SAMEEA BUKHARI

58734
SYED MASOOD HUSSAIN
54180
MUNEEB KIDWAI
25/11/14
TRAINING AND DEVELOPMENT

Contents
INTRODUCTION OF COMPANY................................................................................................3

MISSION.....................................................................................................................................4
OUR VISION..............................................................................................................................5
PRODUCTS................................................................................................................................5
G&T - STORY OF SUCCESS.....................................................................................................6
TRAINING AND DEVELOPMENT..............................................................................................7
TRAINING PROGRAMME IN ORGANIZATION...................................................................7
T&D PROJECT QUESTIONNAIRE..........................................................................................8
GAP ANALYSIS...........................................................................................................................18
RECOMMENDATION.................................................................................................................18

INTRODUCTION OF COMPANY

Novatex Limited launches a new, 8.7meter Polyester films line in Karachi, Pakistan to produce
Biaxially oriented polyester film to be used in Packaging and Industrial fields, having most
modern state of art Dornier -Germany Equipment having production capacity - 30,000 TPA.
It also has installed the most modern vacuum metallizer of general vacuum systems UK and
online coating machines on the plant which will enhance the barrier properties of the films and
make it versatile. It contains properties such as aroma barrier, high strength, better machine
ability, dimensional stability, surface treat ability, clarity and tear resistance. The plant is also
equipped with the top-of-the-line slitters from Kampf Germany.
Having acquired the latest technology

is geared up to produce films which is suited

for high demand applications in food-packaging, medical applications, textile usage and various
other industrial applications.

MISSION
To fulfill the needs of the customers

By providing on time the best value product conforming to the requirements

of all the customers through understanding of continuous optimization of
various processes for meeting their agreed and implied needs at present and
in the future
To be a learning organization

By organizing various knowledge based training programs and ensuring

effective knowledge management to remain up to date with the changing
norms of entrepreneurial world and implement the same in the working of
the organization
To be a corporate citizen
To be a corporate citize

By remaining committed to social responsibilities, governmental regulations

and societal needs

To be a first choice employer

By making the organization such an industry leader, where the employees
would feel proud to work at and by collective and deliberate efforts to take
the organization over the top

To meet the expectations

of all the shareholders and stake-holders
To meet the expectations

To have commitment towards the upkeep of the environment

OUR VISION
To transform the company into a modern and dynamic pet resin
( bottle/textile grade ) manufacturing company with highly professional and
fully equipped team to play a constructive role on sustainable basis in the
economy of the country.
Our Goal
we will go an "extra mile" to satisfy our customers with our products and
services that exceed their expectation
Our Targets

Our quest for being a "quality organization" will depend on our people,
services, and profits (PSP ) philosophy .Together with our old customers, new
clients and trusted team of managers, we will achieve international quality
standards through continuous quality improvement journey.

PRODUCTS

G&T - STORY OF SUCCESS

1947

1955

1967

1974
1976

1984

1986
1987
1991

The families of late Haji Gani Diwan and Tayub Usman Bilwani
declare their merger and form two main trading firms by the name
of R.H. Gani and Habib Cloth House.
Gani & Tayub (Pvt.) Ltd. are established. The company starts
importing yarn, fabrics, chemicals, dyes, cement and sugar. At a
larger stage, it also starts importing plastic molding compounds,
polyester & other synthetic yarn.
Mushtaq & Co. (Pvt.) Ltd. comes into being. It commences
operations with Jacquard Raschel Knitting and flat bed printing and
finishing. At present, Mushtaq & Co is the largest WARP Knitting unit
in Pakistan.
Muskalin Industries starts operations. Muskalin is engaged in
making flat & circular knitted fabrics.
Bonanza Garments Industries (Pvt.) Ltd. is established. The
company starts production of prime quality ready made garments
and the name "Bonanza" soon became a household name.
Gatron (Industries) Ltd. commences production. It emerges to
become the country's top-most manufacturer of polyester filament
yarn & polyester chips. In the 1998, Gatron becomes the only
manufacturer of the bottle grade PET Resin in Pakistan.
Bounti Garments Industries (Pvt.) Ltd. starts commercial
operations. The company starts export to Europe & North America.
Mushtex Weavers is established. It starts manufacturing woven
fabrics with more than 50 automatic shuttle-less looms.
Mustaqim Dyeing Printing Industries (Pvt.) Ltd. is established.
The company posses state-of-the-art technology to print and dye
over 24.000.000 meters per annum of Poly/Cot. Cotton Woven and

1993

1994

1999
2012

Knitted Fabrics.
Muskanit Industries starts commercial production. It is the sister
concern of Mushtaq & Company for WARP Knit products.
Novatex Limited., is established. Contract for a 63,000 tons per
annum polycondensation plant with Zimmer A.G. is signed. Novatex
starts commercial production of Polyester Chips Textile Grade in the
second half of 1997.
Krystalite Products (Pvt.) Ltd. starts production of PET bottles on
latest technology SIDEL blowing machines.
Novatex Ltd. (BOPET Unit) starts production of PET film on latest
technology imported from DORNIER Germany.

