A PROJECT REPORT ON EVALUATION OF TRAINING EFFECTIVENESS IN

BRITANNIA INDUSTRIES LTD.

IN THE PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE COURSE OF BACHELORS OF BUSINESS ADMINISTRATION

SUBMITTED TO: URVASHI SHARMA Project Guide

SUBMITTED BY: SHRUTI KAMBOJ 1572151708 6TH SEMESTER

Chanderprabhu Jain College of Higher Studies and School of Law Towards excellence, everyday
(Recognized by govt. of NCT of Delhi and Affiliated to GGSIP University, Delhi)

Campus: Plot No. OCF, Sector A-8, Narela, Delhi-110040 Tel: 91-11-27284333/34. Fax: 91-11-27284335. Website: www.cpj.edu.in E-mail: cpj.chs@cpj.edu.in

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CERTIFICATE This is to certify that report entitled BRITANNIA INDUSTRIES LTD which is submitted by SHRUTI KAMBOJ in the partial fulfillment of the requirement for the reward of degree of Bachelor of Business Administration to G.G.S.I.P.UNIVERSITY, Delhi, is a record of the candidate own work carried out by him under my supervision. The matter embodied in this thesis is original and has not been submitted for the award of any other degree.

Date:

Supervisor

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DECLARATION

This is to certify that Report entitled BRITANNIA IDUSTRIES LTD which is submitted by me in the partial fulfillment of the requirement for the award of degree of bachelor of business administration to G.G.S.I.P.University, Delhi, comprises only my original work and due acknowledgement has been made in the text to all other material used.

Name & signature of student Enrollment no.

URVASHI SHARMA Name of the guide

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ACKNOWLEDGEMENT I would like to thanks to Ms. URVASHI SHARMA mam (project guide from the institute) for his extensive guidance, cooperation and support. Finally, I wish to express my gratitude to all those who have in one way or other helped me in the successful completion of my project report.

SHRUTI KAMBOJ

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PREFACE After the newly appointed employees have joined the organisation, the next phase of the personnel program is to impart necessary training to the employees to make them full fit for the job they are supposed to handle. In modern industrial organisation, the need for training of employees is also widely recognized so as to keep the employees in touch with the new technological developments. Every company must have a systematic training program for the growth and development of its employees. With this objective in mind, the evaluation of training effectiveness is studied, examined and analysed in respect of Britannia Industries Ltd., New Delhi and certain recommendations have been proposed for formation of an effective training strategy.

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TABLE OF CONTENTS Guide Certificate Certificate Acknowledgement Preface Chapter-1 Introduction 8 9 13 16 19 21 22 22 23 24 24 25 26 27 28 29

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2 3 4 5 Page No

1.1 Overview of the Industry 1.2 Overview of Britannia Industries Ltd 1.3 Profile of the Organisation -

Britannias Milestones Britannias Logo Mission of the Organisation Objectives of the Company

Principles and policies of the Company Social Responsibility

- Britannia- The Corporate Citizen - Corporate Culture of Britannia Organisation Charts Existing Organisation Structure of the company Products 1.4 Problems of the Organisation in respect of Training needs 1.5 SWOT Analysis

Chapter-2

Objectives And Methodology 31 32 32 33 34 34 35 36 36

2.1 Objectives of the Study 2.2 Scope of the Study

2.3 Managerial Usefulness of the Study

2.4 Methodology 2.5 Selection of Sample Size 2.6 Sampling Technique Used 2.7 Data Collection 2.8 Statistical Tools Used 2.9 Limitations of the Study Chapter-3

Existing Training Activities in BIL 39 42 52 71

3.1 Training Programmes in BIL 3.2 Training in Britannia Industries Ltd.

Chapter-4 Chapter-5 Annexure

Data Analysis Findings and Recommendations

Questionnaire Bibliography

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OVERVIEW OF THE INDUSTRY The Indian economy continues to grow at a healthy pace with a 6.9% growth in the financial year 2005-06 on the back of robust showing by manufacturing and service sectors. Within FMCGs, the biscuit industry showed a robust volume growth last year. The organized and branded biscuit industry in India is currently estimated at around 900,000 tonnes having grown 12% last year, as compared to the 7% growth of the FMCG sector. New players have entered the market at the national level and the regional level, making the industry dynamic and very competitive. Aggressive pricing activity, trade and consumer promotions have pulled down the overall pricing power of the brands in the market. This needs to be managed through the strong margin management measures in order to sustain profitability in the industry. In last year alone, the key input costs increased by 12-15%. The per capita consumption continues to grow across all age groups and socio-economic strata. Biscuits continue to maintain their position as one of the most widely distributed and available packaged food categories in India. 38% of the total volume comes from the rural markets though this number varies by type of biscuit, with glucose being the most widely distributed in rural markets at 50% overall sales. The market has also migrated towards bulk and family packs that offer better value for money on a per kg basis.

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OVERVIEW OF BRITANNIA INDUSTRIES LTD

Baking practices were well known to Indian cuisine for thousands of years, but the humble biscuit became a familiar and commonplace item of diet only during the 20th century. The products and marketing strategies of Indias premier food company Britannia Industries. Limited over the last century have been responsible for this remarkable dietary acculturation. The entire biscuits market is estimated to be 1.1 million tonnes per annum, and valued at over Rs. 50 billion. The biscuits segment enjoys one of the most developed markets for any item of mass consumption, covering over 90 per cent of the overall potential market. This implies that over 900 million Indians buy and eat biscuits, with varying frequency in any year. The market is highly competitive at the supply-side, with thousands of small-scale manufacturers as well as others in the organized, large-scale sector. The strength of the Britannia brand is demonstrated by the fact that it stands far above all in this fiercely competitive market, with over 46 per cent market share, by value (Source: ACNielsen ORG-MARG 2003).

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ACHIEVEMENTS Britannia is synonymous with the rise and growth of the biscuit industry in India. Throughout this process it has displayed an uncanny intuition about emerging popular tastes for biscuits. This foresight, coupled with the will to innovate and evolve new products, has been the impetus that has propelled the Britannia brand ahead of the rest. Being the market leader, Britannia Industries operates under an underlying principle of setting its own rules and standards that have almost always become the adopted paradigm for the entire biscuit industry. It brought the health dimension to an industry that was traditionally driven by taste alone. This is reflected in Britannias brand slogan, introduced in 1997 that exhorted consumers to Eat Healthy, Think Better. This was quickly embraced by the entire industry to come up with similar promotional campaigns showing biscuits to be an epitome of a healthy, happy diet. Going beyond biscuits has been the most difficult challenge and a litmus test for the company. Britannia entered the dairy category with the launch of Britannia Milkman range of dairy products. With the success of Britannia Milkman Cheese, it achieved a niche for itself in a category that was defined by a competitor that had created the category. - Britannias products retail in over 2 million outlets (Source: ACNielsen ORG-MARG, 2003), selling approximately 200 million packs a month.

