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SUMMER TRAINING
PROJECT REPORT ON THE TOPIC OF
“ANALYSIS OF NEED TRAINING AND
DEVELOPMENT”
AT PARLE BISCUIT PVT. LTD.
FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF
DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION




SESSION: - 2012-2013

SUBMITTED TO: SUBMITTED BY:

FACULTY OF COMMERCE SHRESHTHA SHIVPURI
UNIVERSITY OF RAJASTHAN ROLL NO.
JAIPUR BBA III YEAR



DEPARTMENT OF COMMERCE
MOHINI DEVI GOENKA MAHILA MAHAVIDALYA,
LACHHMANGARH




PREFACE


This project report has been prepared as per the requirement of the
syllabus of BBA course structure under which the students are the
required to undertake industrial internship. I undertook my training at
Parle Biscuit Pvt. Ltd. at its manufacture unit at Bahadurgarh, Haryana.
My job during the training was to get an overview of the TRAINING
KNOWLEDGE OF TEAMMATES and Staff members of PARLE
GROUP in BAHADURGARH.
It was a firsthand experience for me as it was the first time that I really a
great experience.
In addition technological changes were witnessing power shift from
old hectic and weird ways of doing business. These technological
developments have brought revolutionary changes in the market and also
in the mindset of the people which might be positive and encouraging for
a section of society and adverse for the others.























DECLARTION



I hereby declare that all the information facts and figures
produced in this report is based on my own experience and
study in analyzing the “NEED OF THE TRAINING &
DEVELOPMENT”.
I further declare that all the information and facts
furnished in this project report are based on my intensive
research findings. They are first hand and original in nature.









`
DATE
PLACE SHRESHTHA SHIVPURI









ACKNOWLEDGEMENT



It‟s my privilege and pleasure to thank to all those who have extended
their full cooperation individually or collectively to me and encouraged
me to carry out this project as a part of my training.
I take this opportunity to express my gratitude towards PARLE
COMPANY as a whole. I am extremely thankful to Mr. VD KASWAN
MD OF PARLE, for permitting me to carry out the project in this
organization.
I am highly grateful to Ms. Parmeshwari, HR Department for her
valuable guidance throughout this study. It is only because of her
unavoidable cooperation I managed to successfully complete my project
on time.
I am also very thankful to all the concerned relationship officers and
staff members who are directly or indirectly involved in carrying out my
project and have extended their able guidance and cooperation in this
project work.









SHRESHTHA SHIVPURI










MOHINI DEVI GOENKA MAHILA MAHAVIDHYALAYA,
LACHHMANGARH (SIKAR)

DATE…………………. .

Certificate


This is to certify that Ms. Shreshtha Shivpuri has successfully
completed her summer training project on the topic of
“ANALYSIS OF NEED OF TRAINING & DEVELOPMENT‟‟
in Parle Biscuit Pvt. Ltd., Bahadurgarh.

This project report prepare according to the norms and
condition of University of Rajasthan as per guidelines which
are given in the syllabus of BBA Part III Paper VI.



Pramod Sain
(FACULTY OF MDGMM)










EXECUTIVE SUMMARY



Success comes to those who deploy innovative ideas to the
business constantly. Gone are the days when followers were
witnessing the success to some extent . Present era belongs to
those who do the same common things differently. Yes we are
talking about the success story of Parle Biscuits.

It is my pleasure that I got the opportunity to work with Parle
Biscuit Pvt. Ltd. for a period of one & a half month and got to
learn the operations of the organization and there systematic &
sequential processing. Parle Group has witnessed a meteoric
rise right from its inception and has enlisted itself among top
Biscuits and confectionary manufacturer of the country. Parle
offers a broad array of product, which are:

 Parle Biscuits
 Parle Candies
 Parle Toffees
 Confectionaries etc.





















TABLE OF CONTENTS


 INDUSTRY PROFILE 8-8
 COMPANY PROFILE 9-18
 OVERVIEW OF THE COMPANY 19-22
 PARLE WORK CULTURE 23-31
 DIFFERENT OFFICES OF PARLE 32-33
 INTRODUCTION TO HRM 34-35
 INTRODUCTION OF TRAINING & DEVELOPMENT 36-58
 RESEARCH MYTHOLOGY 59-64
 DATA ANALYSIS AND INTERPRETATION 65-82
 FUTURE PROSPECTS 83-83
 WORK TASK PERFORMANCE 84-84
 RECOMMENDATIONS & SUGGESTION 85-85
 FACTS & FINDINGS 86-86
 CONCLUSION 87-87
 QUESTIONAIRE 88-90
 BIBLIOGRAPHY 91-91





















INDUSTRY PROFILE

The Indian bakery industry is dominated by the small -scale
sector with an estimated 50,000 small and medium-size
producers, besides the 15 units in the organized sector. Apart
from the nature of the Industry, which gravitates to the
markets and caters to the local tastes, the industry is widely
dispersed also due to the reservation policies (relating to the
small scale industries) of the government. The two major
bakery products, biscuits and bread, account for 82% of all
bakery production. The unorganized sector accounts for about
half of the total biscuit production estimated at 1.5 million
tons. It also accounts for 85% of the total bread production
and around 90% of the other bakery products estimated at 0.6
million tons. The last includes pastries, cakes, buns, and
others. Biscuits are estimated to enjoy around 37% share by
volume and 75% by value of the bakery industry. The
organized sector caters to the medium and premium segments,
which are relatively less price-sensitive. The organized sector
is unable to compete at the lower price range due to the excise
advantage enjoyed by the informal sector. The organized
segment in biscuits has witnessed a steady growth of about
7.5%, conforming broadly to the growth rate of GDP.
Bakery industry in India is the largest of the food industries
with annual turnover of about Rs. 3000 Crores. The biscuits
are becoming quite popular in rural areas as well. Nearly 55%
of the biscuits are consumed by rural sectors.

The biscuit industry in India comprises of organized and
unorganized sectors. The FBMI represents the organized
biscuit industry consisting of small scale, medium and large
biscuit manufacturers located in all zones and all states of the
country. The biscuit industry is been experiencing steady
growth of 14-15% annually. In 2011, the growth exceeded
19% mark on account of exemption from Central Excise Duty
on biscuits. The Industry estimates project a 17+% growth of
the industry. The sentiments are sedate in lieu of the economic
downturn that has hit the entire country. The FMCG sector on
its part too is reeling under this slump.


COMPANY PROFILE


History

A long time ago, when the British ruled India a small factory was set up
in the suburbs of Mumbai city to manufacture sweets and toffees. The
year was 1929 and the market was dominated by famous international
brands that were imported freely. Despite the odds and unequal
competition, this company called Parle Products survived and succeeded
by adhering to high quality and improvising from time to time.
A decade later in 1939, Parle Products began manufacturing biscuits, in
addition to sweets and toffees. Having already established a reputation for
quality the Parle brand name grew in strength with this diversification.
Parle Glucose and Parle Monaco were the first brands of biscuits to be
introduced which later went on to become leading names for great taste
and quality. Apart from being the world's largest selling biscuit,
Parle – G is winner of 8 Gold and 11 Silver awards at the Monde
Selection Awards – The global standard for quality in Food category.


Secret Of Success

In keeping with our philosophy, we believe in adding value and spreading
the goodness around to improve the quality and safety of human life. Our
success today can be attributed to our members of the family and their
dedication that has resulted into success of the Parle brand name in the
market.

Eight Pillars Of Parle‟s Success

 Involvement of all employees

 Transparency in working

 Trust on each other



 Self discipline

 Appreciate culture

 Continuous improvement

 Deep desire to excel

 Respect to all fellow beings


Market Share
Over the years, Parle has grown to become a multi million US $
company. Parle enjoys the 40% share of the total biscuit market & 15%
share of total confectionery market in India.

The Strength Of The Parle Brand
Over the years, Parle has grown to become a multi-million US
Dollar company. Many of the Parle products - biscuits or confectionaries
are market leaders in their category and have won acclaim at the Monde
Selection since 1971.
Today Parle enjoys a 40% share of the total biscuit market and a 15%
share of the total confectionary market, in India. The Parle Biscuit brands
such as, Parle-G, Monaco and Krack jack and confectionery brands such
as Melody, Poppins, Mango bite and Kismi enjoy a strong imagery and
appeal amongst consumers.
Be it a big city or a remote village of India, the Parle name symbolizes
quality, health and great taste and yet we know that this reputation has
been built by constantly innovating and catering to new tastes. This can
be seen by the success of new brands such as, Hide & Seek or the single
twist wrapping of Mango bite.
In this way, by concentrating on consumer tastes and preferences and
emphasizing Research & Development, the Parle brand grows from
strength to strength.




The Quality Commitment
Parle Products has one factory at Mumbai that manufactures
biscuits & confectioneries while another factory at Neemrana, in
Rajasthan manufactures biscuits. Apart from this, Parle has
manufacturing facilities at Neemrana, in Rajasthan and at Bangalore in
Karnataka. These are the Largest Biscuit & Confectionary plants in India.
Parle Products also has 10 & 75 manufacturing units on contract.
All these factories are located at strategic locations, so as to ensure a
constant output & easy distribution. Each factory has state-of-the-art
machinery with automatic printing & packaging facilities.
All Parle products are manufactured under the most hygienic
conditions. Great care is exercised in the selection & quality
control of raw materials, packaging materials & rigid quality
standards are ensured at every stage of the manufacturing
process. Every batch of biscuits & confectioneries are
thoroughly checked by expert staff, using the most modern
equipment.


