GL BAJAJ INSTITUTE OF MANAGEMENT & RESEARCH

APPROVED BY AICTE, MINISTRY OF HRD, GOVT. OF INDIA

GREATER NOIDA

Summer Training Report

on
IDENTIFICATION OF TRAINING NEEDS AT BRITANNIA

INDUSTRIES LIMITED,BHUBANESWAR

In

Submitted to Submitted by
Ms.RadhikaMalhotra Umesh Kumar Dora
(Program Chairperson (GM18255 )
Academic Affairs)
 ABSTRACT
Training needs analysis is the first stage in the training process and involves a
procedure to determine whether training will indeed address the problem which has
been identified. Training can be described as “the acquisition of skills, concepts or
attitudes that result in improved performance within the job environment”.
Training needs analysis looks at each aspect of an operational domain so that the
initial skills, concepts and attitudes of the human elements of a system can be
effectively identified and appropriate training can be specified. This paper will
focus on various aspects of Training need analysis.
The productiveness of an employee is the important factor for the employer,
because the income or profit of the organization and employer is depends on the
employees’ productiveness.
Begin by assessing the current status of the company; how it does, what it does
best and the abilities of your employees to do these tasks. This analysis will
provide some benchmarks against which the effectiveness of a training program
can be evaluated. The organization or an employer should know where it wants to
be in its long-range strategic plan and organizational need is a training program to
take the organization from current situation to developed upped step.

Secondly, consider whether the organization is financially committed to support

the training efforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a

companywide training effort without concentrating resources where they are
needed most. An internal audit will help point out areas that may benefit from
training. Also, a skills inventory can help determine the skills possessed by the
employees in general. This inventory will help the organization determine what
skills are available now and what skills are needed for future development.

In summary, the analysis should focus on the total organization and should identify
where training is needed and where it will work within the organization.
When the organization has a clear idea to where training is needed, concentrate on
the content of the program. Analyze the characteristics of the job based on its
description, the written description of what the employee actually does. Training
based on job descriptions should go into detail about how the job is performed base
on a task-by-task. Actually doing the job will enable you to get a better feel for
what is done.

ACKNOWLEDGEMENT

I would like to acknowledge my indebtedness and render my warmest thanks to my

Mentor- RadhikaMalhotra, who made this work possible. His friendly guidance
and expert advice have been invaluable throughout all stages of the work.

I would also wish to express my gratitude to my Industry guide Mr. RAVI

ANDAWARAPU for extended discussions and valuable suggestions which have
contributed greatly to the improvement of the Research.

The Research has also benefited from comments and suggestions made by
Mr.PriyakantaBiswal (HR)&Mr.PriyabrataPani(HR). I take this opportunity to
thank them.

I am highly thankful to the Director of the Institute for the continuous support,
motivation and providing better learning environment and opportunities to groom
ourselves as per the expectation of the corporate world. Without support of director
General, it would not be possible for me to complete my SIP.

I also thank to all faculty members without whom this Project would have been a
distant reality.

Signature:-
Umesh Kumar Dora
Place: Date:
 DECLARATION

I do hereby declare that the project report entitled “IDENITFICATION OF

TRAINING NEEDS IN BRITANNIA” has been prepared by me at BRITANNIA
INDUSTRY LIMITED,BHUBANESWAR.This project work for the 4ThTrimester
project training of the P.G.D.M Course under under the guidance of
MrsParulYadav( Faculty of HR,GLBAJAJ INSTITUTE OF MANAGEMENT
AND RESEARCH)

I also declare that project is a result of my efforts and that it hasn’t been
submitted to any other university or institute for the award of any degree.

It is my endeavor to derive the best of benefits and mould myself into an

excellent HR professional. I promise to involve my self with enthusiasm and adopt
the spirit of self learning and learning from my superiors to meet the objectives of
my studies.

Signature:-
Umesh Kumar Dora
Place:
Date:
 List of Content

S. NO. Chapters Page no.

1 1. INTRODUCTION
1.1 BACKGROUND 7
1.2 STAGES OF TRAINING NEED ANALYSIS 7
1.3 OBJECTIVE OF STUDY 9
1.4 SCOPE OF THE STUDY 9
1.5 INTRODUCTION OF TRAINING
&DEVELOPMENT 10
1.6 DEFINATION OF TRAINING 10
1.7 IMPORTANCE OF TRAINING 10
1.8 MODELS OF TRAINING 11
2 2.COMPANY PROFILE
2.1 BISCUIT AND BEKERY SECTOR REFORM 15
2.2 FORMATION OF BRITANNIA 16
2.3 INTRODUCTION OF BRITANNIA 17
2.4 INTRODUCTION OF BRITANNIA 19
INDUSTRY LIMITED,KHORDHA
2.5 ORGANIZATIONAL STRUCTURE OF 23
BRITANNIA
2.6 STRUTURE OF PRODUCTION 24
DEPARTMENT AT BRITANNIA,KHURDA
2.7 STRUTURE OF HR DEPARTMENT AT 25
BRITANNIA,KHURDA
3 3.LITERATURE REVIEW
3 LITERATURE REVIEW 26
3.1 IMPORTANCE OF TRAINING AND 28
DEVELOPMENT
3.2 TRAINING AND DEVELOPMENT 30
OBJECTIVES
3.3 TRAINING NEEDS 31
3.4 IDENTIFICATION OF TRAINING NEED 31

4. IDENTIFICATION OF TRAINING AND

4 DEVELOPMENT AT BRITANNIA
4.1 TRAINING REPORT OF BRITANNIA
4.2 PROSPECTIVE 41
4.3 OBJECTIVE 42
4.4 TOOLS OF DATA COLLECTION 43
4.5 TRAINING PROGRAMMES 44
4.6 TRAINING PROCESS 44
4.7 IDENTIFYING TRAINING NEEDS 46
4.8 TRAINING CALENDAR 47
4.9 TRAINING & DEVELOPMENT AT 48
BRITANNIA 49
4.91THE BASIC PHILOSOPHY
49
5 5 RESEARCH METHODOLOGY
5.1 RESEARCH OBJECTIVE 52
5.2 RESEARCH DESIGN 53
5.3 TRAINING CYCLE 54
6 DATA ANALYSIS 55
7 COCLUSION & RECOMMENDATIONS 59
 CHAPTER -1
1. INTRODUCTION

1.1 Background

To identify training that matches the specific needs of your staff and business goals
you can carry out a training needs analysis (TNA).

