SUMMER INTERNSHIPPROJECT ON

STUDY AND CONDUCT OF TRAINING NEED ANAYSISAT

NESTLE INDIA LTD., MOGA

Submitted in the partial fulfilment of the requirement of the master degree in commerce of Goswami Ganeshdatta Sanatana Dharma College, Panjab University, Chandigarh.

SUBMITTED BY: SUBMITTED TO:

Priyanka Sood Mrs. Rupika Singh

M.Com Assistant Manager

2nd Sem Nestle Moga

ACKNOWLEDGEMENT:

Working on “Study and conduct of Training Need Analysis” was a highly enriching experience for me. The project involves a study of the existing training practices & frameworks, evaluation of the same & developing improved & improvised models for effectiveness.

I would love to thank my parents & family firstly, for their support for me all the times. Then, I would like to express my deepest gratitude to my esteemed trainer and guide Ms. Aditi Doda, who gave me the direction to do the project in desired way. She taught me all the related concepts very clearly.

I would also like to express my thanks to Mr. Jasbir Singh Saini, who is highly experienced in this field. He gave solution to all my problems in a very patient way & taught me many new things..

During my training in Nestle India Ltd., Moga Factory, I also got chance to work with Mrs. Rupika Singh, who is very innovative & talented in her field.

Lastly, I would also like to thank all other representatives of the Co. for sharing their knowledge & their constant & unstinted support without which this project would not have borne fruits of success.

Priyanka Sood

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EXECUTIVE SUMMARY:

Training is one of the most important aspects these days in the different sectors. Human resource is the most important resource in an organisation. It is an important ‘M’ among five ‘M’s i.e. Man, Machinery, Money, Materials & Methods.

Man is the only resource, which is live & can think of its own. It plans & controls the other four ‘M’s. So, by developing human resource means the overall development of organisation & its systematic functioning. This development of Human Resource can be done by imparting effective training to them, so that they can cope with the changing environment.

To take competitive advantage, training must be provided not only to new employees, but also to the existing employees so that their efficiency can be improved.

So, I make a research on this concept regarding the training needs analysis of the officers & senior officers of Nestle India Ltd. – Moga Factory.

In this study, I collected the secondary data about the strengths & weaknesses of the employees on the basis of their performance appraisal. On this basis, various training programmes were suggested for them for further improvements. Further, I make training calendar to simplify their training needs and for the better understanding of third person.

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CONTENTS:

This project contains various contents, which can be easily understood as follows:

S.No. Particulars Page No.

1 Company Profile 6-18 1.1 Nestle History 6-12 1.1.1 Nestle Founder 7 1.1.2 Nestle Logo 8 1.1.3 Nestle Products 9-11 1.1.4 Nestle SAR Region 12 1.2 Nestle India 13-16 1.2.1 Nestle Head Office 13 1.2.2 Nestle Branches 14 1.2.3 Nestle Factories 14-16 1.3 Nestle Moga 17-18 1.3.1 Nestle Moga History 17 1.3.2 Present Nestle Moga 18 1.3.3 Moga Factory Vision 18

2 Human Resource 19-20

3 Training 21-27 3.1 Introduction to Training 21 3.2 Need for training 22 3.3 Types of Training 23-24

4 Training Need Analysis 25

5 Nestle Moga Human Resource 26-28

5.1 Organogram of Nestle Noga HR 26-27

5.2 Principle of 70:20:10 in Nestle 28

6 Research 28-32 6.1 Research Introduction 29 6.2 Research Objectives 30 6.3 Research Methodology 30-31 6.3.1 TNA Methodology 30-31 6.4 Research Design 32-33

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7 Research Analysis-TNA 34-55 7.1 Introduction to TNA 35 7.2 TNA in Nestle 36-37 7.3 TNA Target Areas in Nestle 38

7.4 Need for TNA in Nestle 39

7.5 Method used in Nestle for TNA 40-41

7.6 Steps for TNA 42-56 7.6.1 Selection of employees 43-44

7.6.2 Collection of data 45

7.6.3 Identification of strengths & weaknesses 46

7.6.4 Suggesting training programmes 46-51

7.6.4.1 Communication skills for success 47

7.6.4.2 Innovation & Renovation 47 7.6.4.3 Negotiation skills 48 7.6.4.4 Time management 48 7.6.4.5 Advance Excel Skills 49 7.6.4.6 Advance PowerPoint Skills 49 7.6.4.7 Coaching/Mentoring 50 7.6.5.8 Problem Solving Skills 50 7.6.4.9 Communication skills for assertiveness 51 7.6.4.10 Communication skills for presentation 51 7.6.5 Giving Remarks 52 7.6.6 Preparing training Calendar 52-53 7.6.7 Department wise identification of training needs 53 7.6.8 Age wise analysis 54 7.6.9 Experience wise analysis 55

7.6.10 Graphic presentation of training needs 56

8 Conclusion 57

9 Recommendations 58

10 Bibliography 59

1. COMPANY PROFILE:

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1.1 Nestle History:

Nestlé began in Switzerland in the mid 1860s. Nestle was founded in 1867 in Geneva, Switzerland by Henri Nestle.

Nestlé S.A. is the largest food and nutrition company in the world, founded and headquartered in Vevey, Switzerland. Nestlé originated in a 1905 merger of the Anglo-Swiss Milk Company, which was established in 1867 by brothers George Page and Charles Page, and the Farine Lactée Henri Nestlé Company, which was founded in 1867 by Henri Nestlé.

Nestlé has Swiss roots and it’s headquarter is in Switzerland. More than 70% of the citizens work in Vevey. The top management of the Vevey headquarter comes from almost seven countries. Nestle is one of the world’s largest food manufacturing company. The 50% of the shareholders are non-Swiss and belong to other parts of the world. About 98% of the sales are made in the rest of the world and only 2% in Switzerland.

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1.1.1 Nestle Founder:

Nestle was founded by Sir Henry Nestle in 1867.

