PROJECT REPORT ON

TRAINING AND DEVELOPMENT AT DABUR INDIA LIMITED (DIL)

Submitted in Partial Fulfillment of the Requirements of

Bachelor of Business Administration
Of
Guru Gobind Singh Indraprastha University

Submitted by: Submitted to:

Name: Nishu Sharma Mr. Ankur Budhiraja
Enrollment No.: 00350601710 (Project Guide)
BBA – VI Semester

New Delhi Institute of Management

61,Tughalakabad Institutional Area, New Delhi – 62
Telephone : 29962605,606 Fax : 29956304

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 INDEX
S.No TOPIC PAGE NO.
1. PREFACE 3
2. ACKNOWLEDGEMENT 4

3. CERTIFICATE 5

4. OBJECTIVE AND SCOPE OF STUDY 6

5. INTRODUCTION TO TRAINING &
DEVELOPMENT 7-17
CONCEPT
ROLE & IMPORTANCE
TRAINING MODELS
METHODS OF TRAINING
6. COMPANY PROFILE
DABUR- A PROFILE
VISION AND PRINCIPLES
18-50
DABUR PRODUCTS
7. TRAINING AT DABUR INDIA LIMITED
TRAINING PROGRAMME AT DABUR
TRAINING PROCEDURE
51-84
TYPES OF TRAINING PROGRAMMES
METHOD OF TRAINING ADOPTED BY DABUR
8. RESEARCH METHODOLOGY 85-86
9. ANALYSIS AND FINDINGS 87-97
10. LIMITATIONS OF STUDY 98
11. SUGESSTIONS AND CONCLUSIONS 99-103
12. APPENDIX: Questionnaire 104-
109
13. BIBLIOGRAPHY 110-
111

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 PREFACE

In the field of human resource management, training and development is the field

concerned with organizational activity aimed at bettering the performance of individuals

and groups in organizational settings. Training and development encompasses three

main activities: training, education, and development. It is a learning process that

involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing

of attitudes and behaviors to enhance the performance of employees. Training is

about knowing where you at present, and where you will be after some point of time.

Recruitment is an integral and ongoing process in any organization. This

holds true for Dabur also. They have a two-pronged approach in recruiting dynamic

professionals - lateral recruitments and the Management Trainee / Engineer Trainee

recruitments at entry level.

The Management Trainee / Engineer Trainee Programme has been a focus area of

DABUR to induct young and vibrant professionals at the entry level. With every passing

year, upgradations are made to it to make the learning experience more enriching and

rigorous with a greater focus on functional and conceptual inputs and an objective

learning evaluation system.

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 ACKNOWLEDGEMENT

The Project titled “Training And Development at DABUR INDIA LIMITED “has

been prepared as a part of my VI semester COURSE CURRICULLUM of

Guru Gobind Singh IP University.

I extend my heartfelt thanks to Mr. Ankur Budhiraja , my project guide

for his immense help & guidance and clearing my doubts.

I would like to thank my parents for suggesting modifications and changes

in the project, without their support my project would not have reached its
completion stage.

Lastly I would like to thank all other faculty members of BBA III of our institute
for their help and cooperation.

Nishu Sharma

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 CERTIFICATE

This to certify that Nishu Sharma is a bonafide student of three year regular course of
BBA (Bachelor of Business Administration) of New Delhi Institute Of Management.
The project titled “TRAINING AND DEVELOPMENT AT DABUR INDIA LIMITED
(DIL)” is her original work and is submitted in partial fulfillment of the requirement of
Bachelor of Business Administration (BBA). This project is based on the study carried out
by her under my guidance and supervision and is completed upto my satisfaction.

Ankur Budhiraja
(Project guide)

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 OBJECTIVES OF THE STUDY

 To understand the training initiatives undertaken by Dabur India limited.

 To study the new methods of training undertaken by Dabur.

 To understand the importance and impact of training on employees.

 To get information relating to the role of training in HRM

SCOPE OF THE STUDY

The project covers the study of training & development program at Dabur India
Limited. The departments covered in the study are:

 HUMAN RESOURCE DEPT.

 MAINTENANCE DEPT.
 QUALITY ASSURANCE
 PRODUCTION DEPT.

Exploratory research design helps to understand the theoretical aspects of various

training programmes and the methods adopted to improve performance of the
employees.

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 INTRODUCTION
TO
TRAINING
&
DEVELOPMENT

THEORETICAL PERSPECTIVE OF TRAINING AND HRM

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CONCEPT OF TRAINING AND DEVELOPMENT PROGRAMS

Meaning of Training:

Working force is the most valuable asset of the business enterprise. If they have
understanding, competence and skill to accomplish their piece of work faultlessly in
order to develop such proficiency in the work, proper training of employees is must.
Training acquaints the workers with the intricacies of the work and makes him more
efficient, productive and meaningful.

The employee must have the theoretical and practice knowledge of the work, he is
required to perform. The theoretical knowledge can be gained in educational institutions
but for the practical knowledge training is required. In this way, the training acquaints
the employee with the requisite skill, real situations of the work and helps him in the
faultless accomplishments of the work.

“ The term training is used here to indicate only process

by which the aptitudes, skill and abilities of employees to
perform specific jobs are increased”.

Jucius

“Training is the organized procedure in which people learn

knowledge and / or skill for definite purpose.”

Training Defined:

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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

Notice that the last part of the definition states that 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.

Earlier it was stated that there are four inputs to a system: people, material,
technology, and time. 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.

TRAINING vs. DEVELOPMENT

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  Training is an activity to increase understanding, skill and attitude to perform
specific job in better ways.
While Development means the growth of employees at every level of
management by planned and organized process.

 The best possible performance of the specific job by the employee is the aim of
training.
While Development aims at utilization of employees’ capability.

 Training is the part of Development and also limited in its scope. Whereas,
development is a wider term. It includes education, learning and training.

 Training is imparted for a fix time period.

Development is a continuing process and unending activity in the industry.

 Training is mostly the result of initiatives taken by management. It is result of

some outside motivation.
Development is result of internal motivation.

 Training seeks to meet the current requirements of the job and the individual. In
other words it is a reactive process.

Development seeks to meet future needs of the job and individual, In other words,
development is a proactive process. Development is future oriented where as training
focuses on the personal growth of the employees.

Typical Areas of Employee Training :

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1. Communications: The increasing diversity of today's workforce brings a wide
variety of languages and customs.

2. Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.

3. Customer service: Increased competition in today's global marketplace makes it

critical that employees understand and meet the needs of customers.

4. Diversity: Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity.

5. Ethics: Today's society has increasing expectations about corporate social

responsibility. Also, today's diverse workforce brings a wide variety of values and morals
to the workplace.

6. Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the workplace.

7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelines and
standards for quality, etc.

8. Safety: Safety training is critical where working with heavy equipment, hazardous
chemicals, repetitive activities, etc., but can also be useful with practical advice for
avoiding assaults, etc.

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General Benefits from Employee Training and

Development

There are numerous sources of on-line information about training and development.
Several of these sites (they're listed later on in this library) suggest reasons for
supervisors to conduct training among employees. These reasons include:

1. Increased job satisfaction and morale among employees.

2. Increased employee motivation.

3. Increased efficiencies in processes, resulting in financial gain.

4. Increased capacity to adopt new technologies and methods.

5. Increased innovation in strategies and products.

6. Reduced employee turnover.

7. Enhanced company image, e.g., conducting ethics training (not a good reason for
ethics training).

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Role of Training:

Training involves an expert working with learners to transfer to them certain areas of
knowledge or skills to improve in their current jobs. Development is a broad, ongoing
multi-faceted set of activities (training activities among them) to bring someone or an
organization up to another threshold of performance, often to perform some job or new
role in the future.

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Importance of Training and Development:

• Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to achieve

the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to provide

an opportunity and broad structure for the development of human resources’ technical

and behavioral skills in an organization. It also helps the employees in attaining

personal growth.

• Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to expand

the horizons of human intellect and an overall personality of the employees.

• Productivity – Training and Development helps in increasing the productivity of the

employees that helps the organization further to achieve its long-term goal.

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• Team spirit – Training and Development helps in inculcating the sense of team work,

team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within

the employees.

• Organization Culture – Training and Development helps to develop and improve

the organizational health culture and effectiveness. It helps in creating the learning

culture within the organization.

• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings from

leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of work and

work-life.

• Healthy work-environment – Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so that

individual goals aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the health and

safety of the organization thus preventing obsolescence.

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• Morale – Training and Development helps in improving the morale of the work force.

• Image – Training and Development helps in creating a better corporate image.

• Profitability – Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e. Organization gets

more effective decision making and problem solving. It helps in understanding and

carrying out organizational policies

• Training and Development helps in developing leadership skills, motivation, loyalty,

better attitudes, and other aspects that successful workers and managers usually

display.

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Training and Human Resource Management:

The HR functioning is changing with time and with this change, the relationship

between the training function and other management activity is also changing. The

training and development activities are now equally important with that of other HR

functions. Gone are the days, when training was considered to be futile, waste of time,

resources, and money. Now-a-days, training is an investment because the departments

such as, marketing & sales, HR, production, finance, etc depends on training for its

survival. If training is not considered as a priority or not seen as a vital part in the

organization, then it is difficult to accept that such a company has effectively carried out

HRM. Training actually provides the opportunity to raise the profile development

activities in the organization.

