Mr. Hamid Ali H.R. Faculty Sr. Officer (P & A) GCPL, Malanpur



This is to certify that Mr. Anish Mishra work under my supervision and guidance for the period prescribed under the practical summer training. I recommend her report entitled TRAINING & DEVELOPMENT with reference to Godrej Consumers Product Limited Malanpur (M.P.) for partial fulfillment of degree (M.B.A.) from this Institute.


I Anish mishra student of Bachlour of Business Administration hereby declare that project entitled TRAINING & DEVELOPMENT in Godrej Consumers Product Limited Malanpur (M.P.) , is based on my finding and is original in nature. I also declare that all information gathered by me during the course of the project at Godrej Consumers Product Malanpur (M.P.) will be kept strictly disclosed without the prior written consent of Godrej Consumers P roduct Limited Malanpur (M.P.) .



I would like to take this opportunity to express my thanks to the management of Godrej Consumers Product Limited Malanpur (M.P.) specially Mr. Avinash Mishra (General Manager of Personal & Administration) for permitting me to undergo training and guiding me at every stage. My special thanks to Mr. Hamid Ali (of Personal & Administration) for giving me most valuable suggestions and guidance and extreme help that he rendered to me. My great thanks to Mr. S.C.Ghosh and all my faculty members for their inspiration and support. My special thanks & regard to all the staff members of G.C.P.L. Malanpur (M.P.) and specially to my parents for their consistent support and encouragement.


Curriculum for management studies includes training activities like group discussions, problem solving, case studies, role play exercise etc. Aimed to impart practical training and develop pragmatic thinking. Summer training is one of these activities designed to ensure that students are well acquainted to all legal functions when step out the institute. It is said that without practice, theory is meaningless. Hence practical training had been made an integral part of the management education in India. The training gives an excellent opportunity to a student to and proves his and her ability, intellect, agreement, judgment, reasoning by giving a solution to the assigned problem which reflects is caliber. It provides and around knowledge about the organization with specialization in assigned topic. Practical training gives an opportunity to work with highly experienced people in their field which makes the student bold and smart. I had the privilege to service such training in G.C.P.L. Malanpur (M.P.) which is an India s premier International training corporation which provided congenial atmosphere for learning. The language used in this report has been kept simple and comprehensive by using the simple wording place of technical words for as possible.




Godrej Group Profile Godrej History Godrej Corporate Vision Godrej Corporate Mission Godrej HRD Mission GCPL Quality Policy GCPL Health and Safety Policy Policy on HIV/AIDS Soap Story Chronological List of Godrej Product Board of Directors GCPL, Malanpur Profile GCPL, Malanpur Factory Certification & Awards SWOT Analysis of Godrej PEST Analysis of Godrej



Objective of the Study Scope of the Study Sampling Size Sampling Procedure Limitation of the Study



Introduction to Training Training & Education Comparison between Training & Education Need for Training Importance of Training Benefits of Training to Employees Types of Training A Systematic Approach to Training Objective of Training Methods & Techniques of Training Introduction to Training Objective of Executive Development Importance of Executive Development Benefits of EDP Process of Executive Development Methods & Techniques of Executive Training Training & Development Training & Development Compared 

Training Programme in GCPL, Malanpur

Corporate headquarters Mumbai, India

Local office address Number of employees Revenue

Godrej & Boyce Mfg. Company Ltd., Pirojshanagar, Eastern Express Highway, Vikhroli, Mumbai 400079 950 Rs. 6573.2 million (146 mn USD)

Manufacturing sub-segment Consumer Packaged Goods Main business groupings Key manufacturing locations/facilities Products URL The business groups are based on Product Lines Malanpur (M.P.), Guwahati (Assam), Silvassa (U.T.) and Baddi (H.P.) Toiletries, Hair Care, Household Care, Fabric Care & Body Care www.godrejcp.com

GCPL is part of the Godrej group, which is one of the largest engineering and consumer Products Company in the country having varied interests from engineering to personal care products with a total sales turnover of about 1100 million USD. One of India's outstanding industrial corporations, 'Godrej' has become a household name for several generations of Indians. The Godrej Group was established in 1897 and has since grown into a $1 billion conglomerate. The Parent company s commitment is truly reflected in its mission Enriching Quality of Life Everyday Everywhere and vision Godrej in every home and work place . The company is based on the four pillars of Integrity, Service, and Trust & Respect. The Godrej label has come to mean different things to different people across the length and breadth of India. Companies operating under the group umbrella are involved in a wide range of businesses -- from locks and safes to typewriters and word processors, from refrigerators and furniture to machine tools and process equipment, from engineering workstations to cosmetics and detergents, from edible oils and chemicals to agro products. And one such part of Godrej group is the Godrej Consumer Products Ltd (GCPL). The CPG segment ranks among the leading implementers of Information Technology. Some of the prominent areas where CPG organizations are harnessing the power of IT include Supply Chain Management, Dealer Management, Customer Relationship Management and Sales Force Management. CPG companies are also one of the highest spenders on information technology. Godrej is # 1 in safes and security equipments, liquid detergents, office furniture, hair colors, almirahs, oleo chemicals, house hold insecticides and animal feed.


