MANAGER

Fig 1.1- The flowchart of Organization

PERSONNEL MANAGEMENT CHART

REGIONAL
PERSONNEL
MANAGER

PERSONNEL
OFFICERS

SECRETARY TO
R.P.MANAGER

ASSISTANT
PERSONNEL OFFICERS

Fig 1.2- The flowchart of Personnel Department

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EXISTING ORGANISATION STRUCTURE OF THE COMPANY

The existing organization structure of Britannia Industries Ltd is
divisionalised as follows:
Unit Head

Managers

20

Officers

96

Territory Sales Incharge

35

Workers

403

LABOUR UNIONS
There are two unions in Britannia Industries Ltd.
1) Mazdoor Union (Britannia Biscuit Co.). It is affiliated to Indian Trade
Union Council (INTUC).
2) Karamchari Union (Britannia Industries Ltd.). It is affiliated to Central
Industrial Indian Trade Union (CITU).
The membership fee at each union is Rs 5/-. The terms and conditions are
governed by long-term settlement for 3 yrs. The last settlement was done in
2001. There occurred little agitation at the time of settlement.

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PRODUCTS
BISCUITS
BRAND
CREAM TREAT
CAKES CHEKKERS
GOOD DAY
NUTRI CHOICE
MERRI
CAKE
MILK BIKIS
TIGER
MARIEGOLD
LITTLE HEARTS
BREAD 50-50
SNAX
PREMIUM BAKE

DESCRIPTION
Sandwich Cream Biscuit
Wafer Cream Biscuit
Biscuits with Real Butter
Health Biscuits
Single
Slice Cakes
Milk Biscuits
Sliced
Cakes
Health Bar
Force
Biscuits
Semi sweet, Light, Teatime Biscuits
Sugar Glazed Puffed Pastry Biscuits
Sweet and Salt Crackers
Flaky Salted Crackers
Sliced Sandwich Bread
Soft, White Bread

- 27 -

PROBLEMS OF THE ORGANISATION IN RESPECT OF THE

TRAINING NEEDS
The training department of the Company is confronted with the
following problems:
- There is no regular training schedule for the officers and staff.
- The training given to the employees is not standardized.
- No work-study has been done on the requirement of training.
- No in-house training programmes have been conducted.

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SWOT ANALYSIS

The SWOT analysis of the company refers to the strengths & weaknesses
inherent in the organization & the opportunities & threats faced by them
from the environment, internal as well as external. This analysis is the
foundation stone of the strategic planning process as well as short-term plans
needed to attain the strategic objective of the organization.
The analysis has been done in order to have a better understanding of the
organization. The information given by the organization has been used to
carry out the analysis. The strengths, weaknesses, opportunities & threats
identified are enumerated as follows:

STRENGTHS:
Worlds second largest domestic biscuit manufacturer.
The largest bakery company in India.
The business structure is divisionalised to achieve a focus at the
market.
Highly advanced production facilities.
High quality product with competitively low prices with proven
results.

- 29 -

 In terms of training needs, the Company deputes its officers and staff
regularly on various training programmes.

- 30 -

WEAKNESSES:
Very limited product exports.
Limited product portfolio.
In terms of training needs, the Company does not have systematic
training policies.

OPPURTUNITIES:
Vast market for the exports.
Ample scope for the product diversification.
Vast potential in tapping new sales territories.
Scope for entering in the strong rural market.
In terms of training needs, the Company can formulate in-house
training programmes for its officers and staff.

THREATS:
Severe competition from the existing competitors.
Invasion of foreign brands in this segment.
- 31 -

 Competition from small scale regional players.

The Company may loose highly trained staff to its competitors.

- 32 -

OBJECTIVES OF THE STUDY

The first & foremost step in any research work is to identify the problems or
objectives on which the researcher has to work on. There are two types of
objectives met in this study, as explained below:
MAJOR OBJECTIVE
To analyze the existing training practices, its effectiveness and
recommend measures to improve the training practices in the
organization.
MINOR OBJECTIVES
To study the frequency of training, training methods and their effects
on the trainees and recommend certain measures for improvement.
To understand the present practices enforced in respect of training at
the personnel department and recommend any changes if necessary.
To take feedback and analyze the level of satisfaction amongst the
employees in respect of training activities and suggest alternatives.

