NAME Sub Training) Batch

Sushmita Gupta Training and Development Project (Induction

MF 302

INTRODUCTION

Training is defined as the process of enhancing efficiency and effectiveness- of persons at work by improving and developing sills relevant to work. It is clone by cultivating appropriate attitude and behavior towards work and people. It helps people to improve their present capabilities at work and prepares them to assume greater responsibilities in future.Training aims essentially at increasing knowledge, stimulating aptitude and imparting skills related to a specific, job or people. In this endeavor, training is a continuous and life long process. As an organized effort, it is designed with certain objectives to help participants be informed of the subject matter which they have to apply in their day-to-day work situations. Apart from change of attitudes, their skills have to be improved and knowledge or information has to be imparted through effective methods. In other words, training provides an atmosphere of sharing and synthesizing with the help or trainers.

Employees who take training learn faster than those who take not training. Average participants reach the Experienced Worker Standard (EWS) in less time as compared to others who learn through trial and error. According to learning theory people who attain the plateau state continue to dwell there, without which improvement in their performance. Training helps them to reach a higher plateau through acquisition of new skills, knowledge and attitude. APPROACHES TO TRAINING Very often, training faces a great dilemma between theory and practice. Some trainers insist on theory, giving very little importance to practice and some avoid theory clue to their strop. Faith only in practice theory and practice has to be balanced. For the accomplishment of training, theory contributes more towards total perspective and practice towards acquisition of taskoriented sills. Use of both have to be encouraged for effective training and transfer of learning.

Another difficult option with training is whether to focus on the trainee himself or the task lie has to perform in the field. Here again, a balance has to be struck between the task and the trainee. Tasks have to be focused so that trainees can comprehend the actual situation and develop themselves to perform a task successfully.

TRAINING CYCLE Training is the most important component of Human Resources Development (HRD) philosophy of modern organizations, which rely oil training. It helps them to find solutions to their day-to-day problems by identifying their problems and guiding them in the right direction. It functions as a cycle from identification of the needs to evaluation and feedback. Training as a constructive cycle mobilizes all available resources in organizations and moves them towards attainment of human goals. The training cycle has seven steps, which, in a sequence, form a constructive cycle. The seven steps are:

1. Identification of training needs and analysis. 2. Setting up of terminal objectives 3. Selection and designing of programmes. 4. Selection and developing of audio-visual aids 5. Organizing training programmes 6. Evaluation of training 7. Feedback leading to further identification of training needs. These steps provide a holistic approach to training. They are interlinked with one another, providing a wider scope for the improvement of the training process. Each step is analyzed to evaluate how it can be improved for the total effectiveness of the programme.

STEP 1: IDENTIFICATION OF TRAINING NEEDS AND ANALYSIS Training needs are classified under two major heads. They are individual needs and group needs. THE FOLLOWING PROCESS IDENTIFIES

INDIVIDUAL NEEDS :
Dialogue With the Individual

 Dialogue With the superior Dialogue with peers Dialogue with subordinates

THE FOLLOWING PROCESSES IDENTIFY GROUP NEEDS:

Buzzing session Structured survey Unstructured survey

Identification of training needs of individuals and groups is the first and most important step in the training process for

achieving the goals of individuals, groups and organizations.It helps to bring to the surface the prevalent attitude of individuals and the climate of organizations. Group needs emerge from the way the group is formed and functioning. In the process of identifying their needs, the expectations of individuals and the group will be brought into limelight. Training need analysis depends upon the phase and context of an organization. In the wake of modern technological inventions and innovations, individual training needs are very many. It impels an organization to be-dynamic. Training need analysis is

not a one-time activity but it has to be periodically sensed. It is like the changing needs of a mountaineering team. When the team members reach greater heights their needs arc different and cater effort has to be made to cater to them. Group needs prepares the group for ascertaining the training objectives. STEP2: SETTING UP OF TERMINAL OBJECTIVES Training, programme must clearly lay down its objectives. Training normally intends to fulfill the following objectives: Helps trainees in acquiring knowledge of the subject matter. Helps to bring about a change in the attitude and behavior of trainees. Helps in developing knowledge about sell to an extent that enables trainees to develop their potentials. Helps in interaction among trainees themselves, who learn from each others experience. Aims at enhancing the capacity of trainees so as the enable them to increase their problem-solving capability. Aims at helping the process of learning and developing.