TRAINING AND DEVELOPMENT

Training and development refers to the practice of providing training,
workshops, coaching, mentoring, or other learning opportunities to
employees to inspire, challenge, and motivate them to perform the functions
of their position to the best of their ability and within standards set by local,
state, Tribal, Federal and licensing organization guidelines. Training and
development activities provide all involved system of care parties with the
tools they need to develop professionally, increase their knowledge,
effectively work with families, and build their capacity to perform the tasks
associated with their positions within the system of care.
Since a system of care operates within an existing human service agency, it
is expected that most human resource issues, such as hiring, benefits, staff
recognition, and performance appraisal issues, would be handled within the
agencys human resources department. It would be important to make sure
that system of care principles are infused into the day to day practices of
human resources personnel. It is worth noting that many systems of care
have developed recognition and award programs for individuals who have
exceeded expectations in their system of care efforts.

TRAINING PROGRAMME IN ORGANIZATION

S#

Date

Training Materials

04/07/12

Skills in Administration

11/10/11

Stress Management

01/09/11

Managing change

18/8/2011

Motivation

04/08/11

Time Management

21/7/2011

High Performing Manager

09/07/11

26/7/2011

03/11/12

Role of Committed Manager

Fire & Safety
Stress Management

T&D PROJECT QUESTIONNAIRE

1. What is the training philosophy of your organization? What
factors affect it?
A business grows and profits when its employees are constantly increasing
their knowledge and experience. No one can dispute that an experienced
employee is a valuable asset to any company. Successful businesses always
provide extensive and continuous training for their employees. This attention
to education and training is one of the reasons these companies are where
they are today. A business can only grow when its employees are constantly
improving their skill levels. Setting up an in-house training program takes
some work, but the dividends are well worth it.
Some of the factors which affects learning and development are:
Competition for skilled employees: There is greater competition for
skilled employees and this competition will increase as the baby boomer
generation starts to retire.
Attracting and retaining employees becomes a challenge: As
competition for employees increases, attracting and retaining employees will
become a challenge. To ensure that our organization remains a desirable

place to work, as Job Quality in this industry points out, an important part of
job quality is the opportunities that employers provide for learning:
Need for additional skills: Skill requirements have been on the rise. This is
particularly true for professionals.
Funding for employee training and development is a concern:
Adequate funding continues to be a concern. While the need to use
resources to provide employee training and development increases, the
resources to do so may not be available. In fact, funding for training and
development may be one of the first items to be eliminated in times of
financial uncertainty.
Less job security: Employees in this sector have less job security than they
used to. People constantly hear that they can expect to have many different
employers. Given this message and its reality, employees are looking for
employers who will provide them with opportunities to develop transferable
skills.
Limited opportunities for advancement: Most organizations in this
sector have a flat organizational structure. This means that there is little
room for promotion. Employees and organizations need to embrace the idea
that moving 'up' is not the only way to be satisfied with one's work. An
alternative is to create challenges for employees in their current position.
What is the total annual training budget of your organization and
how is it determined?
As our organization has initiated its production 2 years ago and we have
enormous liabilities of our investors at the moment. Due to this reason, we
did not allocate funds for training before the start of each year rather it will
be made available whenever need arises depending on the vitality of
training.
Who looks after training in our organization?
As I have mentioned before, we are providing training only to Production
staff. Our Production Manager and Admin Manager works together to cater to
the need of training.

a. What Model do you follow

We use Matrix model because it perfectly suits our organization
and its needs due to the fact that the trainer is the Industry
Expert in the Production area.
b. Person Designation
1. Head of Administration, Commercial and Personnel
2. Head of Film Production
c. Job Description
Competencies)

&

KPIs

(Training

hours,

Man

days,

JD for Admin Manager:

JOB DESCRIPTION

Position Title
Reports to

:
Head of A, C & P
SMP / DGMP

Basic Functions:
To plan, organize, co-ordinate, direct, assure and control quality of
product and factory administration through respective head of
department under guidance of Director.
To establish and maintain sound policies for streaming the process
parameters, issuance of work permits, gate passes, work instruction,
Quality Management System.
To supervise the functions of quality training of employees,
optimization of cost of production, by taking corrective measure,
maintaining optimum levels of Raw materials and spare parts.
Responsibilities:
1. Develop and administer policies, plans and program from production
planning and control.