- 33 -

SCOPE OF THE STUDY

Training Effectiveness is the process wherein the management finds out how
effective it has been at training and developing the employees in an
organization.
This study gives some suggestions for making the present training and
development system more effective.
It gives organization the direction, how to deal differently with
different employees.
It identifies the training & development needs present among the
employees.

MANAGERIAL USEFULNESS OF THE STUDY

The effectiveness of the training programmes can be established
through this study.
This study helps to understand, analyze & apply the core concepts of
training in an organization.
Managers would be able to identify the need of training for its
employees.
Managers would know what employees think of the training and
development programmes and make changes if necessary.

- 34 -

METHODOLOGY

Every project work is based on certain methodology, which is a way to

systematically solve the problem or attain its objectives. It is a very
important guideline and lead to completion of any project work through
observation, data collection and data analysis.

According to Clifford Woody,

Research Methodology comprises of defining & redefining problems,
collecting, organizing &evaluating data, making deductions &researching to
conclusions.

Accordingly, the methodology used in the project is as follows: Defining the objectives of the study
Framing of questionnaire keeping objectives in mind (considering the
objectives)
Feedback from the employees
Analysis of feedback
Conclusion, findings and suggestions.

- 35 -

SELECTION OF SAMPLE SIZE

The Company has a total strength of 96 officers and 403 workers. In order to
take a reasonable sample size and not to disturb the functioning of the
organization, a sample size of 20% of the total strength of the Company has
been taken in order to arrive at the present practices of training in the
Company.
Accordingly, 20 officers and 40 workers have been selected at random from
all the departments of the organization and feedback forms (questionnaire)
have been obtained. The data has been analyzed in order to arrive at present
training practices in the organization.

SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of the
data.
Random sampling from a finite population refers to that method of sample
selection, which gives each possible sample combination an equal
probability of being picked up and each item in the entire population to have
an equal chance of being included in the sample. This sampling is without
replacement, i.e. once an item is selected for the sample, it cannot appear in
the sample again.

- 36 -

DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was
collected namely primary & secondary data as explained below:
PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and
thus happen to be original in character. However, there are many methods of
collecting the primary data; all have not been used for the purpose of this
project. The ones that have been used are:
Questionnaire
Informal Interviews
Observation
SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in
the respective project. The secondary data was collected through:
Text Books
Articles
Journals
Websites

- 37 -

STATISTICAL TOOLS USED

The main statistical tools used for the collection and analyses of data in this
project are:
Questionnaire
Pie Charts
Tables

LIMITATIONS OF THE STUDY

The following are the limitations of the study:
The sample size was small and hence the results can have a degree of
variation.
The response of the employees in giving information was lukewarm.
Organizations resistance to share the internal information.
Questionnaire is subjected to errors.

- 38 -

INTRODUCTION
Training is one of the processes required to turn new members of an
organization into productive insiders.
Training is a process of transmitting and receiving information related to
problem solving. Halloram
Training is the international act of providing means for learning to take
place. Proctor and Thornton
Training is a means to educate somewhat narrowly mainly by instruction,
drill and Discipline. It is referred as applying principally to the improvement
of skills and hence to learning how to perform specific tasks. Yoder
Training is being defined as an act of increasing the knowledge and skill of
an employee for doing a particular job. It is concerned with imparting
specific skills for particular purposes. Training is aimed at learning a skill by
a prescribed method of application of a technique. Tripth
Training is the formal procedure which a company utilizes to facilitate
learning so that the resultant behaviour contributes to the attainment of the
companys goals and objectives. Mc Ghee and Thayer
Thus, training refers to the efforts made on the part of the trainer who
facilitates learning on the part of the training to increasing skills knowledge
and perfection in a specific task for efficiency economy and satisfaction.

