Table of Contents

Chapter
 Topic
 Declaration
 Certificate
 Acknowledgement
1. Introduction
 Introduction of topic
 Introduction of company
2. Objectives of the study
3. Research methodology
4. Data analysis and interpretation
5. Findings
6. Suggestions and recommendation
7. Limitation
8. Conclusion
 Bibliography
 Annexure
 CHAPTER-1
INTRODUCTION

INTRODUCTION TO TRAINING AND DEVELOPMENT

Training can be introduced simply as a process of assisting a person for enhancing his efficiency
and effectiveness to a particular work area by getting more knowledge and practices. Also
training is important to establish specific skills, abilities and knowledge to an employee. For an
organization, training and development are important as well as organizational growth, because
the organizational growth and profit are also dependent on the training. But the training is not a
core of organizational development. It is a function of the organizational development.

Training is different form education; particularly formal education. The education is concerned
mainly with enhancement of knowledge, but the aims of training are increasing knowledge while
changing attitudes and competences in good manner. Basically the education is formulated with
in the framework and to syllabus, but the training is not formed in to the frame and as well as
syllabus. It may differ from one employee to another, one group to another, even the group in the
same class. The reason for that can be mentioned as difference of attitudes and skills from one
person to another. Even the situation is that, after good training programme, all different type
skilled one group of employees can get in to similar capacity, similar skilled group

In the field of Human Resources Management, Training and Development is the field concern
with organizational activities which are aimed to bettering individual and group performances in
organizational settings. It has been known by many names in the field HRM, such as employee
development, human resources development, learning and development etc.

Training and Development is the framework for helping employees to develop their personal and
organizational skills, knowledge, and abilities. The focus of all aspects of Human Resource
Development is on developing the most superior workforce so that the organization and
individual employees can accomplish their work goals in service to customers.

All employees want to be valuable and remain competitive in the labour market at all times,
because they make some demand for employees in the labour market. This can only be achieved
through employee training and development. Hence employees have a chance to negotiate as
well as employer has a good opportunity to select most suitable person for his vacancy.
Employees will always want to develop career-enhancing skills, which will always lead to
employee motivation. There is no doubt that a well trained and developed staff will be a valuable
asset to the company and thereby increasing the chances of his efficiency in discharging his or
her

Trainings in an organization can be mainly of two types; Internal and External training sessions.
Internal training involves when training is organized in-house by the human resources
department or training department using either a senior staff or any talented staff in the particular

On the other hand external training is normally arranged outside the firm and is mostly organized
by training institutes or consultants. Whichever training, it is very important for all staff and
helps in building career positioning and preparing staff for greater challenges in developing
world. How ever the training is costly. Because of that, people who work at firms do not receive
external trainings most of times. The cost is a major issue for the lack of training programmes in
Sri Lanka. But nowadays, a new concept has come with these trainings which is “Trainers
through trainees”. While training their employees in large quantities, many countries use that
method in present days to reduce their training costs. The theory of this is, sending a little group
or an individual for a training programme under a bonding agreement or without a bond. When
they come back to work, the externally trained employees train the employees who have not
participated for above training programme by internal training programmes.

Employers of labour should enable employees to pursue training and development in a direction
that they choose and are interested in, not just in company-assigned directions. Companies
should support learning, in general, and not just in support of knowledge needed for the
employee's current or next anticipated job. It should be noted that the key factor is keeping the
employee

For every employee to perform well, especially Supervisors and Managers, there is a need for
constant training and development. The right employee training, development and education
provides big payoffs for the employer in increased productivity, knowledge, loyalty, and
contribution to general growth of the firm. In most cases external trainings for instance provide
participants with the avenue to meet new set of people in the same field and network. The
meeting will give them the chance to compare issues and find out what is obtainable in each
others environment. This for sure will introduce positive changes where necessary.

It is not mentioned in any where that the employers, managers and supervisors are not suitable
for training programmes. They also must be highly trained if they are expected to do their best
for the organization. Through that they will have best abilities and competencies to manage the
organization. Training employees not only creates a more positive corporate culture

Raw human resources can make only limited contribution to the organization to achieve its goals
and objectives. Hence the demands for the developed employees are continuously increasing.
Thus the training is a kind of investment.

Traditional and Modern approach of training and Development

Traditional Approach – Most of the organizations before never used to believe in training.
They were holding the traditional view that managers are born and not made. There were also
some views that training is a very costly affair and not worth. Organizations used to believe more
in executive pinching. But now the scenario seems to be changing.
Modern approach- of training and development is that Indian Organizations have realized the
importance of corporate training. Training is now considered as more of retention tool than a
cost. The training system in Indian Industry has been changed to create a smarter workforce and
yield the best results.

Definition of Training and Development

Training is the process of planned programs and procedures undertaken for the improvement of
employee's performance in terms of his attitude, skills, knowledge and behavior. These training
and development programs can significantly improve the overall performance of organization.

Training is normally viewed as a short process. It is applied to technical staff, lower, middle,
senior level management. When applied to lower and middle management staff it is called as
training and for senior level it is called managerial development program/executive development
program/development program.

Importance of training and development

 I. Help in addressing employee weakness:

Most workers have certain weaknesses in their workplace, which hinder them from giving the
best services. Training assists in eliminating these weaknesses, by strengthening workers skills.
A well organized development program helps employees gain similar skills and knowledge, thus
bringing them all to a higher uniform level. This simply means that the whole workforce is
reliable, so the company or organization doesn’t have to rely only on specific employees.

II. Improvement in workers performance:

A properly trained employee becomes more informed about procedures for various tasks.
The worker confidence is also boosted by training and development. This confidence
comes from the fact that the employee is fully aware of his/her roles and responsibilities.
It helps the worker carry out the duties in better way and even find new ideas to
incorporate in the daily execution of duty.