To increase the commitment level of employees and growth in quality movement

(concepts of HRM), senior management team is now increasing the role of training.

Such concepts of HRM require careful planning as well as greater emphasis on

employee development and long term education. Training is now the important tool of

Human Resource Management to control the attrition rate because it helps in

motivating employees, achieving their professional and personal goals, increasing the

level of job satisfaction, etc. As a result training is given on a variety of skill

development and covers a multitude of courses.

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COMPANY PROFILE

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DABUR- A PROFILE

Dabur India Limited is a leading Indian consumer goods company with

interests in-- Hair Care, Oral Care, Health Care, Skin Care, Home
Care and Foods. From its humble beginnings in the bylanes of Calcutta
way back in 1884 as an Ayurvedic medicines company, Dabur India Ltd
has come a long way today to become a leading consumer products
manufacturer in India. For the past 125 years, we have been dedicated to
providing nature-based solutions for a healthy and holistic lifestyle .

Through our comprehensive range of products, we touch the lives of all

consumers, in all age groups, across all social boundaries. And this legacy
has helped us develop a bond of trust with our consumers.
That guarantees you the best in all products carrying the Dabur name .

Today, the FMCG sector is the fourth-largest sector in the Indian economy and many
FMCG Company like HLL, ITC, Britannia, Tata Tea, Nestle, Godrej Consumer, Dabur,
Marico, etc are there.
Dabur India Limited is India’s fourth largest FMCG Company. Dabur has five other
subsidiaries — Dabur Foods, Dabur Nepal, Dabur Egypt, Dabur Oncology and Dabur
Pharma.

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Dabur At-a glance
G

Dabur India Limited has marked its presence with significant achievements
and today commands a market leadership status. Our story of success is
based on dedication to nature, corporate and process hygiene, dynamic
leadership and commitment to our partners and stakeholders. The results of
our policies and initiatives speak for themselves.

 Leading consumer goods company in India with a turnover of Rs.

5,283 Crore (FY12)
 2 major strategic business units (SBU) - Consumer Care Business
and International Business Division (IBD)
 2 Subsidiary Group companies - Dabur International and NewU and
several step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur
Egypt Ltd (Egypt), Asian Consumer Care (Bangladesh), Asian
Consumer Care (Pakistan), African Consumer Care (Nigeria),
Naturelle LLC (Ras Al Khaimah-UAE), Weikfield International
(UAE) and Jaquline Inc. (USA)
 17 ultra-modern manufacturing units spread around the globe
 Products marketed in over 60 countries

 Wide and deep market penetration with 50 C&F agents, more than
5000 distributors and over 3.4 million retail outlets all over India
Consumer Care Business adresses consumer needs across the entire
FMCG spectrum through four distinct business portfolios of Personal Care,
Health Care, Home Care & Foods

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 Master brands:

Dabur - Ayurvedic healthcare products
Vatika - Premium hair care
Hajmola - Tasty digestives
Réal - Fruit juices & beverages
Fem - Fairness bleaches & skin care products


 12 Billion-Rupee brands: Dabur Amla, Dabur
Chyawanprash, Vatika, Réal, Dabur Red
Toothpaste, Dabur Lal Dant Manjan, Babool,
Hajmola, Dabur Honey, Glucose, Fem and
Odonil
 Strategic positioning of Honey as food product,
leading to market leadership (over 75%) in
branded honey market
 Dabur Chyawanprash the largest selling Ayurvedic
medicine with over 65% market share.
 Vatika has been the fastest growing hair care
brand in the Middle East
 Hajmola tablets in command with 60% market
share of digestive tablets category. About 2.5
crore Hajmola tablets are consumed in India
every day
 Leader in herbal digestives with 90% market share

 Consumer Health Division (CHD) offers a range
of classical Ayurvedic medicines and Ayurvedic
OTC products that deliver the age-old benefits of
Ayurveda in modern ready-to-use formats
 Has more than 300 products sold through
prescriptions as well as over the counter
 Major categories in traditional formulations include:
- Asav Arishtas
- Ras Rasayanas
- Churnas
- Medicated Oils
 Proprietary Ayurvedic medicines developed by
Dabur include:
- Nature Care Isabgol
- Madhuvaani

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 - Trifgol

 Division also works for promotion of Ayurveda

through organised community of traditional
practitioners and developing fresh batches of
students

International Business Division (IBD) caters to the health and personal

care needs of customers across different international markets, spanning
Nepal, Bangladesh, the Middle East, North & West Africa, EU and the US with
its brands Dabur & Vatika

 Contributes to about 30% of total sales

 Leveraging the 'Natural' preference among local consumers to increase
share in personal care categories
 Focus markets:
- GCC
- Egypt
- Nigeria
- Bangladesh
- Nepal
- US
 High level of localization of manufacturing and sales & marketing

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Dabur India Ltd. - Corporate Profile

Dabur India Ltd is one of India’s leading FMCG Companies with Revenues
of over Rs 6,146 Crore & Market Capitalisation of US $5 Billion. Building
on a legacy of quality and experience of over 127 years, Dabur is today
India’s most trusted name and the world’s largest Ayurvedic and
Natural Health Care Company.

Dabur India is also a world leader in Ayurveda with a portfolio of over 250
Herbal/Ayurvedic products. Dabur's FMCG portfolio today includes five
flagship brands with distinct brand identities -- Dabur as the master brand
for natural healthcare products, Vatika for premium personal care, Hajmola
for digestives, Réal for fruit juices and beverages and Fem for fairness
bleaches and skin care products.

Dabur today operates in key consumer products categories like Hair Care,
Oral Care, Health Care, Skin Care, Home Care and Foods. The company
has a wide distribution network, covering over 2.8 million retail outlets
with a high penetration in both urban and rural markets.

Dabur's products also have a huge presence in the overseas markets and are
today available in over 60 countries across the globe. Its brands are
highly popular in the Middle East, SAARC countries, Africa, US, Europe and

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Russia. Dabur's overseas revenue today accounts for over 30% of the
total turnover..

The 125-year-old company, promoted by the Burman family, had started

operations in 1884 as an Ayurvedic medicines company. From its humble
beginnings in the bylanes of Calcutta, Dabur India Ltd has come a long way
today to become one of the biggest Indian-owned consumer goods
companies with the largest herbal and natural product portfolio in the world.
Overall, Dabur has successfully transformed itself from being a
family-run business to become a professionally managed enterprise.
What sets Dabur apart from the crowd is its ability to change ahead of
others and to always set new standards in corporate governance &
innovation.

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History

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 1884 Birth of Dabur
1896 Setting up a manufacturing plant
Early
Ayurvedic medicines
1900s
1919 Establishment of research laboratories
1920 Expands further
Dabur India (Dr. S.K. Burman) Pvt.
1936
Ltd.
1972 Shift to Delhi
Sahibabad factory / Dabur Research &
1979
Development Centre (DRDC)
1986 Public Limited Company
1992 Joint venture with Agrolimen of Spain
1993 Cancer treatment
1994 Public issues
1995 Joint Ventures
1996 3 separate divisions
1997 Foods Division / Project STARS
1998 Professionals to manage the Company
2000 Turnover of Rs.1,000 crores
2003 Dabur demerges Pharma Business
2005 Dabur aquires Balsara
2005 Dabur announces Bonus after 12 years
Dabur crosses $2 Bin market Cap,
2006
adopts US GAAP
Approves FCCB/GDR/ADR up to $200
2006
million
2007 Celebrating 10 years of Real
2007 Foray into organised retail
2007 Dabur Foods Merged With Dabur India
2008 Acquires Fem Care Pharma
Dabur Red Toothpaste joins 'Billion
2009
Rupee Brand' club
Dabur makes its first overseas
2010
acquisition
Dabur enters professional skin care
2011
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Milestone

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Dabur India Ltd. made its beginnings with a small pharmacy, but has
continued to learn and grow to a commanding status in the industry. The
Company has come a long way in popularising and making easily available
a whole range of products based on the traditional science of Ayurveda.
And Dabur has set very high standards in developing products and
processes that meet stringent quality norms. As it grows even further,
Dabur will continue to mark up on major milestones along the way, setting
the road for others to follow...

Milestones To Success
1884 - Established by Dr. S K Burman at Kolkata
1896 - First production unit established at Garhia
1919 - First R&D unit established
Early 1900s - Production of Ayurvedic medicines
Dabur identifies nature-based Ayurvedic medicines as its area of
specialisation. It is the first Company to provide health care through
scientifically tested and automated production of formulations based
on our traditional science.
1930 - Automation and upgradation of Ayurvedic products
manufacturing initiated
1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated
1940 - Personal care through Ayurveda
Dabur introduces Indian consumers to personal care through
Ayurveda, with the launch of Dabur Amla Hair Oil. So popular is the
product that it becomes the largest selling hair oil brand in India.
1949 - Launched Dabur Chyawanprash in tin pack
Widening the popularity and usage of traditional Ayurvedic products
continues. The ancient restorative Chyawanprash is launched in
packaged form, and becomes the first branded Chyawanprash in India.
1957 - Computerisation of operations initiated
1970 - Entered Oral Care & Digestives segment
Addressing rural markets where homemade oral care is more popular than
multinational brands, Dabur introduces Lal Dant Manjan. With this a
conveniently packaged herbal toothpowder is made available at affordable
costs to the masses.