- 39 -

Upon reviewing the variety of definition of training available the following

characteristics can be listed as key elements for effective training.

Effective training is the learning experience

Effective training is a planned organizational activity
Effective training is a response to identified needs.
Training enables employees to demonstrate new concepts, build skills, solve
difficult interpersonal relationship and technical problems or gain insight
into behavior accepted as the way things are.
A key assumption of training is that by giving employees skill and insight
for identifying and defining organizational problems, individual will have
greater capacity to change unproductive and unsatisfying organizational
structures and processes. It is a catalytic process that depends largely on the
abilities of informed and skilled members to develop their tools for charge.
However, the individual abilities must be simultaneously supported by
organizational accountability so that, participants use their abilities to the hilt
to learn from the training programmes and transfer those learning to the
workplace and is technically termed as the transfer of training effects. It is
basically the process of increasing the knowledge and skills for doing a
particular job; an organized procedure by which people gain knowledge and
skill for a definite purpose.

- 40 -

TRAINING PROGRAMMES IN BIL

Britannia Industries Ltd follows the philosophy to establish and build a
strong performance driven culture with greater accountability and
responsibility at all levels. To that extent the Company views capability as a
combination of the right people in the right jobs, supported by the right
processes, systems, structure and metrics.
The Company organizes various training and development programmes,
both in-house and at other places in order to enhance the skills and
efficiency of its employees. These training and development programmes are
conducted at various levels i.e. for workers and for officers etc.
THE VARIOUS TRAINING PROGRAMMES ATTENDED BY THE OFFICERS OF
BIL: S.no

Training programmes

Duration

No. of

Designation

1
2

Baking with Soy

Land Mark Seminar

2 days
1 day

participants
1
5

Officer
Manager,

3
4

Contract Labour
Lean Manufacturing

1 day
2 days

2
2

Officers
Managers
Managers

Implementation
Risk assessment in work

1 day

Officer

place
Productivity and

2 days

Officers

Accomplishment
Adv. Technology mgmt for

2 days

Officer

1 day

Officer

prevention and control of

8

pollution
Bearing Maintenance

- 41 -

9
10
11

technology
Good Auditing Practices
HACCP/GMP/GHP
Occupational health and

1 day
2 day
2 day

1
4
1

Manager
Officers
Officer

12

safety
Sales training programme

3 days

Sales territory

13
14

Assessment centre
Landmark Forum

2 days
3 days

16
7

Incharge
Officers
Managers,

15

Programme
Excellence in Manufacturing

2 days

officers
Officers

16

by eliminating stock-outs
XIV training programme in

4 days

Officers

17
18

Biscuit manufacture
Occupation and health
Training for INKJET printer

2 days
4 days

1
7

Officer
Managers,
officers

- 42 -

VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE WORKERS IN BIL:-

S.no
1

Training Programmes
ISO 9000 and ISO 14000 refresher

Duration
1 day

Conducted by
Worker teachers

2
3
4
5
6
7

programme
Personality development
Worker teachers day
ISO 14000 awareness
National safety day
Fire fighting
Workers participation in

2 days
1 day
day
1 day
day
3 days

Worker teachers
Worker teachers
Worker teachers
Worker teachers
Security officer
Central board of

management
Educational trip to Haridwar,

7 days

workers association
Worker teachers

9
10
11
12

Rishikesh, Dehradun
Gemba- Kaizen workshop
Security and fire fighting
Positive approach
Vipassana meditation

5 days
1 day
1 day
2 days

Kaizen institute
Worker teachers
Worker teachers
Vipassana Sadhna

1 day

Sansthan
Shakuntala Anand

13

Workers children- Workshop for

young people, personality
development

- 43 -

TRAINING IN BRITANNIA INDUSTRIES LTD.

