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Name- jeevitesh sethi
Course: -BBA +MBA (DUAL) Batch: - 2010 -2015 (A-20) Enrolment no.-A3923010024 Guide name- kirti singh
When a student of management institute walks into an office on the first day of his Summer Training, more often he is nervous by the occasion. However, he over a period of time learns to adapt himself to the requirement of the corporate world. But this adaptation is rarely possible without help from within the Organization or outside it. And to this few people who help his through first few days of hisinternship, the student is forever grateful. For me this role was played by my guide Mr. ARUN(Manager HR). I owe my sincere thanks to you. You were my prime source of motivation to work on this project. I wish you could give a little more of your valuable time and I’m sure we could have done better. I’m also grateful to my family and friends, nobody could have given me that kind of support. By the end of everyday I was a quitter and by the beginning of everyday I was a fighter. Thanks for being there for me.
I would like to especially thank my faculty guide – Ms. kriti singh
And lastly my thank to the one who is my most consistent friend. He never speaks to me, yet he makes me feel his presence through all the people like him. People worship him. I made him my pal. Unexpected events that have happened in my life during the period I worked on this project have strengthened my belief that he does exist.
COMPANY PROFILE OF “RANBAXY LABORATORIES LTD”
Ranbaxy Laboratories Limited is India’s largest pharmaceutical company manufactures and markets generics, branded generic pharmaceuticals and active pharmaceutical ingredients. It stands amongst the top ten generic companies worldwide. It has employed diverse strategies, including exports, alliances, partnerships and acquisitions to gain the flexibility needed for viable and profitable business operations worldwide. Ranbaxy today is amongst the top 100 pharmaceutical companies in the world. It has been rated the 11th largest company in the international generic space for the year 1999. The Company attributes its phenomenal growth to the vitality, innovation and commitment of its over 8000-strong multi-cultural work force. Ranbaxy, India’s numero uno pharmaceutical company’s major strength lies in therapeutic segments area of Anti-Infective, Dermatology, GI Tract, NSAIDs, CNS, Orthopedics and Cardiovascular. The Company’s mission statement is: “To become a Research based International Pharmaceutical Company” The Company is pursuing the vision “To become a Five Billion dollar company by 2012” Core values of Ranbaxy are: ➢ Achieving customer satisfaction is fundamental to our business ➢ Provide products and services of the highest quality ➢ Practice dignity and equity in relationships and provide opportunities for our people to realize their full potential
Eastern Europe. China. France. which have the maximum potential. pharmaceutical. The company has successfully created a culture and infrastructure for cutting-edge discovery research. Ireland. advanced and developing markets. Ranbaxy is among the few multinational companies emerging out of India with a presence in emerging. China. Russia & CIS. Germany. The Company's investment in R&D is the largest in the pharmaceutical sector in India. Latin America. Spain. Today it has business operations in 40 countries and manufacturing in six countries with a total workforce of about 7000 employees. joint ventures and representative offices across the globe with JV's/ subsidiaries in USA. and the second largest across industries. A team of eminent scientists and research associates has demonstrated its prowess with a series of successful innovations in each of the Company's research divisions . to which end the Company is already repositioning itself. India. Netherlands. Today the Company is well positioned to further strengthen its place in key international markets such as USA. The company's global sales can be represented as follows: Global Sales | |Sales |1994 |US$ 195 million |59% |28% |1999 |2004 Target |US$ 460 million |72% |16% | | | | |US$ 1 Billion |84% |Dosage Forms |API |41% Ranbaxy's strategy has always been to concentrate on the emerging markets. Japan etc. The Company has an expanding international portfolio of affiliates. Brazil. UK. . South Africa. as well as continuously review of the increasing needs of developing markets. The effort towards internationalization and expansion is backed by Ranbaxy’s belief that sustained growth in the industry can be achieved only through continuous pursuit of innovation. They relate to creating value-added products and migrating to more powerful markets.chemical. The strategic choices made by the management require a few key transitions.➢ Ensure profitable growth and enhance wealth of the shareholders ➢ Foster mutually beneficial relations with all our business partners ➢ Manage our operations with high concern for safety and environment ➢ Be a responsible corporate citizen Ranbaxy has always continually tried to increase its global presence through joint ventures/ subsidiaries.
reflects its commitment to eradicate such diseases from the world. to develop a new drug for Malaria. Ranbaxy has consolidated its position and enhanced therapeutic span. It recently acquired the $4mn German generics business of Bayer AG. It is amongst the largest pharmaceutical company in India in terms of sales. It has significant brand marketing capabilities. While Ranbaxy aggressively pursues the internationalization of its business. The Company prides on its strong Brand marketing team and distribution network in India. the growth strategy equally focuses on enhancing market share in India. Ranbaxy Research Foundation was later reconstituted as a separate society as Ranbaxy Science Foundation and registered under the Societies Act in May 1994. a professionally managed nonprofit independent body “Ranbaxy Community Health Care Society” (RCHS) was established. Geneva. The Company has also partnered with Clinton Foundation HIV/ AIDS Initiative. the Company spends about 6% of its sales on R&D and in next couple of years this will be enhanced to 10% of the sales. It is ranked at No. in 1994. looking through every business opportunity and building business around it.6 in BT* 500 and was conferred with The Economic Times Corporate Excellence Award for ‘The Company of the Year’ 2002-03. Today. Ranbaxy has joined hands with GlaxoSmithKline for a global alliance in the area of drug discovery and development.fermentation. Ranbaxy instituted “Ranbaxy Rural Development Trust” in 1979 to reach out to those who had little or no access even to basic health care. As the scope of the programme and company’s commitment grew. To accelerate its research programme. . biotechnology. exploring new niche segments and potential markets on a global platform. Its mega deal with Bayer AG. through brand acquisitions/ company takeovers. The Company does not view success and achievements in terms of commercial gains only but firmly believes that Corporate Social Responsibility is the key for providing a deep symbiotic relationship that exists between Company and the environment it functions. Ranbaxy Laboratories Limited incorporated Ranbaxy Research Foundation in 1985 with an implicit mission of giving impetus to research activity and help in reviving India’s great scientific tradition. Continued emphasis on innovative research with focused initiatives in New Drug Discovery Research (NDDR) and Novel Drug Delivery Systems (NDDS) that has reinforced the Company’s image as a research driven international organization. clinical and new drug discovery. Ranbaxy’s collaborative research initiative with Medicines for Malaria Venture. Ranbaxy has also won “National Safety Award” for the year 2001 & 02 Each day Ranbaxy expands its horizons. to provide HIV/ AIDS drugs at an affordable price to patients in Africa & Caribbean region. Ranbaxy has strong element of Corporate Social Responsibility inscribed in its values and its concern for the Society extends well beyond its business motives. Germany to develop once a day Ciprofloxacin has made Ranbaxy a truly transnational research driven pharmaceutical company.
it was the largest manufacturer of antibiotics/antibacterials in India. It commenced its operations in March 1962 with a modern plant Okhla.Ranbaxy Laboratories Limited. and 5 amongst the top 25.where 3 Ranbaxy brands are ranked amongst India's top 10 brands. By 1987. Ranbaxy invested heavily and built up considerable strengths in manufacturing and marketing. though the sales were low and profits were limited. The visionary CEO Dr Parvinder Singh who had realized that Ranbaxy’s core competence was in pharmaceuticals. The foreign companies that were present were not allowed to grow whereas the new MNCs were not allowed to establish themselves in India. As a result. surplus capacity was created. The Company . the Indian companies thrived on the protectionist environment that was exercised by the Indian Government. the then promoter of the Company buying the business from the Italian Company. decided to expand its markets abroad. etc. Ranbaxy today has captured two thirds of the market with foreign companies sharing the rest and has the potential to be a leading Pharma company in the world.manufacture drugs like painkillers. There were lots of markets abroad . Ranbaxy had grown in size and was able to meet the demand at that time. Diagnostics division started its marketing operations in 1987 and is today a major player in the diagnostics market. By the 80s. With an eye on international markets it set up a Joint Venture in Nigeria. There was no drive towards manufacturing and selling of specialized drugs and therefore they concentrated more on simple. Over the years. Ranbaxy was growing without facing any competition whatsoever and they sold whatever was produced. and Thailand way back in 1977. New Delhi to make Chloramphenicol capsules. Post liberalization Ranbaxy realized that the planned capacities were huge and more than what was required to meet the demands in India. Malaysia. The first step towards doing this was that the plants were got FDA certified. In 1984.In order to meet the demand. an Italian pharmaceutical company. In 1966 began the saga of an Indian Pharma major with Bhai Mohan Singh. By mid-80’s. with marketing tie-ups with world-class diagnostic companies. the Indian pharmaceutical industry had started to mature . Corporate Profile Ranbaxy was incorporated in June 1961 as a limited company in collaboration with Lepetit Spa (Milan). The Company then went on a major growth path once Dr Parvinder Singh joined it in 1967. In the 1970s and 1980s. Their first overseas venture of selling Pharma drugs to Nigeria had also started. it started the export of bulk drugs to developed countries and also entered the animal health business. was formed. Ranbaxy went public in 1973.to. It also integrated vertically to manufacture its own Active Pharmaceutical Ingredients (APls) to reduce costs and increase speed to the market.