The Marketing Strength

Parle brand have found their way into the hearts and homes of
people all over India & abroad. Parle has more than 3000
wholesalers, catering to 33,00,000 retail outlets.
There are 31 depots and C&F agents supplying goods to the
nationwide distribution network.
The extensive distribution network, built over the years, is a major
strength for Parle Products. Parle biscuits & Sweets are available to
consumers, even in the most remote places and in the smallest of villages
with a population of just 500.
A two hundred strong dedicated field force services these wholesalers &
retailers. The Parle marketing philosophy emphasizes catering to the
masses. We constantly endeavor at designing products that provide
nutrition & fun to the common man. Most Parle offerings are in the low
& mid-range price segments. This is based on our cultivated
understanding of the Indian consumer psyche. The value-for-money
positioning helps generate large sales volumes for the products.


 SWOT ANALYSIS


Strengths:
 Location & Updated technology
 Less Competition & Convenient Transportation
 High quality products & Exported all over world
 Low cost of production due to Economies of Scales in terms of
Labour, Land, Raw materials etc.
 Good Infrastructural facilities & Good Industrial relations
 Dedicated top level management & Workers participation in
management
 Conducive working environment & Operates in semi rural area
Weakness:
 Unattractive salary for unskilled employees
 Inflexible working hours
 Located a bit far from cities
 Lack of recreational opportunities at Bahadurgarh
 Far from Harbors and Airways
Opportunities:
 High level of expansion is possible
 Can provide employment for rural class of people
 Can diversify business as the set up cost is comparatively low at
Bahadurgarh
 Can cater domestic customers
Threats:
 Entry of new competitors
 Fluctuation of foreign currency rates due to global cues
 Situated in outskirts
 Changes in technology
 Growing power of Trade union


 VISION
“To be the Leaders in the business. Parle will stand apart from the
competition by being the first in the market to innovate.”


 MISSION

“Parle will be the leaders in the business by- Maintaining high quality,
Introducing new & innovative products, reaching every part of India,
remaining Customer-centric, constantly upgrading the Knowledge & the
Skills.”














PARLE G - THE EVOLUTION!!!

Parle-G has been a strong household name across India. The great taste,
high nutrition, and the international quality makes Parle-G a winner. No
wonder it's the undisputed leader in the biscuit category for decades.
Parle-G is consumed by people of all ages, from the rich to the poor,
living in cities & in villages. While some have it for breakfast for others it
is a complete wholesome meal. For some it's the best accompaniment for
chai, while for some it's a way of getting charged whenever they are low
on energy. Because of this, Parle-G is the world's largest selling brand
of biscuits.
Launched in the year 1939, it was one of the first brands of Parle
Products. It was called Parle Glucose Biscuits mainly to cue that it was
a glucose biscuit. It was manufactured at the Mumbai factory, Vile Parle
and sold in units of half and quarter pound packs. The incredible demand
led Parle to introduce the brand in special branded packs and in larger
festive tin packs. By the year 1949, Parle Gluco biscuits were available
not just in Mumbai but also across the state. It was also sold in parts of
North India. By the early 50s, over 150 tones of biscuits were produced
in the Mumbai factory. Looking at the success of Parle-G, a lot of other
me-too brands were introduced in the market And these brands had
names that were similar to Parle Gluco Biscuits so that if not by anything
else, the consumer would err in picking the brand. This forced Parle to
change the name from Parle Gluco Biscuits to Parle-G. Originally
packed in the wax paper pack, today it is available in a contemporary,
premium BOPP pack with attractive side fins. The new airtight pack
helps to keep the biscuits fresh and tastier for a longer period. Parle-G
was the only biscuit brand that was always in short supply. It was heading
towards becoming an all-time great brand of biscuit. Parle-G started
being advertised in the 80's. It was advertised mainly through press ads.
The communication spoke about the basic benefits of energy and
nutrition. In 1989, Parle-G released its Dadaji commercial, which went
on to become one of the most popular commercials for Parle-G. The
commercial was run for a period of 6 years.
Parle-G grew bigger by the minute. Be it the packs sold, the areas
covered or the number of consumers. It became a part of the daily lives of
many Indians. It wasn't a biscuit any more. It had become an icon. The
next level of communication associated the brand with the positive
values of life like honesty, sharing and caring.


In the year 1997, Parle-G sponsored the Tele-serial of the Indian
superhero, Shaktimaan that went on to become a huge success. The
personality of the superhero matched the overall superb benefits of the
brand. Parle extended this association with Shaktimaan and gave away a
lot of merchandise of Shaktimaan, which was supported by POS and
press communication. The children just could not get enough of Parle-
G and Shaktimaan.
In the year 2002, it was decided to bring the brand closer to the child who
is a major consumer. A national level promo - `Parle-G Mera Sapna
Sach Hoga' was run for a period of 6 months. The promo was all about
fulfilling the dreams of children. There were over 5 lakh responses and of
that, over 300 dreams were fulfilled. Dreams that were fulfilled ranged
from trips to Disneyland at Paris & Singapore; meeting their favorite
film star Hrithik Roshan; free ride on a chartered plane; 20
scholarships worth Rs 50,000; a special cricket coaching camp with the
Australian cricketer - Ricky Ponting; etc. The year 2002 will go down as
a special year in Parle-G's advertising history. A year that saw the birth
of G-Man - a new ambassador for Parle-G. Not just a hero but also a
super-hero that saves the entire world, especially children from all the
evil forces. A campaign that is not just new to the audiences but one that
involves a completely new way of execution that is loved by children all
over the world - Animation. A TV commercial that showed G-Man
saving the children from the evil force called Terrolene launched this
campaign. It was also supported by print medium through posters and
streamers put up at the retail outlets.
To make the brand much more interesting and exciting with children, it
was decided to launch a premium version of Parle-G called Parle-G
Magix in the year 2002. Parle-G Magix is available in two exciting
tastes - „Choco‟ and „Cashew‟. The year 2002 also witnessed the launch
of Parle-G Milk Shakti, which has the nourishing combination of milk
and honey, especially launched for the southern market. Parle-G
continues to climb the stairs of success. Take a look at the global market
where it is being exported. First came the Middle East then USA
followed by Africa and then Australia. An Indian brand, that's exported
to almost all parts of the world. After all that's what you would expect
from the Parle-G World's Largest Selling Biscuit.
However, Parle Products also manufactures a variety of premium
products for the up-market, urban consumers. And in this way, caters a
range of products to a variety of consumers.


 “5-S” - WORK PLACE MANAGEMENT

Five ' S' is an integrated concept for Work Place management .
1S: SEIRI Organization or re-organization is to sort out unnecessary
items in the work place and apply stratification management to discard
them egg. Things not belong to that area to be removed from there. Use
red tag for unnecessary items and yellow tags for the items which are
extra and should be sent to stores.
2S: SEITON Neatness: Put the things in a proper way. Everything
should have a place and everything should be in its place. Decide the
place, mark the place, and put label on items. Arrange the items in such a
way so that can be picked easily for use.
3S: SEISO Cleaning: Here cleaning is in the form of inspection. When
we are doing cleaning, we are inspecting simultaneously, if something is
unnecessary we are discarding those things (under 1S) and if during
cleaning we have seen that any item is not kept in proper place, we put
them in its place (doing 2S).
4S: SEIKETSU Standardization: When we are doing 1-S, 2-S and 3-S,
we may be facing number of problems. Try to find out good solutions and
standardized the system.
5S: SHITSUKE Discipline: This means whatever system we are having
or developed by us under „4-S‟ to be followed in such a way so that,
standard practices become a part of our life.

 JAGRUTI SYSTEM
This is the system with the help which we can develop the awareness and
cultural change in employees with respect to personal hygiene,
cleanliness of factory and its surrounding area. We are managing team to
maintain the jagruti in effective manner like:-



 Aazad shift jagruti team
 Bhagat singh shift jagruti team
Working period of each team is two-months. Generally Team leader is
the shift supervisor of the related team.

Working Procedure
Each team member is responsible for the jagruti defaulter in his shift.
They check employees of their shift on the base of jagruti parameters (i.e.
Nails, Hair, Shave, Clothes, Hair, shoes / Chappals, bangles, perfumes,
watch and smoking material). They write the names of defaulters in
jagruti form and submit that form to personnel department. Personnel
dept. also makes the report of defaulters and charges a fine of Rs 5 from
workers and Rs 10 to staff members.

 KAIZEN
It means continuous small improvement in personal & professional life.
Kaizen is a daily activity whose purpose goes beyond improvement. It is
also a process that, when done correctly, humanizes the workplace,
eliminates overly hard work (both mental and physical), and teaches
people how to perform experiments using the scientific method and how
to learn to spot and eliminate waste in business processes.

Quality Checking
 In Process Check-list
 Action Taken on product Safety
 Troubleshooting Management
 Graphs & Charts Used In Quality Dept.
 Silo Cleaning Frequency



Process Parameters
 Raw Material Inspection by Production Staff: Shift wise
checking of Packing as well as mixing raw material
physically inspected by production staff.
 Sugar syrup checking, PH , Brix , Inversion.
 Water – TDS & PH.
 Dough – PH.
 Maida Drinking Taste.
 Biscuit Dimension Checking (Stack Height, Length , Width
& Weight etc.).
 Packet Leakage tests.
 Biscuit Moisture & Hardness checking of baked Biscuit.
 Silo Fat PV as well as FFA checking.
 Finish Product Checking – Moisture, Fat, Acidity of
extracted fat, Ash.