Established in 1897, the Godrej group has grown in India from the days of the charkha to nights at the call centers. Our founder, Ardeshir Godrej, lawyer-turned-locksmith, was a persistent inventor and a strong visionary who could see the spark in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of today s Godrej empire. One of India s most trusted brand, Godrej enjoys the patronage and trust of over 400 million Indians every single day. Our customers mean the world to us. We are happy only when we see a delighted customer smile With 7 major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agro care to name a few our turnover crosses 2.5 billion dollars. You think of Godrej as such an integral part of India like the bhangara or the kurta that you may be surprised to know that 20% of our business is done overseas. Our presence in more than 60 countries ensures that our customers are at home with Godrej no matter where they go. With brands you can believe in, service excellence you can count on and the promise of brighter living for every customer, ³Godrej knows what makes India tick today´


We are dedicated to Deliver Superior Stakeholder Value By providing solutions to existing And emerging consumer needs in the Household and Personal Care Business We will achieve this through Enduring Trust and Relentless Innovation Delivered with Passion and Entrepreneurial Spirit.


We shall operate in exiting and new businesses which capitalize on the Godrej brand and our corporate image of reliability and integrity. Our objective is to delight our customers, both in India and abroad. We shall achieve this objective through continuous improvement in quality, cost and customer services. We shall strive for excellence by nurturing, developing and empowering our employees and suppliers. We shall encourage an open atmosphere conductive to learning and team work.


We believe that business excellence is achieved through competent and motivated human resources. A highly challenging productive work environment. Continuous upgrades to competencies and processes. Commensurate compensation rewards and recognition to performers.


Integrated Environment and Quality Policy We at Godrej Consumer Products Limited, Malanpur Commit Over selves to the Total Quality Concept

Encompassing and environment and safety responsibilities towards our employees, stake holders and customers in order to meet & exceed their requirement and expectations. We shall drive to continuously improve our environment & quality performance by Complying to fulfill the applicable statutory (regulation and other requirement of environment and product. Committing over selves to prevention of pollution by use of safe and efficient processes, practices & material that would avoid, reduce and contended pollution & to recycle work wherever possible. Achieve operational excellence by optimizing cost. Performance measurement, energy conservation, innovation and adoption of good manufacturing practices o f product, environment, health & safety. Ensuring consistency, timely delivery and environmentally friendly disposal of our soaps and other intermediates. Propagate awareness among community, employees, vendors, customers and other stake holders on environment health and safety issues. Establishing a work environment of mutual trust encouraging team effort & cooperation aiming at customer delight by providing less value for money. We are committed to demonstrate our values by reinforcing and achieving this policy throughout the organization by defining objectives & target to our empowered employees by the application of best management practices in line with our corporate image, vision and mission. A.B.Godrej (Chairman) President) H.K.Press (Executive Director &



GCPL, MALANPUR Health & Safety Policy

Godrej Consumer Products firmly believes in creating and maintaining safe & healthy working conditions in all our manufacturing complexes. Safety is an operating function and all level of management will have a primary responsibility for implementing the same. Health and safety to be considered as a top priority in all areas of activities. Safety of an employee, equipments, operations, materials customers and the neighboring community is paramount. Safety awareness is created by training on continuous basis to eliminate unsafe conditions and prevent unsafe acts. No job will be considered rightly dine unless the employee has followed the safety precautions and rules to protect himself, his fellow employees and also the equipment material in use. All the relevant statutory safety regulations and laws will be confirmed with in the lately and spirit. Central safety committees and plant safety committees will meet periodically to discuss health, safety and environment. Health and safety consideration is an integrated policy of the company while purchasing plants, equipment, machinery and materials. Prevention of accidents is achieved by continuous improvement in occupational safety measures. Health and safety is every body s business. Health and safety works must be respected always.

H.K.Press (Executive Director & President)


The management recognizes that the HIV infection, that causes AIDS, has profound impact on the global workforce and hence the need for the following: Pre-employment HIV testing shall not be done for prospective employees Health centre shall use disposable syringes and needles for administering parenteral medications and shall follow safe Medical waste disposal protocol. Awareness shall be given to all employees regarding use of Blood and its products in emergencies. Management shall maintain the right to confidentially about all medical information, including HIV status. Management shall not discriminate employees based on known or suspected HIV status. Employees shall have opportunity to choose redeployment and reasonable medical care within the framework of overall company policy. Health education on AIDS shall be imparted to all employees to prevent AIDS.

Counseling service shall be available for employees seeking help on issues related to HIV/AIDS.


The first washing bar was produced in 1918 and first toilet in 1920. In 1952 Godrej produced the genuine deodorant soap CINTHOL GSL, Malanpur plant no. of brand have been manufactured. y y y y y y y y Cinthol Lime Cinthol Fresh Cinthol International Cinthol Deodorant New Ganga Godrej Shikakai Godrej No.1 Nimin etc.

GSL Malanpur plant also renders its production facilities for the production of the other companies y y y y Rexona Jai Breeze Dettol H.L.L H.L.L H.L.L H.L.L

GSL Malanpur Soap Ltd. Through the Alpha Olejin Sulph ate (AOS), which his biodegradable makes soap at GSL, a shade apart from others.