Apart from these. Ireland. as well as an increasingly international workforce. The Company structured its operations in 1994 into 4 Regions: 1) 2) 3) 4) India & Middle East Europe. Ranbaxy has built its international business from the basics.that did not have patent laws e. Cambodia. and its international operations are a major engine for future growth. Ranbaxy also entered China and Russia. Vietnam.g.) Supply arrangements (with leading companies in the West) Ranbaxy spends nearly 4% of its revenues on Research & Development – including a discovery research program. Ranbaxy has manufacturing facilities in each region. manufacturing pharmaceuticals and APIs (Active Pharmaceutical Ingredients) but is now in the process of moving up the value-chain to become a research-driven pharmaceutical company. UK. with an increasing presence in the international marketplace. Ranbaxy has thus historically been an India-based generic company. It has a growing international shareholding. It has built significant brand marketing capabilities in the Indian market (where it has achieved a . but Russia was a disaster because of the political and the economic conditions that prevailed. but of late it has accelerated it through other means: Acquisitions (USA. In China their brand Ciplox was a big success. etc. India) Strategic alliances (Eli Lilly & Co. CIS & Africa Asia-Pacific & Latin America North America Each region has unique product/ market characteristics and an appropriate organizational structure. Thailand.
ranging from Anti-infectives to Cardiovasculars. research and manufacturing facilities at par with international standards. Central Nervous System (CNS) and others. Dermatologicals.based International Pharmaceutical Ranbaxy’s Business Operations Company. Region I A: India India Region contributes significantly to the Company’s turnover.penetration level of nearly 90% of all doctors). It is now in the process of leveraging on these capabilities in emerging markets – while marketing commodity generics in advanced markets. . The product basket comprises of various therapeutic groups. With an aim to reach out to the world and provide the best pharmaceutical products and services. the components of which are: Multiple markets Brand building Backward integration R&D capabilities The Company is making a transition from a generic Company to a specialty pharmaceutical Company and aims at achieving significant business in proprietary prescription products by 2012 with a strong presence in developed markets. To translate its “Vision” to a reality and to optimize value creation. the Company has adopted a multipronged strategy. Ranbaxy continues to aggressively pursue its strategies to become a Research. The region is known for its brand building skills and has to its credit over 15 of the top 300 brands in the Indian Pharma market. Together with the strong commitment of it’s around 9000 multicultural workforces. Ranbaxy today is a progressive and quality conscious multi-national organization committed to serve the pharmaceutical needs of diverse markets and people around the globe. It also has a well-established Global API business and Over the Counter (OTC) business. Ranbaxy’s pharmaceutical business is categorized into four main regions around the world.
It also handles licensing. and Medical Affairs is centralized within the two business hubs. Production Planning. first five of which come under the Director-India Operations based at Delhi and the remaining under the Director-India Operations based at Mumbai. The branded business in the region is represented by the following SBUs. Supply agreements and IT led initiatives. Marketing Divisions & their business focus Branded business Pharma* Anti-infectives. Gastro-intestinal Rextar Old brands . business development for the region and also Market Research. spearheading strategic projects within the Company.All the business support functions such as Marketing. promotional material purchase. Delhi & Mumbai. Pain Management and G-I Stancare Antibiotics for acute therapy Croslands Orthopedics & Dermatology Solus CNS Rexcel Anti-infectives. The region has a Strategic Marketing Cell to look after the Therapy Management function and for finalizing New Product grids. Training. Sales. Nutritionals.
Gastrointestinal and Dermatological. Jordan and Syria with marketing set up in Yemen. Region . the Company operates in a basket of emerging. Several overseas manufacturing facilities of the Company are also located in this Region. Region II: Europe. Bahrain and Oman. Ranbaxy enjoys the rare distinction of being the first Indian Company to be registered in Saudi Arabia. Amongst the other Middle East countries it has a presence in Iraq. Region III: Asia Pacific & Latin America This Region includes some of the key pharmaceutical markets such as China and Brazil. It has full-fledged marketing operations in UAE. CIS and Africa Within this Region. Poland. Cardiovascular. and developing markets. Cameroon and Ivory Coast. advanced.III offers tremendous . In Srilanka Ranbaxy is among the largest company and has a wide range of products to offer in segments like Antibacterials. Nephrology & Anti-AIDS Generic Business Blue R (* 1st marketing arm of Ranbaxy) Region I B: Middle East and Srilanka Ranbaxy is the only Indian Company to have made significant forays into the Middle East region over the years. Kenya.Ranbaxy CV Cardiovasculars & Antidiabetics Superspeciality Onco. Other prominent markets in the Region include Russia. The Company has a manufacturing facility at Ireland. The Company has developed a large network in the Region through several strategic alliances and marketing set-ups.
India: In India Company has manufacturing operations of dosage forms at Dewas. Manufacturing Ranbaxy’s manufacturing strengths have established it as a producer of world class generics.Nigeria. Ranbaxy is rated as the fastest growing Pharma Company in the US (growth 230%) as per June 2001 IMS Report. Guangzhou. within a short span of four years. All the manufacturing locations of the company are provided with effluent treatment plants and proper waste management systems.MP (APIs also). Region IV: USA & Canada Ranbaxy entered the US market in 1995 through a spate of strategic alliances. Punjab has APIs manufacturing operations. ORGANIZATION STRUCTURE . Ranbaxy achieved the major milestone of reaching break-even of US operation within the first three years of commercialization. Goa. branded generics and a major supplier of its range of APIs.Malaysia. and the Company’s performance here would fuel its global ambitions. and has been a prime driver in its effort towards expansion and internationalisation. Overseas: In overseas company has manufacturing operations of Dosage forms at New Jersey USA. Cashel-Ireland. Kuala Lumpur. Toansa. Jejuri-Pune. New Delhi. Lagos. Ranbaxy has identified US as a key market on the global front. The Company prides itself on managing its operations with a high concern for Environment. Paonta Sahib-HP (Fermentation Plant also).China. Health & Safety (EH&S). Punjab and Mohali. and Vietnam.opportunities for the Company. and also achieved a critical mass of US $ 100 million in 2001. Following is an overview of the manufacturing operations.
The structure is aimed at integrating all the functions and establishing coordination at all levels. a country manager would behave as CEO in the country assigned to him. The information flow has become much more structured since the structure was put into place in 1993. Coordination at all levels has been ensured. The positive effects of the organization structure: It has brought about decentralization in Ranbaxy. Clear and demarcated roles at all levels It has inculcated entrepreneurship in heads at various levels for e.g. Decisions can be taken at local levels therefore saving the time that would have taken in the old system. Having this structure in place has helped Ranbaxy to consolidate the information received at all levels into a competitive advantage and this is substantiated by the fact that Ranbaxy has been growing at the rate of 30% annually from 1993. Allows flexibility There have also been certain drawbacks associated with the structure: It can create confusion It has resulted into compartmentalization of jobs ..
with the signing of GATT agreement. it is imperative for the Indian Pharma industry to give greater emphasis to basic research for discovery and development of new drug molecules. net exporter of bulk drugs & formulations Advantage of low costs and availability of high skills in process development Cost of R&D is much lower when compared to other competitors Weaknesses R&D is an important aspect of the Pharma industry. Threats The pharmaceutical products are subject to high degree of technical obsolescence. The industry is characterized by low margins. . SWOT ANALYSIS OF RANBAXY Strengths There is immense flexibility to move from one drug to another Strong distribution network Strong presence in the foreign markets. Unfortunately R&D is a major cost demander. Repetitiveness in the information.
which can be easily and profitably tapped by Ranbaxy. China with its higher economies of scale can be a serious threat to the Indian companies. Exports of bulk drugs are vulnerable to the various changes in the international market. Most of the Indian companies do not have a research base. B & C levels employees of Ranbaxy Laboratories Ltd and to design training calendar for them. GATT agreement would alter the pharmaceutical industry scenario drastically by 2005 AD. DESIGNING OF TRAINING CALENDAR AND TRAINING PROCESS OBJECTIVE OF THE PROJECT The objectives of the project are: ▪ To identify the training needs of A. which is evident from relaxation of products from DPCO The latest trend in the industry seems to be towards a greater backward integration by manufacturing bulk intermediaries. The government's attitude is positive towards the industry. ▪ To analyze the data gathered and design a “Training Need Identification” form for all levels of employees. This is one virgin area. Industry is plagued by price controls and inconsistent government policies. Such companies will be affected in the post GATT era. Pharmaceuticals and bulk drugs are identified as thrust areas for exports by the government. METHODOLOGY . with the top 10 players accounting for 30% of the market share. Opportunities Many drugs are going off patent and Ranbaxy can take advantage of the situation.This is a highly fragmented industry. This is a plus point since the intermediaries do not come under GATT agreement.
11. Analyze the data Analyze the data to find out most required skill (keeping in view their function) to be trained on. functional and behavioral requirements perform the job and their training needs. Define the Competencies 10. 6. Find The Programme Find out the best-suited training programme from the In. Design Training Feedback Form. 2. Identify the Competencies Analyze the data and identify the most sought after competencies of the organization.house calendar of the organization or the Management Development Programmes of Premier Business schools in India and abroad. 3. Interview the employees and their respective supervisors. 7. Design the Training Identification Form to . 8. Make Clusters Make clusters of the competencies falling in one major area. Inform the person Draft and send a letter to each employee informing his/ her nomination in the specific training programme and asking him/ her to confirm his/ her availability. Gather the data Gather the data on their role in the organization.1. 9. 4. 5. Designing Questionnaire Design a set of questions in order to interview the candidates and their respective supervisors.
and attitudes required for job performance. education and continuous development in an organization if real growth at individual or organizational levels is to be achieved and sustained’ “ Training is the process which is planned to facilitate learning so that people can become more effective in carrying out various aspects of their work. essential that there is a coherent and well-planned integration of training.” Training is the process of acquiring and improving the skills. Harrison (1992) identified that. knowledge. through time. Therefore training has nowadays become an important and required factor for maintaining and improving interpersonal and intergroup collaboration. through which individual and organizational growth can. It is. While training can take many forms. or increasing skills. ‘The need to develop is the all-important process. changing attitudes. achieve its potential. No organization has a choice on whether or not to develop employees. the desired end is generally the same: improved performance of job-related tasks Need For Training: .” “Training is set of the activities designed to improve the competence and ability of individuals in order to better enable an organization to meet its objectives” “Training is an attempt to improve current or future management performance by imparting knowledge.Introduction to Training Training is the most important activity. therefore. To put the right man at the right place with the trained personnel has now become essential in today’s globalized market. it is an investment an organization makes in it. which plays an important role in the development of human resources.