 TAGGING SYSTEM

1. Tagging system highlights the defects/problems at a
particular Area/ machine.
2. System develops the habit of inspection at every corner.
3. Easy to know the maintenance schedule.
4. To minimize breakdowns.
5. To reduce Engineering inventory.
6. Improve observation power.








OVERVIEW OF THE COMPANY


 Company Housing Facility
Parle provided housing to the worker and the staff member of the
company.
 Education Facility
Company provided education facility to workers children, only local
area.
 Uniform
Company only provides uniform to peons, security guard and driver
not to the workers.
 Gift For Wedding
Company gives Rs100 or the gift worth of Rs. 1000 to the worker in
case of wedding or celebration.
 Long Service Award
In Parle gratuity as per a there factories act is given to the workers as a
long service award there are also award certificate and Rs. 2000.
 Loan Facility
These companies provide loan facility to worker in case of emergency
like marriage sickness and education for children and housing. The
maximum amount is 2 lakh. Loan given to worker is interest free and
this amount is deducted from his salary in easy installment.







 PRODUCTS OF PARLE









Monaco Bi t es

Ki smi Bar





Fun Cent r e

Mango Bi t e





Hi de & Seek

Mel ody





Jef f s

Magi x





Krackjack

Or ange Candy





Mar i e Choi ce

Poppi ns





Monaco

Rol - a- Col a







Par l e- G


Par l e- G Hi st or y

Tof f ees









Si xer

Mi l k Shakt i





Ni mki n

Par l e Cr eam



 QUALITY POLICY

We are committed to providing superior value to our customers through
continual improvement in our quality and delivery performance.

To achieve this, we shall
 Establish and review quality objectives with major thrust in the areas of
project management, cost reduction and supplier management.
 Enhance the skill and competence of our employees for effectively
meeting the changing requirements of our customers and business.
 Comply with all applicable regulatory requirements.
 We shall communicate this policy to all our employees and review it
regularly for its continuing suitability.



“QUALITY OUR STRENGTH”



We committed to be a supplier of quality goods and services by anticipating and
meeting the requirement of customers. Teamwork and continuous improvement
shall remain our guiding values.








 ENVIRONMENTAL POLICY
To achieve the above goal, we are committed to:-

 Comply with all applicable national and local environmental laws and
regulations.
 Conserve the natural resources.
 Continually improve our environmental performance through
employees‟ participation, gradual adoption of cleaner technologies and
pollution prevention practices.
 Explore and use Eco-friendly packaging material.
 Keep on upgrading employees‟ skills and expertise through
appropriate environmental training.
 Generate awareness amongst suppliers, immediate neighbors and
community around the factory on good environmental management
practices.


Environmental policy of the company shall be communicated to all the
employees and would be made available to all interested parties.

















WORK CULTURE


The management of PARLE believes that manpower is one of the most
important resources for the activities of the company. It is their objective
to create a positive work culture and work environment, which fosters the
talents in each individual. The strength of the individuals is nurtured
through selective training programs and contribution of employees is
recognized through small group activities like quality circle etc.

It is the policy of the company to give opportunity for complete
psychological and emotional involvement, participation and growth of its
employees. The company believes in the philosophy of continuous
growth and expansion of the organization for economic development. The
company believes in the capability of employees at all levels of the
hierarchy, in their ability to contribute towards improvement of quality,
productivity and profitability. PARLE believe that the employees shall
add their values and valuable contributions for achieving objectives of the
organization.

Similarly, employees are urged to develop a sense of belonging towards
the company. They are expected to uphold the dignity of the company
inside and outside the company premises in word and action. Employees
are encouraged to use their talents and knowledge to suggest and
implement methods for constant improvement in productivity of labor,
materials and machines so that company remains competitive in national
and international markets.


 PERSONNEL DEPARTMENT

Introduction

Personnel department is very important function in every management.
Every individual of organization is connected with personnel function. In
a large organization, a separate development is created so that
management can ensure the better use of Human Resource.
In the ever-changing management scenario of today, Personnel
Management has a crucial role to play. This work market today is
characterized by intense competition technological revolution. It is the


Personnel Manager, which provides an edge to organization in such a
complex environment. A motivated and an efficient employee is an asset.
To ensure that an employee is conductive work culture lay down
organized goals; select right type of personnel worth right needs.

PARLE Biscuits private limited is an ISO 9000 and ISO 9001 certified
company and is one of the leading biscuits industry in India. It has
successfully performed all the service concerned with obtaining the best
possible staff for an organization. PARLE look after the employees so
that they will count to stay and give their best to the jobs.

The Personnel Manager has a definite role to play in Employee
Counseling, Performance Appraisal, Career Progressions, Subordinate
Development, Training Inputs, and Recruitment Selection etc.



Objectives

 To attract and secure appropriate hands capable of performing
effectively the specific task of organization.
 To utilize manpower in an efficient manner.
 To generate maximum individual development of people
working within the organization.

Policy
Personnel department at PARLE Biscuits Pvt. Ltd. believes that
manpower is one of the most important resources for the business of the
company. It is one of the objectives of this department to create positive
work culture and work environment, which fosters the talents in each
individual.

The strength of the individuals is nurtured through selective training
programs and contribution of employees is recognized through small
group activities like quality circle etc. It is also their policy to give
opportunity for complete psychological and emotional involvement,
participation and growth of its employees.





 MANPOWER PLANNING


Objective

 The objective of manpower planning is to assess and forecast the
manpower requirement for the organization.
 The objective is also to provide for vacancies arising out of
separations.


Scope

 All employees of the organization.


Policy

 HRD shall prepare an annual manpower plan for the organization.
 The manpower plan shall clearly identify problem areas of high
turnover, specific skill requirement, perceptual short of talent.
 HRD shall device specific for addressing the identified problem
areas.
 Manpower planning shall be based on:
a) Organizational plan – expansion/growth etc.
b) Turnover trends
c) Anticipated vacancies – retirements, transfers,
promotions
d) Projects in the biscuits

Procedure

 All departments shall send in their annual forecast for manpower
requirements in the prescribed format by 31
st
March of every year.
 HRD shall consolidate these requirements and prepare an overall
manpower plan for the entire organization.
 Once the plan has been finalized, than based on the position that
needs to fill up, HRD shall decide on the ideal strategy for the
same. Vacancies may be filled by –



a. Internal Recruitment/ Promotion/ Transfers
b. External Recruitment/ Campus Interviews
c. Training and Development
d. Job Rotation
 The MD shall approve the annual manpower plan.
 In case of any vacancies arise; which have not been anticipated
(resignations) and hence are beyond the manpower procurement plan,
the department heads would have to fill manpower requisition forms
for the same.
 Manpower requisitions beyond the manpower plan shall be approved
as follows –
Workman and Staff (Daily and Officers) - Functional head
Manager and executive - Managing Director



 RECRUITMENT AND SELECTION


Introduction

Recruitment means securing the service for a certain job. It is the first
step in the employment of the Employees. The success or the failure of
the employment depends upon the method of recruitment.

“Recruitment is announcing job opportunities to the public in such a way
that a good number of suitable people will apply for it.”


Recruitment Policy In PARLE

Generally, recruitment policy is similar that is followed in various
organizations. In large-scale enterprises there is always separate
personnel department. Before the recruitment job, analysis is made which
provides useful information regarding working, quality of working
conditions, working hours, and other technical details. All this helps to
select the worker scientifically.






Recruitment Methods At PARLE

PARLE usually follows the INTERNAL SELECTION METHODS:-
 Personnel manager of PARLE says that this is the most preferred
way of recruitment.
 The Personnel manager states the following reasons for selecting
this source:-
 Improves the morale of the employees
 Economical
 Convenient
 Less supervision is required
 Discourages manpower turnover
 No need of lengthy process to be followed
 The second method that PARLE follows for recruitment is through
Advertising in Newspaper and on Internet.


Objective

The objective of this policy is to lay down guidelines for recruitment
of candidates as per uniform selection procedure for all
locations/divisions.


Scope
All employees including trainees.


Policy

 All recruitment advertising shall be as per guidelines laid down by
corporate HRD.
 Advertisement for recruitment shall be released as per the
following
 Workman and Staff (Daily and Monthly rated) – CM in-
charge
 Officers and above – Corporate head
 The matter of all recruitment advertisements shall be finalized by
corporate HRD. The matter for the advertisement shall be decided
in consultation with department/ functional heads.
 Applications are screened as follows:


 Officers/ Staff/ Workers – Personnel division
 Managers and Executives – Corporate HRD
 All applications shall have to undergo a series of interview, the
level of which would vary based on the position applied for.


 INDUCTION
The induction program will be conducted for newly appointed
candidates. The selected candidates are introduced to their
colleagues, their workplace etc. They are appraised to the
nature of duties, leave benefits, salary, position in hierarchy
etc.


 TYPES OF LEAVES IN PARLE


 LEAVE ADMINISTRATION
Employees are given 15 CL (causal leave) in one year and if
they don‟t use them they gets converted into EL (earned
leave), so the employee can t ake the money of not used CL‟S.
If an employee wants more than 15 CL‟s in a year than he/she
has to take PL (paid leave).