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 1972 - Shifts base to Delhi from Calcutta
1978 - Launches Hajmola tablet
Dabur continues to make innovative products based on traditional
formulations that can provide holistic care in our daily life. An Ayurvedic
medicine used as a digestive aid is branded and launched as the popular
Hajmola tablet.
1979 - Dabur Research & Development Centre (DRDC) set up
1979 - Commercial production starts at Sahibabad, the most
modern herbal medicines plant at that time
1984 - Dabur completes 100 years
1988 - Launches pharmaceutical medicines
1989 - Care with fun
The Ayurvedic digestive formulation is converted into a children's fun
product with the launch of Hajmola Candy. In an innovative move, a
curative product is converted to a confectionary item for wider usage.
1994 - Comes out with first public issue
1994 - Enters oncology segment
1994 - Leadership in health care
Dabur establishes its leadership in health care as one of only two
companies worldwide to launch the anti-cancer drug Intaxel
(Paclitaxel). Dabur Research & Development Centre (DRDC) develops an
eco-friendly process to extract the drug from its plant source
1996 - Enters foods business with the launch of Real Fruit Juice
1996 - Real blitzkrieg
Dabur captures the imagination of young Indian consumers with the
launch of Real Fruit Juices - a new concept in the Indian foods market.
The first local brand of 100% pure natural fruit juices made to
international standards, Real becomes the fastest growing and
largest selling brand in the country.
1998 - Burman family hands over management of the company to
professionals
2000 - The 1,000 crore mark
Dabur establishes its market leadership status by staging a turnover of
Rs.1,000 crores. Across a span of over a 100 years, Dabur has grown
from a small beginning based on traditional health care. To a commanding
position amongst an august league of large corporate businesses.

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 2001 - Super specialty drugs
With the setting up of Dabur Oncology's sterile cytotoxic facility, the
Company gains entry into the highly specialised area of cancer
therapy. The state-of-the-art plant and laboratory in the UK have
approval from the MCA of UK. They follow FDA guidelines for production
of drugs specifically for European and American markets.
2002 - Dabur record sales of Rs 1163.19 crore on a net profit of
Rs 64.4
crore
2003 - Dabur demerges Pharmaceuticals business

Dabur India approved the demerger of its pharmaceuticals business from

the FMCG business into a separate company as part of plans to provider
greater focus to both the businesses. With this, Dabur India now largely
comprises of the FMCG business that include personal care products,
healthcare products and Ayurvedic Specialities, while the Pharmaceuticals
business would include Allopathic, Oncology formulations and Bulk Drugs.
Dabur Oncology Plc, a subsidiary of Dabur India, would also be part of the
Pharmaceutical business.
Maintaining global standards
As a reflection of its constant efforts at achieving superior quality
standards, Dabur became the first Ayurvedic products company to get
ISO 9002 certification.
Science for nature
Reinforcing its commitment to nature and its conservation, Dabur Nepal, a
subsidiary of Dabur India, has set up fully automated greenhouses in
Nepal. This scientific landmark helps to produce saplings of rare
medicinal plants that are under threat of extinction due to ecological
degradation.
2005 - Dabur aquires Balsara

As part of its inorganic growth strategy, Dabur India acquires Balsara's

Hygiene and Home products businesses, a leading provider of Oral Care
and Household Care products in the Indian market, in a Rs 143-crore all-
cash deal.
2005 - Dabur announces bonus after 12 years

Dabur India announced issue of 1:1 Bonus share to the shareholders of

the company, i.e. one share for every one share held. The Board also

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proposed an increase in the authorized share capital of the company from
existing Rs 50 crore to Rs 125 crore.
2006 - Dabur crosses $2 bln market cap, adopts US GAAP.

Dabur India crosses the $2-billion mark in market capitalisation. The

company also adopted US GAAP in line with its commitment to follow
global best practices and adopt highest standards of transparency and
governance.
2006 - Approves FCCB/GDR/ADR up to $200 million

Moving forward on the inorganic growth path, Dabur India decides to raise
up to $200 million from the international market through Bonds, FCCBs,
GDR, ADR, QIPs or any other securities.The capital raised will be used to
fund Dabur's aggressive growth ambitions and acquisition plans in India
and abroad.
2007 - Celebrating 10 years of Real

Dabur Foods unveiled the new packaging and design for Real at the
completion of 10 years of the brand. The new refined modern look depicts
the natural goodness of the juice from freshly plucked fruits.
2007 - Foray into organised retail

Dabur India announced its foray into the organised retail business through
a wholly-owned subsidiary, H&B Stores Ltd. Dabur will invest Rs 140
crores by 2010 to establish its presence in the retail market in India with
a chain of stores on the Health & Beauty format.
2007 - Dabur Foods merged with Dabur India

Dabur India decides to merge its wholly-owned subsidiary Dabur Foods

Limited with itself to extract synergies and unlock operational efficiencies.
The integration will also help Dabur sharpen focus on the high growth
business of foods and beverages, and enter newer product categories in
this space.
2008 - Acquires Fem Care Pharma

Dabur India acquires Fem Care Pharma, a leading player in the women's
skin care market. Besides an entry into the high-growth skin care market
with an established brand name FEM, this transaction also offers Dabur a
strong platform to enter newer product categories and markets.
2009 - Dabur Red Toothpaste joins 'Billion Rupee Brands' club

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Dabur Red Toothpaste becomes the Dabur's ninth Billion Rupee brand.
Dabur Red Toothpaste crosses the billion rupee turnover mark within five
years of its launch.
2010 - Dabur makes its first overseas acquisition

Dabur makes its first overseas acquisition, buying Hobi Kozmetik

Kozmetik Group, a leading personal care products company in Turkey, for
$69 million.
2010 - Dabur acquired 100% equity in Namaste Lab

Dabur acquired 100% equity in Namasté Laboratories LLC of the US for

$100 million. This marks Dabur’s entry into the fast-growing ethnic hair
care products market in U.S., Europe and Africa.
2010 - Dabur Chyawanprash Launched Orange & Mango
Flavours

Dabur launches India’s first fruit-flavoured Chyawanprash. Dabur

Chyawanprash was launched in Orange and Mango flavoured variants.
2010 - Dabur Amla Hair Oils enters Limca Book of Records

Dabur Amla Hair Oils enters Limca Book of Records for achieving a record
feat of hosting the longest ever non-stop head massage marathon.
2011 - Dabur enters professional skin care market

Dabur enters professional skin care market with the launch of OxyLife
Professional Facial Kit, created exclusively for professional use.
2011 - Dabur launches its first-ever online shopping portal

Dabur India Ltd. launches its first-ever online shopping portal

www.daburuveda.com With this, Dabur is the first Indian FMCG company
to launch a dedicated online shopping portal for its beauty products range.
The portal will be the online gateway for consumers to know, understand,
buy and gift the exclusive Dabur Uveda range of skincare products.
2011 - Dabur India acquires 30-Plus from Ajanta Pharma

Dabur India Ltd acquired Ajanta Pharma’s over-the-counter energizer

brand ’30-Plus’.
2011 - Dabur to enter Sri Lanka

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Dabur India Ltdsets up new subsidiary in Sri Lanka – Dabur Lanka (Pvt.)
Ltd. The company will establish a new export-oriented manufacturing
facility for producing a range of fruit-based beverages in Gampaha, north
of Colombo.
2011 - Dabur enters Almond Hair Oil market

Dabur India Ltd launches Dabur Almond Hair Oil, a one-of-its-kind product
that offers superior nourishment for 100% damage-free hair.
2012 - Dabur crosses Billion-Dollar turnover mark

Dabur India Ltd surpassed the Billion-Dollar Turnover mark during the
2011-12 fiscal to end the year with Net Sales of Rs 5,283.17 Crore.

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Founder and Leaders

Founding Thoughts
"What is that life worth which cannot bring comfort to others"

The doorstep 'Daktar'

The story of Dabur began with a small, but visionary
endeavour by Dr. S. K. Burman, a physician tucked away
in Bengal. His mission was to provide effective and
affordable cure for ordinary people in far-flung villages.
With missionary zeal and fervour, Dr. Burman undertook
the task of preparing natural cures for the killer diseases
of those days, like cholera, malaria and plague.

Soon the news of his medicines traveled, and he

came to be known as the trusted 'Daktar' or Doctor The mission
who came up with effective cures. And that is how continues...
his venture Dabur got its name - derived from the
Devanagri rendition of Daktar Burman.