(A). Godrej & Boyce Mfg. Co. Ltd. y y y y y y y y y y y y y y y y Locks Security Equipments (safes) Soaps and Toiletries Furniture & Office System Safe Deposit Vaults Tool Room, Hospitals Equipments and Library Stacks Machine Tools Manual Typewriters (First All-India Typewriter) Multiplex Storage System Refrigerators Forklifts Trucks Steel Foundry Process Equipments Electronic Typewriters Dot Matrix Printers & CAD/CAM Systems Fax Machines 1887 1902 1918 1923 1935 1935 1942 1955 1956 1958 1931 1965 1976 1985 1989 1992

(B). Godrej Soaps Ltd. y y y y y y Chive Bar No.2 No.1 Turkish Bath Shaving Stick Shaving Round 1918 1919 1922 1926 1932 1938

y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y y

Cinthol Liquid Soap Dip Washing Powder Cinthol Talcum Powder Shaving Cream (R) Rich Shaving Cream (M) Menthol BIZ Sc. Scrub Powder Liquid Hair Dye Key Detergent Powder Trilo Hair Dye-20 ml Key Bar Hair Remover Powder Hair Dye Deep Washing Powder EZEE Liquid Detergent Lime Fresh Shaving Cream Crowning Glory Besto Detergent Powder Cinthol (New) Marvel Fresca Vigil Meg Great Shake Fay Fresca-150 Dip Detergent Powder Vigil New Velvette Shampoo Shikakai Cinthol Lime Liquid Cleaner Velvette Tale Marvel Tomato Puree DEEP (New) Limelight Nivaran Anoop FRESCA Cream/Cool Powder Hair Dye Brown(BR/POL) EZEE-200gms

1952(August) 1953 1958 1960 1968 1969 1970 1974(May) 1977(June) 1977(July) 1979(June) 1980(Feb.) 1981(Nov.) 1981(Oct.) 1981(Oct.) 1983(Nov.) 1984 1985(Feb.) 1985(April) 1985(Oct.) 1986(Feb.) 1986(Oct.) 1986(Dec.) 1987(Jan.) 1987(March) 1987(July) 1987(Oct.) 1987(Dec.) 1987(Dec.) 1988(Aug.) 1988(Oct.) 1989(Oct.) 1989 1990(Feb.) 1990(April) 1990(May) 1990(June) 1990(Aug.) 1990(Aug.) 1990(Aug.) 1991(Jan.) 1991(Aug.) 1991(Nov.)

y y y y y y y y y y y y

Marvel Lilac/Gold Cinthol Cologne Vigil-Pink Jumping Fruit Juices Verve Hair Dye Cinthol-Sandal Evita Saxon-Range Ganga Toilet Soap Cinthol Talc-Satin Camay-Classic/Natural Powder Hair Dye Sachet

1991(Nov.) 1991(Dec.) 1991(Dec.) 1991 1992(March) 1992(April) 1992(June) 1992(Aug.) 1992(Aug.) 1994(May) 1995(Nov.)



Adi Godr is th Ch ir of th Godr Grou and s ral entities that are part of one of India s leading conglomerates These include Indian companies li e Godrej Industries Godrej Consumer Products Godrej Properties as well as international companies such as Keyline Brands U.K and Rapidol South Africa.



Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce . He graduated in Mechanical Engineering from Illinois Institute of Technology, USA. He is the Chairman of Aspen Institute India.

Nadir Godre

Nadir Godrej is the Managing Director of Godrej Industries and Chairman, Godrej Agrovet. He is also a Director of numerous firms including Godrej & Boyce, Godrej Foods, Godrej Consumer Products and Godrej Sara Lee.






£  ¢ ¡


¦©¨ ¦    

¦©¨ §¦ 

Bala Balac andran Bala Balachandran began his teaching career in 1960 while a graduate student at Annamalai University, India. In 1967 he moved to the University of Dayton and in 1971, to Carnegie-Mellon University, Pittsburgh, where he taught management courses while wor ing on his doctorate.

Rama Bijapurkar Rama Bijapur ar is a recogni ed thought leader on mar eting strategy and consumer related issues in India, and describes her mission as "providing mar et focus in business strategy development". She has her own strategic mar eting consulting practice.

Bharat Doshi Bharat Doshi is presently Executive Director & Group Chief Financial Officer (Group CFO), of Mahindra & Mahindra Limited (M&M), Flagship Company of the US $6 billion Mahindra Group, which is among the top 10 industrial houses in India. M&M is the largest manufacturer of multi-utility vehicles and agricultural tractors in India.

Omkar Goswami Omkar Goswami is the Founder and Chairman of CERG Advisory Private Limited. CERG is the acronym for the Corporate and Economic Research Group. Its objectives are to u se Indian as well as international resources to provide best in class. 

A Mahendran A. Mahendran is Managing Director, Godrej Sara Lee . He is also a Director of numerous firms including Godrej Consumer Products and Godrej Hershey. In addition to his current profile, he has assumed the role of Director, FMCG Portfolio Cell (FPC).

Aman Mehta Aman Mehta has a Bachelor s degree in Economics from Delhi University. He has over 35 years of experience in various positions with the HSBC Group. He was the Manager, Corporate Planning at The Hong Kong and Shanghai Banking Corporation s headquarters in Hong Kong.

D Shivakumar D. Shivakumar is currently Vice President & Managing Director of Nokia India Pvt Ltd. Nokia has a strong presence in India across manufacturing, infrastructure, sales, marketing and retail. Nokia is India s largest MNC and the Nokia brand is India s most trusted brand.

Dalip Sehgal

Dalip Sehgal is Managing Director, Godrej Consumer Products; India's premier FMCG Company.Dalip joined Godrej Hershey as Managing Director and CEO in February 2008. He was responsible for running multi-category foods and beverages business comprising juices, soya drinks, oil, tea, confectionery.


