Description
Britannia Industries Limited is an Indian food-products corporation based in Kolkata,[2] India. It is famous for its Britannia and Tiger brands of biscuit, which are popular throughout India. Britannia has an estimated 38% market share
EVALUATION OF TRAINING EFFECTIVENESS IN BRITANNIA INDUSTRIES LTD.
TABLE OF CONTENTS ? Certificate from the Organization ? Certificate from the Institute ? Acknowledgement Chapter-1 Introduction Page No 7 8 11 14 17 18 19 19 20 21 21 22 23 24 25
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1.1 Overview of the Industry 1.2 Overview of Britannia Industries Ltd 1.3 Profile of the Organisation - Britannia’s Milestones - Britannia’s Logo - Mission of the Organisation - Objectives of the Company Principles and policies of the Company Social Responsibility
- Britannia- The Corporate Citizen - Corporate Culture of Britannia Organisation Charts - Existing Organisation Structure of the company Products 1.4 Problems of the Organisation in respect of Training needs
1.5 SWOT Analysis
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? Chapter-2
Objectives And Methodology 29 30 30 31 32 32 33 34 34
2.1 Objectives of the Study 2.2 Scope of the Study 2.3 Managerial Usefulness of the Study 2.4 Methodology 2.5 Selection of Sample Size 2.6 Sampling Technique Used 2.7 Data Collection 2.8 Statistical Tools Used 2.9 Limitations of the Study ? Chapter-3 Existing Training Activities in BIL
3.1 Training Programmes in BIL 3.2 Training in Britannia Industries Ltd. ? Chapter-4 ? Chapter-5 ? Bibliography ? Annexure Data Analysis Findings and Recommendations
38 41 49 69
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Chapter-1 Introduction
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OVERVIEW OF THE INDUSTRY
The Indian economy continues to grow at a healthy pace with a 6.9% growth in the financial year 2005-06 on the back of robust showing by manufacturing and service sectors. Within FMCG’s, the biscuit industry showed a robust volume growth last year. The organized and branded biscuit industry in India is currently estimated at around 900,000 tonnes having grown 12% last year, as compared to the 7% growth of the FMCG sector. New players have entered the market at the national level and the regional level, making the industry dynamic and very competitive. Aggressive pricing activity, trade and consumer promotions have pulled down the overall pricing power of the brands in the market. This needs to be managed through the strong margin management measures in order to sustain profitability in the industry. In last year alone, the key input costs increased by 12-15%. The per capita consumption continues to grow across all age groups and socioeconomic strata. Biscuits continue to maintain their position as one of the most widely distributed and available packaged food categories in India. 38% of the total volume comes from the rural markets though this number varies by type of biscuit, with glucose being the most widely distributed in rural markets at 50% overall sales. The market has also migrated towards bulk and family packs that offer better value for money on a per kg basis.
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OVERVIEW OF BRITANNIA INDUSTRIES LTD
Baking practices were well known to Indian cuisine for thousands of years, but the humble biscuit became a familiar and commonplace item of diet only during the 20th century. The products and marketing strategies of India’s premier food company Britannia Industries. Limited over the last century have been responsible for this remarkable dietary acculturation. The entire biscuits’ market is estimated to be 1.1 million tonnes per annum, and valued at over Rs. 50 billion. The biscuits segment enjoys one of the most developed markets for any item of mass consumption, covering over 90 per cent of the overall potential market. This implies that over 900 million Indians buy and eat biscuits, with varying frequency in any year. The market is highly competitive at the supply-side, with thousands of small-scale manufacturers as well as others in the organized, large-scale sector. The strength of the Britannia brand is demonstrated by the fact that it stands far above all in this fiercely competitive market, with over 46 per cent market share, by value (Source: ACNielsen ORG-MARG 2003).
ACHIEVEMENTS
Britannia is synonymous with the rise and growth of the biscuit industry in India. Throughout this process it has displayed an uncanny intuition about emerging popular tastes for biscuits. This foresight, coupled with the will to innovate and evolve new products, has been the impetus that has propelled the Britannia brand ahead of the rest. Being the market leader, Britannia Industries operates under an underlying principle
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of setting its own rules and standards that have almost always become the adopted paradigm for the entire biscuit industry. It brought the health dimension to an industry that was traditionally driven by taste alone. This is reflected in Britannia’s brand slogan, introduced in 1997 that exhorted consumers to ‘Eat Healthy, Think Better’. This was quickly embraced by the entire industry to come up with similar promotional campaigns showing biscuits to be an epitome of a healthy, happy diet. Going beyond biscuits has been the most difficult challenge and a litmus test for the company. Britannia entered the dairy category with the launch of Britannia Milkman range of dairy products. With the success of Britannia Milkman Cheese, it achieved a niche for itself in a category that was defined by a competitor that had created the category. Britannia’s products retail in over 2 million outlets (Source: ACNielsen ORGMARG, 2003), selling approximately 200 million packs a month. With millions of happy consumers every month, Britannia is considered to be one of the most trusted food brands in India (Source: ET Brand Equity Study, 2003). Britannia has also successively made the Forbes List of 200 Best Small Companies in the world for the years 1999, 2000 and 2002.
SEGMENT-WISE PERFORMANCE
The primary business segment of the company is bakery, which consists of biscuits, bread and cakes. The overall sales have improved by 11% in volume and 10% in value during the year 2005-06. -The Biscuit volume grew 12% and its value 10%. -Bread volume grew 4% and its value 6%. -Cake and Rusk volume grew 28% and their value 24%. -6-
FACTS ABOUT BRITANNIA
? Britannia products are sold in over 2 million outlets, reaching millions of consumers who buy approximately 2.4 billion packs each year. ? A small army keeps Britannia going- over 100 stock-keeping units, 3,000 employees, over 1,500 authorized whole sellers, 53 depots and 46 factories. The number of biscuits produced by Britannia in one year would be equivalent of one pack of 12 biscuits for every two people in the world. ? Britannia has had a long association with cricket and its players. Nearly half the members of the current Indian Cricket team serve as its brand ambassadors. ? Launched in 1997, Tiger became the largest selling Britannia biscuit brand in just 4 months of its launch. It crossed the Rs 1 billion mark in its very first year and is still going stronger.
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PROFILE OF THE ORGANISATION
Britannia was incorporated in 1918 as Britannia Biscuits Co Ltd in Calcutta. In 1924, Peak Freans, UK acquired a controlling stake, which later passed on to the Associated Biscuits International (ABI) a UK based company. During the ’50s and ’60s, Britannia expanded operations to Mumbai, Delhi and Chennai. The exports of seafoods started in the ’70s. In 1987, Nabisco Brands Inc, a well-known European food company, acquired ABI. In 1989, J M Pillai, a Singapore based NRI businessman along with the Groupe Dan one acquired Asian operations of Nabisco, thus acquiring controlling stake in Britannia. Later, Groupe Dan one and Nusli Wadia took over Pillai’s holdings. In 1977, the Government reserved the industry for small-scale sector, which constrained Britannia's growth. Britannia adopted a strategy of engaging contract packers (CP) in the small-scale sector. This led to several inefficiencies at the operating level. In April ’97, the Government deserved the industry for small-scale sector, which constrained Britannia's growth. Britannia adopted a strategy of engaging contract packers (CP) in the small-scale sector. This led to several inefficiencies at the operating level. In April ’97, the Government deserved the biscuit sector from small scale. Britannia has expanded captive manufacturing facilities and has modernized and upgraded its facilities in the last five years. Today Britannia is an organization having its presence in both the national and international markets and heading towards a bright future.
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PARENT GROUP
Britannia's controlling stake is jointly with Groupe Danone and Nusli Wadia. Groupe Danone is one of the leading players in the world in bakery products business. It acquired interest in Britannia Industries in 1989 and acquired controlling stake in 1993. Nusli Wadia group is one of the leading industrial houses in the country, with interests mainly in textiles and petrochemicals. Britannia's plants are located in the 4 major metro cities - Kolkata, Mumbai, Delhi and Chennai. A large part of products are also outsourced from third party producers. Dairy products are out sourced from three producers - Dynamix Dairy based in Baramati, Maharashtra, Modern Dairy at Karnal in Haryana and Thacker Dairy Products at Howrah in West Bengal. Britannia as a company was started in 1892 in Calcutta .The Britannia brand was introduced about 80 years ago, and today enjoys a status of the strongest food brand in the country with a net sales growth of 10%. Britannia, as a company, is guided by the benefits of the long tradition coupled with the most modern management practices. The seeds of success are rooted in variety of factors. Britannia has an excellent distribution network of over 100 stock- keeping units, 3000 employees, over 1500 authorized whole-sellers, 53 depots and 46 factories. Britannia sells around 1.50 lakhs tones of biscuits, over 4500 tonnes of breads and cakes and 3,000 tonnes of dairy products. Britannia products are sold in over 2 million outlets, reaching millions of consumers who buy approximately 2.4 billion packs every year. Throughout its existence, Britannia has operated on the principle of providing products to consumer that are healthy and tasty. This is brought about by the use of high quality ingredients with a string focus on “naturalness” and modern manufacturing practices. The company today has a wide range of bakery products in the biscuit, bread
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and cake segments. With its pioneering role in bakery sector, Britannia’s products are today has excellent value wholesome and hygiene products for the consumer. However, Britannia sees its role as being larger than just this. The company has a commitment to the health of Indian masses, and this commitment is especially strong in the context of children. As the market leader, Britannia understands its responsibility of providing the possible products to the consumers. No effort is spread in acquiring the finest technology and products ideas, either indigenously or from the internal associates, Group Danone of France. In the last few years, the company has made a strong entry into the mass-market segment with tiger brand. A range of products has been introduced which, apart from the goodness of wheat, also provide the benefits of milk, glucose and calcium. The brand has been welcomed by the consumer in all markets and by all consumer types. Britannia brand name has always stood for good wholesome food values. Britannia is the epitome of health, hygiene and nutrition. It has undergone a change, which is truly comprehensive in nature. The dynamic new motto “EAT HEALTHY, THINK BETTER” is designed to captures the very essence of purity, energy and freshness, implicit in all its food products along with the existing products they have also expanded their portfolio with the introduction of Britannia cheese and cheese spreads, Britannia butter and Britannia dairy whitener. All of which have already created quite a stir in the market. Today, after over seven decades of being an in separable part of life in India, Britannia is now set to usher its customers into a healthier and tastier future.
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BRITANNIA’S MILESTONE
1892 A humble beginning is made to manufacture biscuits in a small house in central Calcutta with an investment of Rs 295. 1897 The Gupta Brothers acquired the business, and moved the operations to Dum Dum, a suburb of Calcutta, under the name of V.S.Brothers. 1910 Advent of electricity helps mechanize the operations. 1914 V.S Brothers secure an initial order for 100 tonnes of “services”. 1918 Gupta Brothers take Mr. C.H. Holmes, an English businessman in Calcutta, as a partner. The Britannia Biscuit Company limited is registered on March 21, 1918 and the brand name “Britannia” launched. 1919 Sales turnover was Rs 4, 60,896. 1921 New imported machinery is introduced and Britannia Biscuit Company becomes the first company to install. 1924 Mumbai factory is set up. Peek Prean, U.K acquired a controlling interest in Britannia Biscuit Company Limited. 1939-44 Sales increased to Rs 16, 27, 202, the business received a big fillip during World War II” service biscuits are supplied in large quantities. 1952
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Calcutta factory is relocated from Dum-dum to present site at Taratola road, Delhi Biscuit Company is acquired. 1954 BBCo acquired the Delhi Biscuit Co and began the manufacture of sliced and wrapped bread in Delhi. 1966 New Delhi plant is set up at the present site at Lawrence road and R&D department is set in Mumbai factory. 1967 Chennai factory commences production. 1968 Britannia Biscuit Company celebrates golden jubilee. 1971 Seafood’s division is set up. 1973 An integrated processing and freezing plant for seafood was commissioned at Thane. 1975 Public issue- Indian share –holdings distribution fro parry’s 1978 Company name changed to Britannia Industries Limited. 1982 Nabisco brand Inc. U.S.A becomes major foreign shareholder. 1983 Sales crossed Rs 100 crores 1986 Soya products trial commences. 1989 The Executive office is moved from Mumbai to Bangalore. B.S.N acquires stake in BIL through ABIL, U.K 1991
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Soya unit at Vidisha divested.