III. Consistency in duty performance:

A well organized training and development program gives the workers constant
knowledge and experience. Consistency is very vital when it comes to an organization’s or
company’s procedures and policies. This mostly includes administrative procedures and ethics
during execution of duty.

IV. Ensuring worker satisfaction

Training and development makes the employee also feel satisfied with the role they play in
the company or organization. This is driven by the great ability they gain to execute their duties.
They feel they belong to the company or the organization that they work for and the only way to
reward it is giving the best services they can.

V. Increased productivity:

Through training and development the employee acquires all the knowledge and skills needed
in their day to day tasks. Workers can perform at a faster rate and with efficiency thus increasing
overall productivity of the company. They also gain new tactics of overcoming challenges when
they face them

VI. Improved quality of services and products:

Employees gain standard methods to use in their tasks. They are also able to maintain
uniformity in the output they give. This results with a company that gives satisfying services or
goods.

VII. Reduced cost:

Training and development results with optimal utilization of resources in a company or

organization. There is no wastage of resources, which may cause extra expenses. Accidents are
also reduced during working. All the machines and resources are used economically, reducing
expenditure.

VIII. Reduction in supervision:

The moment they gain the necessary skills and knowledge, employees will become more
confident . They will become self reliant and require only little guidance as they perform their
tasks. The supervisor can depend on the employee’s decision to give quality output. This relieves
supervisors the burden of constantly having to give directives on what should be done.

Training and development objective

The principal objective of training and development division is to make sure the availability of a
skilled and willing workforce to an organization. In addition to that, there are four other
objectives:
Individual objectives: Help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational objectives: Assist the organization with its primary objective by bringing
individual effectiveness.
functional objective: Maintain the departments contribution at a level suitable to the
organization’sneeds.
Societal Objectives – ensure that an organization is ethically and socially responsible to the
needs and challenges of the society.

Importance of training objective

Training objective is one of the most important part of training program. While some people
think of training objective as a waste of valuable time. The counter argument here is that
resources are always limited and the training objectives actually lead the design of training. It
provides the clear guidelines and develops the training program in less time because objectives
focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that
what is expected out of him at the end of the training program. Training objectives are of great
significance from a number of stakeholder perspective.

Role of organization in the training and development

An organization has a very close relationship with the trainee and the trainer because it is the
first contact for both .The demand for the training in the organization increases when the
organization wants:
• To hire new people – training as a means of training new recruits
• To Expand – When the company wants to increase its headcount
• To increase certain number of staff (in position) by a certain date
• To enhance the performance of employees
• Organization’s name to be a part of training unit Demand for training also increases when there
is change in the nature of job, change in taste of consumer, change in methods of product
development, etc. The organization goes through the following steps for the transfer of training
to the field.

Benefits from Employee Training and Development

 Increased job satisfaction and morale among employees

 Increased employee motivation
 Increased efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods
  Increased innovation in strategies and products
 Reduced employee turnover
 Enhanced company image, e.g., conducting ethics training (not a good reason for ethics
training!)
 Risk management, e.g., training about sexual harassment, diversity training.

CONCEPTS OF TRAINING

Human Resource Management is concerned with the planning, acquisition, training &
developing human beings for getting the desired objectives & goals set by the organization. The
employees have to be transformed according to the organizations' & global needs. This is done
through an organized activity called Training.
Training is a process of learning a sequence of programmed behavior. It is the application of
knowledge & gives people an awareness of rules & procedures to guide their behavior. It helps
in bringing about positive change in the knowledge, skills & attitudes of employees.

Thus, training is a process that tries to improve skills or add to the existing level of knowledge so
that the employee is better equipped to do his present job or to mould him to be fit for a higher
job involving higher responsibilities. It bridges the gap between what the employee has & what
the job demands.

DEVELOPMENT PROCESS
TRAINING PROCESS
Training and HRM
The HR functioning is changing with time and with this change, the relationship between the
training function and other management activity is also changing. The training and development
activities are now equally important with that of other HR functions. Gone are the days, when
training was considered to be futile, waste of time, resources, and money. Now a days, training is
an investment because the departments such as, marketing & sales, HR, production, finance, etc
depends on training for its survival. If training is not considered as a priority or not seen as a vital
part in the organization, then it is difficult to accept that such a company has effectively carried
out HRM. Training actually provides the opportunity to raise the profile development activities
in the organization.To increase the commitment level of employees and growth in quality
movement (concepts of HRM), senior management team is now increasing the role of training.
Such concepts of HRM require careful planning as well as greater emphasis on employee
development and long term education. Training is now the important tool of Human Resource
Management to control the attrition rate because it helps in motivating employees, achieving
their professional and personal goals, increasing the level of job satisfaction, etc. As a result
training is given on a variety of skill development and covers a

Role of HRD professionals in training

This is the era of cut-throat competition and with this changing scenario of business; the role of
HR professionals in training has been widened. HR role now is:

1. Active involvement in employee education

2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and post
employment support for advanced education and training
5. Flexible access i.e. anytime, anywhere training

Models of training

1. System model
 2. Instructional system development model

3. Transitional model

The system model consists of five phases and should be repeated on a regular basis to make
further improvements.

1. Analyze and identify the training needs i.e. to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc.

2. Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying

3. Develop- This phase requires listing the activities in the training program that will assist the
participants to learn, selecting delivery method, examining the training material, validating
information to be imparted to make sure it accomplishes all the goals & objectives.
4. Implementing is the hardest part of the system because one wrong step can lead to the failure
of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work
performance. Making necessary amendments to any of the previous stage in order to remedy or
improve failure practices.

Difference between training and development

The training refers to the process of learning, acquisition of knowledge and skills in order for a
person to perform a specific task or job according to the requirements.

Development extends the capabilities of a person to improve the job performance and is about
helping a person to grow as well through gradual process.