Dr. Burman set up Dabur in 1884 to produce and dispense Ayurvedic

medicines. Reaching out to a wide mass of people who had no access to
proper treatment. Dr. S. K. Burman's commitment and ceaseless efforts
resulted in the company growing from a fledgling medicine manufacturer in
a small Calcutta house, to a household name that at once evokes trust and

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reliability

Strategic Intent

We intend to significantly accelerate profitable growth. To do this, we

will:
 Focus on growing our core brands across categories, reaching out to
new geographies, within and outside India, and improve operational
efficiencies by leveraging technology
 Be the preferred company to meet the health and personal grooming
needs of our target consumers with safe, efficacious, natural solutions
by synthesizing our deep knowledge of ayurveda and herbs with
modern science
 Provide our consumers with innovative products within easy reach
 Build a platform to enable Dabur to become a global ayurvedic leader
 Be a professionally managed employer of choice, attracting,
developing and retaining quality personnel
 Be responsible citizens with a commitment to environmental protection
 Provide superior returns, relative to our peer group, to our
shareholders

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Dabur Real Targets New Segment

Dabur Foods Ltd. has a new strategy up its sleeve; it''''s trying to target
kids with its Real Fruit Juices. "So what''''s new?" you''''ll say. It was
always being targeted at kids! While the positioning for Real is
unchanged and the target audience is also the same i.e. kids, Dabur
seems to have seen an untapped opportunity in the market. The
erstwhile-untapped kids school lunchbox segment, which has always
seen kids and moms grumping, could now prove to be a turning point
in Dabur''''s sales curve
Unraveling the strategy, says Amit Burman, CEO, Dabur Foods Ltd, "A
research conducted by us gave us two important findings. One, that
Real Fruit Juices were seen as equivalent to Fruit, and two, that kids
loved the flavor of Real Fruit Juices. So we shrunk the size of Real
Fruit Juice tetra pack to 200ml and made them available in a
packaging that included 6, 200ml packs. Since Real is seen as an
equivalent to fruit, we targeted it to mothers who want to pack a
healthy snack for their school going kids and made Real available in
packs of 6- one for each school day. So the new strategy used the
research findings to targets both school going kids and their moms,
giving them dual benefits of health and flavor."
Explaining the campaign rationale, Nikhil Rungta, Account Director,
Dhar and Hoon, the agency handling Dabur Real, says, "The client
came to us with an image problem, vis-à-vis Tropicana. When
researched, we concluded that unlike Tropicana, Real is more sweet

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and hence gels better with the Indian palate. Also it is seen as
equivalent to fruit. To establish this fact, the latest TVCs, show a kid
looking through a microscope at a bowl of fruit and sees Real Fruit
Juice instead. He puts his hand through the microscope and pulls out
the Real Fruit drink. This emphasizes the equivalency of Real with
fruit."
The extension of packaging as well usage for Real has soared the
sales turnover expectations of Dabur. And while the new strategy
seems promising, according to Dhar and Hoon, the communications
has been getting a good response too. So, although till now
everything seems fall in place for Real, with many launches in the non
carbonated beverages category, one will have to wait a little while for
the final scorecard

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Hair Serums

Dabur Amla Frizz Control Hair Serum

Do you have Dry, Frizzy, Flyaway Hair?
Discover perfectly healthy, radiant hair with New Dabur Amla Frizz Control Hair Serum. Enriched with the natural
extracts of Amla, Almond and Aloe Vera to give you unbelievably shiny, stylish hair!

Dabur Amla Extreme Shine Hair Serum

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Are your hair Dull and Lifeless?
Discover perfectly healthy, radiant hair with New Dabur Amla Extreme Shine Hair Serum. Enriched with the natural
extracts of Amla, Grapeseed and Aloe Vera to give you unbelievably shiny, stylish hair!

Dabur Amla Repair Therapy Hair Serum

Are you hair damaged and lifeless?
Discover perfectly healthy, radiant hair with New Dabur Amla Repair Therapy Hair Serum. Enriched with the natural
extracts of Amla, Jojoba and Rosemary to give you unbelievably shiny, stylish hair!

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Dabur Amla Cooling Hair Oil
New Dabur Amla Cooling Hair Oil combines the soothing oils of Sandalwood, Menthol and Almond with the
miraculous properties of Amla to help you discover unparalleled scalp relaxation. Available in 200ml size.

Dabur Red Toothpaste

Dabur brings to you the miracle of 13 powerful herbs to give your teeth TOTAL PROTECTION. Dabur Red is a
radically different toothpaste that’s nothing like anything you’d have ever used. Discover for yourself today!
Available in 100 and 200gm sizes.

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Dabur Chyawanprash
Dabur brings to you the elixir of Ayurveda! Trusted for over a millennia, Chyawanprash is one of the most
powerful rejuvenators known. Packed full of anti-oxidants, Dabur Chyawanprash is vouched for by millions of
satisfied consumers over many decades for it’s immuno-building and health giving properties.
More Details

Dabur Rose Water

Dabur Premium Rose Water is made from the extract of garden fresh roses to bring you the freshness of this
wonderful flower, in a bottle. Available in 250 ml size

Dabur Keora Water

Dabur Premium Keora Water is made from the extract of pandanus odoratissimus flower. Available in 250ml sizes
s

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Dabur Rose Syrup
Dabur Rose Syrup is an exotic rose drink concentrate. Available in 710 ml size

Dabur Mustard Oil

Dabur Authentic Indian Mustard Oil. Available in 250 and 500 ml sizes

Dabur Cadamom Extract

Dabur Pure Premium Cardamom Extract is made from select green cardamom to give you the power of exotic
flavouring in a convenient, easy to use bottle. Available in 60ml size.

Dabur Amla Gold Hair Oil

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Dabur Amla, world’s largest hair oil brand brings to you the premium Dabur Amla Gold Hair Oil. Enriched with some
of the most powerful herbs like Amla, Almonds and Henna, Dabur Amla Gold Hair Oil is one of the most premium
Hair oils on the market. Available in 200 and 300 ml sizes.

Dabur Amla Jasmine Hair Oil

Discover the goodness of Dabur Amla Hair Oil with the enchanting fragrance of Jasmine! Available in 200ml size.

Dabur Amla Hair Oil

Dabur Amla is the world’s largest selling hair oil! Enriched with the powerful goodness of the amla extract, Dabur
Amla Hair Oil has been the secret of beautiful hair for millions of women the world over!
Available in 100, 200 & 300 ml sizes.

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Dabur expands oral care portfolio; launches new
toothpaste

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NEW DELHI: FMCG firm Dabur India today said it has expanded its oral care
portfolio in the country with the launch of 'Dabur Super Babool+Salt Power
Toothpaste'.

The new toothpaste combines salt and Babul 'Acacia Arabia' extracts in a
unique formulation that has anti- bacterial power to fight against germs,
Dabur India said in a statement.

Dabur launches Vatika Styling Gel Cream in Middle East

with first-of-its-kind 2 in 1 gel + cream combination

- Vatika Styling Gel Cream delivers the styling hold of a gel to keep
hair style intact and the nourishment of a cream to maintain healthy
hair

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May 8, 2013

Dabur International, one of the most trusted and recognized personal and
healthcare companies in the world, has announced the recent Middle East
launch of Vatika Styling Gel Cream, a first-of-its-kind gel and cream
combination that delivers the styling hold of a gel to keep hair style intact
and the nourishment of a cream to maintain healthy hair. Enriched with
extracts of natural herbs, Vatika Styling Gel Cream also stands out with its
alcohol-free formulation that makes it even more effective in preventing dry,
damaged hair.

Vatika Styling Gel Cream is available in three variants: “Wave” for wet look
styling, “Slick” for strong hold, and “Spike” for extreme hold. Vatika Styling
Gel Cream – Wave with Splash Effect delivers

"out of shower" wet and shiny look,

while also providing essential
nourishment to prevent hair damage,
flakiness and frizz. Wave is enriched with extracts of Aloe Vera, which
nourishes and strengthens hair and reinforces the hair shaft for more
manageable hair; Honey, a good humectant that moisturises and conditions
for healthy and shiny-looking hair; and Jarjeer, which provides nourishment
from root to tip.

Vatika Styling Gel Cream – Slick with Smooth Shape offers long-lasting
superior hold and glossy shine, while also providing essential nourishment
to prevent hair damage, flakiness and frizz. It is enriched with extracts of
Lemon, which gives natural shine and makes hair healthy and strong;
Henna, which coats hair fibre and transforms its surface giving intense
shine; and Olive, which nourishes hair for extra shine and helps control hair
fall.

Vatika Styling Gel Cream – Spike with Sculpted Shape gives hair “gravity-
defying”, long-lasting extreme hold and intense shine, along with intensive
nourishment to help protect hair from breakage and hair fall. It is formulated
with extracts of Cactus, which revitalises the hair and gives it shine even as
its natural properties that give it natural resistance in hostile environment

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helps create long-lasting styling that can endure various conditions; Olive,
which nourishes hair for extra shine and helps control hair fall; and Nettle,
which penetrates, moisturises and strengthens hair, giving it extra volume
and shine.

Vivek Dhir, Chief Marketing Officer, Dabur International, said: “The launch
of Vatika Styling Gel Cream marks another important breakthrough in
personal care in the Middle East as consumers can finally enjoy the
benefits of a hairstyling gel without the risk of damaging their hair. The
unique and innovative 2 in 1 combination makes the Vatika Gel Cream an
obvious choice, particularly among those who are deeply concerned about
the harmful effects of ordinary styling gels. A large section of the young
consumers in the Arab World feel that though the styling hair gel gives hold,
their hair remains undernourished leading to dandruff and hair fall. Vatika 2
in 1 gel cream provides the perfect solution for a great hair style and
nourished hair. Dabur International is firmly committed to delivering
products that are safe and offer health benefits to consumers and we are
confident that Vatika Gel Cream further strengthens our brand as a leading
innovator in this category.”