Dr. Rakesh Sinha Dr. R. K. Sinha is Chief Operating Officer (Marketing & Operations), Godrej Consumer Products (GCPL), India s premier FMCG Company.Dr. Sinha has headed several functions in Godrej Soaps including Strategic Planning, Information Systems, and Marketing.

Bhupendar Sodhi Bhupendar Sodhi is Executive Vice President, Sales, Godrej Consumer Products (GCPL), India s premier FMCG Company. Part of the Godrej Group for over 36 years, Sodhi is known for taking up new challenges and has been instrumental in leading the entire sales force of GCPL to new heights.

Jimm Anklesaria Jimmy Anklesaria is Executive Vice President, International Operations, Godrej Consumer Products (GCPL). Jimmy looks after the GCPL subsidiaries in UK, SA and GCC locations. He has successfully handled the acquisition of Keyline Brands and also initiated the joint venture between SCA, Sweden and GCPL for hygiene products. 

Sumit Mitra Sumit Mitra is Executive Vice-President, Human Resources, Godrej Consumer Products (GCPL). Having started his career as a Management Trainee at Godrej, he has completed 13 years in the company and has played an important role in making GCPL a Great Place to Work.

Dr. Sunder Mahadevan Dr. Sunder Mahadevan is Vice President, Research & Development, Godrej Consumer Products (GCPL). He heads the Personal Care department at GCPL. With his varied experience of working in leading FMCG companies like Dabur, Emami and Colg ate Palmolive, he looks after a number of roles in product and packaging.

P. Ganesh P. Ganesh is Vice President Finance & Commercial and Company Secretary, Godrej Consumer Products (GCPL). With over 15 years of experience in the domain of finance, his responsibilities include finance functions like accounts, MIS, funds management and taxation besides being the Company Secretary for GCPL.

Rajesh Tiwari Rajesh Tiwari is Executive Vice President, Operations, Godrej Consumer Products (GCPL). He was a key member in setting up the Malanpur unit in 1991 and since then looks after the entire supply chain of GCPL right from procurement, production planning, manufacturing and logistics.

y S. .Bhatt

y y y Pirojshanagar Eastern Express Highway Vikhroli, Mumbai 400 079 U-30, Industrial Area Malanpur, Dist. Bhind Madhya pradesh 477 116 Burjorjinagar Plot No.3, Village Kanerao Taluka-Valla, Dist. Bharuch Gujarat 393 135

y y y y Laxmi Insurance Building Asaf Ali Road, New Delhi 110 002 Chatterjee Internation Centre 16th Floor Chowringhee Road, Calcutta 700 071 Kasi Arcade 6th Floor 116, Sir Thyagaraya Road T.Nagar, Madras 600 017 284A, Chase Road, Southgate London N14-6HF

y y y y y y y Bank of India Central Bank of India Canara Bank American Express Bank Ltd The Hongkong & Shanghai Banking Corporation Ltd Panjab National Bank Citi Bank N.A.



HDFC Bank Ltd.

y Computech Services 147, Mahatma Gandhi Road Fort, Mumbai 400 023

- This unit is located at Malanpur, Bhind, M.P. on the Gwalior - Etawah high way. It is 22 km. away from the historical city Gwalior. - Its main products are toilet soaps, installed capacity 45000 tonnes / annum, current turnover Rs. 240 crores - It is an ISO 9001-2000 certified company. - First soap manufacturing company to get ISO 14001 certification in India. - At Malanpur Unit we are practicing the Japanese Concept of TPM (Total Productive Maintenance) since Mar. 2001. Godrej Consumer Products Limited, Malanpur dist. Bind (M.P) is a part of a Gorej group and first manufacturing location outside Vikhroli (Mumbai) in the stable of GCPL for manufacturing toilet soap & stearic acid. Godrej group is one of the leading groups in the world corporate sector. GCPL Malanpur dist. Bind (M.P). Malanpur is 22 km. from Gwalior, Etawah state highway no.37. Malanpur has been developed as an industrial area as a part of the Malanpur- Ghirongi industrial growth centre by the M.P Audhyogik Kendra Vikas Nigam (Gwalior) ltd. (MPAKVN) the industrial promotion and development agency of the region. District bhind in which Malanpur is situated has been classified as no industry district it has been categorized as backward category A by the central government and backward category C by the government of M.P. MPAKVN has acquired around 611 hactare of land in the Malanpur of which nearly 337 hectare of land has been allocated to various units. The total investment is for nearly 300 crs. And with a potential of direct employment to 8000 people. The land for the present factory is 76 acres which was obtained as lease in May 1989 for the purpose of manufacturing. Malanpur plant is one of the most modern and integrated complex of it kind, processing raw oils in to toilet soaps through the fatty acid rought. The main brand being manufacturing in these units are Cinthol International variants No.1, Rose No.1, Sandal, Ganga & Fair Glow. From the total land of 76 acres is acquired by the company, 25 acres of land is reserved for plantation and for the result of that is the GCPL, Malanpur is one of the biggest Greenest Plant of this area. A huge amount of capital investment i.e., 85 crs. & big number of manpower and other factors make him one of the largest operational factories in this area. To match the rapid growth of information technology MFGPRO system has been installed at GCPL, Malanpur and its manufacturing inventory purchase, distribution & sales. Quality and accounting modules are being used to harness its capacities of on-line accurate information. The fat splitting plant fatty acid distillation plant, sweet water evaporation plant, hydrogenation plant, toilet soap plant and effluent treatment plant have been erected in 45 acres.