Training and development are two different processes but inter-linked with each other. Training
is a short term process consisting of an event but development indicates the gradual and long
term process relevant to the growth of personality and maturity regarding their potential
capabilities. The scope of training is limited to specific job, development serves the purpose of
general knowledge and covers large area. Generally, the characteristics such as to improve the
productivity, quality of service, organizational climate, health and safety are included in training
purposes. The extension in capabilities, job performance and personal growth with the passage of
time are the main objectives of development

The training and development program is based on the idea to provide excellent services to the
customers and perform all the relevant tasks inside or outside the store in a professional manner.
Another orientation of this program leads to the growth of business because professional
activities and proper customer care are the key factors to attract the customers. Customers are the
most important entity in business premises that’s why customer expectations have the ability to
change the business strategy of organization. The customer’s expectations such as like and
dislike, different demands, secure and healthy atmosphere and good services give confidence to
the customers and make them happy. To fulfill the above customer’s expectations, there is a
definite need to train the staff and to achieve the business target as well. The main purpose of
training and development program is not only to satisfy the customers but to support business
growth as well.

SYSTEM MODEL TRAINING

The system model consist of five phases and should be repeated on a regular basis of make
further improvements. the training should achieve the purpose of helping employee to perform
their work to required standards. The steps involved in system model of training are as follows:

1. Analyse and identify the training needs, i.e. to analyse the department, job.
2. Employees requirement, who needs training, what do they need to learn
estimating training cost, etc. the next step is to develop a performance measure
on the basis of which actual performance would be evaluated.
3. Design and provide training to meet identified needs. This steps requires
developing objectives of training, identifying the learning steps, sequencing and
structuring the contents.
4. Develop- this phase requires listing the activities in the training program that
will assist the participants to learn, selecting delivery method, examining the
training material, validating information to be imparted to make sure it
accomplishes all the goals and objectives.
5. Implementing is the hardest part of the system because one wrong step can lead
to the failure of whole training system.

Employee training and development benefits and reasons:

Knowledge and skills development is vital to the health of organizations.  We live in an

information age today, and organizations are routinely valued not just on their physical but on
their intellectual capital.  Training is one of the chief methods of maintaining and improving
intellectual capital, so the quality of an organization’s training affects its value. Untrained or
poorly trained employees cost significantly more to support than well-trained employees do. 
Training affects employee retention and is a valuable commodity that, if viewed as an investment
rather than as an expense, can produce high returns.

Training is organizational effort aimed at helping employees to acquire the basic skills required
for the efficient execution of the functions for which they are hired.  Development, on the other
hand, deals with activities undertaken to expose employees to perform additional duties and
assume positions of importance in the organizational hierarchy.

Training and development are often initiated for an employee or a group of employees in order
to:

1.  Relevantly remain in business.

2. Create a pool of readily available and adequate replacements for personnel who may
leave or move up in the organization.
3. Enhance the company’s ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.
4. Build a more efficient, effective and highly motivated team, which enhances the
company’s competitive position and improves employee morale.
5. Ensure adequate human resources for expansion into new programs.
6. Pilot or test the operation of a new performance management system.

Benchmark the status of improvement so far in a performance improvement effort.

Training is also initiated:

1. As part of an overall professional development program

2. When a performance appraisal indicates performance improvement is needed

When special projects and products are to be embarked upon. The benefits of training and
development to employees and organizations alike are numerous and include following:
 

1. Workers are helped to focus, and priority is placed on empowering employees.

 2. Productivity is increased, positively affecting the bottom line.
3. Employee confidence is built, keeping and developing key performers, enabling team
development and contributing to better team/organization morale. 
4. Employees are kept current on new job-related information, thereby contributing
significantly to better customer service.
5. Employees are updated on new and enhanced skills, with a view to aligning them to
business goals and objectives.
6. After a downsizing, remaining workers are given the technical and management skills to
handle increased workloads.
7. Companies with business problems are given a fresh or unbiased professional opinion or
exploration, evaluation, or critique.
8. Job satisfaction, employee motivation and morale are increased, reducing employee
turnover.

Need for training

In general, training needs are identified after setting the targets in business to achieve. To expand
and diversify the business are the two main objectives behind Tesco’s training program. The
right person, in the right place, at right time is required to achieve the objectives.

Based on the business targets to achieve, there is a definite need to identify the critical activities
and to perform well in such activities in-store and non-store employees require different skills
competencies. The employees with wide range of skills are more flexible and too much
productive for business growth. To fulfill the demands of different customers in a newly opened
store at new location requires clear understanding of the customer profile in that area to select the
stock. The training process helps employees to carry out their jobs effectively based on correct
knowledge, skills, understanding and resources. Employees identify gaps between their
knowledge and skills before starting training and development process.
 Training inputs

1) Skills

2) Education

3) Development

4) Ethics

5) Attitudinal Changes

6) Decision making and problem solving skills

1) Skills

Training is imparting skills to the employees. A worker needs skills to operate machines, and use
other equipments with least damage and scrap. This is basic skills without which the operator
will not function.

2) Education

The purpose of education is to teach theoretical concepts and develop a sense of reasoning and
judgment. That any training and development programme must contain an element of education
is well understood by the HR specialist.

In fact, sometimes, organizations depute or encourage employees to do courses on a part time

basis. Chief executive officers (CEO’s) are known to attend refresher course conducted in many
Business schools. Education is more important for managers and executives than for lower-cadre
workers.

3) Development
Another component of a training and development programme is development which is less skill
– oriented but stress on knowledge. Knowledge about business environment, management
principles and techniques, human relations, specific industry analysis and the like is useful for
better management of a company.

4) Ethics

There is a need for imparting greater ethical orientation to a training and development
programme. There is no denial of the fact that ethics are largely ignored in businesses. They are
less seen and talked about in the personnel function this does not mean that the HR manager is
absolved if the responsibility.

