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1.1-Introduction
You can have the greatest business model in the world and the best systems, but if your
people cant handle the growth, youre still toast. If your company isnt investing in
training, think about all the companies you admire as models for doing business right.
Youll not only find that theyve got a good training program, but training is a part of
their culture. If you ask them why they train, they probably would look at you like you
were from Mars, because its like asking them why they breathe. If you want to breathe
some life into your operation, start by investing in your people: train them.
During this research I tried to understand how training program assist newcomers inlearning about the organization in the wider context so that they become integrated
swiftly and effectively and make a contribution to companys business as quickly as
possible.
Training is often included as an essential element of an organizations strategy to gain a
competitive advantage. Regulatory agencies require that employees be trained certain
topics and personal development/career paths often specify skill and knowledge areaswhich must be mastered.
These are the factors that influence an organizations overall training program. With all
these sometimes-divergent factors competing for resources training systems can become
stressed, ineffective, inefficient and fragmented. Organizations need a structure approach
when developing/improving their training system.
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1.2-Need of the study:
Most managers recognize that continuous learning in today's marketplace is essential.
They know they are in the "Information Age." They want a competitive high performance
organization but they just don't know where to begin.
To know the training concept further and its implement on real working I choose that
topic.
1.3-Objective of the study:
i. The main objective is to study the training and development activities carried by
the Northern Aromatic Ltd. is to study the training procedures provided by the
company.
ii. To evaluate the effectiveness of training programs.
iii. To evaluate training Program how much make new worker feels comfortable and
promote a positive attitude.
1.4- Sample size:
24 members of staff are taken into consideration for training purpose.
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1.5- Period of the study:
This project was executed during the summer break after fourth semester the researcher
was associated with Northern Aromatic Ltd.
The period of the study consists of days from 1st July 2008 to 25th August 2008.
(a) 4 Weeks adjusted to collect primary data.
(b) Two weeks adjusted to analysis the data and remaining project work.
1.6- Research Methodology:
Methodology of data collection:
i. Going through the records:
I gone through relevant files and the company has carried out documents from
where can get an idea about the different types of training and development that
used in the company.
ii. Preliminary discussion:
In this regard at the beginning, I talked about the training and development in
charge to enquire for the identification of the needs of training and development
programs at present scenario.
iii. Feedback from the employees through the interview and written
questionnaire.
For evaluation the effectiveness of training and development programs I took
feedback from employees that how much they get benefit from those programs.
At last I took suggestions for future improvement.
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1.7- Sources of data
Primary data was collected through
Questionnaires
Personal observations
Secondary data was collected through
Newspapers
Magazines
Journals
Internet
1.8 Tools of analysis:
The tool of Analysis adopted by me is Pie Charts" which I have prepared on the basis of
my questionnaire
1.9- Scope of the study:
In this project I have tried to present briefly the Training and Development appraisal at
Northern Aromatic Ltd. Also tried to collect some information from the employeesand get their feedback on the existing system. My aim of the training has been to get a
better insight into the HR department activities i.e. Training and Development.
This report can be a useful guide to researchers in future in this field.
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1.10 Limitation of the study:
Although I completed my summer training in a very effective and fruitful manner but still
I think that due to some limitations I was not able to collect some more information. I
could not get some required information about the company and procedure of personal
administrator in company. Due to several reasons such as:-
The respondents were too busy to provide the proper time that was required for
study.
The company maintains too much privacy so regarding policy information was
provided to me in very limited manner.
The company management was not very interested to interact with the trainee
The trainees of one department were not allowed to go an interaction with other
department.
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1.11 Chapter Arrangement:
CHAPTER-1
This chapter of the project report includes the introduction, objective, and sample size,
period of study, methodology, and limitation of the study.
CHAPTER-2
This part of project report states the theoretical background and profile of the company.
CHAPTER-3
This part of project report contains data analysis on the basis of questionnaire and
Findings.
CHAPTER -4
In this part of the project report I finally conclude the project with some recommendation.