Sir Henry Nestle was a great German Scientist who was born on 10 th Aug. 1814 in Frankfurt am Main, Germany. His actual name was Heinrich Nestle. He changed his name to Henry Nestle when he moved to a French-speaking area of Switzerland. He founded Nestle in 1867. He retired in 1874, only seven years after founding his company. He died on 7 th July 1890 due to heart failure in Glion, Switzerland.

Henry Nestle developed an infant formula in 1867, which was meant for kids in the areas, where infant mortality rate was very high.

In a very less passage of time, in 1874, he was exporting this product to 18 countries on five continents. In 1875, a group of businessmen from Vevey brought the business from him & thus created a limited society.

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1.1.2 Nestle Logo :

The logo of Nestle has been changing since a very long time. These changes have been shown as:

In 1868

In 1875

In 1938

In 1966

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1988 onwards.

Today, Nestle is the world's largest and most diversified food company. It has around 2,50,000 employees worldwide, operated 500 factories in approximately 100 countries and offers over 8,000 products to millions of consumers universally.

Some of the famous brands of Nestle are NESCAFE, MAGGI, MILKYBAR, MILO, KIT KAT, BAR-ONE, MILKMAID, NESTEA, NESTLE MILK, etc.

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1.1.4 Nestle SAR Region:

Nestle is basically divided into three major regions that are:

AOA

AMS

EUR

Further, these regions are divided into sub-regions. India comes in Nestle SAR region, which is a sub-region of AOA.

Under SAR region, there are three countries:

India

Bangladesh

Srilanka

Pakistan is a part of AOA, but does not comes under Nestle SAR region.

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1.2 Nestle India: The Nestle India is a very important and one of the oldest industries. It is the most reputed industry of India.

Nestlé India is a subsidiary of Nestlé S.A. of Switzerland. With seven factories and a large number of co-packers, Nestlé India is a vibrant Company that provides consumers in India with products of global standards and is committed to long-term sustainable growth and shareholder satisfaction.

In India, Nestle started in 1912 as a trading house & the manufacturing started in 1961 in Moga Factory.

The Company insists on honesty, integrity and fairness in all aspects of its business and expects the same in its relationships. This has earned it the trust and respect of every strata of society that it comes in contact with and is acknowledged amongst India's 'Most Respected Companies' and amongst the 'Top Wealth Creators of India'.

Its head office in India is in Gurgaon with four branches and seven factories.

1.2.1 Nestle Head office:

Nestle India is a subsidiary of Nestle S.A. of Switzerland. Nestle India manufactures a variety of food products such as infant food, milk products, beverages, prepared dishes & cooking aids, and chocolates & confectionary.

Its head office is in Gurgaon.

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1.2.2 Nestle Branches :

Today, Nestlé India has presence across India with 7 manufacturing facilities and 4 branch offices spread across the region. These four branches of Nestle are as follows:

DelhiMumbaiChennaiKolkata

1.2.3 Nestle Factories:

Nestlé India’s first production facility, set up in 1961 at Moga (Punjab), was followed soon after by its second plant, set up at Choladi (Tamil Nadu), in 1967. Consequently, Nestlé India set up factories in Nanjangud (Karnataka), in 1989, and Samalkha (Haryana), in 1993. This was succeeded by the commissioning of two more factories - at Ponda and Bicholim, Goa, in 1995 and 1997 respectively. The seventh factory was set up at Pantnagar, Uttarakhand, in 2006.

Moga Factory in 1961 Chalodi (Tamilnadu) in 1967

Nanjangud (Karnataka) in 1989 Samalkha (Haryana), in 1993

Ponda (Goa) in 1995 Bicholim ( Goa) in 1997

Pant Nagar ( Uttarakhand).

1.2.3.1 Nestle Moga Factory: manufactures Maggi, sauce, cerelac, tastemaker, milk products.

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1.2.3.2 Nestle Chalodi Factory: Manufactures Tea.

1.2.3.3 Nestle Nanjungad factory: Manufactures Coffee & established a new plant for manufacturing Maggi

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1.2.3.4 Nestle Samalkha Factory: Manufactures Cerelac

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1.2.3.5 Nestle Ponda Factory : Manufactures chocolates.

1.2.3.6 Nestle Bicholim Factory: Manufacture culinary products.

1.2.3.7 Nestle Pant Nagar Factory : Manufactures Maggi.

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1.3 Nestle Moga Factory:

1.3.1 Nestle Moga- History:

Nestle Moga is an international level factory. It was the first factory, which was established in India. It was established in 1962. In Moga, it started working in 1961 with a collection of milk from 180 farmers. It has substantially expanded its operations with over 85000 farmers in its own milk district. Milk Collection Tanks were established by the Nestle Co. to preserve the quality of milk.

Besides this, milking machines were provided to the farmers having large dairies farms. Framers were also advised on good feeding & breeding practices. Nestle support goes further with the construction of facilities for drinking water in village schools.

Nestle Moga Factory started as:

In 1959 Nestlé took a decision to establish a milk-processing factory in this region on Govt. of India’s invitation. The credit of bringing this town on the industrial map of the world goes to Nestlé.

Nestle started its humble beginning at Moga in 1961. At that time, it received 511 kgs. Of milk from about 4 villages & 180 farmers.

In 1989, Nestle was changed to Nestle India Ltd.

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1.3.2 Present Moga Factory : Presently Moga factory looks like:

Moga is located in the state of Punjab, about 400 Kms North of New Delhi

The Moga factory started production in 1962. The entire range of Milks, Culinary products & Cereals products are manufactured here.

It employs around 2692 people. Also today it is receiving 14,00,000 kgs. of milk from the farmers & nearby villages everyday.

1.3.3 Moga factory Vision:

The Moga factory has its vision towads:

“Heads and Hearts working together for Excellence…..”