Britannia Industries Ltd. provides training to all its employees as per the
policy of the organization.
PURPOSE OF TRAINING: To ensure availability of trained manpower.
SCOPE: All categories of employees in Biscuit plant.
FLOW CHART OF TRAINING PROCEDURE

Identification of Needs

Preparation of Training Plan

Imparting Training

Feedback

Induction Training

Training Effectiveness

Fig 4.1 The training procedure

- 44 -

IDENTIFICATION OF NEEDS

Management Staff
The Performance Appraisal form of the organization has a section in which
the training and development needs are filed up. The person whom the
concerned employee is reporting fills the Performance Appraisal form
annually. Such person may be a branch head or department head.
Identification of training need is done at the Executive Office (EO) level for
the managers through the Performance Appraisal forms annually and the
records are maintained at the Executive Office. Managers are nominated for
the various training courses by the Executives Office. Managers may also
be nominated to certain training programmes from the branch if the subjects
covered are found to be of interest or if they offer a learning opportunity in
some emerging areas of knowledge.
Training needs for the department through their Performance Appraisal
forms identifies the officers, which are filled in by the department head. The
Performance Appraisal forms thus give the emerging training needs. This
exercise is carried out annually.
Staff and Workers
Training needs for staff and workers are identified based on:
-

Companys strategy and policy.

- Organizational Thrust Areas.

- New Emerging Areas.

- 45 -

This together gives the consolidated system of needs that is prepared by the
Personnel Officer and approved by the Department Head.
PREPARATION OF TRAINING PLAN
On the basis of identified training needs, the annual training calendar is
prepared by the Personnel officer and approved by the Personnel Head.
Annual Training Budget is prepared by Branch Personnel Head and is
approved by Executive Office. This gives the final list of training activities
in a particular year. It is attempted to carry out all the programmes to fulfill
the identified needs. The Head of the Personnel Department monitors the
actual training conducted vis--vis the identified training needs on a monthly
basis.
IMPARTING OF TRAINING
Actual training is imparted with the help of in-house and outside agencies.
The selection of these agencies is done on the basis of reputation;
programmes offered by them, past experience and feedback received from
the earlier participants.
Training is also imparted by nominating the concerned employee for an
external training programme. All records of the training are maintained at
branch as per Record of Training in the Personnel folder and the same is
intimated to the Executive Office Personnel through the Monthly Personnel
Report.

- 46 -

FEEDBACK
A feedback is taken from the participants through a questionnaire on the
programme and their impressions in order to further improve upon the same.
There are three such questionnaires available and one of these is used
depending upon the nature of the training programme and the level of
participants. Also, a person from the personnel department sits through the
final session of the programme and takes the verbal feedback about the
programme.
INDUCTION TRAINING
Staff/ Officers/ Managers
This is carried out as the very first step for any new entrant into the branch at
the Staff/ Officer/ Manager level.
The department prepares a schedule for the employee as per which he is
required to spend specific time in each department. During such period, he is
reporting to the respective department head.
The objective of the induction programme is to familiarize the participant to
the function of different department. The copies of the same are sent to the
General Manager and all concerned. At the end of the induction, the trainee
has to submit a report to the Personnel Department.

- 47 -

Workers
In the case of a new entrant, he is called in General shift for 2 days for
training under a senior worker to familiarize him with the welfare facilities
like card punching, canteen, public conveniences, rules and regulations,
standing orders, shift timings, spell outs, medical facilities, leave procedures
etc. After two days of training, he is deployed in the concerned department.
The Personnel Officer organizes this.
Management Trainees Training
Management trainees are given a fortnight of induction programme.
Corporate HR advises it as per Management Trainee Training programme
designed by them.
Thereafter, a detailed training programme is carried out whereby the
incumbent is to understand in depth of working of each department at
various locations as per the programme given by the Corporate HR.
Corporate HR maintains all relevant records pertaining to Management
Trainees training at Bangalore.
TRAINING EFFECTIVENESS
For each training programme conducted in-house for Britannia Delhi branch
personnel, a training brochure is developed.
The brochure developed consists of the following information:

- 48 -

- Programme objectives: Need of the training and what are the objectives
that this training aims to achieve, what likely outcomes are expected to
come out of impact of this training.
- Programme content: Topics being covered during the training.
- Methodology adopted.
- Programme faculty.
- Personnel to be covered.
- Training methodology.
- Training effectiveness criteria and scale.
The training effectiveness is measured by measurement of the achievement
of the objectives. This lists down the measurement indicators, achievement
of which will ensure that programme objectives are achieved.
A person gets nominated for the training programme in the following two
ways:
a) Training programme flowing from the training needs.
b) Training programme for testing out the training/ increased awareness/
general information/ omnibus training types etc.
Training programmes flowing from training needs:
The programmes are divided into three broad categories:
- Functional
- Behavioral
- General/ Omnibus programmes
1. Functional: The outcome of the training is measured by comparing the
data pre-training and post-training. A scale is developed for measuring

- 49 -

the effectiveness of training based on the % achievement of the

objectives.
2. Behavioral: The effectiveness of the training of this nature is measured
annually. This is seen through the training need identification for the
coming year for the employee. If the training need is repeated there, then
the training provided is taken as ineffective. If the training need is
repeated but with focus on a part of the need, then the training is partially
effective. If not repeated, then the training is effective.
3. General: These are the training needs flowing directly from the
organizational needs. Examples of these can be ISO 9000 training, ISO
14000 training and any awareness training. These are omnibus training
programmes, which are run for a large number of employees.
The effectiveness of the training is measured by:
- Achievement of those organizational objectives within the time lines.
- Number of audit issues raised on the areas covered in the training.
- Any other such thing as defined in the training brochure.
The effectiveness of the outside training programme is measured on the
same line as above. However, no detailed brochure is prepared for the same.
The measurement criterion for the programme is defined in the beginning of
the programme and effectiveness measured against the same.
A consolidated effectiveness report of the training programme is prepared at
the end of the year. The programmes that are found to be ineffective are
reworked.

- 50 -

Training programme for testing out the training

Also there are training programmes, which are not flowing directly from the
training needs measurement of effectiveness of the training is not needed to
be measured.

- 51 -

TRAINING OF AN OFFICER

Identification
of
Training needs

Consolidation
of
Training needs

Annual
Training
Calendar

Approval from
the Personnel
Department

Annual
Training
Budget

Imparting
Training

Collecting
Feedback for
Further
Improvement

Monitoring of
Actual Training
vis-a-vis the
Identified needs

Fig 4.2 Flowchart for Training of an Officer

- 52 -

TRAINING OF A WORKER

Approval from
the Personnel
Department

Company
Strategy and
Policy

Organizational
Thrust
Areas

New
Emerging
Areas

Identification
Of
Training needs

Consolidation
Of
Training needs

Annual
Training
Calendar

Annual
Training
Budget

Imparting
Training

Collecting
Feedback for
Further Training

Monitoring of
Actual vs the
Identified
Training needs.

Fig 4.3 Flowchart for Training of a Worker

- 53 -

DATA ANALYSIS
1) How many training programmes have you attended in last 5 years?
No. of

No. of Respondents

% of

Programmes
0-5
6-10
10-15
More than 15
Total

8
5
4
3
20

Responses
40%
25%
20%
15%
100%

INTERPRETATION

45% of the officers have attended 6-15 training programmes in the last 5
years, which is an indication of an effective training policy of the
organization. However, 40% of the officers have attended only 0-5 training
programmes, which needs to be evenly
Monitored by the organization.

- 54 -

2) The programme objectives were known to you before attending it.