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1.12 Theoretical Background
1.12.1- Training Need Identification
Identification of training needs (ITN), if done properly, provides the basis on which all
other training activities can be considered. Also requiring careful thought and analysis, it
is a process that needs to be carried out with sensitivity: peoples learning important to
them, and the success or the organization may by to stake.
It is important to know exactly what you are doing, and why, when undertaking ITN.
This is the reason we have included material to help you make considered decision and
take thoughtful action. You will find, however, that the return on the investment you
make in fully understanding what ITN is all about will make it well worth while.
Why train employees?
Employee training and development initiatives can transform organizations with
providing extra skills to your employees to not only increase safety and productivity but
training leads to higher job satisfaction, which shows up in better corporate performance.
Valuable training also includes situational training that provides personnel the skill sets
That allows them to make timely, knowledgeable decisions that benefit both the customer
and the company.
Reasons why Most Managers Don't Train Employees
There are five key reasons why managers don't train their employees.
They Don't Have the Time they are so busy doing more and more with less and
less that they simply don't have the time. And, of course, this can be fatal to an
organization over time. What happens to a company in today's competitive
marketplace who doesn't continually invest in upgrading the skills of their
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employees? It's the same thing that would happen to a championship football or
baseball team that doesn't practice every day. Soon, they are no longer a winner.
They Don't Know How to Do it many managers are confronted by employees
who want training. These people want to develop their skills and help their
companies succeed. Their managers just don't know how to respond. So, like
many people, when they don't know how to do something they will avoid it.
They Don't Know What Material to Use there are literally thousands of books and
videos available to companies for training purposes. So, which ones do they
choose? This is why my management, sales, and motivational materials are so
valuable. We have carefully selected the materials, modularized the content so
that each video is full of good ideas that can be easily applied in the workplace.
They Don't Know How to Follow It up One big concern many mangers express is
they don't know how to measure the value of the training that their employees
receive.
Gain an "action commitment" from employees such that the manager needs only
to follow up on that commitment.
They Don't Know How to Get People to Apply the New Skills Learned Again, the
way to justify the investment in training
In any company some factor effect the training:
Strategies changes
Technical changes Matter of cost saving
If the top management of the company wants to change their strategies, then here
company wants trained people for work. So firstly company looked for the experienced
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people, but it is very difficult to get trained people. So they hired semi- skilled people and
after joining them they give them training.
And so this can work effectively and according to the requirement of the company.
If company wants some technical change in product, they also require trained people for
work. Technical change requires more technical people. If company wants to retain the
same people who are working form last some times then company has to give them
training. After getting training a worker can adjust in any environment and work
effectively.
Todays era is the cost cutting era. In the intensive competition cost of the product is very
important. We cant survive in the market with high cost. So we need to cut the cost of
the product. For cutting the cost we need more trained worker who can work faster and
quickly, to reduce the production time. At lastly we can get the low price product.
So that in every area we need trained people. For getting trained people we have to make
them trained by giving training.
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1.12.2- Methodology of Training
There is various methodology of training. No single technique is always best.
The best method depends on
Cost effectiveness
Desired program content
Learning principles
Appropriateness of the facilities
Trainee preferences and capabilities
Trainer preferences and capabilities
There is a range of teaching methods available to trainer. The choice of a method is a
matter of experience and competence of the instructor and his judgment of how much and
what a particular group of trainees would learn from using one method or another.
On the basis of its nature training is of two types:
1. On the job training
2. Off the job training
On the job training:
On the fob techniques are conducted in the real job settings. On the job methods usually
involve training in the total job. These methods are typically conducted by individuals,
workers, supervisors. The main advantage is that the trainees learn while actually
performing their work, which may minimize the training cost. They also learn in the same
physical and social environment in which they will be working once the formal training
period is completed.
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Types of on the job techniques:
Job instruction training
Job rotation
Apprenticeship
Coaching
Vestibule training
Off the job Training:
Off the job method are those training and development programs that take place away
from the daily pressures of the job and conducted by highly competent outside resource
people who often serve as trainers, which is one of the main advantages of this method.
The major drawback of this is the transfer problem.
