SAMEEA BUKHARI58734

SYED MASOOD HUSSAIN 54180

MUNEEB KIDWAI25/11/14

TRAINING AND DEVELOPMENT

Contents

INTRODUCTION OF COMPANY................................................................................................3

MISSION.....................................................................................................................................4

OUR VISION..............................................................................................................................5

PRODUCTS................................................................................................................................5

G&T - STORY OF SUCCESS.....................................................................................................6

TRAINING AND DEVELOPMENT..............................................................................................7

TRAINING PROGRAMME IN ORGANIZATION...................................................................7

T&D PROJECT QUESTIONNAIRE..........................................................................................8

GAP ANALYSIS...........................................................................................................................18

RECOMMENDATION.................................................................................................................18

INTRODUCTION OF COMPANY

Novatex Limited launches a new, 8.7meter Polyester films line in Karachi, Pakistan to produce

Biaxially oriented polyester film to be used in Packaging and Industrial fields, having most mod-

ern state of art Dornier -Germany Equipment having production capacity - 30,000 TPA.

It also has installed the most modern vacuum metallizer of general vacuum systems UK and on-

line coating machines on the plant which will enhance the barrier properties of the films and

make it versatile. It contains properties such as aroma barrier, high strength, better machine abil-

ity, dimensional stability, surface treat ability, clarity and tear resistance. The plant is also

equipped with the top-of-the-line slitters from “Kampf” Germany.

Having acquired the latest technology   is geared up to produce films which is suited

for high demand applications in food-packaging, medical applications, textile usage and various

other industrial applications.

MISSION

To fulfill the needs of the customers

By providing on time the best value product conforming to the requirements of all the customers through understanding of continuous optimization of various processes for meeting their agreed and implied needs at present and in the future

By organizing various knowledge based training programs and ensuring effective knowledge management to remain up to date with the changing norms of entrepreneurial world and implement the same in the working of the organization

To be a corporate citize

By remaining committed to social responsibilities, governmental regulations and societal needs

By making the organization such an industry leader, where the employees would feel proud to work at and by collective and deliberate efforts to take the organization over the top

of all the shareholders and stake-holders

To have commitment towards the upkeep of the environment

OUR VISION

To meet the expectations

To be a corporate citizen

To be a first choice employer

To meet the expectations

To be a learning organization

To transform the company into a modern and dynamic pet resin ( bottle/textile grade ) manufacturing company with highly professional and fully equipped team to play a constructive role on sustainable basis in the economy of the country.

we will go an "extra mile" to satisfy our customers with our products and services that exceed their expectation

Our quest for being a "quality organization" will depend on our people, services, and profits (PSP ) philosophy .Together with our old customers, new clients and trusted team of managers, we will achieve international quality standards through continuous quality improvement journey.

PRODUCTS

Our Goal

Our Targets

G&T - STORY OF SUCCESS

1947The families of late Haji Gani Diwan and Tayub Usman Bilwani declare their merger and form two main trading firms by the name of R.H. Gani and Habib Cloth House.

1955Gani & Tayub (Pvt.) Ltd. are established. The company starts importing yarn, fabrics, chemicals, dyes, cement and sugar. At a larger stage, it also starts importing plastic molding compounds, polyester & other synthetic yarn.

1967Mushtaq & Co. (Pvt.) Ltd. comes into being. It commences operations with Jacquard Raschel Knitting and flat bed printing and finishing. At present, Mushtaq & Co is the largest WARP Knitting unit in Pakistan.

1974Muskalin Industries starts operations. Muskalin is engaged in making flat & circular knitted fabrics.

1976Bonanza Garments Industries (Pvt.) Ltd. is established. The company starts production of prime quality ready made garments and the name "Bonanza" soon became a household name.

1984Gatron (Industries) Ltd. commences production. It emerges to become the country's top-most manufacturer of polyester filament yarn & polyester chips. In the 1998, Gatron becomes the only manufacturer of the bottle grade PET Resin in Pakistan.

1986Bounti Garments Industries (Pvt.) Ltd. starts commercial operations. The company starts export to Europe & North America.

1987Mushtex Weavers is established. It starts manufacturing woven fabrics with more than 50 automatic shuttle-less looms.

1991Mustaqim Dyeing Printing Industries (Pvt.) Ltd. is established. The company posses state-of-the-art technology to print and dye over 24.000.000 meters per annum of Poly/Cot. Cotton Woven and Knitted Fabrics.

