RESEARCH REPORT On TRAINING & DEVELOPMENT PROCESS AT DABUR For the Fulfillment of the Requirement For The Award of Degree of MASTER OF BUSINESS ADMINISTRATION (2011-2013)
SUBMITTED TO
SUBMITTED BY
DR. A. S. BAHAL
KARISHMA SHARMA MBA-4th Sem Enr. No.A30101912086
SCHOOL
AMITY GLOBAL BUSINESS SECTOR 125, NOIDA
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DECLARATION I hereby declare that the project report entitled “TRAINING & DEVELOPMENT PROCESS AT DABUR” Submitted in partial fulfillment of the requirements for the degree of Masters of business Administration to Amity global business school, India, is my original work and not submitted for the award of any other degree, diploma, fellowship, or any other similar title or prizes. I would like to category mention that all the information that have been collected, analyzed and known for the project is entirely authentic possession of mine
Place: NOIDA
(KARISHMA SHARMA)
Date: 17.04.2014
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ACKNOWLEDGEMENT I acknowledge the sincere assistance provided to me from several rather unexpected quarters during the course of execution of this study. It would be a mammoth task to place on record my gratitude to each and every one of them but a whole hearted attempt would be made nevertheless, least I be branded ungrateful. I am very thankful tO_APARAJITA MAM__HOD, & my faculty guide __DR.A.S. BAHA_, Amity Global Business School, Sec-125, Noida for their valuable guidance and support at all time.
KARISHMA SHARMA
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CONTENTS 1. Introduction Objective of the study Scope of the study Limitation of the study 2. Company’s Profile
Dabur India Limited Dabur as FMCG company Company’s Past Strategic Intent Core Values Milestone To Success Dabur At- A- Glance Accolades Dabur World Wide Corporate Governance Centre Procurement & Planning Department Dabur’s Products Levels In Organisation
Dabur’s Major SBU’S 3. Introduction to Training & Development program Meaning of Training & Development Program Training & Development Program Process Methods of Training & Development program 4. Training & Development Program at Dabur
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5. Human Resource 6. Research Methodology 7. Analysis and Findings 8. Recommendations and Conclusions 9. Bibliography 10. Appendix
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PREFACE Performance Appraisal program is the key of effective management, staff, sub-ordinates etc… Which is helpful to grow up the organization? Performance appraisal program to the workers the aim is to develop the skill of staff as to improve their present performance. Thus it is essential for it to be effective enough so that it contributes in the progress of organization as well as the staff. At the same time it should be provided in such a way so that it does not create a feeling of dissatisfaction among the staff of the company. Keeping these aspects in mind this study on “Performance Appraisal” in Dabur India Limited is undertaken with the aim to find out the needs & how it is useful for making high productivity in the organization Following are some of the salent features of the project –
As far as possible, concepts are presented in an easy to understand style.
It gives an opportunity to get information about Dabur India Limited, which is helpful to know about the company.
This project contains the clear and exact concept of Performance Appraisal program in Dabur.
Performance Appraisal program makes the individual effective as he knows whatever he do and would be rewarded if proved worthwhile.
Helps the staff in job work by making aware of their potential.
Training & development program is provided according to the method applied in the company for it.
Questions prepared for taking feedback to the employees are based on the functions and behavior of the staff. I hope this project in its present form may be able to achieve its objectives. I will welcome if any suggestion, comments will be given through the study.
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OBJECTIVES OF THE STUDY
To find out the training & development program requirement for the company.
Gain information, which is useful for management as to take decision for staff about training & development programs.
Find out the strength and weakness of the individual, which provide basis for their development and improvement programme.
Creating mutual confidence and good relationship in the staff by training & development program.
To improve the communication between management and staff.
Obtaining feedback on training & development programs requirement.
To provide opportunity to the individual to know new technology for being a better employee
To check the staff contribution in these programs.
To find out whether the staff is satisfied with the training & development programs or not.
Which method is applied for training & development programs.
To know how staff is working and suggesting needed changes in their behavior, attitudes, skills or job knowledge.