Types of off the job training:
Lecture Method
Audio-visual techniques
Conference or discussion method
Role playing
Case Study
Simulation
Counseling
Understudies System
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Factors which affect the choice of training method:
The choice of methods depends on the knowledge and experience of the teacher
or trainer.
The choice of the methods should take into consideration the intellectual level and
educational background of the participants and the participants age practical
experience.
Some methods are more effective than others in achieving certain objective.
Choice methods depend on the social and cultural factors in the environment.
Now many participative methods are accepted and used in management training.
It also depends on the time and the availability of resources and infrastructural facilities.
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2.1- Industry Profile
FMCG Sector
The Indian FMCG sector is the fourth largest sector in the economy with a total market
size in excess of US$ 13.1 billion. It has a strong MNC presence and is characterized by a
well-established distribution network, intense competition between the organized and
unorganized segments and low operational cost. Availability of key raw materials,
cheaper labor costs and presence across the entire value chain gives India a competitive
advantage. The FMCG market is
set to treble from US$ 11.6 billion in 2003to US$ 33.4
billion in 2015. Penetration level
as well as per capital
consumption in most product
categories like jams, toothpaste,
skincare, hair wash etc in India is
low indicating the untapped
market potential. Burgeoning Indian population, particularly the middle class and the
rural segments, presents an opportunity to makers of branded products to convert
consumers to branded products. Growth is also likely to come from consumer 'upgrading'
in the matured product categories. With 200 million people expected to shift to processed
and packaged food by 2010, India needs around US$ 28 billion of investment in the food-
processing industry
INDIA - A real hub
Large domestic market
India is one of the largest emerging markets, with a population of over one billion. India
is one of the largest economies in the world in terms of purchasing power and has a
strong middle class base of 300 million.
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Rural and urban potential (2001-02)
Rural-urban profile
Urban Rural
Population 2001-02 (mn household) 53 135
Population 2009-10 (mn household) 69 153
% Distribution (2001-02) 28 72
Market (Towns/Villages) 3,768 627,000
Universe of Outlets (mn) 1 3.3
Around 70 per cent of the total households in India (188
million) reside in the rural areas. The total number ofrural households is expected to rise from 135 million in
2001-02 to 153 million in 2009-10. This presents the
largest potential market in the world. The annual size of
the rural FMCG market was estimated at around US$
10.5 billion in 2001-02. With growing incomes at both
the rural and the urban level, the market potential is
expected to expand further.
India - a large consumer goods spender
An average Indian spends around 40 per cent of
his income on grocery and 8 per cent on
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personal care products. The large share of fast moving consumer goods (FMCG) in total
individual spending along with the large population base is another factor that makes
India one of the largest FMCG markets. Even on an international scale, total consumer
expenditure on food in India at US$ 120 billion is amongst the largest in the emerging
markets, next only to China
Demand-supply gap
Currently, only a small percentage of the raw materials in India are processed into value
added products even as the demand for processed and convenience food is on the rise.
This demand supply gap indicates an untapped
opportunity in areas such as packaged form,
convenience food and drinks, milk products
etc. In the personal care segment, the low
penetration rate in both the rural and urban
areas indicates a market potential.
INDIAN COMPETITIVENESS AND COMPARISON WITH THE
WORLD MARKETS
Materials availability
India has a diverse agro-climatic condition due to which there exists a wide-ranging and
large raw material base suitable for food processing industries. India is the largest
producer of livestock, milk, sugarcane, coconut, spices and cashew and is the second
largest producer of rice, wheat and fruits & vegetables. India also has an ample supply of
caustic soda and soda ash, the raw materials in the production of soaps and detergents
India produced 1.6 million tones of caustic soda in 2003-04. Tata Chemicals, one of the
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largest producers of synthetic soda ash in the world is located in India. The availability of
these raw materials gives India the locational advantage.
Leveraging the cost advantage
Global major, Unilever, sources a major portion of its product requirements from its
Indian subsidiary, HLL. In 2003-04, Unilever outsourced around US$ 218 million of
home and personal care along with food products to leverage on the cost arbitrage
opportunities with the West. To take another case, Procter & Gamble (P&G) outsourced
the manufacture of Vicks Vaporub to contract manufacturers in Hyderabad, India. This
enables P&G to continue exporting Vicks Vaporub to Australia, Japan and other Asian
countries, but at more competitive rates, whilst maintaining its high quality and cost
efficiency.