PAID
LEAVES (PL)


CAUSAL LEAVES
(CL)



EARNED LEAVES
(EL)


 ATTENDANCE
 Every employee shall register his attendance by Bio-
Metric and his Punch card, once before commencing
work every day and once at the end of the day.
 Every employee shall therefore commence his/ her work
at his / her assign place and at the time fixed for
commencement of work in accordance with the notified
work hours.

 ENTRY, EXIT & SEARCH
 All employees shall enter or leave factory premises by
the gate or gates specified for the purpose.
 No employee shall enter the established factory premises
except when on duty, without the permission of the
security or any other officer authorized by the
Management in this behalf.
 No employee shall take with him, inside the factory, any
outside person / friend /relative without the permission
of the officer authorized on behalf.
 The entire employee shall be searched at the factory
main gate or such other specified entrances by the
security staff on duty or by others appointed by the
manager for the purpose.
 Any employee, who is off duty, has been granted or has
resigned or is not working for any reason, shall
immediately leave the factory premises and shall not
enter any part to it except with permission of the officer
authorized in this behalf.
 No employees shall leave factory premises during duty
hours except after obtaining written permission of the
authorized officer and with a gate pass. If any employee
desires to leave the factory premises during the hours of
work notified for him/ her, he/she shall obtain the prior
consent of and a gate pass from the manager, and in the
absence of manager, from the in charge manager or any
other officer authorized in this behalf.





 WAGES & SALARY STRUCTURES


Introduction

An important part of Personnel Administration deals with wage and
salaries. A company has specific wage policies, which it translates into
action through a number of programmers.
Wages: The method of wage payments plays present one of the most
crucial problems in wage and salary administration. Wages can be based
on quantitative measurement work.
Salary: Salaries are paid for a fixed period irrespective of quantity of
work. The employees must be paid reasonable wages so that they get
satisfaction and put maximum efficiency.
Wages & Salary Structure In PARLE: The wage and salary in
PARLE is very generalized. The structure is fixed and the salaries are
given as applicable to the employee‟s payments defined in their joining
letter or appraisals.
NET SALARY = BASIC SALARY + EARNINGS (HR, DA, TA, OT,
INCENTIVES, BONUS ETC.) -- DEDUCTION (LWPs, PF, PT, TDS,
LOANS ETC.)

Policy
The placement of any employee in a particular level shall depend on
 Academic qualifications
 Experience and knowledge
 Skills required for the job
 Degree or responsibility
 Level of authority
 Accountability for achieving results



 LABOUR LAWS


Introduction

There are various laws under the head Labour Laws applicable to
PARLE. Some of them are specified below –



 Workman Compensation Act
This act is enacted in the year 1923 to provide for the payment of
compensation for injury by accidents. Certain class of employer to
their workmen shall pay the compensation. This act provides
safeguards and makes the scheme more attractive by provision of
appropriate medical treatment.
 Minimum Wages Act
As per this act the minimum wage specified is to be given to the
worker. The provision given in this act is being followed by
PARLE.
 Factories Act 1948
Factory means premises where on 10 or more workers work if
power is used and 20 or more workers work if power is not used.
All provision specified in this act is safety and health of worker,
which are fully satisfied by PARLE.
 Industrial Disputes Act 1947
The Industrial Disputes Act 1947 can be described as a milestone
in historical development of industrial law in India. It is one of the
self-contained acts. It provides the machinery and procedure for
the settlement and investigation of industrial disputes.
 Trade Union Act 1926
The Trade Union Act, 1926, is landmark in the history of trade
union. This act gave the trade unions legal status and immunity to
its officers and members from civil and criminal legal liability for
concerned action. This provides for the registration of trade union
and in certain respect to define the law relating to register trade
union.
















TIME OFFICE


Introduction

Time office is that place in an organization where all the incoming and
outgoing times are recorded of employees, visitors, etc.


Time Office In PARLE

In PARLE there is security department looking after the time officer. The
security officer makes all the incoming entry of the visitors entering the
premises and outgoing entry of the people leaving the premises of the
factory. At the end of the day the Head time keeper see all the records.

The person entering the premises has to give all the information asked to
him by the security guard. This is very necessary as far as the safety of
the factory is concerned because it will ensure that no person who is
dangerous to the factory is entering the premises.



REGISTERED OFFICES


 Parle Products Pvt. Ltd.
Tejpal Road, North Level Crossing, Vile-Parle(E),
Mumbai (MH)
Tel-(022)56916911 to 14
Fax - (022)56916927
Contact Person - Mr. R. S. Nevatia


 Parle Biscuits Pvt. Ltd.
SP-2/4 RIICO Ind. Area, Delhi Jaipur Road, Dist. Alwar
Neemrana (RJ)
Tel - (01494)46312
Fax - (01494)46180
Contact Person - Mr. M. Sahu



 Parle Biscuits Pvt. Ltd.
36, 8 KM Delhi Rohtak Road, Village Sankhol, Near
Bahadurgarh
Dist Rohtak (HR)
Tel - (01276)341548
Fax - (01276)341406
Contact Person – Mr. S.S.Shivrain


 Parle Products Pvt. Ltd.
15.K.M.Stone, Tumkur Road,
(NH No.4), Bangalore
Tel - (080)8398825, 8372807
Fax - (080)8398800, 8398825
Contact Person - Mr. N. Suresh



REGIONAL SALES OFFICES


Parle Products Pvt. Ltd.
Nirlon house, 254-B, Dr. Annie Besant Road, Worli
Mumbai–400025, Maharashtra
Tel - (022)24931841, (022)24933089, (022)24934885
Fax - (022)24933630
Contact Person - Ms. Celine D











INTRODUCTION TO HUMAN RESOURCE
MANAGEMENT



Definition Of HRM

Human resource management is a management functions that
helps manager‟s recruit, select train and develop members for
an organization. It focuses on the people in organizations.


“The field of management which has to do with planning,
organizing, directing and controlling the functions of
procuring, developing, maintaining and utilizing the
Employees force such that the:
 Objectives of the company is established are
attained economically and effectively.
 Objectives of all levels of personnel are served to
the highest possible degree.
 Objectives of society are dually considered and
served.”

-- MICHAEL J. JUCIUS


HRM can be defined as managing (planning, organizing
,directing and controlling )the function s of employing
,developing and compensating human resource resulting in the
creation and development of human relations with a view to
contribute proportionately due to them) to the organizational,
individual and social goals. Human Resource Management
function concerned with hiring, motivating and maintaining
people in an organization. It focuses on people in
organizations. Human Resource views people as an important
source or asset to be used for the benefit of organizations,
employees and the society. It is emerging as a distinct
philosophy of management aiming at policies that promote
mutuality – mutual goals, mutual respects, mutual rewards and
mutual responsibilities. The belief is that policies of mutuality


will elicit commitment which in turn will yield both better
economic performance and greater human resource
development. Components of human resource are skills
knowledge value Creative ability.
While managing the human resources one has to perform tasks
like
 Employing the people
 Developing the resources
 Utilizing the resources and compensating their services
in tune with the job and organizational requirements.


Importance Of HR Management To All Managers

• Hire the wrong person for the job
• Experience high turnover
• Have people not doing the best
• Waste time with useless interviews
• Have your company cited under occupational safety laws for
unsafe practices
• Have some employees think their salaries are unfair and
inequitable
• Allow a lack of training to undermine effectiveness
• Commit any unfair Labour practices


















INTRODUCTION TO THE TOPIC "ANALYSIS OF
NEED OF TRAINING & DEVELOPMENT"


Training is the process of increasing the knowledge and skills
for doing a particular job. It is an organized definite purpose.
The purpose of training is basically to bridge the gap between
job requirement and present competence of an employee.
Training is aimed at improving the behavior and performance
of a person. It is a never-ending process it is a continuous
process Training is closely related with education and
development.


DEFINITION ACCORDING TO FLIPPO:-


Training is the act of increasing the knowledge and skills of
an employee for doing a particulars job.
Its importing the skills and knowledge training may be defined
as a planned programme designed to improve performance and
bring about measurable changes in knowledge, skills, attitudes
and social behaviour of employees.
It is a learning experience that is planned and carried out by
the organization to enable more skilled task behaviour by the
trainee. It provides skills and abilities that may be called on is
the future to satisfy the Org. human resources needs.







 NEED FOR TRAINING

Training is required on account of the following reasons:
1. Job requirements
Employee selected for a job might lack the qualification
required to perform the job effectively.
2. Technological changes
Technology is changing very fast. Now automation and
mechanization are being increasingly applied in offices and
service sectors.
3. Organizational viability
In Order to survive and grow an origination must
continually adopt itself to the changing environment.
4. Internal mobility
Training becomes necessary when an employee moves
from one job to another job due to promotion and transfer.