Training needs analysis is a method used by businesses to identify training

requirements in a cost efficient way. This process involves evaluating training
needs and weighing up training priority areas at all levels with in a business.
Training needs analysis forms the first step of the training development cycle:

1.2 Stages of training needs analysis:

There are three key stages of training needs analysis. These involve identifying the
direction of the organisation, understanding the skills and knowledge of staff
through a task analysis, and analysing the individual needs of each employee.
These three stages of training needs analysis are explained in more detail below:
1) Organizational needs - This step evaluates the overall training needs in the
business. This is where you analyse future skills needs due to changes in products,
equipment, technology, teams or in response to economic or political factors.
Upcoming changes in law or industry standards may also influence the training
needs for your business. Practical ways of identifying organisational needs is by
reviewing documents, processes, setting up advisory teams and carrying out a
SWOT (strengths, weaknesses, opportunities and strengths) analysis - our SWOT
analysis template will help you get started.

2) Task analysis –

At this level you compare the job requirements of your business with existing
employee skills and knowledge. This will help you to identify the potential gaps.
Here you establish how often specific tasks are performed, the level of skill and
knowledge required to perform these tasks and where and how these skills are best
acquired. Practical ways of carrying out this analysis is to create assessment
centers, tests or practical observations of employees carrying out key tasks.

3) Individual needs – At this stage, you examine the training needs of each
employee. This information is most often gathered from performance reviews and
appraisal systems. You may seek feedback from employees on their
recommendations on how to solve problems that may be hampering their day-to-
day job. Other practical ways of identifying individual training requirements for
your employees is through surveys, questionnaires, interviews and focus groups.

Support to help your business with training needs analysis

Invest Northern Ireland offers help and advice to local businesses on up skilling
their workforce. The training needs and analysis  give you an insight into the tools
and techniques used by learning and development professionals to analyze training
needs.

1.3 Objectives of the study

The objectives of the study are as follows:

 To study the identification process of Training at Britannia.

 To have an idea about existing training and development system.
 To study the training and development schemes adopted by the organization.
 To study the training & development procedure.
 To analyze the training and development reports of BRITANNIA.

1.4 Scope of the study

For the objective of the study I had cover the following department of
BRITANNIA to know the organizational HR Department and training and
development section with their day today functions. These departments are

 Department of HRD

 Department of Production unit.

 Department of Billing and Management Information System

 Department of Training and Development

1.5 INTRODUCTION OF TRAINING:-

Human Resource Management (HRM), a relatively new term, that emerged during
the 1930s. Many people used to refer it before by its traditional titles, such as
Personnel Administration or Personnel Management. But now, the trend is
changing. It is now termed as Human Resource Management (HRM). Human
Resource Management is a management function that helps an organization select,
recruit, train and develop.

1.6 DEFINITION OF TRAINING:-

Training constitutes a basic concept in human resource development. It is

concerned with developing a particular skill to a desired standard by instruction
and practice. Training is a highly useful tool that can bring an employee into a
position where they can do their job correctly, effectively, and conscientiously.
Training is the act of increasing the knowledge and skill of an employee for doing
a particular job.

Training refers to the teaching and learning activities carried on for the primary
purpose of helping members of an organization acquire and apply the knowledge,
skills, abilities, and attitudes needed by a particular job and organization.

1.7 IMPORTANTANCE OF TRAINING

1. Improves morale of employees- Training helps the employee to get job

security and job satisfaction. The more satisfied the employee is and the
greater is his morale, the more he will contribute to organizational success
and the lesser will be employee absenteeism and turnover.
 2. Less supervision- A well trained employee will be well acquainted with the
job and will need less of supervision. Thus, there will be less wastage of
time and efforts.

3. Fewer accidents- Errors are likely to occur if the employees lack knowledge

and skills required for doing a particular job. The more trained an employee
is, the less are the chances of committing accidents in job and the more
proficient the employee becomes.

4. Chances of promotion- Employees acquire skills and efficiency during

training. They become more eligible for promotion. They become an asset
for the organization.

5. Increased productivity- Training improves efficiency and productivity of

employees. Well trained employees show both quantity and quality
performance. There is less wastage of time, money and resources if
employees are properly trained.

1.8 MODELS OF TRAINING

Training is a sub-system of the organization because the departments such as,
marketing & sales, HR, production, finance, etc depends on training for its
survival. Training is a transforming process that requires some input and in turn it
produces output in the form of knowledge, skills, and attitudes (KSAs).
The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
System Model Training
The system model consists of five phases and should be repeated on a regular basis
to make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards. The steps involved in
System Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job,
employees requirement, who needs training, what do they need to learn, estimating
training cost, etc The next step is to develop a performance measure on the basis of
which actual performance would be evaluated.
2. Design and provide training to meet identified needs. This step requires
developing objectives of training, identifying the learning steps, sequencing and
structuring the contents.

3. Develop- This phase requires listing the activities in the training program that
will assist the participants to learn, selecting delivery method, examining the
training material, validating information to be imparted to make sure it
accomplishes all the goals & objectives.
4. Implementing is the hardest part of the system because one wrong step can lead
to the failure of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the
previous stage in order to remedy or improve failure practices.
Instructional System Development Model
Instructional System Development model was made to answer the training
problems. This model is widely used now-a-days in the organization because it is
concerned with the training need on the job performance. Training objectives are
defined on the basis of job responsibilities and job description and on the basis of
the defined objectives
individual progress is measured. This model also helps in determining and
developing the favorable strategies, sequencing the content, and delivering media
for the types of training objectives to be achieved.
The Instructional System Development model comprises of five stages:
1.ANALYSIS – This phase consist of training need assessment, job analysis, and
target audience analysis.
2.PLANNING – This phase consist of setting goal of the learning outcome,
instructional objectives that measures behavior of a participant after the training,
types of training material, media selection, methods of evaluating the trainee,
trainer and the training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.
3.DEVELOPMENT – This phase translates design decisions into training
material. It consists of developing course material for the trainer including
handouts, workbooks, visual aids, demonstration props, etc, course material for the
trainee including handouts of summary.
4. EXECUTION – This phase focuses on logistical arrangements, such as
arranging speakers, equipments, benches, podium, food facilities, cooling, lighting,
parking, and other training accessories.
5. EVALUATION – The purpose of this phase is to make sure that the training
program has achieved its aim in terms of subsequent work performance. This phase
consists of
identifying strengths and weaknesses and making necessary amendments to any of
the previous stage in order to remedy or improve failure practices.
The ISD model is a continuous process that lasts throughout the training program.
It also highlights that feedback is an important phase throughout the entire training
program. In this model, the output of one phase is an input to the next phase.
Transitional Model
Transitional model focuses on the organization as a whole. The outer loop
describes the vision, mission and values of the organization on the basis of which
training model i.e. inner loop is executed.
Vision – Focuses on the milestones that the organization would like to achieve
after the defined point of time. A vision statement tells that where the organization
sees itself few years down the line. A vision may include setting a role mode, or
bringing some internal transformation, or may be promising to meet some other
deadlines.
Mission – Explain the reason of organizational existence. It identifies the position
in the community. The reason of developing a mission statement is to motivate,
inspire, and inform the employees regarding the organization. The mission
statement tells about the identity that how the organization would like to be viewed
by the customers, employees, and all other stakeholders.
Values – It is the translation of vision and mission into communicable ideals. It
reflects the deeply held values of the organization and is independent of current
industry environment. For example, values may include social responsibility,
excellent customer service, etc.
The mission, vision, and values precede the objective
 CHAPTER -2
2. COMPANY PROFILE