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1992 BIL celebrates its platinum jubilee. 1993 Wadia group acquires stake in ABIL U.K and becomes an equal partner with Group Dan one in BIL. 1994 Sales crossed 10000 tonnes of biscuits. 1997 New Corporate identify “EAT HEALTHY THINK BETTER” launched. BIL enters the dairy products market. 1998 Sales crossed Rs 10,000 million. (235 MN. Used) 1999 Opened a new category: SNACKING PRODUCTS. 2000 Sales increase by 14.43%, total sale of 1338.10 crores. 2001 Profit of 70.5 crores, an increase of 38.24%. 2004 The creation of a centralized set-up for payables processing, accounting and MIS systems in the corporate office at Bangalore. 2005 Re-birth of Tiger – “Swasth Khao, Tiger Ban Jao” becomes the popular chant! The new plant inuttaranchal commissioned ahead of schedule.
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BRITANNIA LOGO
Logo consists of the Company name and slogan. The logo along with the corporate statement is as: “EAT HEALTHY, THINK BETTER” aims at positioning Britannia as the most credible source of healthy yet tasty food product. The corporate statement captures the Indian concept of unity of body and mind. The colours used in the logo have it own significance. Written in three colours: -Red, White and Green. Red denotes Energy and Vitality. White denotes Purity. Green stands for Nutrition and Freshness. Also there is green stroke beneath the company name, which denotes surety for health and quality products. The Hindi rendition of slogan “SWASTH KHAO, TAN MAN JAGAO”.
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MISSION OF THE COMPANY
“To dominate the food and beverage market in India through a profitable range of tasty yet healthy products.” Regarding the basis of setting mission and vision statement, Britannia gives top most priority to “customer satisfaction”, followed by quality, market leadership, increased profit variety, sales turnover and profit maximization. “Our markets are poised for exciting times. As a successful organization, we must not only keep pace with consumer expectation, but also anticipate them. Our new identity is to lay the base to project our future as a successful 'food' company, a company that provides high quality and tasty, yet healthy foods and beverages". -Nusli Wadia, Chairman, Britannia Industries Limited. "I conform to the view that there are three kinds of companies - those that watch things happen; those that make things happen; and those that wonder what happened. We certainly wish to make things happen…My personal commandment is Do unto others what you don't wish done unto you. It's not the big who swallow the small; it is the fast who swallow the slow". -Sunil Alagh, CEO, Britannia Industries Limited.
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OBJECTIVES OF THE COMPANY
The objectives of the Company are: ? Reduction in consumer complaints. ? To start documentation of market returns dealer wise. ? To empower the workmen on individual work area to ensure that only quality products are passed onto the next stage of production. ? Continuous training for the development of the human resources. ? To minimize the accident rate. ? Providing the minimum training base for manpower. 0
PRINCIPLES AND POLICIES OF THE COMPANY
The Principles and Policies of the Company are: ? Derives from the company mission, vision and cherished values. ? Build stronger bond between people. ? Generating motivation to excel. ? Enabling continuance learning and renewal of skills. ? Providing opportunities to perform and potential to growth. ? Generating a climate of trust, respect and team work. ? Installing a sense of pride and belongingness. ? Creating a happy climate for work. ? Providing a base for retraining of manpower.
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SOCIAL RESPONSIBILITY
Britannia recognizes its social responsibilities, and these are manifested in the following various ways: Tsunami Relief- The Britannia family responded to the process of relief and rehabilitation by voluntary donations from the employees that were matched with cash contribution by the company and given to the Indian Red Cross Society. The Company also supplied products and other articles of need to the affected people. Britannia – IMG- Britannia has been sporting the Indian Music Group at St Xavier College at Mumbai for 20 years now. The annual festival, which takes place around January, has been recognized as one of the most significant music festivals in the country. Apart from this it also support the Britannia IMG music centre in the college premises, which is a boasts of a splendid music library and listening facilities. Theatre- Britannia has been supporting theatre arts, a Bangalore-based company, for the production of high quality English theatre. The latest production, “the kiss of the Spiderwoman” was greeted with rave review in Bangalore. The Britannia Amritraj Tennis Scheme-This is a scheme sponsored by Britannia, which is committed to producing high quality tennis players of India. The scheme has already produced several champions such as Leander Paes who have brought laurels to the country. The scheme is fully residential program. Training is being provided by the highest quality coaches both Indian and from overseas.
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BRITANNIA-THE CORPORATE CITIZEN
Britannia constantly enriches the lives of so many people through its philanthropic efforts. Missionaries of Charity: Support has been consistently provided to the Missionaries of Charity (Mother Teresa) in Calcutta. A special programme called “ We Care” was run to provide opportunities to the under privileged. Donations of biscuits, uniforms etc. are provided regularly. Spastic’s Society of Karnataka: Britannia also supports the Spastic’s Society of Karnataka. In its continuous endeavour to contribute to society, the company brought forth a unique concept of redressing its regular stationery and donating the savings made on greeting cards to this worthy cause.
CORPORATE CULTURE OF BRITANNIA
The Company promotes: ? High degree of consumer satisfaction. ? Open, interactive, convivial (lively) and innovative work atmosphere. ? Result driven at all level but with sense of fairness. ? Development of employees and continues renewal of skills.
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ORGANISATION CHART
UNIT HEAD
SALES MANAGER PERSONNEL MANAGER STANDARDS MANAGER
FINANCE MANAGER
SYSTEM MANAGER PRODUCTION PLANNING MANAGER
Fig 1.1- The flowchart of Organization
PERSONNEL MANAGEMENT CHART
REGIONAL PERSONNEL MANAGER
PERSONNEL OFFICERS
SECRETARY TO R.P.MANAGER
ASSISTANT PERSONNEL OFFICERS
Fig 1.2- The flowchart of Personnel Department
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EXISTING ORGANISATION STRUCTURE OF THE COMPANY
The existing organization structure of Britannia Industries Ltd is divisionalised as follows: Unit Head Managers Officers Territory Sales Incharge Workers – – – – – 1 20 96 35 403
LABOUR UNIONS
There are two unions in Britannia Industries Ltd. 1) Mazdoor Union (Britannia Biscuit Co.). It is affiliated to Indian Trade Union Council (INTUC). 2) Karamchari Union (Britannia Industries Ltd.). It is affiliated to Central Industrial Indian Trade Union (CITU). The membership fee at each union is Rs 5/-. The terms and conditions are governed by long-term settlement for 3 yrs. The last settlement was done in 2001. There occurred little agitation at the time of settlement.
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PRODUCTS
BISCUITS BRAND CREAM TREAT CHEKKERS GOOD DAY NUTRI CHOICE MILK BIKIS TIGER MARIEGOLD LITTLE HEARTS 50-50 SNAX DESCRIPTION Sandwich Cream Biscuit Wafer Cream Biscuit Biscuits with Real Butter Health Biscuits Milk Biscuits Health Force Biscuits Semi sweet, Light, Teatime Biscuits Sugar Glazed Puffed Pastry Biscuits Sweet and Salt Crackers Flaky Salted Crackers
CAKES MERRI CAKE Single Slice Cakes Sliced Bar Cakes
BREAD PREMIUM BAKE Sliced Sandwich Bread Soft, White Bread
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PROBLEMS OF THE ORGANISATION IN RESPECT OF THE TRAINING NEEDS
The training department of the Company is confronted with the following problems: There is no regular training schedule for the officers and staff. The training given to the employees is not standardized. No work-study has been done on the requirement of training. No in-house training programmes have been conducted.
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SWOT ANALYSIS
The SWOT analysis of the company refers to the strengths & weaknesses inherent in the organization & the opportunities & threats faced by them from the environment, internal as well as external. This analysis is the foundation stone of the strategic planning process as well as short-term plans needed to attain the strategic objective of the organization. The analysis has been done in order to have a better understanding of the organization. The information given by the organization has been used to carry out the analysis. The strengths, weaknesses, opportunities & threats identified are enumerated as follows:
STRENGTHS:
? World’s second largest domestic biscuit manufacturer. ? The largest bakery company in India. ? The business structure is divisionalised to achieve a focus at the market. ? Highly advanced production facilities. ? High quality product with competitively low prices with proven results. ? In terms of training needs, the Company deputes its officers and staff regularly on various training programmes.
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WEAKNESSES:
? Very limited product exports. ? Limited product portfolio. ? In terms of training needs, the Company does not have systematic training policies.
OPPORTUNITIES:
? Vast market for the exports. ? Ample scope for the product diversification. ? Vast potential in tapping new sales territories. ? Scope for entering in the strong rural market. ? In terms of training needs, the Company can formulate in-house training programmes for its officers and staff.
THREATS:
? Severe competition from the existing competitors. ? Invasion of foreign brands in this segment. ? Competition from small scale regional players.
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? The Company may loose highly trained staff to its competitors.
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Chapter-2 Objectives and Methodology
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OBJECTIVES OF THE STUDY
The first & foremost step in any research work is to identify the problems or objectives on which the researcher has to work on. There are two types of objectives met in this study, as explained below:
OBJECTIVES
? To analyze the existing training practices, its effectiveness and recommend measures to improve the training practices in the organization. ? To study the frequency of training, training methods and their effects on the trainees and recommend certain measures for improvement. To understand the present practices enforced in respect of training at the personnel department and recommend any changes if necessary. To take feedback and analyze the level of satisfaction amongst the employees in respect of training activities and suggest alternatives.
?
?
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SCOPE OF THE STUDY
Training Effectiveness is the process wherein the management finds out how effective it has been at training and developing the employees in an organization. ? This study gives some suggestions for making the present training and development system more effective. ? It gives organization the direction, how to deal differently with different employees. ? It identifies the training & development needs present among the employees.
MANAGERIAL USEFULNESS OF THE STUDY
? The effectiveness of the training programmes can be established through this study. ? This study helps to understand, analyze & apply the core concepts of training in an organization. ? Managers would be able to identify the need of training for its employees. ? Managers would know what employees think of the training and development programmes and make changes if necessary.
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METHODOLOGY
Every project work is based on certain methodology, which is a way to systematically solve the problem or attain its objectives. It is a very important guideline and lead to completion of any project work through observation, data collection and data analysis.
According to Clifford Woody, “Research Methodology comprises of defining & redefining problems, collecting, organizing &evaluating data, making deductions &researching to conclusions.”
Accordingly, the methodology used in the project is as follows: ? Defining the objectives of the study ? Framing of questionnaire keeping objectives in mind (considering the objectives) ? Feedback from the employees ? Analysis of feedback ? Conclusion, findings and suggestions.
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SELECTION OF SAMPLE SIZE
The Company has a total strength of 96 officers and 403 workers. In order to take a reasonable sample size and not to disturb the functioning of the organization, a sample size of 20% of the total strength of the Company has been taken in order to arrive at the present practices of training in the Company. Accordingly, 20 Officers & 40 Workers have been selected at random from all the departments of the organization and feedback forms (questionnaire) have been obtained. The data has been analyzed in order to arrive at present training practices in the organization.
SAMPLING TECHNIQUE USED
The technique of Random Sampling has been used in the analysis of the data. Random sampling from a finite population refers to that method of sample selection, which gives each possible sample combination an equal probability of being picked up and each item in the entire population to have an equal chance of being included in the sample. This sampling is without replacement, i.e. once an item is selected for the sample, it cannot appear in the sample again.
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DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was collected namely primary & secondary data as explained below:
PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus happen to be original in character. However, there are many methods of collecting the primary data; all have not been used for the purpose of this project. The ones that have been used are: ? Questionnaire ? Informal Interviews ? Observation
SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the respective project. The secondary data was collected through:
? Text Books ? Articles ? Journals ? Websites
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STATISTICAL TOOLS USED
The main statistical tools used for the collection and analyses of data in this project are:
? Questionnaire ? Pie Charts ? Tables
LIMITATIONS OF THE STUDY
The following are the limitations of the study: ? The sample size was small and hence the results can have a degree of variation. ? The response of the employees in giving information was lukewarm. ? Organization’s resistance to share the internal information. ? Questionnaire is subjected to errors.
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MEANING
Training is one of the processes required to turn new members of an organization into “productive insiders”. “Training is a process of transmitting and receiving information related to problem solving.” Halloram “Training is the international act of providing means for learning to take place.” Proctor and Thornton “Training is a means to educate somewhat narrowly mainly by instruction, drill and Discipline. It is referred as applying principally to the improvement of skills and hence to learning how to perform specific tasks.” Yoder “Training is being defined as an act of increasing the knowledge and skill of an employee for doing a particular job. It is concerned with imparting specific skills for particular purposes. Training is aimed at learning a skill by a prescribed method of application of a technique.” Tripth “Training is the formal procedure which a company utilizes to facilitate learning so that the resultant behaviour contributes to the attainment of the company’s goals and objectives.” Mc Ghee and Thayer Thus, training refers to the efforts made on the part of the trainer who facilitates learning on the part of the training to increasing skills knowledge and perfection in a specific task for efficiency economy and satisfaction. Upon reviewing the variety of definition of training available the following characteristics can be listed as key elements for effective training.