Options

No. of Respondents

% of

Strongly agree
Moderately agree
Cant Say
Moderately

5
7
3
1

Responses
25%
35%
15%
5%

Disagree
Strongly Disagree
Total

4
20

20%
100%

INTERPRETATION

35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small
population disagrees as 20% strongly disagree to this notion. Training
objectives should therefore be made known compulsorily before imparting
training in the organization.
3) The training programme was relevant to your developmental needs.
- 55 -

Options

No. of Respondents

% of

Strongly agree
Moderately agree
Cant Say
Moderately

6
8
3
2

Responses
30%
40%
15%
10%

Disagree
Strongly Disagree
Total

1
20

5%
100%

INTERPRETATION

70% of the respondents feel that the training programmes were in

accordance to their developmental needs. 15% respondents could not
comment on the question and 15% think that the programmes are irrelevant
to their developmental needs and the organization must ensure programmes
that satisfy the developmental needs of the officers.

- 56 -

4) The period of training session was sufficient for the learning.

Options

No. of Respondents

% of

Strongly agree
Moderately agree
Cant Say
Moderately

6
4
4
3

Responses
31%
21%
21%
16%

Disagree
Strongly Disagree
Total

2
20

11%
100%

INTERPRETATION

52% respondents feel that the time limit of the training programme was
adequate but 25% feel that it was insufficient. Also, 21% could not comment
on the question. All the respondents though felt that increase in time limit of
the programmes would certainly be beneficial and the organization should
plan for this to be implemented in the near future.
5) The training methods used during the training were effective for
understanding the subject.
- 57 -

Options

No. of Respondents

% of

Strongly agree
Moderately agree
Cant Say
Moderately

4
8
3
3

Responses
20%
40%
15%
15%

Disagree
Strongly Disagree
Total

2
20

10%
100%

INTERPRETATION

40% of the respondents believe that the training methods used during the
programmes were helpful in understanding the subject, yet 25% disagree to
this notion. The organization should use better, hi-tech methods to enhance
the effectiveness of the methods being used during the training programmes.
6) The training sessions were exciting and a good learning experience.
Options
Strongly agree
Moderately agree

No. of Respondents

% of

5
8

Responses
25%
40%
- 58 -

Cant Say
Moderately

2
3

10%
15%

Disagree
Strongly Disagree
Total

2
20

10%
100%

INTERPRETATION

65% respondents believe that the training sessions were exciting and a good
learning experience. 10% respondents could not comment on this while 25%
differ in opinion. They feel that the training sessions could have been more
exciting if the sessions had been more interactive and in line with the current
practices in the market.
7) The training aids used were helpful in improving the overall effectiveness
of the programme.
Options
Strongly agree
Moderately agree
Cant Say
Moderately

No. of Respondents

% of

4
5
7
3

Responses
20%
25%
35%
15%

Disagree
- 59 -

Strongly Disagree
Total

1
20

5%
100%

INTERPRETATION

40% of the respondents believe that the training aids used were helpful in
improving the overall effectiveness, yet 20% disagree to this notion. 35%
respondents did not comment on the issue. Yet the total mindset of the
respondents was that the organization should use better scientific aids to
enhance the presentation and acceptance value of the training programme.
8) The training was effective in improving on- the- job efficiency.
Options

No. of Respondents

% of

Strongly agree
Moderately agree
Cant Say
Moderately

3
6
4
4

Responses
15%
30%
20%
20%

3
20

15%
100%

Disagree
Strongly Disagree
Total

- 60 -

INTERPRETATION

45% respondents believe that the training programmes increase their job
efficiency but 35% disagree to this. The view of the respondents were
towards having more technological and current topics for the training
programmes which could help them satisfy their creative urge and
simultaneously increase their on-the-job efficiency.
9) In your opinion, the numbers of training programmes organized during
the year were sufficient for officers of BIL.
Options

No. of Respondents

% of
Responses

Strongly agree

10%

Moderately agree

15%

Cant Say

25%

Moderately Disagree

10%

Strongly Disagree

40%

Total

20

100%

- 61 -

INTERPRETATION

25% respondents have the opinion that the frequency of the training
programmes is sufficient but 50% of the respondents differ to this. They
believe that the number of training programmes organized in a year should
be increased and some in house training programmes should also be
organized by the organisation regularly.
10) Please suggest any changes you would like to have in the existing
training programmes.
The major suggestions for changes in the existing training
programmes are as follows: The frequency of the training programmes organized in a year should
be increased.
The duration of the training sessions should be amplified.
New programmes for personal as well as professional development of
the officers should be developed.