2.1 BISCUIT AND BEKERY SECTOR REFORM:-

India is a major manufacturing house for bakery products and is the third- largest
biscuit manufacturing country after USA and China (NPCS, 2013). The Indian
bakery market is valued at Rs. 3,295 crore and out of this, bread and biscuits hold
82% of the share (Assocham, 2012).

The bakery industry has achieved third position in generating revenue among the
processed foods sector in India. The first and second segments are wheat flour
processing and fruit and vegetables processing (Research and markets report,
2012).

The bakery industry comprises organised and unorganised sectors. The

unorganised sector accounts for about 67% of total biscuit production and 80% of
the total bread production and around 90% of the other bakery products, which
include pastries, cakes, buns, rusks and others (NPCS, 2007). Though bakery
industry of India has very long existence, it attained prominence only in the later
part of the 20th century.

The demand for processed and convenience food is increasing constantly due to
urbanisation, changing lifestyle and food habits of the people. Liberalisation of the
Indian economy and world trade, as well as rising consumer prosperity has thrown
up new opportunities for diversification in the food processing sector and opened
up new avenues for the development of deliberate food habits. There is perceptible
increase in the number of developing countries involved in the production of food
for export and internationalisation of food tastes and habits which finally offers the
Indian consumers with newer high quality food products by using the latest state-
of-the-art technology.

2.2 FORMATION OF BRITANNIA: -

The company was established in 1892 by a group of British businessmen with an

investment of ₹265.Initially, biscuits were manufactured in a small house in
central Kolkata. Later, the enterprise was acquired by the Gupta brothers mainly
Nalin Chandra Gupta, an attorney, and operated under the name "V.K Brothers." In
1918, C.H. Holmes, an English businessman based in Kolkata, was taken on as a
partner and The Britannia Biscuit Company Limited (BBCo) was launched. The
Mumbai factory was set up in 1924 and Peek Freans UK, acquired a controlling
interest in BBCo. Biscuits were in high demand during World War II, which gave
a boost to the company’s sales. The company name was changed to the current
"Britannia Industries Limited" in 1979. In 1982, the American company Nabisco
Brands, Inc. acquired the parent of Peek Freans and became a major foreign
shareholder.

A few years later, control moved through a complicated process, which is still not
fully understood, to RajanPillai, a Kerala-based businessman and a crony
of NusliWadia.The two cronies fell out with each other and an uproarious
corporate drama unfolded. It ended after the death of RajanPillai in police custody
and the confirmed takeover of control by NusliWadia. Its subsequent corporate
history has also had a full share of controversies.
2.3 INTRODUCTION OF BRITANNIA : -

Formerly Britannia Biscuit Company Limited

Type Public

Traded as BSE: 500825
NSE: BRITANNIA

Industry Food processing

Founded 1892; 127 years ago in Calcutta

1918; 101 years ago as Britannia Biscuit Company Limited

Headquarters Kolkata, West Bengal

, 

India

Area served Worldwide

Key people NusliWadia (Chairman)

Products Bakery products, including biscuits, bread, cakes and rusk,

and dairy products, including milk, butter, cheese, ghee and dahi

Revenue  ₹8,684.39 crore(US$1.3 billion) (2017)

Operating  ₹1,251.16 crore(US$180 million) (2017)

income
1Net income  ₹843.69 crore(US$120 million) (2017)

Total assets  ₹3,696.14 crore(US$530 million) (2017)

Number of 3,206 (as on 31 March 2017)

employees

Parent Wadia Group

Website www.britannia.co.in

2.4 INTRODUCTION OF BRITANNIA INDUSTRY LIMITED,KHORDHA

Name : BRITANNIA INDUSTRY LIMITED

Factory Address : Barunei Temple road, Khordha, Bhubaneswar, Odisha

751001
AT : PLOT NO. F/21, INDUSTRIAL ESTATE,

P.O : KHURDA

DIST : KHURDA

PIN : 752057

Year of

establishment : 2012 (Operationalised)

Area Covered : 11 ACERS.

MAN POWER :150 EMPLOYEE

CONTRACTUAL

WORK MAN :700

MANUFACTURING : ONLYBISCUITS

BISCUIT

PRODUCTION UNIT : 2 No.

CATAGORIES

OF BISCUIT : TIGER, MARIE GOLD, GOOD

DAY(BUTTER,CASHEW),NUTRI CHOICE,
 THIN ARAROOT

 PLANT CATERING TO 1000 & MORE DISTRIBUTION UNITS IN

ODISHA & ADJECENT STATES

VISION STATEMENT

To achieve organizational goals and objectives in the 3ps

Production

Price

Profitability

Through continuous pursuit of excellence on a company – wide basis and drawing

strength from our groups stability versatility and resilience.

Optimal utilization of resources.

A learning organization with a dedicated, motivated and effective human team.

Consumer delights through uninterrupted, quality power supply

Striving for zero defects and zero down time.

Creating a safe and health environment.

Creating satisfied customers, employees, share holders and suppliers.

QUALITY & POLICY SAFETY AT BRITANNIA

 All ingredients used at BRITANNIA will always meet specified quality

standards and applicable legal statutory requirements.
  Factory shall maintain high standards of hygiene which ensure that our
products are healthy and safe for consumption.

 Our manufacturing processes always ensure delivery of products consistent

with product and pack specifications which are free from contamination.