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? Effective training is the learning experience ? Effective training is a planned organizational activity ? Effective training is a response to identified needs. Training enables employees to demonstrate new concepts, build skills, solve difficult interpersonal relationship and technical problems or gain insight into behavior accepted as “the way things are”. A key assumption of training is that by giving employees skill and insight for identifying and defining organizational problems, individual will have greater capacity to change unproductive and unsatisfying organizational structures and processes. It is a catalytic process that depends largely on the abilities of informed and skilled members to develop their tools for charge. However, the individual abilities must be simultaneously supported by organizational accountability so that, participants use their abilities to the hilt to learn from the training programmes and transfer those learning to the workplace and is technically termed as the transfer of training effects. It is basically the process of increasing the knowledge and skills for doing a particular job; an organized procedure by which people gain knowledge and skill for a definite purpose.
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Chapter-3 Existing Training Activities in BIL
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TRAINING PROGRAMMES IN BIL
Britannia Industries Ltd follows the philosophy to establish and build a strong performance driven culture with greater accountability and responsibility at all levels. To that extent the Company views capability as a combination of the right people in the right jobs, supported by the right processes, systems, structure and metrics. The Company organizes various training and development programmes, both inhouse and at other places in order to enhance the skills and efficiency of its employees. These training and development programmes are conducted at various levels i.e. for workers and for officers etc. THE VARIOUS TRAINING PROGRAMMES ATTENDED BY THE OFFICERS OF BIL: S.no 1 2 3 4 5 6 7 Training programmes Baking with Soy Land Mark Seminar Contract Labour Lean Manufacturing Implementation Risk assessment in work place Productivity and Accomplishment Adv. Technology mgmt for prevention and control of 8 9 10 pollution Bearing Maintenance technology Good Auditing Practices HACCP/GMP/GHP 1 day 1 day 2 day 1 1 4 Officer Manager Officers Duration 2 days 1 day 1 day 2 days 1 day 2 days 2 days No. of participants 1 5 2 2 1 4 1 Designation Officer Manager, Officers Managers Managers Officer Officers Officer
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11 12 13 14 15 16 17 18
Occupational health and safety Sales training programme Assessment centre Landmark Forum Programme Excellence in Manufacturing by eliminating stock-outs XIV training programme in Biscuit manufacture Occupation and health Training for INKJET printer
2 day 3 days 2 days 3 days 2 days 4 days 2 days 4 days
1 3 16 7 3 4 1 7
Officer Sales territory Incharge Officers Managers, officers Officers Officers Officer Managers, officers
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VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE WORKERS IN BIL:-
S.no 1 2 3 4 5 6 7 8 9 10 11 12 13
Training Programmes ISO 9000 and ISO 14000 refresher programme Personality development Worker teacher’s day ISO 14000 awareness National safety day Fire fighting Worker’s participation in management Educational trip to Haridwar, Rishikesh, Dehradun Gemba- Kaizen workshop Security and fire fighting Positive approach Vipassana meditation Worker’s children- Workshop for young people, personality development
Duration 1 day 2 days 1 day ½ day 1 day ½ day 3 days 7 days 5 days 1 day 1 day 2 days 1 day
Conducted by Worker teachers Worker teachers Worker teachers Worker teachers Worker teachers Security officer Central board of worker’s association Worker teachers Kaizen institute Worker teachers Worker teachers Vipassana Sadhna Sansthan Shakuntala Anand
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TRAINING IN BRITANNIA INDUSTRIES LTD.
Britannia Industries Ltd. provides training to all its employees as per the policy of the organization. PURPOSE OF TRAINING: To ensure availability of trained manpower. SCOPE: All categories of employees in Biscuit plant.
FLOW CHART OF TRAINING PROCEDURE
Identification of Needs
Preparation of Training Plan
Imparting Training
Feedback
Induction Training
Training Effectiveness
Fig 4.1 The training procedure
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IDENTIFICATION OF NEEDS Management Staff The Performance Appraisal form of the organization has a section in which the training and development needs are filed up. The person whom the concerned employee is reporting fills the Performance Appraisal form annually. Such person may be a branch head or department head. Identification of training need is done at the Executive Office (EO) level for the managers through the Performance Appraisal forms annually and the records are maintained at the Executive Office. Managers are nominated for the various training courses by the Executive’s Office. Managers may also be nominated to certain training programmes from the branch if the subject’s covered are found to be of interest or if they offer a learning opportunity in some emerging areas of knowledge. Training needs for the department through their Performance Appraisal forms identifies the officers, which are filled in by the department head. The Performance Appraisal forms thus give the emerging training needs. This exercise is carried out annually. Staff and Workers Training needs for staff and workers are identified based on: Company’s strategy and policy. Organizational Thrust Areas. New Emerging Areas.
This together gives the consolidated system of needs that is prepared by the Personnel Officer and approved by the Department Head.
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PREPARATION OF TRAINING PLAN On the basis of identified training needs, the annual training calendar is prepared by the Personnel officer and approved by the Personnel Head. Annual Training Budget is prepared by Branch Personnel Head and is approved by Executive Office. This gives the final list of training activities in a particular year. It is attempted to carry out all the programmes to fulfill the identified needs. The Head of the Personnel Department monitors the actual training conducted vis-à-vis the identified training needs on a monthly basis. IMPARTING OF TRAINING Actual training is imparted with the help of in-house and outside agencies. The selection of these agencies is done on the basis of reputation; programmes offered by them, past experience and feedback received from the earlier participants. Training is also imparted by nominating the concerned employee for an external training programme. All records of the training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report. FEEDBACK A feedback is taken from the participants through a questionnaire on the programme and their impressions in order to further improve upon the same. There are three such questionnaires available and one of these is used depending upon the nature of the training programme and the level of participants. Also, a person from the personnel department sits through the final session of the programme and takes the verbal feedback about the programme.
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INDUCTION TRAINING Staff/ Officers/ Managers This is carried out as the very first step for any new entrant into the branch at the Staff/ Officer/ Manager level. The department prepares a schedule for the employee as per which he is required to spend specific time in each department. During such period, he is reporting to the respective department head. The objective of the induction programme is to familiarize the participant to the function of different department. The copies of the same are sent to the General Manager and all concerned. At the end of the induction, the trainee has to submit a report to the Personnel Department. Workers In the case of a new entrant, he is called in General shift for 2 days for training under a senior worker to familiarize him with the welfare facilities like card punching, canteen, public conveniences, rules and regulations, standing orders, shift timings, spell outs, medical facilities, leave procedures etc. After two days of training, he is deployed in the concerned department. The Personnel Officer organizes this. Management Trainee’s Training Management trainees are given a fortnight of induction programme. Corporate HR advises it as per Management Trainee Training programme designed by them. Thereafter, a detailed training programme is carried out whereby the incumbent is to understand in depth of working of each department at various locations as per the programme given by the Corporate HR. Corporate HR maintains all relevant records pertaining to Management Trainee’s training at Bangalore.
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TRAINING EFFECTIVENESS For each training programme conducted in-house for Britannia Delhi branch personnel, a training brochure is developed. The brochure developed consists of the following information: Programme objectives: Need of the training and what are the objectives that this training aims to achieve, what likely outcomes are expected to come out of impact of this training. Programme content: Topics being covered during the training. Methodology adopted. Programme faculty. Personnel to be covered. Training methodology. Training effectiveness criteria and scale.
The training effectiveness is measured by measurement of the achievement of the objectives. This lists down the measurement indicators, achievement of which will ensure that programme objectives are achieved. A person gets nominated for the training programme in the following two ways: a) Training programme flowing from the training needs. b) Training programme for testing out the training/ increased awareness/ general information/ omnibus training types etc. Training programmes flowing from training needs: The programmes are divided into three broad categories: Functional Behavioral General/ Omnibus programmes
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1. Functional: The outcome of the training is measured by comparing the data pretraining and post-training. A scale is developed for measuring the effectiveness of training based on the % achievement of the objectives. 2. Behavioral: The effectiveness of the training of this nature is measured annually. This is seen through the training need identification for the coming year for the employee. If the training need is repeated there, then the training provided is taken as ineffective. If the training need is repeated but with focus on a part of the need, then the training is partially effective. If not repeated, then the training is effective. 3. General: These are the training needs flowing directly from the organizational needs. Examples of these can be ISO 9000 training, ISO 14000 training and any awareness training. These are omnibus training programmes, which are run for a large number of employees. The effectiveness of the training is measured by: - Achievement of those organizational objectives within the time lines. - Number of audit issues raised on the areas covered in the training. - Any other such thing as defined in the training brochure. The effectiveness of the outside training programme is measured on the same line as above. However, no detailed brochure is prepared for the same. The measurement criterion for the programme is defined in the beginning of the programme and effectiveness measured against the same. A consolidated effectiveness report of the training programme is prepared at the end of the year. The programmes that are found to be ineffective are reworked. Training programme for testing out the training Also there are training programmes, which are not flowing directly from the training needs measurement of effectiveness of the training is not needed to be measured.
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TRAINING OF AN OFFICER
Identification of Training needs
Approval from the Personnel Department
Consolidation of Training needs
Annual Training Budget
Annual Training Calendar
Imparting Training
Collecting Feedback for Further Improvement
Monitoring of Actual Training vis-a-vis the Identified needs
Fig 4.2 Flowchart for Training of an Officer
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TRAINING OF A WORKER
Company Strategy and Policy
Approval from the Personnel Department
Organizational Thrust Areas
Identification Of Training needs
Annual Training Budget
New Emerging Areas
Consolidation Of Training needs
Imparting Training
Annual Training Calendar
Collecting Feedback for Further Training
Monitoring of Actual vs the Identified Training needs.
Fig 4.3 Flowchart for Training of a Worker
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Chapter- 4 Data Analysis
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1) How many training programmes have you attended in last 5 years? No. of Programmes 0-5 6-10 10-15 More than 15 Total No. of Respondents 8 5 4 3 20 % of Responses 40% 25% 20% 15% 100%
Moreth an 1 5 1 5 %
0 _5 4 0 %
1 0 _1 5 2 0 % 6 _1 0 2 5 %
INTERPRETATION 45% of the officers have attended 6-15 training programmes in the last 5 years, which is an indication of an effective training policy of the organization. However, 40% of the officers have attended only 0-5 training programmes, which needs to be evenly monitored by the organization.
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2) The programme objectives were known to you before attending it. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 5 7 3 1 4 20 % of Responses 25% 35% 15% 5% 20% 100%
m od e rate ly d is ag re e 5 %
s trong ly d is ag re e 2 0 %
s trong ly ag re e 2 5 %
can't s ay 1 5 %
m od e rate ly ag re e 3 5 %
INTERPRETATION 35% of the respondents moderately agree to the fact of knowing the training objectives beforehand, in addition to 25% who strongly agree. But a small population disagrees as 20% strongly disagree to this notion. Training objectives should therefore be made known compulsorily before imparting training in the organization. 3) The training programme was relevant to your developmental needs. Options No. of Respondents % of
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Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total
6 8 3 2 1 20
Responses 30% 40% 15% 10% 5% 100%
m od e rate ly d is ag re e 1 0 % can't s ay 1 5 %
s trong ly d is ag re e 5 %
s trong ly ag re e 3 0 %
m od e rate ly ag re e 4 0 %
INTERPRETATION 70% of the respondents feel that the training programmes were in accordance to their developmental needs. 15% respondents could not comment on the question and 15% think that the programmes are irrelevant to their developmental needs and the organization must ensure programmes that satisfy the developmental needs of the officers. 4) The period of training session was sufficient for the learning. Options Strongly agree Moderately agree Can’t Say No. of Respondents 6 4 4 % of Responses 31% 21% 21%
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Moderately Disagree Strongly Disagree Total
3 2 20
16% 11% 100%
s trong ly d is ag re e 1 % m od e rate ly 1 d is ag re e 1 6 %
s trong ly ag re e 3 1 %
can't s ay 2 1 %
m od e rate ly ag re e 2 1 %
INTERPRETATION 52% respondents feel that the time limit of the training programme was adequate but 25% feel that it was insufficient. Also, 21% could not comment on the question. All the respondents though felt that increase in time limit of the programmes would certainly be beneficial and the organization should plan for this to be implemented in the near future.