Dabur International Ltd. has its headquarter in Dubai and its product
portfolio spans in over 100 countries. With its commitment to provide safe
and nature based solution Dabur International today is one the most trusted
and recognized personal and health care companies with consumers. In a
short span of 8 years Dabur International has reached a remarkable mile
stone of AED 1 Billion.

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 "Dedicated to the health and well being of every household"

This is our company. We accept personal responsibility, and accountability to meet

business needs.

We all are leaders in our area of responsibility, with a deep commitment to deliver
results. We are determined to be the best at doing what matters most.

People are our most important asset. We add value through result driven training,
and we encourage & reward excellence.

We have superior understanding of consumer needs and develop products to fulfill

them better.

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We work together on the principle of mutual trust & transparency in a boundary-less
organization. We are intellectually honest in advocating proposals, including
recognizing risks.

Continuous innovation in products & processes is the basis of our success.

DABUR- PRODUCTS

DABUR HEALTH CARE

Dabur's Health Care range brings for you a wide selection of

Ayurvedic and natural products that offer complete care for
varying individual needs.

DABUR PERSONAL CARE

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Dabur presents a range of Herbal & Ayurvedic Personal Care
products, created to make you look and feel good. Bringing
together the gentle touch of nature and Ayurveda's wisdom.

DABUR FOODS

A range of leading brands to choose from - Réal Fruit Juice, Réal

Activ Fruit & Vegetable Juice, Burst Fruit
Beverage, HomEmade, Lemoneez and Capsico.

DABUR HOME CARE

Dabur India Ltd has a portfolio of superior products that help

take care of your home. The range of Home Care products have
been carefully developed to ensure that your living space not only
looks good, but also smells good, all day long. And more
importantly, they help keep your family healthy.

CONSUMER HEALTH-OTC

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Dabur India Ltd has introduced a slew of Ayurvedic Over the
Counter (OTC) products, offering traditional Ayurvedic remedies
in ready-to-use formats.

CONSUMER HEALTH-ETHICAL

For over 125 years, Dabur has mastered the art of producing
Ayurvedic preparations, blending traditional knowledge of
drug manufacturing with scientific update. Today, Dabur's
Consumer Health Division -- which looks after marketing of
Ayurvedic medicines and Ayurvedic Over-The-Counter products --
has redefined the Ayurvedic market and healthcare promotion
activities

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 TRAINING
AT
DABUR INDIA LIMITED

TRAINING PROGRAM AT DABUR:

A general criterion to carry out training program at Dabur is as follows:

Training Objective

Training needs Assessment

Planning a training program

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 Implementing the program

Evaluation & follow up

Over the period, various training programs are organized at Dabur India Limited .The
purpose of these programs was to bring awareness among the employees on the latest
techniques & technical up gradation &enhancement of their knowledge to improve the
productivity, efficiency, best resources utilization & built positive attitude and culture
in the organization.

TRAINING PROCEDURE AT DABUR INDIA LTD:

In order to achieve the desired objectives the Training procedure at Dabur can be
divided into three phases. These are explained as follows:

PHASE 1: NEEDS ASSESMENT AND DEVELOPING THE TRAINING

CALENDER.

This phase can be discussed as follows:

1. Needs assessment or identification of the training needs :

Needs assessment diagnoses present problems and future challenges to be met

through training and development in the company. This is done to systematically
determine who in the organization require training and in what areas. After the annual
appraisal process is complete, the areas of training for each individual are taken from
the appraisal forms of the personnel and a Data bank is prepared with the help of the

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same. This exercise is a continuous and an ongoing process. Dabur spends vast amount
of money on Training and development of the employees. At times external guide is
also called to give training to the employees, as in Kaizen training program.

2. Developing the Training Calendar:

After identifying the need of training, a major activity is developing the training
Programme Calendar. Dabur every year modify its training calendar in accordance with
the needs of the employee. Based on the data bank, a list is prepared of the areas in
which most of the people require training these banks are then incorporated in the
training Calendar on the priority basis.

Training calendar consists of the following details:

Listing of the training program during the year

Faculty assigned to give the training
Target group to which training has to be given.
Dates are to be mentioned on which the training program has to be
accomplished.

The training needs records will be maintained in a manner suitable as decided by the
HR department.

This training calendar is strictly followed and training program is conducted accordingly,
to fulfill the individual needs and the job requirement.

PHASE 2: CONDUCTION OF THE TRAINING PROGRAMMES

Two types of training programs are conducted in Dabur:

Internal Training programs

External Training programs

A. Conduction of the Internal Training Programs:

The Human Resource department of the company conducts the Internal or In-house
training programs. The following steps can do it:

1. The participant’s list is drawn up from the data bank listing, the individuals
who require training in that particular area subject to their availability on the
dates concerned.

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 2. For conducting the Training programs either In house training faculty is used
or External faculty is invited to take some sessions like in Kaizen, an external
trainer gives the training to the employees

3. Participants are informed about the training through Emails sent by the
concerned department heads giving the details about the time and venue of
the of the programme, the faculty, the schedule and the final list of the
participants at least three days before the conduction of the programme

4. Any sudden changes in the training program are accordingly informed to the
concerned department heads, to the participants and to the faculty

The various methods used to impart training are:

Short sessions by the Faculty

Presentations through LCD projectors
PowerPoint slides
Group discussions
Video presentation
Role plays
Lectures

B. Conduction of the external training programmes:

Besides the internal training programmes, there are various external training
programmes, which are been given to the employees. Procedure for the occurrence of
the external training programme is discussed as follows:

1. The Human Resource Department receives the communication from various

sources such as Training Institutes in the form of Brochures and letters. This
information is being recorded for references.`

2. The training programmes are either technical or non technical such as-

Health safety management

Six sigma
Creativity &innovation
TPM (Total Productivity Manufacture)

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 Telephone skills for building the right company image
Training related to RO water treatment etc.

These training have been given to the employees. Organizers for these training are
from various reputed organizations like CII, ASSOCHAM, Tetratech, India Habitat
center etc.

3. If the program is of a Technical subject, the brochure is sent to the concerned

department head for the nominations. If the programs on a Non-technical
subject, then the participants are selected from the data bank and the possible
names are sent to the concerned departmental heads. Subject to the availability
of the person on the concerned dates, the departmental head to the HRD
confirms his nomination.

4. The nomination number bearing the code number unique to the participant,
are dispatched by HRD and have information about the individual being
sponsored, his designation and department along with details of the training
Program.

5. Copies of these nomination letters are sent one to each: -

The organizer of the program.
The Participants
The concerned head of the department.
The Time office (to account for the attendance).
The Accounts department (requesting them to make a cheque for the
participation fee) and One copy is retained for the records for future reference.

PHASE 3: EVALUATION OF THE TRAINING PROGRAMMES

After the completion of the training program, the participants are given feedback forms
to fill up in which they evaluate: -

The course content

Objectives met by the training program
Applicability and feasibility of the program to their job
Techniques used by the trainer
The Faculty
Time limit of the program

Employees also give their suggestions for the organized training program, they tell
about the scope of improvement in the program. Based on the suggestions given by the
employees, necessary amendments are done for the future. The respective employees

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duly attest evaluation forms and the records of the feedback summary are maintained
as a part of the training records.

In the event of an immediate need of the training to be provided to an individual

whereby the standard procedure cannot be followed the required training will be
provided to an individual on the discretion of the head of the department and the
Manager-HR.

TRAINING RECORDS MAINTAINANCE:

The training records maintained are: -

The performance Appraisal forms which are maintained as a part of the

personal files of the individual till his/her service.

List of the participants for every training programme is maintained as a part of

the training records for a period two years.

Signed Attendance sheet of each participant for every programme conducted is

maintained as a part of the training records for a period of again two years.

Feedback forms filled by the participants are maintained as a part of the

training file for concerned programme for a period of one year.

TYPES OF TRAINING PROGRAMMES UNDERTAKEN

BY DABUR

1. Personality development:

Personality development training programs is oriented towards developing better

personality in adapting internal environment and external environment of the

organization. Personality Development syllabus includes Goal setting, anger

management, nature’s positive forces, budget master, time management, effective

listening, habits of great people, pareto principle, etc. The objective of this training

2
program is to increase confidence level, positive attitude, better career planning,

leadership skills, memory level etc.

2. Office management/Secretarial:

This training program is oriented towards developing better personnel in handling

day-to-day routine task in the official setting. This includes operating technical

equipments, handling requests, writing minutes, reports etc in the real time setting.

3. Project Management;

This training program will acquaint you with Project management basics in the

contemporary environment. It includes planning, organizing each and every activity

in a data-flow-diagram co-coordinating and controlling.

4. Human resource management :

This training program is expected to familiarize you with up-to-date human resource

tools and techniques to increase labor productivity. It includes assessing human

resource needs for the company to training and development, reward system and

others.

5. Research and Development :

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 This training is expected to facilitate you in identifying basics of research and

development applied in every sector. It covers assessing research needs, data

analysis to report writing.

6. Sales and Marketing:

This training is expected to gain an insight about sales and marketing in current

situation of Nepal. It covers basics of sales and marketing, market research, tools

and techniques uses in sales and marketing.

