This action might not be possible to undo. Are you sure you want to continue?
“ Designing of Training & Development”for PARLE Biscuit Private Limited”
Under The Supervision Of:
Mr. Shishir Shrivastava (HR Executive, PBPL) Mr. Saurabh Rathi (HR Asst. officer, PBPL) In partial fulfillment of the requirement for the award of the Degree of Master of Business Administration
AMRAPALI INSTITUTE OF APPLICATION HALDWANI
I hereby declare that the project report entitled
“Designing of Training & Development for PARLE Biscuit Private Limited (PBPL)”
Submitted in partial fulfillment of the requirement for the degree of
MASTERS OF BUSINESS ADMINISTRATION
Is our original work and not submitted for the award of any degree, diploma, fellowship or other similar title or prizes.
*Himani pant* (amrapali institute haldwani)
“INTERDEPENDENCY IS A HIGHER VALUE THAN INDEPENDENCY” Any accomplishment requires the effort of many people and this work is not different because without proper guidance, training and constant encouragement no task can be completed either small or big. I would like to acknowledge the enormous support received from the people whose patience and support was instrumental in accomplishing this task. Every effort has been made to give credit where it is due for the material contained herein. I have been privileged to interact with the employees of Human Resource Department they helped us by giving their valuable time for filling the questionnaire and providing information which was important for preparing this project. I hereby take the opportunity to express my profound sense of reverence and gratitude to all of them who have helped me in successful completion of the project. I wish to express my sincere gratitude for guidance and valuable support to
Mr. Shishir Shrivastava (HR Executive, PBPL Pantnagar) Mr. Saurabh Rathi (Asst. Officer– HR, PBPL Pantnagar)
I am grateful for everyone’s guidance and encouragement. I am also grateful for the inspiration and motivation given by my family, who is indirectly involved for the successful outcome of this volume of project.
1 – Introduction 1.2- About study 2 - Industry profile 2.2- Company/Organizational profile 3- About PBPL 4- Induction & orientation 5- DESIGNING OF TRAINING & DEVELOPMENT FOR PBPL 6- RECOMMENDATION 6.1-SUGGESTION 6.2- CONCLUSION **BIBLIOGRAPHY Organization’s Structure Personnel Department Personnel Management & Industrial Relations Human Resource Development Performance Appraisal Recruitment Training & Development Welfare activities
As a part of the curriculum of my MBA III semester, I undergo my project in PARLE BISCUIT PRIVATE LIMITED (PBPL). There I was assigned the project title “Designing of Induction & Orientation for IGL and its significance”. My topic is concerned with the Induction & Orientation in PBPL and its awareness among employees through research done, which helped me to check whether Induction & Orientation in PBPL is appropriate or not. This project work provides me an ample opportunity to judge the company’s Induction & Orientation of the firm. Through this project we can evaluate the Effectiveness of Induction & Orientation in an organization. I analyzed the responses taken through questionnaire filled up by employees. This study provides me an opportunity to analyze that how important is “RIGHT” Induction & Orientation for the employees and what impact it have on developing their interest in organization. Therefore, I have chosen this topic to evaluate that Induction & Orientation is actually necessary for the organization and that should be redesigned on timely basis for the developing the interest of new employees and if so then to what extent.
1.2 ABOUT STUDY Objective of the study: To find out the awareness level in employee regarding Training & Development in organization.
To find out the effectiveness of training & development. To analyze the satisfaction level among the employees with regard to the training & Development programme in PBPL. To design a new Training & Development programme for PBPL.
Scope of the study:The Project designed can be suitable to every organization irrespective of nature, business.
Period of the study:The duration of the study is 2 Months.
Limitation of the study:The study has gone through the above mentioned limitations that took a form of obstacle in the study: The time and support extended by the executives of PBPL were limited due to their company policy. I was not able to interact within the factory premises due to safety aspect. The sample size was large and may not be representing the population’s characteristic.
2- INDUSTRY PROFILE ABOUT PARLE
Parle Products has been India's largest manufacturer of biscuits and confectionery, for almost 80 years. Makers of the world's largest selling biscuit, Parle-G, and a host of other very popular
brands, the Parle name symbolizes quality, nutrition and great taste. With a reach spanning even the remotest villages of India , the company has definitely come a very long way since its inception. Many of the Parle products - biscuits or confectioneries, are market leaders in their category and have won acclaim at the Monde Selection, since 1971. With a 40% share of the total biscuit market and a 15% share of the total confectionary market in India , Parle has grown to become a multimillion dollar company. While to consumers it's a beacon of faith and trust, competitors look upon Parle as an example of marketing brilliance.
In 1929 a small company by the name of Parle products emerged in British dominated India. The intent was to spread joy and cheer to children and adults alike, all over the country with its sweets and candies. The company knew that it wouldn’t be an easy task, but they decided to take the brave step. A small factory was set up in the suburbs of Mumbai, to manufacture sweets and toffees. A decade later it was upgraded to manufacture biscuits as well. Since then, the Parle name has grown in all directions, won international fame and has been sweetening people's lives all over India and abroad. Apart from the factories in Mumbai and Bangalore Parle also has factories in Bahadurgarh in Haryana and Neemrana in Rajasthan, which are the largest biscuit and confectionery plants in the country. Additionally, Parle Products also has 7 manufacturing units and 51 manufacturing units on contract.