g. promotions. The real clue to successful training is the followthrough. transfers etc.keep them in mind all the time • How many people you are training • The methods and format you will use • When and how long the training lasts • Where it happens • How you will measure its effectiveness • How you will measure the trainees' reaction to it . change and modernization. which employs activity recaps. follow-up techniques that make the effort a habit. Needs for an effective Training Exercise An effective training exercise is needed in an organization to benefit the work process in terms of proper implementation of principles and techniques. All these aim at enhancing the skill sets and style of functioning for the organization. and both tangible and intangible rewards. • To increase employee effectiveness influenced by environmental pressures. When planning for training every manager should pay attention on : • Organizational objectives . extension of operations etc. group and individuals. Every training program must include practical applications. • To effectively manage change in job assignment e.• To match employee specifications with the job requirements and organizational needs. client reviews. improving the existing methodology and style of operations and doing new and finer things through innovation. plan revisions and assignments complete with deadlines. • To cope with technological advances • To improve human relations • To solve organizational complexity like automation.
assistance or training • Help staff appreciate their professional role. contribute to the firm and are motivated to action. which will be reflected in their work • Reassure staff of the support available to them • Be used as an opportunity to reinforce organizational aims • Be used to subtly review areas for improvement to maintain the quality of the service • Be used as an ongoing process to deal with staff and students as various expectations arise • Provide opportunities for feedback Benefits from training Training builds teams by expanding a people’s knowledge of the firm. see new opportunities.The Importance of Training There are many reasons why training is important. which increases the level of understanding about the service • Identify issues that need to be dealt with • Identify the members of staff that need further support. Here are just some of them. by teaching him or her to trust the skills of others. Training can: • Measure and unify standards • Create and sustain dialogues and relationships. and by increasing the credibility of the in-house marketing professional. Training allows every . have greater confidence and a sense of direction. employees exhibit new skills. After successful training.
It increases productivity and profitability. Increased employee motivation 3. 7. Increased job satisfaction and morale among employees 2. Increased capacity to adopt new technologies and methods 5. Enhanced company image. Increased efficiencies in processes. Builds better communications skills. Helps in developing a problem-solving attitude 5. expansion and modernization cannot take place without trained manpower 2. Reduced employee turnover 7. Increased innovation in strategies and products 6. In short training gives the following results: 1.g. Growth.. These reasons include: 1. resulting in financial gain 4. Prevents obsolescence 4.employee to play a more significant role in the marketing process. e. reduces cost and finally enhances skill and knowledge of the employee. Employee becomes an organized. focused and strategic force to be reckoned with. Gives people awareness of rules and procedures 6. conducting ethics training (not a good reason for ethics training) . Develops hidden talent. 3.
□ Internal training courses. Off the job training □ Informal training □ Classroom training. Some of the popular training techniques are as follows 1. □ Distance learning . On the job training □ ‘Sitting by Nellie’ and ‘learning by doing’ □ Mentoring □ Shadowing and job rotation 2. technical training. which are very popular amongst the organizations and they choose and follow the techniques according to their need and policy. □ External training courses □ Life-coaching □ Training assignments and tasks □ Skills training product training.Kinds of Training There are several training techniques. □ Behavioral development training.
conferences. MBA's. Training Process in Action Training Need Analysis In a nutshell. □ Video. e.g. decides its budget and sends its people to the Management Development Programmes of premier Business Schools in India and abroad. outdoor activities. Besides that each region conducts its own Training Need Analysis. though On The Job training is also an integral part of its training programme. These training programmes mostly covers the most sought after competencies and the topics according to business requirement of Ranbaxy. etc. Internet and e-learning □ Attachment to project or other teams Training can be either on the job or off the job.□ Hobbies . the worker is trained under the guidance of a supervisor whereas off the job training is usually through lectures..” “A training needs analysis (TNA) is the process of identifying the areas where both individuals and groups in an organization would benefit from training in order to become more effective at achieving their own objectives and the objectives of the organization. and virtually anything outside work that provides a useful personal development challenge □ Accredited outside courses based on new qualifications. by some eminent faculty or institute. (needs) analysis is the planning we do in order to figure out what to do. 1995 “ Needs assessment is a study conducted to determine the exact nature of an organizational problem and how it can be resolved. Ranbaxy Laboratories Ltd most of the times uses Internal Training Courses and External Training Courses. Corporate Human Resource conducts In house training programmes for all the business operations of Ranbaxy. In the first case.eg voluntary club/committee positions. Allison Rossett. A TNA involves five basic steps: . audio visual etc. 1999 Needs analysis is the systematic basis for decisions about how to influence performance Stout. case studies. sports.
Kinds of Training Needs A Training need is a gap between actual performance and desired performance or between current abilities and job requirements that can be closed by training. poorly trained personnel. and a myriad of other organizational wrongs. A training analysis is conducted ultimately to identify training goals. inadequate communication channels. that is. A needs assessment is a prerequisite procedure for need analysis. Gathering information about the skills and abilities of the individuals that are needed now and will be needed in the future 4. "Assessment" refers to the process of identifying the organization's needs and placing them in some order of priority. faulty equipment. The purpose of a needs assessment is to help you identify systems that aren't working. Identifying the objectives of the organization 2. The priority is based on what it costs the organization to ignore the problem as compared to the value a solution to that particular problem might add. A Needs Assessment is a systematic examination of the way things are and comparison with the way they should be. what areas of knowledge or skills that training needs to accomplish with learners in order that learners can meet organizational goals (usually in terms of a performance standard). takes the process one step further insofar as it requires an investigation of the reasons and the causes for a need. "Analysis". Identifying the gaps that exist between the current situation and what is/will be required. Analyzing that information 5. Appointing a training coordinator 3. Training needs basically fall into two basic categories: • Training need of the organization • Training need of the individual employees Training need of the Organization: Organizational training needs can be broadly classified into two general categories: .1. cumbersome procedures.
Recognized training needs These are the needs identified as required by all of the organization’s employees. Requested training needs These are the needs that are not planned. and personnel. They result from activities such as department performance. its policies. and benefits. They include such things such as: • The need to know the organization. and all employees in specific jobs and departments. its structure. 2. policies. • The need to know a department. • The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs. These are the activities such as: • Changes in jobs and/ or systems • Addition of new equipment • Department of performance reviews • New and revised government requirements Training need of individual employee . operating procedures. rules.• Recognized training needs • Requested training needs 1. procedures. They are brought to the attention of the organization when they occur. operating and job changes. and employee and organizational morale.
Individual training needs are different from the organization training need. it is important to get a complete picture from many sources and viewpoints. Techniques for Investigating Organizational Needs When examining organizational deficiencies. and/or with specific knowledge • Review of relevant literature • Interviews • Focus groups • Tests • Records & report studies • Work samples • Job descriptions • Performance reviews . Of course. the methodologies used can be classified as: • Training needs survey • Competency study • Task analysis • Performance analysis • Direct observation • Knowledgeable sources external to the organization • Questionnaires Consultation with persons in key positions. Essentially. but the qualifications of the job holder will differ. as a job’s requirements are the same for everyone who fills it. the desire for quality information needs to be balanced against the constraints of time and resources.
conducted at the same time each year. Mostly it is an annual activity. Performance Analysis appraises the performance of current employees to determine whether training can reduce the performance gaps or not. Employees may be assigned tasks and then observed as to whether they can perform them satisfactorily. Observations One useful method of gathering data is to watch people at their place of work and then ask them what they needed to learn to do their job. Questionnaires While generally easy to use. questionnaires should be constructed with the utmost care. They should be targeted to a specific audience about a specific content area and use a mixture of open and closed questions. Work Sampling .• Exit interviews The Training Survey “Training Survey is done with a questionnaire. The Training department sends a questionnaire to all the management within the organization.” Performance Analysis “Performance Analysis is a verification that there is a performance deficiency and determining whether that deficiency should be rectified through training or through some other means such as transferring the employee.” Task Analysis “Task Analysis is a detailed study of a job to identify the skills required so that an appropriate training program may be instituted. These observations may be conducted in a structured manner. Task Analysis is especially appropriate for determining the training needs of employees who are new to their jobs.
In Ranbaxy Laboratories Ltd I followed two ways to identify the training needs of the employees: 1. Import And Export Accounting of the Company: Import and Export Accounting: In this function it deals with all the accounting of the exports done from other countries and import done to the other countries. job descriptions. However. Interview summary of one of the departments of Ranbaxy is included here: Interview Summary of Mr. payment etc.Work sampling is like observing people at work except that the focus is on the product of the work instead of the process. or production statistics may be utilized. One advantage of this form of data is that it is often readily available and it can provide useful background information. However. For interviewing the employees I designed a questionnaire (see in Annexure) and interviewed employees and their respective supervisors to know about their training need. One advantage of this method is data may be collected without the knowledge of the employees. Performance Appraisal Form 2. the review of documents may be time-consuming a yield considerable unrelated data. Interviews of the employees and their respective supervisors Performance Appraisal Forms being an obvious first choice. to get a balanced view. Interviews Interviews provide an excellent way to get direct input from employees regarding their attitudes. Document Review Documents such a performance reviews. and expectations. As it is a one to one interaction so it gives a better understanding of the job role and the responsibilities taken by the employee along with some clue of the person’s behavioral aspect. I decided to follow Interview Method because of its reliability. Ganesh R (GM-Trade Finance) Functions Of Trade Finance Department: Trade Finance department basically handles these two functions: 1). 2). beliefs. many employees must be interviewed. total import or export. Commercial activities of the Company’s Exports and Imports: This Department also deals with commercial activities like .