Cost competitiveness
Apart from the advantage in terms of ample raw material availability, existence of low-
cost labor force also works in favor of India. Labor cost in India is amongst the lowest in
Asian countries. Easy raw material availability and low labor costs have resulted in a
lower cost of production. Many multi-nationals have set up large low cost production
bases in India to outsource for domestic as well as export markets.
Presence across value chain
Indian firms also have a presence across the entire value chain of the FMCG industry
from supply of raw material to final processed and packaged goods, both in the personalcare products and in the food processing sector. For instance, Indian firm Amul's product
portfolio includes supply of milk as well as the supply of processed dairy products like
cheese and butter. This makes the firms located in India more cost competitive.
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Product wise production
Household care
The size of the fabric wash market is estimated to be US$ 1 billion, household cleaners to
be US$ 239 million and the production of synthetic detergents at 2.6 million tones. The
demand for detergents has been growing at an annual growth rate of 10 to 11 per cent
during the past five years. The urban market
prefers washing powder and detergents to
bars on account of convenience of usage,
increased purchasing power, aggressive
advertising and increased penetration of
washing machines. The regional and small
unorganized players account for a major share of the total detergent market in volumes.
Personal care
The size of the personal wash products is estimated at US$ 989 million; hair care
products at US$ 831 million and oral care products at US$ 537 million. While the overall
personal wash market is growing at one per
cent, the premium and middle-end soaps are
growing at a rate of 10 per cent. The leading
players in this market are HLL, Nirma, Godrej
Soaps and Reckitt & Colman. The oral care
market, especially toothpastes, remains under
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penetrated in India (with penetration level below 45 per cent) due to lack of hygiene
awareness among rural markets. The industry is very competitive both for organized and
smaller regional players. The Indian skin care and cosmetics market is valued at US$
274million and dominated by HLL, Colgate Palmolive, Gillette India and Godrej soaps.
This segment has witnessed the entry of a number of international brands, like Oriflame,
Avon and Aviance leading to increased competition. The coconut oil market accounts for
72 percent share in the hair oil market. In the branded coconut hair oil market, Marico
(with Parachute) and Dabur are the leading players. The market for branded coconut oil is
valued at approximately US$ 174 million.
Food
According to the Ministry of Food
Processing, the size of the Indian food
processing industry is around US$
65.6 billion including US$20.6 billion
of value added products. Of this, the
health beverage industry is valued at
US$ 230 billion; bread and biscuits at
US$ 1.7billion; chocolates at US$ 73 million and ice creams at US$ 188million. The size
of the semi-processed/ready to eat food segment is over US$ 1.1 billion. Large biscuits &
confectionery units, Soya-processing units and starch/glucose producing units have also
come up, catering to domestic and international markets. The three largest consumed
categories of packaged foods are packed tea, biscuits and soft drinks.
Beverages
The Indian beverage industry faces over supply in segments like coffee and tea.
However, more than half of this is available in unpacked or loose form. Indian hot
beverage market is a tea dominant market. Consumers in different parts of the country
have heterogeneous tastes. Dust tea is popular in southern India, while loose tea in
preferred in western India. The urban-rural split of the tea market was 51:49 in 2000.
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Coffee is consumed largely in the southern states. The size of the total packaged coffee
market is 19,600 tones or US$ 87 million. The urban rural split in the coffee market was
61:39 in 2000 as against 59:41 in 1995.The total soft drink (carbonated beverages and
juices) market is estimated at 284 million crates a year or US$ 1 billion. The market is
highly seasonal in nature with consumption varying from 25 million crates per month
during peak season to 15 million during off-season. The market is predominantly urban
with 25 per cent contribution from rural areas. Coca cola and Pepsi dominate the Indian
soft drinks market. Mineral water market in India is 65 million crates (US$ 50 million)
industry. On an average, the monthly consumption is estimated at4.9 million crates,
which increases to 5.2 million during peak season.