GCPL, Malanpur have adopted the principal of TQM not only technologies produced & process improve programmers but more fundamental towards is the drive towards a vibrant human culture, the nurturing of quality. Mind and the growth of each individual worker as an intrinsic part of the whole. The concept of technology and development, Circle, SGA, Kaizen, sports and culture activities, rural development, and 5-s have become a way of life for GCPL, Malanpur. GCPL, Malanpur is operating a qlty. Mgt. System since the year 1995. It is certified for ISO-9002 by the bureau of Indian Standard also for ISO-14001 by KPMG of Netherland Jan, 1999 with the maturing of Qms & Ems systematic working has become a way of life for GCPL, Malanpur. A integral part of the MFG/PRO software is the progress database system and Unix operating system. INFORMATION SYSTEM DEPARTMENT (ISD): 

Company uses only one system- MFG-PRO version 1.4 of QAD s manufacturing software.  This system used basically manufacturing and financial work in GSL mostly production related concern use this system.  All MFG-PRO users have one thing in common i.e., manage and control inventory.  ISD helps every department of GSL, Malanpur in any problem related to computer.  All departments are connected through on-line system. So each and every department can use any type of department.
PAY ROLL SYSTEM: This system is generally used by A/Cs department. AARS (Alternative Attendance): This system is generally used by time office. Time office maintains the attendance of the employees. Time office set the employee s working hours and due date of salary. BTI: This system is generally used by Exercise and Dispatch department. 

ISD many facilities are there like LAN system, E-mail, at present ISD is using cobol language.
ISD INSTRUMENT FACILITY: The instrument facility is satisfactory. There is one separate room and 5-6 computer system, 3-4 printers, well maintained library having books related to MFG-PRO package.


The Godrej Groups is one amongst the top individual a Factory in the Malanpur, Ghirongi, Industrial area. The land for the present factory was obtained on lease on May 1989 for the manufacture of toilet Soap, Detergents, Strearic acid etc. The plant is located on a70 acre plot with the total investment of Rs. 80 crores of which25 providing green covers. A huge amount of capital number of manpower and other factors make him one operational factory in this area. The plant is one of the most modern and integrated of its kind in the country and has ISO-9002 certification currently the plant is working on ISO -14000. Which is related to environment conservation?


y y y y y y

ISO-14001 for environment management system since 1999. Excellence in safety promotion in M.P Best Safety Award from NSC for safety performance. Best Eco-Friendly industry in Gwalior from MPPCB 2nd Runner-up award in state level competition on SHE Management from CII, Bhopal. Winner of the Yogyata Praman Patra of the NSCI safety awards for the year 2001





STRENGHT: y y y y y y The Company has got wide range of branches within the country. The Company has wide range of product line. Godrej is having better Sales after services. The Company has there respectable and believable brand name. Company is having large number of customer with higher satisfaction. The management is trained and efficient & the network of service centers is good in all states.

WEAKNESS: y The Company does not go for advertising, which is one of the biggest disadvantages of Godrej. Its emphasis more on the advertising of office automation & prima division. The company is focusing many security products at a same time. Manpower is less at sale officer level so that it affecting directly on the way of sale.

y y y




The effective selling schemes are not available like payment on installments.

OPPORTUNITIES: y Godrej has more opportunities to grow as it has earned good name in security sector. Technical up gradation time to time is also one of the opportunities. Godrej can focus on big project like construction. Where there is a great demand of security equipments.

y y

THREATS: y The growing competition in the security sector is threat for all manufacturing companies so it is also threat for Godrej to stand in the market with the higher position.


Political (incl. Legal)


Environmental regulations Economic growth and protection Tax policies International trade regulations and restrictions Contract enforcement law Consumer protection Employment laws Interest rates & monetary policies Government spending Unemployment policy Taxation

Government organi ation / Exchange rates attitude Competition regulation Political Stability Safety regulations Inflation rates

Stage of the business Health consciousness & (Changes in) Internet cycle welfare, feelings on safety (Changes in) Mobile Consumer confidence Living conditions Technology


Social Income distribution

Technological Government research spending

Demographics, Industry focus on Population growth rates, technological effort Age distribution New inventions and Labor / social mobility development Rate of technology Lifestyle changes transfer Work/career and leisure Life cycle and speed of attitudes technological Entrepreneurial spirit obsolescence Education Fashion, hypes Energy use and costs (Changes in) Information Technology


The objective of the study was to identifying training needs for workers and executive development in GCPL industries.  The scope of study is very wide. Training and development helps employees significantly at all the levels of management as it improves efficiency and save time.  The sample size based on interviewing 38 workers out of 317 workers. Selecting a sample of the total population for identifying training need for workers.  To avoid any bias, the selection of the sample was random selecting 20th and 40th candidate from each department. Whenever the candidate at the 20th and the 40th Position was not available the next cardholder was picked for interview.  To achieve the above data was collected by interviews based on preformatted questionnaires as per detail below:Primary data: Primary data collected from questionnaires and personal (verbal) interviews. Secondary data: Secondary data collected from Personnel department, Time office and Sales department. 