Ganesh R (GM. • Ensure of getting all the export benefits provided by Government of India: Updating of the knowledge of TDS (Tax Deductive Sources). • Meeting the regulatory requirement of import and export: seeing that whether all the requirements of FEMA. Exim Policy. ➢ To review the revenue and balance sheet items on a regular basis.Ganesh R (GM. Excise Act. ➢ To make Profit reconciliation on a periodic basis. Trade Finance) ➢ Maximize the profits of the Company through the various policies in place for exporters and importers.e.Ganesh R (GM. opening of letter of credit (LC). Behavioral Skills Required to do the Job of Mr. and Customs Act are being fulfilled are not because leaving a single requirement unfulfilled can result in severe problem for the Company. guarantees etc. Responsibilities of Mr. ➢ Computer Savvy ➢ Capability to negotiate and implement new processes. dealing with all the banks to negotiate the transactions. Trade Finance): . Trade Finance): ➢ CA or MBA (Finance) with 15 years Work Experience ➢ Good command over Financial Commercial issues.• Documentation of Imports and Exports: Converting all the export and import done into documents. all the FEMA requirements are met. in order to get maximum export benefit. • Cash management of whole company’s Pharma Business. Functional Skills Required to do the Job of Mr. ➢ To ensure that all the checks and controls are in place in the export-import transaction i.
Ganesh R: ▪ Supply Chain management ▪ E-Commerce ▪ Advance knowledge in IT Gathering the Data and Finding the best-suited program After interviewing the employees and prioritizing the training needs of the person. Content sheet of few of the In-house and External programs are given below. which can cater the needs of the person.➢ Communication skills ➢ Team building ➢ Motivation Training Needs for Mr. Training Program Content Sheet In-house Programs |S No |1 |Program Title & Course Details |Managing Performance and Development |Duration |3 Days |Faculty & Venue |Pragati-Arun Wakhlu | | | | | |To help one manage ones own performance and that of | | |their team. Prioritization of training need is done on the basis of the need of the organization and importance of the program in performing the assigned role. | |Corporate HR . I started looking into the different training programs of premier business schools in India and abroad.
Planning and | |Organizing. | External Programs . | | | | | | | | |To learn how to manage projects and utilize |resources. Michael S David | |Corporate HR | | |To equip participants to present themselves and their| |views convincingly and impact fully within a group or| |to a group. within or beyond culture.| | | | |2 | | | | | | | | |To help in identifying development needs of others | |To build skills of giving and receiving feedback |To understand the various dimensions impacting |performance and development |Managing Self and Others | |3 Days | | | | | | | | | | | | | | | | | | | |TMTC | |To help participants identify their preferred style | |in dealing with others. |To improve skills of Time Management. |Managerial Effectiveness | |2 Days | | |TMTC | |Corporate HR | | | |To define elements of Managerial Effectiveness. | |Corporate HR | | | | |To help in understanding facilitators and barriers to| |working together in teams | |To help participants understand their style of |resolving conflicts | |To help participants create an individual action plan| |for becoming better leaders | | | | |3 | | | | |4 | | | | | | |Effective Communication |2 Days |Mr.
Foreign Exchange Under Globalization &|5 Days |Krishnamurthy S | | |WTO Regime | | | . | | | | | |Testing products and other critical elements of marketing mix. Abraham | | | | | |Change management without “slash and |burn” techniques | | | | | |The secrets of self-sustaining improvements | | | |2 |Product Policy And New Product Management Koshy | | | | | | | | | | | | |Product strategy | | | | |IIM Ahmedabad |Analysis of product line and product mix decisions. concept and product development and evaluation. |Test market planning.|S No |Title & Content of program |1 | | | | | | | | | |Achieving Outstanding Performance |Duration |5 Days |Faculty & Institute |Allison Wheeler | | |Total view of the issues at stake | | | | | |Insead | | | | | | | | |6 Days |Prof. | | | |3 |Managing Exports-Imports-Customs . evaluation. | | | | | | | | |Idea generation. and introduction strategies. and |business analysis. |Strategic management of brands and their equities. |Market structuring and product positioning strategies.
Exchange Control & convertibility |Export oriented schemes. Parikh |Reflect on the emerging socio-cultural and economic scenario | | | |Develop a strategy for broad-based implementation and methods for Ahmedabad | | |measuring accountability and the results.2000 & Guide to Incoterms ICC .e.) |Import-Export Model Contracts (ICC 556) | | | | | |Incoterms ICC . Indira J. Evaluation Of the Training Program .| | | | | | | | | | | | | |4 | | | |Exim Policy & procedures as amended |Update on Customs Law. Proposed Training Program Sheet was designed for that. ICC.620 |Problems areas to services & good exports-Imports |Leadership and Change Management | |5 Days | | |Prof. WCO. 1. and then it concluded in one or two training programs. (See in Annexure) After finalizing the program a letter from India Region HR was sent to the employees stating about the specific Training Program decided for him and asking him to confirm his availability. Tariff & Procedure |FEMA. Training Letter format is attached in Annexure. | | | |IIM | Three training options were decided firstly. etc.f. incentives & procedures |Foreign Exchange Risk Management |International LCs (UCP-500) Rules for Collection (ICC-522) |International Standby Practices ISP 98(ICC 590) | | | | | | | |IIM Bangalore | | | | | | | | | | | | | | | |International Trade Regulations (WTO.1. UNCITRAL.560 w.
There are two basic issues to address when evaluating training program. the program should be evaluated to see how well its objectives have been met. Controlled experimentation is the best method to use in evaluating a training program. Learning: Test the trainees to determine whether they learned the principles. Did they like it? Did they think it worthwhile? 2. Training effects to be measured: 1. The first is the design of the evaluation study or controlled experimentation and the second is training effect to be measured. Results: A training can achieve all the above three aspects but if it has not achieved its main result then it was not an effective training. skills. 3. Behavior: Observe whether the trainees’ behavior on the job changed because of the training program? 4. and facts that were supposed to learn. Assessment and evaluation of training program: No No Yes Yes No Yes Yes . Reaction: Evaluate trainees’ reaction to the program. In it the effectiveness of the program is tested by before and after tests on the control group.After training is complete.
Planning and Organizing e. Competencywise Segmentation of Training Needs: Training Needs of the whole India Region were competencywise segmented into five clusters namely: 1. Team Building b. and other things. Training Feedback form can be seen at Annexure. People Development c.Training Feedback Form has been designed to know the effectiveness of the program. Job Related Needs Cluster . Leadership Cluster a. faculty. Performance Management 2. Communication Cluster a) Presentation Skills b) Effective Communication c) Negotiation Skills 3. Interpersonal Skills Cluster a) Interpersonal Effectiveness b) Conflict Management c) Relationship Management d) Creativity and Innovation e) Change Orientation/ Flexibility 4. Motivation d. The form basically consists of evaluation on the content of training.
motivating. encourages and facilitates cooperation with the organization. and guidance to others toward great accomplishments. enthusiasm and commitment to the group mission. facilitating.. and direct his colleagues as well as his subordinates towards a common goal. controls time.uses complex strategies to promote group morale and the productivity 4. Communicates a compelling vision. Promote group effectiveness. These skills include the abilities to help in creating high performance teams through coaching. agenda.has genuine charisma. and by creating environments that support the aim of the organization. tone. rewarding. The person consistently develops and sustains cooperative working relationships. trust and develops leadership in others through coaching. Main actions 1. Others Definitions Of the Competencies Leadership The ability to establish a vision. guide.ensures that others buy into leaders mission. spirit. These skills consist of inspiration. Team Building The innate ability of a person to lead. sets good example ensures that group tasks are completed. 2. pride. communicates a compelling vision which generates excitement. Uses authority fairly.states the agenda and objectives. Positions self as a leader. fosters commitment. and guiding employees. make assignments etc. Manages meetings. and treats all members of the group equally 3. mentoring. 5.5. motivation. . delegating. communicate that vision to those in the organization and provide the tools and knowledge necessary to accomplish the vision.uses formal authority and power in a fair and equitable manner. goals. policy.
Informs others on team . guides the setting of specific and measurable team goals and objectives. Models commitment . team has a clear charter or mission statement). and access to an environment. People Development Ability to help in enhancing the potential of people (as individual and groups) to perform better in all spheres of life. fulfills team responsibilities. or support functions are in place.Listens to and fully involves others in team decisions and actions.g. demonstrates personal commitment to the team. review. 5. Continual learner..Shares important or relevant information with the team. Facilitates goal accomplishment . It can be developed through training and capacity building. Openness-Is proactive and open to constructive feedback and suggestions 4.Ensures that the purpose and importance of the team are clarified (e. 6.Main Actions 1. 4. Involves others . which supports their development. 3. access to opportunities.Makes procedural or process suggestions for achieving team goals or performing team functions. Shows concern-Show care and concern for the professional and personal growth of others in the organization 2. provides necessary resources or helps to remove obstacles to team accomplishments.Strives to improve continuously by learning and encouraging others to learn .Adheres to the team's expectations and guidelines. values and uses individual differences and talents. Objective-Agrees on clear objectives and milestone for himself / herself and the team 3.Helps to clarify roles and responsibilities of team members. Develops direction . Main actions 1. Develops structure . helps ensure that necessary steering. 2.