 We will fulfill these objectives through:

- Investing in appropriate technology and equipping factory

adequately.

- Deploying processes which enable consistent delivery of quality

products

to our customers.

- Continuous training to employees to enhance quality and food safety.

TPM POLICY:-

The members of BRITANNIA family in continuous pursuit for excellence

and consumer satisfaction are committed to achieve optimal utilization of
resources on an organizational basis by

 Striving for zero accident,

 Enhancing individual skills,
 Total involvement through promotion of small group activities,
 Creating a healthy and safe environment,

HRM POLICY:-

BRITANNIA is committed to mobilize HR effectively to help

achieving organizational goals and objectives, spelt out in its mission and vision
statement. Such commitment is addressed through establishment of systems for
planning and developing people resources through provision right environment for

 Development of appropriate knowledge and behavior, skills through

training and education
 Motivating people for creativity, innovation and commitment for
excellence in work performance
 Provision for satisfaction through recognition and reward
 Establishment of transparent system and work ethos which are aligned
with corporate values

2.5 ORGANIZATIONAL STRUCTURE OF BRITANNIA

COUNTRY HEAD
 REGIONAL
MANUFACTURING
HEAD

FACTORY
MANAGER

HOD HOD HOD HOD HOD

HOD
MECHA FINANC HR/IR& QUALIT LOGISTI
PRODUCTI
NICAL E ADMIN Y CS
ON

OFFICERS OFFICERS OFFICERS OFFICERS OFFICERS OFFICERS

OPERATOR OPERATOR
S& S&
2.6 STRUTURE OF PRODUCTION
ASSOCIATE DEPARTMENT
ASSOCIATE AT ASSOCIATE ASSOCIATE
BRITANNIA,KHURDA
ASSOCIATE ASSOCIATE S S S S
S S
 Raw material Pre mixing section Mixing section

Stock yard

Cooling conveyer Oven section for

Moulder& rotary
banking
section

Packing section Market/Consumer

Depot

2.7 STRUTURE OF HR DEPARTMENT AT BRITANNIA,KHURDA

COUNTRY HEAD
HR

REGIONAL HR
MANEGER
 FUNCTIONAL
FACTORY
ADMINISTRATIVE MANAGER

HOD HR

OFFICER
OFFICER OFFICER
OFFICER HR & OFFICER HR & ADMIN &
PAYROLL ADMIN & TIME
IR COMPENTATION FACILITATOR
KEEPING

CHAPTER -3
3.LITERATURE REVIEW
LITERATURE REVIEW
Aartichahal “Study of Training Need Analysis Based Training and
Development: Effect of Training on Performance by Adopting Development Based
Strategy” Training is necessity in the changing environment, planned and
systematic training should be made compulsory in all private and public banks. It
brings changes in behavior, attitude at any age and helps in increasing the
organizational performance. The organization should encourage more facilities
during training and also off the job training, because it is one kind of
encouragement to improve the interest towards the training and development
program. By providing training, employers support the skill development of their
employees. If the training is good then the employees will contribute their
maximum for the achievement of the organizational objectives. The result of the
present study shown that the training practices in the selected branches of
organizations are average and there is lot of scope for improvement. Researcher
found that the training and effectiveness programs have a positive impact on the
performance of both male and female employees but the results shows that it has a
greater impact on the performance of male employees group .This can be due to
the reason that mostly female employees bear additional responsibilities towards
their families. The researchers found that most of the banks have their own training
institute, management attitude is very positive for training support and budget,
incentives are given for trainees, and overseas training opportunity. However, there
is a lack of needs assessment before training. Corporation should take necessary
steps in such a way that employees should feel training is essential to enhance the
productivity and customer satisfaction to meet the present challenges in
India.According to the Michel Armstrong, “Training is systematic development of
the knowledge, skills and attitudes required by an individual to perform adequately
a given task or job”. (Source: A Handbook of Human Resource Management
Practice, Kogan Page, 8th Ed.,2001) According to the Edwin B Flippo, “Training
is the act of increasing knowledge and skills of an employee for doing a particular
job.” (Source: Personnel Management, McGraw Hill; 6th Edition, 1984) The term
‘training’ indicates the process involved in improving the aptitudes, skills and
abilities of the employees to perform specific jobs. Training helps in updating old
talents and developing new ones. ‘Successful candidates placed on the jobs need
training to perform their duties effectively’. (Source: Aswathappa, K. Human
resource and Personnel Management, New Delhi: Tata Mcgraw-Hill Publishing
CompanyLimited,2000, p.189) The principal objective of training is to make sure
the availability of a skilled and willing workforce to the organization. In addition
to that, there are four other objectives: Individual, Organizational, Functional, and
Social.

• Individual Objectives – These objectives are helpful to employees in achieving

their personal goals, which in turn, enhances the individual contribution to the
organization.

• Organizational Objectives – Organizational objectives assists the organization

with its primary objective by bringing individual effectiveness.

• Functional Objectives – Functional objectives are maintaining the department’s

contribution at a level suitable to the organization’s needs.

• Social Objectives – Social objectives ensures that the organization is ethically

and socially responsible to the needs and challenges of the society. Further, the
additional objectives are as follows:

• To prepare the employees both new and old to meet the present as well as the
changing requirements of the job and the organization.
• To prevent obsolescence.

• To impart the basic knowledge and skill in the new entrants that they need for an
intelligent performance of a definite job.

• To prepare the employees for higher level tasks.

• To assist the employees to function more effectively in their present positions by

exposing them to the latest concepts, information and techniques and developing
the skills they will need in their particular fields.

• To build up a second line of competent officers and prepare them to occupy

more responsible positions.

• To ensure smooth and efficient working of the departments.

• To ensure economical output of required quality.

3.1 IMPORTANCE OF TRAINING AND DEVELOPMENT

• Optimum Utilization of Human Resources – Training and Development helps

in optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to

provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.

• Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of the
employees.
• Productivity – Training and Development helps in increasing the productivity of
the employees that helps the organization further to achieve its long-term goal.

• Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to
learn within the employees. • Organization Culture – Training and Development
helps to develop and improve the organizational health culture and effectiveness. It
helps in creating the learning culture within the organization.

• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of

work and work-life.

• Healthy work-environment – Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so that
individual goals aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the health
and safety of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the work
force.

• Image – Training and Development helps in creating a better corporate image.