1993Muskanit Industries starts commercial production. It is the sister concern of Mushtaq & Company for WARP Knit products.

1994Novatex Limited., is established. Contract for a 63,000 tons per annum polycondensation plant with Zimmer A.G. is signed. Novatex starts commercial production of Polyester Chips Textile Grade in the second half of 1997.

1999Krystalite Products (Pvt.) Ltd. starts production of PET bottles on latest technology SIDEL blowing machines.

2012Novatex Ltd. (BOPET Unit) starts production of PET film on latest technology imported from DORNIER Germany.

TRAINING AND DEVELOPMENT

Training and development refers to the practice of providing training, workshops, coaching, mentoring, or other learning opportunities to employees to inspire, challenge, and motivate them to perform the functions of their position to the best of their ability and within standards set by local, state, Tribal, Federal and licensing organization guidelines. Training and develop-ment activities provide all involved system of care parties with the tools they need to develop professionally, increase their knowledge, effectively work with families, and build their capacity to perform the tasks associated with their positions within the system of care.

Since a system of care operates within an existing human service agency, it is expected that most human resource issues, such as hiring, benefits, staff recognition, and performance ap-praisal issues, would be handled within the agency’s human resources department. It would be important to make sure that system of care principles are infused into the day to day practices of human resources personnel. It is worth noting that many systems of care have developed recognition and award programs for individuals who have exceeded expectations in their sys-tem of care efforts.

TRAINING PROGRAMME IN ORGANIZATION

S # Date Training Materials

1 04/07/12 Skills in Administration

2 11/10/11 Stress Management

3 01/09/11 Managing change

4 18/8/2011 Motivation

5 04/08/11 Time Management

6 21/7/2011 High Performing Manager

7 09/07/11 Role of Committed Manager

1 26/7/2011 Fire & Safety

1 03/11/12Stress Management

T&D PROJECT QUESTIONNAIRE

1. What is the training philosophy of your organization? What factors affect it?

A business grows and profits when its employees are constantly increasing their knowledge and experience. No one can dispute that an experienced employee is a valuable asset to any company. Successful businesses always provide extensive and continuous training for their employees. This attention to education and training is one of the reasons these companies are where they are today. A business can only grow when its employees are constantly improving their skill levels. Setting up an in-house training program takes some work, but the dividends are well worth it.

Some of the factors which affects learning and development are:

Competition for skilled employees: There is greater competition for skilled employees and this competition will increase as the baby boomer generation starts to retire.

Attracting and retaining employees becomes a challenge: As competition for employees in-creases, attracting and retaining employees will become a challenge. To ensure that our organi-zation remains a desirable place to work, as Job Quality in this industry points out, an important part of job quality is the opportunities that employers provide for learning: Need for additional skills: Skill requirements have been on the rise. This is particularly true for professionals. Funding for employee training and development is a concern: Adequate funding continues to be a concern. While the need to use resources to provide employee training and development increases, the resources to do so may not be available. In fact, funding for training and develop-ment may be one of the first items to be eliminated in times of financial uncertainty.

Less job security: Employees in this sector have less job security than they used to. People con-stantly hear that they can expect to have many different employers. Given this message and its reality, employees are looking for employers who will provide them with opportunities to de-velop transferable skills.

Limited opportunities for advancement: Most organizations in this sector have a flat organiza-tional structure. This means that there is little room for promotion. Employees and organiza-tions need to embrace the idea that moving 'up' is not the only way to be satisfied with one's work. An alternative is to create challenges for employees in their current position.

What is the total annual training budget of your organization and how is it determined?

As our organization has initiated its production 2 years ago and we have enormous liabilities of our investors at the moment. Due to this reason, we did not allocate funds for training before the start of each year rather it will be made available whenever need arises depending on the vitality of training.

Who looks after training in our organization?

As I have mentioned before, we are providing training only to Production staff. Our Production Manager and Admin Manager works together to cater to the need of training.

a. What Model do you follow

We use Matrix model because it perfectly suits our organization and its needs due to the fact that the trainer is the Industry Expert in the Production area.

b. Person Designation

1. Head of Administration, Commercial and Personnel2. Head of Film Production

c. Job Description & KPIs (Training hours, Man days, Competencies)

JD for Admin Manager:

JOB DESCRIPTION

Position Title : Head of A, C & PReports to : SMP / DGMP

Basic Functions:

To plan, organize, co-ordinate, direct, assure and control quality of product and factory administration through respective head of department under guidance of Director.To establish and maintain sound policies for streaming the process parameters, issuance of work permits, gate passes, work instruction, Quality Management System.To supervise the functions of quality training of employees, optimization of cost of production, by taking corrective measure, maintaining optimum levels of Raw materials and spare parts.