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2. HUMAN RESOURCE:

Human Resource Management (HRM) is the function within an organization that focuses on recruitment, management, and providing direction for the people who work in the organization. HR is an administrative discipline of hiring & developing employees, so that they become more valuable to the organisation.

Human Resource is the main asset in any organisation. Human Resource is the resource that resides in the knowledge, skills & motivation of people. Human resource is the least mobile of the four factors of production & it improves with age & experience. It is therefore regarded as the scarcest & most crucial productive resource that creates the largest & longest lasting advantage for any organisation.

Therefore, HRM is the management of employees in an organisation. It starts with planning for people and extends to the satisfaction of employees and organisation.

The scope of HRM in is:

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Manpower Planning

Job Analysis

Recruitment & Selection

Compensation & Benefits

PMS (Performance Management System)

Training & Development

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IR (Industrial Relations) / ER (Employee Relations)

Retention & Attraction

Employee Engagement

Admin (Travel, Guest House Bookings etc.)

Employee Services

OD (Organisation Development)

3. TRAINING:

3.1 Introduction to Training:

The term ‘Training’ refers to the acquisition of knowledge, skills & competencies as a result of teaching of vocational or practical skills & knowledge that relates to specific useful competencies. It forms the core of apprenticeships &provides the backbone of content at institutes of technology.

Training is a process whereby an individual acquires job related skills & knowledge. Training takes place at various points & places in a business. Commonly, training is required to:

• Support new employees ( Induction training)• Improve productivity• Increase market effectiveness• Introduction of new technology, system or any other change • Support employees progression & promotion

Effective training has the potential to provide a range of benefits for a business in terms of:

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In other words, Training is an activity, which leads to skilled behaviour. Therefore, training is the result of good upbringing.

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Higher Quality,

Better Productivity,

Better recruitment & employee retention,

Less supervision required,

Easy to implement changes in a business, etc.

3.2 Need for Training:

In any organisation, Training is must and is required at each & every stage. It helps in all-round improvement of employee’s performance. Training is very useful because it helps in:

Optimum use of human resources: Training helps in optimising the utilisation of human resources that further helps the employees in achieving the organisational goals as well as their individual goals.

Development of human resources: Training helps to provide an opportunity & broad the structure for the development of human resources technical & behavioural skills in an organisation. It also helps the employees in attaining personal goals.

Development of personal skills of employees: Training helps in increasing the job knowledge & skills of employees at each level. It helps to expand the horizons of employee’s skills & knowledge.

Therefore, in every organisation training occupies an important place.

Effective training start with a “Training Strategy”. The three stages of a training strategy are:

In other words, training helps in improving the ability of employees in performing their tasks & achieving their personal & organisational goals.

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Identify the skills & abilities needed by employees

Draw up an action plan to show how investment in training will help meet business goals & objectives

Implement the plan, monitoring progress & training effectiveness

3.3 Types of Training :

All the training methods can be grouped in two categories:

Training methods for operators &Training methods for managers

a) Training methods for operators: Under these methods the new employee is assigned to a specific job at a machine or workshop or laboratory. He is instructed by an experienced employee or by a special supervisor who explains to him the method of handling tools, operating the machines etc. These methods can further be divided as under:

Vestibule Training: This method involves the creation of a separate training centre within the plant itself for the purpose of providing training to the new employees. An experienced instructor is put in-charge of this training. Machines and tools are also managed in the training centre, so as to create working conditions similar to those in the workshop.

Apprenticeship Training : This method of training is meant to give the trainee sufficient knowledge and skill in those trades and crafts in which a long period of training is required for gaining complete proficiency theoretically as well as practically. Generally, the trainees work as apprentices under the direct supervision of experts for long periods of say, two to seven years. This method is very expensive and also there is no guarantee that a trained worker will continue to work in the same concern after the training is completed.

Internship Training: This method of training is generally provided to the skilled and technical personnel. The object of this type of training is to bring about a balance between theoretical and practical knowledge, under this method, students from a technical institution possessing only theoretical knowledge are sent to some business enterprise to gain practical work experience

b) Training methods for managers: Executive talent is the most important asset which a company can posses. Following are the main training methods of employers:

Observation Assignment :- Under this method, the newly recruited executive called "understudy" is made an assistant to the current job holder. He learns by experience, observation and imitation.

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Position Rotation :- Under this method, the trainee executive is rotated among different managerial jobs. This not only broaden and enriches his experience as a manager but also enables him to understand inters departmental relations and the need for co-ordination and co-operation among various departments. 

Serving on Committees :- Another important method of training on an executive is to make him serve on a committee. While serving on a committee, the executive comes to learn not only the various organizational problems, views of senior and experienced members, but also learns how a manger should adjust himself to the overall needs of the enterprise.

Conference and Seminars :- Often an executive is deputed to attend a conference, seminar or workshop to receive a quick orientation in various areas of Management with which he might be unfamiliar. One advantage of this type of training is that all the participants coming from different organizations get an opportunity to pool their ideas and experience in attempting to solve mutual problems.

Case Study :- A case is a written account seeking to describe an actual situation. Discussion on a case requires a capable instructor, so that meaningful learning experiences occur. In this method, the entire problem is presented to the trainees.

Incident Method :- In the incident method only a brief incident is presented to provoke discussion in the class. The group then puts questions to the instructor to draw out of him the salient facts and additional information, needed to arrive at a reasonable solution or resolution of the case.

Role Playing :- The situation is usually one involving conflict between people. The role players attempt to act the parts as they would behave in a real life situation, so that they can solve their problems with greater confidence.

Laboratory Training (or Sensitivity Training) (T group Training): This type of training is designed to increase the managers understanding of himself and of his own impact on others. The training takes the form of a group discussion, and through a leader trained in the technique is present, the group may decide on the subject of discussion or suggest changes in procedure.

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4. TRAINING NEEDS ANALYSIS: Training need analysis is an integral part of Training in any organisation. TNA is a system by which the training requirements of the employees of an organisation can be determined with the help of different methods. It is of vital importance in any organisation.An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action.

