ON Effectiveness of training IN Britannia INDUSTRIES LIMITED





I take this opportunity to express my profound and sincere gratitude to SARASWATI INSTITUTE OF MANAGEMENT AND

TECHNOLOGY,RUDRAPUR for providing me with the opportunity to explore the corridors of the corporate world and gather invaluable information and practical experience via sung training project in human resource . I express my sincere gratitude Mr.ShekharSinha (HR Manager,

BRITANNIAPVT LTD, RUDRAPUR, UTTRAKHAND) for his guidance during the course of my training. I am highly indebted and appreciate his relentless and valuable support, and the creative inputs given for the completion of my summer training. Words are insufficient to express my gratitude towards MR. MOHD. ALI JINNAH (director). I would like to give my heartily Thanks to Mrs. POOJA JOHRI, (head of management department), who permitted me for the same. I am very thankful to Ms. Neha Agarwal, (my project guide), who helped me at every step whenever needed.


The project report in based on my industry Training in BRITANNIA PVT LTD,SIDCUL, PANTNAGAR, RUDRAPUR,producing biscuits under the brand name ‗BRITANNIA‘. The summer -training is to acquaint the study with the real life situation of the organization.

The most valuable critical aspect of any organization is dealing with its financial matters. Fulfillment of legal requirements and maintaining timely and proper accounts and preparing budgets are some of the critical and complex part of finance department's duties. Maintaining cash and handling funds is also important for the survival and growth of any organization

―EFFECTIVENESS OF TRAINING IN BRITANNIA‖ In partial Fulfillment of the requirements for the award degree of Master of Business Administration (MBA) course. is an authentic Record of my own Work carried out under the supervision of Mr. Pooja johri. SHEKHER SINHA (H. DEHRADUN).Manager In Britannia. . Rudrapur) and Mr. Rudrapur).The matter presented in this Project Report has not been submitted by me for the Award of any other degree of this or any other University. Rakesh Vohra (training Head in Britannia.STUDENT DECLARATION I hereby certify that the work which is being presented in the project entitled. SARASWATI INSTITUTE OF MANAGEMENT AND TECHNOLOGY (Affiliated to UTTRAKHAND TECHNICAL UNIVERSITY.Neha Agarwal Student sign Riya Bhatia HOD Mrs.R. Supervisor sign Ms.


The original work was carried during in Britannia. This work has not be been submitted anywhere else for other degree/diploma.CERTIFICATE OF COMPANY This is to certify that the project work done on ―EFFECTIVENESS OF TRAINING PROCESS IN BRITANNIA‖ submitted to Saraswati. . Rudrapur by Riya Bhatia in partial fulfillment of requirement for the award of degree of MBA is a bonafied work carried out by her under my supervision and guidance.



In addition to the basic training required for a trade. and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It can raise awareness and provide people with the opportunity to explore their existing knowledge and skills. . skills. Training is ‗the process of bringing a person to an agreed Standard of skill by practice and instruction‘. upgrade and update skills throughout working life. This newsletter concentrates on planning. delivering and reviewing training sessions designed for employees like health workers. observers of the labor-market[who?] recognize as of 2008 the need to continue training beyond initial qualifications: to maintain. People within many professions and occupations may refer to this sort of training as professional development. There are many different kinds of training for many different audiences. Another definition is ‗a trainer and Participant working together to transfer information from the trainer to the Participant. The term training refers to the acquisition of knowledge. attitudes or skills so they can perform work tasks better‘. to develop the participant‘s knowledge.CHAPTER -1 INTRODUCTION Training is a means of communicating new knowledge and skills and changing attitudes. including service providers and service users. occupation or profession. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). preparing.

design. needs analysis. feel more and act more. The outdoor experience is a key condition for outdoor activities to become learning experiences. These processes can be grouped into the following phases. implementation. The exercises are designed to involve all types of learners: Visual Auditory Kinesthetic Experiential Learning: Our Outdoor Experiential Learning Division has been designed to tackle some of the most pressing issues in organizations. the unfamiliar environment facilitates participants in developing new perspectives about themselves and their normal environments. "Insight & Action" thus pushing you to hear more. we replace the participants‘ typical home or work environments and take them on a journey into the nature. and evaluation. The objective of Outbound Training is to focus on the overall physical and mental development of the trainee through experiential approach towards education. where the earth. . skies and mountains serve as their black boards and power point presentations are replaced by self serving physical and mental assignments. There has been tremendous growth in outdoor education during the last few years due to its immediate results and continued effectiveness. Training is a set of a systematic processes designed to meet learning objectives related to trainees' current or future jobs. The participants are thus aligned with the concepts being taught and feel more alive as the exercise inspires enthusiasm for learning.Management Games / Role Plays: Management Games & Role Plays help to bridge the gap between "Knowing & Doing". In our residential outdoor training programs. see more. development.