The questionnaire was designed so that they were relevant to topics covered in training need assessment. Views from the workers, to know about the problems faced by them, if any.  The questionnaire was revised several time to make sure that the topics that had to be covered were present and all the suggestion made by the members of the personnel department were called one by one, for the dialogue session and their views were recorded.
(Note: The questionnaire was framed in Hindi for the convenience the workers.)


A major limitation is that in program pertaining attitudinal changes. The response got very subjective.  Limited number of workers was used as sample figure to generalize the analysis.  During the interview the limitation of the worker understands the perception of interviewer.  205 of the participants had to consult their colleagues for filling up the questionnaire.  Workers were not able to express their views extensively as they had limited time to spare.


Training is the process of increasing the knowledge and skills for doing a particular job. It is an organized procedure by which people learn knowledge and skill for a definite purpose. The purpose of training is basically to bridge the gap between job requirements and present competence of an employee. Training is aimed at improving the behavior and performance of a person. It is a never ending or continuous process. Training is closely related with education and development but needs to be differentiated from these terms.

Training should be distinguished from education. Training is any process by which the aptitudes, skills and abilities of employees to perform specific jobs are increased. On the other hand, education is the process of increasing the general knowledge and understanding of employees. Points of Comparison 1. Content and Scope 2. Nature 3. Duration 4. Result Education Broad and general Pure and theoretical Long duration Delayed and inapparent Training Narrow and specific-job related Applied and practical Short duration Quick and apparent

y Job Requirements- Employees selected for a job might lack the qualifications required to perform the job effectively. New and inexperienced employees require detailed instruction for effective performance on the job. Technological Changes- Technology is changing very fast. Now automation and mechanization are being increasingly applied in offices and service sector. Increasing use of fast changing techniques requires training into new technology. Organizational Viability- In order to survive and grow, an organization must continually adapt itself to the changing environment. Internal Mobility- Training becomes necessary when an employee moves from one job to another due to promotion and transfer. Employees chosen for higher level jobs need to be trained before they are asked to perform the higher responsibilities. Training is widely used to prepare employees for higher level jobs.


y y

y y Higher Productivity- Training helps to improve the level of performance. Trained employees perform better by using better method of work. Better Quality of Work- In formal training, the best method are standardized and taught to employees. Uniformity of work methods and procedures helps to improve the quality of product and service. Less Learning Period- A systematic training programme helps to reduce the time and cost involved in learning. Cost Reduction- Trained employees make more economical use of materials and machinery. Reduction is wastage and spoilage together with increase in productivity help to minimize cost of operations per unit. Reduced Supervision- Well-trained employees tend to be self-reliant and motivated. They need less guidance and control. Low Accident Rate- Trained personnel adopt the right work methods and make use of the prescribed safety devices. High Morale- Proper training can develop positive attitudes among employees. Job satisfaction and morale are improved due to rise in the earnings and job security of employees. Personal Growth- Training helps to develop people for promotion to higher posts and to develop future managers. Organizational Climate- A sound training programme helps to improve the climate of the organization.

y y

y y y

y y y


y y y y y y

Self-confidence- Training helps to improve the self-confidence of an employee. It enables him to approach and perform his job with enthusiasm. Higher Earnings- Trained employees can perform better and thereby earn more. Safety- Training helps an employee to use various safety devices. He can handle the machines safely and becomes less prone to accident. Adaptability- Training enables an employee to adapt to changes in work procedures and methods Promotion- Through training, employee can develop himself and earn quick promotions. New Skills- Training develops new knowledge and skills among employees. The skills are a valuable asset of an employee and remain permanently with him.



y y y y


Orientation Training- Induction and orientation training seeks to adjust newly appointed employees to the work environment. Every new employee needs to be made fully familiar with the job, his superiors and subordinates and with the rules and regulation of the organization. Job Training- It refers to the training provided with a view to increase the knowledge and skills of an employee for improving performance on-the-job. Safety Training- Training provided to minimize accidents and damage to machinery is known as safety training. Promotional Training- It involves training of existing employees to enable them to perform higher level jobs. Refresher Training- When existing techniques become absolute due to the development of better techniques, employees have to be trained in the use of new methods and techniques. Refresher or re-training programmes are conducted to avoid obsolescence of knowledge and skills. Remedial Training- Such training is arranged to overcome the shortcomings in the behavior and performance of old employees. Remedial training should be conducted by psychological experts.



y y


To impart to new entrants the basic knowledge and skills required for efficient performance of definite task To assist the employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they would require in their particular fields To build up a second line of competent officers and prepare them to occupy more responsible positions To broaden the minds of senior s managers through interchange of experience within and outside so as to correct the narrow outlook caused due to over specialization.



y y y


On-the-job Training (OJT)- In this method, the training is placed on a regular job and taught the skills necessary to perform it. The trainee learns under the guidance and supervision of the superior or an instructor. Vestibule Training- In this method, a training centre called vestibule is set up and actual job conditions are duplicated or simulated in it. Apprenticeship Training- In this method, theoretical instruction and practical learning are provided to trainees in training institute. Classroom Training- Under this method, training is provided in company classrooms and educational institutions. Lectures, case studies, group discussions and audio visual aids are used to explain knowledge and skills to the trainees. Internship Training- It is a joint programme of training in which educational institutional and business firms cooperate.