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5) The training methods used during the training were effective for understanding the subject. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 4 8 3 3 2 20 % of Responses 20% 40% 15% 15% 10% 100%
m od e rate ly d is ag re e 1 5 %
s trong ly d is ag re e 1 0 %
s trong ly ag re e 2 0 %
can't s ay 1 5 %
m od e rate ly ag re e 4 0 %
INTERPRETATION 40% of the respondents believe that the training methods used during the programmes were helpful in understanding the subject, yet 25% disagree to this notion. The organization should use better, hi-tech methods to enhance the effectiveness of the methods being used during the training programmes.
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6) The training sessions were exciting and a good learning experience. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 5 8 2 3 2 20 % of Responses 25% 40% 10% 15% 10% 100%
m od e rate ly d is ag re e 1 5 % can't s ay 1 0 %
s trong ly d is ag re e 1 0 %
s trong ly ag re e 2 5 %
m od e rate ly ag re e 4 0 %
INTERPRETATION 65% respondents believe that the training sessions were exciting and a good learning experience. 10% respondents could not comment on this while 25% differ in opinion. They feel that the training sessions could have been more exciting if the sessions had been more interactive and in line with the current practices in the market. 7) The training aids used were helpful in improving the overall effectiveness of the programme. Options No. of Respondents % of Responses
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Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total
4 5 7 3 1 20
20% 25% 35% 15% 5% 100%
m od e rate ly d is ag re e 1 5 %
s trong ly d is ag re e 5 %
s trong ly ag re e 2 0 %
can't s ay 3 5 %
m od e rate ly ag re e 2 5 %
INTERPRETATION 40% of the respondents believe that the training aids used were helpful in improving the overall effectiveness, yet 20% disagree to this notion. 35% respondents did not comment on the issue. Yet the total mindset of the respondents was that the organization should use better scientific aids to enhance the presentation and acceptance value of the training programme. 8) The training was effective in improving on- the- job efficiency. Options Strongly agree Moderately agree Can’t Say Moderately No. of Respondents 3 6 4 4 % of Responses 15% 30% 20% 20%
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Disagree Strongly Disagree Total
3 20
15% 100%
s trong ly d is ag re e 1 5 % m od e rate ly d isag re e 2 0 % can't s ay 2 0 %
s trong ly ag re e 1 5 % m od e rate ly ag re e 3 0 %
INTERPRETATION 45% respondents believe that the training programmes increase their job efficiency but 35% disagree to this. The view of the respondents were towards having more technological and current topics for the training programmes which could help them satisfy their creative urge and simultaneously increase their on-the-job efficiency.
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9) In your opinion, the numbers of training programmes organized during the year were sufficient for officers of BIL. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 2 3 5 2 8 20 % of Responses 10% 15% 25% 10% 40% 100%
s trong ly d is ag re e 4 0 %
s trong ly ag re e od e rate ly 1 0 % m ag re e 1 5 % can't s ay 2 5 %
m od e rate ly d is ag re e 1 0 %
INTERPRETATION 25% respondents have the opinion that the frequency of the training programmes is sufficient but 50% of the respondents differ to this. They believe that the number of training programmes organized in a year should be increased and some in house training programmes should also be organized by the organisation regularly. 10) Please suggest any changes you would like to have in the existing training programmes.
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The major suggestions for changes in the existing training programmes are as follows:? The frequency of the training programmes organized in a year should be increased. ? The duration of the training sessions should be amplified. ? New programmes for personal as well as professional development of the officers should be developed. ? Officers should be referred for the training programmes as per their developmental needs. ? The training programmes should be organized outside the office in order to avoid disturbance in the work. ? Some training sessions should also be organized in house for the officers who find it difficult to attend them if held outside the office premises. ? Better presentation technologies should be used in order to increase the effectiveness of the programmes. ? The course curriculum for the training programmes should be current in terms of the new developments in the world.
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1) How many training programmes have you attended during the last year? No. of Programmes Upto 2 3-5 6-8 More than 8 Total No. of Respondents 25 10 4 1 40 % of Responses 62% 25% 10% 3% 100%
6 _8 1 0 % 3 _5 2 5 %
Moreth an 8 3 %
Up to2 6 2 %
INTERPRETATION 35% of the workers have attended 3-8 training programmes in the last year, which is the clue of a useful training policy of the organization. However, 62% of the workers have attended only 0-2 training programmes, which should be effectively seen by the organization. Also, every worker should be given chances to attend as many training programmes as possible.
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2) The training given is useful to you. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 19 10 5 5 1 20 % of Responses 47% 24% 13% 13% 3% 100%
m od e rate ly d is ag re e 1 3 % can't s ay 1 3 % m od e rate ly ag re e 2 4 %
s trong ly d is ag re e 3 %
s trong ly ag re e 4 7 %
INTERPRETATION 71% of the respondents feel that the training programmes were useful. 13% respondents could not comment on the question and 16% think that the programmes were irrelevant to their objective of being useful. The organization must ensure programmes that are useful and prove to cater to the developmental needs of the workers.
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3) The time limit of the training programme was sufficient. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 7 14 5 6 8 40 % of Responses 18% 34% 13% 15% 20% 100%
s trong ly d is ag re e 2 0 % m od e rate ly d is ag re e 1 5 % can't s ay 1 3 %
s trong ly ag re e 1 8 %
m od e rate ly ag re e 3 4 %
INTERPRETATION 42% respondents feel that the time limit of the training programme was adequate but 35% feel that it was insufficient. Also, 13% could not comment on the question. All the respondents though felt that increase in time limit of the programmes would certainly be advantageous and the organization should take some steps in this direction. 4) The time limit of the training programme, if increased would make it more effective. Options No. of Respondents % of
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Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total
18 8 4 8 2 40
Responses 45% 20% 10% 20% 5% 100%
m od e rate ly d is ag re e 2 0 % can't s ay 1 0 %
s trong ly d is ag re e 5 % s trong ly ag re e 4 5 %
m od e rate ly ag re e 2 0 %
INTERPRETATION 65% respondents feel that the increase in the duration of the training programmes would be beneficial but 25% differ to this opinion. Going by the majority, the organisation should make required changes to increase the duration of the programmes and also take the opinion of the workers to have an effective training session.
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5) The training was effective in improving your on-the-job efficiency. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 15 10 5 6 4 40 % of Responses 37% 25% 13% 15% 10% 100%
m od e rate ly d is ag re e 1 5 %
s trong ly d is ag re e 1 0 %
s trong ly ag re e 3 7 %
can't s ay 1 3 %
m od e rate ly ag re e 2 5 %
INTERPRETATION 62% respondents believe that the training programmes increase their job efficiency but 25% disagree to this. The respondents were of the opinion that having current topics for the training programmes and also some sessions by an external faculty would help them increase their on the job efficiency.
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6) The training aids used were effective in improving the overall effectiveness of the programme. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 10 4 12 8 6 40 % of Responses 25% 10% 30% 20% 15% 100%
s trong ly d is ag re e 1 5 % m od e rate ly d is ag re e 2 0 %
s trong ly ag re e 2 5 % m od e rate ly ag re e 1 0 % can't s ay 3 0 %
INTERPRETATION 35% respondents believe that the training aids were effective in improving the overall efficiency of the programme. Contrary to this, 35% disagree and 30% could not comment on the issue. The organization should ensure positive awareness about the training aids used. Also, the use of better presentation aids should be facilitated.
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7) The number of training programmes organized for workers in a year are sufficient. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 7 6 4 15 8 40 % of Responses 18% 15% 10% 37% 20% 100%
s trong ly d is ag re e 2 0 %
s trong ly ag re e 1 8 % m od e rate ly ag re e 1 5 % can't s ay 1 0 %
m od e rate ly d is ag re e 3 7 %
INTERPRETATION 33% respondents believe that the number of training programmes organized in a year are sufficient, but a majority of 57% disagrees to this. The organization should ensure multiple programmes for the workers and hence enable them in improving their skills and knowledge. 8) The participation of workers in training programme would help increase its effectiveness. Options No. of Respondents % of
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Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total
20 9 5 4 2 40
Responses 49% 23% 13% 10% 5% 100%
m od e rate ly d is ag re e 1 0 % can't s ay 1 3 % m od e rate ly ag re e 2 3 %
s trong ly d is ag re e 5 % s trong ly ag re e 4 9 %
INTERPRETATION 72% respondents feel that participative and interactive training session could provide more awareness and knowledge in a small span of time as compared to classroom teaching. 13% respondents could not comment on this and 15% disagree to it. 9) Please suggest any changes you would like to have in the existing training programmes. The major suggestions for changes in the existing training programmes are as follows:? The workers were of the opinion that external faculty should be appointed for the training programmes.
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? The period of the training sessions should be augmented. ? The rate of the training programmes organized in a year should be increased. ? Every one should get a chance to attend the training programmes. ? Documentaries and other films relating to issues of motivation, team building should be screened. ? Practical examples should be used to make things easy to understand during the training sessions. ? Better technological aids and methods should be used to make the training sessions exciting.
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Chapter- 5 Findings & Recommendations
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FINDINGS
The major findings of the project are enumerated as follows: ? Training is considered as a positive step towards augmentation of the knowledge base by the respondents. ? The objectives of the training programmes were broadly known to the respondents prior to attending them. ? The training programmes were adequately designed to cater to the developmental needs of the respondents. ? Some of the respondents suggested that the time period of the training programmes were less and thus need to be increased. ? Some of the respondents also suggested that use of latest training methods will enhance the effectiveness of the training programmes. ? Some respondents believe that the training sessions could be made more exciting if the sessions had been more interactive and in line with the current practices in the market. ? The training aids used were helpful in improving the overall effectiveness of the training programmes. ? The training programmes were able to improve on-the-job efficiency. ? Some respondents also recommended that the number of training programmes be increased.
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RECOMMENDATIONS
Based on the data collected through the questionnaire and interactions with the Officers and Workers of BIL the following recommendations are made for consideration: ? The organization may utilize both subjective and objective approach for the training programmes. ? The organization may consider deputing each employee to attend at least one training programmes each year. ? The In-house training programmes will be beneficial to the organization as well as employees since it will help employees to attend their official work while undergoing the training. ? The organization can also arrange part time training programmes in the office premises for short durations, spanning over a few days, in order to avoid any interruption in the routine work. ? The organization can arrange the training programmes department wise in order to give focused attention towards the departmental requirements.
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BIBLIOGRAPHY
BOOKS
? ? ? ?
Training in Practice Human Resource Management Human Resource Management Human Capital
Blackwell C.B.Gupta T.N.Chabra Journal
SITES
www.google.com www.wikipedia. encyclopedia.com
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ANNEXURE
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QUESTIONNAIRE
Designation: __________________ Department: __________________
Please rate the questions (where applicable) on the scale of 1-5 where the numerals signify the following:5- Strongly Agree 4- Moderately Agree 3- Can’t Say 2- Moderately Disagree 1- Strongly Disagree 1) How many training programmes have you attended during the last 5 years? ¨ 0-5 ¨ 11-15 ¨ 6-10 ¨ More than 15
2) The programme objectives were known to you before attending it. ……………………………………………………………………………… ……………………………………………………………………………… 3) The training programme was relevant to your developmental needs. ……………………………………………………………………………… ……………………………………………………………………………… 4) The period of training session was sufficient for the learning. ……………………………………………………………………………… ………………………………………………………………………………
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5).The training methods used during the training were effective for understanding the subject. ……………………………………………………………………………… ……………………………………………………………………………… 6) The training sessions were exciting and a good learning experience. ……………………………………………………………………………… ……………………………………………………………………………… 7) The training aids used were helpful in improving the overall effectiveness of the programme. ……………………………………………………………………………… ………………………………………………………………………………. 8) The training was effective in improving on-the-job efficiency. ……………………………………………………………………………… ……………………………………………………………………………… 9) In your opinion, the number of training programmes organized during the year were sufficient for officers of BIL. ……………………………………………………………………………… ……………………………………………………………………………… 10) Please suggest any changes you would like to have in the existing training programmes. ……………………………………………………………………………… ……………………………………………………………………………… ……………………………………………………………………………… ………………………………………………………………………………
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doc_201024250.doc
Britannia Industries Limited is an Indian food-products corporation based in Kolkata,[2] India. It is famous for its Britannia and Tiger brands of biscuit, which are popular throughout India. Britannia has an estimated 38% market share
EVALUATION OF TRAINING EFFECTIVENESS IN BRITANNIA INDUSTRIES LTD.