A significant definition describes training as the acquisition of knowledge. Training involves the acquisition of knowledge. Their information requirements fall into two categories: whether the . occupation or profession. concepts. information should also be collected to determine whether training is assisting the organization to improve its business performance Training Evaluation Approach Evaluation methods should be determined based on the goals of the training process and should meet the demands of the various stakeholders involved. Organizations administering the -program not only are accountable for what employees learn. It aims at helping the workers to work better in a more meaningful manner. rules. employees and business units. or changing of attitudes and behaviours to enhance the performance of employees. the training evaluation process is a critical component of an organization‘s training program. In today‘s environment of increased accountability. and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. organizational stakeholder groups include the training department. While traditional training evaluation methods focus on using the assessment process to improve training delivery. economically and intellectually. socially. People within many professions and occupations may refer to this sort of training as professional development. upgrade and update skills throughout working life. observers of the labor-market[who?] recognize as of 2008 the need to continue training beyond initial qualifications: to maintain.Training is to make sure the availability of a skilled and willing workforce to an organization. Typically. sharpening of skills. physically. In addition to the basic training required for a trade. morally. they also are accountable for ensuring that employees transfer their knowledge to their work performance. skills. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). Every organization has multiple stakeholders and not everyone within the organization has the same information needs.

whether the training material has been learned. The training department requires information about competency learning to determine the effectiveness of training delivery and approach. • Knowledge Review. This information can be obtained through: • Questionnaires. Knowledge reviews refer to a general group of assessment tools in which . It is at the individual level that organizations are able to assess employees‘ reactions and increased understanding. The training delivery section should determine whether the information was presented in a logical order. Reactions are important because. It will also allow the training department to maintain an internal inventory of training vendors or offerings that have been rated best or least effective. Data concerning the overall effectiveness of training procedures.competencies have been learned and whether the learning has been applied toward improved performance. they are less likely to transfer what they learned to their work.Questionnaires offer a structured tool that may provide both quantitative and qualitative information about employee reactions to the training event.Assessment of Competency Learning The assessment of competency learning. if students react negatively to a course. The training content section should target questions to ascertain whether the training materials provide useful information that will assist in performing work tasks and whether the employee is more knowledgeable about the subject matter following the training event. skills and abilities is the primary aim of a training event.Knowledge reviews offer an objective means of determining whether training content has been learned. is best conducted at the individual level. The questionnaire should focus on both training content and delivery. Increased understanding in terms of new or improved knowledge. This information will assist the training department in determining how the training material should be revised or supplemented and whether the training medium used is best suited to the training content. appropriateness of media and instruction methods and other issues relating to possible revisions in instructional design may prove to be very valuable to the training department and will assist them in better serving the needs of the other stakeholders involved. at the appropriate level of detail and in an appropriate format.

This information will be useful in assisting the training department to improve the course material. The tool should be developed as a short answer or multiple-choice instrument using the same questions in each administration. highly structured observation focuses on monitoring particular points in the training event and commonly involves the utilization of a checklist of the points to be observed. Training department personnel should observe employee interaction. the information provided to employees should be related to their ability to do their job better.employees read questions and respond in writing. However. Alternatively. The knowledge reviews may be administered by delivering the tool at the start and end of the training event. The questions on the knowledge review should adequately address the learning objectives of the training. presented in a different order. • Observation. Informal observation can be used to provide general information about the training structure. level of engagement with training instructors and responses to course content.Observation is another evaluation method that provides information regarding employee reactions to the training. These stakeholders will benefit by understanding their own strengths and weaknesses and how they have been addressed through the training process. This information can be obtained through: . This evaluation technique may be informal or highly structured. Employees also require information about competency learning. The results of each administration of the knowledge review can be compared to measure knowledge transfer during the training event.

Another means of providing employees information about their skill development is to require business unit managers to conduct an assessment of each employee‘s level of knowledge. To implement this concept.  Skill Gap Analysis . This assessment should be used for informational purposes only and should not be linked to the employee evaluation process. employees are using appropriate behaviors on the job. as a result of training. the manager should review it and provide feedback to the employee on strengths and areas for improvement. skills or abilities following a training event. Assessment of Competency Application The assessment of competency application. The results of the portfolio are not intended to be linked to employee performance evaluations.The employee portfolio is an effective means of providing information to employees as well as their managers about the level of mastery of particular knowledge. If. After receiving the portfolio. Employee Portfolio. The Skill Gap Analysis can be administered using a survey instrument. A skill gap occurs when an employee is rated with a lower level of skill than the position requires. employees should be required to identify the learning objectives of the training and within a 60-day time frame develop a work sample for review by the manager that demonstrates the application of their learning. Employees can use the results of this assessment to track their skill development over time from their manager's perspective. whether the competencies have been applied to improve performance and justify the investment. this should have a . skills and abilities relative to the level required for successful performance in the position. The business unit manager should be required to ensure that within that time frame employees are assigned activities that will allow them to produce the portfolio. where performance changes can be assessed and related to training costs incurred. is best conducted at the organizational level. The employee portfolio should be designed to be used for informational purposes only.

the level of performance improvement should justify the expenditure. For the business units.positive impact on their performance. However. The information will assist them in making sound business decisions and determining training priorities. This information can be obtained through: • Analysis of Organizational Performance Measures . These measures will enable performance tracking to identify trends and areas requiring further attention and/or interventions. the training evaluation process can provide opportunities to determine how competencies are being applied on the job. .Organizational performance measures identify the metrics against which successful business unit operations can be evaluated.

 To understand the impact of training programme on employees.  To understand the effectiveness of the training programme conducted by a company.OBJECTIVES OF THE STUDY The organization must foster the type of training that can encourage the natural desire of the employees to contribute their services and sincerity towards their work. . The main objectives of the study are:  To understand the pattern of training programme at Britannia.  To know the satisfaction level of employees with the work followed in BIL  To provide guidelines for changes/ improvement of work system of employees within the related area or department.

Research design refers to the pattern or outline of a project. to Kerlinger. It comprises a series of decisions that are taken together and provide a plan for the execution of the project.RESEARCHMETHODOLOGY Research Design Acc. “Research design is the plan structure & strategy of investigation conceived so as to obtain answers to research questions and to control variance. Random sample of 60 employees is taken into consideration. Stratified random sampling method is used. the task of data collection begins. DATA COLLECTION:- When research problem has been defined or research plan has been chalked out. Population – Workers of Britannia Sample – The work on whole population is done through a sample of population. There are two types of data1PRIMARY DATA . considering that sample represent the characteristics of population.