Responsibilities:

1. Develop and administer policies, plans and program from production planning and control.2. Direct all HOD’S as and when required.3. Co-ordinate organization activities in any area relating to plant operation.4. Develop in the light of Directors/ DGMP/ Sr. Manager Production directive

programs, comparatives, analysis, in collaboration with all Heads of departments.5. Ensure compliance with the laid down policies and procedure.6. To establish, implement and maintain ISO 9001-2008 QMS into the organization.7. Checking and approval goods received notes and cash vouchers at plant.8. Carry out any other duties assigned by DGMP/ Sr. Manager Production Director.9. identifying training and development needs within an organisation through job

analysis, appraisal schemes and regular consultation with department managers;10. monitoring and reviewing the progress of trainees through questionnaires and

discussions with managers;

JOB DESCRIPTION

Position Title : Head of ProductionReports to : SMP / DGMP

Basic Functions:

To formulate planning, coordination and control of manufacturing processes. To ensure that goods are produced efficiently and that the correct amount is produced

at the right cost and level of quality.

Responsibilities:

overseeing the production process, drawing up a production schedule; ensuring that the production is cost effective; making sure that products are produced on time and are of good quality; working out the human and material resources needed; monitoring the production processes and adjusting schedules as needed; being responsible for the selection and maintenance of equipment; working with managers to implement the company's policies and goals; ensuring that health and safety guidelines are followed; identifying training needs. is involved in the pre-production (planning) stage as well as the production (control and

supervision) stage.

a. Monitoring Process

Currently, we are in use of following two processes:

1. Knowledge Review - offers an objective means of determining whether training content has been learned. It reviews refer to a general group of assessment tools in which employees read questions and respond in writing which is administered by delivering the tool at the start and end of the training session. It's a multiple-choice instrument using the same questions in each administration, presented in a different order. The questions adequately address the learning objectives of the training. then the results of each administration will be compared to measure knowledge transfer during the training event. This information will be useful in assisting the training department to improve the course material.

2. Observation - is another evaluation method that provides information regarding employee reactions to the training where concerned personnel observes employee interaction, level of engagement with training instructors and responses to course content.

11. Do you provide training to permanent, contractual or both? Why?

As we have latest equipment here and its a new project, started production in September 2012 so initially we are providing training only to Production staff who are Permanent employees of the company because on Contractual basis, we hire people for short duration i.e. 6 to 11 months or whose need is for temporary basis. So. We don't want to train those who will leave the company in a short period of time. Conducting a professional training demonstrates a commitment with our employees which improves company loyalty and morale, as well as reduced turnover, will be clearly evident.

12. How does your organization identify the training and development needs

Process

Since we are only providing training to Production staff, manager of Film production has appointed several Shift In charge who supervises other staff members and workers and responsible for the performance management of the allotted employees. Whenever they see any lacking in the skills whether behavioral or functional, they tell production manager about the situation. The Production manager will then inquire about the working of that employee with his colleagues and conduct an interview with the employee.

After having the interview, he assess employee knowledge/ behavior regarding work and if required for training, inform his partner "Head of A,C & P", who then schedule the training session (only behavioral).

If he lacks functional expertise, then the production manager himself provides training to the employee.

Levels (organization, team, person, task)

Initially, there was only Organizational Analysis where Engineers/ Managers from Germany and India came here to conduct training sessions for our Production Managers/ Engineers because we have latest technology available, imported from Germany and has an 8.7 meter width having a capacity of 31,000 tons per annum.

Now, there is Person Analysis is in practice as mentioned above.

Methods

Besides having above practices, we also use performance appraisals to check the competency level, knowledge and skills of middle management/ supervisor/ workers.

How is TNA aligned with Business Plans?

In our organization, TNA is aligned with plans by prioritizing the organization’s mission/performance goals. We identify the tasks needed to achieve those performance goals and assign tasks to various groups/jobs. We determine which tasks require training. The attributes of each task, i.e., level of difficulty, level of importance/criticality, and frequency of performance, are further analyzed to determine if training is needed, and the criterion performance level for this training.