5) Attitudinal Changes

Attitudinal represents feelings and beliefs an individual towards others. Attitudes affect
motivation, satisfaction and job commitment. Negative attitudes needs to be converted into
positive attitudes. Changing negative attitudes is difficult because of

(1) Employees refuse to change

(2) They have prior commitments and

(3) Information needed to change attitudes may not be sufficient.

Attitude must be changed so that the employee feels committed to the organization and give
better performance.

6) Decision making and problem solving skills

Decision making and problem solving skill focus on methods and techniques for making
organizational decision and solve work related problems. Learning related to decision making
and problem solving skills seeks to improve trainee’s abilities to define and structure problems,
collect and analysis information, generate alternatives.

Types of training
  Literacy training
 Interpersonal skills training
 Technical training
 Problem-solving training
 Diversity or sensitivity training

Methods of training

A. On-the-job Training Methods:

1. Coaching

2. Mentoring

3. Job Rotation

4. Job Instruction Technology

5. Apprenticeship

6. Understudy

B. Off-the-Job Training Methods:

1. Lectures and Conferences

2. Vestibule Training

3. Simulation Exercises

4. Sensitivity Training

5. Transactional Training
1. Coaching:

Coaching is a one-to-one training. It helps in quickly identifying the weak areas and tries to
focus on them. It also offers the benefit of transferring theory learning to practice. The biggest
problem is that it perpetrates the existing practices and styles. In India most of the scooter
mechanics are trained only through this method.

2. Mentoring:

The focus in this training is on the development of attitude. It is used for managerial employees.
Mentoring is always done by a senior inside person. It is also one-to- one interaction, like
coaching.

3. Job Rotation:

It is the process of training employees by rotating them through a series of related jobs. Rotation
not only makes a person well acquainted with different jobs, but it also alleviates boredom and
allows to develop rapport with a number of people. Rotation must be logical.

4. Job Instructional Technique (JIT):

It is a Step by step (structured) on the job training method in which a suitable trainer (a) prepares
a trainee with an overview of the job, its purpose, and the results desired, (b) demonstrates the
task or the skill to the trainee, (c) allows the trainee to show the demonstration on his or her own,
and (d) follows up to provide feedback and help. The trainees are presented the learning material
in written or by learning machines through a series called ‘frames’. This method is a valuable
tool for all educators (teachers and trainers). It helps us:

a. To deliver step-by-step instruction

b. To know when the learner has learned

c. To be due diligent (in many work-place environments)

5. Apprenticeship:

Apprenticeship is a system of training a new generation of practitioners of a skill. This method of

training is in vogue in those trades, crafts and technical fields in which a long period is required
for gaining proficiency. The trainees serve as apprentices to experts for long periods. They have
to work in direct association with and also under the direct supervision of their masters.

The object of such training is to make the trainees all-round craftsmen. It is an expensive method
of training. Also, there is no guarantee that the trained worker will continue to work in the same
organisation after securing training. The apprentices are paid remuneration according the
apprenticeship agreements.

6. Understudy:

In this method, a superior gives training to a subordinate as his understudy like an assistant to a
manager or director (in a film). The subordinate learns through experience and observation by
participating in handling day to day problems. Basic purpose is to prepare subordinate for
assuming the full responsibilities and duties.

B. Off-the-job Training Methods:

Off-the-job training methods are conducted in separate from the job environment, study material
is supplied, there is full concentration on learning rather than performing, and there is freedom of
expression. Important methods include:

1. Lectures and Conferences:

Lectures and conferences are the traditional and direct method of instruction. Every training
programme starts with lecture and conference. It’s a verbal presentation for a large audience.
However, the lectures have to be motivating and creating interest among trainees. The speaker
must have considerable depth in the subject. In the colleges and universities, lectures and
seminars are the most common methods used for training.
2. Vestibule Training:

Vestibule Training is a term for near-the-job training, as it offers access to something new
(learning). In vestibule training, the workers are trained in a prototype environment on specific
jobs in a special part of the plant.

An attempt is made to create working condition similar to the actual workshop conditions. After
training workers in such condition, the trained workers may be put on similar jobs in the actual
workshop.

This enables the workers to secure training in the best methods to work and to get rid of initial
nervousness. During the Second World War II, this method was used to train a large number of
workers in a short period of time. It may also be used as a preliminary to on-the job training.
Duration ranges from few days to few weeks. It prevents trainees to commit costly mistakes on
the actual machines.

3. Simulation Exercises:

Simulation is any artificial environment exactly similar to the actual situation. There are four
basic simulation techniques used for imparting training: management games, case study, role
playing, and in-basket training.

(a) Management Games:

Properly designed games help to ingrain thinking habits, analytical, logical and reasoning
capabilities, importance of team work, time management, to make decisions lacking complete
information, communication and leadership capabilities. Use of management games can
encourage novel, innovative mechanisms for coping with stress.

Management games orient a candidate with practical applicability of the subject. These games
help to appreciate management concepts in a practical way. Different games are used for training
general managers and the middle management and functional heads – executive Games and
functional heads.
(b) Case Study:

Case studies are complex examples which give an insight into the context of a problem as well as
illustrating the main point. Case Studies are trainee centered activities based on topics that
demonstrate theoretical concepts in an applied setting.

A case study allows the application of theoretical concepts to be demonstrated, thus bridging the
gap between theory and practice, encourage active learning, provides an opportunity for the
development of key skills such as communication, group working and problem solving, and
increases the trainees” enjoyment of the topic and hence their desire to learn.

(c) Role Playing:

Each trainee takes the role of a person affected by an issue and studies the impacts of the issues
on human life and/or the effects of human activities on the world around us from the perspective
of that person.

It emphasizes the “real- world” side of science and challenges students to deal with complex
problems with no single “right” answer and to use a variety of skills beyond those employed in a
typical research project.