- 62 -

 Officers should be referred for the training programmes as per their

developmental needs.
The training programmes should be organized outside the office in
order to avoid disturbance in the work.
Some training sessions should also be organized in house for the
officers who find it difficult to attend them if held outside the office
premises.
Better presentation technologies should be used in order to increase
the effectiveness of the programmes.
The course curriculum for the training programmes should be current
in terms of the new developments in the world.
1) How many training programmes have you attended during the last year?
No. of

No. of Respondents

% of

Programmes
Upto 2
3-5
6-8
More than 8
Total

25
10
4
1
40

Responses
62%
25%
10%
3%
100%

- 63 -

INTERPRETATION

35% of the workers have attended 3-8 training programmes in the last year,
which is the clue of a useful training policy of the organization. However,
62% of the workers have attended only 0-2 training programmes, which
should be effectively seen by the organization. Also, every worker should be
given chances to attend as many training
programmes as possible.

- 64 -

2) The training given is useful to you.

Options

No. of Respondents

% of

Strongly agree
Moderately agree
Cant Say
Moderately

19
10
5
5

Responses
47%
24%
13%
13%

Disagree
Strongly Disagree
Total

1
20

3%
100%

INTERPRETATION

71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the
programmes were irrelevant to their objective of being useful. The
organization must ensure programmes that are useful and prove to cater to
the developmental needs of the workers.
3) The time limit of the training programme was sufficient.
Options

No. of Respondents
- 65 -

% of

Strongly agree
Moderately agree
Cant Say
Moderately

7
14
5
6

Responses
18%
34%
13%
15%

Disagree
Strongly Disagree
Total

8
40

20%
100%

INTERPRETATION

42% respondents feel that the time limit of the training programme was
adequate but 35% feel that it was insufficient. Also, 13% could not comment
on the question. All the respondents though felt that increase in time limit of
the programmes would certainly be advantageous and the organization
should take some steps in this direction.
4) The time limit of the training programme, if increased would make it
more effective.
Options

No. of Respondents
- 66 -

% of

Strongly agree
Moderately agree
Cant Say
Moderately

18
8
4
8

Responses
45%
20%
10%
20%

Disagree
Strongly Disagree
Total

2
40

5%
100%

INTERPRETATION

65% respondents feel that the increase in the duration of the training
programmes would be beneficial but 25% differ to this opinion. Going by
the majority, the organisation should make required changes to increase the
duration of the programmes and also take the opinion of the workers to have
an effective training session.
5) The training was effective in improving your on-the-job efficiency.
Options

No. of Respondents

% of
Responses

- 67 -

Strongly agree
Moderately agree
Cant Say
Moderately

15
10
5
6

37%
25%
13%
15%

Disagree
Strongly Disagree
Total

4
40

10%
100%

INTERPRETATION

62% respondents believe that the training programmes increase their job
efficiency but 25% disagree to this. The respondents were of the opinion that
having current topics for the training programmes and also some sessions by
an external faculty would help them increase their on the job efficiency.
6) The training aids used were effective in improving the overall
effectiveness of the programme.
Options
Strongly agree
Moderately agree
Cant Say
Moderately

No. of Respondents

% of

10
4
12
8

Responses
25%
10%
30%
20%
- 68 -

Disagree
Strongly Disagree
Total

6
40

15%
100%

INTERPRETATION

35% respondents believe that the training aids were effective in improving
the overall efficiency of the programme. Contrary to this, 35% disagree and
30% could not comment on the issue. The organization should ensure
positive awareness about the training aids used. Also, the use of better
presentation aids should be facilitated.
7) The number of training programmes organized for workers in a year are

sufficient.
Options

No. of Respondents

% of

Strongly agree
Moderately agree
Cant Say
Moderately

7
6
4
15

Responses
18%
15%
10%
37%

Disagree
Strongly Disagree

20%
- 69 -

Total

40

100%

INTERPRETATION

33% respondents believe that the numbers of training programmes organized

in a year are sufficient, but a majority of 57% disagrees to this. The
organization should ensure multiple programmes for the workers and hence
enable them in improving their skills and knowledge.
8) The participation of workers in training programme would help increase
its effectiveness.
Options