 Aims at bridging the gap between expected level of performance and the actual level of performance. Aims at providing a scientific base for acquisition of knowledge and skills.

Objectives spell out the real mission of an organization. These also help individuals to be aware of their own objectives in relation to the organizational objectives. A sense of direction is achieved by setting up terminal objectives. Objectives have to be expressed in behavioral terms. They have to be expressed in terms of measurable quantity and quality, which can be seen in action. A behavioral objective defines the standards of acceptable performance. Trainers have to give specific objectives, stated in terms of what employees will be able to do when they leave the training programme and return to their jobs. Behavioral objective, when they are properly written, are powerful tool for the trainer to use in bringing about managements commitment to training programmes. Properly designed and accepted objectives form a road map for designing training programmes.

It is relatively easy to write a good training objective if the trainer follows a few simple steps. The trainer keeps in mind that descriptions relate to what participants will be able to do at end of a training programme, conditions under which they will have to perform and criteria for success. Following are the steps a trainer should use in writing behavioral objectives. Description 1. Write out the task or job hearing that is to be clone using a verb and a noun 2. Add the quantity standards disciplinary hearing or criteria that will be applied to the behavioral objective 3. Add the quality criteria disciplinary hearing Conduct one Conduct one Example Conduct a disciplinary

that will be included in the clauses of behavioral objective 4. Add the circumstances i.e., involving an the tools and equipment has been absent with which trainees will be conduct

without violating any

the labour agreement. Give a case study

employee

who

on the job repeatedly, a performing the objective. disciplinary hearing

without Violating any of the labour agreement rules

Behavioral objective provide the necessary input for evaluation training programmes

BASIC

FACTORS

IN

DESIGNING

TRAINING

PROGRAMME Each programme has its own special demands or needs to be fulfilled. Often we become the victims of generalization and retard the effective process of learning. The feasibility of transforming objectives into outcomes depends mainly on the following factors: 1. Level of participants 2. Content of the programme 3. Effective training methodology 4. Faculty resources 5. Evaluation System 6. Budget provisions

The trainer is the designer of a training programme. He takes great care of all factors that would increase and improve the effectiveness of a programme. The level of participants is assessed through some pretest. It helps the trainer to frame a syllabus most suitable for the group.

The appropriate training methodology is decided on various factors like the nature of the topic, time, receptivity level of participants and availability a faculty resources. We are all living in the days of specialization. An integrated programme has to be prepared with the cooperation of all the specialists. Designing an evaluation system well in advance perhaps helps trainers to consolidate their efforts in the right direction for its effectiveness. Budget provisions play a very important role in designing training programmes. The programmes, faculty resources, methodology etc. are all decided according to funds available in the budget.

STEP

4:

SELECTION

AND

DEVELOPING

OF

TRAINING METHODS AND AIDS. Training aids are supportive to learning and should he carefully selected and sued in appropriate context so that they are helpful in the learning process. It is a trainers job to make all possible

efforts to make learning more effective and interesting. It is necessary to use training aids and equipments to enhance the intensity and pace of learning: According to recent research, retention of learning takes place with 81% stemming from sight, 11% from hearing and 8% from other senses. Audio-Visual aids, when properly used in teaching situation, can accomplish the following: Prepare a concrete basis of conceptual thinking Create a high degree of interest for trainees Make learning more permanent Offer real experience which stimulates sell-activity on the part of trainees Develop a continuity of thought Provide rich experiences not easily obtained through other materials Contribute to the efficiency, depth and variety of learning.

