INTRODUCTION For any organization to perpetuate itself and achieve growth there is a basic need for developing its manpower resources. It is one thing to possess knowledge but yet another thing to put it to effective use. It is essential to develop skills and also update the knowledge. Especially, in a rapidly changing society, employee training and development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable workforce. They need to learn many things to avoid cultural shock; cross-cultural orientation of employees is becoming equally important. Evaluation is an essential part of measuring the impact of any organization’s learning and development programme, but often the most neglected. Training as a service intended to achieve quality results requires continuous evaluation to 1
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INTRODUCTION
For any organization to perpetuate itself and achieve growth there is a basic need
for developing its manpower resources. It is one thing to possess knowledge but yet
another thing to put it to effective use. It is essential to develop skills and also update the
knowledge. Especially, in a rapidly changing society, employee training and development
is not only an activity that is desirable but also an activity that an organization must
commit resources to if it is to maintain a viable and knowledgeable workforce. They
need to learn many things to avoid cultural shock; cross-cultural orientation of employees
is becoming equally important.
Evaluation is an essential part of measuring the impact of any organization’s learning and
development programme, but often the most neglected. Training as a service intended to
achieve quality results requires continuous evaluation to achieve continuous
improvement. Evaluation should pervade the training process. Successful evaluation
should address the needs of the organization, measure whether or not these needs were
met and quantify these tangible benefits and the return on investment. Participants on this
programme will gain a clear understanding of the evaluation process and how it can help
with future training projects.
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INDUSTRY PROFILE
Food processing involves any type of value addition to agricultural or
horticultural produce and also includes processes such as grading, sorting, and packaging
which enhance shelf life of food products. The food processing industry provides vital
linkages and synergies between industry and agriculture. The Food Processing Industry
sector in India is one of the largest in terms of production, consumption, export and
growth prospects. The government has accorded it a high priority, with a number of fiscal
reliefs and incentives, to encourage commercialization and value addition to agricultural
produce, for minimizing pre/post harvest wastage, generating employment and export
growth. India's food processing sector covers a wide range of products fruit and
vegetables; meat and poultry; milk and milk products, alcoholic beverages, fisheries,
plantation, grain processing and other consumer product groups like confectionery,
chocolates and cocoa products, Soya-based products, mineral water, high protein foods
etc.
Biscuit industry in India
Biscuit industry is the largest segment of the grain milling industry. Similarly,
production of biscuits in the organized sector is about 80 percent and quantity of biscuits
produced in the unorganized sector is about 20 percent. During the year 2005-06, (up to
December), financial assistance was sanctioned by Ministry of Food Processing for 27
consumer food-processing units.
The production by organized players is estimated to be 1561,000 tonnes, for the year
2005, which means if they include the unorganized sector the total tonnage should be at
least 2,600,000.
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The industry consists of 3 large-scale manufacturers, around 50 medium scale brands and
2500 small-scale units in the country. The unorganized sector is estimated to have
approximately 30,000 small & tiny bakeris across the country.
Rural penetration and unorganised sector
The rural penetration of the branded biscuits segment is also significant. Towns
with populations of less than a lakh contribute significantly to the industry's turnover,
with some estimates placing it at 40 per cent. However, rural markets largely consume
lower-priced varieties, and it is here that branded biscuits meet with stiff competition
from the unorganised sector. According to official statistics, the contribution of the
unorganised sector, which sells biscuits loose, could be as high as 50 per cent.
While the presence of a large unorganised segment could mean that a sizeable population
can be converted into branded biscuits consumers and, therefore, represent huge market
potential for companies in the organised sector, the fiscal duty structure still favours the
unorganised sector. Except for select low-priced varieties, the excise duty on biscuits is a
hefty 16 per cent.
The segment can be further divided into the sweet and savoury. If the Marie category is
also included in the sweet biscuits category, it would easily account for close to 80 per
cent of the industry's total volumes of 775,000 tonnes. The savoury segment includes salt
biscuits, and the salt and sweet variety accounts for the rest. The market has been
growing at 15 per cent per annum.