TRAINING METHODS ADOPTED BY DABUR

1.COGNITIVE METHODS:
1.1 LECTURES

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It is one of the oldest methods of training. This method is used to create understanding

of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed

or oral form. Lecture is telling someone about something. Lecture is given to enhance

the knowledge of listener or to give him the theoretical aspect of a topic. Training is

basically incomplete without lecture. When the trainer begins the training session by

telling the aim, goal, agenda, processes, or methods that will be used in training that

means the trainer is using the lecture method. It is difficult to imagine training without

lecture format. There are some variations in Lecture method. The variation here means

that some forms of lectures are interactive while some are not.

Straight Lecture: Straight lecture method consists of presenting information, which the

trainee attempts to absorb. In this method, the trainer speaks to a group about a topic.

However, it does not involve any kind of interaction between the trainer and the

trainees. A lecture may also take the form of printed text, such as books, notes, etc.

The difference between the straight lecture and the printed material is the trainer’s

intonation, control of speed, body language, and visual image of the trainer. The trainer

in case of straight lecture can decide to vary from the training script, based on the

signals from the trainees, whereas same material in print is restricted to what is printed.

A good lecture consists of introduction of the topic, purpose of the lecture, and

priorities and preferences of the order in which the topic will be covered.

Some of the main features of lecture method are:

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  Inability to identify and correct misunderstandings

 Less expensive

 Can be reached large number of people at once

 Knowledge building exercise

 Less effective because lectures require long periods of trainee inactivity

1.2 DISCUSSION TRAINING METHOD

This method uses a lecturer to provide the learners with context that is supported,

elaborated, explains, or expanded on through interactions both among the trainees and

between the trainer and the trainees. The interaction and the communication between

these two make it much more effective and powerful than the lecture method. If the

Discussion method is used with proper sequence i.e. lectures, followed by discussion

and questioning, can achieve higher level knowledge objectives, such as problem

solving and principle learning.

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The Discussion method consists a two-way flow of communication i.e. knowledge in the

form of lecture is communicated to trainees, and then understanding is conveyed back

by trainees to trainer.

Understanding is conveyed in the form of verbal and non-verbal feedback that enables

the trainer to determine whether the material is understood. If yes, then definitely it

would help out the trainees to implement it at their workplaces and if not, the trainer

may need to spend more time on that particular area by presenting the information

again in a different manner.

Questioning can be done by both ways i.e. the trainees and the trainer. When the

trainees ask questions, they explain their thinking about the content of the lecture. A

trainer who asks questions stimulates thinking about the content of the lecture. Asking

and responding questions are beneficial to trainees because it enhance understanding

and keep the trainees focused on the content.

1.3 DEMONSTRATION

This method is a visual display of how something works or how to do something. As an

example, trainer shows the trainees how to perform or how to do the tasks of the job.

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In order to be more effective, demonstration method should be should be accompanied

by the discussion or lecture method.

To carry out an effective demonstration, a trainer first prepares the lesson plan by

breaking the task to be performed into smaller modules, easily learned parts. Then, the

trainer sequentially organizes those modules and prepares an explanation for why that

part is required. While performing the demonstration, trainer:

 Demonstrates the task by describing how to do, while doing

 Helps the focusing their attention on critical aspects of the task

 Tells the trainees what you will be doing so they understand what you will be

showing them

The difference between the lecture method and the demonstration method is the level

of involvement of the trainee. In the lecture method, the more the trainee is involved,

the more learning will occur.

The financial costs that occur in the demonstration method are as follows:

 Cost of training facility for the program

 Cost of materials that facilitate training

 Food, travel, lodging for the trainees and the trainers

 Compensation of time spent in training to trainers and trainees

 Cost related to creating content, material

 Cost related to the organization of the training

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  After completing the demonstration the trainer provide feedback, both positive

and or negative, give the trainee the opportunity to do the task and describe

what he is doing and why.

1.4 PROGRAMMED INSTRUCTIONS

Programmed instruction is a Computer-based training that comprises of graphics,

multimedia, text that is connected to one another and is stored in memory.

Programmed instruction is the procedure of guiding the participants strategically

through the information in a way that facilitates the most effective and efficient

learning. It provides the participant with content, information, asks questions, and

based on the answer goes to the next level of information i.e. if the trainee gives the

correct answer; one branch moves the trainee forward to the new information. And if

2
the trainee gives the wrong answer then different branch is activated, taking the trainee

back to the review relevant information in more elaborate manner.

This method allows the trainees to go through the content according to the individual

speed, and capability. Those trainees, who respond better, move through the content

rapidly.

Programmed Instruction also comes in

 Printed form i.e. books

 Tape

 Interactive Video

Other formats :

In programmed instruction, trainees receive information in substantial amount and then

tested on their retention of information. If the trainees are not able to retain the

information, they are referred back to the original information. If the trainees retain the

information, they are referred to the next log of information that is to be learned.

Features of Programmed Instruction:

Some of the features of programmed instructions are:

 It provides immediate feedback to trainee response

 It frequently reviews the content

 It programs small learning steps that results in fewer response errors

 It allows trainees to move through the content at their own speed, or capability

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2.BEHAVIORAL METHODS:
2.1 GAMES AND SIMULATION

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Games and Simulations are structured and sometimes unstructured, that are usually

played for enjoyment sometimes are used for training purposes as an educational tool.

Training games and simulations are different from work as they are designed to

reproduce or simulate events, circumstances, processes that take place in trainees’ job.

A Training Game is defined as spirited activity or exercise in which trainees compete

with each other according to the defined set of rules.

Simulation is creating computer versions of real-life games. Simulation is about

imitating or making judgment or opining how events might occur in a real situation.

It can entail intricate numerical modeling, role playing without the support of

technology, or combinations.

Training games and simulations are now seen as an effective tool for training because

its key components are:

 Challenge

 Rules

 Interactivity

These three components are quite essential when it comes to learning.

Some of the examples of this technique are:

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Trainees can therefore experience these events, processes, games in a controlled

setting where they can develop knowledge, skills, and attitudes or can find out concepts

that will improve their performance.

2.2 CASE STUDY METHOD

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Case Studies try to simulate decision-making situation that trainees may find at their

work place. It reflects the situations and complex problems faced by managers, staff,

HR, CEO, etc. The objective of the case study method is to get trainees to apply known

concepts and ideologies and ascertain new ones. The case study method emphasize on

approach to see a particular problem rather than a solution. Their solutions are not as

important as the understanding of advantages and disadvantages.

Procedure of the Case Study Method

 The trainee is given with some written material, and the some complex situations

of a real or imaginary organization. A case study may range from 50 to 200

pages depending upon the problem of the organization.

 A series of questions usually appears at the end of the case study.

 The longer case studies provide enough of the information to be examined while

the shorter ones require the trainee to explore and conduct research to gather

appropriate amount of information.

 The trainee then makes certain judgment and opines about the case by

identifying and giving possible solutions to the problem.

 In between trainees are given time to digest the information. If there is enough

time left, they are also allowed to collect relevant information that supports their

solution.

 Once the individuals reach the solution of a problem, they meet in small groups

to discuss the options, solutions generated.

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  Then, the trainee meets with the trainer, who further discusses the case.

Case Study method focuses on:

 Building decision making skills

 Assessing and developing Knowledge, Skills and Attitudes (KSAs)

 Developing communication and interpersonal skills

 Developing management skills

 Developing procedural and strategic knowledge

2.3 ROLE PLAY METHOD

Role play is a simulation in which each participant is given a role to play. Trainees are

given with some information related to description of the role, concerns, objectives,

responsibilities, emotions, etc. Then, a general description of the situation, and the

problem that each one of them faces, is given. For instance, situation could be strike in

factory, managing conflict, two parties in conflict, scheduling vacation days, etc. Once

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the participants read their role descriptions, they act out their roles by interacting with

one another.

Role Plays helps in

 Developing interpersonal skills and communication skills

 Conflict resolution

 Group decision making

 Developing insight into one’s own behavior and its impact on others

2.4 COACHING

Coaching is one of the training methods, which is considered as a corrective method for

inadequate performance. According to a survey conducted by International Coach

Federation (ICF), more than 4,000 companies are using coach for their executives.

These coaches are experts most of the time outside consultants.

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A coach is the best training plan for the CEO’s because

 It is one-to-one interaction

 It can be done at the convenience of CEO

 It can be done on phone, meetings, through e-mails, chat

 It provides an opportunity to receive feedback from an expert

 It helps in identifying weaknesses and focus on the area that needs improvement

This method best suits for the people at the top because if we see on emotional

front, when a person reaches the top, he gets lonely and it becomes difficult to

find someone to talk to. It helps in finding out the executive’s specific

developmental needs. The needs can be identified through 60 degree

performance reviews.

Procedure of the Coaching

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  The procedure of the coaching is mutually determined by the executive and

coach. The procedure is followed by successive counseling and meetings at the

executive’s convenience by the coach.

 Understand the participant’s job, the knowledge, skills, and attitudes, and

resources required to meet the desired expectation

 Meet the participant and mutually agree on the objective that has to be achieved

 Mutually arrive at a plan and schedule

 At the job, show the participant how to achieve the objectives, observe the

performance and then provide feedback

Repeat step 4 until performance improves

For the people at middle-level management, coaching is more likely done by the

supervisor; however experts from outside the organization are at times used for up-

and-coming managers. Again, the personalized approach assists the manger focus on

definite needs and improvement.