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- With millions of happy consumers every month, Britannia is considered to be one of the most trusted food brands in India (Source: ET Brand Equity Study, 2003). - Britannia has also successively made the Forbes List of 200 Best Small Companies in the world for the years 1999, 2000 and 2002.

SEGMENT-WISE PERFORMANCE The primary business segment of the company is bakery, which consists of biscuits, bread and cakes. The overall sales have improved by 11% in volume and 10% in value during the year 2005-06. -The Biscuit volume grew 12% and its value 10%. -Bread volume grew 4% and its value 6%. -Cake and Rusk volume grew 28% and their value 24%.

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FACTS ABOUT BRITANNIA Britannia products are sold in over 2 million outlets, reaching millions of consumers who buy approximately 2.4 billion packs each year. A small army keeps Britannia going- over 100 stock-keeping units, 3,000 employees, over 1,500 authorized whole sellers, 53 depots and 46 factories. The number of biscuits produced by Britannia in one year would be equivalent of one pack of 12 biscuits for every two people in the world. Britannia has had a long association with cricket and its players. Nearly half the members of the current Indian Cricket team serve as its brand ambassadors. Launched in 1997, Tiger became the largest selling Britannia biscuit brand in just 4 months of its launch. It crossed the Rs 1 billion mark in its very first year and is still going stronger.

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PROFILE OF THE ORGANISATION Britannia was incorporated in 1918 as Britannia Biscuits Co Ltd in Calcutta. In 1924, Peak Freans, UK acquired a controlling stake, which later passed on to the Associated Biscuits International (ABI) a UK based company. During the 50s and 60s, Britannia expanded operations to Mumbai, Delhi and Chennai. The exports of seafoods started in the 70s. In 1987, Nabisco Brands Inc, a well-known European food company, acquired ABI. In 1989, J M Pillai, a Singapore based NRI businessman along with the Groupe Dan one acquired Asian operations of Nabisco, thus acquiring controlling stake in Britannia. Later, Groupe Dan one and Nusli Wadia took over Pillais holdings. In 1977, the Government reserved the industry for small-scale sector, which constrained Britannia's growth. Britannia adopted a strategy of engaging contract packers (CP) in the small-scale sector. This led to several inefficiencies at the operating level. In April 97, the Government deserved the industry for small-scale sector, which constrained Britannia's growth. Britannia adopted a strategy of engaging contract packers (CP) in the smallscale sector. This led to several inefficiencies at the operating level. In April 97, the Government deserved the biscuit sector from small scale. Britannia has expanded captive manufacturing facilities and has modernized and upgraded its facilities in the last five years. Today Britannia is an organization having its presence in both the national and international markets and heading towards a bright future.

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PARENT GROUP Britannia's controlling stake is jointly with Groupe Danone and Nusli Wadia. Groupe Danone is one of the leading players in the world in bakery products business. It acquired interest in Britannia Industries in 1989 and acquired controlling stake in 1993. Nusli Wadia group is one of the leading industrial houses in the country, with interests mainly in textiles and petrochemicals. Britannia's plants are located in the 4 major metro cities Kolkata, Mumbai, Delhi and Chennai. A large part of products are also outsourced from third party producers. Dairy products are out sourced from three producers - Dynamix Dairy based in Baramati, Maharashtra, Modern Dairy at Karnal in Haryana and Thacker Dairy Products at Howrah in West Bengal. Britannia as a company was started in 1892 in Calcutta .The Britannia brand was introduced about 80 years ago, and today enjoys a status of the strongest food brand in the country with a net sales growth of 10%. Britannia, as a company, is guided by the benefits of the long tradition coupled with the most modern management practices. The seeds of success are rooted in variety of factors. Britannia has an excellent distribution network of over 100 stock- keeping units, 3000 employees, over 1500 authorized whole-sellers, 53 depots and 46 factories. Britannia sells around 1.50 lakhs tones of biscuits, over 4500 tonnes of breads and cakes and 3,000 tonnes of dairy products. Britannia products are sold in over 2 million outlets, reaching millions of consumers who buy approximately 2.4 billion packs every year. Throughout its existence, Britannia has operated on the principle of providing products to consumer that are healthy and tasty. This is brought about by the use of high quality ingredients with a string focus on naturalness and modern manufacturing
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practices. The company today has a wide range of bakery products in the biscuit, bread and cake segments. With its pioneering role in bakery sector, Britannias products are today has excellent value wholesome and hygiene products for the consumer. However, Britannia sees its role as being larger than just this. The company has a commitment to the health of Indian masses, and this commitment is especially strong in the context of children. As the market leader, Britannia understands its responsibility of providing the possible products to the consumers. No effort is spread in acquiring the finest technology and products ideas, either indigenously or from the internal associates, Group Danone of France. In the last few years, the company has made a strong entry into the massmarket segment with tiger brand. A range of products has been introduced which, apart from the goodness of wheat, also provide the benefits of milk, glucose and calcium. The brand has been welcomed by the consumer in all markets and by all consumer types. Britannia brand name has always stood for good wholesome food values. Britannia is the epitome of health, hygiene and nutrition. It has undergone a change, which is truly comprehensive in nature. The dynamic new motto EAT HEALTHY, THINK BETTER is designed to captures the very essence of purity, energy and freshness, implicit in all its food products along with the existing products they have also expanded their portfolio with the introduction of Britannia cheese and cheese spreads, Britannia butter and Britannia dairy whitener. All of which have already created quite a stir in the market. Today, after over seven decades of being an in separable part of life in India, Britannia is now set to usher its customers into a healthier and tastier future.