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The major brands are - Britannia, Parle, ITC, Priyagold, Cremica, Dukes, Anmol, Priya,
etc besides various regional and state brands. The annual production of biscuit in the
organized sector continues to be predominantly in the small and medium scale sector
before and after de-reservation.
According to the biscuit manufacturers federation, the annual growth of overall biscuit
industry showed a decline of 3.5% in 2000-01, mainly due to 100 percent hike in central
excise duty (from 8 % to 16%). Production in the year 2001-02 increased very marginally
by 2.75%, whereas in 2002-03 the growth was around 3%. The market's domination by
Britannia's premium varieties is quite significant. In the last two years, the company has
also stepped up investments on products and brands to further strengthen its hold over the
market. In terms of value, Britannia leads the market with 37 per cent market share,
followed by Parle’s 31.3 per cent and ITC’s 6.3 per cent.
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COMPANY PROFILE
VISION STATEMENT
To dominate the food and beverage market I India with a distinctive ranged
“Tasty but healthy” Britannia brands, to triple the turnover and operating
Income by the year 2006
MISSION STATEMENT
Every third customer must be Britannia customer by the year 2006.
For Britannia colors represents
Red: Symbolizing energy and vitality.
Green: Nutrition and freshness.
White: Purity.
“Eat healthy, think better”
Captures the essence of the Indian concept of the unity of body and mind.
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The story of one of India's favourite brands reads almost like a fairy tale. Once
upon a time, in 1892 to be precise, a biscuit company was started in a nondescript house
in Calcutta (now Kolkata) with an initial investment of Rs. 295. The company we all
know as Britannia today.
The beginnings might have been humble-the dreams were anything but. By 1910, with
the advent of electricity, Britannia mechanised its operations, and in 1921, it became the
first company east of the Suez Canal to use imported gas ovens. Britannia's business was
flourishing. But, more importantly, Britannia was acquiring a reputation for quality and
value. As a result, during the tragic World War II, the Government reposed its trust in
Britannia by contracting it to supply large quantities of "service biscuits" to the armed
forces.
As time moved on, the biscuit market continued to grow… and Britannia grew along with
it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits from
Parry's who till now distributed Britannia biscuits in India. In the subsequent public issue
of 1978, Indian shareholding crossed 60%, firmly establishing the Indianness of the firm.
The following year, Britannia Biscuit Company was re-christened Britannia Industries
Limited (BIL). Four years later in 1983, it crossed the Rs. 100 crores revenue mark.
On the operations front, the company was making equally dynamic strides. In 1992, it
celebrated its Platinum Jubilee. The Wadia Group acquired a stake in the company and
became an equal partner with Groupe Danone in Britannia. The subsequent year saw
sales cross a landmark 100,000 tonnes of biscuits or 1 billion packs of 100g.
In 1997, the company unveiled its new corporate identity - "Eat Healthy, Think Better" -
and made its first foray into the dairy products market. In 1999, the "Britannia Khao,
World Cup Jao" promotion further fortified the affinity consumers had with Brand.
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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 recognised 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. In 2002, Britannia's New Business
Division formed a joint venture with Fonterra, the world's second largest Dairy
Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition of its
vision and accelerating graph, Forbes Global rated Britannia 'One amongst the Top 200
Small Companies of the World', and The Economic Times pegged Britannia India's 2nd
Most Trusted Brand. Today, more than a century after those tentative first steps,
Britannia's fairy tale is not only going strong but blazing new standards, and that
miniscule initial investment has grown by leaps and bounds to crores of rupees in wealth
for Britannia's shareholders. 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 Cheese. 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. And millions of consumers
will savour the results, happily ever after. The company’s principal activity is the
manufacture and sale of biscuits, bread, rusk, cakes and diary products like cheese, butter
and milk. The brand names of biscuits include Vita Marie Gold, Tiger Variants,
Nutrichoice Junior and Good Morning. Biscuits & high protein food accounted for 81%
of fiscal 2002 gross revenues; Dairy Products, 12% Bread, 4% Cake & Rusk 2% & other
1%.