STEP 5: ORGANIZING TRAINING PROGRAMMES

Training is done according to the programme designed within a stipulated period. In the process of training, participants have to be motivated to develop a keen interest for learning. The trainers responsibility lies in leading participants towards goal designed at different stages with the full cooperation of the participants. In the process of skill and knowledge training, participants are facilitated to test their skill and knowledge through questions and some practical exercises. Attitudinal changes are attempted mostly through experiential leaning. Training has to be oriented to the level of participants age, qualification, knowledge and experience. Training provides full scope for learning and the effectiveness of training would depend upon the learning that has taken place. Charles E. Watson suggests four levels of learning to cause a voluntary and rational behavioral change. They are: Reaching the knowing -about level Reaching the understanding level Reaching the acceptance level Reaching the ability -to-apply level

These four levels of learning should not necessarily be construed as four successive levels. As a practical matter, however, learning typically does proceed in successive stages, beginning with knowing -about and ending with ability-to-apply. In general, people usually need to know about something before they can begin to accept it, and to accept something before they are willing to apply it.

REACHING THE KNOWING-ABOUT LEVEL In a training situation, awareness creates a thirst for knowing certain concepts and prompts the learner to acquire as much knowledge that is needed for performing a task. Effective training brings people to the knowing-about level with an attitude of knowing more about the concept so that they can apply it successfully and achieve the results they desire. Inclination to know more will not take place with those who feel they have attained the know-all level. Training methods such as case studies, role-playing,

management games, in-basket exercises and simulations can cause the knowing-about level to occur. These methods can both

introduce trainees to new concepts sand demonstrate their usefulness to new concepts and the degree to which trainees understand, accept and possess the ability to apply them. REACHING THE UNDERSTANDING LEVEL The understanding level is reached when the following two conditions exist. Firstly, trainees know why there is a cause-effect relationship between correct or appropriate application of a concept or principle given in a situation and the probable outcome, and they also know how this cause and effect relationship operates. Secondly, trainees know the theory underlying a concept or principle sufficiently will to be able to modify or adapt it, thus malting it appropriate for most given situations. Creation of a situation that permits trainees to discover truths and make generalization for themselves becomes a successful strategy for a number of reasons; People understand new ideas only from their own frame of reference.

 People understand things more fully and deeply when they discover them for themselves than when they just hear about them. People remember things they discover for themselves for a longer period, compared to those things, which they have merely been told about. To reach a level of deep understanding, learning should be trainee centered, not instructor-centered. The instructor

establishes learning conditions and trainees are responsible for teaching themselves through a process of self-discovery. Knowing about and understanding a concept does not guarantee that it will be accepted. Acceptance is reached when peoples values, attitudes and beliefs are not so strongly contrary to a concept or principle. REACHING THE ABILITY-TO-APPLY LEVEL Ability-to-apply level requires that trainees have knowledge, self-confidence and willingness to try. Participants returning to jobs from training programmes face several formidable challenges. They need encouragement from their superiors and

subordinates to try out the new concepts and principles they learnt in the training programme. STEP 6: EVALUATION OF TRAINING Evaluation of training and development programmes should be a continuous process for improving what we teach and how we teach. Evaluation helps to design and organize successful training programmes, based on the feedback received front participants. Gail Trapnell has suggested live dimensions to the evaluation of training. They are: Context evaluation Input evaluation Process evaluation Product evaluation Impact evaluation CONTEXT EVALUATION Context evaluation attempts to assess the environment prevalent among Manager, supervisors and workers. It aims to know their

attitudes towards training programmes, which have been organized. It also focuses on the appropriateness of training objectives when new programmes are organized and when new group of participants are expose to training. INPUT EVALUATION Input evaluation assesses the appropriateness and adequacy of all resources that go into a training programme. It focuses on the elements of design, performance, objective, instructional method and other physical resources. The physical and human resources identified must be capable of reaching the standard already visualized and set. PROCESS EVALUATION Process evaluation deals with implementation of a programme design. It calls for how trainers utilize the physical and human resources for realizing behavioral objectives. It indicates the level at which the programme is being conducted during normal and existing situations. The success and failure of a programme is decided by the efforts taken during process evaluation.