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5.NESTLE MOGA HUMAN RESOURCE:

5.1 Organogram of Human Resource Department of Nestle Moga Factory:

The organisation of Human Resource Dept. is very crucial. Everyone in the department is liable to report him on any issue. He has the supreme authority in the factory.

The Nestlé policy is to hire staff with personal attitudes and professional skills enabling them to develop a long-term relationship with the company. Like any other organisation, in Nestle India Ltd. also Human Resource is considered as the most important resource. A separate department is employed for taking care of the entire manpower in the organisation. This dept. is responsible for meeting the manpower needs of the organisation. Here the Human Resource Management is considered not only for making the employees beneficial to the organisation, but also for the all round development & satisfaction of employees and their family welfare.

The organisation structure of human resource dept. in Nestle Moga factory can be classified as:

1. Recruitment & Selection: Recruitment is the process of attracting more and more competent people towards the organisation i.e. it is a positive approach. The selection is the process of attaining most suitable persons from those recruited earlier and hence it is a negative approach

2. Training & Development:- Training is very important for the new employees as well as for the existing employees in order to cope with the changing technology and

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Classification of Human Resource Department:

Human Resource Manager

Factory Manager

Employee Relation

Employee Welfare

Technical Training

Training & Development

Recruitment & Selection

global conditions. Development is also must for all the employees in an organisation. The overall development of employees is the main focus of Nestle human resource department. So, training & recruitment section is under the supervision of one manager.

3. Technical Training: In Nestle Moga Factory, Technical training is also imparted to nestle employees. It is the core technical part of training, which is given to the workers for doing production activities. It is concerned with the safety of employees.

4. Employee Welfare: Employee Welfare is very important concern in Nestle. Employees are considered as very valuable and scarce resource. Therefore, the main motive of human resource dept. is to satisfy the employees. The welfare of employees cannot be separated from employee satisfaction. So,

Employee Relation: Having healthy relations with employees is very important in every organisation. To have such good relations with employees, a separate Employee Relations dept. is formed in Nestle Moga Factory and includes:Employee Services: It includes Laundry, Canteen, distribution of uniform, shoes, summer vest etc.Pay Roll & Time Office: Time office includes attendance of employees, overtime etc. & Pay Roll includes salary structure & any payment related with salary etc.Security: It is for the security purpose of employees.

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5.2 Principle of 70:20:10 in Nestle:-

Training is an important concept which leads to ultimate learning. But to what extent this learning is effective, is based on the principle of 70-20-10.

i.e.

It means:

Only 10% a person learns from the education he/she receives:ProfessionalBooksE-LearningFormal Training

Then 20% learns from the relationships made by him:Role ModelsCoachingMentoring

The major 70% he learns from his personal experience:Start up/Shut down assignmentsJob Change/ Job RotationSpecial JobsDevelopment in role “On the Job”

Therefore, Nestle India Ltd. tries to cover the 70% of learning of employees, so their developed to the maximum extent & maximum of the learning capacity is utilised by the training programmes.

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70%

Personal Experience

20%

Relationships

10%

Education

6. RESEARCH:

6.1 Research Introduction :

Research can be defined as the search for knowledge, or as any systematic investigation, with an open mind, to establish novel facts, solve new or existing problems, prove new ideas, or develop new theories, usually using a scientific method. Research is finding out what you don't already know. Research is the systematic process of collecting and analyzing information to increase our understanding of the phenomenon under study.

No one knows everything, but everybody knows something. However, to complicate matters, often what you know, or think you know, is incorrect.

There are two basic purposes for research: to learn something, or to gather evidence. The first, to learn something, is for your own benefit. It is almost impossible for a human to stop learning.

THREE TYPES OF RESEARCH Pure Research

Original Research

Secondary Research

Directed & Non-directed research

The project that I have covered during my training period in Nestle Moga factory comes under secondary research, as I am not the first person to do this. In this I have studied about the training need analysis of officers & senior officers of employees by analysing their strengths & weaknesses during their job performance in a year.

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6.2 Research objective:

There are 5 general objectives that research –1. description2. explanation3. forecasting4. control5. Modelling

The objective of training needs analysis done in Nestle India Ltd. Is to identify the training requirements of nestle employees working there, so that their efficiency level can be improved in order to make them able to take up & perform on their jobs.

6.3 Research Methodology:

It is a system of principles or methods of procedure, which are used to accomplish the research objectives. It is the section of a research proposal in which the methods to be used are described. The methodology that has been followed during the research on TNA of Nestle employees starts from the selection of employees till the identification of training needs on individual basis.

6.3.1 TNA Methodology:

While preparing TNA, a definite methodology is followed i.e.a) Collection of data: Firstly data was collected of nestle employees of their

strengths, weaknesses & various areas to be improved. This is done on the basis of performance appraisal by their employers.

b) Analysis of strengths & weaknesses: Then the strengths & weaknesses of employees is analysed to know their requirements for different training programmes.

c) Identifying basic training needs: Then the different training requirements are identified according to the strengths & weaknesses of the employees.

d) Grouping the employees under specific training needs: Then the employees are grouped under different training heads. These training programmes are made according to the requirements of nestle factory training policy.

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e) Identifying the no. of persons under different training heads: The next step is to identify the no. of persons under different training heads, so as to make arrangement for training programme.

f) Developing training tables for different training heads: Then different training tables are prepared.

g) Making training graph: Then a training graph is prepared which shows the graphical presentation of training requirements of different persons & the no. of persons under particular training heads.

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Collection of data

Analysis of strengths & weaknesses

Identifying basic training needs

Grouping employees under different training heads

Identifying the no. of persons under different training heads

developing training calender

Developing training graph

6.4 Research design :

This is the next stage after completion of Training Needs Analysis - preparing a design document. It is a blue print of the entire training program that will be conducted. The Design Document will consider all objectives, learning strategies, various sessions or modules to be covered, timing for each module, training tools needed and so on. It is an exhaustive document which analyzes every aspect of training and is a direct outcome of the TNA. It gives a complete overview of what, when, why and how.