Availability outside India Outside India, Parle-G is available in Europe, UK, USA, Canada, Singapore, etc. In Canada, it is sold by Zehrs, Food Basics, Loblaws, etc for only 99 cents for a 418 gram pack. It also is popular across the world and is starting to sell in Western Europe and USA.
Recognitions The Brand Trust Report, published by Trust Research Advisory in 2011, ranked Parle in the 58th place as the Most Trusted brands of India
Hygiene is the precursor to every process at Parle. From husking the wheat and melting the sugar to delivering the final products to the supermarkets and store shelves nationwide, care is taken at every step to ensure the best product of long-lasting freshness. Every batch of biscuits and confectioneries are thoroughly checked by expert staff, using the most modern equipment hence ensuring the same perfect quality across the nation and abroad. Concentrating on consumer tastes and preferences, the Parle brand has grown from strength to strength ever since its inception. The factories at Bahadurgarh in Haryana and Neemrana in in Rajasthan, Pantnagar and Sitarganj in Uttarakhand which are the largest biscuit and confectionery plants in the country. Additionally, Parle Products also has 7 manufacturing units and 51 manufacturing units on contract.
PARLE CORE VALUES
An in-depth understanding of the Indian consumer psyche has helped Parle evolve a marketing philosophy that reflects the needs of the Indian masses. With products designed keeping both health and taste in mind, Parle appeals to both health conscious mothers and fun loving kids. The great tradition of taste and nutrition is consistent in every pack on the store shelves, even today. The value-for-money positioning allows people from all classes and age groups to enjoy Parle products to the fullest.
Parle products have been shining with the golds and silvers consistently at the Monde Selection ever since they were first entered in 1971. Monde Selection is an international institute for assessing the quality of foods and is
currently the oldest and most representative organization in the field of selecting quality foods worldwide.
BRANDSKnow a little more about all the delicious Parle products. From yummy biscuits to lip-smacking sweetmeats, the Parle product range is a genuine treat for every snack lover. The biscuits alone have such variety, catering to diverse palettes, there's something for everyone. And the tantalizing array of sweetmeats is just the cherry on top.
Parle - G Hide and Seek Krackjack Hide & Seek Milano Magix Digestive Marie Monaco Parle Marie Kreams Milk Shakti Parle 20-20 Cookies
Golden Arcs Nimkin Kreams Gold Chox Monaco Jeera Hide & Seek Bourbon
Melody Kismi Gold Mango Bite Orange Candy Kaccha Mango Bite Xhale (NEW) Poppins 2 in 1 Eclair Kismi Toffee Golgappa Kisme Toffee Bar Melody Softee Mazelo Parle Lites
Musst Bites Jeffs Cheeslings Musst Stix & Musst Chips Sixer Sixer Zeera Monaco Smart Chips
Wheat Flour Sugar Edible Vegetable Oils Invert Syrup Skimmed Milk Powder Salt Leavening Agents Permitted Emulsifier, Flavour Dough Conditioners
The immense popularity of Parle products in India was always a challenge to our production capacity. Now, using more modern techniques for capacity expansion, we have begun spreading our wings and are going global. Parle biscuits and confectionaries are fast gaining acceptance in international markets, such as, Middle East, Africa, South East Asia and the more sophisticated economies like U.S.A., UK, Canada, Australia and New Zealand now relish Parle products. The Parle name symbolizes quality, health and great taste. And yet, we know that constantly innovating and catering to new tastes have built this reputation. This can be seen from the success of its new brands such as Hide & Seek, Mangobite etc. The Parle Biscuit brands, such as, Parle-G, Monaco, Krackjack, Marie Choice, Hide & Seek and confectionery brands, such as, Melody, Poppins, Rolacola, Mangobite enjoy a strong imagery and appeal amongst consumers across the world.
“ Which has resulted into Parle-G being the “worlds largest selling biscuit “.
CORPORATE SOCIAL RESPONSIBILITY (CSR)
As a part of Corporate Social Responsibility Policy Parle is keenly involved in the overall development of younger generation with focused endeavor to built New Face of India and spread happiness & joy all over. Parle Centre of Excellence as an institution is dedicated to enrich the lives of people through conducting various cultural programs across all region to facilitate the all round development of the children. Every year, Parle organises Saraswati Vandana in the state of West Bengal during the festival of Saraswati Puja, inviting schools from all across the state to participate. The event is one of much fanfare and celebration, keeping alive the culture and traditions of ages. Our involvement in cultural activities has seen the inception of Golu Galata in Tamil Nadu, held during Navratri. Its gives a platform to all the members of a household to showcase their creativity and being judged by immanent personalities. Thousands of families participate and celebrate the occasion on a grand scale.