materials. Schedules .Allocates appropriate amounts of time for completing own and others' work. identifying equipment. recommends these needs and does follow-up for their implementation Motivation Motivates employees to perform at their optimum level. adjusts priorities when appropriate. and people needed. 3. and skills required to achieve goals.5.Collaboratively works with direct reports to set meaningful performance objectives. processes. Main Actions 1. . and tools) to complete work efficiently. identifies specific behavior.Identifies more critical and less critical activities and assignments. Main Actions 1. Prioritizes . 2. knowledge.Collaboratively works with direct reports to identify the behaviors. Establishes approach . Determines tasks and resources . knowledge.Determines project/assignment requirements by breaking them down into tasks. Performance Management Focusing and guiding others in accomplishing work objectives. Planning and Organizing Establishing courses of action for self and others to ensure that work is completed efficiently. Stays focused . 4. avoids scheduling conflicts. develops timelines and milestones. Leverages resources . 5. departments. works as a positive catalyst in the important situations.Uses time effectively and prevents irrelevant issues or distractions from interfering with work completion. and skill areas for focus and evaluation. sets specific performance goals and identifies measures for evaluating goal achievement. 2. Identifier -Identifies people’s developmental needs.Takes advantage of available resources (individuals. and coordinating with internal and external partners. Sets performance goals .
knowledge. 4. to facilitate an open exchange of ideas and to foster an atmosphere of open communication. convincing and organized manner. Collaboratively establishes development plans .Implements a system or uses techniques to track performance against goals and to track the acquisition and use of appropriate behaviors. Evaluates performance . Interpersonal Effectiveness These are the skills required by a person to effectively communicate with other persons and react to their ideas and decisions. offers to help individuals overcome obstacles to learning. and skills. Listens carefully and responds to verbal and nonverbal messages . 6. 4. 5. evaluates each goal.. Effectively participates in group discussions. correctly interprets messages and responds appropriately. 6. training. Comprehends communication from others. Organizes the communication – Organizes and presents ideas effectively for formal and spontaneous speeches. Responds appropriately to positive and negative feedback -Attends to messages from others. that will help the individual achieve important goals.Seeks input from audience. 5. to listen effectively and clarify information needed. Prepares concise and logical written materials.Collaboratively identifies observation or coaching opportunities. checks understanding. to express facts and ideas in writing in clear. 2. Tracks performance . presents message in different ways to enhance understanding. Main Actions 1. knowledge. ensures that opportunities for development are available. behavior. etc.3. Creates a learning environment .As necessary.Holds regular formal discussions with each direct report to discuss progress toward goals and review performance. These skills include the ability to consider and respond appropriately to the . workshops. helps secure resources required to support development efforts. It includes ability to make clear and convincing oral presentations to individuals or groups. Communication The set of skills that enable a person to convey information so that it is received and understood. 3. seminars. and skill area.
trust and empowerments 2. Main actions 1. and capabilities of different people in different situations. feelings. Understanding. Conflict management. in a manner that commands respect & ensures their co-operation & commitment.Demonstrates an understanding of others' needs. Respect -Treats all individuals with sensitivity and respect Conflict Management Manages and confronts conflict amongst team members with his quick decision making capacity and influencing quality. 3. within & outside the hierarchy. Work environment -Creates an environment that fosters teamwork through openness. Relationship Management The ability to influence. The person should also be tactful. Main Actions Shows respect.Build and enjoys effective working relationships within and outside his/her function in the company . and capabilities of others. compassionate and sensitive and should treat others with respect.Manages conflict productively 3. 2. Responding-Considers and responds appropriately to the needs. Providing feedback. feelings.Treats people with respect and dignity 1. 4.needs. empathize & build rapport with people. Effective work relationships.Provides appropriate feedback in a manner that reinforces or elicits desirable behavior.
Networking -Displays strong networking skills 5. sees alternative ways to view or define problems. Ensures relevance .Targets important areas for innovation and develops solutions that address meaningful work issues. speaks positively about the change to others.Treats change and new situations as opportunities for learning or growth. designs and implements new or cutting edge processes. Leverages diverse resources . Adjusts rapidly to new situation. 2. Main Actions 1.Identifies implicit assumptions in the way problems or situations are defined or presented. 4. views situations from multiple perspectives. Empathetic.Combines ideas in unique ways or makes connections between disparate ideas. Thinks expansively .4. . Flexibility Is open to change and new information. 5. 3.Demonstrates sensitivity and empathy in dealing with people Creativity and Innovation Develops new insights into situation that applies innovative solutions to make organizational improvements. adapts behavior and working methods in response to new information. Evaluates multiple solutions . brainstorms multiple approaches/solutions. warranting attention and resolution. focuses on the beneficial aspects of change.Tries to understand changes in work tasks. Challenges paradigms . bodies of knowledge) for ideas and inspiration.Draws upon multiple and diverse sources (individuals. or unexpected obstacles. Approaches change or newness positively . situations. is not constrained by the thoughts or approaches of others. changing conditions.Examines numerous potential solutions and evaluates each before accepting any. creates a work environment that encourages creative thinking and innovation. 2. and environment as well as the logic or basis for change. disciplines. Main Actions 1. actively seeks information about new work situations. Tries to understand changes . explores different lines of thought.
You have to tick the Major Cluster in which a person needs improvement and then . nominate the person for the training and will get this approved by Director. This card will be for the record of the person and HR department that which training programs a specific person has attended and what is the feedback of specific faculty. We expect you to give your wholehearted support in this process. Training Invitation Letters will be sent to the employees stating the description of the training program chosen for him and asking him the availability for the program.Quickly modifies behavior to deal effectively with changes in the work environment. Adjusts behavior . 3. Recommendations Based on the analysis of data and the organizational structure the training process recommended is as follows: 1. 2. readily tries new approaches appropriate for new or changed situations. Training Need Analysis Form This Training Need Analysis Form is the first step towards the process of identifying the areas where both individuals and organization need improvement in order to become more effective at achieving their own and the objectives of the organization. In the beginning of every year Training Need Analysis Forms will be sent to every Senior Manager and General manger to fill for their immediate reportees. 6. The filled forms should return to India Region Human Resources within 21 days of sending the forms. Human Resources Manger will analyze the forms and according to clusters. 5. In this form there are 5 clusters of broad improvement areas (Major Cluster) are given with the components of it.3.India Region HR. does not persist with ineffective behaviors. A Training Card will be given to each employee. the nominations will sent to the respective institute. Training Feedback will be taken from each employee and evaluated. After getting the confirmation from the employee . stating which training he/she has attended till now and where. 4.
you have to give ranking to the components of that cluster according to the preference for training (1 being most preferred and onwards). If you choose more than one major cluster for training then please also provide ranking to the major clusters in order to the preference.
← 1. Leadership Cluster a. Team Building b. People Development c. Motivation d. Planning and Organizing e. Performance Management
2. Communication Cluster
a. Presentation Skills b. Effective Communication c. Negotiation Skills
3. Interpersonal Skills
a. Interpersonal Effectiveness b. Conflict Management c. Relationship Management d. Creativity and Innovation e. Change Orientation/ Flexibility
← 4. Job Specific Requirements (Please mention them in order of the preference) a) ________________________________________
b) ________________________________________ c) ________________________________________
← 5. Person Specific Requirements (Please mention them in order of the preference) a) __________________________________________ b) __________________________________________ c) __________________________________________
Any Other Additional Comment/ Remark: ____________________________________________________________
(To be filled By Human Resources India Region only)
Training Record Card
|S No |Title of the Training Program | | | | | | | | | | | | | | |
|Institute | | | | | | | | | |
|Faculty | | | | |
(Holder of the Card)
OBJECTIVES OF THE PROJECT
The objectives of the project are:
and standards of the business and begin to form judgments about what is acceptable and non-acceptable in terms of behaviors and inputs. From the individual’s point of view it is the period where they find their feet. their new job. which have been designed for all employees. • Updation in Induction Manual Introduction to Induction Recruitment is an expensive business. and the people with whom they will be working. money and effort to find the right people to join your team.• Designing of Induction Process for India Region. Ranbaxy Laboratories Ltd. ethics. Induction is provided to cover a basic understanding of the company’s history. From the organization's point of view Induction is the period. What a pity it would be to destroy this by forgetting the importance of treating a new employee really well on joining the organization. The aim is for new employees to be integrated into organization’s work environment as soon as possible. which if used effectively equips and prepares the new joiner for their role and gives them the basic knowledge required to begin functioning effectively and safely at the earliest possible moment. policies and procedures. An induction process includes orientation programs. Orientation is seen as an integral part of developing organization’s culture in alignment with its vision and mission. products. learn about their new organization. Induction is also the period during which the employer can quickly confirm the wisdom of the decision the individual has made to come and work there and make them feel welcomed and valued. It takes time. An induction process that is shaped around the individual and their job role will ensure smooth entry and familiarity with the company’s culture and procedures. “Induction is the process.” Ideally it should take place as soon as possible after the new member has arrived. formal or informal that introduces newcomers to organization. It is also the period during which they absorb the new culture. . Induction of people new to the organization is a continuing training need for business small and large.
➢ Provide clear expectations about performance. Outcomes The outcomes of the Induction and Development Program are: Organization Gain a return on investment in recruitment and selection. Individual ➢ Reinforces their decision to join the Organisation. . Accelerated productivity of staff in new roles. Contributing staffs that understand the business and goals of the Organization. ➢ Improves commitment to the Organisation ➢ Increased job satisfaction. ➢ Set personal objectives linked to organizations strategic objectives. ➢ Provide support through coaching. ➢ Provide opportunities for planned learning programs for skill and knowledge development.Objectives The objectives of Induction and Development Program are to: ➢ Provide a planned and structured Induction and Development Program to all newly appointed staff. and hence performance. ➢ Provide information about core business. mentoring and feedback ➢ Encourage continuous performance and professional improvement through reflective practice.
level. Opportunities for setting personal objectives (linked to Organization goals) for their development. ➢ Enhances the performance and growth of the team Who does the Induction and Development Program apply to The Induction and Development Program applies to all staff as the need for orientation and learning opportunities applies to all staff. All staff moving into a new position will require a workplace orientation. The provision of learning opportunities to assist them perform to expected standards.Manager ➢ Assist to fulfill the leadership responsibilities to new staff. All staff new to the Organisation will require an induction into the organisation. c. All staff in all positions require: ➢ Clear performance expectations. Feedback on progress and performance. The principles underpinning the Induction and Development program are: a. or type of appointment. however the length of the period will vary depending on the nature of employment conditions and the complexity of the job. Orientation Programme . Timeframe for Induction and Development The Induction and Development Program will occur in the initial period when a staff member commences a new job. regardless of occupation. b.