PRODUCT EVALUATION Product evaluation assesses the competence of participants. It also evaluates how they are performing in their on-the-lob Situation. Results Of pre-tests and post-tests can be compared to determine trainees gain in knowledge, skills and attitudes in their job situation. Superiors are also involved to assess participants. IMPACT EVALUATION It assesses the cumulative diffidence that training efforts have made in an organizations productivity, efficiency and profitability. It can be measured from the resulting changes brought about in downtime, accidents, absenteeism, customer complaints etc- positive improvements made in these factors enhance the role of training and development. IMPLICATION OF EVALUATION If a satisfactory method of evaluating training performance can be found, the benefits can be reaped by everyone. Firstly, the organization is better equipped to meet its obligations and the managements decision to invest

money in this activity is vindicated, encouraging it to continue to provide resources. Second, the employee is more fulfilled and is stimulated to put more effort into work. Third, the boss of the employee has everything to gain from having an effective work unit and is likely to release employees for training in future. Finally, the training staff enjoys job satisfaction of a high order when they see that their efforts are producing the desired results. They can row from strength to strength in applying the experience and knowledge they have obtained front successful activities. There is no doubt the evaluation of training is a profitable investment from everyones point of view.

STEP7: FEEDBACK LEADING TO FURTHER IDENTIFICATION OF TRAINING NEEDS From the evaluation of training programmes a feedback report is prepared and communicated to participants, faculty member,

trainer/coordinators and sponsors, so that they may benefit from the results of the evaluation. Each one is looking for different kind of information and interpretation form the evaluation. While some will be looking for the content, some others for process analysis. With the help of feedback participants come to know, their level of achievements through the training programme. Immediate feedback given to participants based on the evaluation of training programmes will help them to know the performance they will be able to achieve and the kinds of efforts needed to improve their effectiveness. Trainers are very anxious to know whether their efforts have yielded the desired results. A detailed analysis of the feedback would help them to modify their approaches. It would enable them to design future training programmes taking into consideration all the successes and failures of the programmes taking into consideration all the success and failures of the programme. Sponsors or managers who have nominated the participants, are very curious to know how well they have performed during the training programme. The feedback report received from trainers will help them to

look for specific changes in the behavior of the participants. To be precise, it helps them to sharpen their point of view of took for anticipated changes in their day-to-day situation.

UFLEX Ltd. is Indias largest and fastest-growing flexible packaging company with large capacities of plastic film and packaging products which provide end-to-end flexible packaging solutions. The company has presence in over 108 countries across the world with plastic film manufacturing facilities in India, Dubai, Mexico and Egypt (under implementation) and packaging products facilities at multiple locations in India. Reaching millions of homes every day, UFLEX has emerged as a fully-integrated packaging player on the global front. Synonymous with flexible packaging industry in the country, UFLEX group has annual revenue of INR 27 billion and Gross Capital Investment across the world of about INR 23 billion. With a vision to Progress with Distinction, Uflex is privileged to contribute to society by producing a variety of value added flexible packaging material, sophisticated products including films like BOPET, BOPP and CPP; state-of-the-art packaging and converting machines, rotogravure cylinders, thereby providing world class flexible packaging solutions to its customers in both the domestic and international market at

competitive prices. Besides it specializes in the manufacturing of a wide variety of packaging machines like Vertical Form-FillSeal Machines, Horizontal Wrapping Machines, Special Purpose Machines, High Speed Pouch Making Machines. It offers finished packaging of a wide variety of products such as snack foods, candy and confectionery, sugar, rice & other cereals, beverages, tea & coffee, desert mixes, noodles, wheat flour, soaps and detergents, shampoos & conditioners, vegetable oil, spices, marinates & pastes, cheese & dairy products, frozen food, sea food, meat, anti-fog, pet food, pharmaceuticals, contraceptives, garden fertilizers and plant nutrients, motor oil and lubricants, automotive and engineering components etc. With an investment of about 18 billion already in the Indian market, Uflex plans to mark their presence in the global market with growth in market share, revenues and profits. UFlex caters to various companies in different sectors like FMCG and oil companies. And its client list includes all the topnotch companies such as Unilever, Pepsi, Wrigley,Procter & Gamble, Colgate, Palmolive, Nestle, an Petroleum, Indian Oil, Britannia, Dabur, Haldiram, Wockhardt, HUL, Parle Biscuit, and Birla 3M, amongst others. Under the strong leadership of Mr. Ashok Chaturvedi, Chairman & MD UFlex Group, the company has aggressive business and investment plans of about 250 million dollars in next 2-3 years time which should include the setting up of various green/brown field projects in India and overseas and take the company to be a USD one billion with net profit of USD 100 million by FY2012.