2- SECONDARY DATA PRIMARY DATA:– Primary data are those which are collected fresh and for the first time and original in character. COLLECTION OF SECONDARY DATA:- . METHODS OF COLLECTING PRIMARY DATA:- 1234- OBSERVATION METHOD INRTVIEW METHOD QUESTIONNAIRE SCHEDULES SECONDARY DATA:- Secondary data are those which have already been collected by someone and this data has already been passed through a statistical process.

The respondents were personally contacted and the information was received. they may be found in diaries.  Reports prepared by research scholars. and other sources of published information. then he has to look into various sources from where he can obtain them.  Technical and trade journals. published biographies and autobiographies and also may be available with scholarship and research workers.e. unadvertised.. books. In this case he is certainly not confronted with the problems that are usually associated with the collection of original data. Various guidelines for constructing a questionnaire were kept in mind like:  Various aspects related to problems in study . Preparation of the questionnaire An extensive questionnaire covering the minute details of the responses of the workers was prepared. Usually published data are available in:  Various publications of the control state are local government. When the researcher utilizes secondary data. Secondary data may either be published data or unpublished data. labour bureaus and public/ private individuals and organizations. trade association. The sources of unpublished data are many.  Various publications of foreign government or of international bodies and their Subsidiary organization. historical document. economists etc in different fields.Secondary data means that are already available i. magazines and newspapers. letter. they refer to the data which have already been collected and analyzed by someone else.  Public record and statistics.

 Closed ended questions  Simplicity  Straightforward questions  Avoidance of technical and vague terms  Crosscheck questions  Use of proper scale  Pilot study  Design of the questionnaire  Concrete question to conform as much as possible the respondent’s way of thinking  Number and length of questions  Intensive literature survey LIMITATIONS OF THE STUDY .

although every effort has been made to make the study as precise & accurate as possible. During course of study.Every search work has limitations. Even though the necessary measure have been taken in conducting this research. it in culminates several limitations:  Whole population is not considered to avoid in the analysis.  Sample has been taken out according to personal judgment. .  Respondents might not have answered few questions correctly out fear of management and unstated biasness. As the complete enumeration of the whole population would not have justifiably increased the accuracy.  Difficulty was faced in getting the resources to various questions because respondents could not devote enough time to us. which may not be accurate. but one cannot guarantee 100% accuracy & preciseness because of limitation one has to undergo during the study.

The training is to be carried out in a comprehensive and exhaustive manner so that staff becomes familiar with all aspects of the recovery process.SCOPE OF STUDY 1. 2. Consideration should also be given to the development of a comprehensive corporate awareness programme for communicating the procedures for the business recovery process. .

the FMCG sector purchases nearly INR9. Nirma Ltd Dabur India Ltd.2 INDUSTRIAL PROFILE FMCG covers the industry overview. eChoupal.CHAPTER . plus the comparative matrix and SWOT of the industry leading players: Hindustan Unilever Ltd. the retail price for rice in Bangalore had the most drastic hike in price.600cr worth of agricultural products and processes them into value-added products while the sector accounted for nearly 40% of the media industry's revenue. It also covers the market trends and outlook. where its price increased two-fold from INR12 per kg in 2007 to INR36 per kg two years later.7 billion. food and beverages industry.000cr and analysts projected a growth of 15% in 2010 (2009: 12%) as the economy shows signs of recovery. Union Budget 2010-2011. distributors and others. ColgatePalmolive India Ltd. food inflation. India's FMCG sector had a value of INR86. household care and personal care. FDI Policy in Retail Trading and government policies and initiatives. With a total market size in excess of USD14. Besides that. India's FMCG industry is the fourth largest sector in its economy and plays a vital role in India's socio-economic front with nearly eight million stores selling FMCG and employing about 25 million people as wholesalers. In India. India's food industry accounted for nearly 65% . general economic environment. and Godrej Consumer Products Ltd Summary In 2008. regulatory issues namely National Food Processing Policy. growth in rural areas.

the hair care market size (includes hair oils. 360cr oral care market (includes toothbrush and tooth powder) experienced a 10. In 1997.67 billion in 2008-09. SIDCUL in which I would like to pursue my internship. The summary training is to acquaint the study with real life situation of the organization. Britannia is among the top ten FMCG companies in India and is positioned successfully on the specialist biscuits platform. & Delhi. Britannia was acquiring a reputation for quality and value. In 1999. The company has 3 manufacturing units in India. the ―Britannia Khao. the company unveiled its new corporate identity – ―Eat Healthy. India's INR3. Kolkata. It gives an opportunity to utilize and integrate the theoretical knowledge acquired in the classroom with the practical experiences acquired from the organization. It celebrated its Platinum Jubilee.of the nation's retail market and has an estimated value of USD182 billion. shampoos. 000cr with strong growth of 14. Think Better‖ – and made its first foray into the dairy products market. In India Britannia industries are located in Rudrapur (Uttarakhand). Britannia had proven its expertise in the fields of Food product.8% growth during the first quarter of 2009-10. On the other hand. creams. More importantly. livestock and cereals increased by 10% to reach USD8. exports of fresh and processed vegetables. Biscuits flavors. conditioners. Health product. COMPANY PROFILE The present report is based on Britannia Industries ltd.) was approximately INR8. . fruits. Diary product. hair dyes and etc. Meanwhile.68% in the first quarter of 2009-10.