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BRITANNIAS MILESTONE 1892 A humble beginning is made to manufacture biscuits in a small house in central Calcutta with an investment of Rs 295. 1897 The Gupta Brothers acquired the business, and moved the operations to Dum Dum, a suburb of Calcutta, under the name of V.S.Brothers. 1910 Advent of electricity helps mechanize the operations. 1914 V.S Brothers secure an initial order for 100 tonnes of services. 1918 Gupta Brothers take Mr. C.H. Holmes, an English businessman in Calcutta, as a partner. The Britannia Biscuit Company limited is registered on March 21, 1918 and the brand name Britannia launched. 1919 Sales turnover was Rs 4, 60,896. 1921 New imported machinery is introduced and Britannia Biscuit Company becomes the first company to install. 1924 Mumbai factory is set up. Peek Prean, U.K acquired a controlling interest in Britannia Biscuit Company Limited. 1939-44 Sales increased to Rs 16, 27, 202, the business received a big fillip during World War II service biscuits are supplied in large quantities. 1952
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Calcutta factory is relocated from Dum-dum to present site at Taratola road, Delhi Biscuit Company is acquired. 1954 BBCo acquired the Delhi Biscuit Co and began the manufacture of sliced and wrapped bread in Delhi. 1966 New Delhi plant is set up at the present site at Lawrence road and R&D department is set in Mumbai factory. 1967 Chennai factory commences production. 1968 Britannia Biscuit Company celebrates golden jubilee. 1971 Seafoods division is set up. 1973 An integrated processing and freezing plant for seafood was commissioned at Thane. 1975 Public issue- Indian share holdings distribution fro parrys 1978 Company name changed to Britannia Industries Limited. 1982 Nabisco brand Inc. U.S.A becomes major foreign shareholder. 1983 Sales crossed Rs 100 crores 1986

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Soya products trial commences. 1989 The Executive office is moved from Mumbai to Bangalore. B.S.N acquires stake in BIL through ABIL, U.K 1991 Soya unit at Vidisha divested. 1992 BIL celebrates its platinum jubilee. 1993 Wadia group acquires stake in ABIL U.K and becomes an equal partner with Group Dan one in BIL. 1994 Sales crossed 10000 tonnes of biscuits. 1997 New Corporate identify EAT HEALTHY THINK BETTER launched. BIL enters the dairy products market. 1998 Sales crossed Rs 10,000 million. (235 MN. Used) 1999 Opened a new category: SNACKING PRODUCTS. 2000 Sales increase by 14.43%, total sale of 1338.10 crores. 2001 Profit of 70.5 crores, an increase of 38.24%. 2004 The creation of a centralized set-up for payables processing, accounting and MIS systems in the corporate office at Bangalore.

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2005 Re-birth of Tiger Swasth Khao, Tiger Ban Jao becomes the popular chant! The new plant in uttaranchal commissioned ahead of schedule.

BRITANNIA LOGO

Logo consists of the Company name and slogan. The logo along with the corporate statement is as: EAT HEALTHY, THINK BETTER aims at positioning Britannia as the most credible source of healthy yet tasty food product. The corporate statement captures the Indian concept of unity of body and mind. The colours used in the logo have it own significance. Written in three colours: -Red, White and Green. Red denotes Energy and Vitality. White denotes Purity. Green stands for Nutrition and Freshness. Also there is green stroke beneath the company name, which denotes surety for health and quality products.
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The Hindi rendition of slogan SWASTH KHAO, TAN MAN JAGAO.

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MISSION OF THE COMPANY To dominate the food and beverage market in India through a profitable range of tasty yet healthy products. Regarding the basis of setting mission and vision statement, Britannia gives top most priority to customer satisfaction, followed by quality, market leadership, increased profit variety, sales turnover and profit maximization. Our markets are poised for exciting times. As a successful organization, we must not only keep pace with consumer expectation, but also anticipate them. Our new identity is to lay the base to project our future as a successful 'food' company, a company that provides high quality and tasty, yet healthy foods and beverages". -Nusli Wadia, Chairman, Britannia Industries Limited. "I conform to the view that there are three kinds of companies - those that watch things happen; those that make things happen; and those that wonder what happened. We certainly wish to make things happenMy personal commandment is Do unto others what you don't wish done unto you. It's not the big who swallow the small; it is the fast who swallow the slow". -Sunil Alagh, CEO, Britannia Industries Limited.

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OBJECTIVES OF THE COMPANY The objectives of the Company are: Reduction in consumer complaints. To start documentation of market returns dealer wise. To empower the workmen on individual work area to ensure that only quality products are passed onto the next stage of production. Continuous training for the development of the human resources. To minimize the accident rate. Providing the minimum training base for manpower. 0

PRINCIPLES AND POLICIES OF THE COMPANY The Principles and Policies of the Company are: Derives from the company mission, vision and cherished Build stronger bond between people. Generating motivation to excel. Enabling continuance learning and renewal of skills. Providing opportunities to perform and potential to growth. Generating a climate of trust, respect and team work. Installing a sense of pride and belongingness. Creating a happy climate for work.
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values.

Providing a base for retraining of manpower.

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SOCIAL RESPONSIBILITY Britannia recognizes its social responsibilities, and these are manifested in the following various ways: Tsunami Relief- The Britannia family responded to the process of relief and rehabilitation by voluntary donations from the employees that were matched with cash contribution by the company and given to the Indian Red Cross Society. The Company also supplied products and other articles of need to the affected people. Britannia IMG- Britannia has been sporting the Indian Music Group at St Xavier College at Mumbai for 20 years now. The annual festival, which takes place around January, has been recognized as one of the most significant music festivals in the country. Apart from this it also support the Britannia IMG music centre in the college premises, which is a boasts of a splendid music library and listening facilities. Theatre- Britannia has been supporting theatre arts, a Bangalore-based company, for the production of high quality English theatre. The latest production, the kiss of the Spiderwoman was greeted with rave review in Bangalore. The Britannia Amritraj Tennis Scheme-This is a scheme sponsored by Britannia, which is committed to producing high quality tennis players of India. The scheme has already produced several champions such as Leander Paes who have brought laurels to the country. The scheme is fully residential program. Training is being provided by the highest quality coaches both Indian and from overseas.

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BRITANNIA-THE CORPORATE CITIZEN Britannia constantly enriches the lives of so many people through its philanthropic efforts. Missionaries of Charity: Support has been consistently provided to the Missionaries of Charity (Mother Teresa) in Calcutta. A special programme called We Care was run to provide opportunities to the under privileged. Donations of biscuits, uniforms etc. are provided regularly. Spastics Society of Karnataka: Britannia also supports the Spastics Society of Karnataka. In its continuous endeavour to contribute to society, the company brought forth a unique concept of redressing its regular stationery and donating the savings made on greeting cards to this worthy cause.