Step 1: Create an Excel sheet for the Design Document It is better to create a Design Document in an Excel format. Different trainers and companies may use a different pattern. It includes:• Name of the Program : TNA• Participants’ Profile or target audience for whom the program is being designed: the designation of the employees, their names & code numbers.• Program Objectives that is why is the program made & what the participants will achieve by the end of the programme: Analysing the training requirements of employees on the basis of their strengths & weaknesses.• Duration: 1month

Step 2: Deciding the Modules or Sessions to be included in the Training ProgramOnce the objectives have been decided, the training programmes that need to be added in the TNA are to be decided.For Example: In order to improve skills related to presenting themselves, Communication skills for presentation can be added as a training programme.

Step 3: Deciding methodologyIt is what methods are being followed in research. There are so many methodologies available that it becomes impossible to decide on which to use. The appropriate methodology should be -•Interesting• Cater to that particular audience • Suitable for that group• Beneficial to achieve the objectives set• Easy to understand and perform by the audience• Less time consumingIn TNA, an appropriate methodology is opted with appropriate mix of different types of activities.

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Step 4: Validation of Programme:The validity means for how long the TNA will be regarded valid and will be considered for taking appropriate actions. This TNA of Nestle employees is valid for one whole year and new analysis will be made in the next year on the basis of their performance.

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7. Research Analysis

TRAINING NEEDS ANALYSIS:

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7.1 Introduction to TNA:

An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance.

Why training need analysis?Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action. Training Needs Analysis (TNA) is the formal process of identifying the training gap and its related training need.

TNA is just a first step in training process. It involves a series of activities, i.e.\

Training is a very important aspect in any organisation. In Nestle also, many kinds of training programmes are conducted. All the employees in the factory are given different trainings according to their needs. Every employee is required to get the training in order to be globally competent and efficient.

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7.2 Training Need Analysis In Nestle:

In Nestle India Ltd., I analysed the needs of many employees working there for different training programmes. This TNA is based on the strengths and weaknesses of employees and different training programmes were suggested accordingly.

Training is essential for each level of organisation, whether individual or operational. The analysis of their needs for training is very important. According to this analysis, the different training programmes are assigned to different employees.

Therefore, we can say that training analysis looks at each aspect of an operational performance so that the initial skills, concepts and attitudes of the human elements of a system can be effectively identified and appropriate training can be specified.

The organisational activities are performed by the personnel of the organisation. The manpower is the extreme power in any organisation. Their continuous improvement is very necessary in order to compete in global business markets.

To meet this objective, the training needs are analysed and evaluated for all employees at all levels.

1. TNA at Organisational Level: According to many training experts, attaining the objectives of the business should be the ultimate concern of any training and development effort. Therefore, conducting an organizational needs analysis should be the first step in effective needs assessment. It begins with an examination of the short and long-term objectives of the organization and the trends that are likely to affect these objectives.

2. TNA at individual level:  A person needs analysis identifies gaps between a person's current capabilities and those identified as necessary or desirable. Person needs analysis can be either broad or narrow in scope. The broader approach com¬pares actual performance with the minimum acceptable standards of performance. The narrower approach compares an evaluation of employee proficiency on each required skill dimension with the proficiency level required for each skill. The first method is based on the actual, current job performance of an employee; therefore,

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Training Need Analysis

Operational LevelIndividual LevelOrganisational Level

it can be used to determine training needs for the current job. The second method, on the other hand, can be used to identify development needs for future jobs.

3. TNA at operational/job level: The specific content of present or anticipated jobs is examined through job analysis. For existing jobs, information on the tasks to be performed (contained in job descriptions), the skills necessary to perform those tasks (drawn from job qualifications), and the minimum acceptable standards (obtained from performance appraisals) are gathered. This information can then be used to ensure that training programs are job specific and useful. The process of collecting information for use in developing training programs is often referred to as job needs analysis. In this situation, the analysis method used should include questions specifically designed to assess the competencies needed to perform the job.In brief, TNA is performed for the officers & above officer level in the organisation. For other level of employees, different other type of analysis is made.TNA is conducted in any of the following situations:

Performance problems Anticipated introduction of new system, task or technology A desire by the organization to benefit from a perceived opportunity

This TNA is done for the analysing the requirements of Nestle employees regarding various skills.

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7.3 TNA Target Areas in Nestle:

In Nestle, Training Needs Analysis is concerned with the employees of an organisation. It deals in improving the capabilities of employees. Basically, TNA is based on 5 major key questions, i.e. what are the future goals and requirements of an organisation, What are the different courses or training programmes available there and what are the current capacity or performance standards of the employees.

Therefore, TNA has 5 key areas, which are:

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Skills that organisation need to have in future

What skills & competencies does employees require to achieve business goals.

What are the key area to be developed in employees

What are the major programmes available in organisation

Formulate company & individual goals

7.4 Need for TNA in Nestle:

Training Needs Analysis (TNA) is the formal process of identifying the training gap and its related training need. It is very essential because:

In Nestle, Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action.

Therefore, "training needs analysis", is the systematic method of determining if a training need exists and if it does, what training is required to fill the gap between the standard and the actual performance of the employee. Therefore, training needs analysis is:

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Reasons for Training Need

Analysis

To Identify the deficiencies

To increase the motivation of

employees

To make sure that training is given to right

people

Banch mark for evaluation of

training

Systematic method of determining performance discrepencies

Causes of performance discrepncies

7.5 Techniques of determining different Training Needs:

There are various techniques for determining training needs for different employees. These techniques help in identifying the training needs for employees on the basis of their strengths and weaknesses. Some of the techniques are:

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Observation

Interviews

Questionaires

Job description

The difficulty Analysis

Problem Solving Conference

Appraisel Reviews

Drive Pattern Identity

Analysis of organisational Policy

7.5.1 Method used in Nestle for determining training needs of employees:

In Nestle, the above methods are used collectively and reliance is never on one method only. The assessment is made of the employees individually because the training needs vary with every individual. Therefore, different methods are used for determining training needs of employees at different levels. For this purpose, the employees are divided into three categories:

Managers & Assistant manager level Officers & senior officer level Below officer level

The assessment the training requirements of managers & assistant managers is done on on-line basis. This is done at corporate level in head office.