In particular, role-playing presents the student a valuable opportunity to learn not just the course
content, but other perspectives on it. The steps involved in role playing include defining
objectives, choose context & roles, introducing the exercise, trainee preparation/research, the
role-play, concluding discussion, and assessment. Types of role play may be multiple role play,
single role play, role rotation, and spontaneous role play.

(d) In-basket training:

In-basket exercise, also known as in-tray training, consists of a set of business papers which may
include e-mail SMSs, reports, memos, and other items. Now the trainer is asked to prioritise the
decisions to be made immediately and the ones that can be delayed.
4.Sensitivity training

Sensitivity training is also known as laboratory or T-group training. This training is about
making people understand about themselves and others reasonably, which is done by developing
in them social sensitivity and behavioral flexibility. It is ability of an individual to sense what
others feel and think from their own point of view.

It reveals information about his or her own personal qualities, concerns, emotional issues, and
things that he or she has in common with other members of the group. It is the ability to behave
suitably in light of understanding.

A group’s trainer refrains from acting as a group leader or lecturer, attempting instead to clarify
the group processes using incidents as examples to clarify general points or provide feedback.
The group action, overall, is the goal as well as the process.

Sensitivity training Program comprises three steps

1. Transactional analysis

It provides trainees with a realistic and useful method for analyzing and understanding the
behavior of others. In every social interaction, there is a motivation provided by one person and a
reaction to that motivation given by another person.
This motivation reaction relationship between two persons is known as a transaction.
Transactional analysis can be done by the ego (system of feelings accompanied by a related set
of behaviors states of an individual).

Training effectiveness

1. Visual Confirmation:

In traditional trainings, learners demonstrate their knowledge by performing a role-play.

Technology allows us to take role-plays a step further.

2. Social Ownership :
The ability to teach others is one of the highest forms of mastery of a subject. Social
Ownership puts learners in the position to teach others by showing how they apply
concepts in their real world.
3. Skill Assismant :
Creating a visual assessment of an employee’s skill set and performance before and after
a training moment.

Executive development

Executive development or management development is a systematic process of learning and

growth by which managerial personnel gain and apply knowledge, skills, attitudes and insights to
manage the work in their organization effectively and efficiently.
According to FlIPPO “executive development includes the process by which managers and
executives acquire not only skills and competency in their present job but also capabilities for
future managerial tasks of increasing difficulty and scope.

Process of executive development

1. Analysis of development needs.

2. Appraisal of the present managerial talent.

3. Planning individual development programmes.

4. Establishing training and development program.

5. Evaluating developing program.

 PARLE Biscuits PVT. LTD

Parle Products company was founded in 1929 in British India. It was owned by the Chauhan
family of Vile Parle, Mumbai. Parle began manufacturing biscuits in 1939. In 1947, when India
became independent, the company launched an ad campaign, showcasing its Gluco biscuits as an
Indian alternative to the British biscuits. The Parle brand became well known in India following
the success of products such as the Parle-G biscuits and the Thums Up soft drink.

The original Parle company was split into three separate companies, owned by the different
factions of the original Chauhan family

 Parle Products, led by Vijay, Sharad and Raj Chauhan (owner of the brands Parle-G,
Melody, Mango Bite, Poppins, Kismi toffee bar, Monaco and KrackJack)
 Parle Agro, led by Prakash Chauhan and his daughters Schauna, Alisha and Nadia (owner
of the brands such as Frooti and Appy)
 Parle Bisleri, led by Ramesh Chauhan

All three companies continue to use the family trademark name "Parle". The original Parle group
was amicably segregated into three non-competing businesses. But a dispute over the use of
"Parle" brand arose, when Parle Agro diversified into the confectionary business, thus becoming
a competitor to Parle Products. In February 2008, Parle Products sued Parle Agro for using the
brand Parle for competing confectionary products. Later, Parle Agro launched its confectionery
products under a new design which did not include the Parle brand name. In 2009, the Bombay
High Court ruled that Parle Agro can sell its confectionery brands under the brand name "Parle"
or "Parle Confi" on condition that it clearly specifies that its products belong to a separate
company, which has no relationship with Parle Products.

In 2015, parle-G become india’s first domestic FMCG brand to cross the 15000 crore in retail
sales.

Parle unit bahadurgarh at started in 1982.

SWOT ANALYSIS OF PARLE PRODUCTS STRENGTH WEAKNESS

1. Low price as compared to competitors

2. Sizeable market share in the country.

3. retailer Offers variety of products under its brand.

4. No proper replacement system for broken

5. Breakage of biscuits while delivering to

6. An experienced team of sales and marketing

7. Improper and irregular supply. executives.

8. Less share in Premium biscuit market.

9. Deep and effective coverage

10. Dependent on its flagship brand, Parle-G

11. Largest distribution system.

12. Poor packaging in family pack of glucose biscuits.

13. Lack of schemes for retailers and distributors.

14. Rising demand for innovative packaging in THREAT packaged foods.

15. Highly advertised brands such as Britannia.

16. Retaining loyal retailers or wholesalers.

17. Ever increasing competition from Improving supply system for established multinationals
and local companies. brands.

18. Increase in sale of cheap local bakery products.

19. Huge scope for some Parle products in medical . Emerging substitutes like wafers, snacks
and shops. toast.

20. Information revolution brought about by the . Margin war among the major television.
Brands.

21. Good scope for snacks and namkeens, if launched and properly promoted by Parle.

22. Different sizes of packets are available biscuits to retailers.

Mother units:- Total 10 at different locations:-

1) Mumbai
2) Bahadurgarh

3) Neemrana

4) Pantnagar

5) Sitarganj

6) Bangalore

7) Nashik

8) Khapoli

9) Bhuj

10)Bahraich

More than 100 Contract Manufacturing Units at different Locations

Parle Products
Biscuit Varieties Confectionery
Bites Kismi Bar

Fun centre Mango Bite

Hide& Seek Melody

Krackjack Orange candy

Marie Choice Poppins

Monaco Rol-a-cola

Sixer
Scope of the study

The scope of the study covers in depth, the various training practices, modules, formats being
followed and is limited to the company PARLE and its employees. The different training
programmes corporated/facilitated in PARLE through its facilities, outside agencies or
professionals groups. It also judges the enhancememt of the knowledge and skills of employees
and feedback on its effectiveness.
 PARLE AN OVERVIEW

Customer satisfaction

We are dedicated to building a relationship our customers needs and to deliver products and
services that fullfill and exceed all their requirements.