Executive development or management development is a systematic process of learning and Growth by which managerial personnel gain and apply knowledge, skills, attitudes and insights to manage the work in their organizations effectively and efficiently. It is an educational process through which executives learn conceptual and theoretical knowledge and managerial skills in an organized manner. Management development involves relating experience to learning.


y y


y y y

To improve the performance of managers at all levels in their present jobs. To sustain good performance of managers throughout their careers by vvexploiting their full potential, i.e., to prepare managers for higher jobs in future. To ensure availability of required number of managers with the needed skills so as to meet the present and anticipated future needs of the organization. To prevent obsolescence of executives by exposing them to the latest concepts and techniques in their respective areas of specialization. To replace elderly executives who have risen from the ranks by highly competent and academically qualified professionals. To provide opportunities to executives to fulfill their career aspirations. To ensure that the managerial resources of the organization are utilized optimally.





The size and complexity of organizations, both business and nonbusiness are increasing. Managers need to be developed to handle the problems of giant and complex organizations in the face of increasing competition. Business and industrial leaders are increasingly recognizing their social and public responsibilities. They require a much broader outlook to discharge these new responsibilities. Executive development is required to broader the outlook of managers. Their is a noticeable shift from owner-managed to professionally managed enterprises, even in family business houses. Executive development programmes are required to train and develop professional managers.


y y y y y y

Networking takes place between executives. More cohesiveness between team members. Positive effect on the bottom-line. More patience and better understanding of another department s limitation. Skill and knowledge enhancement is substantial. Executive develop the right attitude.


1). On-the-job Techniquesy y y y y y y 2). Off-the-job Techniquesy y y y y y y y y Lectures Case Studies Group Discussions Conferences Role Playing Management Games In Basket Exercise Sensitivity Training Programmed Instructions Coaching Under Study Position Rotation Project Assignment Committees Multiple Management Selected Readings


Employee training is distinct from management development. Training is a short-term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose. It refers to instructions in technical and mechanical operation of a machine. It is a designed primarily for non-managers. It is for a short duration and for specific job related purpose. On the other hand, development is a long term education process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for a general purpose. It involves philosophical and theoretical educational concepts and it is designed for managers. It involves broader education and its purpose is long term development. Point of Distinction 1). Contents 2). Participants 3). Time Period 4). Purpose 5). Initiative 6). Nature of the Process Training Technical and mechanical operation Non- managerial personnel Short-term one shot affair Specific, job related skills From managementexternal motivation Reactive process-to meet current need Development Conceptual and philosophical concepts Managerial personnel Long-tern continuous process Total personality From individual himselfinternal motivation Proactive process-to meet future needs



Safety Training Programme. Health Training Proramme. Importing Training on Fork Lift by Two of Our Drivers. Classroom Training on Supervisory Division Skills. Inauguration of HIV/AIDS Awareness Programme. Fire Fighting Exercise.


Kindly indicate your opinion by marking the appropriate scales. The alternatives are: Strongly agree Agree Neutral Disagree 14 11 .8 .......2

Strongly disagree 3

3 14 8 Strongly agree Agree


Disagree Strongly disagree

Q.1 Do you feel that training is useful in your personal growth and development? Q.2 Are you aware of the topics and objectives before training? Q.3 Does your supervisors/superiors conduct a small meeting mentioning the benefits after effects of the programme before training? Q.4 Does company provide you the right atmosphere, climate and suitable venue that can help you more in your learning process? Q.5 Training conducted by the company is on proper schedule as mentioned in the training calendar or not?

Q.6 Do you think that train ing programmes are well organized? Q.7 On which faculty management places more emphasis? a) Internal b) external c) both Q.8 which faculty do you find more suitable internal or external? Q.9 Is internal faculty knowledgeable and do they fulfill your a ll needs and objectives expected by you? Q.10 By which training you are satisfied? a) Technical b) Behavioral

Q.11 Do you think that your doubts are removed after attending the trainig programmes? Q.12 Do you feel confident after attending training programme? Q.13 Whether your training needs are met after attending training programme? Q.14 Do you implement same as you have learnt in the training programme? Q.15 Is any motivational workshop or programmes held in the organization? Q.16 Do you think that the time assigns on the topics is sufficient to understand and learn? Q.17 Does trainers take proper feedback from you after completion of training programme? Q.18 Is there any system of reward if you achieve the target by performing well after the training programme? If yes do they provide you both monetary and non monetary reward? Q.19 On which other topics you want to take technical training? Q.20 What are your expectations from the training programme? Q.21 How do you find the behavior of trainers during the training programme? a) Good b) Satisfactory c) Unsatisfactory



y y y y y y y y

77.42% of the participants did not face any problem while working. 22.58% of the participants faced the problems regarding to training, raw material and other problem. 28.57% of the participants faced the problems regarding training when new machines were installed in plant. 42.85% of the participants have faced the problems due to bad checking. This problem is rarely occurred. 28.57% of the participants faced other problems, related to their job or other reasons, like transfer from one department to other departments. 6.45% of the participants want training on family related subjects. 16.12% of the participants want training on safety and fire fighting. 29.06% of the participants had no preference.

No prlm

16% 6% 29%


Training Bad checking
Job & other

23% 43%

Family related Safety & fire

No preference


y y y

74.19% of the participants felt that training is compulsory. 22.58% did not want training. 3.23% of the workers had no preference.



Raw material


Compul ory

Not compul ory 74%



32.03% of the participants required training on job related and technologies related.


y y y

38.70% of the participants required training on the job. 35.48% of the participants required training off the job. 25.8% of the participants had no preference.