We prioritize the knowledge, skills and attitudes needed to perform tasks that require training then we identify the knowledge and skill gaps. Existing and potential gaps may be revealed by comparing the knowledge, skills and attitudes needed by each group to achieve the desired level of performance, with the current knowledge, skills and attitudes of the group. Next, we identify implementation issues. The feasibility and effectiveness of plausible training solutions should be assessed, by examining the availability of funding and resources, compatibility with existing programs.

Then we prioritize activities and prepare a plan of action by compiling the data to help determine which training programs can generate the greatest impact and why.

13. Please give examples of Soft Skills (Management/Behavioral) and Hard Skills (Technical, Functional) trainings given to your employees?

There is a training in our Organization which has been given to each employee (whether permanent or contractual) when he joins the Organization namely Safety training, and its trainer is Manager of Healthy & Safe Environment dept.

SOFT SKILLS

1. Time Management Skills2. Stress Management

HARD SKILLS

1. Longitudinal stretching machine (MDO) training2. Transverse stretching machine (TDO) training Above training concerns with the general operating procedures.

14. How does your top & middle management provide support to the training process and also before, during and after the training?

Due to the fact that Production manager initiates the process of conduction a training session, top management such as DGM and Director support and involvement is essential or obvious as we are a growing business in this industry so our top management is very keen for the support of trainees. They actually support the training program as well as trainees to get them trained and become beneficial to our organization. Specially DGM is personally involved in the development of training material. After the training, its just Production manager and admin manager who do the tasks of getting the feedback from the trainee through filled questionnaires etc.

15. How is the training administered?

a. Nomination & Communication Processdiscussed before

b. Trainer Selection (Internal, External) Why?

If a new technology comes in our company, then the trainer also came from abroad such as Germany or India who has the specialized skills for that particular machine, who trains our management/ engineers.

If training has been given to supervisors/ workers who don't have English language expertise or skills, trainer will be Production Manager/ Admin Manager.

c. Arrangements (In-house or Outside) Why?

Obviously, arrangements are always In-house because we have all equipments required to train our employees.

16. How does your organization measure training effectiveness (Reaction, Learning, Behavior

Change, Result, ROI)?

All the levels are essential to check whether the training program is effective or not. To measure REACTION, we see whether the employee thinks that the training session has worth for his time. LEARNING is to check whether the participant has acquired intended skills or knowledge before and after the session. BEHAVIOR CHANGE is to check the behavior of employees who has been given training and whether he apply the learnt knowledge or skills to his job. RESULT is to check at what degree targeted outcome occurs such as increased employee retention or engagement, increased productivity, decreased errors and reworks. ROI is to check whether the training program is beneficial to the employee as well as serves best interest to the Organization.

17. Does your organization use any kind of E-Learning or Learning Management Systems?

Why? Use of any kind of technology, details?

Yes, we are using E-Learning mechanism to train our employees. When compared to other training methods, computer-based interactive training can reduce learning time by up to fifty percent. Interactive training is continually gaining popularity throughout every industry, which combines 3-D animation, digital video from actual production environments, on-screen titling, and professional narration – guaranteed to captivate the end user. It contains an average of 25 questions that tests participant’s knowledge before, during, and after the program is delivered. This type of training is available 24/7 and employees can learn at their own pace, creates a comfortable environment. Our training programs are up-to-date and use ‘industry best’ practices. Interactive training provides measurable results and is most effective when used in conjunction with plant-specific exercises. This ensures that the knowledge gained during the interactive training can be demonstrated as learned skills.

18. Do you have a Succession Planning Chart OR Top Talent Development process? What is done to prepare employees as future leaders?

As mentioned above, we are giving training to just Production Dept. employees so we have (based on experience).

Trainee Engineer ----- after 3 years -- Asst. Engineer ------ after 5 years - Asst. Manager ----- after 5 years ---Deputy Manager ---- after 5 years -- SDM ----- after 5 years -- Manager Production

(based on qualification)

Trainee Engineer is a BE degree holder in Chemical Engineering ----- after Masters program - Asst. Manager ----- after 3 years ---Deputy Manager ---- after 3 years -- SDM ----- after 3 years -- Manager Production

19. How is Career Management done for your employees?

An engineering degree is necessary. The best job prospects will be enjoyed by applicants with an undergraduate engineering degree and a master’s degree in business administration or industrial management. Managerial duties are nearly the same for all industrial produc-tion managers, including production scheduling, staffing, procuring and maintaining equip-ment, overseeing quality and inventory control, and coordinating production activities among departments.