2. Direct all HODS as and when required.

3. Co-ordinate organization activities in any area relating to plant
operation.
4. Develop in the light of Directors/ DGMP/ Sr. Manager Production
directive programs, comparatives, analysis, in collaboration with
all Heads of departments.
5. Ensure compliance with the laid down policies and procedure.
6. To establish, implement and maintain ISO 9001-2008 QMS into
the organization.
7. Checking and approval goods received notes and cash vouchers
at plant.
8. Carry out any other duties assigned by DGMP/ Sr. Manager
Production Director.
9. identifying training and development needs within an
organisation through job analysis, appraisal schemes and regular
consultation with department managers;
10.
monitoring and reviewing the progress of trainees through
questionnaires and discussions with managers;

JOB DESCRIPTION

Position Title
Reports to

:
Head of Production
SMP / DGMP

Basic Functions:

To formulate planning, coordination and control of manufacturing

processes.
To ensure that goods are produced efficiently and that the correct
amount is produced at the right cost and level of quality.

Responsibilities:

overseeing the production process, drawing up a production schedule;

ensuring that the production is cost effective;

making sure that products are produced on time and are of good
quality;
working out the human and material resources needed;
monitoring the production processes and adjusting schedules as
needed;
being responsible for the selection and maintenance of equipment;
working with managers to implement the company's policies and
goals;
ensuring that health and safety guidelines are followed;
identifying training needs.
is involved in the pre-production (planning) stage as well as the
production (control and supervision) stage.

a. Monitoring Process
Currently, we are in use of following two processes:
1. Knowledge Review - offers an objective means of determining whether
training content has been learned. It reviews refer to a general group of
assessment tools in which employees read questions and respond in writing
which is administered by delivering the tool at the start and end of the
training session. It's a multiple-choice instrument using the same questions
in each administration, presented in a different order. The questions
adequately address the learning objectives of the training. then the results of
each administration will be compared to measure knowledge transfer during
the training event. This information will be useful in assisting the training
department to improve the course material.
2. Observation - is another evaluation method that provides information
regarding employee reactions to the training where concerned personnel
observes employee interaction, level of engagement with training instructors
and responses to course content.

11.
Do you provide training to permanent, contractual or both?
Why?

As we have latest equipment here and its a new project, started production
in September 2012 so initially we are providing training only to Production
staff who are Permanent employees of the company because on Contractual
basis, we hire people for short duration i.e. 6 to 11 months or whose need is
for temporary basis. So. We don't want to train those who will leave the
company in a short period of time. Conducting a professional training
demonstrates a commitment with our employees which improves company
loyalty and morale, as well as reduced turnover, will be clearly evident.
12. How does your
development needs

organization

identify

the

training

and

Process
Since we are only providing training to Production staff, manager of Film
production has appointed several Shift In charge who supervises other staff
members and workers and responsible for the performance management of
the allotted employees. Whenever they see any lacking in the skills whether
behavioral or functional, they tell production manager about the situation.
The Production manager will then inquire about the working of that employee
with his colleagues and conduct an interview with the employee.
After having the interview, he assess employee knowledge/ behavior
regarding work and if required for training, inform his partner "Head of A,C &
P", who then schedule the training session (only behavioral).
If he lacks functional expertise, then the production manager himself
provides training to the employee.
Levels (organization, team, person, task)
Initially, there was only Organizational Analysis where Engineers/ Managers
from Germany and India came here to conduct training sessions for our
Production Managers/ Engineers because we have latest technology
available, imported from Germany and has an 8.7 meter width having a
capacity of 31,000 tons per annum.
Now, there is Person Analysis is in practice as mentioned above.

Methods
Besides having above practices, we also use performance appraisals to
check the competency level, knowledge and skills of middle management/
supervisor/ workers.

How is TNA aligned with Business Plans?