The orientation programme contains various topics essential for the new employees’ basic understanding of the organization’s work life. Methods for Induction Training A range of methods exists which can contribute to effective Induction. Kinds Of Induction Induction can be provided in two forms: Verbal Induction Written Induction or Induction Manual Best induction will be a balanced combination of both. Key personnel considered to be most familiar with the subject matter will conduct the orientation. Induction Manual will be used . Sensible use of a mixture of these methods will: • Balance information delivery • Engage the New Joiner's early enthusiasm for learning about the organization and the job • Reduce the input necessary from Line Managers and others • Ensure that learning and information transfer takes place for the new joiner. as for policies and company profile verbal orientation will not have that everlasting effect as the Induction Manual. The methods available include: • Formal input sessions • Intranet information and access • Computer-based CDs • Text-based self-study material • Projects • Planned work exposure.
organizational chart | | |evaluated |How the new employee will be assessed and |Your suppliers | | |Terms of |Procedures: (expenses. confidentiality. help business | |safety. health and|Where to find expert advice. overtime. Contents of the Induction Contents of Induction can be broadly defined namely in three categories: Infrastructure Business Tasks Product and Services |Infrastructure |The geography of the building services your business | | |Where everything is involved | | |Business Tasks |Products and Services |The products and | |Job description and responsibilities |supplies |Budgets and targets | |The markets in which you are |How to use basic tools (telephone. |Quality standards | |intranet. email. terms and |conditions of employment etc) |History of the organization |Other policies | | | |Reporting processes | | | |Future plans | | | | . Verbal induction will be effective for General rules of code and conduct etc. messaging etc) | | |Your customers | |Who does what.as a reference to Company forever.
competitors ➢ Work specifics/ departmental structure/ working relationship with other personnel ➢ Office procedures ➢ Safety procedure Verbal Induction can also cover the three broader aspects of Induction. Contents Of Induction Manual ➢ Vision and Mission Statement of the company ➢ Company History ➢ Company Culture ➢ Company Structure ➢ Company Processes ➢ Company Policies ➢ Training Policies ➢ Health and safety Contents of Verbal Induction ➢ Introduction to employees and tour of company facilities ➢ Training Policies ➢ Conflict of interest. as a good employer wants to make known to the individual .All the contents of the Induction can be divided in Induction Manual and Verbal Induction. These are • What the new entrant needs/wants to know • What the organization.
This is explained by this design: This represents a lot of information. Responsibility for induction In order to provide a structured and well-planned induction for the individual. other information. Careful thought needs to be given to timing and method of delivery to ensure that learning takes place effectively for the new individual.• What has to be made known to the new entrant e. the key early concerns of all new entrants. employment conditions etc. What the good Employer wants to share with the New Entrant The employing organization will want to ensure that the new employee receives quite a range of information. Role of Division of Human Resources . irrespective of age or seniority tend to be similar. meal breaks. all of it important. What the Individual wants to know Interestingly. or retention of. the line manager should consider putting in place the following: 1. Many people and sources will be involved in providing the necessary information. standards etc which I need to fit in with? Until these personal issues are addressed the new entrant will have little interest in. holidays. both to the individual's understanding of what is required of them and why and to their competence and willingness to make the necessary contribution. legislative requirements.g. flexi time? • What is my workplace like? Will I have all the equipment I need? • What are the 'rules'. These early concerns are about very personal issues such as: • Who is my boss and what are they like? • Who will I be working with? What are they like? • What are the arrangements for pay.
• Identification of the elements of the position that are critical to the new staff member’s ability to be effective in their environment. accountabilities and responsibilities of the position. The Manager may delegate some of these activities to other staff. • Negotiation setting of personal objectives with the new staff member. (to guide learning and development) to be able to perform as expected. • Identification of the new staff member’s current skills and knowledge in relation to these elements (in consultation with the staff member). This includes: • Pre-employment contact (to welcome and inform new staff of the strategic business directions of Organization). This program must be in place prior to the commencement of employment of the staff member. His responsibility for the induction basically can be divide in two sections: a) Newly appointed staff The Manager is responsible for ensuring there is a planned program in place that includes: • Orientation of staff to the Organization and their local workplace • Provision of clear expectations of the role. . The role of the manager The Manager is responsible for the provision of a planned and structured Induction and Development program for staff in their work area.The Division of Human Resources is responsible for the provision of the formal induction elements of the Induction and Development Program to all new continuing and fixed-term staff. • A session on Day 1 of the new staff member’s service (to provide employment and compliance information). • Welcome and information session (to provide information about organizational structure and functions) 2.
Pre-arrival preparations A personalized induction programme should be made. The staff member is responsible for developing personal objectives and participating in activities to achieve these objectives. • Clear performance expectations linked to Organization strategic goals.b) Internal appointments The Manager is responsible for ensuring there is a planned program in place that includes: • Workplace orientation. people to meet. • Providing regular feedback on performance and progression towards objectives. These resources and activities will support the workplace orientation. It is important to include who is responsible for the activity happening and the option of signing the task off on . Other Service Divisions The Divisions and Sections that provide services to other areas of the Organization are responsible for the development of resources and activities to explain their service provision role. Managers are responsible for identifying and requesting the delivery of these resources and activities for their newly appointed staff. 3. A plan could include a checklist of what should be done for example on the first day. • Information about legislative and compliance requirements. A schedule should be prepared. in the first week and the first month. The responsibility for actioning the Individual Development Plan may be delegated to the new staff member. Role of The new staff member Each staff member is responsible for developing the skills necessary for the efficient performance of their duties. however they will need initial assistance with identifying whom they should contact about what. tasks to be learnt. and this is the Manager’s responsibility. which will include key objectives to be met. learning and development of staff in other Divisions and Faculties. • Learning opportunities to ensure the staff member can develop the skills to perform as expected. 4.
completion. which can be used for probation or appraisal purposes. Share Induction File and discuss contents. First Day Make sure you are available to welcome the new member of staff to the Division. at the same time. There are advantages in sharing the responsibilities among a number of members of staff. Make sure the buddy/guide has freed up some time and has the relevant job description and post specification for the new member of staff. Ensure that those involved are aware as to who has responsibility for each of the items on the Pre-employment and subsequent Action Checklists. which may have been experienced. First Few Weeks At the end of the first week/beginning of second week meet with the new member of staff to review the induction process to date and identify any difficulties. Any adjustments required in relation to disability. This will provide a record of the induction. What they will do. Discuss and agree which members of staff will be supporting the new starter’s induction. In this way you can avoid too great a burden being placed on the buddy/guide and. Who they will be working for. Arrange for all staff in the Division to be informed of: Where the new member of staff will be located/their extn no. and e-mail address. The following questions should be asked before the new member of staff arrives: Appoint someone in the Division to be a buddy/guide for the first 3 – 6 months. The topics . This will include: Introduction to buddy/guide. Provide the buddy/guide with a copy of the Guidelines for the Guide Appoint a back up. Who their buddy/guide will be. in case the buddy/guide is not available or ill. Explain how induction works. this will assist the new member of staff in establishing a working relationship with other colleagues in the area. Allocate a time to review towards the end of the week/beginning of next week.
2 One to one. wrong learning taking place. In conclusion Induction is necessary to the rapid. As in India Region till now there was no structured Induction Process. It is not envisaged that the full range of items would necessarily be dealt with at the initial meeting. . Information gathering and identification of training needs • Achievements • What have been your main achievements before joining us? • Strengths • What strengths have you brought to the job that you can fully utilize? • Blocks • Is there anything likely to get in the way of you performing as well as you would like? • Areas of improvement • What areas of the job could you improve. mistakes made and problems created.listed under the One to One heading below will form the basis for discussion with the new starter over the probationary period. with or without support? • Training and Development Needs Obtain an initial identification of training needs (using the post specification) and identify what training and development activities the person might wish to include. 4. motivate New Joiners and ensure that the organization benefits from the early integration of effective and competent employees INDUCTION PROCESS FOR INDIA REGION I designed the Induction process for India Region. I discussed the current induction process with my guide and thought of the possible changes. This is also an opportunity to share sources of development activity at the Organization. Badly handled it can be costly in terms of early leavers. demotivated individuals. Ranbaxy Laboratories Ltd. effective integration of New Joiners. Well-designed Induction can capitalize on the investment in recruitment.
L (Preparing Excellence At Ranbaxy Laboratories).A.L. signifying the commitment of Ranbaxy towards its family members (employees).R.R. A mentor system 3.E.A. The session consists of a series of brief presentations on subjects that go as far as possible towards smoothing the process of installation and integration of new staff members and fellows in Ranbaxy and the surrounding area. Provide the new employee with an India Region specific Induction Manual. So I named the Induction Process of India Region P. Administrative information given by the new staff member's division Monthly session or On Joining Session An induction session is held every month on the afternoon of the first working day of the month or the day of joining of the new person. Two sessions for each new arrival (one monthly session or on joining session and one quarterly session) 2.(See induction manual for India region ) and (Monthly session or on joining session) Quarterly Session . The designed Induction Process for India Region is as follows: P. know and understand on the joining of his/ her job. (Preparing Excellence At Ranbaxy Laboratories) Induction Programme can happen in the following ways: 1. For this Programme the induction list includes certain things. First I decided to give the Induction Process of Ranbaxy a nice name.After discussing it with my guide I thought of the necessary things a new entrants should get. This Induction will be done with the help of the HR Staff. his Supervisor and his Buddy.E.