The Company has got ISO14001 certificate and as well as ISO 22000 certificate also. The main aim of the Company is to make available good and improved quality biscuits to each and every part of the country. The Company was established at the Pantnagar branch on 1April2005 mainly for production with a production coverage area of approximately 20 acres. A Britannia biscuit Company Limited was originally incorporated on 21st March 1918 under Indian Companies Act under the name ―The Britannia Biscuits Company Limited‖ under section 21 of Companies Act and approval of Central Government. . Britannia strode into the 21st Century as one of India‘s biggest brands and the pre-eminent food brand of the country. It was equally recognized for its innovative approach to products and marketing: the Lagaan Match was voted India‘s most successful promotional activity of the year Registered office of Britannia Industries Limited is situated in West Bengal. 1956.The control of management is through Board of Directors. This company is registered under Companies Act.World Cup Jao‖ promotion further fortified the affinity consumers had with ‗Brand Britannia ‘The Company is pursuing for ISO14001 certificate and it is ISO 22000 certified.

Britannia‘s business was flourishing. the biscuit market continued to grow… and Britannia grew along with it. But.295. and in 1921. Britannia mechanized its operations. the Britannia Biscuit Company took over the distribution of biscuits from Parry‘s who distributed Britannia biscuits in India. The beginnings might have been humble-the dreams were anything but. the the Government reposed its trust in Britannia by contracting it to supply .100 crore revenue mark. Once upon a time. it became the first company east of the Suez Canal to use imported gas ovens. The company we all know asBRITANNIA today. Britannia Biscuit Company was rechristened Britannia Industries Limited (BIL). in 1892 to be precise.GROWTH AND DEVELOPMENT OF COMPANY The story of one of India‘s favorite brands reads almost like a fairy tale. large quantities of ― service biscuits‖ to the armed forces . The following year. with the advent of electricity. Britannia was acquiring a reputation for quality and value. In 1975. a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with an initial investment of Rs. during the tragic World War II. Indian shareholding crossed 60%. it crossed the Rs. As time moved on. more importantly. Four years later in 1983. In the subsequent public issue of 1978. firmly establishing the Indian ness of the firm. As a result. By 1910. On the operations front.

and The Economic Times pegged BRITANNIA India‘s 2nd Most Trusted Brand. Forbes Global rated BRITANNIA ‗One amongst the Top 200 Small Companies of the World‘. it celebrated its Platinum Jubilee. It was equally recognized for its innovative approach to products and marketing: the Lagaan Match was voted India‘s most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became India‘s most successful product launch. the world‘s second largest Dairy Company. the company unveiled its new corporate identity – ― Eat Health Think Better‖ – and made its first foray into the dairy products market. In 1997. Britannia strode into the 21st Century as one of India‘s biggest brands and the pre-eminent food brand of the country. and Britannia New Zealand Foods Pvt. In 2002. and that miniscule initial investment has grown by leaps and bounds to crores of rupees in wealth for Britannia‘s shareholders.company was making equally dynamic strides. Britannia‘s fairy tale is not only going strong but blazing new standards. Today. Ltd. In 1992. World Cup Jao‖ promotion further fortified the affinity consumers had with ‗Brand Britannia‘. more than a century after those tentative first steps. In 1999 the ―Britannia Khao. The company‘s offerings are spread across the spectrum with products ranging from the healthy and economical Tiger biscuits to the more lifestyle-oriented Milkman . Britannia‘s New Business Division formed a joint venture with Fonterra. In recognition of its vision and accelerating graph.was established.

The vigour in the company's operations seems to have increased after two important events in the past couple of months .first.000 crore biscuits market in India and the seven . each of which does more than Rs 200 crore business. Britannia controls a third of the Rs 8. of course." she says. the Wadias bought out French foods major GroupeDanone's stake in the company. That may be a hard-to-digest tag line. Britannia ended its joint venture with New Zealand-based Fonterra for the dairy business. The mantra of India's leading bakery products firm is to continuously infuse more zindagi into its lifeline .Cheese. doesn't want to talk about the tumultuous relationship the company had with Danone as it's strictly a shareholder issue. and second. Having succeeded in garnering the trust of almost one-third of India‘s one billion populations and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. happily ever after. "It never affected the running of the business.the seven pillar brands. but that's precisely what Britannia has been attempting to follow. Britannia Managing Director Vinita Bali. The success formula of India's leading bakery Products Company ‖Zindagi Mein Life‖. She could well be right as despite the past problems. And millions of consumers will favor the results.

In keeping with the underlying theme that the company produces good food that is fun to eat." chandra says. Under the Tiger brand. It is the biggest turnover generator as volume is high.pillar brands . It is growing but others are also showing good growth.Tiger. "Glucose is part of Tiger. the company is offering products spanning across segments . We are leaders in all segments except glucose biscuits. The only thing it is seeking to do now is to keep pace with India's fast evolving consumption patterns and needs. and glucose is a part of it. banana flavour. 50:50. But wanting to move away from a historical only-glucose offering.have already become household names across the country. The company has been in the glucose market since the past decade and has managed to garner around 17 per cent share in this high volume segment. Marie. This perhaps is the specific insight that has made Britannia morph its glucose-only brand 'Tiger' into a much larger brand by offering variety. but Tiger is more than glucose. Treat. Milk Bikis and Nutritive . lagging behind Parle's share of around 65 per cent. With Tiger we are looking at a broader canvas of kids' nutrition. Good Day.right from a basic glucose biscuit to a wholesome wheat grain to a richer creamy chocolate biscuit. we are offering a range of other varieties including cream. fortified with iron and others. Britannia is also leveraging the fact that children want to have fun . Glucose is a big chunk.