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2.2- Company Profile
NORTHERN AROMATICS
LIMITED
Plot No. 16, Sector- 2, IIE Pant Nagar,RudrapurDisst. Udham Singh Nagar,UttarakhandPhone: 91-2770536, 4371747,4372747
The Northern Aromatic Ltd. is situated at newly developed industrial area of
Rudrapur named SIDCUL. Company acts as a vendor of the third largest FMCG
Company operating in India named Dabur India Pvt. Ltd. Aim of the company is to
provide its maximum contribution to Dabur in production of certain fmcg products. It has
small production units for the production of fmcg items such as Dabur Vatika Shampoo,
Dabur Glucose, Dabur Lal Hair Oil, and other seasonal products such as Dabur Sharbat-
e-azam.
Company is being controlled by Mr. T.K. Bannerjie, the unit head of Dabur IndiaLtd. at SIDCUL. And all the internal affairs are being looked after by Mr. M.M. Sharma,
the factory manager of Northern Aromatic Ltd.
The production unit of Northern Aromatic ltd. is spread over to 4 acre of land.
Well established building fulfills the E.I.A. needs of global industrialization. Full
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emphasize is on the plantation inside the factory area and also outside. Company is
having its own quality control department run by various experts.
Prefaces to the Company
At Northern Aromatic, the employees are considers most valuable assets and strength for
sustained growth in the development of the company. It is believed in Northern Aromatic
that the investment on human resource for employee's personal growth, leads the
company.
Like other organizations, Northern Aromatic has also framed rules, regulations, policies
and system for running the business smoothly. Northern Aromatic has also introduced
various schemes for labour welfare. For smooth business operations and to take
advantage of the benefits under the scheme, it is necessary that every employee
understand these rules, regulations, policies and system fully and clearly.
Brief view
Importers of Agro Chemical, Natural Essential Oils, Cosmetics Raw Material,
Essential Oils & Aromatics, Aromatic Compounds, Aromatic Chemicals.
Business Type Importer and vendor
Main Markets Asia
Annual Sales Below US$1 MillionDepartments Production, H.R.D., R & D, Quality MgtProducts Shampoo, Hair Oil, Glucose, etc.
Corporate philosophy
Company believes to bring value addition to self, organization and its customer through
improving quality, identifying opportunities and minimizing errors and wastage of scarce
resources.
That philosophy of company helps it to perform according to the standard. And to
achieve those standards company uses following tools:-
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Positive attitudes
Being sensitive and responsive
Continuous self- up gradation
Positive approach
Creativity
DETAILS OF DEPARTMENT AND SECTION AT WORKS
PRODUCTION
DistilleryWashing pumpRefineryBottling Plant
Filling plantAssembly line
PERSONAL AND ADMINISTRATION
Human Resource DevelopmentPersonnel and Industrial RelationsAdministrationMedicalSecurity
UTILITIESBoilerPower House
TECHNICAL SERVICES
Technical ServicesEngineeringQuality control
COMMERCIAL
CommercialAccounts
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CATEGORY OF EMPLOYEES
Clerical StaffWorkersTraineesApprentices
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2.3-Observation
Evaluation of training & development
Evaluation means the assessment of value or worth. Evaluation of training is the act of
judging whether or not it is worthwhile in terms of set criteria. Evaluation of training and
development programmes provides assessment of various methods and techniques, sells
training to management, identities the weaknesses of training programmes and helps to
accomplish the closest possible correlation between the training and the job. A
comprehensive and effective evaluation plan is a critical component of any successful
training programmes. It should be structured to generate information of the impact of
training on the reactions; on the amount of learning that has taken place; on the trainees
behavior; and its contribution to the job/ organization. Therefore, evaluation is a measure
of how well training has met the needs of its human resources.
To verify programmes success, HR managers increasingly demand that training and
development activities be evaluated systematically. A lack of evaluation may be the most
serious flaw in most training and development efforts. There are many reasons for this
neglecting activity; firstly, many training directors do not have the proper skills to
conduct a rigorous evaluation research. Secondly, some managers are just reluctant to
evaluate something which they have already convinced themselves is worthwhile.