General Managers and a member of the Directorate welcome the new arrivals. Induction Manual specifically for India Region India Region Welcomes you and hopes this to be a beginning of an everlasting and mutual satisfying relationship. The following kinds of information are generally provided: • The organization and functions of the division. Administrative information given by the staff member's division This kind of information varies according to the division concerned. who also receive information on the activities of Ranbaxy Laboratories Ltd and administrative procedures. The purpose of this checklist is to help you develop the skills to get started in your work and assist you to feel at home in your new workplace quickly. The intention is to provide new arrivals with someone who has the largest number of things in common with them so they can best answer the questions that might be worrying them about their integration within Ranbaxy and the local area in both their professional and private lives. Those responsible for your induction are: . This session ends in a question-and-answer session with a member of the Directorate. The schedule for this type of induction could be like this. its management • The administrative procedures used by the division • Procedures for taking leave and requests for training It is basically a subpart of monthly or on joining induction.A second follow-up session is held about once every three months. which gives the new arrivals the chance to have a direct conversation with one of the Directors on topics chosen by them. their cultural and geographic origin and their family situation. These mentors are chosen on the basis of their date of entry into Ranbaxy. depending on its size and the work it is engaged with. The Directors. (See Quarterly Session) The mentor system New staff members and fellows who have not had a previous contact with Ranbaxy and come from outside the area are allocated a mentor whose task it is to help them integrate in Ranbaxy and the surrounding area.
you are also responsible for keeping track of the process and make sure the things happen. Telephone no list of the persons of India Region and other important persons in Ranbaxy.Name Your Supervisor: He has the overall responsibility to coordinate your induction. 3. attends the Division of Human Resources formal induction and is made aware of what they can expect over the first few weeks of employment. This checklist includes the following: 1. You : Along with all these persons responsible for your induction. Route Map of the departments of India Region Monthly Session or On Joining Session Induction Outcome: The new staff member is welcomed by their manager and colleagues. List of the departments in India Region 2. Your Buddy : He is selected by your supervisor to help you through the process Human Resources: Human Resources Staff provide information to get you started. Purpose: .
Conduct: tour of the division. Explain: Job Description. Supervisor: Welcome: the new employee Explain: Organization structure Provide: overview of the work of the division. Performance Management System. with the new employee. Responsibilities and Accountabilities. Work hours. Probation Process. by helping them to feel included in the workgroup and demonstrating that organization value them as team members. Introduce: Buddy Show: Employee Corporate Telephone List Review: Files/work of previous occupant. Time Recording (if applicable). and Leave. Awards. Provide: New phone number for him and make sure that it appears in organization’s phone list. introducing staff and explaining their roles.To introduce new staff into a welcoming atmosphere. Identity card. Introduce: him to his Supervisor and team. Arrange: Meetings and Visits. Training if required. Dress Code. Overtime policy. Human Resources: Check: If he has provided with the documents necessary for the employment Necessary certificates and documents Discuss: Prior service superannuation Explain: Terms & Conditions of employment. other facilities. procedures and facilities. Set Task: For new employee .
First Aid. Personal Security Procedures. Smoking Policy etc. 2004– briefing module | |9:30 |Coffee and photograph | Place |Conference Room. Personal calls and Visitors.Explain: Filing System. Point Out: Location of toilets. Use of Phones. Standards and procedures used within the division. Colleague: Explain: General Administrative Procedures. Tea Room. Conduct: A tour of other divisions explaining how the work of this division relates to them. Stationary Use.DevikaTowers |10:00 |10:30 | | |11:00 | |11:30 | |Round table introductions |Welcome / Introduction to Ranbaxy and Expectations |“ |“ | |Director-India Region |Brief summary of monthly session |Head HR |Ranbaxy Worldwide-A Bird’s Eye View | | |“ | |“ | | . Lunch Room etc. Dealing with correspondence. General rules like Consumption Of Tobacco. Activities/Social Outings. concerns. Emergency Procedures. Check: With new employees for any problems. Quarterly Session Tuesday 18 & Wednesday 19 May 2004 |DAY 1 Tuesday 18 May. Internal mail.
Gurgaon |Visit To R&D |Tea. 11th | |Tea –Coffee Break |Leave for R&D.Nehru Place | | | | | | | | | | Pre Arrival Preparation .Nehru Place | |Conference Room.|12:00 | |12:45 |The Indian Pharma Market-A Broad Overview |“ |Lunch |25.Devika Towers | |9:30 | |11:30 |12:00 |13:00 |13:45 |16:30 |17:00 |Visit To Devika Towers. 19 Nehru Place. 25 Nehru Place |Reception. 2004 – RANBAXY VISIT | |9:00 |Meeting point / Tea-Coffee Floor.Coffee Break |Leave For Visit to Plants | |25.Nehru Place | | |DAY 2 Wednesday 19 May. |14:00 |Basics Of Disease Profile and Therapeutic Areas Devika Towers | |14:50 | |15:20 |15:40 | |16:00 | |16:30 |17:30 | Organisational Structure and HR Processes |“ |Coffee break | |Training & Development |Question preparation for discussion with a Director |“ |“ | | |“ | | |Q & A session with a Director |Closing Snacks |“ |25. Gurgaon |Lunch At R&D.
This will commence the process of linking individual development to the organization’s strategic goals. welcome and commence the development of the new staff member. and literature Organization charts Basic Furniture (Desk. Purpose: To ensure that a planned Induction and Development Program is in place prior to the commencement date. manuals. Process: Literature about the organization Terms and conditions of employment Health and safety information Procedures. to demonstrate to the new staff member the organization’s commitment to them. filing cabinets etc) Computer Keys Stationery Phone/ phone lists/ contact lists Mobile phones .List 1 Before Arrival Outcome: A planned schedule of activities to prepare for.
containing knowledge of Pharma and Pharmaceutical Industry. quality and range of medicines manufactured. the Indian Pharmaceutical industry is in the forefront of science-based industries of the country with wide ranging capabilities in the complex field of drug manufacture and technology. The country boasts of manufacturing almost every type of medicine from simple headache pills to sophisticated antibiotics and complex cardiac compounds. Those are as follows: ABC Of Pharma Industry Today.Terminal/ printer/ scanner Internet/ intranet/ email accounts Visiting cards and Access Cards Stationary will include: ➢ Spiral Notebook ➢ Folders and files ➢ Pens ➢ Pencils and sharpener ➢ Paperweight ➢ Stapler ➢ Glue ➢ Stapler Pins ➢ Punch Machine Along with all this I suggested that there should be some information of Pharmaceutical Industry for those people who are from non-pharma background. . So I made two documents to be given along with the Induction Manual. India ranks among top 15 drug manufacturing countries of the world and rates very high in the third world in terms of technology.
The export of bulk drugs are projected to be around US $ 1350 million which indicates more than 100 per cent growth by the year 2000-2003 in this sector. tablets. The burden on the consumer keeps rising year by year. of which 290 units are in the large-scale sector and 58 Multi-National Companies (MNCs) have manufacturing bases.053 manufacturing units. have been produced in hulk. etc. Since then there have been two price revisions. It provides employment to approximately 33 lakh people. Its track record of development. It provides a wide variety of bulk drugs and exports sophisticated drugs. Quinolones. Atenoloi. product-wise control on the prices of formulations. Nifadipine. the total value of bulk drugs and pharmaceuticals produced in India was worth US $ 1230 million. Medicines bear a heavy burden of taxes. octoroi and other taxes. the first being in 1987 and the second in 1995. pharmaceutical formulations. During the year 2000-2001. out of which drugs worth US $ 840 million were exported. capsules. particularly in the area of improved cost-beneficial chemical synthesis for various drug molecules. orals and injectibles. It has quality producers and many units are approved by regulatory authorities in the United Slates of America and the United Kingdom. excise. viz. In a way. the industry possesses 20.The industry meets around 70 per cent of the country's demand for bulk drugs. anti-inflammatory drugs. One of them being price control and the other being taxation. the tax on medicine is a tax on sickness. Today. Cloxacilin. The Pharmaceutical industry in India is the only industry being subjected to a three-tier control. The Pharmaceutical industry in India provides excellent facilities. and an overall control on the profitability of formulations. Ranitidia. effected under the Essential Commodities Act. drug intermediaries. item-by-item control on the prices of bulk drugs. chemicals. The first formal drug price control was introduced in 1979. Administrative and rigid price control has certainly retarded the development of this essential industry. Amoxyclin. Cephalosporins. Factors Deterring Growth The Pharmaceutical industry has been plagued by two main deterrents. Growing at the rate of 14 per cent per year. Exports India is a net exporter of bulk drugs as over 50 per cent of bulk drug production is exported. The bulk drug industry in India has been growing at a phenomenal pace and several important drugs like Ampicilin. sales tax. Medical equipments . Lisinopril. almost every pharmaceutical product is being taxed to the extent of 30-35 per cent through custom duty. is excellent. anti-asthmatics.