SCOPE OF THE STUDY The project covers the study of training & development program at staff level at the Sahibabad unit of Dabur India Limited. The departments in which survey was conducted are as follows:
HUMAN RESOURCE DEPT. MAINTENANCE DEPT. QUALITY ASSURANCE PRODUCTION DEPT.
The employees of different departments of the organization gave full co-operation and support by frankly answering the questions as prepared for their training & development program based on their functions and behavior. 7
LIMITATION OF THE STUDY Like any other things this study also suffers from various limitations. Out of them some major limitations of this survey are listed bellow:
This survey was conducted in the Sahibabad unit of Dabur so the findings are applicable to this unit only and cannot generalized to the whole of DABUR.
Conside ring the short time duration the sample had to be restricted to 20 respondents.
The most difficult task was to get the valuable time of the industry personnel for the faceto-face interview, which was an essential part of the project.
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COMPANY’S PROFILE
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DABUR INDIA LIMITED Founding Thought: "What is that life worth which cannot bring comfort to others." Vision: “Dedicated to the health and well being of every household.” Mission: “To become a leading nature-based health and family care Products Company.” Strategic Intent: To significantly accelerate profitable growth. For This, The Need Of The Hour Is To:
Focus on growing core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology. Be the preferred company to meet the health and personal grooming needs of target consumers with safe, efficacious, natural solutions by synthesizing deep knowledge of ayurveda and herbs with modern science Provide consumers with innovative products within easy reach. Build a platform to enable Dabur to become a global ayurvedic leader. Be a professionally managed employer of choice, attracting, developing and retaining quality personnel. Be responsible citizens with a commitment to environmental protection. Provide superior returns, relative to peer group, to shareholders.
DABUR AS FMCG COMPANY Today, the FMCG sector is the fourth-largest sector in the Indian economy and many FMCG Company like HLL, ITC, Britannia, Tata Tea, Nestle, Godrej Consumer, Dabur, Marico, etc are there. Dabur India Limited is India’s fourth largest FMCG Company. Dabur has five other subsidiaries — Dabur Foods, Dabur Nepal, Dabur Egypt, Dabur Oncology and Dabur Pharma.
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Business
Dabur’s product range encompasses health care, personal care, ayurvedic specialties and food segments. Brands Well-known brands include Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola, Lal Dant Manjan, Nature Care, Pudin Hara & Real. Location Dabur has been marketing its products in more than 50 countries all over the world. The company has offices and representatives in Europe, America and Africa. Manufacturing facilities are spread across three overseas locations. Turnover Building on a legacy of quality and experience for over 100 years, today Dabur has a turnover of Rs.1536.95 crore with powerful brands.
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COMPONY’S PAST
1884 1896 1900s 1919 1920 1936 1972 1979 1986 1992 1993 1994 1995 1996 1997 1998 2000
Birth of Dabur Setting up a manufacturing plant Ayurvedic medicines Establishment of research laboratories Expands further Dabur India (Dr. S.K. Burman) Pvt. Ltd. Shift to Delhi Sahibabad factory / Dabur Research Foundation Public Limited Company Joint venture with Agrolimen of Spain Cancer treatment Public issues Joint Ventures 3 separate divisions Foods Division / Project STARS Professionals to manage the Company Turnover of Rs.1,000 crores
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STRATEGIC INTENT To significantly accelerate profitable growth .For this, the need of the hour is to:
Focus on growing core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology.
Be the preferred company to meet the health and personal grooming needs of target consumers with safe, efficacious, natural solutions by synthesizing deep knowledge of ayurveda and herbs with modern science
Provide consumers with innovative products within easy reach.
Build a platform to enable Dabur to become a global ayurvedic leader.
Be a professionally managed employer of choice, attracting, developing and retaining quality personnel.
Be responsible citizens with a commitment to environmental protection.
Provide superior returns, relative to peer group, to shareholders.