The training needs of officers & senior officers are determined by the Performance Appraisal forms filled by the line manager of every department.

At last, the training need assessment of below officers level employees are done with the help of skill matrix, which includes the skills required in them for undertaking various jobs. From the next year, the training needs of this level of employees will also be determined on on-line basis.

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7.6 Steps for TNA:

Performing a training needs analysis is the first step in the training process and is critical for a successful program. The purpose of a needs analysis in nestle is to determine the training requirements of different individuals because training is the best solution to identify the reasons for the performance gaps and identify what training is needed to fill the skill gap. There are six steps fundamental to all effective training needs analysis:

This TNA is done in order to suggest the training programmes, as per the strengths & weaknesses of employees. This is done in order to:

• To determine whether training is needed• To determine causes of poor performance• To determine content and scope of training• To determine desired training outcomes• To provide a basis of measurement• To gain management support

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7.6.1

Selection of employees

7.6.2

Collection of data

7.6.3

Identifying strengths & weaknesses

7.6.4

Suggesting training programmes

7.6.5

Giving remarks & others

7.6.6

Preparing training calender

7.6.7

Identifing the no. of persons under different training needs

7.6.8

Age wise analysis

7.6.9

Experience wise analysis

7.6.10

Presenting TNA in graphical form

7.6.1 Selection of employees: In the first step, the employees are selected from different dept. of nestle factory so as to develop an overall training Need Analysis Programme. The selection of employees is based on their job position. Only Officers & Senior Officers are selected for TNA.

In Nestle, employees at different positions require different method of evaluation of their training needs. For this, the employees are basically divided in three categories:

Managers & Assistant Managers Officers & Senior Officers Below officers

This TNA is prepared for the officers & above officer level of employees with the help of PE-PDG forms filled by their respective line managers.

This requires a process which starts from January and lasts till December.

PE is Performance Evaluation and PDG is progress development Guide.

Performance Evaluation is a long process, which can be understood as:

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Managers & Assistant Managers PDG On Line basis

Officers & Senior Officers

Performance Appraisal

Below Officers Skill Matrix

Performance Evaluation PE is

Progress Development GuidePDG is

Performance Appraisal Process:

Objective Setting: The objectives are decided well in advance in the month of January-February. In this stage the responsibility is assigned to employees for achieving the goals.

Year End Review: At this last phase, the performance of employees is checked that how much they contributed to achieve their objectives. If they were not able to achieve their objectives then the reasons are asked for non-fulfilment of their commitment. It is a sort of interview, which is undertaken by the line manager of different departments. This way, line managers fills a form on the basis of the performance of the employees, which specifies the success & failures of employees during the period. This is done only for the officers & senior Officers.

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Objective Setting Year end review

7.6.2 Collection of data : Then data is collected about the strengths & weaknesses of the employees. This data is secondary in nature.

The data is collected on the basis of performance appraisal. On the basis of this data, the needs of the employees regarding training are identified.This data is collected from the PA filled by the line manager for officers & above officers. The line manager fills this form on the basis of the performance of the employees & their future development needs.

Method of data collection: PA forms filled by the line managers How data is collected: on the basis of the performance of employees or any

other equipment or role in the form of comments. By Whom form is filled: By the line manager of different dept Target employees for TNA: Officers & Senior officers through Moga Learning

& Training TeamThis data includes whether the employee has learned something during his work and also applied it in future jobs or has showed dissatisfaction in his performance.The forms which are filled by the line manager for the officers & above officers, also include some extra comments or remarks which is given by the line manager to the employee for some positive or negative aspects.

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7.6.3 Identifying strengths & weaknesses: Then the strengths & weaknesses of the selected employees are identified with the help of the PE-PDG forms filled by the respective line managers and also from the comments & remarks given by them. These become the basis on which the training analysis is to be made. More and more stress is laid on removing the weaknesses of the employees and improving their efficiency.

7.6.4 Suggesting training programmes: Then different training programmes are suggested to the employees by analyzing their strengths & weaknesses.

The different training programmes to be suggested to the employees are based on 13 major competencies, which are:

Opening up Inspiring People Skills Dealing with others Adding Value

Different training programmes were suggested to the employees such as:

• Communication Skills for Success• Innovation & Renovation• Time Management• Negotiation Skills• Advance Excel Skills• Communication Skills- Presentation Skills• Advance Power Point skills

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Opening Up:

Know yourselfInsightService OrientationCuriosityCourage

Inspiring Value:

Lead PeopleDevelop PeoplePractice what you preach

Dealing with others:

Proactive CooperationImpact & Convince others

Adding Value:

Result FocusInitiativeInnovation/ Renovation

• Coaching / Mentoring• Communication Skills-Assertiveness• Problem Solving / Analytical Skills

7.6.4.1 Communication Skills for success: Effective communication is accurately transmitting the symbolic concepts in your brain to the brain of another person or persons. Communication is not effective if you only transmit your ideas. In order to have effective communication, the other person(s) must receive and interpret them as you intended.

In Nestle, the stress is given on improving personal skills as well as on professional skills. So, training is imparted on communication skills so that the employees can become able to present themselves in a better way & improve their business writing & can become assertive.

7.6.4.2 Innovation & Renovation: Innovation means- the introduction of something new i.e any new idea, method or device. The future of many businesses depends upon their ability to innovate. Renovation on the other hand is the process of improving a structure.