 TRAINING PROCESS

Training programme are a costly affair and a time consuming
process, therefore, they head to be drafted very carefully.
Usually in the organization of training programmes, the
following steps are considered necessary.
1. Discovering or identifying the training needs.
2. Getting ready for the job.
3. Preparation of the learner.
4. Presentation of operation and knowledge.
5. Performance try out
6. Follow-up






























I dent i f yi ng Trai ni ng Needs

Job
Pres ent Perf ormance Desi red Perf ormance

Gap
Setting Training Objectives

And Policy
Designing Training Program

(Company’s Training Plans)

Conducting the Training

Follow up and Evaluation



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1. Discovering or Identifying the Training Needs :
All training activities must be related to the specific need of
the organization and the individual employees. A training
programme should be launched only after the training needs
are assessed clearly and specifically. The effectiveness of a
training programme can be judged only with the help of
training needs identified in advance.
Training needs can be identified through the following types
of analysis.
(i) Organizational Analysis: It involves a study of the
entire organization in terms of its objectives its resources,
resource allocation and utilization, growth potential and its
environment its purpose is to determine where training
emphasis should be placed within the organization.
(a) Analysis of objective.
(b) Resources Utilization Analysis
(c) Organization Climate Analysis
(d) Environment Scanning
(ii) Task or Role Analysis: It is a systematic and detailed
analysis of jobs of identify job contents the knowledge, skills
and aptitudes required and the work behaviour. Questionnaire,
interviews, personnel records, reports, test, observation and
other methods can be used to collect information about jobs in
the organization.
(iii) Manpower Analysis: In this analysis the persons to be
trained and the changes required in the knowledge, skills and
aptitudes of an employee are determined. First of all its is
necessary to decide whether performance of an i ndividual is
substandard and training is needed secondly, it is determined
whether the employee is capable of being trained.
Thirdly, the specific areas in which the individual required
training are determined lastly whether training will improve
the employee' s performance or not is determined.


2. Getting Ready for the Job:
Under this step, it is to be decided who is to be trained - the
new comer or the older employee, or the supervisory staff, or
all of them selected from different departments. The trainer
has to be prepared for the job, for he is the key figure in the
entire programme. This calls for a decision on:
These have been discussed, in detail, elsewhere in this chapter
under the headings: support material for training; Training
period; Training for different employees; and Training
methods.

3. Preparation of the Leaner:
This step consists: (i) in putting the learner at ease (so that he
does not feel nervous because of the fact he is on a .new job):
(ii) in stating the importance and ingredients of the job, and
its relationship to work flow; (iii) in explaining why he is
being taught: (iv) in creating interest and encouraging
questions, finding out what the learner already knows about
his job or other jobs: (v) in explaining the ' why' of the whole
job and relating it to some job the order already knows; (vi) in
placing the learner as close to his normal working position as
possible; and (vii) in familiarizing him with the equipment,
materials, tools and trade terms.

4. Presentation of Operations and Knowledge:
This is the most important step in a training programme. The
training should clearly tell, show, illustrate and question in
order to put over the new knowledge and operations. The
learner should be told of the sequence of the entire job, and
why each step in its performance it necessary. Instructions
should be given clearly, completely and patiently there should
be an emphasis on key points, and one point should be
explained at a time. For this purpose, the trainer should
demonstrate or make use of audio-visual aids and should ask


the trainee to repeat the operations. He should also be
encouraged to ask questions in order to indicate that he really
knows and understands the job.

5. Performance Try Out:
Under this, the trainee is asked to go through the job several
times slowly, explaining him each step. Mistakes are
corrected, and if necessary some complicated steps are done
for the trainee the first time. Then the trainee is asked to do
the job, gradual ly building up skill and speed. As soon as the
trainee demonstrates that he can do the job in a right way, he
is put on this own, but not abandoned.
The trainee is then tested and the effectiveness of a training
programme evaluated. This is usually done by:
(a) Giving written or oral tests to trainees to ascertain how
far they have learnt the techniques and principles taught
to them and the scores obtained by them;
(b) Observing trainees on the job itself and administering
performance tests to them;
(c) Finding out individual' s or a groups' reaction to the
training programme while it is in progress and getting
them to fill up evaluation sheets;
(d) Arranging structured interviews with the participants or
sending them questionnaires by mail;
(e) Eliciting the opinion or judgment of the top management
about the trainees' performance;
(f) Comparing the results obtained after the training with
those secured before the training programme in order to
find out whether any material change his taken place in
attitude, opinion, in the qualit y of output, in the
reduction in scrap, breakage and the supplies used and in
overhead costs.


(g) Study of profiles and charts of career development of the
participants and related assignment techniques.
Through one or a combination of these devices, the validity of
training programmes may be ascertained. If there are any
errors or weaknesses, they should be corrected and instruction
repeated, if necessary, till the trainer knows that the trainee
has learnt whatever has been imparted to him.

6. Follow-up:
This step is undertaken with a view to testing the effectiveness
of training efforts. This consists in:
(a) Putting a trainee “on his own".
(b) Checking frequently to be sure that he has followed
instructions; and
(c) Tapering off extra supervision and close follow-up until
he is qualified to work with normal supervision.
It is worth remembering that if the learner hasn' t learnt, the
teacher hasn' t taught.


 FEATURES OF TRAINING

1. Increase knowledge and skills for doing a job.
2. Bridge the gap between job needs and employees skills,
knowledge and behavior.
3. Job oriented process, vocational in nature.
4. Short-term activity designed essentially for operatives.





 IMPORTANCE OF TRAINING

 Higher Productivity
 Better Quality of Work
 Less Learning period
 Cost reduction
 Reduced supervision
 Low accident rate
 High Morale
 Personal Growth
 Organizational Climate

 BENEFITS OF TRAINING TO EMPLOYEE

Training is useful to employees in the following ways:
 Self Confidence
 Higher Farming
 Safety
 Adaptability
 Promotion
 New Skills



 OBJECTIVES OF TRAINING

 To import the basic knowledge and skills to the new
entrants and able them to perform their jobs well.
 To equip the employees to meet the changing
requirement of the job and the organization.
 To teach the employee the new techniques and ways of
performing the job or operation.
 To prepare employee for higher level tasks and build up
a second line of competent managers.

 TYPES OF TRAINING

 Orientation Training
Induction or orientation training seeks to adjust newly
appointed employees to the work environment.

 Job Training
It refers to the training provided with a view to increase
the knowledge and skills of an employee for improving
performance and the job.

 Safety Training
Training provided to minimize accidents and damage to
machinery is known as safely training Promotional Training It
involves training of existing employees to amble them to
perform higher level jobs.


 Refresher Training
Refresher or re-training programs are conducted to avoid
obsolescence of knowl edge and skills.

 Remedial Training
Such training is arranged to overcome the shortcomings in the
behaviors and performance of old employees.


 TRAINING METHODS

 Off the Job Training
 Off the Job Training

 TECHNIQUES OF ON THE JOB TRAINING

 Job Instruction Training
 Veritable Training
 Apprenticeship Training
 Class room Training
 Internship Training





 COACHING

 Understudy
 Position Rotation
 Committees Assignment
 Project Assignment
 Multiple Management‟s
 Selected Readings

 TECHNIQUES OF OFF THE JOB

 Lectures
 Case Studies
 Group Discussions
 Conferences
 Role Playing
 Management‟s Games
 In Basket Exercise
 Sensitivity Training
 Programmed Instruction



 COMPARSION BETWEEN EDUCATION &
TRAINING
Print of comparison Education Training
Content and Scope Broad Narrow

Nature Pure & Theoretical Applied &
Practical
Duration Long Duration Short Duration
Result Delayed & Apparent
Unapparent


 CLASSIFICATION OF TRAINING METHODS










( a) On t he Job ( a) Vest i bul e ( d) Si mul at i on ( f ) Cl assroom

Methods
( c) Demonst rat i on
and Exampl es
( e) Apprent i ce
shi p
( g) Ot her
Trai ni ng
Method
Associ at i ons Audi o
Vi sual
AIDS
Lect ure
Conf erenc
e
Case St udy
Rol ePl ayi ng
Programmed
Inst ruct i on


 ON THE JOB TRAINING (OJT)
Virtually every employee, from the clerk to company
president, gets some "on-the-job-training", when he joints a
firm. They why William Tracly calls is, "the most common,
the most widely used and accepted, and the most necessary
method of training employees in the skills essential for
acceptable for job performance.
Trainees earn as they learn under the watchful eyes of a
master mechanic or craftsmen, receive immediate feedback,
practice in the actual work environment, and associate with
the same people they will work with after training. Under this
techniques, an employee is placed in a new job and is told how
it may be performed. It is primaril y concerned with developing
in an employee a repertoire of skills and habits consistent with
the existing practices of an organization, and with orienting
him to his immediate problems. It is mostly given for
unskilled and semi -skilled jobs - clerical and sales jobs.
There are a variety of OJT methods, such as "Coaching" or
"understudy"; job rotation: and special assignments. Under
coaching or under study method (which is also known as
' internship' and ' apprenticeship' method),the employee is
trained on the job by his immediate superior. ' Internship' is
usually applied to managerial personnel and provide wide
variety of job experience, often involving job rotation, or an
"assistant to" type of position.

 JOB INSTRUCTION TRAINING (JIT)
This method is very popular in the States for preparing
supervisors to train operatives. The JIT method requires
skilled trainers, extensive job analysis, training schedules, and
prior assessment of the trainee' s job knowledge. This method
is also known as "training through step-by-step learning". It
involves listing all necessary steps in the job, each in proper
sequence. These steps show what is to be done. Alongside


each step is also listed a corresponding "Key point", which
show how it is to be done and why.