• Profitability – Training and Development leads to improved profitability and

more positive attitudes towards profit orientation.
• Training and Development aids in organizational development i.e. Organization
gets more effective decision making and problem solving. It helps in understanding
and carrying out organizational policies

• Training and Development helps in developing leadership skills, motivation,

loyalty, better attitudes, and other aspects that successful workers and managers
usually display.

3.2 TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to
that, there are four other objectives: Individual, Organizational, Functional, and
Societal.

Individual Objectives – Help employees in achieving their personal goals, which in

turn, enhances the individual contribution to an organization.

Organizational Objectives – Assist the organization with its primary objective by

bringing individual effectiveness.

Functional Objectives – Maintain the department’s contribution at a level suitable

to the organization’s needs.

Societal Objectives – Ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

3.3 TRAINING NEEDS:-

Training and development staffs are become more accountable for the
effectiveness of the programs. Evaluation can be use to determine whether the
training achieve their objectives. Evaluation can also assess the value of training,
identified improvement areas, and identified unnecessary training that can be
eliminated. Many training ,professionals agree that evaluation is important to
successful training, but few conduct complete and through evaluations. With more
emphasis on return on investment, companies are asking what the value of training
is. Too often, training department has little or no idea how their training related to
business objectives of the company. This could be due partially to trainer lack of
measurement and evaluation skills, which result in measurements that are not
valid, reliable or even useful to the management of the company. The training
department that measures increase in number students is trouble. A training that is
department concerned only with counting the number of student in seats probably
isn’t measuring whether the students learned anything or whether the skills they
learned are helping to perform their jobs more effectively.

3.4 IDENTIFICATION OF TRAINING NEED

Training need identification is a tool utilized to identify what educational courses

or activities should be provided to employees to improve their work productivity.
Here the focus should be placed on needs as opposed to desires of the employees
for a constructive outcome. In-order to emphasize the importance of training need
identification we can focus on the following areas: -

 To pinpoint if training will make a difference in productivity and the bottom

line.

 To decide what specific training each employee needs and what will
improve his or her job performance.
  To differentiate between the need for training and organizational issues and
bring about a match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on

which all other training activities can be considered. Also requiring careful
thought and analysis, it is a process that needs to be carried out with sensitivity as
people's learning is important to them, and the reputation of the organization is also
at stake.

Identification of training needs is important from both the organizational point of

view as well as from an individual's point of view. From an organization’s point of
view it is important because an organization has objectives that it wants to achieve
for the benefit of all stakeholders or members, including owners, employees,
customers, suppliers, and neighbors. These objectives can be achieved only
through harnessing the abilities of its people, releasing potential and maximizing
opportunities for development. Therefore people must know what they need to
learn in order to achieve organizational goals. Similarly if seen from an individual's
point of view, people have aspirations, they want to develop and in order to learn
and use new abilities, people need appropriate opportunities, resources, and
conditions. Therefore, to meet people's aspirations, the organization must provide
effective and attractive learning resources and conditions. And it is also important
to see that there is a suitable match between achieving organizational goals and
providing attractive learning opportunities.

Also in order to bring a synchronizationbetween organizational and individual

objectives people need to question the way they do things. And this is precisely the
hidden objective behind any training need identification process. It should ideally
be a long-term process of encouraging employees to take an active involvement in
their own development, thus increasing their commitment to learning, to their
work, and to the organization as a whole.

Part II : Different Levels at which it is to be Conducted1

These concern the performance of the organization as a whole. Here identification

of training needs is done to find out whether the organization is meeting its current
performance standards and objectives and if not, exploring ways in which training
or learning might help it to do so. Sometimes organizational training needs are also
identified when the organization decides that it has to adopt a major new strategy,
create a new product or service, undergo a large-scale change programme, or
develop significant new relationships, such as joining with others to form new
partnerships.

Group-Needs
Since working in groups and teams have become very much prevalent in today's
corporate world that is why nowadays there is increased emphasis given on team
effectiveness and team performance. So training needs are nowadays even
identified at the group level. Training needs here are concerned basically with the
performance of a particular group, which may be a team, department, function,
sub-unit, or so on. Information about this groups performance may identify areas
of need - which, again, may be for training or other interventions. It is used to find
out how efficiently a particular team or group goes about its business and meets its
current objectives

Individual-Needs
These concern the performance of one or more individuals (as individuals, rather
than as members of a group). Here identification of training needs is about finding
out to what extent individuals need to learn or be trained in order to bring their
current performance up to the required level as a result of changes in methods and
processes that call for new competencies andskills.

It also sees to it that there is continuous improvement initiative taken by them.

Moreover it also helps to find out whether individuals are comfortable in working
across boundaries, with people from different backgrounds and different
perspectives. This is especially important because there is so much work force
diversity observed today in organisations that it has become impossible to retain
workforce, which is not flexible enough to accommodate such changes into their
daily work schedule.

Part III : Sources for Identifying Training Needs

There are three sources for identifying training needs. Although they are
independent sources for gathering the necessary data but it is usually beneficial if
they are considered complementary to one another as the objective of the exercise
is to prepare as consolidated data of training needs as possible. The three sources
are as follows: -

Job-Profile
It is a comprehensive description of all the functions and the responsibilities
that a person has to carry out in due course of his job. It is very common for us
sometimes to find that people of a particular department more or less perform the
same kind of job and therefore a comparative study can be done on their
performance to pinpoint on the training needs of those people who have not
performed up to the mark. In here we can also include Job analysis in order to have
a realistic and systematic appraisal of training needs. Inorder to do this first we
need to break up the functions and responsibilities into categories. Next we have to
classify these tasks/activities on the basis of their relative importance to the nature
of the job. And lastly we can compute a priority listing of these tasks in order to
have a catalogue of knowledge, skills and attitudes required for effective
performance of the job.

 Experience of the training agency, it is very common for organizations

nowadays to hire professional training agencies in order to look into the
training matters. The training agency and the trainers thus should also draw
from their own experiences of organizing programmes for comparable
groups or in similar area,However, earlier experiences can only serve to
facilitate the process. It cannot be the sole basis, as training needs of
majority of organisations are very specific.
 Pre-training survey of the participant's needs, this is suggested as the best
way to conduct a training need identification .A pre-training survey is
nothing but a survey of the needs and expectations of the participants well in
advance of the programme. And in this exercise it is better to include the
superiors also as they are in a good position to provide necessary data on the
training needs of their associates, especially in context of their performance.
This is generally done in a systematic manner with the help of a structured
questionnaire in order to reflect the genuine desire to involve the participants
and the organisation in the planning process. However it might happen in
certain cases that it is not possible to actively involve the superiors due to
various reasons like lack of time etc but in that case at least they must be
kept fully informed of the proceedings.