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MILESTONES
1892 The Genesis - Britannia established with an investment of Rs. 295 in Kolkata
1910 Advent of electricity sees operations mechanised
1921 Imported machinery introduced; Britannia becomes the first company East of the
Suez to use gas ovens
1939 – 44 Sales rise exponentially to Rs.16,27,202 in 1939
During 1944 sales ramp up by more than eight times to reach Rs.1.36 crore
1975 Britannia Biscuit Company takes over biscuit distribution from Parry's
1978 Public issue - Indian shareholding crosses 60%
1979 Re-christened Britannia Industries Ltd. (BIL)
1983 Sales cross Rs.100 crore
1989 The Executive Office relocated to Bangalore
1992 BIL celebrates its Platinum Jubilee
1993 Wadia Group acquires stake in ABIL, UK and becomes an equal partner with
Groupe Danone in BIL
1994 Volumes cross 1,00,000 tons of biscuits
1997 Re-birth - new corporate identity 'Eat Healthy, Think Better' leads to new mission:
'Make every third Indian a Britannia consumer'
BIL enters the dairy products market
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1999 "Britannia Khao World Cup Jao" - a major success! Profit up by 37%
2000 Forbes Global Ranking - Britannia among Top 300 small companies
2001 BIL ranked one of India's biggest brands
No.1 food brand of the country
Britannia Lagaan Match: India's most successful promotional activity of the year
Maska Chaska: India's most successful FMCG launch
2002 BIL launches joint venture with Fonterra, the world's second largest dairy
company
Britannia New Zealand Foods Pvt. Ltd. is born
Rated as 'One amongst the Top 200 Small Companies of the World' by Forbes
Global
Economic Times ranks BIL India's 2nd Most Trusted Brand
Pure Magic -Winner of the Worldstar, Asiastar and Indiastar award for packaging
2003 'Treat Duet'- most successful launch of the year
Britannia Khao World Cup Jao rocks the consumer lives yet again
2004 Britannia accorded the status of being a 'Superbrand'
Volumes cross 3,00,000 tons of biscuits
Good Day adds a new variant - Choconut - in its range
2005 Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular chant!
Britannia launched 'Greetings' range of premium assorted gift packs
The new plant in Uttaranchal, commissioned ahead of schedule.
The launch of yet another exciting snacking option - Britannia 50-50 Pepper
Chakkar
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Plant locations
Britannia’s plants are located in the 4 major metro cities-Kolkatta,Mumbai,Delhi
and Chennai. A large part of products are also outsourced form third party producers.
Dairy products are out sourced from three producers-Dynamix Dairy based in Baramati,
Maharastra, and Modern Diary at Karnal in Haryana and Thacker and Dairy products at
Howrah in West Bengal.
Recent Developments
A new initiative taken by Britannia, to cater to all the taste fads of the consumer,
seeks to widen the range of its snack foods. This will be Britannia's biggest challenge in
the next few years. Meanwhile in existing categories of biscuits and baked products,
innovation will be the key principle. A host of new flavours and food-formats, as never
seen before in the Indian market, are due to enter the market in 2004. Thus, Britannia will
continue to define the Indian market in biscuits and other food products.