In our organization, TNA is aligned with plans by prioritizing the
organizations mission/performance goals. We identify the tasks needed to
achieve those performance goals and assign tasks to various groups/jobs.
We determine which tasks require training. The attributes of each task, i.e.,
level of difficulty, level of importance/criticality, and frequency of
performance, are further analyzed to determine if training is needed, and the
criterion performance level for this training.
We prioritize the knowledge, skills and attitudes needed to perform tasks
that require training then we identify the knowledge and skill gaps. Existing
and potential gaps may be revealed by comparing the knowledge, skills and
attitudes needed by each group to achieve the desired level of performance,
with the current knowledge, skills and attitudes of the group. Next, we
identify implementation issues. The feasibility and effectiveness of plausible
training solutions should be assessed, by examining the availability of
funding and resources, compatibility with existing programs.
Then we prioritize activities and prepare a plan of action by compiling the
data to help determine which training programs can generate the greatest
impact and why.
13. Please give examples of Soft Skills (Management/Behavioral)
and Hard Skills (Technical, Functional) trainings given to your
employees?
There is a training in our Organization which has been given to each
employee (whether permanent or contractual) when he joins the
Organization namely Safety training, and its trainer is Manager of Healthy
& Safe Environment dept.

SOFT SKILLS
1. Time Management Skills
2. Stress Management
HARD SKILLS
1. Longitudinal stretching machine (MDO) training
2. Transverse stretching machine (TDO) training
Above training concerns with the general operating procedures.

14. How does your top & middle management provide support to
the training process and also before, during and after the
training?
Due to the fact that Production manager initiates the process of conduction a
training session, top management such as DGM and Director support and
involvement is essential or obvious as we are a growing business in this
industry so our top management is very keen for the support of trainees.
They actually support the training program as well as trainees to get them
trained and become beneficial to our organization. Specially DGM is
personally involved in the development of training material. After the
training, its just Production manager and admin manager who do the tasks of
getting the feedback from the trainee through filled questionnaires etc.
15.

How is the training administered?

a. Nomination & Communication Process

discussed before
b. Trainer Selection (Internal, External) Why?
If a new technology comes in our company, then the trainer also came from
abroad such as Germany or India who has the specialized skills for that
particular machine, who trains our management/ engineers.

If training has been given to supervisors/ workers who don't have English
language expertise or skills, trainer will be Production Manager/ Admin
Manager.

c. Arrangements (In-house or Outside) Why?

Obviously, arrangements are always In-house
equipments required to train our employees.

because

we

have

all

16. How does your organization measure training effectiveness

(Reaction, Learning, Behavior Change, Result, ROI)?
All the levels are essential to check whether the training program is effective
or not. To measure REACTION, we see whether the employee thinks that the
training session has worth for his time. LEARNING is to check whether the
participant has acquired intended skills or knowledge before and after the
session. BEHAVIOR CHANGE is to check the behavior of employees who
has been given training and whether he apply the learnt knowledge or skills
to his job. RESULT is to check at what degree targeted outcome occurs such
as increased employee retention or engagement, increased productivity,
decreased errors and reworks. ROI is to check whether the training program
is beneficial to the employee as well as serves best interest to the
Organization.
17. Does your organization use any kind of E-Learning or Learning
Management Systems? Why? Use of any kind of technology,
details?
Yes, we are using E-Learning mechanism to train our employees. When
compared to other training methods, computer-based interactive training can
reduce learning time by up to fifty percent. Interactive training is continually
gaining popularity throughout every industry, which combines 3-D animation,
digital video from actual production environments, on-screen titling, and
professional narration guaranteed to captivate the end user. It contains an
average of 25 questions that tests participants knowledge before, during,
and after the program is delivered. This type of training is available 24/7 and
employees can learn at their own pace, creates a comfortable environment.
Our training programs are up-to-date and use industry best practices.
Interactive training provides measurable results and is most effective when

used in conjunction with plant-specific exercises. This ensures that the

knowledge gained during the interactive training can be demonstrated as
learned skills.

18. Do you have a Succession Planning Chart OR Top Talent

Development process? What is done to prepare employees as
future leaders?
As mentioned above, we are giving training to just Production Dept.
employees so we have (based on experience).
Trainee Engineer ----- after 3 years -- Asst. Engineer ------ after 5 years -
Asst. Manager ----- after 5 years ---Deputy Manager ---- after 5 years --
SDM ----- after 5 years -- Manager Production
(based on qualification)
Trainee Engineer is a BE degree holder in Chemical Engineering ----- after
Masters program - Asst. Manager ----- after 3 years ---Deputy Manager
---- after 3 years -- SDM ----- after 3 years -- Manager Production

19.

How is Career Management done for your employees?