TABLE OF CONTENTS ? Certificate from the Organization ? Certificate from the Institute ? Acknowledgement Chapter-1 Introduction Page No 7 8 11 14 17 18 19 19 20 21 21 22 23 24 25
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1.1 Overview of the Industry 1.2 Overview of Britannia Industries Ltd 1.3 Profile of the Organisation - Britannia’s Milestones - Britannia’s Logo - Mission of the Organisation - Objectives of the Company Principles and policies of the Company Social Responsibility
- Britannia- The Corporate Citizen - Corporate Culture of Britannia Organisation Charts - Existing Organisation Structure of the company Products 1.4 Problems of the Organisation in respect of Training needs
1.5 SWOT Analysis
26
? Chapter-2
Objectives And Methodology 29 30 30 31 32 32 33 34 34
2.1 Objectives of the Study 2.2 Scope of the Study 2.3 Managerial Usefulness of the Study 2.4 Methodology 2.5 Selection of Sample Size 2.6 Sampling Technique Used 2.7 Data Collection 2.8 Statistical Tools Used 2.9 Limitations of the Study ? Chapter-3 Existing Training Activities in BIL
3.1 Training Programmes in BIL 3.2 Training in Britannia Industries Ltd. ? Chapter-4 ? Chapter-5 ? Bibliography ? Annexure Data Analysis Findings and Recommendations
38 41 49 69
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Chapter-1 Introduction
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OVERVIEW OF THE INDUSTRY
The Indian economy continues to grow at a healthy pace with a 6.9% growth in the financial year 2005-06 on the back of robust showing by manufacturing and service sectors. Within FMCG’s, the biscuit industry showed a robust volume growth last year. The organized and branded biscuit industry in India is currently estimated at around 900,000 tonnes having grown 12% last year, as compared to the 7% growth of the FMCG sector. New players have entered the market at the national level and the regional level, making the industry dynamic and very competitive. Aggressive pricing activity, trade and consumer promotions have pulled down the overall pricing power of the brands in the market. This needs to be managed through the strong margin management measures in order to sustain profitability in the industry. In last year alone, the key input costs increased by 12-15%. The per capita consumption continues to grow across all age groups and socioeconomic strata. Biscuits continue to maintain their position as one of the most widely distributed and available packaged food categories in India. 38% of the total volume comes from the rural markets though this number varies by type of biscuit, with glucose being the most widely distributed in rural markets at 50% overall sales. The market has also migrated towards bulk and family packs that offer better value for money on a per kg basis.
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OVERVIEW OF BRITANNIA INDUSTRIES LTD
Baking practices were well known to Indian cuisine for thousands of years, but the humble biscuit became a familiar and commonplace item of diet only during the 20th century. The products and marketing strategies of India’s premier food company Britannia Industries. Limited over the last century have been responsible for this remarkable dietary acculturation. The entire biscuits’ market is estimated to be 1.1 million tonnes per annum, and valued at over Rs. 50 billion. The biscuits segment enjoys one of the most developed markets for any item of mass consumption, covering over 90 per cent of the overall potential market. This implies that over 900 million Indians buy and eat biscuits, with varying frequency in any year. The market is highly competitive at the supply-side, with thousands of small-scale manufacturers as well as others in the organized, large-scale sector. The strength of the Britannia brand is demonstrated by the fact that it stands far above all in this fiercely competitive market, with over 46 per cent market share, by value (Source: ACNielsen ORG-MARG 2003).
ACHIEVEMENTS
Britannia is synonymous with the rise and growth of the biscuit industry in India. Throughout this process it has displayed an uncanny intuition about emerging popular tastes for biscuits. This foresight, coupled with the will to innovate and evolve new products, has been the impetus that has propelled the Britannia brand ahead of the rest. Being the market leader, Britannia Industries operates under an underlying principle
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of setting its own rules and standards that have almost always become the adopted paradigm for the entire biscuit industry. It brought the health dimension to an industry that was traditionally driven by taste alone. This is reflected in Britannia’s brand slogan, introduced in 1997 that exhorted consumers to ‘Eat Healthy, Think Better’. This was quickly embraced by the entire industry to come up with similar promotional campaigns showing biscuits to be an epitome of a healthy, happy diet. Going beyond biscuits has been the most difficult challenge and a litmus test for the company. Britannia entered the dairy category with the launch of Britannia Milkman range of dairy products. With the success of Britannia Milkman Cheese, it achieved a niche for itself in a category that was defined by a competitor that had created the category. Britannia’s products retail in over 2 million outlets (Source: ACNielsen ORGMARG, 2003), selling approximately 200 million packs a month. With millions of happy consumers every month, Britannia is considered to be one of the most trusted food brands in India (Source: ET Brand Equity Study, 2003). Britannia has also successively made the Forbes List of 200 Best Small Companies in the world for the years 1999, 2000 and 2002.
SEGMENT-WISE PERFORMANCE
The primary business segment of the company is bakery, which consists of biscuits, bread and cakes. The overall sales have improved by 11% in volume and 10% in value during the year 2005-06. -The Biscuit volume grew 12% and its value 10%. -Bread volume grew 4% and its value 6%. -Cake and Rusk volume grew 28% and their value 24%. -6-
FACTS ABOUT BRITANNIA
? Britannia products are sold in over 2 million outlets, reaching millions of consumers who buy approximately 2.4 billion packs each year. ? A small army keeps Britannia going- over 100 stock-keeping units, 3,000 employees, over 1,500 authorized whole sellers, 53 depots and 46 factories. The number of biscuits produced by Britannia in one year would be equivalent of one pack of 12 biscuits for every two people in the world. ? Britannia has had a long association with cricket and its players. Nearly half the members of the current Indian Cricket team serve as its brand ambassadors. ? Launched in 1997, Tiger became the largest selling Britannia biscuit brand in just 4 months of its launch. It crossed the Rs 1 billion mark in its very first year and is still going stronger.
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PROFILE OF THE ORGANISATION
Britannia was incorporated in 1918 as Britannia Biscuits Co Ltd in Calcutta. In 1924, Peak Freans, UK acquired a controlling stake, which later passed on to the Associated Biscuits International (ABI) a UK based company. During the ’50s and ’60s, Britannia expanded operations to Mumbai, Delhi and Chennai. The exports of seafoods started in the ’70s. In 1987, Nabisco Brands Inc, a well-known European food company, acquired ABI. In 1989, J M Pillai, a Singapore based NRI businessman along with the Groupe Dan one acquired Asian operations of Nabisco, thus acquiring controlling stake in Britannia. Later, Groupe Dan one and Nusli Wadia took over Pillai’s holdings. In 1977, the Government reserved the industry for small-scale sector, which constrained Britannia's growth. Britannia adopted a strategy of engaging contract packers (CP) in the small-scale sector. This led to several inefficiencies at the operating level. In April ’97, the Government deserved the industry for small-scale sector, which constrained Britannia's growth. Britannia adopted a strategy of engaging contract packers (CP) in the small-scale sector. This led to several inefficiencies at the operating level. In April ’97, the Government deserved the biscuit sector from small scale. Britannia has expanded captive manufacturing facilities and has modernized and upgraded its facilities in the last five years. Today Britannia is an organization having its presence in both the national and international markets and heading towards a bright future.
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PARENT GROUP
Britannia's controlling stake is jointly with Groupe Danone and Nusli Wadia. Groupe Danone is one of the leading players in the world in bakery products business. It acquired interest in Britannia Industries in 1989 and acquired controlling stake in 1993. Nusli Wadia group is one of the leading industrial houses in the country, with interests mainly in textiles and petrochemicals. Britannia's plants are located in the 4 major metro cities - Kolkata, Mumbai, Delhi and Chennai. A large part of products are also outsourced from third party producers. Dairy products are out sourced from three producers - Dynamix Dairy based in Baramati, Maharashtra, Modern Dairy at Karnal in Haryana and Thacker Dairy Products at Howrah in West Bengal. Britannia as a company was started in 1892 in Calcutta .The Britannia brand was introduced about 80 years ago, and today enjoys a status of the strongest food brand in the country with a net sales growth of 10%. Britannia, as a company, is guided by the benefits of the long tradition coupled with the most modern management practices. The seeds of success are rooted in variety of factors. Britannia has an excellent distribution network of over 100 stock- keeping units, 3000 employees, over 1500 authorized whole-sellers, 53 depots and 46 factories. Britannia sells around 1.50 lakhs tones of biscuits, over 4500 tonnes of breads and cakes and 3,000 tonnes of dairy products. Britannia products are sold in over 2 million outlets, reaching millions of consumers who buy approximately 2.4 billion packs every year. Throughout its existence, Britannia has operated on the principle of providing products to consumer that are healthy and tasty. This is brought about by the use of high quality ingredients with a string focus on “naturalness” and modern manufacturing practices. The company today has a wide range of bakery products in the biscuit, bread
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and cake segments. With its pioneering role in bakery sector, Britannia’s products are today has excellent value wholesome and hygiene products for the consumer. However, Britannia sees its role as being larger than just this. The company has a commitment to the health of Indian masses, and this commitment is especially strong in the context of children. As the market leader, Britannia understands its responsibility of providing the possible products to the consumers. No effort is spread in acquiring the finest technology and products ideas, either indigenously or from the internal associates, Group Danone of France. In the last few years, the company has made a strong entry into the mass-market segment with tiger brand. A range of products has been introduced which, apart from the goodness of wheat, also provide the benefits of milk, glucose and calcium. The brand has been welcomed by the consumer in all markets and by all consumer types. Britannia brand name has always stood for good wholesome food values. Britannia is the epitome of health, hygiene and nutrition. It has undergone a change, which is truly comprehensive in nature. The dynamic new motto “EAT HEALTHY, THINK BETTER” is designed to captures the very essence of purity, energy and freshness, implicit in all its food products along with the existing products they have also expanded their portfolio with the introduction of Britannia cheese and cheese spreads, Britannia butter and Britannia dairy whitener. All of which have already created quite a stir in the market. Today, after over seven decades of being an in separable part of life in India, Britannia is now set to usher its customers into a healthier and tastier future.
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BRITANNIA’S MILESTONE
1892 A humble beginning is made to manufacture biscuits in a small house in central Calcutta with an investment of Rs 295. 1897 The Gupta Brothers acquired the business, and moved the operations to Dum Dum, a suburb of Calcutta, under the name of V.S.Brothers. 1910 Advent of electricity helps mechanize the operations. 1914 V.S Brothers secure an initial order for 100 tonnes of “services”. 1918 Gupta Brothers take Mr. C.H. Holmes, an English businessman in Calcutta, as a partner. The Britannia Biscuit Company limited is registered on March 21, 1918 and the brand name “Britannia” launched. 1919 Sales turnover was Rs 4, 60,896. 1921 New imported machinery is introduced and Britannia Biscuit Company becomes the first company to install. 1924 Mumbai factory is set up. Peek Prean, U.K acquired a controlling interest in Britannia Biscuit Company Limited. 1939-44 Sales increased to Rs 16, 27, 202, the business received a big fillip during World War II” service biscuits are supplied in large quantities. 1952
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Calcutta factory is relocated from Dum-dum to present site at Taratola road, Delhi Biscuit Company is acquired. 1954 BBCo acquired the Delhi Biscuit Co and began the manufacture of sliced and wrapped bread in Delhi. 1966 New Delhi plant is set up at the present site at Lawrence road and R&D department is set in Mumbai factory. 1967 Chennai factory commences production. 1968 Britannia Biscuit Company celebrates golden jubilee. 1971 Seafood’s division is set up. 1973 An integrated processing and freezing plant for seafood was commissioned at Thane. 1975 Public issue- Indian share –holdings distribution fro parry’s 1978 Company name changed to Britannia Industries Limited. 1982 Nabisco brand Inc. U.S.A becomes major foreign shareholder. 1983 Sales crossed Rs 100 crores 1986 Soya products trial commences. 1989 The Executive office is moved from Mumbai to Bangalore. B.S.N acquires stake in BIL through ABIL, U.K 1991
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Soya unit at Vidisha divested.