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LOCATION OF OPERATIONS Corporate Office Kaushambi Ghaziabad- 201010 Registered Office 8/3, Asaf Ali Road, New Delhi – 110 002
Factories o Alwar (Rajashtan) o
Baddi – Chyawanprash (H.P.)
o
Baddi – Hajmola (H.P.)
o
Baddi – Injectable Unit (H.P.)
o
Kalyani (West Bengal)
o
Katni (Madhya Pradesh)
o
Narendrapur (Kolkata)
o
Sahibabad Unit I & II (Ghaziabad, U.P.)
Branch Offices o o
Ahmedabad Bangalore
o
Calcutta
o
Chandigarh
o
Chennai
o
Delhi
o
Guwahati
o
Hyderabad
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o
Indore
o
Jaipur
o
Kochi
o
Mumbai
o
Patna
o
Raipur
Overseas Offices/Factories/Subsidiaries Dubai, UAE Dabur International Limited P.O.Box 16944 Egypt Dabur Egypt Limited Plot No.(5), Industrial Area (B-4) 10th of Ramadan City, Egypt Bangladesh Asian Consumer Care 245, Tejgaon Industrial Area, Dhaka 1208, Nigeria African Consumer Care Limited Ebani House 62, Marina Lagos Nigeria. London, United Kingdom Dabur Oncology PLC Lion Court Farnham Road Bordon, Hampshire GU35 0NF
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Nepal Dabur Nepal Private Limited Factory Rampur Tokni, District Bara Birgung, Nepal
Kathmandu Office: TNT Building, Tinkune, Koteshwor Kathmandu, Nepal Birganj Office Dabur Mess, Sheerpur Birganj-14, Nepal Dabur Nepal Nursery Nepal Medicinal Plant Project Nanepa, Janagal Nepal
Subsidiaries o Dabur Foods Ltd Dabur Corporate Office 4th Floor, Kaushambi-201010 Ghaziabad Uttar Pradesh
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Others Dabur Research Foundation Plot No. 22, Site-IV Sahibabad-201 010 Ghaziabad
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CORE VALUES
Owne rship Integrity
Passion For Winning
Innovation
People Developmen t
Consumer Focus
Team Work Team Work Team Work
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MILESTONES TO SUCCESS Dabur India Ltd. made its beginnings with a small pharmacy, but has continued to learn and grow to a commanding status in the industry. The Company has gone a long way in popularizing and making easily available a whole range of products based on the traditional science of Ayurveda. And it has set very high standards in developing products and processes that meet stringent quality norms.
1884 - Established by Dr. S K Burman at Kolkata 1896 - First production unit established at Garhia 1919 - First R&D unit established Early 1900s – Production of Ayurvedic medicines Dabur identifies nature-based Ayurvedic medicines as its area of specialization. It is the first Company to provide health care through scientifically tested and automated production of formulations based on our traditional science. 1930 - Automation and up gradation of Ayurvedic products manufacturing initiated 1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated 1940 - Personal care through Ayurveda Dabur introduces Indian consumers to personal care through Ayurveda, with the launch of Dabur Amla Hair Oil. So popular is the product that it becomes the largest selling hair oil brand in India. 1949 - Launched Dabur Chyawanprash in tin pack Widening the popularity and usage of traditional Ayurvedic products continues. The ancient restorative Chyawanprash is launched in packaged form, and becomes the first branded Chyawanprash in India. 1957 - Computerization of operations initiated 1970 - Entered Oral Care & Digestives segment Addressing rural markets where homemade oral care is more popular than multinational brands, Dabur introduces Lal Dant Manjan. With this a conveniently packaged herbal toothpowder is made available at affordable costs to the masses. 19
1972 - Shifts base to Delhi from Calcutta 1978 - Launches Hajmola tablet Dabur continues to make innovative products based on traditional formulations that can provide holistic care in our daily life. An Ayurvedic medicine used as a digestive aid is branded and launched as the popular Hajmola tablet. 1979 - Dabur Research Foundation set up 1979 - Commercial production starts at Sahibabad, the most modern herbal medicines plant at that time 1984 - Dabur completes 100 years 1988 - Launches pharmaceutical medicines 1989 - Care with fun The Ayurvedic digestive formulation is converted into a children's fun product with the launch of Hajmola Candy. In an innovative move, a curative product is converted to a confectionary item for wider usage. 1994 - Comes out with first public issue 1994 - Enters oncology segment 1994 - Leadership in health care Dabur establishes its leadership in health care as one of only two companies worldwide to launch the anti-cancer drug Intaxel (Paclitaxel). Dabur Research Foundation develops an eco-friendly process to extract the drug from its plant source 1996 - Enters foods business with the launch of Real Fruit Juice 1996 - Real blitzkrieg Dabur captures the imagination of young Indian consumers with the launch of Real Fruit Juices a new concept in the Indian foods market. The first local brand of 100% pure natural fruit juices
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made to international standards, Real becomes the fastest growing and largest selling brand in the country. 1998 - Burman family hands over management of the company to professionals 2000 - The 1,000 crore mark Dabur establishes its market leadership status by staging a turnover of Rs.1, 000 crores. Across a span of over a 100 years, Dabur has grown from a small beginning based on traditional health care. To a commanding position amongst an august league of large corporate businesses.