Grow then higher then market growth rate, while maintaining leadership in the industry. Export 1 % of annual turnover. Have access to customized information globally. Aim to zero defect products, there are exceeding customer’s expectations. Develop process flexibility and innovation to get significant portion of turnover from new products. Expand distribution network in neighboring countries, presence in other countries. Impart training, motivation and respect to all employees and associates.
The main objective of these visits is to aware the students & visitors about the Parle hygiene & quality, and to promote the product of Parle.
3.1 ORGANISATION STRUCTURE
Unit head Depty Manager Executives
Officer HR & Personnel
Foreman School Coordinators Supervisor Trannies Operator Fitters
Assistance Operator/ Fitters
3.2 PERSONNEL MANAGEMENT & INDUSTRIAL RELATION (PM & IR)
Under personnel management & industrial relation the main activities are time office & industrial relation. The main works of the office is wage & salary administration. wage & salary if the factory employee casual worker or contract worker is calculated after considering various factor like shift of working, overtime, leave taken late corning, compensatory leave, loan & other statutory compliances as laid down in the wage & salary act. The attendance of an employee registered through card punching machine installed at the time office. The employees & workers are also given various allowances & these are added to their respective salary. Provision of employee state insurance & provident fund is also maintained & it is deducted from the employee's salary apart from contribution by company. Harmonious industrial relation is a must for every organization or company for its smooth functioning. At PBPL although there is no union but still grievances of employee has to redress and this work is under taken by industrial relation department. At PBPL, efforts are made to redress any grievance of the sectional level but if such a situation arise that it is not solved at the above level then IR department comes into picture & it tries to solve it as per laws rules & regulations.
3.3 Human Resource Development
At PBPL the main activities undertaken by HRD department are recruitment, performance appraisal Training and development, welfare activities, personal growth & promotion.
3.4 Performance Appraisal
Company considers its human resource as the most valuable resource for its growth & expansion. In line with this PBPL is committed to provide opportunity to its employees for their personal & professional development. To achieve this objective the company carries out performance appraisal of its employees so as to assess their weaknesses& strengths& to take measures accordingly like providing training or giving rewards or incentives.
Recruitment at PBPL is carried out in close co-ordination with the department requiring the personnel. It is a process where the qualification and other skills needed for the job are taken into account & based on this the incumbent is selected after proper screening & interviewing. He is then inducted & provided training if needed.
3.6 Training and Development
Training & development is an important aspect of HRDI, PBPL, believes in training and development of its employees so as to help them taken higher responsibilities & to prepare to meet the challenging business environment. The training need of the factory employees is assessed by his sectional & departmental head is consultation with the employee HRD ensures that suitable in-house or outstation training program are arranged for the employees.
3.7 Welfare Activities
PBPL cares for its employees hence to ensure that every employee is happy & healthy it runs various welfare schemes like It also provides flat facility, transport facility, canteen facility etc to its employee. The welfare schemes help in ensuring a good and healthy relationship between the employees and the company. The employee feels like a part of the company & gives his 100% towards the growth of the company.
PRODUCT MANUFACTURED AT PARLE PANTANAGAR
Filled with the goodness of milk and wheat, Parle G is not just a treat for the taste buds, but a source of strength for both body and mind. Tear over a packet of Parle G to experience what has nourished Generations of Indians since last sixty five years, making it truly Hindustan Ki Taakat. Ingredients: Wheat Flour, Sugar, Partially Hydrogenated Edible Vegetable Oils, Invert Syrup*, Leavening Agents [ 503 ( ii ), 500 ( ii ) ], Salt, Milk Solids, Emulsifiers[322 or 471 & 481 ( i ) ] and Dough Conditioners[ 223 ]. Contains Added Flavours (Artificial)* (d - Glucose, Levulose) Pack Sizes available: 88g & 44g
Orange: Tickle your senses with Parle Orange Cream – The tangy orange cream between two scrumptious biscuits makes for a real treat. Age no bar! Ingredients: Wheat Flour, Sugar, Partially Hydrogenated Edible Vegetable Oils, Invert Syrup, Milk Solids, Salt, Leavening Agents [ 503 ( Ii ), 500 ( Ii ) ], Emulsifiers [ 322 or 471 & 481 ( i ) ] and Dough Conditioners [ 223 ]. Contains Permitted Synthetic Food Colour [ 110 ] and Added Flavours ( artificial ). Pack Sizes available:- 90 G
This unit is being started at 2004 with the production of Parle-G in different pack size. Today this unit is producing around 250 MT, out of which 220 MT is Parle-G & 30 MT is Orange cream biscuit. Around 850 no.’s of employees are working at this unit including 45 no.’s of staff members. The production of Orange Creams is be started in the month of August-2007.This plant is be set-up at around 14 acre land. Greenery is very much focused & concerened here by the employees.
COMPANY GOALS 1. Customer Focus a. we must beat the customer' expectation by ensuring zero defect product from all locations.
b. we must increases direct customer interface by ensuring maximum children or School visits and other visitor at all locations. 2. PQS Focus Parle quality system=PQS=productivity quality safety. a. Wastage, re-works, thereby saving natural resources like fuel and power. b. Quality improvement by strict adherence to quality assurance norms without any compromises. c. Safety improvement by adhering in true spirit to HACCP, 5-S, ISMS philosophies. d. Productivity improvement by reducing downtime, breakdowns.