Goodday." But Chandra counters this by saying "For the past 12 quarters. THE ORIGIN OF ‘EAT HEALTHY THINK BETTER’ Britannia –the ‗biscuit‘ leader with a history-has withstood the tests of time.along with nutrition. but how it will pan out in the future. But we are working to ensure growth. But some brand and marketing consultants wonder whether Britannia is spreading itself too thin. Example: Three years ago. "It is a combination of positioning as a brand which is more enjoyable and good for you. But the base has now been enlarged to seven powerful brands. The company is also constantly expanding its list of brands with a sharp focus. Part of the reason for its success has been its ability to resonate with the . we have been recording a 20 per cent compounded growth rate and it is a reasonable period. broadly two to three brands were active . we do not know. Says a consultant: "It's a two-way sword and it depends on how well they are able to execute this strategy in the market place. The reason is kids like variety in any kind of segment and that is our approach behind expanding the Tiger brand. Tiger and to an extent Marie. So far so good. " Chandra says.

the one common thread to emerge in recent times has been the shift in lifestyles and a corresponding awareness of health. With consumer democracy reaching new levels. the new logo was born. encapsulating the core essence of Britannia – healthy. and optimistic – and combining it with a delightful product range to offer variety and choice to consumers. CODE OF CONDUCT The reputation that Britannia has built over the years for high ethical standards is one of our greatest business assets. variety and economy. over and above health and nutrition. nutritious.changes in consumer needs-needs that have varied significantly across its 100+ year epoch. Its ―SwasthKhao Tan Man Jagao‖ (Eat Healthy. Britannia saw the writing on the wall. To share the responsibility . Think Better) re-position directly addressed this new trend by promising the new generation a healthy and nutritious alternative – that was also delightful and tasty. This new awareness has seen consumers seeking foods that complement their lifestyles while offering convenience. People are increasingly becoming conscious of dietary care and its correlation to wellness and matching the new pace to their lives with improved nutritional and dietary habits. Thus.

The code is distributed to all employee and director and other associated With the business of the company.  Being committed to the safety of our employee. which include the following key points : 1. Workplace Responsibility  Being committed to far employment practices. must adhere.  Corporate assets (physical and intellectual) must not be used for personal Benefit  Exercise good judgment and standard of good taste when creating  Company  Maintain company record accurately and remain retain them in accordance with law 2. This handbook covers the code of details.To preserve and enhance this asset. and to which employee of Britannia and other who work with. and the laws that govern the activities of the company. or represent Britannia directly or indirectly. and offers and guidance for professional Conduct under six main headings. policies. including appropriate accounting controls  Identify. surface and resolve ethical issues with great speed. the company has documented the code of business conduct (COBC) for its employees. Responsibility of Employee  Maintaining ethical standard. The COBC outline the principle.  Being committed to discipline at workplace .

 Maintaining high standard of quality. Compliance with appropriate laws and internal regulation 3. supplier and competitor.  The company prohibits any payment of bribes. Fairly.  Ensuring not to use unfair and misleading statements when marketing  Britannia product and services. Privacy / Confidentially  Product proprietary and confidential information at all the times in accordance with applicable law  Keep employees information confidential 5. . Representing Britannia to customer and other external constituencies  Treating customer.  Preparing accounts accurately and maintaining records. 4. Corporate Social Responsibility  Catering to the national interest.  Committed to be a good corporate citizen.

refine prepare. prepare for market and deal in farinaceous foods for all kinds and in particular biscuits. 4. cakes and confectionary and food of every description suitable for individuals. 2. Gupta and company and Britannia biscuits company and all or any of the lands. . 3. plant and machinery. dealers in flour.OBJECTIVES OF THE COMPANY The objectives of the company are as follows: 1.S Brothers and company. To acquire and take over as a going concern the biscuit manufacturing business now carried on at Dum dum junction under the styles or firms of V. To carry on business as millers and grain merchants. whether solid or liquid. sell. assets and liabilities of the proprietors of that business in connection there with and with a view thereto to enter into the agreement referred to in clause 3 of the companies article of association and to carry the same into effect with or without modification. buildings. To manufacture. sell. import export and deal in provisions of all kinds of wholesale and retail. grow. To carry on business as bakers and confectioners and to manufacture buy. buy. rice and other produces. breads.

Britannia‘s are hand-picked for a singular purpose…to perpetually ensure Market Leadership and generate exemplary performance in every function. Britannia‘s exhibit the following leadership behaviors (we fondly call Bulbs – Britannia Universal Leadership Behaviors)           : Integrity Team Orientation People Development Learning Orientation Customer Orientation Quality Orientation Drive for Results Entrepreneurial Spirit System and Process Orientation Communication .WHAT MAKES A BRITANNIA If you think Britannia‘s are extraordinary individuals who are passionate about everything they do…create inspiration through everything they do…and succeed in everything they do…you‘re probably right.

ACTIVITIES OF COMPANY Sales Research & Development Marketing Human Resources & Legal Activities of the company Quality Assurance Finance & IT Technical Exports & Operations .

It helps to expand the horizons of human intellect and an overall personality of the employees. team spirit. and inter-team collaborations. and peers. • Organization Culture .Training and Development helps in inculcating the sense of team work. The employees get these feelings from leaders. • Organization Climate .Training and Development helps building the positive perception and feeling about the organization. • Development 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.Training and Development helps to provide an opportunity and broad structure for the development of human resources' technical and behavioral skills in an organization.Training and Development helps to develop and improve the organizational health culture and effectiveness. subordinates. • Team spirit .IMPORTANCE OF TRAINING • Optimum Utilization of Human Resources . • Development of skills of employees . It helps in inculcating the zeal to learn within the employees. It helps in creating the learning culture within the organization.Training and Development helps in increasing the job knowledge and skills of employees at each level.Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. • Productivity . . It also helps the employees in attaining personal growth.