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1992 BIL celebrates its platinum jubilee. 1993 Wadia group acquires stake in ABIL U.K and becomes an equal partner with Group Dan one in BIL. 1994 Sales crossed 10000 tonnes of biscuits. 1997 New Corporate identify “EAT HEALTHY THINK BETTER” launched. BIL enters the dairy products market. 1998 Sales crossed Rs 10,000 million. (235 MN. Used) 1999 Opened a new category: SNACKING PRODUCTS. 2000 Sales increase by 14.43%, total sale of 1338.10 crores. 2001 Profit of 70.5 crores, an increase of 38.24%. 2004 The creation of a centralized set-up for payables processing, accounting and MIS systems in the corporate office at Bangalore. 2005 Re-birth of Tiger – “Swasth Khao, Tiger Ban Jao” becomes the popular chant! The new plant inuttaranchal commissioned ahead of schedule.
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BRITANNIA LOGO
Logo consists of the Company name and slogan. The logo along with the corporate statement is as: “EAT HEALTHY, THINK BETTER” aims at positioning Britannia as the most credible source of healthy yet tasty food product. The corporate statement captures the Indian concept of unity of body and mind. The colours used in the logo have it own significance. Written in three colours: -Red, White and Green. Red denotes Energy and Vitality. White denotes Purity. Green stands for Nutrition and Freshness. Also there is green stroke beneath the company name, which denotes surety for health and quality products. The Hindi rendition of slogan “SWASTH KHAO, TAN MAN JAGAO”.
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MISSION OF THE COMPANY
“To dominate the food and beverage market in India through a profitable range of tasty yet healthy products.” Regarding the basis of setting mission and vision statement, Britannia gives top most priority to “customer satisfaction”, followed by quality, market leadership, increased profit variety, sales turnover and profit maximization. “Our markets are poised for exciting times. As a successful organization, we must not only keep pace with consumer expectation, but also anticipate them. Our new identity is to lay the base to project our future as a successful 'food' company, a company that provides high quality and tasty, yet healthy foods and beverages". -Nusli Wadia, Chairman, Britannia Industries Limited. "I conform to the view that there are three kinds of companies - those that watch things happen; those that make things happen; and those that wonder what happened. We certainly wish to make things happen…My personal commandment is Do unto others what you don't wish done unto you. It's not the big who swallow the small; it is the fast who swallow the slow". -Sunil Alagh, CEO, Britannia Industries Limited.
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OBJECTIVES OF THE COMPANY
The objectives of the Company are: ? Reduction in consumer complaints. ? To start documentation of market returns dealer wise. ? To empower the workmen on individual work area to ensure that only quality products are passed onto the next stage of production. ? Continuous training for the development of the human resources. ? To minimize the accident rate. ? Providing the minimum training base for manpower. 0
PRINCIPLES AND POLICIES OF THE COMPANY
The Principles and Policies of the Company are: ? Derives from the company mission, vision and cherished values. ? Build stronger bond between people. ? Generating motivation to excel. ? Enabling continuance learning and renewal of skills. ? Providing opportunities to perform and potential to growth. ? Generating a climate of trust, respect and team work. ? Installing a sense of pride and belongingness. ? Creating a happy climate for work. ? Providing a base for retraining of manpower.
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SOCIAL RESPONSIBILITY
Britannia recognizes its social responsibilities, and these are manifested in the following various ways: Tsunami Relief- The Britannia family responded to the process of relief and rehabilitation by voluntary donations from the employees that were matched with cash contribution by the company and given to the Indian Red Cross Society. The Company also supplied products and other articles of need to the affected people. Britannia – IMG- Britannia has been sporting the Indian Music Group at St Xavier College at Mumbai for 20 years now. The annual festival, which takes place around January, has been recognized as one of the most significant music festivals in the country. Apart from this it also support the Britannia IMG music centre in the college premises, which is a boasts of a splendid music library and listening facilities. Theatre- Britannia has been supporting theatre arts, a Bangalore-based company, for the production of high quality English theatre. The latest production, “the kiss of the Spiderwoman” was greeted with rave review in Bangalore. The Britannia Amritraj Tennis Scheme-This is a scheme sponsored by Britannia, which is committed to producing high quality tennis players of India. The scheme has already produced several champions such as Leander Paes who have brought laurels to the country. The scheme is fully residential program. Training is being provided by the highest quality coaches both Indian and from overseas.
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BRITANNIA-THE CORPORATE CITIZEN
Britannia constantly enriches the lives of so many people through its philanthropic efforts. Missionaries of Charity: Support has been consistently provided to the Missionaries of Charity (Mother Teresa) in Calcutta. A special programme called “ We Care” was run to provide opportunities to the under privileged. Donations of biscuits, uniforms etc. are provided regularly. Spastic’s Society of Karnataka: Britannia also supports the Spastic’s Society of Karnataka. In its continuous endeavour to contribute to society, the company brought forth a unique concept of redressing its regular stationery and donating the savings made on greeting cards to this worthy cause.
CORPORATE CULTURE OF BRITANNIA
The Company promotes: ? High degree of consumer satisfaction. ? Open, interactive, convivial (lively) and innovative work atmosphere. ? Result driven at all level but with sense of fairness. ? Development of employees and continues renewal of skills.
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ORGANISATION CHART
UNIT HEAD
SALES MANAGER PERSONNEL MANAGER STANDARDS MANAGER
FINANCE MANAGER
SYSTEM MANAGER PRODUCTION PLANNING MANAGER
Fig 1.1- The flowchart of Organization
PERSONNEL MANAGEMENT CHART
REGIONAL PERSONNEL MANAGER
PERSONNEL OFFICERS
SECRETARY TO R.P.MANAGER
ASSISTANT PERSONNEL OFFICERS
Fig 1.2- The flowchart of Personnel Department
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EXISTING ORGANISATION STRUCTURE OF THE COMPANY
The existing organization structure of Britannia Industries Ltd is divisionalised as follows: Unit Head Managers Officers Territory Sales Incharge Workers – – – – – 1 20 96 35 403
LABOUR UNIONS
There are two unions in Britannia Industries Ltd. 1) Mazdoor Union (Britannia Biscuit Co.). It is affiliated to Indian Trade Union Council (INTUC). 2) Karamchari Union (Britannia Industries Ltd.). It is affiliated to Central Industrial Indian Trade Union (CITU). The membership fee at each union is Rs 5/-. The terms and conditions are governed by long-term settlement for 3 yrs. The last settlement was done in 2001. There occurred little agitation at the time of settlement.
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PRODUCTS
BISCUITS BRAND CREAM TREAT CHEKKERS GOOD DAY NUTRI CHOICE MILK BIKIS TIGER MARIEGOLD LITTLE HEARTS 50-50 SNAX DESCRIPTION Sandwich Cream Biscuit Wafer Cream Biscuit Biscuits with Real Butter Health Biscuits Milk Biscuits Health Force Biscuits Semi sweet, Light, Teatime Biscuits Sugar Glazed Puffed Pastry Biscuits Sweet and Salt Crackers Flaky Salted Crackers
CAKES MERRI CAKE Single Slice Cakes Sliced Bar Cakes
BREAD PREMIUM BAKE Sliced Sandwich Bread Soft, White Bread
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PROBLEMS OF THE ORGANISATION IN RESPECT OF THE TRAINING NEEDS
The training department of the Company is confronted with the following problems: There is no regular training schedule for the officers and staff. The training given to the employees is not standardized. No work-study has been done on the requirement of training. No in-house training programmes have been conducted.
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SWOT ANALYSIS
The SWOT analysis of the company refers to the strengths & weaknesses inherent in the organization & the opportunities & threats faced by them from the environment, internal as well as external. This analysis is the foundation stone of the strategic planning process as well as short-term plans needed to attain the strategic objective of the organization. The analysis has been done in order to have a better understanding of the organization. The information given by the organization has been used to carry out the analysis. The strengths, weaknesses, opportunities & threats identified are enumerated as follows:
STRENGTHS:
? World’s second largest domestic biscuit manufacturer. ? The largest bakery company in India. ? The business structure is divisionalised to achieve a focus at the market. ? Highly advanced production facilities. ? High quality product with competitively low prices with proven results. ? In terms of training needs, the Company deputes its officers and staff regularly on various training programmes.
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WEAKNESSES:
? Very limited product exports. ? Limited product portfolio. ? In terms of training needs, the Company does not have systematic training policies.
OPPORTUNITIES:
? Vast market for the exports. ? Ample scope for the product diversification. ? Vast potential in tapping new sales territories. ? Scope for entering in the strong rural market. ? In terms of training needs, the Company can formulate in-house training programmes for its officers and staff.
THREATS:
? Severe competition from the existing competitors. ? Invasion of foreign brands in this segment. ? Competition from small scale regional players.
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? The Company may loose highly trained staff to its competitors.
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Chapter-2 Objectives and Methodology
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OBJECTIVES OF THE STUDY
The first & foremost step in any research work is to identify the problems or objectives on which the researcher has to work on. There are two types of objectives met in this study, as explained below:
OBJECTIVES
? To analyze the existing training practices, its effectiveness and recommend measures to improve the training practices in the organization. ? To study the frequency of training, training methods and their effects on the trainees and recommend certain measures for improvement. To understand the present practices enforced in respect of training at the personnel department and recommend any changes if necessary. To take feedback and analyze the level of satisfaction amongst the employees in respect of training activities and suggest alternatives.
?
?
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SCOPE OF THE STUDY
Training Effectiveness is the process wherein the management finds out how effective it has been at training and developing the employees in an organization. ? This study gives some suggestions for making the present training and development system more effective. ? It gives organization the direction, how to deal differently with different employees. ? It identifies the training & development needs present among the employees.
MANAGERIAL USEFULNESS OF THE STUDY
? The effectiveness of the training programmes can be established through this study. ? This study helps to understand, analyze & apply the core concepts of training in an organization. ? Managers would be able to identify the need of training for its employees. ? Managers would know what employees think of the training and development programmes and make changes if necessary.
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METHODOLOGY
Every project work is based on certain methodology, which is a way to systematically solve the problem or attain its objectives. It is a very important guideline and lead to completion of any project work through observation, data collection and data analysis.
According to Clifford Woody, “Research Methodology comprises of defining & redefining problems, collecting, organizing &evaluating data, making deductions &researching to conclusions.”
Accordingly, the methodology used in the project is as follows: ? Defining the objectives of the study ? Framing of questionnaire keeping objectives in mind (considering the objectives) ? Feedback from the employees ? Analysis of feedback ? Conclusion, findings and suggestions.
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SELECTION OF SAMPLE SIZE
The Company has a total strength of 96 officers and 403 workers. In order to take a reasonable sample size and not to disturb the functioning of the organization, a sample size of 20% of the total strength of the Company has been taken in order to arrive at the present practices of training in the Company. Accordingly, 20 Officers & 40 Workers have been selected at random from all the departments of the organization and feedback forms (questionnaire) have been obtained. The data has been analyzed in order to arrive at present training practices in the organization.
SAMPLING TECHNIQUE USED
The technique of Random Sampling has been used in the analysis of the data. Random sampling from a finite population refers to that method of sample selection, which gives each possible sample combination an equal probability of being picked up and each item in the entire population to have an equal chance of being included in the sample. This sampling is without replacement, i.e. once an item is selected for the sample, it cannot appear in the sample again.
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DATA COLLECTION
To determine the appropriate data for research mainly two kinds of data was collected namely primary & secondary data as explained below:
PRIMARY DATA
Primary data are those, which were collected afresh & for the first time and thus happen to be original in character. However, there are many methods of collecting the primary data; all have not been used for the purpose of this project. The ones that have been used are: ? Questionnaire ? Informal Interviews ? Observation
SECONDARY DATA
Secondary data is collected from previous researches and literature to fill in the respective project. The secondary data was collected through:
? Text Books ? Articles ? Journals ? Websites
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STATISTICAL TOOLS USED
The main statistical tools used for the collection and analyses of data in this project are:
? Questionnaire ? Pie Charts ? Tables
LIMITATIONS OF THE STUDY
The following are the limitations of the study: ? The sample size was small and hence the results can have a degree of variation. ? The response of the employees in giving information was lukewarm. ? Organization’s resistance to share the internal information. ? Questionnaire is subjected to errors.