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Products Manufactured By Britannia Industries Limited
BISCUITS1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Anytime
Binki
Bourbon Cream
Brita
Chakra
Circus
Coconut
Crunches
Cream Crackers
Custard Cream
Delite
Digestive
Elaichi Cream
Embassy Cream
Ginger nut
Glucose – D
Good Day
(Cashew, Pista,
Badam, Butter
Mal Bisk
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
Marie
Milk Bikies
Nice
Orange Cream
Petit Beurre
Pinapple Cream
Pure Magic
(Chocolate,
Vanilla)
Snax
Thin Arrow Root
Top
Zoological
50 – 50
Jim Jim
Oro
Tiger
Chekkers
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BREADS CHEESE SPREAD CAKES
1. Brown
Bread
2. Fruit Bread
3. Milk Bread
4. Sliced
Bread
1. Plain
2. Pepper
3. Jeera
4. Chilly
5. Capsicum
1. Chocolate Cake
2. Fruit Cake
3. Lemon Cake
4. Orange Cake
5. Pineapple Cake
6. Ribbon Cake
7. Slice Cake
(Mixed Fruits,
Pineapple)
DAIRY
WHITNERMERRICAKE HALF-HALF
FLAVOURED
MILK
(SIZ – ZIP)
1. Carton
2. Pouch
1. Fruit
2. Chocolate
3. Orange
4. Vanilla
Chocolate
5. Orange
Chocolate
6. Plaum
7. Milk
8. Butter
Sponge
1. Vanilla
Chocolate –
Twin Pack,
Family Pack
2. Orange
Chocolate -
Twin pack,
Family pack
1. Chocolate
2. Strawberry
3. Mango
4. Pineapple
5. Badam
6. Elaichi
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Products produced in Chennai plant:
In Chennai branch, the various products produced are:
Britannia Industries (BIL) is one of the largest bakery in the private sector and a
household name in food products.Company has decided to focus on seven core brands in
the biscuits and bakery category. The brands included Good Day, Tiger, 50-50, Snacks,
and the Cream Treat brands, among others. Company is adopting its strategy aggressively
into dairy products and organized biscuit market. Currently, Britannia is focusing on
expanding its business to dairy products like cheese, butter, ghee and dairy whitener.
Britannia is an innovative marketer and has always been driven to expand its market. It
has redone its whole image to target the health and nourishment conscious Indian
consumer.
1. Good Day- Butter
2. Good Day- Cashew
3. Good Day- Pista Badam
4. Marie
5. Little Hearts
6. Maska Chaska
7. 50-50
8. Chota Tiger
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Achievements
Britannia is synonymous with the rise and growth of the biscuit industry in India.
It brought the health dimension to an industry that was traditionally driven by taste alone.
This is reflected in Britannia’s brand slogan, introduced in 1997 that exhorted consumers
to ‘Eat Healthy, Think Better’. This was quickly embraced by the entire industry to come
up with similar promotional campaigns showing biscuits to be an epitome of a healthy,
happy diet.
Going beyond biscuits has been the most difficult challenge and a litmus test for the
company. Britannia entered the dairy category with the launch of Britannia Milkman
range of dairy products. With the success of Britannia Milkman Cheese, it achieved a
niche for itself in a category that was defined by a competitor that had created the
category.
Britannia’s products retail in over 2 million outlets selling approximately 200 million
packs a month. With millions of happy consumers every month, Britannia is considered
to be one of the most trusted food brands in India. Britannia has also successively made
the Forbes List of 200 Best Small Companies in the world for the years 1999, 2000 and
2002.
ABOUT THE TOPIC
Today’s corporate mantra of continuous improvement offers HR a strategic
opportunity to develop and maintain high-performance organizations. After all,
companies require much more than high technology and bright ideas to remain
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competitive. They need people who have the knowledge, skills and values to make their
businesses successful, as well as manage systems that motivate workers and reward them
for achieving goals and objectives.
Training, Development and Education
HRD programmes are divided into three main categories: training, Development
and Education. Although some organizations lump all learning under training or training
and development, dividing into three distinct categories makes the desired goals and
objects more meaningful and precise.
Training is a process of learning a sequence of programmed behaviour. It is application
of knowledge. Training is the acquisition of technology, which permits employees to
perform their present job to standards. It improves human performance on the current job
or prepares them for an intended job.
Development is a related process. It covers not only those which bring about growth of
the personality; help individuals in the progress towards maturity and actualization of
their potential capacities so that they become not only actualization of their potential
capacities but better men and women.
In organizational terms, it is intended to equip persons to earn promotion and hold
greater responsibility. It enables leaders to guide their organizations onto new
expectations by being proactive rather than reactive. And this may well include not only 15
imparting specific skills and knowledge but also inculcating certain personality and
mental attitudes. Development is a long-tem educational process utilizing a systematic
and organized procedure by which managerial personnel learn conceptual and theoretical
knowledge for general purpose.”