 Vestibule Training (or Training-Centre Training)
This method attempts to duplicate on-the-job situations in a
company classroom. It is a classroom training which is often
imparted with the help of the equipment and machines which
are identical with those in use in the pl ace of work. This
technique enables the trainee to concentrate on learning the
new skill rather than on performing an actual job. In other
words, it is geared to job duties. Theoretical training is given
in the classroom, while the practical work is conducted on the
production line. It is a very efficient method of training semi -
skilled personnel, particular when many employees have to be
trained for the same kind of work at the same time. It is often
used to train clerks, bank tellers, inspector‟s machine
operators, testers, typists, etc. It is most useful when
philosophic concepts, attitudes, theories and problem-solving
abilities have to be learnt.

 Apprenticeship
For training in crafts, trades and in technical areas,
apprenticeship training is the oldest and. most commonly used
method, especially when proficiency in a job is the result of a
relatively long training period of 2 years to 3 years for persons
of superior ability and from 4 years to 5 years for others. The
field in which apprenticeship training is offered are numerous
and range from the job of a draughtsman, a machinist, a
printer, a tool - maker, a pattern designer, a mechanic,
carpenters, weavers, fitters, jewelers, die-sinkers, engravers,
and electricians. A major part of training time is spent on the
job productive work. Each apprentice is given a programme of


assignments according to a pre-determined schedule, which
provides for efficient training in trade skills.
The merits of this method are : (i) A skilled work force is
maintained: (ii) Immediate returns can be expected from
training: (iii) The workmanship is good; (iv) The hiring cost is
lower because of reduced turnover and lower production costs;
(v) The loyalty of employees is increased and opportunities
for growth are frequent.

 CLASSROOM OR OFF THE JOB METHODS

"Off-the-job training" simply means that training is not a part
of everyday job activity. The actual location may be in the
company class rooms or in places which are owned by the
company, or in universities or associations whi ch have no
connection with the company.
These methods consist of:
1. Lecturers
2. Conferences
3. Group Discussions
4. Case Studies
5. Role-playing
6. Programme Instructions
7. T-Group Training

1.Lectures (or Class-Room Instruction)
The lecture method can be used for very large groups
which are to be trained within a short time, thus reducing the
cost per trainee. It can be organized rigorously so that ideas
and principles relate properly. Lectures are essential when it is


a question of imparting technical or special information of
complex nature. They are usually enlivened with discussions,
film shows, case studies, role-playing and demonstrations.
Audio-visual aids enhance their value. "The lecture method is
not dead as some would believe. In the hands of able lectures,
and for certain kinds of purposes and participants, it may turn
out to be more interesting and effective than any other
methods.
In training, the most important uses of lectures include:
1. Reducing anxiety about upcoming training programmes or
organizational changes by explaining their purposes.
2. Introducing a subject and presenting an overview of its scope.
3. Presenting basic material that will provide a common background
for subsequent activities.
4. Illustrating the application of rules, principles; reviewing,
clarifying and summarizing.

2. The Conference Method
In this method, the participating individual ' confer' to
discuss points of common interest to each other. A conference
is basic to most participative group-centered methods of
development. It is a formal meeting, conducted in accordance
with an organized plan, in which the leader seeks to develop
knowledge and understanding by obtaining a considerable
amount of oral participation of the trainees. It lays emphasis
on small group discussions, on organized subject matter, and
on the active participation of the members involved. Learning


is facilitated by building u on the ideas contributed by the
conferees.
There are three types of conferences. In the directed
discussion, the trainer guides the discussion is such a way that
the facts, principles or concepts are explained. In the training
conference, the instructor gets the group to pool its knowledge
and past experience and brings different points of view to bear
on the problems. In the seminar conference, answer is bound
to questioner a solution to a problem. For this, the instructor
defines the problem, encourages and ensures full participation
in the discussion.

Seminar or Team Discussion

(i) It may be based on a paper prepared by one or more
trainees on a subject selected in consultation with the
person in charge of the seminar. It may be a part of a
study or related to theoretical studies or practical
problems. The trainees read their papers, and this is
followed by a critical discussion. The chairman of the
seminar summaries the contents of the papers and the
discussions which follow their reading.
(ii) It may be based on the statement made by the person in
charge of the seminar or on a document prepared by an
expert, who is invited to participate in the discussion.
(iii) The person in charge of the seminar distributes in
advance the material to be analyzed in the form of
required readings. The seminar compares the reactions of
trainees, encourages discussions, defines the general
trends and guides the participants to certain conclusions.
(iv) Valuable working material may be provided to the
trainees by actual files. The trainees may consult the
files and bring these to the seminar where they may


study in detail the various aspect s, ramifications and
complexities of a particular job or work or task.

 ROLE PLAYING
This method was developed by Moreno a Venertain
psychiatrist. He coined the terms "role playing," "role-
reversal," "Socio-drama," "psychodrama," and a variety of
specialized terms, with emphasis on learning human relations
skills through practice and insight into own behaviour and its
effect upon others. It has been defined as a method of human
interaction which involves realistic behaviour in the imaginary
situations." As Norman Major has pointed out, a "role-playing
experience soon demonstrates the gap between ' thinking' and
' doing' . The idea of role-playing involves action, doing and
practice."
In role-playing, trainees act out a given role as they would in a
stage play. Two or more trainees are assigned parts to play
before the rest of the class. These parts do not involve any
memorization of line or any rehearsals. The role-players are
simply informed of a situation and of the respective roles they
have to play. Sometime after the preliminary planning, the
situation is acted out by the role-players.

Programmed Instruction (or Teaching by the Machine
Method)
Programmed instruction involves a sequence of step which are
often set up through the central panel of an electronic
computer as guides in the performance of a desired operation
or series of operation. It incorporates a pre-arranged,
proposed, or desired course of proceedings pertaining to the
learning or acquisition of some specific skills or general
knowledge. A programmed instruction involves breaking
information down into meaningful units and then arranging


these in a proper way to form a logical and sequential learning
programme or package.

T-Group Training
This usually comprises associations, audio-visual aids, and
planned reading programmes.
Members of a professional association receive training by it in
new techniques and ideas pertaining to their own vocations.
Through a regular supply of professional journals and informal
social contacts or gatherings, members are kept informed of
the latest development in their particular field.
Audio visual aids - records, tapes, and films are generally used
in conjunction with other conventional teaching methods.
Planned and supervised reading programs are conducted.
Technical publications and the latest journals are kept in the
library for the use of the trainees.

 TIPS FOR ASSESSING ORGANIZATIONAL
TRAINING EFFECTIVENESS

Look at and understand the broad organizational context and
business environment: the type., size, scale, spread,
geography, logistics, etc., of the business or organization. This
includes where and when people work (which influences how
and when training can be delivered). Look also at the skills
requirements for the people in the business in general terms as
would influence training significance and dependence - factors
which suggest high dependence on training are things like:
fast-changing business (IT, business services, healthcare, etc),
significant customer service activities, new and growing
business, strong health and safety implications (chemicals,
hazardous areas, transport, utilities). Note that all businesses
have a high dependence on training, but in certain businesses


training need in higher than others-change (in the business or
the market) is the key factor which drives training need.
Access and analyze how training and development is organized
and the way that training is prioritized. Think about
improvements to training organization and planning that would
benefit the organization.
Review the business strategy/positioning/mission/plans (and
HR strategy if any exists) as these statements will help you to
establish the central business aims. Training should all be
traceable back to these business aims, however often it isn' t -
instead it' s often arbitrary and isolated.
Assess how the training relates to the business aims, and how
the effectiveness of the training in moving the business
towards these aims is measured. Often training isn' t measured
at all - it needs to be.
Look at the details and overview of what training is planned
for the people in the business. The training department or HR
department should have this information.

 MANAGEMENT DEVELOPMENT

The term “development” implies overall development in a
person. Accordingly, Management Development means not
only improvement in job performance, but also improvement
in knowledge, personality, attitude, behaviorism of an
executive etc. It means that executive/management
development focus more on the executive‟s personal growth.
Management Development is a systematic process of growth
and development by which managers develop their abilities to
manage. Management Development i s concerned with
improving the performance of the managers by giving them
opportunities for growth and development.




Definition
“Executive/Management Development includes the process by
which managers and executives acquire not only skills and
competency in their present job but also capabilities for
future managerial tasks on increasing difficulty and scope.”

Flippo
“Any activity designed to improve the perfor mance of existing
managers and to provide for a planned growth of managers to
meet future organizational requirements is called management
development.”


S.B.Bhudiraja
Techniques Of Management Development
There are mainly two techniques of management development,
one is the formal training and the other is through the on the
job experience.


On The Job Techniques

 Coaching: In coaching the trainee is place under a particular
supervisor who acts as an instructor and teaches job knowledge and
skills to the trainee.
 Job Rotation: The transferring of executive‟s from job to job and
from department to department in a systematic manner is called job
rotation.
 Under study: An understudy is as person who is in training to
assure at a future time ,the full responsibility of the position
currently held by his superior.
 Multiple Management: Multiple management is a system in
which permanent advisory committees of managers study problem
of the company and make recommendation to higher management.




OFF The Job Techniques

 The Case Study: Cases are prepared on the basis of actual business
situations that happened in various organization.
 Incident Method: This method was developed by Paul Pigors .It
aims to develop the trainee in the area of intellectual ability,
practical judgment and social awareness.
 Role Playing: A problem situation is simulated by asking the
participants to assume the role of particular person in the situation.
 In Basket Method: The trainees are first given background
information about a simulated company, its products ,key
personnel ,various memoranda and all data pertaining to the firm.
The trainee has to understand all of this and make notes of it.
 Sensitivity Training: The main objective of sensitivity training is
the “development of awareness of and sensitivity of behavioral
patterns of oneself and others.”
 Simulation: Under this techniques the situation is duplicated in
such a way that it carries a closer resemblance to the actual job
situation.
 Managerial grid: It is a six phase programme lasting from three to
five years .It starts with upgrading managerial skills ,continues to
group improvement ,improves inter group relations ,goes into
corporate planning ,develops implementation method and ends
with an evaluation phase.
 Conference: A conference is a meeting of several people to discuss
the subject of common interest.
 Lectures: It is the simplest technique. The lacquerer organizes the
material and gives it to a group of trainees in the form of talks.