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MEANING
Training is one of the processes required to turn new members of an organization into “productive insiders”. “Training is a process of transmitting and receiving information related to problem solving.” Halloram “Training is the international act of providing means for learning to take place.” Proctor and Thornton “Training is a means to educate somewhat narrowly mainly by instruction, drill and Discipline. It is referred as applying principally to the improvement of skills and hence to learning how to perform specific tasks.” Yoder “Training is being defined as an act of increasing the knowledge and skill of an employee for doing a particular job. It is concerned with imparting specific skills for particular purposes. Training is aimed at learning a skill by a prescribed method of application of a technique.” Tripth “Training is the formal procedure which a company utilizes to facilitate learning so that the resultant behaviour contributes to the attainment of the company’s goals and objectives.” Mc Ghee and Thayer Thus, training refers to the efforts made on the part of the trainer who facilitates learning on the part of the training to increasing skills knowledge and perfection in a specific task for efficiency economy and satisfaction. Upon reviewing the variety of definition of training available the following characteristics can be listed as key elements for effective training.
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? Effective training is the learning experience ? Effective training is a planned organizational activity ? Effective training is a response to identified needs. Training enables employees to demonstrate new concepts, build skills, solve difficult interpersonal relationship and technical problems or gain insight into behavior accepted as “the way things are”. A key assumption of training is that by giving employees skill and insight for identifying and defining organizational problems, individual will have greater capacity to change unproductive and unsatisfying organizational structures and processes. It is a catalytic process that depends largely on the abilities of informed and skilled members to develop their tools for charge. However, the individual abilities must be simultaneously supported by organizational accountability so that, participants use their abilities to the hilt to learn from the training programmes and transfer those learning to the workplace and is technically termed as the transfer of training effects. It is basically the process of increasing the knowledge and skills for doing a particular job; an organized procedure by which people gain knowledge and skill for a definite purpose.
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Chapter-3 Existing Training Activities in BIL
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TRAINING PROGRAMMES IN BIL
Britannia Industries Ltd follows the philosophy to establish and build a strong performance driven culture with greater accountability and responsibility at all levels. To that extent the Company views capability as a combination of the right people in the right jobs, supported by the right processes, systems, structure and metrics. The Company organizes various training and development programmes, both inhouse and at other places in order to enhance the skills and efficiency of its employees. These training and development programmes are conducted at various levels i.e. for workers and for officers etc. THE VARIOUS TRAINING PROGRAMMES ATTENDED BY THE OFFICERS OF BIL: S.no 1 2 3 4 5 6 7 Training programmes Baking with Soy Land Mark Seminar Contract Labour Lean Manufacturing Implementation Risk assessment in work place Productivity and Accomplishment Adv. Technology mgmt for prevention and control of 8 9 10 pollution Bearing Maintenance technology Good Auditing Practices HACCP/GMP/GHP 1 day 1 day 2 day 1 1 4 Officer Manager Officers Duration 2 days 1 day 1 day 2 days 1 day 2 days 2 days No. of participants 1 5 2 2 1 4 1 Designation Officer Manager, Officers Managers Managers Officer Officers Officer
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11 12 13 14 15 16 17 18
Occupational health and safety Sales training programme Assessment centre Landmark Forum Programme Excellence in Manufacturing by eliminating stock-outs XIV training programme in Biscuit manufacture Occupation and health Training for INKJET printer
2 day 3 days 2 days 3 days 2 days 4 days 2 days 4 days
1 3 16 7 3 4 1 7
Officer Sales territory Incharge Officers Managers, officers Officers Officers Officer Managers, officers
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VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE WORKERS IN BIL:-
S.no 1 2 3 4 5 6 7 8 9 10 11 12 13
Training Programmes ISO 9000 and ISO 14000 refresher programme Personality development Worker teacher’s day ISO 14000 awareness National safety day Fire fighting Worker’s participation in management Educational trip to Haridwar, Rishikesh, Dehradun Gemba- Kaizen workshop Security and fire fighting Positive approach Vipassana meditation Worker’s children- Workshop for young people, personality development
Duration 1 day 2 days 1 day ½ day 1 day ½ day 3 days 7 days 5 days 1 day 1 day 2 days 1 day
Conducted by Worker teachers Worker teachers Worker teachers Worker teachers Worker teachers Security officer Central board of worker’s association Worker teachers Kaizen institute Worker teachers Worker teachers Vipassana Sadhna Sansthan Shakuntala Anand
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TRAINING IN BRITANNIA INDUSTRIES LTD.
Britannia Industries Ltd. provides training to all its employees as per the policy of the organization. PURPOSE OF TRAINING: To ensure availability of trained manpower. SCOPE: All categories of employees in Biscuit plant.
FLOW CHART OF TRAINING PROCEDURE
Identification of Needs
Preparation of Training Plan
Imparting Training
Feedback
Induction Training
Training Effectiveness
Fig 4.1 The training procedure
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IDENTIFICATION OF NEEDS Management Staff The Performance Appraisal form of the organization has a section in which the training and development needs are filed up. The person whom the concerned employee is reporting fills the Performance Appraisal form annually. Such person may be a branch head or department head. Identification of training need is done at the Executive Office (EO) level for the managers through the Performance Appraisal forms annually and the records are maintained at the Executive Office. Managers are nominated for the various training courses by the Executive’s Office. Managers may also be nominated to certain training programmes from the branch if the subject’s covered are found to be of interest or if they offer a learning opportunity in some emerging areas of knowledge. Training needs for the department through their Performance Appraisal forms identifies the officers, which are filled in by the department head. The Performance Appraisal forms thus give the emerging training needs. This exercise is carried out annually. Staff and Workers Training needs for staff and workers are identified based on: Company’s strategy and policy. Organizational Thrust Areas. New Emerging Areas.
This together gives the consolidated system of needs that is prepared by the Personnel Officer and approved by the Department Head.
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PREPARATION OF TRAINING PLAN On the basis of identified training needs, the annual training calendar is prepared by the Personnel officer and approved by the Personnel Head. Annual Training Budget is prepared by Branch Personnel Head and is approved by Executive Office. This gives the final list of training activities in a particular year. It is attempted to carry out all the programmes to fulfill the identified needs. The Head of the Personnel Department monitors the actual training conducted vis-à-vis the identified training needs on a monthly basis. IMPARTING OF TRAINING Actual training is imparted with the help of in-house and outside agencies. The selection of these agencies is done on the basis of reputation; programmes offered by them, past experience and feedback received from the earlier participants. Training is also imparted by nominating the concerned employee for an external training programme. All records of the training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report. FEEDBACK A feedback is taken from the participants through a questionnaire on the programme and their impressions in order to further improve upon the same. There are three such questionnaires available and one of these is used depending upon the nature of the training programme and the level of participants. Also, a person from the personnel department sits through the final session of the programme and takes the verbal feedback about the programme.
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INDUCTION TRAINING Staff/ Officers/ Managers This is carried out as the very first step for any new entrant into the branch at the Staff/ Officer/ Manager level. The department prepares a schedule for the employee as per which he is required to spend specific time in each department. During such period, he is reporting to the respective department head. The objective of the induction programme is to familiarize the participant to the function of different department. The copies of the same are sent to the General Manager and all concerned. At the end of the induction, the trainee has to submit a report to the Personnel Department. Workers In the case of a new entrant, he is called in General shift for 2 days for training under a senior worker to familiarize him with the welfare facilities like card punching, canteen, public conveniences, rules and regulations, standing orders, shift timings, spell outs, medical facilities, leave procedures etc. After two days of training, he is deployed in the concerned department. The Personnel Officer organizes this. Management Trainee’s Training Management trainees are given a fortnight of induction programme. Corporate HR advises it as per Management Trainee Training programme designed by them. Thereafter, a detailed training programme is carried out whereby the incumbent is to understand in depth of working of each department at various locations as per the programme given by the Corporate HR. Corporate HR maintains all relevant records pertaining to Management Trainee’s training at Bangalore.
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TRAINING EFFECTIVENESS For each training programme conducted in-house for Britannia Delhi branch personnel, a training brochure is developed. The brochure developed consists of the following information: Programme objectives: Need of the training and what are the objectives that this training aims to achieve, what likely outcomes are expected to come out of impact of this training. Programme content: Topics being covered during the training. Methodology adopted. Programme faculty. Personnel to be covered. Training methodology. Training effectiveness criteria and scale.
The training effectiveness is measured by measurement of the achievement of the objectives. This lists down the measurement indicators, achievement of which will ensure that programme objectives are achieved. A person gets nominated for the training programme in the following two ways: a) Training programme flowing from the training needs. b) Training programme for testing out the training/ increased awareness/ general information/ omnibus training types etc. Training programmes flowing from training needs: The programmes are divided into three broad categories: Functional Behavioral General/ Omnibus programmes
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1. Functional: The outcome of the training is measured by comparing the data pretraining and post-training. A scale is developed for measuring the effectiveness of training based on the % achievement of the objectives. 2. Behavioral: The effectiveness of the training of this nature is measured annually. This is seen through the training need identification for the coming year for the employee. If the training need is repeated there, then the training provided is taken as ineffective. If the training need is repeated but with focus on a part of the need, then the training is partially effective. If not repeated, then the training is effective. 3. General: These are the training needs flowing directly from the organizational needs. Examples of these can be ISO 9000 training, ISO 14000 training and any awareness training. These are omnibus training programmes, which are run for a large number of employees. The effectiveness of the training is measured by: - Achievement of those organizational objectives within the time lines. - Number of audit issues raised on the areas covered in the training. - Any other such thing as defined in the training brochure. The effectiveness of the outside training programme is measured on the same line as above. However, no detailed brochure is prepared for the same. The measurement criterion for the programme is defined in the beginning of the programme and effectiveness measured against the same. A consolidated effectiveness report of the training programme is prepared at the end of the year. The programmes that are found to be ineffective are reworked. Training programme for testing out the training Also there are training programmes, which are not flowing directly from the training needs measurement of effectiveness of the training is not needed to be measured.
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TRAINING OF AN OFFICER
Identification of Training needs
Approval from the Personnel Department
Consolidation of Training needs
Annual Training Budget
Annual Training Calendar
Imparting Training
Collecting Feedback for Further Improvement
Monitoring of Actual Training vis-a-vis the Identified needs
Fig 4.2 Flowchart for Training of an Officer
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TRAINING OF A WORKER
Company Strategy and Policy
Approval from the Personnel Department
Organizational Thrust Areas
Identification Of Training needs
Annual Training Budget
New Emerging Areas
Consolidation Of Training needs
Imparting Training
Annual Training Calendar
Collecting Feedback for Further Training
Monitoring of Actual vs the Identified Training needs.
Fig 4.3 Flowchart for Training of a Worker
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Chapter- 4 Data Analysis
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1) How many training programmes have you attended in last 5 years? No. of Programmes 0-5 6-10 10-15 More than 15 Total No. of Respondents 8 5 4 3 20 % of Responses 40% 25% 20% 15% 100%
Moreth an 1 5 1 5 %
0 _5 4 0 %
1 0 _1 5 2 0 % 6 _1 0 2 5 %
INTERPRETATION 45% of the officers have attended 6-15 training programmes in the last 5 years, which is an indication of an effective training policy of the organization. However, 40% of the officers have attended only 0-5 training programmes, which needs to be evenly monitored by the organization.
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2) The programme objectives were known to you before attending it. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 5 7 3 1 4 20 % of Responses 25% 35% 15% 5% 20% 100%
m od e rate ly d is ag re e 5 %
s trong ly d is ag re e 2 0 %
s trong ly ag re e 2 5 %
can't s ay 1 5 %
m od e rate ly ag re e 3 5 %
INTERPRETATION 35% of the respondents moderately agree to the fact of knowing the training objectives beforehand, in addition to 25% who strongly agree. But a small population disagrees as 20% strongly disagree to this notion. Training objectives should therefore be made known compulsorily before imparting training in the organization. 3) The training programme was relevant to your developmental needs. Options No. of Respondents % of
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Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total
6 8 3 2 1 20
Responses 30% 40% 15% 10% 5% 100%
m od e rate ly d is ag re e 1 0 % can't s ay 1 5 %
s trong ly d is ag re e 5 %
s trong ly ag re e 3 0 %
m od e rate ly ag re e 4 0 %
INTERPRETATION 70% of the respondents feel that the training programmes were in accordance to their developmental needs. 15% respondents could not comment on the question and 15% think that the programmes are irrelevant to their developmental needs and the organization must ensure programmes that satisfy the developmental needs of the officers. 4) The period of training session was sufficient for the learning. Options Strongly agree Moderately agree Can’t Say No. of Respondents 6 4 4 % of Responses 31% 21% 21%
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Moderately Disagree Strongly Disagree Total
3 2 20
16% 11% 100%
s trong ly d is ag re e 1 % m od e rate ly 1 d is ag re e 1 6 %
s trong ly ag re e 3 1 %
can't s ay 2 1 %
m od e rate ly ag re e 2 1 %
INTERPRETATION 52% respondents feel that the time limit of the training programme was adequate but 25% feel that it was insufficient. Also, 21% could not comment on the question. All the respondents though felt that increase in time limit of the programmes would certainly be beneficial and the organization should plan for this to be implemented in the near future.