As part of the companys CSR activities, UFlex is developing and operating projects of municipal solid waste (MSW) processing, recycling of useful materials and energy so as to conserve natural resourses and to bring down emission of greenhouse gases. The company has also developed technology for reprocessing mixed plastic waste and converts them into usable products. In addition to this, Uflex constantly works to reduce consumption of energy, water and petroleum based products and works with its customers to develop more sustainable and green film and laminate structure. The overall emphasis is on reducing the carbon footprint and being more environments friendly and sustainable. Owing to the depth of commitment to its business associates as well as the quality of its services and products, the company has also been honoured with several awards. Some of these prestigious awards are as follows:

AIMCAL Award for Stand-up Slider Zipper Pouch with Hologram Dupont Award for Edible Oil Refill Pack (1996) Dupont Award for 2005, 2006 for Excellence in Packaging Engineering & Beverage Category Worldstar Award for Excellence in Packaging (1995) Best Paper Award at Recycle95 at Davos Global Forum (1995) Packaging Printing and Converting Award for Carry Bags for Tyres & Tubes (1997)

Packaging Printing and Converting Award for CTC Leaf Tea and Holographic Semi-Stand-up back for Bearings(1997) Award for Excellent Performance in Export by Govt. of Uttar Pradesh (2003-04) Award for Second Best Exporter of Polyester Film by the Plastics Export Promotion Council (2002-03) Award for Top Exporter of BOPP Film by the Plastics Export Promotion Council (2002-03) Superbrands Awarded by the Superbrands Council Mr. Ashok Chaturvedi, UFlex Chairman was conferred with Outstanding Entrepreneurship Award at Asia Pacific Entrepreneurship Awards 2010 India Marketing award by the Association of International Metallizers, Coaters and Laminators (2011) for innovative, high graphic quality pouches

INDUCTION Training constitutes a significant step in the induction of the individual into the companys way of life. What is the Companys culture? How does structure function? What are the policies and rules or organizations? These have to be inculcated in a new employee so as to help him to adjust to the organization. Thus induction training helps the individual to blend his personality with the organization.

Induction Training is given for 1 day so as to get familiar with the product and product. technology used in packaging the

PRODUCT PROFILE ROTO GRAVURE CYLINDERS CYLINDERS Base Shells made from best mild steel cylinders are dynamically balanced at 500 RPM to simulate printing speed. GALVANISING Galvanising systems from MDC Datwyler, Switzerland provide for high quality Nickel, Copper and Chrome Plating of Cylinders with automatic control on hardness and thickness of deposits. POLISH MASTER Fully computerised, Swiss-made Polish Masters ensure

engineering accuracy and a smooth cylinder surface finish. ENGRAVERS High-end Electronic Engravers from MDC, Datwyler and OHIO

create cylinders using digital inputs with accuracy and reliability. PROOFING STATION The proofing station from Hecford, U.K. is the last stop before cylinders are rolled out for production. This facility generates life like sample prints on desired surface using real inks and substrates.

LAMINATES IN ROLL FORM Printed on PET, BOPP, PVC, Cello, Poster Paper, Glassine Paper, Chromo Art Paper Laminated with various materials like CPP, EAA COEX, EVA COEX, SURLYN COEX, LDPE,

LLDPE, LDLLDPE COEX, LDHDLLDPE COEX, BOPP HS, PET HS, Aluminium foil, Metalized PET/BOPP, PVC, PVDC, Maplitho/poster/craft paper etc. Minimum Roll Width : 35 mm

Maximum Roll Width : 1000 mm Maximum OD : 600 Core ID : 70/150

THREE SIDE SEAL Simple pillow type pouches with either top or bottom open. 'V' Notch for easy tear and die punched handle for carrying/hangup display. Good graphics display on front and back. Attachments like spout for liquid and

powders. Easy pour seal profile, rope or handle. Zip lock filter proof membrane seal can be given. Suitable for powders up to 10 kegs, solids up to 5 kgs and liquids upto 2 litres. FIVE CORNERED Custom designed. Special shapes to enhance aesthetics and user convenience. Convenient to pour - Liquid, paste, powder, tablets etc. PROFILED Customized shape enhances aesthetics. Suitable for liquid, paste, powder, tablets, etc. Outlet provided for easy pouring of content.