Part IV :Overall Process in Brief

 Step 1: Define and chart part of the organisation in which the work has to be
done. It is to have a focussed approach of the study. It could either be a particular
department, a section, a unit, a specific group or a staff category.

Step 2: Use various data collection measures to collect both qualitative as well
as quantitative data.

Step 3: Analyse the entire data collected in order to find out causes of
problem areas and prioritise areas, which need immediate attention.

Step 4: Prioritise the different training programmes according to the responses

collected.

Step 5: Record and file the entire data so that it can be used for future
reference while designing the training programmes / training calendar.

Part V : Benefits of Needs Assessment

As pointed above needs assessment helps diagnose the causes of

performance deficiency in employees that require remedial actions. This being a
generalised statement there are certain specific benefits of needs assessment. They
are as follows: -

 The organisation is informed about the broader needs of the participants.

Through this process it may be possible that certain new training
programmes, which were, previously not in their list may come to the
forefront.

 The organisation is able to reduce the perception gap between the participant
and his/her boss about their needs and expectations from the training
programme.
  The organisation is also able to pitch its course input closer to the specific
needs of the participants.

 It also saves a lot of money for the organisation as otherwise money is just
unnecessarily wasted on those training programmes, which are either not
needed by the employees or they have no interest in undertaking them.

 Lastly, time, which is the most important resource today, is also saved, as
the training programmes conducted are the ones, which are actually needed
by the participants.

 A Step-By-Step Guide To Training Needs Analysis

It boasts interactive online training simulations that impart practical experience,
eLearning assessments to gauge employee knowledge, and even a built-in feedback
system to collect learner data.
But does it really address the performance issues that hinder employee productivity
on a daily basis? Here is a step-by-step guide to pinpointing performance gaps in
your organization through a training needs analysis.

1. Clarify Learning Objectives And Outcomes

Your organization must clearly define its learning objectives and desired outcomes
in order to focus on the appropriate performance behaviors. For example, you
might want to improve your customer satisfaction scores or reduce your product
return rates. As a result, you should concentrate on the training areas that pertain to
these particular goals.

You can create online training courses that impart product knowledge to your
employees so that they can pass it on to consumers, thereby increasing customer
loyalty and decreasing the risk of returns. Meet with managers, department heads,
and stakeholders to figure out what you need to achieve through your online
training initiatives.

2. Determine The Necessary Skills And Knowledge

The next step is to align your outcomes and learning objectives with employee
skills and knowledge. This involves a detailed breakdown of the tasks involved, as
well as the talents employees require to complete these tasks.
As an example, persuasion or communication skills to enhance sales performance
or IT troubleshooting abilities to improve the effectiveness of your technical
service team. Create a list that features all of the desired outcomes, then link it to
performance behaviors and their respective skills.

3. Identify Performance Behavior “Pain Points”

Now that you know what your organization needs, you must get to the root of the
problem. This involves identifying performance trouble spots that hinder
overall productivity. Here are a few of the ways that you can conduct a training
needs analysis to diagnose the problem:
a. eLearning Assessments
eLearning assessments give a good indication of what employees know versus
what they need to know. They can go a long way in identifying performance and
skill gaps on an individual level. Then, you can use your LMS to pinpoint patterns
and trends that are symptomatic of more widespread issues.
For example, employees participate in an online training simulation. The
corresponding LMS graph shows that 50% of participants were unable to complete
the task from start to finish and stopped at a particular point.

b. Observations
Monitor employees on the job or during a task-based scenario or simulation. Make
a note of their areas for improvement.

Then use the data you collect to create a plan of action. For instance, a majority of
your customer service employees have trouble with the POS terminal or are unable
to use their communication and conflict resolution skills to appease an angry
customer.

c. Surveys
Employees may be able to shed more light on the performance issues hiding
beneath the surface. For example, ineffective online training courses or company
policies that are holding them back. Conduct polls, surveys, and focus groups to
gather employee feedback directly.
Another great way to collect their input is to host a live webinar where you field
their questions and concerns, or social media groups that allow them to discuss
important topics and training ideas with their peers.

d. Evaluations
Take a closer look at quarterly or annual manager evaluations to look for patterns.
For instance, you notice there’s a common theme among your sales staff.

Based on the reports, they seem to lack the necessary product knowledge to
achieve their monthly goals. You can also follow-up with team leaders for
clarifications or suggestions, for example by offering tips on how to remedy the
performance problem before it escalates.

4. Prioritize Performance Issues Based On Organizational Goals

There are only so many online training resources and training hours that you can
devote to performance management. As such, you need to prioritize the gaps based
on organizational goals.
Meet with your L&D team to rank each performance gap based on company
profits, customer satisfaction ratings, and other key indicators. For example, you
need to hit your sales targets this month in order to stay on track for your quarterly
goals.

Therefore, performance behaviors related to sales tasks, product knowledge, and

customer service are at the top of your list.

5. Evaluate Current Online Training Resources

You may already have online training materials that are ideally suited for the task.
They just need to be delivered to the right employees, such as staff members who
possess specific skillor performance gaps that can be bridged by the corresponding
online training activity.
However, evaluating your current online training resources also gives you the
ability to identify areas for improvement and repurpose or revise online training
materials. You may also discover that your online training resources are effective,
but your deployment strategy needs some work.
For example, employees aren’t able to access the online training courses they
require on their mobile devices. Thus, they cannot get the targeted information
they need to bridge gaps on the spot.
6. Develop An Online Training Strategy That Aligns With Employee Needs

Lastly, you must create an online training strategy that centers on employees’
individual needs, goals, and performance issues. Which online training resources
can you use to impart the necessary information and build practical skills?

Are there any online training activities that facilitate real-world application so that
staff can apply their newly assimilated knowledge? One of the most effective ways
to fill performance gaps is to offer personalized training plans.

Every employee has unique areas for improvement that require specialized online
training resources. Thus, you might consider clickable eLearning course
maps, microlearning libraries, and training contracts to take an employee-centric
approach.

The Key Take-Away

A training needs analysis allows you to explore the performance, skill, and
knowledge gaps that diminish employee productivity. However, you can also root
out ineffective online training materials that are draining your resources.

As a result, your organization will be able to improve on-the-job performance and

get the best return on investment.