Objectives of Executive/Management Development

 Improve the performance of managers at all levels.
 Identify the person in the organization with the required potential
and prepare them for higher position in future.


 Ensure availability of required number of executives managers
succession who can take over in case of contingencies as and when
these arise in future.
 Prevent obsolescence of executives exposing them to the latest
concepts and techniques in their respective area of specialization.
 Replace elderly executives who have risen from the ranks by
highly competent and academically qualified professional.
 Improve the thought process and analytical abilities.
 Provide opportunities to executives to fulfill their career
aspiration.
 Understand the problem of human relations and improve human
relations skills.





















RESEARCH METHODOLOGY

MEANING OF RESEARCH

Research in common parlance refers to a search for knowledge. Once can
also define research as a scientific and systematic search for pertinent
information on a specific topic. In fact, research is an art of scientific
investigation.
Redman and Mory define research as a “systematized effort to
gain new knowledge.” Some people consider research as a
movement, a movement from the known to the unknown. It is
actually a voyage of discovery.

OBJECTIVES OF RESEARCH

The purpose of research is to discover answers to question
answers to question through the application of scientific
procedures. The main aim of research is to find out the truth
which is hidden and which has not been discovered as yet.
1. To obtain familiarity of a phenomenon.
2. To determine the association or independence of an
activity.
3. To determine the characteristics of an individual or a
group of activiti es and the frequency of its accurates.

TYPES OF RESEARCH

The basic types of research are as follows : -
(i) Descriptive vs. Analytical
(ii) Applied vs. Fundamental
(iii) Quantitative vs. Qualitative


(iv) Conceptual vs. Empirical
(v) Some Other Types of Research


OBJECTIVES OF THE STUDY

o Get the industrial knowledge.
o Learn the managerial skills.
o Learn about market practically.
o How to solve problems of organization.
o How to achieve the organization.
o How to motivate the sub ordinate.
o Help in future to get the job in organization sector.
o Know about the distribution channel.
o Proper organized planning.
o Choose right segmentation.


SCOPE OF THE STUDY

There are two objectives behind executive training.
1) To provide an opportunity to observe and experience practical
functioning of an organization and to interact with working
executive .This should help in bridging the gap between theory &
practice.

2) To plan & execute a specific time bound project in any aspect of
Management: preferably with a global perspective .It is expected
that such a study will be based on the needs of the sponsor
organization.



 DATA COLLECTION


DATA SOURCES

Data or facts are the raw materials with which a result functions.
Data is the foundation of all the researches. Data can be classified
into two-
 Primary data
 Secondary data

In this research work primary data has been collected by schedule
survey. Schedule survey is the systematic way of gathering data
from the respondents through a questionnaire. It involves the
questioning of respondents to secure the desired information using
data collection instrument called questionnaire. A questionnaire is a
formal list of questions to be answered in the survey. The questions
may be asked verbally in writing responses and may be given in
either form.

Secondary sources has been collected through –
 In-house documents
 Company website
 Published articles
 Magazines
 Past records



TOOLS USED FOR STUDY

A tool that was used for completion of this research work was a questionnaire
with both kind of questions – close-end questions and open-end questions.



The workers of different department based on the strength of each
department filled questionnaires.300 workers are working in the
organization. Sample size for the research work was being taken as
140. Workers from each department were selected according to the
strength of the department to constitute the sample.


INTRODUCTION TO THE PROBLEM

Training need identification while on job ensures better
productivity, adherence to rules and regulations, motivation and
enthusiasm to work, acceptance and adaptability to changes, and so
on.
Thus, even for the organization I worked in; the issue of how to
keep employees trained & how analyze their Training Need was a
major cause of concern for the management in general and for the
HR Department in particular.


Review of literature

 The study has attempted to accomplish several purposes by the
examination of the concept of using employee satisfaction as a
means of increasing productivity.
 The first goal has been to determine the levels of satisfaction
existing in the company and how willing are the workers to
work for the company.
 The next important goal has been to determine the possible
method and ways to increase the satisfaction level of
employees by trying and removing as many factors of
dissatisfaction as possible.
 The study has been undertaken keeping the overall
organizational betterment in view. More importantly, the
emphasis has been placed on treating the employees as an in



 RESEARCH PLAN


The tools used by me to undertake the study in question include:

I nterviews:
a.) Interviews with executives of various department via: -
 Personnel
 Purchase or Material
 Production
 EDP department
 Cane management
 Quality assurance
 Plant engineering
 Finance and accounts

b.) The interview covered the following aspects: -
 The working of each department.
 Perception of the department head with regards to satisfaction
levels in the organization/department.
 Views and suggestions on how to improve the satisfaction levels
further.


Questionnaire:

The workers of different departments based on the strength of each
department filled questionnaires.
Each member was then asked to fill the questionnaire covering the
following aspects: -
 The present level of the employees & Requirement of training.
 The suggestions or ideas they have to help the management do
something more for them.



 LIMITATIONS

 The workers were not very keen in giving suggestions.
 The workers were not willing to come up with their true
feelings as they felt that it‟s just the wastage of time.
 As survey was conducted during working hours, it was
difficult to trace workers.
 The study is based on the generalization of the data collected
from the sample representations.
 Being a trainee, I felt the lack of authority at times to gather
some vital information.
 There was a lack of willingness to fill the questionnaire as
they considered it merely a gimmick.
 The management at the division showed its helplessness, as
policy decisions were subject matter of the head office.















DATA ANALYSIS


"Survey of Training and Development for Team Mates"

Q.1 : Induction training is given adequate importance in your
organization




Q.2: Induction Training is well planned



0
10
20
30
40
50
60
Agree Some what
Agree
A little
Agree
Disagree
0
5
10
15
20
25
30
35
40
45
50
Agree Some What
Agree
A Little Agree DisAgree


Q.3: Induction training is of sufficient duration




Q.4: Induction training provides an excellent opportunity for newcomers to
learn comprehensively about the organization






0
10
20
30
40
50
60
70
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree


Q.5: The norms & values of the company are clearly explained to the new
employees during induction



Q.6: Senior management takes interest & spends time with the new staff
during induction training




0
10
20
30
40
50
60
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree


Q.7 The new recruits find induction training very useful in your
organization



Q.8 The induction training is periodically evaluated & improved


0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree
0
5
10
15
20
25
30
35
40
45
50
Agree Some What
Agree
A Little Agree DisAgree


Q.9 The employees are helped to acquire technical knowledge & skills
through training





Q.10 There is adequate emphasis on developing managerial capabilities of
the managerial staff through training





0
10
20
30
40
50
60
70
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
90
Agree Some What
Agree
A Little Agree DisAgree


Q.11 Human relations competencies are adequately developed in your
organization through training in human skills






Q.12 Training of workers is given adequate importance in your
organization




0
10
20
30
40
50
60
70
80
90
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
90
100
Agree Some What
Agree
A Little Agree DisAgree


Q.13 Employees are sponsored for training programmes on the basis of
carefully identified developmental needs






Q.14 Those who are sponsored for the training programmes take the
training seriously




0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree


Q15 Employees in the organization participate in determining the training
they need





Q.16 Employees sponsored for training go with a clear understanding of
the skills & knowledge they are expected to acquire from the training




0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree



Q.17 The HR department conducts briefing & debriefing sessions for
employees sponsored for training





Q.18 In-company programmes are handled by competent faculty





0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
90
Agree Some What
Agree
A Little Agree DisAgree



Q.19 The quality of in-company programmes in your organization is
excellent






Q.20 Senior line managers are eager to help their juniors develop through
training




0
10
20
30
40
50
60
70
80
90
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
90
Agree Some What
Agree
A Little Agree DisAgree


Q.21 Employees returning from training are given adequate free time to
reflect & plan improvement in the organization





Q.22 Line managers provide the right kind of climate to implement new
ideas & methods acquired by their juniors during





0
10
20
30
40
50
60
70
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
90
Agree Some What
Agree
A Little Agree DisAgree


Q.23 Line managers utilize & benefit from the training programmes





Q.24 External training programmes are carefully enough information
about their quality & suitability



0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree


Q.25 There is a well-designed & widely shared training policy in the
company





"Survey of Training and Development for Team Mates "

Q.1: Have you got any training on Induction?




0
10
20
30
40
50
60
70
80
Agree Some What
Agree
A Little Agree DisAgree
0
10
20
30
40
50
60
70
80
Yes No Usually


Q.2: Do new jonnies get proper training?





Q.3: Is training helpful in your work?






0
10
20
30
40
50
60
70
80
90
100
Yes No Usually
0
10
20
30
40
50
60
70
80
90
Yes No Usually


Q.4: Does your company focus on your Chahumukhi Vikas?




Q.5:Are your senior Employee take interest in teaching you ?