2.5 MENTORING

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Mentoring is an ongoing relationship that is developed between a senior and junior

employee. Mentoring provides guidance and clear understanding of how the

organization goes to achieve its vision and mission to the junior employee.

The meetings are not as structured and regular than in coaching. Executive mentoring

is generally done by someone inside the company. The executive can learn a lot from

mentoring. By dealing with diverse mentee’s, the executive is given the chance to grow

professionally by developing management skills and learning how to work with people

with diverse background, culture, and language and personality types.

Executives also have mentors. In cases where the executive is new to the organization,

a senior executive could be assigned as a mentor to assist the new executive settled

into his role. Mentoring is one of the important methods for preparing them to be future

executives. This method allows the mentor to determine what is required to improve

mentee’s performance. Once the mentor identifies the problem, weakness, and the area

that needs to be worked upon, the mentor can advise relevant training. The mentor can

also provide opportunities to work on special processes and projects that require use of

proficiency.

2.6 JOB ROTATION

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For the executive, job rotation takes on different perspectives. The executive is usually

not simply going to another department. In some vertically integrated organizations, for

example, where the supplier is actually part of same organization or subsidiary, job

rotation might be to the supplier to see how the business operates from the supplier

point of view. Learning how the organization is perceived from the outside broadens the

executive’s outlook on the process of the organization. Or the rotation might be to a

foreign office to provide a global perspective.

For managers being developed for executive roles, rotation to different functions in the

company is regular carried out.

This approach allows the manger to operate in diverse roles and understand the

different issues that crop up. If someone is to be a corporate leader, they must have

this type of training. A recent study indicated that the single most significant factor that

leads to leader’s achievement was the variety of experiences in different departments,

business units, cities, and countries.

An organized and helpful way to develop talent for the management or executive level

of the organization is job rotation. It is the process of preparing employees at a lower

level to replace someone at the next higher level. It is generally done for the

designations that are crucial for the effective and efficient functioning of the

organization.

Benefits of Job Rotation :

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Some of the major benefits of job rotation are:

 It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments, business

units, functions, and countries

 Identification of Knowledge, skills, and attitudes (KSAs) required

 It determines the areas where improvement is required

 Assessment of the employees who have the potential and caliber for filling the

position

3.NEW TRAINING METHODS:

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3.1 JOB INSTRUCTION TECHNIQUE

Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and

procedural), skills and attitudes development.

Procedure of Job Instruction Technique (JIT)

JIT consists of four steps:

 Plan – This step includes a written breakdown of the work to be done because

the trainer and the trainee must understand that documentation is must and

important for the familiarity of work. A trainer who is aware of the work well is

likely to do many things and in the process might miss few things. Therefore, a

structured analysis and proper documentation ensures that all the points are

covered in the training program. The second step is to find out what the trainee

knows and what training should focus on

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 Then, the next step is to create a comfortable atmosphere for the trainees’ i.e.

proper orientation program, availing the resources, familiarizing trainees with the

training program, etc.

 Present – In this step, trainer provides the synopsis of the job while presenting

the participants the different aspects of the work. When the trainer finished, the

trainee demonstrates how to do the job and why is that done in that specific

manner. Trainee actually demonstrates the procedure while emphasizing the key

points and safety instructions.

 Trial – This step actually a kind of rehearsal step, in which trainee tries to

perform the work and the trainer is able to provide instant feedback. In this step,

the focus is on improving the method of instruction because a trainer considers

that any error if occurring may be a function of training not the trainee. This step

allows the trainee to see the after effects of using an incorrect method. The

trainer then helps the trainee by questioning and guiding to identify the correct

procedure.

 Follow-up – In this step, the trainer checks the trainee’s job frequently after

the training program is over to prevent bad work habits from developing.

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 3.2 SENSITIVITY TRAINING

Sensitivity training is about making people understand about themselves and others

reasonably, which is done by developing in them social sensitivity and behavioral

flexibility.

 Social sensitivity in one word is empathy. It is ability of an individual to sense

what others feel and think from their own point of view.

 Behavioral flexibility is ability to behave suitably in light of understanding.

Procedure of Sensitivity Training:

Sensitivity Training Program requires three steps:

Unfreezing the old values –It requires that the trainees become aware of the

inadequacy of the old values. This can be done when the trainee faces dilemma in

which his old values is not able to provide proper guidance. The first step consists of a

small procedure:

 An unstructured group of 10-15 people is formed.

 Unstructured group without any objective looks to the trainer for its guidance

 But the trainer refuses to provide guidance and assume leadership

 Soon, the trainees are motivated to resolve the uncertainty

 Then, they try to form some hierarchy. Some try assume leadership role which

may not be liked by other trainees

 Then, they started realizing that what they desire to do and realize the

alternative ways of dealing with the situation

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Development of new values – With the trainer’s support, trainees begin to

examine their interpersonal behavior and giving each other feedback. The reasoning of

the feedbacks are discussed which motivates trainees to experiment with range of new

behaviors and values. This process constitutes the second step in the change process of

the development of these values.

Refreezing the new ones – This step depends upon how much opportunity the

trainees get to practice their new behaviors and values at their work place.

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3.3 KAIZEN

Kaizen ( 改 善 ), Japanese for "improvement" or "change for the better", refers to

philosophy or practices that focus upon continuous improvement of processes in

manufacturing, engineering, supporting business processes, and management. It has

been applied in healthcare, psychotherapy, life-coaching, government, banking, and

many other industries. When used in the business sense and applied to the

workplace, kaizen refers to activities that continually improve all functions, and

involves all employees from the CEO to the assembly line workers. It also applies to

processes, such as purchasing and logistics that cross organizational boundaries into

the supply chain.

Kaizen is a daily process, the purpose of which goes beyond simple productivity

improvement. It is also a process that, when done correctly, humanizes the

workplace, eliminates overly hard work ("muri"), and teaches people how to perform

experiments on their work using the scientific method and how to learn to spot and

eliminate waste in business processes. People at all levels of an organization

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participate in kaizen, from the CEO down to janitorial staff, as well as external

stakeholders when applicable. The format for kaizen can be individual, suggestion

system, small group, or large group. At Toyota, it is usually a local improvement

within a workstation or local area and involves a small group in improving their own

work environment and productivity. This group is often guided through the kaizen

process by a line supervisor; sometimes this is the line supervisor's key role. Kaizen

on a broad, cross-departmental scale in companies, generates total quality

management, and frees human efforts through improving productivity using machines

and computing power

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 3.4 SIX SIGMA

Six Sigma is a business management strategy widely used in many sectors of industry,
although its use is not without controversy. Six Sigma seeks to improve the quality of
process outputs by identifying and removing the causes of defects and
minimizing variability in manufacturing and processes.

It uses a set of quality management methods, including statistical methods, and creates
a special infrastructure of people within the organization ("Black Belts", "Green Belts",
etc.) who are experts in these methods. Each Six Sigma project carried out within an
organization follows a defined sequence of steps and has quantified financial targets
(cost reduction or profit increase).

The term Six Sigma originated from terminology associated with manufacturing,
specifically terms associated with statistical modeling of manufacturing processes. The
maturity of a manufacturing process can be described by a sigma rating indicating its
yield, or the percentage of defect-free products it creates. A six sigma process is one in
which 99.99966% of the products manufactured are statistically expected to be free of
defects (3.4 defects per million). Motorola set a goal of "six sigma" for all of its
manufacturing operations, and this goal became a byword for the management and
engineering practices used to achieve it.

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3.5 TOTAL PRODUCTIVE MAINTENANCE

In TPM, the machine operator is thoroughly trained to perform much of the simple
maintenance and fault-finding. Eventually, by working in "Zero Defects" teams that
include a technical expert as well as operators, they can learn many more tasks -
sometimes all those within the scope of an operator. Tradesmen are also trained at
doing the more skilled tasks to help ensure process reliability.

TPM is a critical adjunct to lean manufacturing. If machine uptime is not predictable

and if process capability is not sustained, the process must keep extra stocks to buffer
against this uncertainty and flow through the process will be interrupted. Unreliable
uptime is caused by breakdowns or badly performed maintenance. If maintenance is
done properly (Right First Time), uptime will improve - as will "OEE" (Overall
Equipment Effectiveness - basically how many "sellable" items "are" actually produced
as opposed to how many the machine "should" produce in a given time).

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 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

1. Sample size and sampling technique

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 For the purpose of this study a sample of was taken. A questionnaire
having questions was administered to them to ask about the effectiveness
of training they have recently undergone.

2. Data collection

For the study, both primary and secondary data were collected.
For primary data, a questionnaire uses developed & administered to 30
respondents (managers) of Dabur at Sahibabad to effectiveness of training
they have recently undergone.

For secondary Date, existing literature in magazines, company’s handbook;

website & newspaper were consulted.

3. Data presentation tools

For the Data collected through questionnaire were presented by way of pie
charts, bar Graphs & Table

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 ANALYSIS

&

FINDINGS

DATA ANALYSIS AND FINDINGS

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The analysis on the basis of the questionnaire collected through secondary sources

reveal the following:

Q.1 Are you aware about training and development

programs?