CHAPTER -4

4. IDENTIFICATION OF TRAINING AND

DEVELOPMENT AT BRITANNIA
4.1. TRAINING REPORT OF BRITANNIA:-

BRITANNIA attaches utmost priority to human resource development with

focus on regular up gradation of the knowledge and skills of the employees and
equipping them with the necessary expertise to meet the challenges of change and
grow successfully. A number of executives have undergone various training
programmes in different institutions which are as follows:

 FSSAI

 CONFEDERATION OF INDIAN INDUSTRY

 ST.JOHN AMBULANCE

 GLOBOGRARY MANAGEMENT INSTITUTE

 NESTAC BEHAVIOURAL DEVELOPMENT CENTRE

4.2 PROSPECTIVES :-

In organization where group of employee have to work have a multiplayer

responsibility & authority for achieving objectives & goals, measurement of
performance become an important aspects as it was not possible to have
performance check with job assign with all the performers & there is no face to
face contact and meeting ground as was available during the field performance and
exhibiting talent by the person as in the per industrial era.

But the post-industrial era shows a different structure. In this generation of

five – principle factor i.e. man, machine, money & method. It is the “Human”
which is the most factors among others.

“Manpower” or human resources may be termed as sum total knowledge,

skill, creative and ability of an individual involved. These human elements as
resources have certain distinctive features, which make it out from other material
resources. There are as follows:

 The investment in human has large return.

 The distinguished factor consideration by the unit which his manager itself,
with essential supporting facilities including other men who must assist.

 The logic of “Hire & Fire” of employee is fast getting obsolete & difficult to
apply.

 The cost effectiveness of a material input usually cannot be less than zero.
However the measure of the manager contribution to enterprise can be
conceivably assume negative values.

Measurement & verification of managerial effectiveness is of more complex

& uncertain. This puts on extra burden & new dimension to the evolution,
appraisal & control system of the use & effectiveness of human recourses.
In addition it should however be admitted that while mammoth advance in
science and technology have revolution our way of life. Our knowledge is how to
employ people legsof behind.
So through effective development process i.e. “Training system” the
management strives to have the right number of , right kind of people at the time ,
to do right time , to do right things, which results in both the organization and
individual receiving the maximum & long term benefit .

4.3. OBJECTIVE :-

To develop a competent, self – reliant employee with full of motivation and

ability to work with present job.

The objective of this resources process mainly concentrated upon following

points:

 To study the existing “TRAINING & DEVELOPMENT” system of

“BRITANNIA”.

 To measure the effectiveness of training imparted.

 This project report has been given for details study over a period of one year.
The sample study was about 50 employees. Nevertheless it does not fail to
study the objectives.

4.4 TOOLS OF DATA COLLECTION:-

Data can be collected in two ways. These are

Primary source – Interacting directly with persons responsible for training &
development, workers, staff, fields reports etc.
Secondary data source – Internet, Journal and Department manual etc.

Keeping in view with the objective of our investigation process tools used for data
collections are

 Interview ( Personal )

 Questionnaires / Survey

 Tests

 Observation

 Performance Records

4.5 TRAINING PROGRAMMES

Training need is defines as a gap, which exists between the required and actual
standards of performance in a task that can be bridged by training. With the help of
training and development programs organization has improves its productivity &
efficiency level to an utmost position.

Training is required for several purposes. Accordingly, training programs that are
organized in BRITANNIA Foods Pvt. Ltd. are as follows:

1. Orientation Training: Induction or orientation training seeks to adjust newly

appointed employees to the work environment. It is brief and informative.

2. Job Training: Employees may be taught the correct method of handling

equipments and machines used in a job.

3. Safety Training: Training provided to minimize accidents and damage to

machinery. It involves instruction in the use of safety devices.
4. Promotional Training: It involves training of existing employees to enable them
to perform higher level jobs.

5. Refresher Training: Employees to be trained in the use of new methods and

techniques. This training is designed to revive and refresh the knowledge and to
update the skills of the existing employees.

4.6 TRAINING PROCESS

Identification of training needs at the beginning of

each financial (Based on feedback from
department head)

HR Department Annual Training Calendar

Corrective
Approved by HR Manager Preventive
Action
 Nomination of Personnel from Department Based
on Competency & Job Requirement

4.7 IDENTIFYING TRAINING NEEDS

All training activities must be related to the organization and the individual
employees. The effectiveness of training programme can be judged only with the
help of training needs identified in advance. In order to identify training needs the
gap between the existing and required levels of knowledge, skills, performance and
aptitude should be specified. The problem areas that can be resolved through
training should also be identified.

IDENTIFYING TRAINING NEEDS

Job

Present Performance Desired Performance

Gap

Training needs can be identified through the following types of analysis:

 Analysis of Objectives – long term and short term objectives.

 Resource Utilization Analysis – in meeting the operational targets.
 Task or Role Analysis – to identify job contents, the knowledge, skills and
aptitude required.
 Manpower Analysis – In this, the persons to be trained and the changes
requires in the knowledge, skills and aptitude of an employee are
determined.

4.8 TRAINING CALENDAR

Training Calendar consist of decision about the subjects on which training has to
be given according to the need and about the Man Days, i.e., time period of
training then total man-days in how many months. (Duty of 8 hours = 1 Man-Day).

Subjects of training at BRITANNIA Foods Pvt. Ltd. are:

 Food Safety Policy and Objectives

 General awareness of HACCP & HACCP Plan
 Personnel Hygiene
 General Safety
 Format Filling
 Monitoring of CCP’ and Zero FBC
 Operational PRP
 Pest Control Participates
 Cleaning & Sanitation
 General PRP Glass and Brittle Plastic
 Food Safety management ISO 22000, key elements & requirements
 Positive attitude and Food Safety
 Fire Fighting
 Art of Timing
 Food Safety

4.9 TRAINING& DEVELOPMENT AT BRITANNIA :-

Towards creative and learning organization , training & development activities are
remain integral part of company’s philosophy and culture ,which aimed to bride
the gaps between existing performance to excepted performance through
component employees by developing their skill and knowledge we enable us to
respond positively to the changing business scenario , technological advancement ,
equipment sophistication and managerial innovation.

4.91 THE BASIC PHILOSOPHY ::-

The two basic approaches to training undertake are on the job training (O-J-T) and
self-development. Improving the ability of individual not only helps the company
bottom line, but also increases peoples zest for life and pride in their work. Off-
the-job training and support activities are also important in ensuring training
efficiency.