CORPORATE CULTURE OF BRITANNIA The Company promotes: High degree of consumer satisfaction. Open, interactive, convivial (lively) and innovative work atmosphere. Result driven at all level but with sense of fairness. Development of employees and continues renewal of skills.

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ORGANISATION CHART

UNIT HEAD

SALES MANAGER

FINANCE MANAGER

SYSTEM MANAGER

PERSONNEL MANAGER

STANDARDS MANAGER

PRODUCTION PLANNING MANAGER

Fig 1.1- The flowchart of Organization

PERSONNEL MANAGEMENT CHART

REGIONAL PERSONNEL MANAGER PERSONNEL OFFICERS SECRETARY TO R.P.MANAGER

ASSISTANT PERSONNEL OFFICERS Fig 1.2- The flowchart of Personnel Department

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EXISTING ORGANISATION STRUCTURE OF THE COMPANY The existing organization structure of Britannia Industries Ltd is divisionalised as follows: Unit Head Managers Officers Workers 1 20 96 35 403

Territory Sales Incharge

LABOUR UNIONS There are two unions in Britannia Industries Ltd. 1) Mazdoor Union (Britannia Biscuit Co.). It is affiliated to Indian Trade Union Council (INTUC). 2) Karamchari Union (Britannia Industries Ltd.). It is affiliated to Central Industrial Indian Trade Union (CITU). The membership fee at each union is Rs 5/-. The terms and conditions are governed by long-term settlement for 3 yrs. The last settlement was done in 2001. There occurred little agitation at the time of settlement.

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PRODUCTS
BISCUITS BRAND CREAM TREAT CHEKKERS GOOD DAY NUTRI CHOICE MILK BIKIS TIGER MARIEGOLD LITTLE HEARTS 50-50 SNAX DESCRIPTION Sandwich Cream Biscuit Wafer Cream Biscuit Biscuits with Real Butter Health Biscuits Milk Biscuits Health Force Biscuits Semi sweet, Light, Teatime Biscuits Sugar Glazed Puffed Pastry Biscuits Sweet and Salt Crackers Flaky Salted Crackers

CAKES MERRI CAKE Single Slice Cakes Sliced Bar Cakes

BREAD PREMIUM BAKE Sliced Sandwich Bread Soft, White Bread

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PROBLEMS OF THE ORGANISATION IN RESPECT OF THE TRAINING NEEDS The training department of the Company is confronted with the following problems: - There is no regular training schedule for the officers and staff. - The training given to the employees is not standardized. - No work-study has been done on the requirement of training. - No in-house training programmes have been conducted.

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SWOT ANALYSIS

The SWOT analysis of the company refers to the strengths & weaknesses inherent in the organization & the opportunities & threats faced by them from the environment, internal as well as external. This analysis is the foundation stone of the strategic planning process as well as short-term plans needed to attain the strategic objective of the organization. The analysis has been done in order to have a better understanding of the organization. The information given by the organization has been used to carry out the analysis. The strengths, weaknesses, opportunities & threats identified are enumerated as follows:

STRENGTHS: Worlds second largest domestic biscuit manufacturer. The largest bakery company in India. The business structure is divisionalised to achieve a focus at the market. Highly advanced production facilities. High quality product with competitively low prices with proven results. In terms of training needs, the Company deputes its officers and staff regularly on various training programmes.

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WEAKNESSES: Very limited product exports. Limited product portfolio. In terms of training needs, the Company does not have systematic training policies.

OPPURTUNITIES: Vast market for the exports. Ample scope for the product diversification. Vast potential in tapping new sales territories. Scope for entering in the strong rural market. In terms of training needs, the Company can formulate in-house training programmes for its officers and staff.

THREATS: Severe competition from the existing competitors. Invasion of foreign brands in this segment. Competition from small scale regional players. The Company may loose highly trained staff to its competitors.

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OBJECTIVES OF THE STUDY The first & foremost step in any research work is to identify the problems or objectives on which the researcher has to work on. There are two types of objectives met in this study, as explained below: MAJOR OBJECTIVE To analyze the existing training practices, its effectiveness and recommend measures to improve the training practices in the organization. MINOR OBJECTIVES To study the frequency of training, training methods and their effects on the trainees and recommend certain measures for improvement. To understand the present practices enforced in respect of training at the personnel department and recommend any changes if necessary. To take feedback and analyze the level of satisfaction amongst the employees in respect of training activities and suggest alternatives.

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SCOPE OF THE STUDY Training Effectiveness is the process wherein the management finds out how effective it has been at training and developing the employees in an organization. This study gives some suggestions for making the present training and development system more effective. It gives organization the direction, how to deal differently with different employees. It identifies the training & development needs present among the employees.

MANAGERIAL USEFULNESS OF THE STUDY The effectiveness of the training programmes can be established through this study. This study helps to understand, analyze & apply the core concepts of training in an organization. Managers would be able to identify the need of training for its employees. Managers would know what employees think of the training and development programmes and make changes if necessary.

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METHODOLOGY

Every project work is based on certain methodology, which is a way to systematically solve the problem or attain its objectives. It is a very important guideline and lead to completion of any project work through observation, data collection and data analysis.

According to Clifford Woody, Research Methodology comprises of defining & redefining problems, collecting, organizing &evaluating data, making deductions &researching to conclusions.

Accordingly, the methodology used in the project is as follows: Defining the objectives of the study Framing of questionnaire keeping objectives in mind (considering the objectives) Feedback from the employees Analysis of feedback Conclusion, findings and suggestions.

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SELECTION OF SAMPLE SIZE The Company has a total strength of 96 officers and 403 workers. In order to take a reasonable sample size and not to disturb the functioning of the organization, a sample size of 20% of the total strength of the Company has been taken in order to arrive at the present practices of training in the Company. Accordingly, 20 officers and 40 workers have been selected at random from all the departments of the organization and feedback forms (questionnaire) have been obtained. The data has been analyzed in order to arrive at present training practices in the organization.

SAMPLING TECHNIQUE USED The technique of Random Sampling has been used in the analysis of the data. Random sampling from a finite population refers to that method of sample selection, which gives each possible sample combination an equal probability of being picked up and each item in the entire population to have an equal chance of being included in the sample. This sampling is without replacement, i.e. once an item is selected for the sample, it cannot appear in the sample again.