Thirdly, some of the organizations are involved in training not because it is necessary but
simply because their competitors are doing it or the unions are demanding it. Fourthly, as
training itself is very expensive, the organizations do not want to spend even a penny on
the evaluation. Fifthly, some of the training programmes are very difficult to evaluate
because the behavior taught is itself very complex and ambiguous.
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Study of Needs of Training
In Northern Aromatic Ltd., training is customized product wise. If any defect comes in
a product or process, a training session is initiated to eradicate root cause.
There are normally two work stations in production,
1. Critical station
2. Normal station
At critical work station an efficient worker should produce 5000 to 6000 units in one
shift. At this work station minor job is done.
At normal work station an efficient worker should be produce 8000 to 10000 units in one
shift in normal circumstances.
In this company there are two types of worker are working.
1. Permanent worker
2. Temporary worker
A worker get the permanent job after the good and consistent performance in the
company, these people are well experienced in their relative jobs.
Temporary worker is a layman. They dont know any thing about the work, so these
types of people require training.
When a new person joins the company, he got the training about the safety and
maintenance. For getting these training he is send in technical training cell (TTC). In
TTC he has to go some basic knowledge and instruction, which is given by the just senior
boss. That person is called line in charge. During the training a person gets the job. He is
watched by the line in charge. At any point the line in charged found any fault in the
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work, the line in charge instructed at that time, so that the worker does the job in a proper
way and come out with zero-defect product.
After the TTC training employees are divided among various teams and send to the
different operations, on the different operations. A line-in charge is there, who will watch
each and every steps during the work. If any fault in the work is found, he takes that
serious and instructs to remove the fault immediately.
After some experience the worker is transferred from one operation to another operation
area, where same procedure is performed. He works and if any confusion gets regarding
the job, he may ask the line in charge or if line in charge sees any fault during the
Operation, he educates the worker to do the job better. This process is repeated on each
and every operation. This is how each and every employee is familiarized to the job. The
main advantage of this job rotation is, if any worker does not come on the particular day,
that place can be filled by any other worker and the works progress without any
interruption.
After job rotation and getting experienced the entire worker divided into three groups,
Highly efficient
Efficient
Adequate
If a person can handle the entire machines related to any particular job; that worker is
called highly efficient worker. After getting training 40% out of them became as highly
efficient worker. These workers are very efficient and can handle any situation during the
work. He can work on any machine at any time without any problem. These people can
take decision at the critical point of time. So that these type of worker are called highly
efficient worker.
After highly efficient the second category is called efficient. In this category those type
of person are master in their job. He is master in one job. In this category 50% worker
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comes. These types of people are well known people in their particular job. They are not
able to handle the different machines. They feel problem in some job.
After that the third category comes, that is called adequate. This type is not beneficial for
the company. Thats why they are not acceptable. They have less knowledge and not will
to work.
Highly efficient person is well-known about his job. He can handle any situation. So that
these type of people dont require training.
Efficient people are master of just on job. Thats why they need training to be highly
efficient worker.
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Methods of training in company
In Northern Aromatic Rudrapur, Need based system of importing training is followed.
Training is based on the frequency of defects found during the production. Job supervisor
is vigilantly watching each and every product. If he finds any defect in the product, he
instructs the worker to do right way. If no. of worker are doing same mistake, then all of
them are taken in a group and provided training spontaneously & the process in recurred.
This way only defective based training is provided by the company.
Company is giving training to the efficient worker. For them there are three types of
training;
Counseling
Give the opportunity to work with highly efficient worker.
Give the expert knowledge about the work.
In counseling the instructor or line in charge counsel the worker. A line in charge tries to
motivate the worker to do their job in proper way. This is a verbal communication. With
the help of words a senior person tries to make them as effective as highly efficient
worker.
The second option provide them opportunity to work with highly efficient people helps
those people to learn. During the work he can watch how the highly efficient people
work? How can they handle the situation? They got the idea about the problem, which
may be arising during the work. They also get the idea about dealing those types of
problems. This way an efficient worker is developed to be highly efficient worker.