Pharmaceutical Policy The government has released Pharmaceutical Policy 2002. MRI scanners. The Government of India has always liberally allowed the import of medical electronic equipments by hospitals and other medical organizations. The move has been in compilation with the World Trade Organizations decision to bring the entire world under the product patent regime. The shock is understood as the MNCs with their deep pockets stand to benefit over the domestic companies. CT scanners and MRI machines. While the decision has been welcomed by the MNCs. The new policy provides for exempting drugs from falling under the Drug Price Control Order (DPCO) for a period of 15 years. have a large number of small and large manufacturing units. The policy also lays stress on improvement of regulatory standards and strengthening of the quality control administration. which aims to provide incentives to researchbased pharmaceutical companies to encourage indigenous research and capability for cost effective quality production and exports by reducing barriers to trade. The changeover from process patent to product patent will come into effect from January 2005. digital subtraction and angiography systems are brought under the zero import duty category. With it the fortunes of the Indian pharma sector opened and ushered in rapid growth. The Indian medical equipment market is expanding to meet growing domestic demand for the latest medical products and technologies. Some estimates show that the import of medical equipments will go up substantially in the coming years. radiography and radiotherapy equipments. The growth is expected to continue for the next five years and beyond. ultrasound scanners. implantable pacemakers. the rigours of price control have been brought down substantially from the current level of 40 per cent. surgical lasers. The basic custom duty on medical equipments ranges from 0 to 20 per cent.Medical equipment sector is an important segment related to health care. Fear that drugs and medicines will become dearer is also being expressed. Critical equipments such as surgical microscopes. The Patents Bill 1999 The Indian Patents Act allowing process patents came into effect in the early 1970s. India produces imaging systems including X-rays. the domestic pharmaceutical sector is stunned. . The major imports include highly specialized body scanners. Also the equipments used in cardiology. The second amendments to the Patents Bill 1999 was passed in the Rajya Sabha. The policy is aimed to promote new investments into pharmaceutical industry and encourages the introduction of new technologies and new drugs. specialized portable and non-portable X-ray machines. Further.
The industry's strength lies in world-class technology. containing informations about all the divisions of Ranbaxy. The industry should be encouraged to foster self-regulation and concentrate on development issues rather than being subjected to detailed and administrative control. cost effective production of 70 per cent of bulk drugs and almost all required formulations. 1970. With increasing number of bulk drugs going off patent and capability of Indian scientists to process technology. UPDATION OF THE INDUCTION MAUAL FOR INDIA REGION Ranbaxy has a well-designed Induction Manual in place. The traditional approaches and conservative ideas of control. Conclusion In the emerging business scenario. flexibility. competitive R&D costs and over 20 per cent growth rate in exports. rich bio-diversity. Its two-fold strength in brands and in people is what makes Pharma one of the key marketing .provided the drug is developed through indigenous R&D and is patented under the Indian Patent Act. and over the years has also emerged as the largest. A list of the updated part is as follows: Marketing Divisions of India Region Pharma SBU . the share of Indian pharma products in world market is expected to rise further. technology base and range of production. Some updation in India Region information was needed. regulations and administration will have to give way to free enterprise. a market-oriented approach should be adopted. transparency and speedy implementation of public policies. Indian pharmaceutical industry has shown tremendous progress in terms of infrastructure development. which I did by asking the key peoples about the significant changes in past one year in their respective department. This was the first marketing division of the Company.
divisions of Ranbaxy. Ranbaxy CV This newly created division (launched in mid 2002) focuses exclusively on the Cardiovascular and on anti-diabetic products. The key brand of the division includes the NDDS offering. The division has also made an entry into anti-asthma segment with the launch of Romilast (Montelukast). Riconia. and Keflor etc. Zanocin-OD. Roliten. Contifo OD. Some of the key brands of this division include Cifran OD. The division is a prominent player in the antiinfective. Cefdiel I. It enjoys a 2.the once a day formulation of the widely prescribed antibiotic Ciproftoxacin. Its perhaps the only marketing arm in the world to market three statins and presently enjoys leadership position in the lipid regulator market. Top brands of the division are • Strovas • Simvotin • Pioglar • Covance Recent product launches include Starval(Valsartan).08 market share. Other recent product launches such as. the once a day . Finara in the Urology segment. Riconia-G a nutritional. Nutritionals. The brand has been backed by concept selling efforts. The division is aptly complemented with a dedicated Medico Marketing Associates (MMAs) team. Ceftop(Cephalosporin) have been well received by the doctors. Pioglar became No. Rofibax. Stancare Stancare enjoys the reputation of its ability to market premium priced products in an otherwise price sensitive market. Stancare offers Anti-bacterials primarily quinnolones & Cough preparations. customer contact programmes and value added activities. Anti-allergy segments. Pain Management & G I. Romilast B and Roburol in the Anti-asthma segment. Sporidex. Its recent foray into the oral hypoglycemic market has seen Pioglar (pioglitazone) emerge as the brand leader. Corpril AM (Ramipril + Amlodipine) & Riomet OD(Metformin). 1 in its category in its first year of launch. The Division has an enviable track record of new product success with three brands leading the tally in its segment. which is engaged in Phase IV clinical trials for NDDS based products.
Moxclav(Amoxicillin + Clavulanic acid). Solus Solus Pharmaceuticals commenced its operations in October 1995. To reduce its dependency on Antibiotics. Dopezil(Alzeihemers). Antibiotics. Rexcel in 1999 entered into new therapeutic segments of cold preparations and Antihistamines. The company deployed differentiated business practices in order to create a separate niche in the minds of the customers and aimed to achieve operational excellence in the key areas of customer identification.This new division comprising of a franchised field force has been created with the objective of arresting the decline in the late-life cycle brands of the company. Refzil. with the strategic intent of becoming a specialty oriented Central Nervous System (CNS) Company. Leading brands of the division today are Mox(Amoxicillin).f.the world’s first Readymade Amoxycilin suspension and MoxClav tablets / syrup (Amoxycillin with Clavulanic acid) which strengthened the growth of the company. Rextar Ranbaxy's fairly new division REXTAR launched w. The division has in its portfolio 19 products from various. communication skills and campaign implementation. To strengthen existing CNS portfolio of Celica(Citalopram)Anti-depressant. . April 1. Recently introduced products are Cronica (Multivitamin). Rexcel has created a name for itself as a mass-market division. Olanex F(Anti-depressant). therapeutic segments such as GI Range. in which “Mox” is the major contributor. Refzil O.e. expand the product portfolio and place newer brands on the fast track to success. Rexcel Established in 1997 with the acquired brands. Over the years. Suprimox(Amoxicillin + Cloxacillin). Rexcel launched Mox Redimix. the portfolio of Rexcel is dominated by antibiotics.Pain relievers. 2001 was a result of a success of its marketing initiative taken in the year 2000. Serlift is also a market leader in its category. Crixan OD(Anti-infective) It plans to consolidate the leadership position of ‘MOX’ in the Amoxycillin market. apart from Chericof and the newly launched Staxom and Ragacin. Solus has created a niche for itself and its flagship brand. In 1998. with the launch of Fluzet and Roletra/ Roletra-D. Socalm. Cilentra (Anti-depressant). and Anti-allergics.formulation of Ofloxacin. Paxit(Paroxetin)Antidepressant Sorest(Fluvoxamine) Anti-depressant new products were introduced recently such as Aripra (Psyciatry).
Minoz. The division's focus has improved the performance of the old brands significantly. Croslands has built its equity with the medical fraternity.In a short span of time it is already the No 2 in the generic segment. One AlphaC. It has launched Awareness Programmes on Osteoporosis and conducts free bone mineral density-measuring camps across the country Blue-R India Region has a separate business catering to the generic segment in the form of Blue R.The division focuses on enhancing the reach and penetration of its brands with focused promotion. The first year for the Division was filled with action.Coradum. a new division of India Operations of the Company operates in three critical care segments of : • Anti AIDS • Nephrology • Oncology .The new Division posted a sales turnover of Rs 360 million in its very first year of operation and was re-christened as the Blue R division in July 2001. Gramogyl. Croslands has entered into socio-marketing tie-ups with organizations such as “Child Relief and You (CRY) for its flagship brand Volini. Super Speciality Super Specialties. Croslands This was acquired in 1997. Ranbaxy became the first company to provide its consumers with a brand they could easily identify and trust. With futuristic brands and efficient service. 987 million. The product portfolio of the Division currently comprises 217 SKUs . Crixan gel. Gramoneg. Kefloxin.the division emerged as the fastest growing company in Generics. This is a clear proof of the high acceptance of Ranbaxy products with the retailors. relationship building and aggressive marketing targeted at prescription generation. Croslands offers a wide range of products to a niche segment of Dermatology and orthopedics. primarily due to its equity in the dermatological and orthopedic segments. Recently launched Creval. With a focus on Branded Generics. Teizine. Rovacor. Rextar's key brands are Roscillin.The ORG retail sales for the month of (July 2003 MAT) show the sales of Rs. This was setup in the year 2000. Originally conceived in 1986 with the aim of crossing international barriers. Roxithro and Statum. Four of its brands are clear leaders in their respective segment.
It stands committed to achieve the following: • Establish Ranbaxy in chronic therapy segments of Oncology.being is the driving philosophy. committed individuals delivering high productivity in a very short time. India Region) ----------------------New Drug Discovery Research Novel Drug Delivery System Pharmaceutical Research & Regulatory Affairs Chemical Research Herbal Drugs Research Medical Affairs & Clinical Research Corporate Quality Assurance Accounts Human Resources . These were all the things. which I have done in Ranbaxy in my summer project under the eminent guidance of Ms Charu Mittra (Manager HR. • Establish new standards in doing business – Customer Focus and Patients well. Nephrology and Anti – AIDS. The division has reflected a constant gain in market share during 2003. • Creating a business with highly trained.
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Identifying training needs Chalk out the detail training time schedule Identify & nominate the trainee .
Identify & correctly select the right training program Cost Benefit Analysis of the entire training exercise Evaluate training Conduct the training exercise Manage Resources Report training cost Is this because of learning was not needed Reexamine whether learning has taken place? Training has been effective & clear. Is this because learning was not relevant? Has personal performance improved? . Analyze causes and redesign training.
Is it because training did not work? Has learning taken place? Title of the Training Programme: _________________________________________________ Institute: ____________________________________________________________ _________ Venue: ____________________________________________________________ _________ Faculty: ____________________________________________________________ _________ Dates: ____________________________________________________________ _________ Cost: ____________________________________________________________ _________ Last Date of Registration:________________________________________________________ Link: ____________________________________________________________ _________ .
Name of the Person: Designation: Department: Name of the Supervisor: Designation: Name: Designation: Department: DESIGNING OF INDUCTION PROCESS .
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