An engineering degree is necessary. The best job prospects will be

enjoyed by applicants with an undergraduate engineering degree and a
masters degree in business administration or industrial management.
Managerial duties are nearly the same for all industrial production
managers, including production scheduling, staffing, procuring and
maintaining equipment, overseeing quality and inventory control, and
coordinating production activities among departments.
Industrial production managers have numerous responsibilities, but their
primary function is to lay out the production schedule so that production
quotas are met but financial and time constraints are respected.
Job requirements for manufacturing operations are so diverse that this
occupation has no standard preparation. The one absolute requirement is a
college degree, even for candidates who work their way up through a

company. Degrees in management, business administration, industrial

engineering, or industrial technology are common. Masters degrees in
industrial management or business administration (MBA) are also useful.
Some managers worked as Supervisors before being promoted.
Our Company want candidates who are capable of working with increasingly
complex production operations. As a result, a graduate degree in industrial
management or business administration, combined with an undergraduate
degree in engineering, is looked upon very favorably by us.
Production managers, who regularly compromise, persuade, and negotiate,
also need excellent interpersonal and communication skills.
20. What future changes
process/function?

do

you

expect

in

your

training

As far as training is concerned, Our Directors are not worry about it right now
as we have limited resources and as a matter of fact that we have just
started our production and we have enormous liabilities to pay. Until then, no
future changes I am seeing.

21. Any additional

function?

remarks/suggestions

about

the

training

In my opinion, to be competitive in todays lean global marketplace,

companies must continue to produce quality products with a minimal
number of skilled employees. Technology is constantly changing in the
plastics industry. Materials have changed drastically, new machine control
systems are being introduced, electric machines are becoming just as
common as hydraulic machines, and processing techniques are being altered
to keep up with the trends which means training is necessary for every
employee.

GAP ANALYSIS
Actually , manager is saying that training should be for all employees but then
he is saying that we are only providing training for Production staff only ,
training is only provided to permanent staff. It would be beneficial for the
organization if they provide training to contractual staff because it might be
possible that the contract may be renewed and the person can be retained.
There is no check and balance

for checking the biasness of Shift In charge

during the process of TNA(training need assessment). It may be possible that

Shift In charges are doing favoritism and refer those workers to manager for
training whom they like. There should be more trainings given to each
employee no matter which department. Basically all employees are working
together to achieve business goals but still discrimination is occurring between
senior management and executives.
Everyone can't understand Computer based interactive training because the
language used in training programs is English and not everyone is good in
English. At times, it may be possible that the employee understand the wrong
meaning which leads him to do mistakes. Training should be given in Urdu as
well as in English so everyone can understand easily. On job training will be a

good idea too and will be beneficial for the workers.

RECOMMENDATION
A personal development plan is at the core of high impact employee performance evaluations
Training should begin with a solid foundation of basic technical and
facilitation skills and be updated regularly to stay current with best practices
in the field and with the needs of one's program. Trainings by outside
individuals or organizations are a vital piece of every organization's training
plan. In-house trainings that refresh and re-visit the various skill sets are also
invaluable to maintaining good practices among staff. Customers ask us
regularly if it's okay to train their own staff. We encourage this to a certain
extent. However, it is not a good practice for a program to conduct internal
trainings only.
Often a staff person who attends a professional training provided by an
external vendor may want to come back to train others on his/her staff.
However, too often these efforts include only a fraction of the time and
content of the original training. They also tend to focus on technical skills
only with insufficient time spent on the broader but equally important topics
such as program design, proper sequencing, program philosophy, etc. These
"second" and "third" generation trainings can result in diminished quality
over time.
Succession planning is only done for Production staff which is not a good
sign. it should be for all staff and each dept. Manager has a positive mindset
about training but Directors are only concerned with Production staff which
makes the motivation level down for other employees and may increase the
employee turnover.
EMPLOYEE TRAINING WHICH WE SUGGEST IN THE ORGANIZATION.
Communications: The increasing diversity of today's workforce
brings a wide variety of languages and customs.
Computer skills: Computer skills are becoming a necessity for
conducting administrative and office tasks.

Customer service: Increased competition in today's global

marketplace makes it critical that employees understand and meet
the needs of customers.
Diversity: Diversity training usually includes explanation about how
people have different perspectives and views, and includes techniques
to value diversity
Ethics: Today's society has increasing expectations about corporate
social responsibility. Also, today's diverse workforce brings a wide
variety of values and morals to the workplace.
Human relations: The increased stresses of today's workplace can
include misunderstandings and conflict. Training can people to get
along in the workplace.
Quality initiatives: Initiatives such as Total Quality Management,
Quality Circles,
benchmarking, etc., require basic training about
quality concepts, guidelines and standards for quality, etc.
Safety: Safety training is critical where working with heavy
equipment , hazardous chemicals, repetitive activities, etc., but can
also be useful with practical advice for avoiding assaults, etc.
Sexual harassment: Sexual harassment training usually includes
careful description of the organization's policies about sexual
harassment, especially about what are inappropriate behaviors.

BENEFITS WHICH THEY GET FROM TRAINING

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