Cost and time consciousness

We believe that our success depends on our ability to continually reduce the cost and shorten the
delivery period of our products and services. We will achieve this by eliminating waste in all
activities and continuously improving all processes in every area of our work.

Innovation and creativity

We believe in striving for improvement in every activity involved in our business by pursuing
and encouraging risk taking , experimentation and learning all levels within the company with a
view to achieving excellence and competitiveness.

Trust and team spirit

We believe in achieving harmony in work life through mutual trust, transparency, co-operation
and a sense of belonging. We will strive for building empowered teams to work towards
achieving organizational goals.

Respect for the individual

We value our people. We will treat each other with degnity and respect and strive for individual
growth and realisation of everyone’s full potential.

Integrity
We believe in a commitment to be honest, trustworthy, and fair in all our dealings. We commit to
be loyall and devoted to our organization. We will practice self discipline and responsibility.

TRAINING PROGRAMMES IN PARLE BISCUITS

PVT.LTD

Training in PARLE

PARLE follows the philosophy to establish and build a strong performance driven the culture
with greater accountability and responsibility at all levels to that extent the company views
capability as a combination of the right jobs, supported by the right process, system and
structure. The company organizes various training and development programmes, but in house
and at other places in order to enhance the skills and efficiency of its employees. These training
and development programmes are conducted at various levels for officers.

Types of training method adopted by parle biscuits pvt.ltd.

On-the-job training Methods:

Under these methods new or inexperienced employees learn through observing peers or
managers performing the job and trying to imitate their behaviour. These methods do not cost
much and are less disruptive as employees are always on the job, training is given on the same
machines and experience would be on already approved standards, and above all the trainee is
learning while earning. Some of the commonly used methods are:

1. Coaching:

Coaching is a one-to-one training. It helps in quickly identifying the weak areas and tries to
focus on them. It also offers the benefit of transferring theory learning to practice. The biggest
problem is that it perpetrates the existing practices and styles. In parle most of the mechanics are
trained only through this method.

2. Mentoring:

The focus in this training is on the development of attitude. It is used for managerial employees.
Mentoring is always done by a senior inside person. It is also one-to- one interaction, like
coaching.

3. Job Rotation:

It is the process of training employees by rotating them through a series of related jobs. Rotation
not only makes a person well acquainted with different jobs, but it also alleviates boredom and
allows to develop rapport with a number of people. Rotation must be logical.

4. Job Instructional Technique (JIT):

It is a Step by step (structured) on the job training method in which a suitable trainer (a) prepares
a trainee with an overview of the job, its purpose, and the results desired, (b) demonstrates the
task or the skill to the trainee, (c) allows the trainee to show the demonstration on his or her own,
and (d) follows up to provide feedback and help. The trainees are presented the learning material
in written or by learning machines through a series called ‘frames’. This method is a valuable
tool for all educators (teachers and trainers). It helps us:

a. To deliver step-by-step instruction

b. To know when the learner has learned

c. To be due diligent (in many work-place environments)

5. Apprenticeship:

Apprenticeship is a system of training a new generation of practitioners of a skill. This method of

training is in vogue in those trades, crafts and technical fields in which a long period is required
for gaining proficiency. The trainees serve as apprentices to experts for long periods. They have
to work in direct association with and also under the direct supervision of their masters.
 CHAPTER-2

OBJECTIVE OF THE STUDY

OBJECTIVE OF THE STUDY

The objective of the study of training policies in PARLE is to study the impact of training on the
overall skill development of workers. The specific objective of the study are:

1.To analyze to existing training practices, its effectiveness and recommended measures
to improve the training practices in PARLE BISCUITS PVT. LTD.

2.To study the frequency of training, training methods and their effects on the trainees
and recommend certain measures for improvement.

3.To take feedback and analyze the level of satisfaction amongst the employees in respect
of training activities and suggest alternatives.
 CHAPTER-3
RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Definition of Research
The manipulation of things, concepts or symbols for the purpose of generalizing to extend,
correct or verity knowledge, whether that knowledge aids in construction of theory or in
the practice of an art:-
D. Slesinger and M.Stephenson1

Research Design:
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Regarding this project, descriptive research design concern with describing the perception
of each individuals or narrating facts on welfare measures and diagnostic design helps in
determine the frequency with which something occurs or its associated with something else.
These two research design help in understand the characteristic in a given situation. Think
systematically about aspects in given situation, offers idea for probe and research help to make
certain simple decision.

Descriptive Research:
In this research it deals with descriptive research type. It includes surveys and fact-finding
enquiries of different kinds. The major purpose of descriptive research is description of the state
of affairs as it exists at present.