• Quality .Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. .Training and Development helps in improving upon the quality of work and work-life. • Profitability . • Image .Training and Development helps in improving the morale of the work force.Training and Development helps in creating the healthy working environment.Training and Development leads to improved profitability and more positive attitudes towards profit orientation. • Morale . • Health and Safety . It helps to build good employee.Training and Development helps in creating a better corporate image. • Healthy work-environment . relationship so that individual goals aligns with organizational goal.

observations. You will find that all four of these steps are mutually necessary for any training program to be effective and efficient. The techniques necessary for the data collection are surveys.ESTABLISHING A NEEDS ANALYSIS. . STEP 1.TRAINING PROCESS Establishing a need analysis Developing training programs Deliver the training program Evaluate training program Training is one of the most profitable investments an organization can make. If you have ever thought about developing a training program within your organization consider the following four basic training steps. No matter what business or industry you are in the steps for an effective training process are the same and may be adapted anywhere. This step identifies activities to justify an investment for training.

Organizational Level – Training need analysis at organizational level focuses on strategic planning. and should always be the first step of the training process. low productivity.―What‖ type of training is needed? .―Why‖ is training needed? . procedures.―How‖ will the training be performed? By determining training needs. Several examples of an analysis outlining specific training needs are customer dissatisfaction. and also highlights the occasions where training might not be appropriate but requires alternate action. Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. It helps to plan the budget of the company. Establishing a needs analysis is. an organization can decide what specific knowledge. areas where training is required. Training need analysis is conducted to determine whether resources required are available or not. The primary objective of all training is to improve individual and organizational performance.―Who‖ needs the training? And "Who" will conduct the training? . low morale. . and customer comment cards. TRAINING NEED ANALYSIS (TNA) An analysis of training need is an essential requirement to the design of effective training. and attitudes are needed to improve the employee‘s performance in accordance with the company‘s standards. The needs analysis is the starting point for all training.interviews. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. skills.―When‖ is the training needed? .     The objective in establishing a needs analysis is to find out the answers to the following questions: . business need. and high turnover. and goals. It starts with the assessment of internal environment of the organization such as.―Where‖ is the training needed? .

structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required. Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.

Individual Level – Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are:
      

Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational Level – Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation,

psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.

This step establishes the development of current job descriptions and standards and procedures. Job descriptions should be clear and concise and may serve as a major training tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures should be established from each responsibility outlined in the job description. This will standardize the necessary guidelines for any future training.

The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program. The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers. The trainees – A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design. Training climate – A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the

climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong. Trainees‘ learning style – the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. Training strategies – Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included. Training topics – After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes. Sequence the contents – Contents are then sequenced in a following manner:
    

From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

Training tactics – Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:
    

Trainees‘ background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources, etc

the use of various training methods. the trainer should be conscious of several essential elements. The trainer should have: .A strong compassion towards their participants. . the training technique must be decided. group training. .A desire to teach the subject being taught. One-on-one training. on-the-job training.           Before presenting a training session.Appropriate audio/visual equipment to enhance the training session.       Support facilities –It can be segregated into printed and audio visual. . Once you have designated your trainers. .A strong passion for their topic. markers. seminars. and trainee participation. good communication skills. . flip charts.A good sense of humor. etc. good planning. This step is responsible for the instruction and delivery of the training program. .A dynamic appearance and good posture. For a training program to be successful. The various requirements in a training program are white boards. make sure you have a thorough understanding of the following characteristics of an effective trainer. . and workshops are the most popular methods. .An ability to motivate participants to ―want‖ to learn.A working knowledge of the subject being taught. Constraints –The various constraints that lay in the trainers mind are: STEP 3: DELIVER THE TRAINING PROGRAM. including a controlled environment.

The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach. Physical set-up – Good physical set up is pre requisite for effective and successful training program because it makes the first impression on participants. the training is implemented. equipments.TRAINING IMPLEMENTATION To put training program into effect according to definite plan or procedure is called training implementation. Even the best training program will fail due to one wrong decision. Completing training design does not mean that the work is done because implementation phase requires continual adjusting. following are the factors that are kept in mind while implementing training program: The trainer – The trainer need to be prepared mentally before the delivery of content. redesigning. content. Training implementation can be segregated into:   Practical administrative arrangements Carrying out of the training Implementing Training Once the staff. Trainer prepares materials and activities well in advance. This will bring people together both physically and psychologically. Classrooms should not be very small or big but as nearly square as possible. topics are ready. right amount of space should be allocated to every participant. course. . and refining. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Preparation is the most important factor to taste the success. Therefore. Also.

surveys of customer comments cards. Methods for evaluation are pre-and post. and an increase in customer satisfaction and profits.  This step will determine how effective and profitable your training program has been. and how the program will run. The following information needs to be included:       Kinds of training activities Schedule Setting group norms Housekeeping arrangements Flow of the program Handling problematic situations STEP 4: EVALUATE THE TRAINING PROGRAM. . The trainer must tell the participants the goal of the program. the establishment of a cost/benefit analysis outlining your expenses and returns.Establishing rapport with participants – There are various ways by which a trainer can establish good rapport with trainees by:            Greeting participants simple way to ease those initial tense moments Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees‘ comments and opinions Telling the learners by what name the trainer wants to be addressed Getting to class before the arrival of learners Starting the class promptly at the scheduled time Using familiar examples Varying his instructional techniques Using the alternate approach if one seems to bog down Reviewing the agenda – At the beginning of the training program it is very important to review the program objective. what is expected out of trainers to do at the end of the program.