PRODUCT PROFILE IN PANTNAGAR PLANT:
PARLE – G BISCUITS ORANGE CREAM BISCUITS
HUMAN RESOURCES: PEOPLE PERSPECTIVE IS IMPORTANT EMPLOYEE ORIENTED CONTINUOUSLY MOTIVATE TRAIN & DEVELOP THE WORKFORCE
AUDITORS: DELLOIT HARSHSKIN & SONS BANKER: UTI PUNJAB NATIONAL BANK CBOP MOTHER UNIT:ADDRESS PARLE PRODUCTS PVT. LTD. NORTH LEVEL CROSSING VILLE PARLE (EAST) MUMBAI
CORPORATE OFFICE:ADDRESS NIRLON HOUSE A.B.ROAD MUMBAI.
ADDRESS IN PANTNAGAR-
Mumbai, Nasik, Banglore, khaboli, Bahadurgarh (Haryana), Bhuj (Gujarat), Neemrana (rajas than), sitarganj, pantnagar.
EMRGING TRENDS OF THE BRAND Since its inception in the 30s Parle biscuits have prided itself in offering quality products that are affordable to the common man. The marketing mix has evolved with the times.. THE PRODUCT Parle biscuits have a range of variants in it product portfolio. the popular brand Parle- G, krackjack, Monaco, and its variants ( Zeera, onion and Methi ) are available in packets of various convenient sizes. New products like hide & seek are a foray into the premium segment. THE PRICING STRATEGY The biscuits major has not bothered to raise the price of its flagship brand "Parle- G" for the past 6 to 8 years and has always tried to provide its offering at nearly 33% discount as compare to other competitive brands. THE PROMOTION POLICY The consumer is the focus of all activities at Parle. Maximizing value to consumer and forging enduring customer relationships are the core endeavors at Parle. Parle-G " My Dream Come True "- was one its biggest promotional ventures (2.5 crore) which gave contestants a chance to fulfill their dreams. Discounts, gift offer schemes are other popular promotional offerings. THE PLACE The well-entrenched distribution system (the company covers 12-15 lakh outlets across the country), with 39 depots at strategy points all over the country. From the depots, the biscuits are sold to wholesalers and further to retailers.
Biscuits have under gone a swift transformation. From the earlier waxed-paper packing, Parle's BOPP offering is not only stylish and enticing bit also increases the self life of the biscuits.
DEPARTMENTS: Purchase Finance & Accounts Quality Assurance Production Packaging Dispatch Stores
The organization follows a flat structure with less hierarchal level. The head of the department reports to the general manager through direct communication. The working atmosphere is not stressful with enough work-flexibility given to staff & managers. The factory also has an auditorium & viewing gallery, which is used during the visit of school children & visitors.
TRAINING & DEVELOPMENT
Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles t hat are applied to retaining, training, developing, and compensating the employees in organization . It is also applicable to non-business organizations, such as education, healthcare, etc Human Resource Management is defined asthe set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness. Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entryinto an organization until he leaves, come under the horizon of HRM.The divisions included in HRM are Recruitment, Payroll, Performance Management, Trainingand Development, Retention, Industrial Relation, etc. Out of all these divisions,one suchimportant division is
Training & Development
This activity is both focussed upon, and evaluated against, the job that an individual currentlyholds education .This activity focusses upon the jobs that an individual may potentially hold in the future, and isevaluated against those jobs. Training and personal development is an important method for a business to improve the performanceof employees.Training is a process whereby an individual acquires job-related skills and knowledge . It is a cost tofirms to pay for the training and also to suffer the loss of working hours whilst an employee is beingtrained.However, the potential gains from employee training are significant. The main benefits of training areimproved productivity and motivation of staff and also better quality products being made some of the specific reasons as to why a business should train its employees are: •Introduce new employees to the business (this is known as “induction training see below •Help provide the skills the business needs (in particular making the workforce more flexibleorbeing trained on new higher technology machinery) •Provide employees with better knowledge about the business and the market it operates in •Provide support for jobs that are complex and for which the required skills and knowledge areoften changing (e.g. a firm of lawyers training staff about new legislation) •S u p p o r t t h e i n t r o d u c t i o n o f n e w w o r k i n g m e t h o d s , s u c h a s a f i r m i n t r o d u c i n g n e w l e a n production techniques •Reduce the need for supervision and therefore free up valuable manager timeHelp achieve agood health and safety recordHelp improve quality of a product or service and lower customercomplaints •Increase employee motivation and loyalty to the business TRAINING Training is concerned with imparting developing specific skills for a particular purpose.Training is the act of increasing the skills of an employee for doing a particular job.Training is the process
of learning a sequence of programmed behavior.In earlier practice, training programme focused more on preparation for improved performance in particular job. Most of the trainees used to be from operative levels like mechanics, machines operators and other kinds of skilled workers. When the problems of supervision increased, the steps were taken to train supervisors for better supervision. FEATUES OF TRAINING • • • • Training objectives are tied to organization’s business objectives. Training is tailored to trainee needs and learning styles. Training structure allows employees to learn at their own pace. Trainees are provided regular, ongoing feedback concerning their progress while in the training programme.