Off th job

No pr f r nc

' ''' ' (


On th job

&' ' ' '

no pr f r nc




y y y y y

38.71% of the participants felt training should be given after six months. 9.7% of the participants reported training should be given once in a year. 3.23% of the participants reported training should be given after 3 to 4 months. 12.09% of the participants felt training should be given after 1 to 2 months. 35.48% of the participants had no preference.


Aft r six m nths 3 %


Onc in a y ar

Aft r 3 t 4 m nths

Aft r 1 t 2 m nths N pr f r nc

10% 3%



y y

76.08% of the participants reported that the performance level has increased and they are handling their work more confidently and efficiently. Productivity, quality of products, quality of lie has increased. 22.05% of the participants reported there is no effect of training. 3.23% of the participants felt positive effects on their daily behavior.

2 222 3 3 3 2 1 1 0 0 0

0 1




Increa ed performance level No effect

Po itive effect


y y y y

38.7% of the participants reported duration of training program should be at least for one week. 29.03% of the participants say that it should be 3 days is adequate. 29.03% of the participants had no preference. 3.23% of the participants of the workers say that it should be for one month.



39% No preference
One month 29%




One week

3 day


Workers have expressed their views regarding the following: Problems faced by workers during training programs:y y y y Participants felt that more emphasis should be given to practical aspects. More emphasis should be given to selection of topics. Teaching medium should be Hindi. Numbers of participants were more it should be reduced to 15-20 persons.

NEED FOR TRAINING:Training need for workers have been divided into three categories: 1). TRAINING IS MUST (IN THESE AREAS):y y y y y Technical Work related Company knowledge Product knowledge Quality circle

TECHNICAL PROGRAMS:Like latest field in technology concerning their operation, soaps packing maintenance people want training when new machine and advanced technology installed in plant. COMPANY KNOWLEDGE:To provide adequate knowledge about the company to the workers, history of Godrej, knowledge about mission and vision and how Godrej plans to achieve it, future plans. PRODUCT KNOWLEDGE:To acquaint workers with complete knowledge about all the products of Godrej. To provide a lecture on all the attribute of all the products their tastes, creaminess, sugar content, the ingredient used. To the respective position of the competition can also be discussed with each product.

2). TRAINING SHOULD BE THERE: PERSONALITY DEVELOPMENT- There should be more personality based programs it helps the individual in overall development. y LEADERSHIP- To familiarize workers about the concept of leadership introduces to him leadership traits and their application. y NICE TO HAVE TRAINING- Safety and fire fighting. y FAMILY RELATED- More emphasis should be given on work related and technical aspect. Topics should be explained in details. y METHOD OF TRAINING- Technical training should be conducted on the job, factory visit should be more. The use of audiovisual clips should be more. y FREQUENCY OF TRAINIG- Training should be conducted frequently, every 6 month and regular feedback should be taken. y DURATION OF TRAINING PROGRAM- Duration of training should be increased, it should be of one week. y

a). Productivity Quality and efficiency: Quality has improved. Wastage is minimized. Operation on machine is done carefully. Productivity has increased. b). Personality development: Confidence has increased. Mental tension has reduced. c). Relationships with family peers and superior: Relations with family members have improved now there is peace and happiness in family, family decisions are taken with interest and care.




y y y

In GCPL much attention is not paid in pre training activities employees are informed about training just through circulation letters their superiors do not conduct small meeting mentioning the benefits, aftereffects of the training programme therefore every superior is expected to explain in brief about training programme. Too much focus on behavioral training is there where as focus on technical training is less. Hence training programmes should have proper balance of both behavioral and technical training. Training programmes must take sufficient time depending upon their requirements, which can be more helpful for personal growth of employees. Atmosphere while giving training should be light trainer should open minded and free. Topics and way of presentation should be interested. Judgment of employees about their performance should be there on regular basis and try to concentrate on employees weak points and try to improve upon them.


1). Training should be given mostly to those who are less efficient and weak in their job areas. 2). Training should be so organized that each and every worker can participate. 3). New technologies & knowledge-based training should be given. Technical programs like latest field in technology concerning their operations. 4). Yoga and meditation & personality-based training should be conducted frequently. It helps the individual in overall development. 5). Training should be job related and emphasis more on practical aspects with more audio-visual clips. 6). Training should be conducted frequently, every 6 months and regular feedback should take. 7). Subject method should be discussed thoroughly, in detail and both extensively and intensively. 8). Homogenous groups should be formed for training s o that they can easily and quickly understand each others problems.


1). During training programs, few problems were faced by the workers. 2). Mostly the workers felt need for training. 3). Training need for workers divided into three categories: TRAINING IS MUST: Technologies related Work related Quality circle TRAINING SHOULD BE THERE: Personality based Leadership NICE TO HAVE TRAINING: Safety and fire Yoga and meditation 4). During training programme, the participants faced a few problems. 5).Training program should be conducted frequently. 6). Faculty members were excellent in teaching. 7). Duration of the program training was short in some programmes. 8). Training program was effective for the workers. 9). Overall programme was largely useful for the participants.



HUMAN RESOURCE MANAGEMENT .. by Dr. C.B. Gupta. MANAGEMENT Concept & Practices ... by Dr. C.B. Gupta. ORGANISATIONAL BEHAVIOUR by Robbins. With the help of internet. With the help of employees who are working in GCPL, Malanpur.