Industrial production managers have numerous responsibilities, but their primary function is to lay out the production schedule so that production quotas are met but financial and time constraints are respected.

Job requirements for manufacturing operations are so diverse that this occupation has no standard preparation. The one absolute requirement is a college degree, even for candidates who work their way up through a company. Degrees in management, business administration, industrial engineering, or industrial technology are common. Master’s degrees in industrial management or business administration (MBA) are also useful. Some managers worked as Supervisors before being promoted.

Our Company want candidates who are capable of working with increasingly complex production operations. As a result, a graduate degree in industrial management or business administration, combined with an undergraduate degree in engineering, is looked upon very favorably by us.

Production managers, who regularly compromise, persuade, and negotiate, also need excellent interpersonal and communication skills.

20. What future changes do you expect in your training process/function?

As far as training is concerned, Our Directors are not worry about it right now as we have limited resources and as a matter of fact that we have just started our production and we have enormous liabilities to pay. Until then, no future changes I am seeing.

21. Any additional remarks/suggestions about the training function?

In my opinion, to be competitive in today’s lean global marketplace, companies must continue to produce quality products with a minimal number of skilled employees. Technology is constantly changing in the plastics industry. Materials have changed drastically, new machine control systems are being introduced, electric machines are becoming just as common as hydraulic machines, and processing techniques are being altered to keep up with the trends which means training is necessary for every employee.

GAP ANALYSIS

Actually , manager is saying that training should be for all employees but then he is saying that we

are only providing training for Production staff only , training is only provided to permanent staff. It

would be beneficial for the organization if they provide training to contractual staff because it might

be possible that the contract may be renewed and the person can be retained. There is no check

and balance for checking the biasness of Shift In charge during the process of TNA(training need

assessment). It may be possible that Shift In charges are doing favoritism and refer those workers to

manager for training whom they like. There should be more trainings given to each employee no

matter which department. Basically all employees are working together to achieve business goals

but still discrimination is occurring between senior management and executives.

Everyone can't understand Computer based interactive training because the language used in

training programs is English and not everyone is good in English. At times, it may be possible that

the employee understand the wrong meaning which leads him to do mistakes. Training should be

given in Urdu as well as in English so everyone can understand easily. On job training will be a good

idea too and will be beneficial for the workers.

RECOMMENDATION

A personal development plan is at the core of high impact employee performance evaluations -

Training should begin with a solid foundation of basic technical and facilitation skills and be updated regularly to stay current with best practices in the field and with the needs of one's program. Trainings by outside individuals or organizations are a vital piece of every organization's training plan. In-house trainings that refresh and re-visit the various skill sets are also invaluable to maintaining good practices among staff. Customers ask us regularly if it's okay to train their own staff. We encourage this to a certain extent. However, it is not a good practice for a program to conduct internal trainings only.

Often a staff person who attends a professional training provided by an external vendor may want to come back to train others on his/her staff. However, too often these efforts include only a fraction of the time and content of the original training. They also tend to focus on tech-nical skills only with insufficient time spent on the broader but equally important topics such as program design, proper sequencing, program philosophy, etc. These "second" and "third" gen-eration trainings can result in diminished quality over time.

Succession planning is only done for Production staff which is not a good sign. it should be for all staff and each dept. Manager has a positive mindset about training but Directors are only concerned with Production staff which makes the motivation level down for other employees and may increase the employee turnover.

EMPLOYEE TRAINING WHICH WE SUGGEST IN THE ORGANIZATION.

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

Computer skills: Computer skills are becoming a necessity for conducting administra-tive and office tasks.

Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers.

Diversity: Diversity training usually includes explanation about how people have differ-ent perspectives and views, and includes techniques to value diversity

Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the work-place.

Human relations: The increased stresses of today's workplace can include misunder-standings and conflict. Training can people to get along in the workplace.

Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and stan-dards for quality, etc.

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

Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially about what are inappro-priate behaviors.

BENEFITS WHICH THEY GET FROM TRAINING

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training (not a good reason for ethics

training!) Risk management, e.g., training about sexual harassment, diversity training