ENVELOP WITH RESEALABLE FLAP Pouches with resalable tape on flap. Good graphics display on front and back. Suitable for light weight solids and soft products. Can hold up to 500 gms of material. Excellent for reading material, garments etc. All Single or two layer heat sealable laminates without aluminium foil. CENTRE SEAL Pouch sealed in bottom or top with one centre fin at the back. Optimum utilization of laminate area. Can be provided with round punch on top seal for hanging display. Suitable for powders, solids and pastes. Powders upto 10 Kg weight.

 Solids and Paste upto 1 Kg All heat sealable laminates can be used. CENTRE SEAL SIDE GUSSET Gussets on both sides gives pillow look. Die punched or round punched handle for carrying and display. Holds more volume in same width Suitable for powder and solids. Powders upto 10 Kg weight. Solids upto 2 kgs. All heat sealable laminates can be used. CONCEALED SEAL SIDE GUSSET Centre seal of the side gusseted pouch is concealed in overlap manner. Die punched / round punch handle for carrying and display. Uninterrupted graphic display on front,

back & side gusset. Suitable for powders, solids upto 500g (light weight). Both side heat sealable laminate.

Minimum thickness of laminate : 50 microns. CENTRE MATCH SEAL Centre seal pouch with holographic film strip. Both side heat sealable laminate strip joining the centre seals. Suitable for powders and solid upto 1 Kg. Cost effective solution against PIRACY. FLEXI TUBES - INNOVATION BY FLEX Flex invented the world's first low cost versatile Flexitube manufacturing and packaging system. Prime example of flex's capability to innovate right from the root level to the finished product.

Flex provides complete packaging system for this type of pack in variety of shapes of pouch and spouts. Saves upto 20% over other conventional Multilayer tubes. Received the innovation of the year awards form Unilever Worlwide for Closeup toothpaste 15g pack. Pilfer proof spouts for liquids. Suitable for fine powders, creams, paste ( 5-100 ml.) Good graphics display on front and back. All heat sealable laminates Can be flow wrapped for display. FLEXI BOTTLES - INNOVATION BY FLEX Cost effective alternative to glass bottles.

Bottle shape standup pouch with spout for reclosability, no breakage.

Execellent graphics display on front and back.

Pilfer proof spouts. Suitable for liquids, pastes & fine powders in 500 ml and 1000 ml capacity.

All heat sealable laminates. Spouts can be shrink sleeved to prevent pilferage.

STANDUP POUCH Bottom gusseted pouches with curved seal profile. Stands on the sealed bottom edges. Suitable for counter display. 'V' Notch for easy tear and die punched handle for carrying, hangup display. Good graphics display on front and back. Attachments like spout,Zip lock, pilfer proof membrane seal. Easy pour seal profile, for liquid and Powder. Suitable for powders upto 5 kg, solids upto 2 kg, liquids & pastes upto 1 litre. All heat sealable laminates, bottom gusset of the same laminate.

SEMI STANDUP POUCH Bottom gusset for more volume in same height and width. 'V' notch for easy tear and die punch handle for carrying/ hangup display. Attachments like spout, easy pour seal profile, rope handle, Zip lock & pilfer proof membrane seal can be given. Stands on bottom due to product weight. Suitable for powders upto 10 kg, solids upto 4 kg, pastes upto 1 litre. All heat sealable laminates, bottom gusset can be of different laminate. BOTTOM FOLD POUCH Sealed on both sides and bottom. Maximum utilisation of laminate. Bottom gusset for more volume in same height and width. 'V' notch for easy tear and die punch handle for carrying/ hangup display. Good graphic display on front, back and bottom also. Attachments : easy pour seal profile, rope handle, zip lock, etc. Suitable for powders upto 5 kg, solids upto 3 kg, pastes upto 1 litre. All heat sealable laminates can be used.