Before start working every worker should get the knowledge about the job profile.
Without proper knowledge no one can perform better. There must be some defective in
the product due to less knowledge about the production process. So a specific knowledge
is essential for zero-defect product. This is the duty of management to educate them and
provide full knowledge about the production process and quality control.
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For adequate people company has some other way for giving them training. The work
pressure is the best way for make them work. Under this the adequate person is send to
work between two highly efficient workers. Highly efficient people can work faster than
adequate person. So from both sides he faces the pressure for work faster and effectively.
This way an adequate worker can be the efficient and highly efficient worker for
company.
Northern Aromatics Ltd. basically provides three types of training to its staffs. There
are 24 staffs in all who have gone through these training programs. These training
programs are:
i. Skill Enhancement
ii. Personality Development
iii. IT Related
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3.1 Data analysis and interpretations
Question 1:- What types of training have you gone through?
IT related Skill enhancement and
personality development
Skill enhancement , personality
development and it related
1 13 10
Findings:-Out of the24 staffs only one underwent the IT related training program. 13 got
the training in personality development and IT related both. And 10 got all the three
training. It exhibits that most of them had all the three training program, skill
enhancement, personality development and IT related.
30
1
13
10
IT related
Skill enhancement and
personality development
Skill enhancement ,
personality development and
it related
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Question 2:-When the study material should be provided either before the training or
after?
Before the training After the training
19 5
Findings:-In the analysis of the training program, Out of 24, 19 trainees state that study
material should be given before the training. And just 5 want the study material to be
provided after the training.
31
19
5
Before the training
After the training
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Question 3:- Before any training program should there be any test for the purpose of
selection of the trainees?
Test should be Test should not be
13 11
Findings: - Regarding this out of 24, 13 trainees replies in the favor of the test and 11
were against any such test. There is a mall difference between both the views. So it is
difficult to choose any one. In my opinion, before selecting a trainee there must be a test
conducted by the trainer. It will help him to identify better trainees.
32
13
11
Test should be
Test should not be
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Question 4:-What are the competences of the training program on the practical value
aspects?
Average Good Outstanding
2 17 5
Findings: - On the practical value aspect just 2 out of 24 found that the program was
average.17 found that the training program was good and rest 5 thought that it was out
standing.
33
2
17
5
Average
Good
Outstanding
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Question 5:- How will you rate that program on the aspect of gaining of new ideas in the
training?
Poor Good Outstanding
1 11 12
Findings: - Most of them found that, they got new ideas. The no. of staffs that had this
type of thought is 12. Out of 24, 11 trainees think that new ideas gaining through the
program was outstanding. Just one person thought that, he didnt get any idea in the
training program.
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1
1112
Poor
Good
Outstanding
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Question 6:- How will you rate that program on the aspect of Self development?
Good Outstanding
13 11
Findings: - There is a little difference between good and outstanding. Out of 24, 13trainees said that the training program is good for self development and rest 11 thinks that
the training program is outstanding.
35
13
11
Good
Outstanding
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Question 7:- Was the entire training program relevant to the current job of worker or
staffs?
Relevant Very much relevant
10 14
Findings:- It was found that out of 24 trainees 10 thinks, that while training program
what-ever they got was relevant the current job. Rest 14 thinks that the program is
outstanding in the relation of current job. This will be very helpful in the future to
perform their job in a better way.
36
10
14
Relevant
Very much relevant
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Question 8:- How will you rate the experience of uses of time during the training?
Good Outstanding
10 14
Findings: - 10 out of 24 trainees experienced good use of time during the training. Rest14 experienced the excellent use of time.
37
10
14
Good
Outstanding
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Question 9:- How will you rate the Maintenance of the interest during the training?
Poor Good Outstanding
1 8 15
Findings: - It was found that only 1 trainee says that he didnt have any interest in the
training program. Out of 24, 8 trainees say that in the program; their interest was good.
Rest 15 says that, their interest in training program was outstanding and they are
benefited more.