Induction training Induction training is important as it enables a new recruit to become productive as quickly as possible.It can avoid costly mistakes by recruits not knowing the procedures or techniques of their new jobs.The length of induction training will vary from job to job and will depend on the complexity of the job,the size of the business and the level or position of the job within the business.The following areas may be included in induction training: •Learning about the duties of the job •Meeting new colleagues •Seeing the layout the premises •Learning the values and aims of the business •Learning about the internal workings and policies of the business. On-the-job training On the job training occurs when workers pick up skills whilst working along side experienced workers at their place of work. For example this could be the actual assembly line or offices where the employee works.New workers may simply “shadow” or observe fellow employees to begin with and are often given instruction manuals or interactive training programmes to work through. Off-the-job training This occurs when workers are taken away from their place of work to be trained. This may take placeat training agency or local college, although many larger firms also have their own training centres.Training can take the form of lectures or self-study and can be used to develop more general skills and knowledge that can be used in a variety of situations, e.g. management skills programme. Methods of training Human Resource Management is concerned with the planning, acquisition, training & developing human beings for getting the desired objectives & goals set by the organization.
The employees have to be transformed according to the organizations' & global needs. This is done through an organized activity called Training. Training is a process of learning a sequence of programmed behavior. It is the application of knowledge & gives people an awareness of rules & procedures to guide their behavior. It helps in bringing about positive change in the knowledge, skills & attitudes of employees. Thus, training is a process that tries to improve skills or add to the existing level of knowledge so that the employee is better equipped to do his present job or to mould him to be fit for a higher job involving higher responsibilities. It bridges the gap between what the employee has & what the job demands. Since training involves time, effort & money by an organization, so an organization should to be very careful while designing a training program. The objectives & need for training should be clearly identified & the method or type of training should be chosen according to the needs & objectives established. Once this is done accurately, an organization should take a feedback on the training program from the trainees in the form of a structured questionnaire so as to know whether the amount & time invested on training has turned in to an investment or it was a total expenditure for an organization. Training is a continuous or never ending process. Even the existing employees need to be trained to refresh them & enable them to keep up with the new methods & techniques of work. This type of training is known as Refresher Training & the training given to new employees is known as Induction Training. This is basically given to new employees to help them get acquainted with the work environment & fellow colleagues. It is a very short informative training just after recruitment to introduce or orient the employee with the organization's rules, procedures & policies. Training plays a significant role in human resource development. Human resources are the lifeblood of any organization. Only through trained & efficient employees, can an organization achieve its objectives. * To impart to the new entrants the basic knowledge & skills they need for an intelligent performance of definite tasks. * To prepare employees for more responsible positions. * To bring about change in attitudes of employees in all directions. * To reduce supervision time, reduce wastage & produce quality products. * To reduce defects & minimize accident rate. rules, procedures or methods. This method is useful, where the information is to be shared among a large number of trainees. The cost per trainee is low in this method. Films: It can provide information & explicitly demonstrate skills that are not easily presented by other techniques. Motion pictures are often used in conjunction with Conference, discussions to clarify & amplify those points that the film emphasized. Simulation Exercise: Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a Simulation. Simulation activities include case experiences, experiential exercises, vestibule training, management games & role-play. Cases: -
It present an in depth description of a particular problem an employee might encounter on the job. The employee attempts to find and analyze the problem, evaluate alternative courses of action & decide what course of action would be most satisfactory. Experiential Exercises: It has usually short, structured learning experiences where individuals learn by doing. For instance, rather than talking about inter-personal conflicts & how to deal with them, an experiential exercise could be used to create a conflict situation where employees have to experience a conflict personally & work out its solutions. Vestibule Training: Employees learn their jobs on the equipment they will be using, but the training is conducted away from the actual work floor. While expensive, Vestibule training allows employees to get a full feel for doing task without real world pressures. Additionally, it minimizes the problem of transferring learning to the job. Role Play: Its just like acting out a given role as in a stage play. In this method of training, the trainees are required to enact defined roles on the basis of oral or written description of a particular situation. Measuring of training:Training is a critical component in any organization's strategy, but organizations don't always evaluate the business impact of a training program.Given the large expenditures for training in many organizations, it is important to develop business intelligence tools that will help companies improve the measurement of training effectiveness. These tools need to provide a methodology to measure, evaluate,a n d c o n t i n u o u s l y i m p r o v e t r a i n i n g , a s w e l l a s t h e o r g a n i z a t i o n a l a n d t e c h n i c a l infrastructure (systems) to implement the methodology. Cross-functional an dreporting and learning analytics provide important connections between the measures of learning effectiveness offered by a learning management system (LMS)and the larger enterprise metrics that indicate whether learning is transferred and positively affects business results. Training Effectiveness & its Significance In India, training as an activity has been going on as a distinct field with its own roles, structures and budgets, but it is still young. This field is, however; expanding fast but controversies seem to envelopany attempts to find benefits commensurate with the escalating costs of training. Training has made remarkable contributions to the improvement of all kinds. Training is essential; but doubts arise over its contribution in practice. Complaints are growing over its ineffectiveness and waste. The training apparatus and costs have multiplied but Unhappiness persists and is growing at the working level where the benefits of training should show up most clearly. This disillusionment shows in many ways -r e l u c t a n c e t o s e n d t h e m o s t t a l e n t e d w o r k f o r c e f o r t r a i n i n g , i n a d e q u a t e u s e o f p e r s o n n e l a f t e r training, etc. With disillusionment mounting in the midst of expansion, training has entered a dangerous phase in its development. Training is neither a panacea for all ills nor is it a waste of time. What is required is an insight into what training can