Education is the understanding and interpretation on knowledge. It does not provide
definitive answers, but rather it develops a logical and rational mind that can determine
relationships among pertinent variables and there by understand phenomena. Education
must impart qualities of mind and character, and understanding of basic principles and
develop the capacities of analysis, synthesis and objectivity. Usually, education is outside
the scope or an organization’s functions. It involves a range of skills and expertise,
which can be provided only by education institutions. An organization can and does
make use of such institutions. An organization can and does make use of such
institutions in order to support and supplement its internal training and development
efforts.
SURVEY OF LITERATURE
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Training is short-term process utilizing a systematic and organized procedure by
which non-managerial personnel learn technical knowledge and skills for a definite
purpose.
Concept of training
Training is transferring information and knowledge to employees.
Equipping employers to translate that information and knowledge into practice
with a view to enhancing organization effectiveness and productivity, and the
quality of the management of people.
Objectives of Training
Training improves the skill and knowledge.
Training increases Production and Productivity.
Training provides job satisfaction.
Training reduces supervision.
Training reduces accidents.
Training reduces complaints.
Training provides scope for Management By Exception.
Essentials of a Good Training Programme
A good training programme should fulfill the following conditions
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It should have a specific goal.
It should be relevant.
It should make trainees accountable.
There must be provision of certain facilities
There may be a provision of suitable incentives.
It should consider individual differences.
Benefits of Training
Increases job satisfaction among employees.
Increased employee motivation.
Increases efficiency in processes, resulting in financial gain.
Increases capacity to adopt new technologies and method
Increases innovation in strategies and products.
METHODS OF TRAINING:
The methods of training are two types. They are as follows.
Methods of training
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On the job training:
The most important type of training is On the job training. Majority of industrial
training is of the On the job training. On the job training is conducted at the work site and
in the context of the job. The worker in this method learns to master the operations
involved on the actual job situation under the supervision of his immediate boss. It is
necessary to make sure that the supervisor who is imparting training is trained and
motivated to be a good trainer.
If the supervisor views the training as burden and nuisance, it will produce no good
effect. There are several types of on the job training programmes. Some of them are
described below:
Job rotation:
Off-the-job Training
Lecturer
&conferences
Case studies
Role Playing
Management Games
Sensitivity training
On-the-job Training
Internship Training
Apprenticeship
Training
Refresher Training
Job rotation
Vestibule Training
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This method involves the employee being sent through different jobs thereby
providing him a wider exposure and an opportunity of experiencing different functions
before making choice of particular function in which he would like to develop and build
his career.
Internship training:
This refers to a joint programme of training in which schools and business co-
operate to enable the students gain a good balance between theory and practice. Class
room principles are better understood against the practical background in a factory.\
Apprenticeship training:
This training is use in those trades, crafts and technical fields in which proficiency
can be acquired after a relatively long period of time in direct association with work and
under supervision of experts. It is a good source of providing the required personnel for
the industry.
Vestibule training:
When the amount of on the job training that has to be done exceeds the capacity
of the line supervisor, a portion of this training is taken away from the line and assigned
to the staff through a vestibule school.
This method attempts to duplicate on the job situations in a company classroom. The
trainees are taken through a short course under working conditions that approximate
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actual shop, sales or office conditions. This technique enables the trainee to concentrate
on learning the new skills rather than on performing an actual job.
Refresher training:
With passage of time, employees may forget some of the methods, which were
taught to them, or they may have become outdated because of technological development
and improved techniques of management and production. Hence, refresher training is
arranged for the existing employees in order to provide them with an opportunity to
revive and also improve their knowledge. Retraining (refresher training) programmes are
designed to avoid personal obsolescence.
Off the job training:
Off the job training simply means that training is not a part of everyday job
activities. Off the job methods are used away from workplace. Classroom or off the job
instructions are useful when concepts, attitudes theories and problem solving abilities are
to be taught. It is associated more with knowledge than skill. Off the job method consist:
Lecture method:
This is most commonly used to address large groups about general topics. The
lecturer possesses a considerable depth of knowledge on the subject at hand. He seeks to
communicate his thoughts in such a manner as to interest the class and clause them to
retain what he has said. The trainees generally take notes as an aid to learning.