Sample Design:
A sample design is a definite plan determined before any data are actually collected for obtaining
a sample from a given population. Sampling is used to collect data from limited numbers
whereas census is used for large numbers. For the research, sampling method was used.
There are different types of sample design based on two factor namely the representation basis
and the element selection technique .There are two main categories under which various
sampling method can be put. There are
1. Probability sampling
2. Non probability sampling
 In this particular research the A study is on probability sampling. And in the simple
random sample is used

Probability Sampling:
Probability sampling is based on the concept of random selection; the sample may be either
unrestricted or restricted. When each sample elements is drawn individually from the population
at large, then the sample so drawn is known as µunrestricted sample, Whereas all other forms of
sampling are covered under the term µrestricted sample. The most frequently used probability
samples are:
 
 Simple random sample
 Systematic sample
 Stratified sample (proportionate & disproportionate)
 Cluster sample

Non- Probability Sampling:

 Non-probability sampling is that sampling procedure which does not afford any basis
for estimating the probability that each item in the population has of being included in the sample
 
 Judgment sampling
 Convenient sampling
 Quota sampling.
 Snowball sampling

Sampling Method:
In this research systematic sampling method is used to collect the primary data by using
questionnaire.

Systematic Sampling
A Systematic sample is selected at random sampling. When a complete list of the population is
available, this method is used. If a sample of 10 students is to be selected from 100 students,
under this method k th item is picked up from the sample frame and k is the sample interval.

Sample Size:
The total sample size of 50has been taken for this study. Both male and female employees have
been interviewed.

Data Collection Method

Primary Source of Data

Primary data is known as the data collected from the first time through field survey. Such data
are collected with specific set of objectives to assess the current status of any variable studied.

Research Instrument:
In this project, the data were collected through structured questionnaire.
Questionnaire
A questionnaire is a schedule consisting of a number of coherent and formulated series of
question related to the various aspects of the under study. In this method a pre ± printed list of
question arranged in sequence is used to elicit response from the important.

Types of questions
 The following are the types of questions, which are used in research. They are:
a) Open ended question
 b) Close ended question

a) Open ended questionnaire: An open-ended question gives the respondents

complete freedom to decide the form length and detail of the form.
b) Close ended questionnaire: The close-ended question is of two types they are as
follows:
 i) Dichotomous question this type has only two answers in the form of YES´ or
NO´, TRUE´ or FALSE´ etc.
ii) Multiple ± choice questions. In this case the respondents are offered two or
more choices and the respondent have to indicate which is applicable in the
following cases.

STATISTICAL TOOLS APPLIED 

Percentage Analysis

Percentage Analysis:
Percentage refers to a special kind of ratio. Percentage analysis test is done to find out
the percentage of the response of the respondents. In these tool various percentage are presented
by the way of Bar-diagram, Pie charts in order to have better understanding of the analysis.
Number of respondents
FORMULA: Percentage = ------------------------------------------------×100
Total number of respondent

Research Design: - Descriptive Research

Sample Size: - 50

Sample Unit: - Employees

Universe: - Haryana Parle Biscuits Pvt. Ltd

Data: - Primary and Secondary Data

Primary Data: - Questionnaire

Secondary Data: - Text Books and websites

Statistical Tool used: - Pie charts
 CHAPTER-4

DATA ANALYSIS AND

INTERPRETATION
Data analysis and Interpretation

Q1. Please mention your age:

Particular Respondent Percentage

20-25 7 14%
25-30 19 38%
Above 30 24 48%

Respondent
14%
20-25
25-30
48% Above 30

38%

Interpretation:- 14% employees are 20-25 years, 38% employees are 25-30 years, 48%
employees are above 30 years.
Q2. Sex:

Particular Respondent Percentage

Male 40 80%
Female 10 20%

Respondent

20%
Male
Female

80%

Interpretation:- 80% employees are male and 20% employees are female in the company.

Q3. Marital status:

Particular Respondent Percentage

 Single 30 60%
Married 20 40%
Divorced 00 00%

Respondent

Single
40% Married
Divorced
60%

Interpretation:- 60% employees are single and 40% employees are married.

Q4. No. of years of experience:

Particular Respondent Percentage

 Less than 3 years 4 9%
3 to 5 years 19 41%
More than 5 years 27 50%

Respondent
9%
Less than 3 years
3 to 5 years
more than 5 years
50%
41%

Interpretation:- Majority of workforce has more than 5 years of experience.

Q5. Is this your first organization?

 Particular Respondent Percentage
Yes 13 26%
No 37 74%

Respondent

26%
Yes
No

74%

Interpretation:- Majority of workforce has worked prior in other organizations.

Q6.Your organization considers training as a part of organizational strategy. Do you agree with
this statement?
 Particular Respondent Percentage
Strongly agree 30 60%
Agree 10 20%
Disagree 5 10%
Somewhat agree 5 10%

Respondent
10%
Strongly Agree
10% Agree
Disagree
Somewhat Agree
20% 60%

Interpretation: According to the above data it is clear that out of 100% employees of PARLE

60% of employees consider the training as a part of firm’s strategy.

10% of employees disagree with the statement.

Q7. To whom training imparted?

Particular Respondent Percentage

 New Staff 20 40%
Junior Staff 18 36%
Senior Staff 10 20%
Base Of 2 4%
Requirement

Respondent
4%
New staff
20%
Junior Staff
40% senior Staff
Base of Requirement
Interpretation: 40% of new staff
are given training, 36% of junior
staff are given training,
36%
20% of senior staff
are given training, 4% of employees
are given training based

On requirement

Q8. What are the barriers to training and development?

Particular Respondent Percentage

Time 30 60%

Lack Of Interest 8 16%

Money 6 12%

Non
Availability of 6 12%
Skilled Trainer
 Respondent
12% Time
Lack of interest
12% Money
Non availibility of skilled
trainer
60%
16%
Interpretation: 60% of
employees consider time as a
barrier of their training. 16%
of employees consider
lack of interest as a barrier. 12% of employees consider money as a barrier. 12% employees
consider non availability of skilled trainer.

Q9. What form of Training is used ?

Particular Respondent Percentage

On the job 50% 100%

Off the job 00 00

 Respondent

On the job
Off the job

100%

Interpretation: Majority of the workforce is 100% on the job training method.

Q10. What are the various method of on the job frequently used?