Class Room Training O.J. Training

Annual Training Calendar (ATC) Fresher training

Standard time module Annual training calendar

External Training

Workshop Multi skill training

Re-training & horizontal training are the key feature of our integrated training
approach

PARTICIPANTS IN TRAINING &DEVOPMENT :-

Following categories of employee are encompassed in training & development

activity of the company.

 Senior officers and above

 Staff and officers
 workmen

Number of Course & Duration:

COURSE DURATION
Fostac (By FSSAI Facilitator) 1 day

GMP & Food Safety 1 day

Chemical Control & Handling 1 day

Blood & Bodily Fluid Policy 1 day

Allergen Control & Management 1 day

Foreign Material Control Devices Inspection 1 day

Personal Hygiene & Food Safety 1 day

Electrical Safety 1days

Fire Fighting Safety Training 1days

Anti Sexual Harassment 1days

Year No of people Training cost

2015 45 (executives) 18,0000

 60 (non executives) 15,0000
33,0000

2016 60 (executives) 24,0000

200 (non executives) 50,0000

75 (executives)
30,0000
2017
360 (non executives)
90,000

12,00000

96 (Executive) 38,40,00
2018 360 (Non Executive) 90,00,00

1,28,40,00

CHAPTER -5

5.RESEARCH METHEDOLOGY
5.1 RESEARCH OBJECTIVE

 To study the identification process of Training at Britania.

 To have an idea about existing training and development system
 To collect the information regarding how well is the system working
 To study the training and development schemes adopted by the organization

5.2 RESEARCH DESIGN :-

Acquiring knowledge about training imparted

This research mathology has the following steps:
 Getting preliminary data from HR department

Maintaining the collected data about the various training

programmers

Observation whether the training imparted fulfilling the objectivity or

target of the organization

Examining the effectiveness of traning programmer by using different

tools of the organization.

Suggestions and Recomandations

5.3 TRAINING CYCLE:-

To access training needs

Analysis of training required

Calendar / plan
 To organize and conduct training programmed
as per calendar

Reforming around basing on the performance of

workers

CHAPTER -6

6.DATA ANALYISIS

FUNCTIONAL TRAINING
 CHEMICAL CONTROL AND HANDLING
18
16
14
12
Total
10
8
6
4
2
0
FINANCE HR LOGISTICS MECHANICAL PRODUCTION QUALITY

 From this sample survey we have observed that in chemical control and
handling training the employees from production department participate in
huge number.
 Zero participation from finance employees.
 The employees from quality department have participated less in comparison
to production department. As the quality department employees have a vital
role in chemical control I suggest to create more awareness to attend and
conduct these training more.

FUNCTIONAL TRAINING
 FOOD SAFETY

25

20

15

10

0
FINANCE HR LOGISTICS MECHANICAL PRODUCTION QUALITY

 From this sample survey we have observed that in food safety training the
employees from production department participate more.
 Less participation from finance and HR employees.
 As food safety is a common training for all, there should be equal number of
participation from each department.

BEHAVIOURAL TRAINING
 Behavior Based Safety

25

20

15

10

0
FINANCE HR LOGISTICS MECHANICAL PRODUCTION QUALITY

 From this sample survey we have observed that in BEHAVIOURAL

training the employees from production and quality department participate
more.
 Less participation from finance and HR employees.
 As behavioural training is a common training for all there should be equal
number of participation from each department.

OVERALL TRAINING
 OVERALL TRAINING

FINANCE
HR
LOGISTICS
MECHANICAL
PRODUCTION
QUALITY

 From this sample survey we have observed that in overall training the
employees from production, mechanical and quality department participated
more.
 Less participation from Finance, Logistics and HR employees.
 As the maximum trainings at BRITANNIA overally based on production so
the participation of each department from production, quality and logistics
participated more.

CHAPTER -7
 6. COCLUSION & RECOMMENDATIONS

6.1 RECOMMENDATIONS :-

The success of training and development programmer depends on the sincerity of

the management and the degree of interest of management takes in the
development and the utilization of human resource to achieve the organizational
goal effectively. Hence based on the observation and analysis on the resource
work following are some suggestion for the effective utilization of human resource
with the sound “Identification Of Training Need and Development” system.

 A suitable reward system could be incorporation for the employees

contributing to the organization goal in BRITANNIA.

 Employee not performing well regularity or for long duration after a

rigorous training may be prescribed for counselling.

 There is an urgent need of sensitizing the opinion of leaders about the

possible productive& social responsibilities of organization.

 There is need for

1. Concern for people & not for position

2. Continuous process re-engineering

3. People participation.

 Training feedback should be mandatory for every employees.

 BRITANNIA should adopt “job rotation” for educational learning purpose.

It would better to break down departmental provincialism; every one is
 allowed to move from one to another in operation. It will also develop inter
department co-operation,

 BRITANNIA should follow the process of management development ,

which are as follows:

 Transforming the organization climate in which knowledge will be

appreciated.

 Providing experimental learning for the improvement of performance by

self-study

 Self-realization by typing to understand “who am I “from the point of view

of motivation and satisfaction

6.2 CONCLUSION

The face of the organization is changing first due to privatization, Technological

advancement in the company is progressing very fast as in present day
organizations should be tuned with the latest technologies otherwise it will lag
behind in the competitive global market.

The study indicates that no objective data to support a claim that the use to an
employee’s performance appraisal for employee’s development purposes, made
employees more effective at the organization.

BRITANNIA creates zeal in the employees by providing attractive remuneration

and provides career enhancement opportunities by allowing them to pursue higher
education and sponsoring them for training.

The training and development programme enhance the employee’s capability of

their work more effectively than before.
The prime concern of the organization is to recruit talented, dynamic and target
oriented graduate Engineers, diploma holders, ITI personals and skilled workers in
order to enhance efficiency and financial condition of the organization as well as
the country.

BRITANNIA adopted latest education and training schemes to upgrade their

manpower in order to mould them in the latest technological frame.

Similarly in the field of training, they are adapted latest techniques, hiring
external agencies and sending employees to reputed institution/organization for the
benefit of the company.

I got a very good experience during this dissertation programme and hope
BRITANNIA will be the leader in the power sector market for the next decade.

BIBLIOGRAPHY

T.N. Chhabra:

Human Resources Management

DhanpartRai&Co.(P)Ltd.
 Educational & technical Publishers

Gray Deshler

Human Resources Management.

Pearson education Pvt. Ltd.

#Rolf P Lynton #UdaiPareek

Training for Development

Second Edition

www.britannia.co.in
Material provided by BRITANNIA INDUSTRIES LTD.