The conference method:
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In this method, the participating individuals ‘confer’ to discuss points of common
interest to each other. It is an effective training device for persons in the positions of both
conference member and conference leader. As a member, a person can learn from others
by comparing his opinions with those of others. As a conference leader, a person can
develop the skill to motivate people through his direction of discussion. There are three
types of conferences:
Direct discussions
Training conference
Seminar conference
The conference is ideally suited to learning about problems and issues and examining
them from different angles. It is considered to be the best method for reducing dogmatism
employed in supervisory and executive developments programmes.
Case study method:
The case study method, which was popularized by the Harvard Business School
USA, is one of the common forms of training to the employees. A collateral objective is
to help them develop skills in using their knowledge. Under the case study method, the
trainees may be given a problem to discuss which is more or less related to the principles
already taught. This method gives the trainee an opportunity to apply his knowledge to
the solution of realistic problems. The case study places heavy demands upon the trainees
and requires that they should have a good deal of maturity and background in the subject
matter concerned.
The trainees learn that there is no single answer to a particular problem. The answer of
each trainee may differ. Case discussions will help them to appreciate each others
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thinking, that is why case studies are frequently used in supervisory and executive
training. In the case study method, the trainee is expected to:
Master the facts and content of the case
Define the objectives and issues in the case
Identify the problems in the case
Develop alternative courses of action
Screen the alternatives using the objectives and issues as the criteria.
Suggest the controls needed to make the action effective.
Role playing:
Role playing technique is used for human relations and leadership training. Its
purpose is to give trainees an opportunity to learn human relations skills through practice
and to develop insight into one’s own behaviour and its effect upon others. Under this
method, conflicts situation is artificially constructed and two or more trainees are
assigned different parts to play. The trainees act out a given role as they would in a stage
play.
The role players are provided with a description of the situation and the role they are to
play. After being allowed sufficient time to play their parts, they must then act their part
spontaneously before the group. Role playing primarily involves employee- employer
relationship-hiring, firing and discussing a grievance procedure, conducting a post
appraisal interview or representation to a customer. Role playing is especially useful in
providing new insights and in presenting the trainee with opportunities to develop
interfactional skills.
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Management games:
A management game has been described as a dynamic training exercise utilizing a
model of a business situation. In these games participates are divided into various teams
which are placed in competition with each other in resolving some problems information
about which is supplied to all teams. The game illustrates the value of analytic techniques
such as the use of mathematical models to arrive at optimum solution.
Sensitivity Training:
Sensitivity training or T-group training means the development of awareness and
sensitivity to behavioral patterns of oneself and others. In sensitivity training, the trainees
are enabled to see themselves as others see them and develop an understanding of others’
views and behaviour. It aims at increasing tolerance power of the individual and his
ability to understand others. The sensitivity training programmes are generally conducted
under controlled laboratory conditions.
Training programme in BIL:
As Britannia is a food industry, training and development programme is given due
importance. The need for training is identified based on the skill requirement. The
employees are sent for the training based on his job, potentials and his drawbacks.
Departments
Location
Programme Name
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Conducted by
Date
About the objectives of the programme
Summary of learning’s
About the type of training programme
Benefits of the programme
Area of implementation
Overall rating of programme
Satisfaction level of employee about the programme
After four months the employee will be given post training evaluation form consists of
the following information. This form contains three parts
PART-1
Objectives by which the nomination was made and the extent to which the objective were
met with
(This is to be filled by immediate supervisor/ Department Head)
PART-2
Expectations from the training programme and extent to which the expectation were met
with,
(This is to filled by the participant)
PART-3
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Learning made from the training, practical usage of this in the work place, an action plan
for practically evaluating the improvements in the work place owing to the training
programme.
(This is to be filled jointly by the participant and immediate supervisor/Department Head)
But these forms will not cover training feed back. Training feed back will be collected
from the participant separately immediately after the training programme and the
evaluation will be done after 3 months to check the performance of the employee and
whether he has met with his objectives or not.