or cannot do, and skill in designing and executing training successfully and cost-effectively. At the present time, all the organizations give more trust on commercializing their activities. All the firms, in order to continue to exist in the competitive global market and to be effectual, should espouse the most modern technology, i.e., mechanization, computerization and automation. Technical know-how alone, however, does not assure success unless it is sustained by workforce possess in gin dispensable expertise. Hence, organizations should train the employees to enrich them in the areas of changing technical skills and knowledge from time to time. Training process• Determine the mission of the organization • Job description • Training needs assessments • Decide most important objective and priorities • Evaluate the curriculum • Evaluate the result of training The Input-Process-Output Model for an Effective Training:Input •Training need analysis: survey based on performance gaps in previous year & perform an ceopportunities in the next year. •Periodical request from department heads based on potential appraisal exercises. •Information on implementation of new practices, technological changes, strategic moves, and changes in the environment. •Information on new recruitments. •Up dation of procedures, rules & regulations. •Training policy of the administration Process. •Exercise of determining needs & maintenance of training register •Verification of need to prepare training plans •Deciding to conduct onsite programmes, if large number of participants require training. •Deputation of employees for short term training programmes conducted by local training institutes. •Conducting induction training for new recruits. •Monitoring the training conducted by various departments. •Implementation of changes in the prgramme as necessitated by the feedback. Output •Release of training plan •Issue of orders of deputation for individual programmes •Feedback on effectives: from participants, from departmental heads. Training starts with a strategy:-
It is important that a business provides training that is consistent with the business strategy. The main steps in developing a training strategy are to:- Identify the skills and abilities needed by employees;- Draw up an action plan to show how investment in training and development will help meet business goals and objectives;- Implement the plan, monitoring progress and training effectiveness.Benefits of training to a business. The main benefits to a business of a well-trained workforce are:- Better productivity (and, therefore, lower production / operating costs)- Higher quality- More flexibility - training helps employees develop a variety of skills. Multi-skilling is only possible if the workforce is well trained- Less supervision - lower supervision and management costs if employees can get on with their jobs.This might also improve motivation - through greater empowerment- More successful recruitment and employee retention - businesses with a good reputation for training are likely to find it easier to attract good quality staff - and then keep them- H e l p i n a c h i e v i n g c h a n g e - b u s i n e s s e s w i t h s t r o n g t r a i n i n g s y s t e m s a n d c u l t u r e f i n d i t e a s i e r t o implement change programmes.
This activity focusses upon the activities that the organization employing the individual, or thatthe individual is part of, may partake in the future, and is almost impossible to evaluate. Management development is all those activities and programme when recognized andcontrolled have substantial influence in changing the capacity of the individual to perform his assignment better and in going so all likely to increase his potential for future assignments. Thus, management development is a combination of various training programme, though some kind of training is necessary, it is the overall development of the competency of managerial personal in the light of the present requirement as well as the future requirement. Development an activity designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future organizational requirements is management development. Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Organizations have many opportunities for human resources or employee development, both within and outside of the workplace. Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases. A definition of HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization" (1). HRD includes the areas of training and development, career development, and organization development. This is related to Human Resource Management -- a field which includes HR research and information systems, union/labor relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design. (2)."THE TIMES THEY ARE A-CHANG'IN." Are they ever! And our organizations and jobs will never be the same. Changes are based on the global economy, on changing technology, on our changing work force, on cultural and demographic changes, and on the changing nature of work itself. The changes are different this time. They are permanent, and will permanently affect the way our work and our lives are structured. We need to learn new skills and develop new abilities, to respond to these changes in our lives, our careers, and our organizations. We can deal with these constructively, using change for our competitive advantage and as opportunities for personal and organizational growth, or we can be overwhelmed by them. Who is affected by change -- you are! With all the downsizing, outsourcing and team building, responsibility and accountability are being downloaded to individuals. So everyone is now a
manager. Everyone will need to acquire and/or increase their skills, knowledge and abilities to perform their jobs (and now, to perform other people's jobs too!) The goal of HRD is to improve the performance of our organizations by maximizing the efficiency and performance of our people. We are going to develop our knowledge and skills, our actions and standards, our motivation, incentives, attitudes and work environment. Is training the answer? Yes, partly, sometimes, but certainly not always. In the paper industry, training has been big with capital projects but often is not continued into operational improvement. We have often thought training was what was needed (or not needed). But there are other answers too -- the solution may lie with organization development, career development, or a combination of these or other strategies.