Particular Respondent Percentage

Coaching 6 12%
Mentoring 13 26%
Job rotation 18 36%
Apprenticeship 10 20%
Understudy 3 6%
 Respondent
6%
Job rotation
20% Mentoring
36% Coaching
Apprenticeship
Understudy
12%

26%

Interpretation: 36% employees use the job rotation method, 26% employees use the mentoring
method, 12% employees use the coaching method, 20% employees use the apprenticeship
method for the training.

Q11. Do you prefer off the job training methods?

Particular Respondent Percentage

Yes 27 54%
No 23 46%
 Respondent

26%
Yes
No

74%

Interpretation: Majority of workforce 54% employees want to off the job training method.
 CHAPTER-5

FINDINGS

FINDINGS

 Training will also contribute to the personal growth of the employee.

 Most of the time organization faces problems due to non-availability of the skilled trainer to
train the employee.
 In training employees information was not upgrade.
 Majority of employees complaint about the training session are unplanned and 30% says
gaps between session.
 Majority of employees need off the job training method.
 Only on the job training method is used for the employees training.
 Availability of time for the employees training and development is not sufficient.
 CHAPTER-6
RECOMMENDATIONS AND
SUGGESTIONS

RECOMMENDATIONS AND SUGGESTIONS

Based on the data collected through the questionnaire and interactions with the Officers of
PARLE the following recommendations are made for consideration:
 The organization may utilize both subjective and objective approach for the
training programmes.
 The organization may consider deputing each employee to attend at least one
training programmes each year.
 The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while undergoing
the training.
 The organization can arrange the training programmes department wise in order to give
focused attention towards the departmental.
 HR department should conduct seminars on some vital topics so that employees are
always motivated and encouraged to work.
 The organization can provide the off the job training method .
 Planned the training session and upgrade the knowledge of employees.
 Reduce the time barriers and provide the sufficient time to their employees.
 CHAPTER-7
LIMITATIONS

LIMITATIONS
The present study is limited to many aspects. Providing information about training and
development is the outcome of various variables. It is not possible to take in to consideration
each and every criteria in this study.

 Some of the information given by the respondents may be bias.

 Could not able to collect the information from all the employees of organization because
of busy schedule of employees.
 The questions that are asked being personal, some of them hesitated to answer it.
 Due to the limitation of the time the research could not be made more detailed.
 CHAPTER-8
CONCLUSION

CONCLUSION
 Finding of the study are training will also contribute to the personal growth of the
employee.Most of the time organization faces problems due to non-availability of the skilled
trainer to train the employee.In training employees information was not upgrade.Majority of
employees need off the job training method.Only on the job training method is used for the
employees training.Availability of time for the employees training and development is not
sufficient.suggestions would be the organization can arrange the training programmes
department wise in order to give focused attention towards the departmental.HR department
should conduct seminars on some vital topics so that employees are always motivated and
encouraged to work.The organization can provide the off the job training method .Planned the
training session and upgrade the knowledge of employees.Reduce the time barriers and provide
the sufficient time to their employees.

BIBLIOGRAPHY

1.Making performance work effectively:- Philip tom: McGrawHill Book company England 1983
2.Public Personal Administration: SL Goel: Sterling Publishers Pvt. Ltd.:New Delhi.
3.Research Methodology :-Methods and Techniques: KothariC. R.: WilleyEaster:New Delhi.
4.Kothari,C. R., Methods and Techniques,New Delhi, New Age International Publications
5.Aswathappa,K., Human Resource Personal Management

Websites

Search :www.wiki.com
www.google.com
www.msn.com
www.parleproducts.com

ANNEXURE
Section-1

Q1. Please mention your age:

 20-25 ( )

 25-30 ( )

 Above 30 ( )

Q2. Sex:

 Male ( )

 Female ( )

Q3. Merital status:

 Single ( )

 Married ( )

 Divorced ( )

Q4. No. of years of experience

 Less than 3 years ( )

 3 to 5 years ( )

 More than 5 years ( )

Q5. Is this your first organization?

 Yes ( )
  No ( )

Q6.Your organization considers training as a part of organizational strategy. Do you agree with
this statement?

 Strongly agree ( )

 Agree ( )

 Disagree ( )

 Somewhat Agree ( )

Q7. To whom training is given more in your organization?

 New Staff ( )

 junior Staff ( )

 Senior Staff ( )

 Base on requirement ( )

Q8. What are the barriers to training and development in your firm?

 Time ( )

 Lack of interest ( )

 Money ( )

 Non availability of skilled trainer ( )

Q9. What mode of training method is used in your firm?

 On the job ( )

 Off the job ( )

Q10. What are the various methods of on the job frequently used?

 Coaching ( )

 Mentoring ( )

 Job rotation ( )

 Apprenticeship ( )

 Understudy ( )

Q11. Are you want to off the job training method?

 Yes ( )

 No ( )

Q12. Which method of off the job training is preferred by you?

 Lectures and conferences ( )

 Vestibule training ( )

 Simulation training ( )

 Sensitivity training ( )

 Transactional training ( )

Q13. Training and development sessions conducted in your firm are useful:

Do you agree with this statement?

 Strongly agree ( )
  Agree ( )

 Disagree ( )

 somewhat agree ( )

Q14. How well the workplace of the training is physically organised?

 Excellent ( )

 Good ( )

 Bad ( )

 Average ( )

Q15. What are the improvement suggested?

 RE-design workplace ( )

 Remove interference ( )

 Re organize workplace ( )

 Upgrade information ( )

Q16. What are the general complaints about training sessions?

 Time wastage ( )
  Gaps between sessions ( )

 Training sessions are unplanned ( )

 Sessions are boring ( )

Q17. What is your satisfaction level about the training program organized by the company?

 Strongly agree ( )

 Agree ( )

 Disagree ( )

 Somewhat agree ( )