0
10
20
30
40
50
60
70
80
90
Yes No Usually
0
10
20
30
40
50
60
70
80
90
Yes No Usually


Q.6: Given training is helpful in your personal life?




Q.7:Do you knowledge of your workplace as well as Factory?






0
10
20
30
40
50
60
70
80
90
Yes No Usually
0
5
10
15
20
25
30
35
40
45
50
Yes No Usually


Q.8:Is there any improvement in your work after the training?






Q.9:Do you have perfect trainers in your company?

0
10
20
30
40
50
60
70
80
90
Yes No Usually
0
10
20
30
40
50
60
Yes No Usually


Q.10: Do you get opportunities of personal development during the
training?































0
10
20
30
40
50
60
70
80
Yes No Usually


FUTURE PROSPECTS


The company has plans to setup Operations in Assam & Andhra
Pradesh in near future and will expand further into Turkey and
Brazil. Parle have taken on local partners in some of these markets
for Distribution. Parle brands are already exported to more than 20
countries across the Globe including the US, the UK, Canada,
Middle East Asia, South East Asia & Africa.

Parle is planning to grow its foods business aggressively to fight
competition. As an Indian company Parle understand the pulse of
the Indian consumer. Parle strongly believes in creating new
categories and offering Innovative product experiences to
consumers.

This has been “The Back-Bone” of Parle‟s success in India.

The challenge is to offer consumers a product experience that they
have never experienced before. To stay ahead of competition, Par le
will continue to focus on introducing innovative products,
strengthening Parle‟s distribution network, increasing Parle‟s
consumer base and ensuring that Parle‟s brand always remains
relevant to consumers.



















WORK TASK PERFORMANCE


During my “summer internship program” in PARLE BISCUIT Pvt.
Ltd. I was allowed t o analysis Need of Training & Development in
the Company. In FMCG Company it is good to experience the study
of this type because employee' s & teammates is important to
maintain the growth and achieve the goals. Before my summer
internship program I was not aware of Parle‟s work culture and
environment. But when I went there and saw its environment I
gained more and more knowledge about PARLE.

 In my first week in Parle, I was told about the environment and we can
say it as the Introduction part, during that time only I realized that
Training has been continuous to be one of the major aspect in Indian
industry. So I selected this topic of study.


 In next two weeks, I discussed about my topic with the employees,
teammates so that I can prepare my Questionnaire easily which was
related with my study.

 After preparing the questionnaire, In the fourth week I gave that
questionnaire to the employees & team-mates to get their remarks about
the need of Training & Development.

 In fifth & sixth week, I collected all the data from employees, team-mates
& company and prepared my project report.

I also helped PARLE by providing these Data‟s, Findings and Facts.








FACTS & FINDINGS


 Training programs for workers at PARLE has been found
highly effective in bringing a change in work performance of
the workers.
 Workers feel that training must be given to each and every
worker for improvement in work as well as for personal
development.
 There was lack of knowledge in few workers regarding
benefits of training for better performance in work.
 A big percentage of workers had a feeling that training has
been given for a very short period of time, which they all
desired to be increased.
 Most of the workers wanted to take training more in practical
aspects, then in theoretical aspects inside a room.
 Workers feel that training is a value addition to their work, so
it must be given to every worker from time to time.
 The workers in general are loyal to the organization and have
a feeling of belongingness to the organization.
 In all departments workers are working together more like a
family then colleague. A great unity existed in the workers,
which was being noticed and observed by their behavior on
the shop.
 Workers were dissatisfied with the time allotted for the
training. They wanted that time for each training session must
be increased for proper fulfillment of purpose and for good
learning.
 Workers feel that there is a great change in their attitude,
behavior, and skills after getting training.
 Workers feel that accidents have been reduced largely. After
getting training they have learnt to keep things at their places
and to keep work place clean.
 Workers feel that training not only helps them at work, but
also at their home and in their personal work. They feel that
training is all about getting more knowledge.



RECOMMENDATIONS AND SUGGESTIONS


 The company must try to increase the time of each training
session.
 Training regarding new plans and technologies must be
given to workers, which are been installed in organization.
 New interesting ways must be chosen to give training to
workers, so that they can learn more attentively.
 The management must try to be more empathetic towards
the workers problems.
 The timing and sequencing – It should be ensured that the
timing and sequencing of sessions are suitable with regard
to the training objectives that they are done depending upon
the quantity of material to be covered, the availability of
trainers and trainees, and the content of the programme.
 During work hours practical training must be given
altogether with books, which workers can take back with
them at home. This will help them in regaining the learnt
things that they might forget.
 Films related to the subjects of training must be shown
during training sessions. Films are an effective media. The
inclusion of a film should be a well thought out exercise –
a well-honed part of the total design, and consonant with
the objectives of the course.
 Size of the class is also important for an effective training
programme. If the class is large everyone may not get the
time to participate or share idea with others. Small size is
more suited for effective training. Therefore, at a time
number of workers in the class must be reduced for
ignoring confusion and for clear understanding.
 Finally, punctuality, that is, starting and finishing the
classes at assigned hours by trainer‟s signals the
seriousness with which training is taken. Messages should
also be given to the participants that they have also to be
punctual.



CONCLUSION

The training effectiveness deals with the issues whether formal
training programmes contribute to the development of job related
skills, eventually leading to greater organizational effectiveness.
The study of the effective training at PARLE led to the conclusion
that training is being considered as an excellent tool by trainees
(workers) at PARLE to develop their job related skills and to
improve their work performance.
Training thus provides certain advantages, which are not available
by learning through experience.
The results of the study indicate that training did help in
improvement of self-confidence, mot ivation, communication skills,
and in feeling of security. The study revealed that workers feel a
great change in their behavior (they have become polite in nature),
knowledge (knowledge has increased), and in ability of decision-
making (it has become fast ).
It was also been found that training has helped in gaining a sense of
future planning and duty consciousness. Workers have become more
co-operative and good in human relations.
The results of the study have also shown that a majority of workers
were very keen to get training in various fields other than job
related work like – computers, environment, and new technologies.
Workers were also keenly interested for getting reading material
during training, which they can take back home for further
reference and in conditions when sometimes they forget about what
was been taught in class.
Audio visual aids can significantly enhance and reinforce learning.
It is worth remembering that people remember 20% of what they
hear, 30% of what they see, and 50% of what they see and hear. For
best results of training films must be shown to workers for making
it more practical.
Although training programmes at PARLE have been found very
effective, but to make these programmes more effective, all the
things discussed above must get into care of from now onwards.
After implementing all the required changes, I am sure, company
will find TRAINING as the best tool for bringing all the required
changes in the company for the development at the fastest pace.



ANNEXURE - QUESTIONAIRE

Name : Designation: Department:

QUESTIONAIRE

S.
NO.
QUESTION
NOT
AT
ALL
TRUE
A
LTTLE
TRUE
SOME
WHAT
TRUE
TRUE
TO A
GREAT
EXTENT
VERY
TRUE
1.
Induction training i s
given adequate
i mportance in your
organi zation.

2.
Induction training i s
well -pl anned.

3.
Induction training i s of
sufficient duration.

4.
Induction training
provides an excell ent
opportuni ty for
newcomers to l earn
comprehensivel y about
the organi zati on.

5.
The norms and values
of the company are
cl early explained to the
new employees duri ng
inducti on.

6.
Senior management
takes interest and
spends ti me with the
new staff during
inducti on training.

7.
The new recruits fi nd
inducti on training very
useful in your
organi zation.

8.
The induction training
is peri odically



evaluated and
i mproved.
9.
The empl oyees are
helped to acqui re
techni cal knowledge
and skills through
training.

10.
There is adequate
emphasis on developing
manageri al capabi li ties
of the managerial staff
through training.

11.
Human relations
competencies are
adequately devel oped in
your organi zati on
through training in
human skills.

12.
Training of workers is
given adequate
i mportance in your
organi zation.

13.
Employees are
sponsored for traini ng
programmes on the
basis of carefully
identified
developmental needs.

14.
Those who are
sponsored for the
training programmes
take the training
seriousl y.

15.
Employees in the
organi zation
participate in
determining the
training they need.

16.
Employees sponsored
for training go with a
cl ear understanding of
the skills and
knowledge they are
expected to acquire



from the training.
17.
The HR department
conducts briefing and
debri efing sessi ons for
empl oyees sponsored
for training.

18.
In-company
programmes are
handled by competent
faculty.

19.
The qual ity of in-
company programmes
in your organi zation is
excellent.

20.
Senior line managers
are eager to help thei r
juniors devel op through
training.

21
Employees returning
from training are gi ven
adequate free ti me to
refl ect and pl an
i mprovements in the
organi zation.

22
Line managers provide
the ri ght kind of
cli mate to i mpl ement
new ideas and methods
acqui red by thei r
juniors during training.

23.
Line managers utili ze
and benefit from the
training programmes.

24.
External training
programmes are
carefully chosen after
coll ecting enough
information about thei r
quality and suitabil ity.

25.
There is a well -desi gned
and widely shared
training poli cy in the
company.



BIBLIOGRAHPY



BOOKS
 Organizational Behaviour: L.M. Parsad
 Human Resources Management: C.B. Gupta
 Personal Management: C.B. Mamoria
 Personal Management: S.V. Gankar


WEBSITE

 www.parleproducts.com
 www.google.com
 www.yahoo.com


PARLE NEWS LETTER

 Company HR Manual
 Magazines of PARLE
 Company reports & documents