The training needs are identified in the presence of the department and by the HR
department head. The training methods and techniques are decided based on the training
needs of both employees as well as the organization. Based on the training needs the
training manual is prepared which have the complete details about the identification of
training needs. The training calendar is prepared by the HR department.
The format of the training calendar is as follows:
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s.no Training
identified
Programme
name
Nature Date Institute List of
participants
Dept remark
The training calendar is prepared once in a year and changes are made on the basis of
requirements. The employees are informed about the programme they are going to attend.
This gives the details about the training programme, how effective it worked and what
are the benefits dervided from the training programmes and the changes to be made to the
training programme.
STEPS INVOLVED IN TRAINING:27
Step 1: Determining the training needs:
The first step is to identity the training needs of employees. This requires
organizational analysis (i.e.) analyzing the present and future needs of the total
organization, operational analysis (i.e.) analyzing the needs of a specific group job, and
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Determine the training needs
Deciding the purpose of training
Choosing the training method
Evaluating the training programmes
individual analysis (i.e.) analyzing the needs of the specific employees. In order to
determine training needs it is also necessary to analyze the competence level and
potential level of the employees.
Step 2: Decide the purpose of training
Once the training needs have been identified the specific goals and criteria for
training should be decided. This implies establishing short term and long term objectives
of the training programme will be evaluated.
Step 3: Choosing the training method:
There are several internal and external methods of training. Internal methods
include apprenticeship, internship understudy, job rotation, etc. these training
programmes are less expensive and require less time. External methods include
classroom instructions, role playing, case analysis, etc…these programmes facilitate
better concentration on learning and expose the trainee to the view points of the experts
and mangers of other concerns. While making a choice the cost and learning value of
alternative methods should be carefully weighted in the light of the needs of the
organization and the individual.
Step 4: Evaluating the training programmes
Evaluation of the training may takes place during the programme and after it.
Such evaluation is necessary to find out whether the cost of the programme as yielded
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benefits or not. The effectiveness of training programme may be judged in the terms of
change in the behaviour a performance has yielded benefits or not.
Training evaluation
Training evaluation refers to the process of collecting the outcomes needed to
determine if training is effective. Training effectiveness refers to the benefits that
company and the trainees receive from training benefits for trainees may include learning
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new skills or behaviour. Benefits to the company may include increased sales and more
satisfied customers. Evaluation is the application of systematic methods to periodically
and objectively assess the effectiveness of programmes in achieving expected results,
their impacts, both intended and unintended, continued relevant and alternative or more
cost-effective ways of achieving expected results.
There are the two principal factors which need to be resolved:
Who is responsible for the validation and evaluation processes?
What resources of time, people and money are available for validation/evaluation
purposes?
The evaluation should:
Determine whether or not a programme is accomplishing its objectives.
Identify the strengths and weaknesses in a Human Resources Programme.
Determine the cost/benefit ratio of an HRD programme.
Decide who should participate in future programmes.
Identify which participants benefited most or least from the programme.
Reinforce major points made to the participants.
Gather data to assist in marketing future programmes.
Determine of the programme was appropriate.
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KIRKPATRICK'S FOUR LEVELS OF EVALUATION
The most well-known and used model for measuring the effective of training
programmes was developed by Donald Kirkpatrick in the late 1950s. The basic structure
of Kirkpatrick’s four-level model is shown here..
In Kirkpatrick's four-level model, each successive evaluation level is built on information
provided by the lower level.
Level 4 - Results What organizational benefits resulted from the
training? Level 3 - Behavior To what extent did participants change their behavior
back in the workplace as a result of the training?
Level 2 - Learning
To what extent did participants improve knowledge and skills and change attitudes as a result of the training?
Level 1 - Reaction How did participants react to the programme?
ASSESSING TRAINING EFFECTIVENESS often entails using the four-level model
developed by Donald Kirkpatrick (1994). According to this model, evaluation should
always begin with level one, and then, as time and budget allows, should move
sequentially through levels two, three, and four. Information from each prior level serves
as a base for the next level's evaluation. Thus, each successive level represents a more
precise measure of the effectiveness of the training programme, but at the same time
requires a more rigorous and time-consuming analysis.