We plan a series of articles to address the broad scope of HRD, to introduce methods to address the development of individuals and organizations. Here's what we will discuss in future issues: ASSESSMENT OF NEEDS -- the first step. This sounds simple, but we are often in too much of a hurry. We implement a solution, sometimes the correct intervention but not always. But we plan, very carefully and cautiously, before making most other investments in process changes and in capital and operating expenditures. We need to do the same for HRD -- implement the appropriate planning. This needs assessment and planning will lead to several possible ways to improve performance. (Of course, one of these is to do nothing! -- we may decide to focus on other activities with greater impact and greater value.) PROGRAM DESIGN, DEVELOPMENT & EVALUATION. We need to consider the benefits of any HRD intervention before we just go and do it: What learning will be accomplished? What changes in behavior and performance are expected? Will we get them? And of prime importance -- what is the expected economic cost/benefit of any projected solutions? TRAINING & DEVELOPMENT -- acquiring knowledge, developing competencies and skills, and adopting behaviors that improve performance in current jobs, including: adult learning theory and applications, instructional systems design, train-the-trainer programs, and instructional strategies and methods. ORGANIZATION DEVELOPMENT -- the diagnosis and design of systems to assist an organization with planning change. OD activities include: change management, team building, learning organizations, management development, quality of work life, management by objectives, strategic planning, participative management. organizational restructuring, job redesign, job enrichment, centralization vs. decentralization, changes in the organization's reward structure, process consultation, executive development, action research, third party interventions, and more. We will discuss these in future articles.
CAREER DEVELOPMENT -- activities and processes for mutual career planning and management between employees and organizations. Changes in our organizations (including downsizing, restructuring, and outsourcing) are resulting in more empowerment for employees. The responsibility for our own career development is downloaded to us. (Translation: career ladders are gone; career development is now the responsibility of the individual.) Later in this series we will explore strategies and tactics to survive and prosper in this new workplace environment. ORGANIZATION RESEARCH & PROGRAM EVALUATION -- an exploration of methods to evaluate, justify, and improve on HRD offerings. THE HRD PROFESSION(S) AND PROFESSIONAL ORGANIZATIONS -- we plan to list and briefly describe the principal HRD organizations, their missions and goals, and their addresses and contacts. HRD can give you the tools you need to manage and operate your organizations. Everything -production, management, marketing, sales, research & development, you-name-it -- everything may be more productive IF your people are sufficiently motivated, trained, informed, managed, utilized and empowered. In future articles in this series, we're going to tell you how to do it. Stay tuned. Why training n development• • No one is a perfect fit at the time of hiring and some training and development must take place. Planned development programs will return values to the organization in terms of: – Increased productivity. – Reduced cots – Morale – Flexibility to adapt to changing requirements. – Helps them achieve better co-operation. – Reduces wastage and spoilage – Improves quality
TRAINING AND DEVELOPMENT :It is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioural change takes place in structured format. In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development
.Harrison observes that the name was endlessly debated by the Chartered Institute Personnel and Development d u r i n g i t s r e v i e w o f p r o f e s s i o n a l s t a n d a r d s i n 1 9 9 9 / 2 0 0 0 . " E m p l o y e e Develo pment" was seen as too evocative of the master-slave relationship between employer a n d e m p l o y e e f o r t h o s e w h o r e f e r t o t h e i r e m p l o y e e s a s " p a r t n e r s " o r " a s s o c i a t e s " t o b e comfortable with. "Human Resource Development" was rejected by academics, who objected tothe idea that people were "resources" an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an over general and ambiguous name. Moreover, the field is still widely known by the other names. Training and development encompasses three main activities: training, education, and development.Garavan,Costine,and H e r a t y , o f t h e I r i s h I n s t i t u t e o f T r a i n i n g a n d Development, note that these ideas are often considered to be synonymous. However,to practitioners, they encompass three separate, although interrelated, activities. The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants a r e t h o s e w h o a c t u a l l y u n d e r g o t h e processes.The facilitators are Human Resource Management staff. And the Providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. The conflicts are the best part o f c a r e e r c o n s e q u e n c e s a r e t h o s e t h a t t a k e p l a c e between employees and their bosses. The number one reason people leave their jobsis conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of theb e s t g u a r a n t e e s o f l o n g - t e r m s u c c e s s . T a l e n t , k n o w l e d g e , a n d s k i l l a l o n e w o n ' t compensate for a sour relationship with a superior, peer, or customer .
TRAINING AND DEVELOPMENTS OBJECTIVES :availability of The principal objective of training and development division is to make sure the as killed and willing workforce to an organization. In addition to that, there are fo u r o t h e r objectives Individual, Organizational, Functional, and Societal. Individual Objectives:– help employees in achieving their personal goals, which in turn,enhances the individual . Functional Objectives :– maintain the department’s contribution at a level suitable to the organization’s needs. Societal Objectives:– ensure that an organization is ethically and socially responsible to theneeds and challenges of the society.