Q.2. Do you think that training and development programs

are essential for all employees of D.I.L.?

Q.3.Who are the trainers in D.I.L.?

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Q.4.What may be the different reason for conducting T/D
programs by organization?

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Q.5. Which method of T/D is being used in D.I.L.?

Q.6.When training is provided by D.I.L.?

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Q.7. Is D.I.L. provided training to the employees?

Q.8. At what time period D.I.L. provide training to the

workers?

Q.9.After T/D programs, how would you rate training

program?

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Q.10. Is there any method of giving feedback of the T/D
coordinator after the T/D programs?

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Q.11. If yes what method do you use:

Q.12. In the changing business scenario there is need for

multi-skill T/D for the innovative category, do you think
that all innovative person should be exposed to this type
of training program?

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Q.13.Does D.I.L. need any change in its T/D programs in
the view of fast changing technology?

Q.14. What are the facilities given to the D.I.L. employees

for effective T/D programs?

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Q.15. What are the limitations of the T/D programs in
D.I.L.?

Q.16.Are you satisfied with the T/D programs, which have

given to you by D.I.L.?

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FINDINGS

Data collected through various manuals & information obtained through questionnaire

reveal the following major analysis and findings regarding the training effectiveness:

1. Company prepares the annual TRAINING CALENDAR for proper training.

2. The internal faculties in the classroom give most of the trainings. So relevant and

work-oriented examples are given and trainees can more easily relate it to their job.

3. According to the survey of employees result comes out that most of the trainings are

given in the area of social skills and knowledge then in the area technical skills. DIL

provide trainings for the techniques also.

4. DIL gives both types of trainings i.e. on the job trainings & off the job trainings.

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5. According to survey 100% employees said that DIL provides training to all

employees.

6. The training programs have been integrated with relevant job areas.

7. Due to the very interactive training sessions the trainees have become to clear their

doubts.

8. DABUR provides trainings on other topics also like world environment day etc.

9. After studying the qualifications and the designation of the employees of the

different departments, it was concluded that selections of employees are done very

carefully. There was no major deviation in the qualifications and their designations and

hardly any mismatched was found.

10. For the behavioral training internal trainings are generally preferred.

Dabur was listed as a “Great Place to Work”, in a survey conducted by Grow Talent &

Company and Great Place to Work Institute, USA. Dabur was listed as the 10th “Great

Place to Work”. The results were published in Business World dated February 2006

Dabur has adopted an innovative HR program of offering ESOPs to new engineering

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and management trainees at the time of joining. Also in 2005, Dabur gave Bonus to its

employees after 12 years. This boosted the employee morale further. Various training

and development programs like Young Manager Development Program, Prays, Leading

and Facilitating Performance, Campus to Corpora and a Balanced scorecard approach to

performance evaluation, helps employees realize their potential.

LIMITATIONS

Like any other things this study also suffers from various limitations. Out of them some

major limitations of this survey are listed below:-

 The

analysis is purely on the basis of the secondary data, hence it may suffer

from accurate statistics and may have the limitation due to the absence of

first hand information.

 Explora

tory research fails to give a specific detailed analysis of the training

techniques.

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 This

survey was conducted in the Sahibabad unit of Dabur so the findings are

applicable to this unit only and cannot generalize to the whole of DABUR.

SUGESSTIONS

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 &
CONCLUSIONS

SUGESSTIONS

Systematically Assess Training Needs

The job skills required to be successful are constantly evolving due to changes in

technology and customer needs. Carefully conducted "training needs assessments"

identify gaps in employee skills. The organization can then focus on what type of

training employees really need rather than on what training employees would like to

have.

Evaluate Training Programs

Unfortunately, a very small percentage of training programs is systematically evaluated.

To do so requires the following three steps:

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 Identify the objectives of the training program;

Establish a benchmark prior to the training; and

Compare the before and after results.

If, for example, your objective is to increase customer satisfaction by improving the

telephone skills of your staff, only by comparing the before and after customer

satisfaction results will it become clear that the effort was worthwhile. Without such

studies, senior management often feels that they are just wasting their money on

training.

Invest in Training during Down Periods

Senior management must change their mindset from viewing training as an expense, to

viewing it as an important investment in their business. Training budgets are often the

first to be cut during challenging economic times. It makes more sense, however, to

focus on training when there is a lull in business. When business is slow, employees are

more able to take time from their work to attend training sessions.

Encourage Employees to be Open and Honest about their Needs

Employees have a tendency to say that they don’t need training even if they know that

they really do. Consequently, they say nothing, leaving management in the dark.

Employees need to take responsibility to say to their supervisors, "I need training and

here’s why."

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 Use Methods other than Classroom Instruction

Traditional classroom instruction is often not the best way to teach job skills. Computer-

assisted instruction, web-based training programs, and audio or video training are some

of the many techniques that enable individuals to work at their own pace and learn

more than they would in a classroom setting.

Make Certain Supervisors Support the Transfer of Training

Supervisors must be open to change. Very often supervisors discourage and even

chastise employees for using the new skills that they were taught in training programs.

It is no surprise that those skills are, therefore, not used back on the job.

In summary, management must view training as an important business investment.

"Training needs assessments" and "training program evaluations" are the two critically

important methods for ensuring that employees receive the training that they really

need and that the training is effective.

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CONCLUSION

In the new millennium when the corporate world is designing newer techniques for

developing employees and retaining them, the Dabur India Limited is no way behind

and the organizational structure is such that people works hand in hand to align the

organizational goals with the individuals’ goals. A lot of improvements can be brought

about in the company with the help of effective training and coaching.

Training & development program is helpful as to strengthen the employee’s

productivity, their promotion, transfer, training & developments needs etc. This is also

helpful for the employees for Self-evaluation. The organization provides training &

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development program to employees not only to knowledge of the job but also for their

increment & promotion. By training & development programs we come to know that the

whole staff also performs their job according to the requirements of job.

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APPENDIX

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 SAMPLE QUESTIONNAIRE

Dear respondents,
I am a student of BBA( bachelor of business administration). I’ am working on
the project “TRAINING AND DEVELOPMENT AT DABUR INDIA LIMITED
(DIL)”. You are requested to fill in the questionnaire to enable me to undertake the
study on the said project.

1. Are you aware about training & development programs?

A. Yes ( ) B. No ( )

2. Do you think that training & development is essential for the employees of D.I.L.?

A. Yes ( ) B. No( )

3. Who are the trainers in D.I.L.?

A. Managers ( ) B. Supervisors ( )

C. Training Experts ( ) D. Professional Trainer( )

E. Outsiders Faculty ( )

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4. What may be the different reason for conducting T/D programs by organization?

A. To improve quality & quantity of product ( )

B. To improve knowledge & technical skills ( )

C. To boost up the morale of an employee ( )

D. To make familiar with the job ( )

E. To minimize the accident ( )

5. Which method of T/D is being used in D.I.L.?

A. On the job ( ) B. Off the job ( ) C. Both ( )

6. When training is provide by D.I.L.?

A. At the time of selection ( )

B. At the time of performance appraisal ( )

C. At the time of promotion ( )

D. At the time of any change ( )

7. Are D.I.L. provide training to the employees?

A. Yes ( ) B. No ( )

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8. At what time period D.I.L provide training to the workers?

A. 6_12 month ( )

B. 1_3 years ( )

C. As per requirement ( )

D. Not decided ( )

9. After T/D programs, how would you rate training program?

A. Good ( )

B. Outstanding ( )

C. Satisfactory ( )

D. Unsatisfactory ( )

10. Is there any method of giving feedback of the T/D coordinator after the T/D

programs?

A. Yes ( ) B. No ( )

I. If yes what method does you use:

i) Questionnaire ( )

ii) Diary ( )

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 iii) Report ( )

iv) Interview ( )

11. In the changing business scenario there is need for multi-skill T/D for the Innovative

category, do you think that all innovative person should be exposed to this type of

training program:

A. Yes ( ) B. No ( )

12. Does D.I.L. need any change in its T/D programs in the view of fast changing

technology?

A. Yes ( ) B. No ( )

13. What are the facilities given to the D.I.L. employees for effective T/D programs?

A. Refer to outside organization ( )

B. Refer to abroad ( )

C. Lectures by the experts ( )

D. All ( )

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14. What are the limitations of the T/D programs in D.I.L.?

A. Limited counseling ( )

B. Limited time ( )

C. Without proper schedule ( )

D. The benefits of training are not clear to the top management ( )

15. Are you satisfied with the T/D programs, which have given to you by D.I.L.?

A. Fully satisfied ( ) B. To some extent ( )

C. To Great extent ( ) D. Not satisfied ( )

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BIBLIOGRAPHY

2
 BIBLIOGRAPHY
Books Referred-

• Human Resource Management-V S P Rao

Reprint:2006
189-216

• Human resource and personnel management-K Aswathappa

Second edition
189-217

• Research Methodology – C.R. Kothari

Second edition
95 - 111

Websites:

• www.dabur.com

• http://en.wikipedia.org/wiki/Training_and_development

• http://www.osp.state.nc.us/manuals/manual99/trng&dev.pdf

• http://commerce.idaho.gov/Portals/37/Publications/workforce_
training_fund.pdf