or to the regular work routines. evaluations will indicate its cost-effectiveness.    The reason for an evaluation system is simple. Without it. The need for training your employees has never been greater. Second. the trainer does not have a true indication of the effectiveness of the training. all training must receive support from the top management as well as from the middle and supervisory levels of management. You will be amazed with the results. The importance of the evaluation process after the training is critical. more jobs will become created and available. It is this step that will indicate the effectiveness of both the training as well as the trainer. First. evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization. Customer demands. allowing them to improve themselves for future programs. evaluations will provide feedback on the trainer‘s performance. Purposes of Training Evaluation The five main purposes of training evaluation are: . It is a team effort and must be implemented by all members of the organization to be fully successful. There are several obvious benefits for evaluating a training program. Training evaluation checks whether training has had the desired effect. employee morale. Third. Consider this information the next time you need to evaluate your training program. and employee turnover as well as the current economic realties of a highly competitive workforce are just some of the reasons for establishing and implementing training in an organization. employee productivity. The evaluations of training programs are without a doubt the most important step in the training process. To be successful. TRAINING EVALUATION The process of examining a training program is called training evaluation. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces. As business and industry continues to grow.

Control: It helps in controlling the training program because if the training is not effective. . Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. Research: It helps in ascertaining the relationship between acquired knowledge. then it can be dealt with accordingly. and training. Power games: At times. transfer of knowledge at the work place.Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits.

they are .PROCESS OF TRAINING EVALUATION Before Training: The learner's skills and knowledge are assessed before the training program. During the start of training. candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware.

This phase is designed to determine whether training has had the desired effect at . This phase usually consist of short tests at regular intervals. After Training: It is the phase when learner‘s skills and knowledge are assessed again to measure the effectiveness of the training.asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style. During Training: It is the phase at which instruction is started.

Today. young minds. TECHNIQUES OF EVALUATION The various methods of training evaluation are:     Observation Questionnaire Interview Self diaries MANAGEMENT TRAINING PROGRAMME AT BRITANNIA The search for young. enthusiastic talent is always on at Britannia. There are various evaluation techniques for this phase. with a huge variety of professional institutions spread across the country. there is a broader canvas to choose from. The Management philosophy encourages nurturing of talent through grooming of bright and young entry-level managers.individual department and organizational levels. The work culture at Britannia is characterized by strong performance focus coupled with result orientation Nurturing Talent An innovative company like Britannia is always on the lookout for innovative. The main sources of recruitment of Management Trainees are:  Business Schools (MBA)  Engineering Institutes  Food Technology Institutes . The organizational culture provides a perfect blend of fun and learning that helps in the overall development of talented individuals recruited into the system.

Summer Training takes place for a period of two months where students from Business Schools and Functional Institutes (Engineering/Food Technology/Finance) work on projects with Britannia in the following functional areas . Finance and Quality Assurance. The Marketing function has so far been insulated from the Management Training Route as entry level marketing positions require knowledge of Sales or prior knowledge of Marketing (lateral route). Sales and Distribution. candidates may or may not have prior experience. An alternative route is for candidates to apply directly to Britannia or through a recruitment consultant. viz. 1 year or less would be the maximum cap to be eligible for the Management Training Scheme. Finance and Quality Assurance. however. Campus . Summer Trainee Recruitment and Management Trainee Recruitment. Operations and Supply Chain. Management Training . . In this case. For experienced candidates. Human Resources.Management Trainees are recruited on the basis of actual vacancies in the system. and are absorbed into the following functions . MTs join the covenant grade as Management Trainee (function). Human Resource Management. ICAI/ICWAI/ICSI/ICFAI and other such institutes offering professional courses. This happens through a Pre-Placement Interview by a panel that assess the candidate on his/her project and his/her potential to fit into the organisation. The distinguishing factor between MTs and other lateral hires would be in terms of their experience and qualifications. They are recruited either through Preplacement offers made to exceptional Summer Trainees or through direct Campus Recruitment. Operations and Supply Chain.Sales and Distribution.Campus recruitment has two stages. Summer Trainees at the end of their training tenure are taken through an evaluation process to assess placement within the company as Management Trainees.Marketing.

Trainers need to understand the pros and cons of each method. all MTs are assessed on the basis of their learning and project performances by a cross-functional panel consisting of Functional Heads. also its impact on trainees keeping their background and skills in mind before giving training. any Management Trainee would need to complete at least 2 live projects related to his/her stream of interest and 1 live project in a related function or a function of choice.The Program . Cognitive methodsare more of giving theoretical training to the trainees. written or verbal information. Ideally. The various methods that come under Cognitive approach are:  LECTURES  DEMONSTRATIONS . they are taken through a series of carefully designed Training Modules that encompass almost all functions of the business. MTs are confirmed as Managers in their respective functions. The total tenure of Management Training is 18 months for a Technical Trainee (Engineer/Food Technologist) and 12 months for all other trainees. METHODS OF TRAINING There are various methods of training.Once MTs are on-board. The Training Modules are interspersed with live projects in different functions to test their knowledge and problem-solving abilities. These methods are associated with changes in knowledge and attitude by stimulating learning. which can be divided in to cognitive and behavioral methods. At the end of the training period. The various methods under Cognitive approach provide the rules for how to do something. etc. demonstrate relationships among concepts. On successful completion of their Training Program.