Nestle is continuously involved in encouraging employees to innovate new & different things so that their personal & business skills can be improved. Also, nestle is always concerned with improving the efficiency & productivity of employees in terms of quality & quantity. So, employees are also trained on this concept.

The main objective behind this training is to improve the participant’s ability to stimulate creative thinking and apply this to solving business issues. It helps participant in challenging the norm and search out ways of doing things better.

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7.6.4.3 Negotiation Skills: It is a process by which the involved parties or group resolve matters of dispute by holding discussions and coming to an agreement which can be mutually agreed by them. Negotiation is any activity that influences another person. Negotiation is a basic means of getting what you want from others.

The need for improving this skill in nestle employees is that they can present themselves with their projects in mind with greater confidence, so that they can be able to influence other parties. This way they can become confident enough to present their ideas that is beneficial for the company also.

The main objective behind this training programme to make the employees master in negotiation skills, so that they can apply their learning in business environment.

7.6.4.4 Time management: Time management is the act or process of exercising conscious control over the amount of time spent on specific activities, especially to increase efficiency or productivity. Time is crucial factor in every organisation. This is always uncertain & is very difficult to predict the time to be spent on a particular project. This is also imparted in Nestle so that their individual goals are clarified & so they can set priorities on this basis. This training helps in them in integrating their long term objectives with short term objectives & hence can create a work balance. This can be done with proper planning, monitoring, scheduling & prioritizing

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7.6.4.5 Advance Excel Skills: Excel is very important in any organisation. In Nestle also, the employees are imparted training regarding excel skills. All the important work is done with the help of excel. This is very helpful for the employees in:

Counting and summing formulas Conditional formatting Filters Protecting their spreadsheets Text manipulation Charting basics Array formulas etc.

7.6.4.6 Advance Power Point Skills: This is the time of Computers and every thing is being done in a very computerised way. PowerPoint presentations can be a very effective way to conduct business presentations. This is very important because it lays stress on:

Visual & audio presentation Better understanding of concept Improving the participation of audience Careful review of subject under study

7.6.4.7 Coaching/ Mentoring: Coach is a person who guides and directs its subordinates in performing their tasks effectively. In Nestle also, employees are

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given training regarding appropriate coaching practices. This helps them in becoming better coach by giving the employees proper time & attention & most importantly helping them master their work & grow their own knowledge & skills.

7.6.4.8 Problem Solving Skills: Problem solving is a mental process that includes problem finding and problem shaping. This skill is also developed in Nestle employees through some training as everyday they need to tackle to some new or old problem, as they are to take decisions on various aspects every day. So, The nestle employees are given training on various tools, styles & steps so that their problem solving & decision making skills can be improved.

7.4.6.9 Communication skills for assertiveness : Assertive communication can strengthen the relationships, reducing stress from conflict and providing employees with social support when facing difficult times.

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In Nestle, the training programmes are designed to let the employees reach at high level of communication with greater positive results. They are taught how a polite but assertive ‘no’ to excessive requests from others will enable them to avoid overloading their schedule and promote balance in their lives. Therefore, Assertive communication can also help them handle difficult family, friends and co-workers more easily, reducing drama and stress.

7.6.4.10 Communication Skills for Presentation skills: It is very important for the employees to present themselves in a better way, so that they are able to let other persons understand them. Nestle employees are also given training on proper presentation skills, so that they are able to learn skills of:

effective presentation design, delivering presentation, & seeking audience commitment for the desired result

7.6.5 Giving remarks & others: Then I gave remarks to all the employees regarding the specific training requirements and the major areas to be developed on them. These remarks were based on the

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7.6.6 Preparing training calendar: Then we prepared the training calendar which shows the no. of persons under different training programmes. The training calendar gives a brief look on the training programmes to be cjonducted for the employees and the no. of employees under different training programmes. The training calendar prepared in Nestle during the training period shows the no. of persons under different training programmes, which is as under:

S.NO. Training Name Month Total Employees

1 Communication Skills- Presentation Skills July 37

2 Time Management July-Aug 28

3 Coaching / Mentoring Aug 24

4 Communication Skills for Success Sep 22

5 Advance Excel Skills Oct 19

6 Communication Skills-Assertiveness Sep 16

7 Interpersonal/Networking Skills Sep 14

8 Advance PowerPoint Skills Oct 13

9 Problem Solving / Analytical Skills Nov 11

10 Negotiation Skills Nov 11

11 IR-ER Workshop Sep- Oct 7

12 Basics of Costing Sep-Oct 5

13 Management Development Program for Newly Promoted Managers

June 3

14 Train The Trainer Dec 2

15 Super User Training Nov-Dec 2

16 Communication Skills for influence Aug-Sep 1

17 Innovation & Renovation Sep 1

18 Team Building Dec 1

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19 Other Training (GLP / Statistics (Ester) & SAP Health Check)

Dec-jan 1

This training calendar shows the no. of employees under different training programmes. The above table clearly indicates that maximum no. of employees i.e. 37 employees lack communication skills for presentation; hence they require training in that programme.After this, 28 persons need improvement in Time Management & 24 in coaching/ mentoring. The improvements needs are very few in team building, influencing skills, innovation & renovation, i.e. only 1 or 2 employees come under this training.While, skills like negotiation, problem solving, advance PowerPoint, excel & assertiveness require considerable no. of employees btween 11-20. In the same way different persons require different trainings according to their strengths & weaknesses.

7.6.7 Identifying the no. of persons under different training heads according to their departments: Then we identified the no. of persons who require attending specific training programmes. This shows which skills are required to be developed in the employees to improve their overall efficiency.Then the employees were identified according to their departments under different training programmes. This shows what type of training is required for a particular dept. i.e. on overall basis; a particular dept. is lacking in which skills and hence requires specific training programmes.

7.6.8 Age wise analysis of employees: Then training needs were identified according to the age of employees. For this, the employees under different training needs were classified on the basis of their age, which shows what age-group requires more of a particular training need.