FLAT BOTTOM POUCH Bottom flattens when filled. Allows more volume in same size. Stands on bottom due to product weight. V" notch for easy tear. Die punched handle for carrying/hang-up. Good Graphic display on front, back and bottom (unregistered). Attachments : spouts, easy pour seal profile, rope handle, zip lock, pilfer proof membrane. Suitable for powders upto 5 kgs, solids upto 3 kgs pastes upto one litre. All heat sealable laminates can be used. CARRY BAGS Can be of three side sealed, standup, semistandup, bottom fold, side guesseted & flat bottom types. Can be made pilfer proof (evident) with membarne seal. Attachments : Spout/Rope handle/Die Puch handle. Useful as handy shopping bag.

Can carry upto 10 kgs weight. Minimum thickness 50 microns. PAPER CUPS Disposable and biodegradable printed paper cups for beverages. Suitable for liquids & pastes in capacities of :50 ml, 100 ml, 9 ounces, 12 ounces. Good mechanical properties suitable for both hot and cold beverages. Good all round half tone graphics display all around with food grade inks. Food grade duplex/triplex board with poly coating. Produced in dust free environment. ACCESSORIES ZIPLOCK Male- female type moulded zip lock welded inside top of pouch. The zip lock holds good for up to 50 operations. Recommended for reclosable pouches. POURER Pourer made of food grade polymers, injection moulded and heat sealed to laminate. Available with breakable seal and with shrink

sleeve (pvc) seal in nozzle inner diameters as per product need. RESEALABLE TAPE Double sided adhesive tape used in the flap of envelop pouch. After insertion of product or document, the protective tape covering is removed and the flap applied to the body for sealing. Good for 8-10 operations. Recommended for Documents, Books, Periodicals, light garments and Undergarments, etc. EASY POUR SEALPROFILE A convenience feature given in the pouch for easy pouring of liquid and fine powder. It is a sealed profile given in one corner of pouch to guide the flow of product being poured out. Useful in refill packs. DIE PUNCHED HANDLE Cost effective alternative to add on handles. Die punched hole works as handle. Sutiable for carry bags. Can hold upto 4 kg weight. ROPE HANDLE Bruded rope of either nylon or cotton fixed on carry bags through rivetted holes. Recommended for carry bags for products with premium price

tags. Adds beauty to the bag. PILFER PROOF MEMBRANERecommended for carry bags with rope or die punched handle - requiring protection from pilferage. Pouches are supplied bottom open. Customer cuts the membrane to get the product.

IMPACT OF TRAINING PROGRAMMES ON EMPLOYEES IN UFLEX, NOIDA T The beginning of training could be traced out to the stone, age when people started transferring knowledge through signs & deeds to others. Training & Development is increasingly recognized now, as a most important organizational activity. Rapid technological changes require newer skills & efficiency to perform the job in many areas. Training has to be continuously offered to keep employees updated & effective. OBJECTIVES OF TRAINING

The objectives of training differ according to the employees belonging to different level of organizations. The basic objective of training is to establish a match between individual & his job. This training is designed to improve knowledge skills & attitude and thus equip the individual to be more effective in his present job or prepare hint for future assignment. The main objective of training can be summarized as follows

1. INDUCTION Training constitutes a significant step in the induction of the individual into the companys way of life. What IS the Companys culture? How does structure function? What are the policies and rules or organizations? These have to be inculcated in a new employee so as to help him to adjust to the organization. Thus induction training helps the Individual to blend his personality with the organization.

2. UPDATING

A significant objective of training is to prevent the obsolete of the employees by updating their skills & knowledge. Training becomes necessary to update employees, so that their efficiency does not suffer because of lack of understanding of new technology.

3. PREPARING FOR FUTURE ASSIGNMENT People are not satisfied, if they continue to work in the same position for long. One of the objects of training is to provide the employee an opportunity to climb up the promotional ladder. Thus the training has become quite important for any organization, to keep in peace with the external changing environment and with increasing competition.