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DATA COLLECTION To determine the appropriate data for research mainly two kinds of data was collected namely primary & secondary data as explained below: PRIMARY DATA Primary data are those, which were collected afresh & for the first time and thus happen to be original in character. However, there are many methods of collecting the primary data; all have not been used for the purpose of this project. The ones that have been used are: Questionnaire Informal Interviews Observation SECONDARY DATA Secondary data is collected from previous researches and literature to fill in the respective project. The secondary data was collected through: Text Books Articles Journals Websites

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STATISTICAL TOOLS USED The main statistical tools used for the collection and analyses of data in this project are: Questionnaire Pie Charts Tables

LIMITATIONS OF THE STUDY The following are the limitations of the study: The sample size was small and hence the results can have a degree of variation. The response of the employees in giving information was lukewarm. Organizations resistance to share the internal information. Questionnaire is subjected to errors.

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INTRODUCTION Training is one of the processes required to turn new members of an organization into productive insiders. Training is a process of transmitting and receiving information related to problem solving. Halloram Training is the international act of providing means for learning to take place. Proctor and Thornton Training is a means to educate somewhat narrowly mainly by instruction, drill and Discipline. It is referred as applying principally to the improvement of skills and hence to learning how to perform specific tasks. Yoder Training is being defined as an act of increasing the knowledge and skill of an employee for doing a particular job. It is concerned with imparting specific skills for particular purposes. Training is aimed at learning a skill by a prescribed method of application of a technique. Tripth Training is the formal procedure which a company utilizes to facilitate learning so that the resultant behaviour contributes to the attainment of the companys goals and objectives. Mc Ghee and Thayer Thus, training refers to the efforts made on the part of the trainer who facilitates learning on the part of the training to increasing skills knowledge and perfection in a specific task for efficiency economy and satisfaction.

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Upon reviewing the variety of definition of training available the following characteristics can be listed as key elements for effective training.

Effective training is the learning experience Effective training is a planned organizational activity Effective training is a response to identified needs. Training enables employees to demonstrate new concepts, build skills, solve difficult interpersonal relationship and technical problems or gain insight into behavior accepted as the way things are. A key assumption of training is that by giving employees skill and insight for identifying and defining organizational problems, individual will have greater capacity to change unproductive and unsatisfying organizational structures and processes. It is a catalytic process that depends largely on the abilities of informed and skilled members to develop their tools for charge. However, the individual abilities must be simultaneously supported by organizational accountability so that, participants use their abilities to the hilt to learn from the training programmes and transfer those learning to the workplace and is technically termed as the transfer of training effects. It is basically the process of increasing the knowledge and skills for doing a particular job; an organized procedure by which people gain knowledge and skill for a definite purpose.

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TRAINING PROGRAMMES IN BIL Britannia Industries Ltd follows the philosophy to establish and build a strong performance driven culture with greater accountability and responsibility at all levels. To that extent the Company views capability as a combination of the right people in the right jobs, supported by the right processes, systems, structure and metrics. The Company organizes various training and development programmes, both 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 i.e. for workers and for officers etc.
THE VARIOUS TRAINING PROGRAMMES ATTENDED BY THE OFFICERS OF BIL: S.no 1 2 3 4 5 6 7 Training programmes Baking with Soy Land Mark Seminar Contract Labour Lean Manufacturing Implementation Risk assessment in work place Productivity and Accomplishment Adv. Technology mgmt for prevention and control of 8 pollution Bearing Maintenance 1 day 1 Officer Duration 2 days 1 day 1 day 2 days 1 day 2 days 2 days No. of participants 1 5 2 2 1 4 1 Designation Officer Manager, Officers Managers Managers Officer Officers Officer

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9 10 11 12 13 14 15 16 17 18

technology Good Auditing Practices HACCP/GMP/GHP Occupational health and safety Sales training programme Assessment centre Landmark Forum Programme Excellence in Manufacturing by eliminating stock-outs XIV training programme in Biscuit manufacture Occupation and health Training for INKJET printer

1 day 2 day 2 day 3 days 2 days 3 days 2 days 4 days 2 days 4 days

1 4 1 3 16 7 3 4 1 7

Manager Officers Officer Sales territory Incharge Officers Managers, officers Officers Officers Officer Managers, officers

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VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE WORKERS IN BIL:-

S.no 1 2 3 4 5 6 7 8 9 10 11 12 13

Training Programmes ISO 9000 and ISO 14000 refresher programme Personality development Worker teachers day ISO 14000 awareness National safety day Fire fighting Workers participation in management Educational trip to Haridwar, Rishikesh, Dehradun Gemba- Kaizen workshop Security and fire fighting Positive approach Vipassana meditation Workers children- Workshop for young people, personality development

Duration 1 day 2 days 1 day day 1 day day 3 days 7 days 5 days 1 day 1 day 2 days 1 day

Conducted by Worker teachers Worker teachers Worker teachers Worker teachers Worker teachers Security officer Central board of workers association Worker teachers Kaizen institute Worker teachers Worker teachers Vipassana Sadhna Sansthan Shakuntala Anand

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TRAINING IN BRITANNIA INDUSTRIES LTD. Britannia Industries Ltd. provides training to all its employees as per the policy of the organization. PURPOSE OF TRAINING: To ensure availability of trained manpower. SCOPE: All categories of employees in Biscuit plant. FLOW CHART OF TRAINING PROCEDURE

Identification of Needs

Preparation of Training Plan

Imparting Training

Feedback

Induction Training

Training Effectiveness

Fig 4.1 The training procedure

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IDENTIFICATION OF NEEDS

Management Staff The Performance Appraisal form of the organization has a section in which the training and development needs are filed up. The person whom the concerned employee is reporting fills the Performance Appraisal form annually. Such person may be a branch head or department head. Identification of training need is done at the Executive Office (EO) level for the managers through the Performance Appraisal forms annually and the records are maintained at the Executive Office. Managers are nominated for the various training courses by the Executives Office. Managers may also be nominated to certain training programmes from the branch if the subjects covered are found to be of interest or if they offer a learning opportunity in some emerging areas of knowledge. Training needs for the department through their Performance Appraisal forms identifies the officers, which are filled in by the department head. The Performance Appraisal forms thus give the emerging training needs. This exercise is carried out annually. Staff and Workers Training needs for staff and workers are identified based on: Companys strategy and policy.