No. of Respondents

% of

Strongly agree
Moderately agree
Cant Say
Moderately

20
9
5
4

Responses
49%
23%
13%
10%

Disagree
Strongly Disagree
Total

2
40

5%
100%

- 70 -

INTERPRETATION

72% respondents feel that participative and interactive training session could
provide more awareness and knowledge in a small span of time as compared
to classroom teaching. 13% respondents could not comment on this and 15%
disagree to it.
9) Please suggest any changes you would like to have in the existing training
programmes.
The major suggestions for changes in the existing training
programmes are as follows: The workers were of the opinion that external faculty should be
appointed for the training programmes.
The period of the training sessions should be augmented.
The rate of the training programmes organized in a year should be
increased.
Every one should get a chance to attend the training programmes.
- 71 -

 Documentaries and other films relating to issues of motivation, team

building should be screened.
Practical examples should be used to make things easy to understand
during the training sessions.
Better technological aids and methods should be used to make the
training sessions exciting.

- 72 -

FINDINGS

The major findings of the project are enumerated as follows:

Training is considered as a positive step towards augmentation of the
knowledge base by the respondents.
The objectives of the training programmes were broadly known to the
respondents prior to attending them.
The training programmes were adequately designed to cater to the
developmental needs of the respondents.
Some of the respondents suggested that the time period of the training
programmes were less and thus need to be increased.
Some of the respondents also suggested that use of latest training
methods will enhance the effectiveness of the training programmes.
Some respondents believe that the training sessions could be made more
exciting if the sessions had been more interactive and in line with the
current practices in the market.
The training aids used were helpful in improving the overall effectiveness
of the training programmes.
The training programmes were able to improve on-the-job efficiency.
Some respondents also recommended that the number of training
programmes be increased.

- 73 -

RECOMMENDATIONS

Based on the data collected through the questionnaire and interactions with
the Officers and Workers of BIL the following recommendations are made
for consideration:
The organization may utilize both subjective and objective approach for
the training programmes.
The organization may consider deputing each employee to attend at least
one training programmes each year.
The In-house training programmes will be beneficial to the organization
as well as employees since it will help employees to attend their official
work while undergoing the training.
The organization can also arrange part time training programmes in the
office premises for short durations, spanning over a few days, in order to
avoid any interruption in the routine work.
The organization can arrange the training programmes department wise
in order to give focused attention towards the departmental requirements.

- 74 -

QUESTIONNAIRE (OFFICERS)
Designation: __________________
Department: __________________
Please rate the questions (where applicable) on the scale of 1-5 where the
numerals signify the following:5- Strongly Agree
4- Moderately Agree
Disagree
1- Strongly Disagree

3- Cant Say

2- Moderately

1) How many training programmes have you attended during the last 5
years?
0-5
11-15

6-10
More than 15

2) The programme objectives were known to you before attending it. ____
3) The training programme was relevant to your developmental needs. ____
4) The period of training session was sufficient for the learning.

____

5) The training methods used during the training were effective for
understanding the subject.

____

6) The training sessions were exciting and a good learning experience. ____
7) The training aids used were helpful in improving the overall
effectiveness of the programme.
8) The training was effective in improving on-the-job efficiency.
____
9) In your opinion, the number of training programmes organized
____
during the year were sufficient for officers of BIL.
- 75 -

____

10) Please suggest any changes you would like to have in the existing
training programmes.
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________

BIBLIOGRAPHY

Effective Planning in Training and Development

World Class Training

Training in Practice

Blackwell

Human Resource Management

C.B.Gupta

Human Resource Management

T.N.Chabra

Human Capital

Leslie Rae
Kaye Thorne

Journal

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