To become a better performer by education implies that management development activities attempt to instill sound reasoning processes. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. The various methods that come under Behavioral approach are:  GAMES AND SIMULATION  BEHAVIOUR-MODELING  BUSINESS GAMES:  Case studies  Equipment stimulators  In –Basket Technique  Role Plays Both the methods can be used effectively to change attitudes. but through different mean Another Method is MANAGEMENT DEVELOPMENT METHOD – MANAGEMENT DEVELOPMENT METHOD The more future oriented method and more concerned with education of the employees. These methods are best used for skill development. Management development method is further divided into two parts: . DISCUSSIONS  COMPUTER BASED TRAINING (CBT):  Intelligent Tutorial system  Programmed Instruction (PI)  Virtual Reality Behavioral methods are more of giving practical training to the trainees.

The four techniques for on the job development are:     Coaching Mentoring Job rotation Job Instruction Technique (JIT) OFF THE JOB TRAINING – There are many management development techniques that an employee can take in off the job. The few popular methods are:     Sensitivity Training Transactional Analysis Straight Lectures Simulation Exercises . On-thejob training is given at the work place by superior in relatively short period of time.ON-THE-JOB TRAININGThe development of a manager's abilities can take place on the job.

The various findings of my project are as follows:  69% of the workers prefer on the job training and rest 31% prefer off the job training  Most of the workers feel that company takes training process seriously  Most of the workers feel restricted by rules.  Most of the workers thinks consider training as part of organizational strategy  Most of the workers said that the training provided in their in their organization is planned  The target group for training is mostly new staff. . policies and procedures while training.CHAPTER -3 FINDINGS After undergoing my summer training at Britannia my analysis is that the training process is properly held in the company and the employees are well benefited from these training activities.

DATA ANALYSIS AND INTERPRETATION 1. Which type of Training program do you prefer? a) On the job b) off the job on the job of the job Interpretation Most of the workers were with on the job training 69% of the workers said on the job 31% of the workers said off the job 2. Do you feel that company takes training process quite seriously? a) Yes b) No yes no Interpretation .

Most of the workers replied yes 3. Your organization consider training as part of organizational strategy. policies and procedures while undergoing the training process? a) Yes b) No yes sometime no Interpretation Most of the workers replied yes. Do you feel restricted by rules. 4. do you agree with this statement— a) Yes b) no yes no .

Interpretation 55% of the workers were agree with the statement. Which target group undergoes most of the training process? a) Middle level managers b) Junior staff c) New staff middle level junior staff new staff INTERPRETATION Target group undergoes in training process 15% for middle level. . 35% of junior staff and 50% for new staff. 5.

What are the training methods to identify the training needs in your organisation (Yes wherever applicable). Do you feel that training has benefited you in any way? a) Yes b) No yes no 8. Rate the quality of training that you received from the training session. a) Very beneficial b) Beneficial c) Not very beneficial d) unimportant .6. a) self report questionnaires b) observation c) individual interviews d) performance appraisals e) opinion surveys f) critical incident 7.

very beneficial beneficial not very beneficial unimportant CONCLUSION .

The most significant impact of BRITANNIA of ambitions plan for growth and globalization is on the training of employees or HUMAN RESOURCE of the organization as it is the single most critical resource which helps in the effective utilization of all the resources. but also with the changing needs & expectations of its employees. With the changing business scenario the challenges for the training activities will be unused that the training policies will align not only with the business policies of the company. competencies and alive the innovative capabilities for facing challenges. It will also have to ensure the development of the workers in terms of empowering them with necessary knowledge. . skill. leadership.

 Should make aware about the different types of programme& should be concluded by the experienced person by seniors.  Off –the-job training is also required.  There should not be biasness among the employee's everything should be clear to employee's in written as well as in oral after the assessment.SUGGESTIONS  There should be a counseling programme which will help in motivating employee's so that they will not lose their performance. .  Time is not relevant and additional time is not provided if required.  They promote only theoretical knowledge.

Aswathapa.wikepidia.com .BIBLIOGRAPHY Agrawal.B Gupta Industrial Relation – ArunMunnapa Britannia website and library WEBSITES managementhelp..naukrihub. 1945 Counseling Skill Management – Peterson S. R.D. Human Resource & Personnel Management.org appraisals. Human Resource Management – C.co.com www.britannia.in www. Dynamics of personnel management in India K. India.

Do you feel restricted by rules. Personal Information:- Name of the employee Age Address Designation Pay scale Experience : : : : : : 1. Your organization consider training as part of organizational strategy. do you agree with this statement— . Which type of Training program do you prefer? a) On the job b) off the job 2. Do you feel that company takes training process quite seriously? a) Yes b) No 3.QUESTIONNAIRE 1. policies and procedures while undergoing the training process? a) Yes b) No 4.

Beneficial c. Middle level managers ii. New staff 7. No 8. a. Which target group undergoes most of the training process? i. Unimportant . Which training is provided in your organisation? a) Planned b) Provided only when problem occurs 6. Not very beneficial d. Do you feel that training has benefited you in any way? a. Junior staff iii. Rate the quality of training that you received from the training session. Yes b. Very beneficial b.a)Yes b) No 5.

What are the benefits you are availing at your workplace?  Medical facility  canteen facility . What is the class\category of your job?  Executive (L1-L2)  Skilled  Semi-skilled  Unskilled 3.2.

 Medical etc. What more benefits you think should be provided?  Better working place  More overtime rates  More salary  More facility like LTA. (a) Are you satisfied with the incentive plan and benefits ? being provided by the company?  Yes  No . 5. Shelter & rest facility  Recreational facility 4.

(b) Are the plan being communicated to you?  Yes  No (c) What is the satisfaction level?  Satisfaction  Average  Unsatisfactory 6. (a)What are the benefits/facility you availing at present regarding your family welfare?  Education facility .

 Housing  Medical  Loan  Transport (b) What is the satisfaction level?  Satisfactory  Average  Unsatisfactory 7 Are you satisfied as an employer of BRITANNIA ? .

 YES  NO .

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