- Organizational Thrust Areas. - New Emerging Areas.

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This together gives the consolidated system of needs that is prepared by the Personnel Officer and approved by the Department Head. PREPARATION OF TRAINING PLAN On the basis of identified training needs, the annual training calendar is prepared by the Personnel officer and approved by the Personnel Head. Annual Training Budget is prepared by Branch Personnel Head and is approved by Executive Office. This gives the final list of training activities in a particular year. It is attempted to carry out all the programmes to fulfill the identified needs. The Head of the Personnel Department monitors the actual training conducted vis--vis the identified training needs on a monthly basis. IMPARTING OF TRAINING Actual training is imparted with the help of in-house and outside agencies. The selection of these agencies is done on the basis of reputation; programmes offered by them, past experience and feedback received from the earlier participants. Training is also imparted by nominating the concerned employee for an external training programme. All records of the training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report.

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FEEDBACK A feedback is taken from the participants through a questionnaire on the programme and their impressions in order to further improve upon the same. There are three such questionnaires available and one of these is used depending upon the nature of the training programme and the level of participants. Also, a person from the personnel department sits through the final session of the programme and takes the verbal feedback about the programme. INDUCTION TRAINING Staff/ Officers/ Managers This is carried out as the very first step for any new entrant into the branch at the Staff/ Officer/ Manager level. The department prepares a schedule for the employee as per which he is required to spend specific time in each department. During such period, he is reporting to the respective department head. The objective of the induction programme is to familiarize the participant to the function of different department. The copies of the same are sent to the General Manager and all concerned. At the end of the induction, the trainee has to submit a report to the Personnel Department.

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Workers In the case of a new entrant, he is called in General shift for 2 days for training under a senior worker to familiarize him with the welfare facilities like card punching, canteen, public conveniences, rules and regulations, standing orders, shift timings, spell outs, medical facilities, leave procedures etc. After two days of training, he is deployed in the concerned department. The Personnel Officer organizes this. Management Trainees Training Management trainees are given a fortnight of induction programme. Corporate HR advises it as per Management Trainee Training programme designed by them. Thereafter, a detailed training programme is carried out whereby the incumbent is to understand in depth of working of each department at various locations as per the programme given by the Corporate HR. Corporate HR maintains all relevant records pertaining to Management Trainees training at Bangalore. TRAINING EFFECTIVENESS For each training programme conducted in-house for Britannia Delhi branch personnel, a training brochure is developed. The brochure developed consists of the following information:

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- Programme objectives: Need of the training and what are the objectives that this training aims to achieve, what likely outcomes are expected to come out of impact of this training. - Programme content: Topics being covered during the training. - Methodology adopted. - Programme faculty. - Personnel to be covered. - Training methodology. - Training effectiveness criteria and scale. The training effectiveness is measured by measurement of the achievement of the objectives. This lists down the measurement indicators, achievement of which will ensure that programme objectives are achieved. A person gets nominated for the training programme in the following two ways: a) b) Training programme flowing from the training needs. Training programme for testing out the training/ increased

awareness/ general information/ omnibus training types etc. Training programmes flowing from training needs: The programmes are divided into three broad categories: - Functional - Behavioral - General/ Omnibus programmes
1. Functional: The outcome of the training is measured by comparing

the data pre-training and post-training. A scale is developed for

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measuring the effectiveness of training based on the % achievement of the objectives.

2. Behavioral: The effectiveness of the training of this nature is

measured annually. This is seen through the training need identification for the coming year for the employee. If the training need is repeated there, then the training provided is taken as ineffective. If the training need is repeated but with focus on a part of the need, then the training is partially effective. If not repeated, then the training is effective. 3. General: These are the training needs flowing directly from the organizational needs. Examples of these can be ISO 9000 training, ISO 14000 training and any awareness training. These are omnibus training programmes, which are run for a large number of employees. The effectiveness of the training is measured by: - Achievement of those organizational objectives within the time lines. - Number of audit issues raised on the areas covered in the training. - Any other such thing as defined in the training brochure. The effectiveness of the outside training programme is measured on the same line as above. However, no detailed brochure is prepared for the same. The measurement criterion for the programme is defined in the beginning of the programme and effectiveness measured against the same. A consolidated effectiveness report of the training programme is prepared at the end of the year. The programmes that are found to be ineffective are reworked.

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Training programme for testing out the training Also there are training programmes, which are not flowing directly from the training needs measurement of effectiveness of the training is not needed to be measured.

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TRAINING OF AN OFFICER

Identification of Training needs

Approval from the Personnel Department

Consolidation of Training needs

Annual Training Budget

Annual Training Calendar

Imparting Training

Collecting Feedback for Further Improvement

Monitoring of Actual Training vis-a-vis the Identified needs

Fig 4.2 Flowchart for Training of an Officer

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TRAINING OF A WORKER

Company Strategy and Policy

Approval from the Personnel Department

Organizational Thrust Areas

Identification Of Training needs

Annual Training Budget

New Emerging Areas

Consolidation Of Training needs

Imparting Training

Annual Training Calendar

Collecting Feedback for Further Training

Monitoring of Actual vs the Identified Training needs.

Fig 4.3 Flowchart for Training of a Worker

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DATA ANALYSIS 1) How many training programmes have you attended in last 5 years?
No. of Programmes 0-5 6-10 10-15 More than 15 Total No. of Respondents 8 5 4 3 20 % of Responses 40% 25% 20% 15% 100%

Moreth 1 an 5 1% 5

0 _5 4% 0

1 _1 0 5 2% 0 6 0 _1 2% 5

INTERPRETATION

45% of the officers have attended 6-15 training programmes in the last 5 years, which is an indication of an effective training policy of the organization. However, 40% of the officers have attended only 0-5 training programmes, which needs to be evenly Monitored by the organization.

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2) The programme objectives were known to you before attending it.

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 5 7 3 1 4 20 % of Responses 25% 35% 15% 5% 20% 100%

m e ly od rate d ag e is re 5 %

s trong ly d ag e is re 2% 0

s trong ag e ly re 2% 5

can't s ay 1% 5

m e ly od rate ag e re 3% 5

INTERPRETATION

35% of the respondents moderately agree to the fact of knowing the training objectives beforehand, in addition to 25% who strongly agree. But a small population disagrees as 20% strongly disagree to this notion. Training objectives should therefore be made known compulsorily before imparting training in the organization.
3) The training programme was relevant to your developmental needs.