38
1
8
15
Poor
Good
Outstanding
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Question 10:- How will you rate the clarity of the training programs?
Good Outstanding
10 14
Findings:-10, out of 24 trainees say that the program is very good on clarity. Rest 14says that the training program was very much clear.
39
10
14
Good
Outstanding
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The training program has mainly been areas rated on three parameters.
i. Skill Enhancement
ii. Personality Enhancement
iii. IT Related
All the trainees have rated the training program differently on the basis of all the three
parameters.
Skill Enhancement:
Good Excellent
10 14
Findings: According to the development of skills out of 24 trainees 10 have experienced
good and rest 14 have experienced excellent.
40
10
14
Good
Excellent
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Personality Enhancement:
Good Excellent
11 13
Findings: On the basis of personality enhancement 11, out of 24 trainees rated this
training program good and rest 13 rated this program excellent.
41
11
13
Good
Excellent
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IT development:
Good Outstanding
10 14
Findings: According to the development in Information technology related areas out of
24, 10 staffs rated this training program good and rest 14 rated excellent.
42
10
14
Good
Excellent
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Question 11:- In your opinion what should be the frequency of the training programmes
in your company?
Every month Every three month Every six moth Once in a year
7 9 5 3
Findings:-7, out of 24 trainees want this type of training in every month .On the other
hand 9 trainees want such program once in every three month. 5 out of them want to hold
such types of program twice in a year. Rest of them wants to hold this once a year. In my
opinion it should be twice a year.
43
7
9
5
3
Every month
Every three month
Every six month
Once in a year
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Question 12:- In your opinion what should be the duration of this training programmes?
8 Hours 12 Hours 16 hours
12 7 5
Findings: - All trainees who had attended the training program have different thoughts
about that. 12 out of 24 trainees want the duration of these programs to be 8 hours. 7 of
them want 12 hours and 5 want the duration to be 16 hours.
44
12
7
5
8 Hours
12 Hours
16 Hours
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4.1 Summary of Findings:
After observation and analysis of the collected data during my research I analyze that
there is no gainsay regarding the training programs enhance the quality of the
performance. No one is perfect in his respective field. A full flazed training program
makes trainees complete performer in their respective areas.
Every company looks for a worker, who can work effectively. They are in search of a
person who has the maximum skills required for the job. After selecting the right person,
the companys main aim is to make that person a perfect workman. For this they provide
them training.
First of all the management should look for that areas where workers needs training. For
this purpose management should keep eyes on each and every activity of the workers and
staffs whosoever may need training. This is a long and time taking process. In this way
the next step would be to select the trainees. There should develop a mechanism for
selecting the trainees. There should be a test for this purpose. This will give the idea about
the weak and strong points of trainees. It will be very fruitful in designing the contents of
training program.
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4.2 Suggestions
The printed material is very useful in training. These materials should be given
before the training. Written material would provide the overall idea about the training and
make the trainees understand better.
Before developing the training contents some points should be taken care of.
There should be some practical values in that. The training should include new ideas and
should be helpful in the development of trainees. It must be relevant to the hob of workers
and staffs. In the training process the efficient use of time should be made as time is the
most important factor in any job.
The frequency of training program is according to the requirement and
convenience of the trainees as well as the management. Workers require more training so
they need one in every six month. Staffs required less training in the compression of
workers, so they required at least on training program every year.
The duration of any event is the most important, which maker any program
successful or fail. It should be according to the needs of the trainees of participants. In my
opinion the duration of the training would be 16 hours.
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4.3 Conclusions
Training is a costly affair for the management. It needs a handsome amount and long
time. So management has to play safe game for the benefits of the company as well as the
workers. One wrong decision may enforce the company to fall into deep troubles. So
selecting the weak areas of staffs and workers should be done very carefully. For that the
management should be conduct a test.
For providing an effective training, company requires a knowledgeable trainer. Selecting
a particular trainer is again a difficult job. Trainer demands handsome money. Training
needs time and cost both.
To conclude, it is very clear that training should be provided but not at the loss of the
company. It is very costly and time taking affair. But it is most important for the
development of the company. So management cant avoid it at any cost.