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For Example: According to the training calendar the maximum training needs of employees was related with their presentation skills i.e. 37 no. of employees were under this training requirement. Their age wise classification was done as underL:

Age No. of employees for communication skills for presentation

15-25 2

25-35 19

35-45 8

45-55 6

55-65 2

15-25 25-35 35-45 45-55 55-6502468

101214161820

No. of persons for Communication Skills for presentation

No. of persons for Communica-tion Skills for presentation

This graph shows the no. of persons under different age groups require training for improving their presentation skills. Maximum no. employees i.e. 19 persons out of 37, who need this skill, are between the age of 25-35. They are to be improved in way of presenting themselves to others.

7.6.9 Experience wise Analysis: Then the training needs were identified according to the experience of employees in Nestle Moga Factory. Like age wise analysis, in this also the employees were classified on the basis of their Nestle Experience.

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For Example: In Communication Skills for presentation, the employees were classified as follows:

Nestle Experience Communication Skills- Presentation Skills

0 to 5 24

5 to 10 2

10- to 15 1

15 to 20 2

20 to 25 2

25 to 30 3

30 to 35 3

35 to 40 0

Total 37

0 to 5 5 to 10 10- to 15

15 to 20

20 to 25

25 to 30

30 to 35

35 to 40

Total0

5

10

15

20

25

30

35

40

24

2 1 2 2 3 30

37

Communication Skills- Presentation Skills

The above pie chart shows that the maximum no. of employees i.e. 24 out of 35, under this need are from the class of nestle exp. of 5-10 years. Persons having experience of 35 to 40 years do not require this skill. The bar graph shows that as the experience increase the no. of persons under this skills requirement go on decreasing.

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7.6.10 Graphic presentation of training needs: Then we presented the training needs of employees in the form of bar diagram, which clearly depicts the training needs and the no. of employees from different departments under the programmes. The total no. of employees under TNA is 128.

05

10152025303540

37

282422191614131111

7 5 3 2 2 1 1 1 1

Total Employees Analysis

Total Employees

This graph shows that training needs are adjusted according to the no. of persons for different training needs i.e. on descending order. Maximum no. of employees i.e. 37 employees require training under presentation skills. Then 28 for time management, 24 for better coaching/mentoring & 22 for communication skills for success. Employees also require computer skills like 19 & 13 employees need to be better in advance excel & PowerPoint skills respectively. 4 employees require training for interpersonal skills & 11 employees come under both negotiation & problem solving skills. There are also some other training programmes in which the no. of employees is very less i.e. they vary between 1-7 under innovation & renovation, basics of costing, MDP for new employees & some others.

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8. Conclusion: After doing analysis on the training needs of Nestle employees, I have concluded that the majority of the officers & senior officers, who need training are from the age group 25-35 and they have nestle experience of 5 years or less. In other words, as they continued to work in Nestle, their training requirements go on decreasing.In Age analysis, as given in above example, 19 persons out of 37, who need training under communication skills for presentation are from the age group of 25-35. As compared to this, persons between the age group of 35-45. 45-55 & 55-65, who need this skill, are 8, 6 & 2 respectively. So, the target employees are between the age group of 25-35 years. So, they should be covered as soon as possible in order to increase their efficiency.Similarly, in the analysis on the basis of Nestle experience, it has been concluded that the employees, who have experience in Nestle of 5 years or less need to improve their overall skills. And after then, the training requirements decrease as Experience increase. The maximum overall training requirement of Nestle employees is for Communication skills for Presentation. They need to improve their way of presenting themselves in & outside the organisation. They also need to improve their skills to manage time in performing various activities. The Computer skills are also a part of their training need, as 10-20 employees need to be trained in computer skills. As they are a part of nestle, they are to be in contact with various persons and problems, so their skills regarding negotiation & Problem Solving should be improved. The employees also need some skills in costing, technical workshops, innovation & renovation etc. but the no. of employees under these requirements ae very less.So, from the analysis, we come to know that the major section of employees, whom are to be covered for improving their skills are between the age of 25-35 & having Nestle Experience of less than 5 years. Communication skills for various skills form considerable percentage among the overall skills required. So, focus should be on the improvement of their communication skills- presentation, influence, success, assertiveness etc.

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9. Recommendations: The training period in Nestle Moga Factory is a new experience for me. I got many chances to learn new things while working there and also tried to take full advantage of those chances. Nestle follows the principle:

Training is Expensive,But

Ignorance is still more…So, training is imparted in Nestle in order to improve the skills & performance of employees, so that their business & personal goals can be achieved.The training need analysis that has been done in Nestle is very important aspect & every year it is done in the same way. But personally, I feel that the system is very repetitive. New methods should be tried to analyse the training needs of employees. For example, after one year when new analysis is to be made, there is no considerable change in the strengths & weaknesses of employees. So, some other basis should be adopted for the analysis, like the new tasks taken and performed by the employees. The scope of training needs should be widened in order to avoid the confusion of selecting particular need under a definite programme. In Nestle, training is provided only to the permanent employees. There should also be provision to give soft skills training to on contract persons working within the organisation The method that is used for the Training need analysis of officers & senior officers is performance appraisal method, but it is not reviewed after some interval. So, there should be interim review of performance of employees, in order to know that whether the training programmes are proving beneficial to employees and how much they are useful for them. The status of training programmes & the performance affected due to those programmes should be reviewed after definite period of time.

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10. Bibliography: a) http://www.nestle.in/AnOverview.aspx?nesindia=1b) http://www.nestle.in/c) http://humanresources.about.com/od/glossaryh/f/hr_management.htmd) http://www.google.co.in/search?

q=training+needs+analysis&hl=en&biw=1366&bih=659&prmd=ivnsb&tbm=isch&tbo=u&source=univ&sa=X&ei=gwATTpaUJoXNrQfD7NWHBA&ved=0CC8QsAQ

e) Functional management- kalyani publishers by rosyf) Organisation Behaviour by N.K. Sahni

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