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Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

No. of Respondents 6 8 3 2 1 20

% of Responses 30% 40% 15% 10% 5% 100%

m e ly od rate d ag e is re 1% 0 can't s ay 1% 5

s trong ly d ag e is re 5 %

s trong ag e ly re 3% 0

m e ly od rate ag e re 4% 0

INTERPRETATION

70% of the respondents feel that the training programmes were in accordance to their developmental needs. 15% respondents could not comment on the question and 15% think that the programmes are irrelevant to their developmental needs and the organization must ensure programmes that satisfy the developmental needs of the officers. 4) The period of training session was sufficient for the learning.

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Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

No. of Respondents 6 4 4 3 2 20

% of Responses 31% 21% 21% 16% 11% 100%

s trong ly d ag e is re 1 m e ly 1 % od rate d ag e is re 1% 6

s trong ag e ly re 3% 1

can't s ay 2% 1

m e ly od rate ag e re 2% 1

INTERPRETATION

52% respondents feel that the time limit of the training programme was adequate but 25% feel that it was insufficient. Also, 21% could not comment on the question. All the respondents though felt that increase in time limit of the programmes would certainly be beneficial and the organization should plan for this to be implemented in the near future. 5) The training methods used during the training were effective for understanding the subject.
Options Strongly agree No. of Respondents 4 - 56 % of Responses 20%

Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

8 3 3 2 20

40% 15% 15% 10% 100%

m e ly od rate d ag e is re 1% 5

s trong ly d ag e is re 1% 0

s trong ag e ly re 2% 0

can't s ay 1% 5

m e ly od rate ag e re 4% 0

INTERPRETATION

40% of the respondents believe that the training methods used during the programmes were helpful in understanding the subject, yet 25% disagree to this notion. The organization should use better, hi-tech methods to enhance the effectiveness of the methods being used during the training programmes. 6) The training sessions were exciting and a good learning experience.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 5 8 2 3 2 20 % of Responses 25% 40% 10% 15% 10% 100%

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m e ly od rate d ag e is re 1% 5 can't s ay 1% 0

s trong ly d ag e is re 1% 0

s trong ag e ly re 2% 5

m e ly od rate ag e re 4% 0
INTERPRETATION

65% respondents believe that the training sessions were exciting and a good learning experience. 10% respondents could not comment on this while 25% differ in opinion. They feel that the training sessions could have been more exciting if the sessions had been more interactive and in line with the current practices in the market. 7) The training aids used were helpful in improving the overall effectiveness of the programme.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 4 5 7 3 1 20 % of Responses 20% 25% 35% 15% 5% 100%

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m e ly od rate d ag e is re 1% 5

s trong ly d ag e is re 5 %

s trong ag e ly re 2% 0

can't s ay 3% 5

m e ly od rate ag e re 2% 5

INTERPRETATION

40% of the respondents believe that the training aids used were helpful in improving the overall effectiveness, yet 20% disagree to this notion. 35% respondents did not comment on the issue. Yet the total mindset of the respondents was that the organization should use better scientific aids to enhance the presentation and acceptance value of the training programme. 8) The training was effective in improving on- the- job efficiency.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 3 6 4 4 3 20 % of Responses 15% 30% 20% 20% 15% 100%

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s trong ly d ag e is re 1% 5 m e ly od rate d re isag e 2% 0 can't s ay 2% 0

INTERPRETATION

s trong ag e ly re 1% 5 m e ly od rate ag e re 3% 0

45% respondents believe that the training programmes increase their job efficiency but 35% disagree to this. The view of the respondents were towards having more technological and current topics for the training programmes which could help them satisfy their creative urge and simultaneously increase their on-the-job efficiency. 9) In your opinion, the numbers of training programmes organized during the year were sufficient for officers of BIL.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 2 3 5 2 8 20 % of Responses 10% 15% 25% 10% 40% 100%

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s trong ly d ag e is re 4% 0

s trong ag e ly re od rate 1 % m e ly 0 ag e re 1% 5 can't s ay 2% 5

m e ly od rate d ag e is re 1% 0
INTERPRETATION

25% respondents have the opinion that the frequency of the training programmes is sufficient but 50% of the respondents differ to this. They believe that the number of training programmes organized in a year should be increased and some in house training programmes should also be organized by the organisation regularly. 10) Please suggest any changes you would like to have in the existing training programmes. The major suggestions for changes in the existing training programmes are as follows: The frequency of the training programmes organized in a year should be increased. The duration of the training sessions should be amplified. New programmes for personal as well as professional development of the officers should be developed.

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 Officers should be referred for the training programmes as per their developmental needs. The training programmes should be organized outside the office in order to avoid disturbance in the work. Some training sessions should also be organized in house for the officers who find it difficult to attend them if held outside the office premises. Better presentation technologies should be used in order to increase the effectiveness of the programmes. The course curriculum for the training programmes should be current in terms of the new developments in the world.
1) How many training programmes have you attended during the last year? No. of Programmes Upto 2 3-5 6-8 More than 8 Total No. of Respondents 25 10 4 1 40 % of Responses 62% 25% 10% 3% 100%

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6 _8 1% 0 3 _5 2% 5

Moreth 8 an 3 %

Up 2 to 6% 2

INTERPRETATION

35% of the workers have attended 3-8 training programmes in the last year, which is the clue of a useful training policy of the organization. However, 62% of the workers have attended only 0-2 training programmes, which should be effectively seen by the organization. Also, every worker should be given chances to attend as many training programmes as possible.

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2) The training given is useful to you.

Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 19 10 5 5 1 20 % of Responses 47% 24% 13% 13% 3% 100%

m e ly od rate d ag e is re 1% 3 can't s ay 1% 3 m e ly od rate ag e re 2% 4

s trong ly d ag e is re 3 %

s trong ag e ly re 4% 7

INTERPRETATION

71% of the respondents feel that the training programmes were useful. 13% respondents could not comment on the question and 16% think that the programmes were irrelevant to their objective of being useful. The organization must ensure programmes that are useful and prove to cater to the developmental needs of the workers. 3) The time limit of the training programme was sufficient.
Options No. of Respondents % of Responses - 64 -

Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

7 14 5 6 8 40

18% 34% 13% 15% 20% 100%

s trong ly d ag e is re 2% 0 m e ly od rate d ag e is re 1% 5 can't s ay 1% 3

s trong ag e ly re 1% 8

m e ly od rate ag e re 3% 4

INTERPRETATION

42% respondents feel that the time limit of the training programme was adequate but 35% feel that it was insufficient. Also, 13% could not comment on the question. All the respondents though felt that increase in time limit of the programmes would certainly be advantageous and the organization should take some steps in this direction. 4) The time limit of the training programme, if increased would make it more effective.
Options Strongly agree No. of Respondents 18 - 65 % of Responses 45%

Moderately agree Cant Say Moderately Disagree Strongly Disagree Total

8 4 8 2 40

20% 10% 20% 5% 100%

m e ly od rate d ag e is re 2% 0 can't s ay 1% 0

s trong ly d ag e is re 5 % s trong ag e ly re 4% 5

m e ly od rate ag e re 2% 0

INTERPRETATION

65% respondents feel that the increase in the duration of the training programmes would be beneficial but 25% differ to this opinion. Going by the majority, the organisation should make required changes to increase the duration of the programmes and also take the opinion of the workers to have an effective training session. 5) The training was effective in improving your on-the-job efficiency.
Options Strongly agree Moderately agree Cant Say No. of Respondents 15 10 5 - 66 % of Responses 37% 25% 13%

Moderately Disagree Strongly Disagree Total

6 4 40

15% 10% 100%

m e ly od rate d ag e is re 1% 5

s trong ly d ag e is re 1% 0

s trong ag e ly re 3% 7

can't s ay 1% 3

m e ly od rate ag e re 2% 5

INTERPRETATION

62% respondents believe that the training programmes increase their job efficiency but 25% disagree to this. The respondents were of the opinion that having current topics for the training programmes and also some sessions by an external faculty would help them increase their on the job efficiency. 6) The training aids used were effective in improving the overall effectiveness of the programme.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 10 4 12 8 6 40 % of Responses 25% 10% 30% 20% 15% 100%

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s trong ly d ag e is re 1% 5 m e ly od rate d ag e is re 2% 0

s trong ag e ly re 2% 5 m e ly od rate ag e re 1% 0 can't s ay 3% 0

INTERPRETATION

35% respondents believe that the training aids were effective in improving the overall efficiency of the programme. Contrary to this, 35% disagree and 30% could not comment on the issue. The organization should ensure positive awareness about the training aids used. Also, the use of better presentation aids should be facilitated.
7) The number of training programmes organized for workers in a year are

sufficient.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 7 6 4 15 8 40 % of Responses 18% 15% 10% 37% 20% 100%

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s trong ly d ag e is re 2% 0

s trong ag e ly re 1% 8 m e ly od rate ag e re 1% 5 can't s ay 1% 0

m e ly od rate d ag e is re 3% 7

INTERPRETATION

33% respondents believe that the numbers of training programmes organized in a year are sufficient, but a majority of 57% disagrees to this. The organization should ensure multiple programmes for the workers and hence enable them in improving their skills and knowledge. 8) The participation of workers in training programme would help increase its effectiveness.
Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total No. of Respondents 20 9 5 4 2 40 % of Responses 49% 23% 13% 10% 5% 100%

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m e ly od rate d ag e is re 1% 0 can't s ay 1% 3 m e ly od rate ag e re 2% 3

INTERPRETATION

s trong ly d ag e is re 5 % s trong ag e ly re 4% 9

72% respondents feel that participative and interactive training session could provide more awareness and knowledge in a small span of time as compared to classroom teaching. 13% respondents could not comment on this and 15% disagree to it. 9) Please suggest any changes you would like to have in the existing training programmes. The major suggestions for changes in the existing training programmes are as follows: The workers were of the opinion that external faculty should be appointed for the training programmes. The period of the training sessions should be augmented. The rate of the training programmes organized in a year should be increased. Every one should get a chance to attend the training programmes.
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 Documentaries and other films relating to issues of motivation, team building should be screened. Practical examples should be used to make things easy to understand during the training sessions. Better technological aids and methods should be used to make the training sessions exciting.

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FINDINGS

The major findings of the project are enumerated as follows: Training is considered as a positive step towards augmentation of the knowledge base by the respondents. The objectives of the training programmes were broadly known to the respondents prior to attending them. The training programmes were adequately designed to cater to the developmental needs of the respondents. Some of the respondents suggested that the time period of the training programmes were less and thus need to be increased. Some of the respondents also suggested that use of latest training methods will enhance the effectiveness of the training programmes. Some respondents believe that the training sessions could be made more exciting if the sessions had been more interactive and in line with the current practices in the market. The training aids used were helpful in improving the overall effectiveness of the training programmes. The training programmes were able to improve on-the-job efficiency. Some respondents also recommended that the number of training programmes be increased.

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RECOMMENDATIONS

Based on the data collected through the questionnaire and interactions with the Officers and Workers of BIL 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 also arrange part time training programmes in the office premises for short durations, spanning over a few days, in order to avoid any interruption in the routine work. The organization can arrange the training programmes department wise in order to give focused attention towards the departmental requirements.

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QUESTIONNAIRE (OFFICERS) Designation: __________________ Department: __________________ Please rate the questions (where applicable) on the scale of 1-5 where the numerals signify the following:5- Strongly Agree 4- Moderately Agree Disagree 1- Strongly Disagree 3- Cant Say 2- Moderately

1) How many training programmes have you attended during the last 5 years? 0-5 11-15 6-10 More than 15

2) The programme objectives were known to you before attending it. ____ 3) The training programme was relevant to your developmental needs. ____ 4) The period of training session was sufficient for the learning. 5) The training methods used during the training were effective for understanding the subject. ____ ____

6) The training sessions were exciting and a good learning experience. ____ 7) The training aids used were helpful in improving the overall effectiveness of the programme. 8) The training was effective in improving on-the-job efficiency. ____ 9) In your opinion, the number of training programmes organized ____ during the year were sufficient for officers of BIL.
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____

10) Please suggest any changes you would like to have in the existing training programmes. __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________

BIBLIOGRAPHY

Effective Planning in Training and Development World Class Training Training in Practice Human Resource Management Human Resource Management Human Capital

Leslie Rae Kaye Thorne Blackwell C.B.Gupta T.N.Chabra Journal

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