Importance Of Training and Development:Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. • Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. • Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and all over personality of the employees. Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. • Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and interteam collaborations. It helps in inculcating the zeal to learn within the employees. • Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. • Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, sub ordinates and peers. • Quality – Training and Development helps in improving upon the quality of work and work- life. • Healthy work-environment – Training and Development helps in creating the healthy workingenvironment. It helps to build good employee, relationship so that individuals goals aligns withorganizational goal. • Health and Safety – Training and Development helps in improving the health and safety of theorganization thus preventing obsolescence. Measuring the Effectiveness of Training and Development:More and more successful organisations are increasingly intent on measuring the impact of training on their organisations, to reaffirm the performance outcomes expected and to make changes to training plans where necessary. This programme has been designed to aid all Human Resource practitioners in measuring the effectiveness of training. Having an evaluation of training effectiveness in place is also one of the dimensions of the People Developer Standard. Key Benefits •Introduction to the different Training Evaluation models •Learn how to make detailed measurements of training •Measure the effectiveness at various levels up to the impact of training on the organization Course Content. •Introduction to various Training Evaluation Models. •Measuring the Impact of Training on Operational Results. •Measuring the Impact of Training on the Organisation using Corporate Indicators. •Identifying and Measuring “Soft” Areas in the Organisation •Understanding and Measuring Organisational Development through a Morale Survey. •Measuring the Personal Competencies of Employees. Learning Methodology. •Group work and exercises will be used to provide participants with many opportunities to demonstrate their knowledge, learning and skills Who Should Attend.
•All Human Resource Personnel who are involved in Training and Development andthose responsible for attaining the People Developer Standard for their organisation. Training employees Importance of training:Training your employees do have a significant role in modern business era. Not just to equip them with latest tools your company has implemented, there is a lot more to it. I have sorte ddown them in a list. This is a must read if you employ or mean to employ in future atleast one person. Training your emplyess is important because 1. Rapid technological innovations impacting the workplace have made it necessary for people to consistently update their knowledge and skills 2. People have to work in multidimensional areas , which usually demand far more fromtheir area of specialisation. 3. Change in the style of management. 4. Due to non-practical collage education. 5. Lack of proper and scientific selection procedure. 6. For career advancement. 7. For higher motivation and productivity. 8. To make the job challenging and interesting 9.For self and development.
Management would remain only an imaginative projection with ideological discrepancy if certain steps are not taken which are stated as follows: The Head of Departments (HOD’s) especially the head of the new employee’s departments should be interacting with the new employees during the induction & orientation in PBPL. Some write ups/manuals regarding the co.’s rules & regulations, systems and philosophies, employee’s role in the organisation is to be given to each new employee. Points of pride of the company to be highlighted, (USP). Once in 5yr. (or so), there should be brief refresher induction programme. Follow up action on the feedback from the new employees after Induction / orientation programme. Usage of modern tools/techniques for induction & orientation programme.
PRINCIPLES INTO ACTION * Acceptance and support of senior management. * Thorough consultation and involvement of with the different role-players. * Consultation regarding concept and process with top and line management. * Development of the necessary documentation. * Developing and making the orientation checklist available on the company’s website. * Confirmation of financing for the various orientation instruments. * Proper planning to cater different levels of employees. * To be scheduled within a week after an employee joins.
In this survey I have collected the suggestion and problems from different departments of The target Employee of Parle Biscuit Private Limited(PBPL). • • In Human Resource cell of Parle Biscuit Private Limited (PBPL) “Induction & Orientation” is not conducted exhaustively. The heads of every department (HOD’s) of Parle Biscuit Private Limited (PBPL) do not take dynamic involvement except HR department while Induction & Orientation to new employees. The deficiency is caused by a lack of support of every department rather than a lack of technique to result perfection. Every employee of PBPL is in favor of designing a new induction & orientation programme for freshers. PBPL lacks in modern tools & technique while conducting Induction & Orientation for new employees.
• • •
There is a gap between Induction & Orientation and Awareness of employee. There are majority of employees who are not satisfied with the Induction & Orientation conducted in PBPL.
Using questionnaire as a source the study has come to a conclusion that employees of PBPL are not satisfied with the Induction & Orientation programme conducted by the company. Therefore they want HR department to design a new induction & orientation programme so to boost morale and develop the interest of a new employee towards organisation. The Induction & Orientation conducted in PBPL are done just for the formality sake i.e. on an average basis as per surveyed and thus taking into account the valuable suggestions I had brought the project to successful completion. As this achievement has fallen in Parle Biscuit Private Limited bag the co-operative nature of the employees acted as a well-wisher for the project. Numbers of suggestions for designing new induction & orientation programme for IGL were received.
Human resource n personnel management- K.Aswathappa
Primary Data Source:Data provided by PBPL
www.google.com www. parle biscuit privatetd.com
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.