IDENTIFYING TRAINING NEEDS It is the process that involves establishing areas where individual lacks Skill, knowledge, and ability in effectively performing the jobs and also identifying organizational constraints that are creating road hicks in the performance. TRAINING METHODS A variety of training methods are available and used by training agencies and organization. Some of the most prevalent methods of training are follows LECTURE As the name indicates, it refers to a presentation by the trainer or ideas, concepts, theories & issues. The method focuses on transmission of knowledge. It entails the maximum active role by trainer & little overt activity by the participants. It is economical, as a large number of people can be trained at one time saving cost in terms of man, hours & money. ON-THE-JOB TRAINING METHOD The training that takes place is centered around the job. The trainee used machines and tools that he will use once the

training is completed. The training takes place in surroundings were lie will, in future be working at this regular tasks. SIMULATION METHOD In this method, real work instances are takes for training to take place. In this method the total duplication of the work environments done in order to train the employees. EXPERIENTIAL METHOD The experiential methods of training are designed to provide an atmosphere of self learning through group interaction and dynamics. The purpose is to increase the sensitivity of the participants to their own Functions as well as the functions if other in the group. The prime objective of this method is to integrated knowledge and theory with experience and practice. CASE STUDY METHOD This is the common methodology used for training. In this method certain situation is specified in front of the workers and they are asked to comment or react on that particular situation. Discussion is made among the different employees on the

specified situation. This method helps to improve the analytical and judgment capability of the employees. INCIDENT METHOD This method is also generally used by the organization in order to provide training to their employees. According to this method a question regarding a particular incident, which has taken place in the organization itself, is asked to the different employees. Personal who was mainly responsible for the incident is also inquired along with others and the conclusion is drawn on the basis of the discussion made on that incident. Summer job and project report is also incident. These are some of the methods generally used by different organization to provide training to their employees.

QUESTIONNAIRE 1. Are you satisfied that HR Dept. plays an excellent role, treat people fairly?

(a) Strongly satisfied (c) Dissatisfied 2.

(b) Satisfied (d) Strongly dissatisfied

Are you satisfied with the relations with co-workers? (a) Strongly satisfied (C) Dissatisfied (b) Satisfied (d) Strongly dissatisfied

3.

Does Top-level management have sincere interest in the training concern? (a) Always (C) Rarely (b) Most of time (d) Never

4.

Does communication process between high level & lower level management? (a) Very Easy (C) Complicated (b) Easy (d) Very Complicated

5.

Are you satisfied with your training conditions?

(a) Strongly satisfied (C) Dissatisfied 6.

(b) Satisfied (d) Strongly dissatisfied

Does your boss give your reward for your good performance? (a) Always (C) Rarely (b) Most of time (d) Never

7.

Does your supervisor lay down instructions to you very clearly? (a) Always (C) Rarely (b) Most of time (d) Never

8.

Does your supervisor interfere in your work unnecessarily? (a) Always (C) Rarely (b) Most of time (d) Never

9.

Does your complaints concerned by the training supervisor? (a) Always (C) Rarely (b) Most of time (d) Never

10. Does the company is having a strong Wages & commission? (a) Always (C) Rarely (b) Most of time (d) Never

11. Are there any trouble makers in your group? (a) Yes (b) No

12. Does the appointment is fair in your company? (a) Yes (b) No

13. Is there any attendance reward? (a) Yes (b) No

14. Does the tools & equipments provided to you are better quality? (a) Yes (b) No

15. Does your supervisor encourage you to give new ideas & suggestions? (a) Yes (b) No

CONCLUSION Training plays a very vital role in human Resources Development (HRD), based on the feedback, training system are revitalized and HRD efforts are improved. It is very clear that training, in the process of developing people, improves related sub-systems for overall effectiveness of an organization.

Training helps to improve performance appraisal system, potential appraisal system, career planning system etc. It is a challenge to modern managers to be conversant with the training cycle and process of operating them for getting better results. Training can create high credibility in an organization with its continued commitment and devotion to the

Organization.