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5) The training methods used during the training were effective for understanding the subject. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 4 8 3 3 2 20 % of Responses 20% 40% 15% 15% 10% 100%
m od e rate ly d is ag re e 1 5 %
s trong ly d is ag re e 1 0 %
s trong ly ag re e 2 0 %
can't s ay 1 5 %
m od e rate ly ag re e 4 0 %
INTERPRETATION 40% of the respondents believe that the training methods used during the programmes were helpful in understanding the subject, yet 25% disagree to this notion. The organization should use better, hi-tech methods to enhance the effectiveness of the methods being used during the training programmes.
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6) The training sessions were exciting and a good learning experience. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 5 8 2 3 2 20 % of Responses 25% 40% 10% 15% 10% 100%
m od e rate ly d is ag re e 1 5 % can't s ay 1 0 %
s trong ly d is ag re e 1 0 %
s trong ly ag re e 2 5 %
m od e rate ly ag re e 4 0 %
INTERPRETATION 65% respondents believe that the training sessions were exciting and a good learning experience. 10% respondents could not comment on this while 25% differ in opinion. They feel that the training sessions could have been more exciting if the sessions had been more interactive and in line with the current practices in the market. 7) The training aids used were helpful in improving the overall effectiveness of the programme. Options No. of Respondents % of Responses
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Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total
4 5 7 3 1 20
20% 25% 35% 15% 5% 100%
m od e rate ly d is ag re e 1 5 %
s trong ly d is ag re e 5 %
s trong ly ag re e 2 0 %
can't s ay 3 5 %
m od e rate ly ag re e 2 5 %
INTERPRETATION 40% of the respondents believe that the training aids used were helpful in improving the overall effectiveness, yet 20% disagree to this notion. 35% respondents did not comment on the issue. Yet the total mindset of the respondents was that the organization should use better scientific aids to enhance the presentation and acceptance value of the training programme. 8) The training was effective in improving on- the- job efficiency. Options Strongly agree Moderately agree Can’t Say Moderately No. of Respondents 3 6 4 4 % of Responses 15% 30% 20% 20%
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Disagree Strongly Disagree Total
3 20
15% 100%
s trong ly d is ag re e 1 5 % m od e rate ly d isag re e 2 0 % can't s ay 2 0 %
s trong ly ag re e 1 5 % m od e rate ly ag re e 3 0 %
INTERPRETATION 45% respondents believe that the training programmes increase their job efficiency but 35% disagree to this. The view of the respondents were towards having more technological and current topics for the training programmes which could help them satisfy their creative urge and simultaneously increase their on-the-job efficiency.
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9) In your opinion, the numbers of training programmes organized during the year were sufficient for officers of BIL. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 2 3 5 2 8 20 % of Responses 10% 15% 25% 10% 40% 100%
s trong ly d is ag re e 4 0 %
s trong ly ag re e od e rate ly 1 0 % m ag re e 1 5 % can't s ay 2 5 %
m od e rate ly d is ag re e 1 0 %
INTERPRETATION 25% respondents have the opinion that the frequency of the training programmes is sufficient but 50% of the respondents differ to this. They believe that the number of training programmes organized in a year should be increased and some in house training programmes should also be organized by the organisation regularly. 10) Please suggest any changes you would like to have in the existing training programmes.
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The major suggestions for changes in the existing training programmes are as follows:? The frequency of the training programmes organized in a year should be increased. ? The duration of the training sessions should be amplified. ? New programmes for personal as well as professional development of the officers should be developed. ? Officers should be referred for the training programmes as per their developmental needs. ? The training programmes should be organized outside the office in order to avoid disturbance in the work. ? Some training sessions should also be organized in house for the officers who find it difficult to attend them if held outside the office premises. ? Better presentation technologies should be used in order to increase the effectiveness of the programmes. ? The course curriculum for the training programmes should be current in terms of the new developments in the world.
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1) How many training programmes have you attended during the last year? No. of Programmes Upto 2 3-5 6-8 More than 8 Total No. of Respondents 25 10 4 1 40 % of Responses 62% 25% 10% 3% 100%
6 _8 1 0 % 3 _5 2 5 %
Moreth an 8 3 %
Up to2 6 2 %
INTERPRETATION 35% of the workers have attended 3-8 training programmes in the last year, which is the clue of a useful training policy of the organization. However, 62% of the workers have attended only 0-2 training programmes, which should be effectively seen by the organization. Also, every worker should be given chances to attend as many training programmes as possible.
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2) The training given is useful to you. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 19 10 5 5 1 20 % of Responses 47% 24% 13% 13% 3% 100%
m od e rate ly d is ag re e 1 3 % can't s ay 1 3 % m od e rate ly ag re e 2 4 %
s trong ly d is ag re e 3 %
s trong ly ag re e 4 7 %
INTERPRETATION 71% of the respondents feel that the training programmes were useful. 13% respondents could not comment on the question and 16% think that the programmes were irrelevant to their objective of being useful. The organization must ensure programmes that are useful and prove to cater to the developmental needs of the workers.
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3) The time limit of the training programme was sufficient. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 7 14 5 6 8 40 % of Responses 18% 34% 13% 15% 20% 100%
s trong ly d is ag re e 2 0 % m od e rate ly d is ag re e 1 5 % can't s ay 1 3 %
s trong ly ag re e 1 8 %
m od e rate ly ag re e 3 4 %
INTERPRETATION 42% respondents feel that the time limit of the training programme was adequate but 35% feel that it was insufficient. Also, 13% could not comment on the question. All the respondents though felt that increase in time limit of the programmes would certainly be advantageous and the organization should take some steps in this direction. 4) The time limit of the training programme, if increased would make it more effective. Options No. of Respondents % of
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Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total
18 8 4 8 2 40
Responses 45% 20% 10% 20% 5% 100%
m od e rate ly d is ag re e 2 0 % can't s ay 1 0 %
s trong ly d is ag re e 5 % s trong ly ag re e 4 5 %
m od e rate ly ag re e 2 0 %
INTERPRETATION 65% respondents feel that the increase in the duration of the training programmes would be beneficial but 25% differ to this opinion. Going by the majority, the organisation should make required changes to increase the duration of the programmes and also take the opinion of the workers to have an effective training session.
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5) The training was effective in improving your on-the-job efficiency. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 15 10 5 6 4 40 % of Responses 37% 25% 13% 15% 10% 100%
m od e rate ly d is ag re e 1 5 %
s trong ly d is ag re e 1 0 %
s trong ly ag re e 3 7 %
can't s ay 1 3 %
m od e rate ly ag re e 2 5 %
INTERPRETATION 62% respondents believe that the training programmes increase their job efficiency but 25% disagree to this. The respondents were of the opinion that having current topics for the training programmes and also some sessions by an external faculty would help them increase their on the job efficiency.
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6) The training aids used were effective in improving the overall effectiveness of the programme. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 10 4 12 8 6 40 % of Responses 25% 10% 30% 20% 15% 100%
s trong ly d is ag re e 1 5 % m od e rate ly d is ag re e 2 0 %
s trong ly ag re e 2 5 % m od e rate ly ag re e 1 0 % can't s ay 3 0 %
INTERPRETATION 35% respondents believe that the training aids were effective in improving the overall efficiency of the programme. Contrary to this, 35% disagree and 30% could not comment on the issue. The organization should ensure positive awareness about the training aids used. Also, the use of better presentation aids should be facilitated.
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7) The number of training programmes organized for workers in a year are sufficient. Options Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total No. of Respondents 7 6 4 15 8 40 % of Responses 18% 15% 10% 37% 20% 100%
s trong ly d is ag re e 2 0 %
s trong ly ag re e 1 8 % m od e rate ly ag re e 1 5 % can't s ay 1 0 %
m od e rate ly d is ag re e 3 7 %
INTERPRETATION 33% respondents believe that the number of training programmes organized in a year are sufficient, but a majority of 57% disagrees to this. The organization should ensure multiple programmes for the workers and hence enable them in improving their skills and knowledge. 8) The participation of workers in training programme would help increase its effectiveness. Options No. of Respondents % of
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Strongly agree Moderately agree Can’t Say Moderately Disagree Strongly Disagree Total
20 9 5 4 2 40
Responses 49% 23% 13% 10% 5% 100%
m od e rate ly d is ag re e 1 0 % can't s ay 1 3 % m od e rate ly ag re e 2 3 %
s trong ly d is ag re e 5 % s trong ly ag re e 4 9 %
INTERPRETATION 72% respondents feel that participative and interactive training session could provide more awareness and knowledge in a small span of time as compared to classroom teaching. 13% respondents could not comment on this and 15% disagree to it. 9) Please suggest any changes you would like to have in the existing training programmes. The major suggestions for changes in the existing training programmes are as follows:? The workers were of the opinion that external faculty should be appointed for the training programmes.
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? The period of the training sessions should be augmented. ? The rate of the training programmes organized in a year should be increased. ? Every one should get a chance to attend the training programmes. ? Documentaries and other films relating to issues of motivation, team building should be screened. ? Practical examples should be used to make things easy to understand during the training sessions. ? Better technological aids and methods should be used to make the training sessions exciting.
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Chapter- 5 Findings & Recommendations
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FINDINGS
The major findings of the project are enumerated as follows: ? Training is considered as a positive step towards augmentation of the knowledge base by the respondents. ? The objectives of the training programmes were broadly known to the respondents prior to attending them. ? The training programmes were adequately designed to cater to the developmental needs of the respondents. ? Some of the respondents suggested that the time period of the training programmes were less and thus need to be increased. ? Some of the respondents also suggested that use of latest training methods will enhance the effectiveness of the training programmes. ? Some respondents believe that the training sessions could be made more exciting if the sessions had been more interactive and in line with the current practices in the market. ? The training aids used were helpful in improving the overall effectiveness of the training programmes. ? The training programmes were able to improve on-the-job efficiency. ? Some respondents also recommended that the number of training programmes be increased.
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RECOMMENDATIONS
Based on the data collected through the questionnaire and interactions with the Officers and Workers of BIL the following recommendations are made for consideration: ? The organization may utilize both subjective and objective approach for the training programmes. ? The organization may consider deputing each employee to attend at least one training programmes each year. ? The In-house training programmes will be beneficial to the organization as well as employees since it will help employees to attend their official work while undergoing the training. ? The organization can also arrange part time training programmes in the office premises for short durations, spanning over a few days, in order to avoid any interruption in the routine work. ? The organization can arrange the training programmes department wise in order to give focused attention towards the departmental requirements.
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BIBLIOGRAPHY
BOOKS
? ? ? ?
Training in Practice Human Resource Management Human Resource Management Human Capital
Blackwell C.B.Gupta T.N.Chabra Journal
SITES
www.google.com www.wikipedia. encyclopedia.com
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ANNEXURE
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QUESTIONNAIRE
Designation: __________________ Department: __________________
Please rate the questions (where applicable) on the scale of 1-5 where the numerals signify the following:5- Strongly Agree 4- Moderately Agree 3- Can’t Say 2- Moderately Disagree 1- Strongly Disagree 1) How many training programmes have you attended during the last 5 years? ¨ 0-5 ¨ 11-15 ¨ 6-10 ¨ More than 15
2) The programme objectives were known to you before attending it. ……………………………………………………………………………… ……………………………………………………………………………… 3) The training programme was relevant to your developmental needs. ……………………………………………………………………………… ……………………………………………………………………………… 4) The period of training session was sufficient for the learning. ……………………………………………………………………………… ………………………………………………………………………………
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5).The training methods used during the training were effective for understanding the subject. ……………………………………………………………………………… ……………………………………………………………………………… 6) The training sessions were exciting and a good learning experience. ……………………………………………………………………………… ……………………………………………………………………………… 7) The training aids used were helpful in improving the overall effectiveness of the programme. ……………………………………………………………………………… ………………………………………………………………………………. 8) The training was effective in improving on-the-job efficiency. ……………………………………………………………………………… ……………………………………………………………………………… 9) In your opinion, the number of training programmes organized during the year were sufficient for officers of BIL. ……………………………………………………………………………… ……………………………………………………………………………… 10) Please suggest any changes you would like to have in the existing training programmes. ……………………………………………………………………………… ……………………………………………………………………………… ……………………………………………………………………………… ………………………………………………………………………………
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