2001 - Super specialty drugs With the setting up of Dabur Oncology's sterile cytotoxic facility, the Company gains entry into the highly specialized area of cancer therapy. The state-of-the-art plant and laboratory in the UK have approval from the MCA of UK. They follow FDA guidelines for production of drugs specifically for European and American markets. 2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4 crore 2003 - Dabur demerges Pharmaceuticals business
Maintaining global standards As a reflection of its constant efforts at achieving superior quality standards, Dabur became the first Ayurvedic products company to get ISO 9002 certification. Science for nature Reinforcing its commitment to nature and its conservation, Dabur Nepal, a subsidiary of Dabur India, has set up fully automated greenhouses in Nepal. This scientific landmark helps to produce saplings of rare medicinal plants that are under threat of extinction due to ecological degradation. Merger with Balsara Merger of three Balsara companies – Besta Cosmetics, Balsara Hygiene Products and Balsara Home Products to be effective from April 1, 2006.
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DABUR AT-A-GLANCE Dabur India Limited has marked its presence with some very significant achievements and today commands a market leadership status.
Leading consumer goods company in India with 4th largest turnover of Rs.1536.95 crore (FY02)
2 major strategic business units (SBU) - Consumer Care Division (CCD) and Consumer Health Division (CHD)
3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and Dabur International and 3 step down subsidiaries of Dabur International - Asian Consumer Care in Bangladesh, African Consumer Care in Nigeria and Dabur Egypt.
13 ultra-modern manufacturing units spread around the globe
Products marketed in over 50 countries
Wide and deep market penetration with 47 C&F agents, more than 5000 distributors and over 1.5 million retail outlets all over India
CCD, dealing with FMCG Products relating to Personal Care and Health Care
Leading brands
Dabur - The Health Care Brand
Vatika-Personal Care Brand
Anmol- Value for Money Brand
Hajmola- Tasty Digestive Brand
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and Dabur Amla, Chyawanprash and Lal Dant Manjan with Rs.100 crore turnover each
Vatika Hair Oil & Shampoo the high growth brand
Strategic positioning of Honey as food product, leading to market leadership (over 40%) in branded honey market
Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share.
Leader in herbal digestives with 90% market share
Hajmola tablets in command with 75% market share of digestive tablets category
Dabur Lal Tail tops baby massage oil market with 35% of total share
CHD (Consumer Health Division), dealing with classical Ayurvedic medicines
Has more than 250 products sold through prescriptions as well as over the
counter
Major categories in traditional formulations include: - Asav Arishtas - Ras Rasayanas - Churnas - Medicated Oils
Proprietary Ayurvedic medicines developed by Dabur include: - Nature Care Isabgol - Madhuvaani - Trifgol
Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students
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ACCOLADES
February 23, 2006: Dabur India, the first company to achieve Rs 500 crore manufacturing milestone in Uttaranchal. Also, it is the largest employer in that region. January 16, 2006: Dabur bags ICSI National award for Excellence in Corporate Governance. September 26, 2005, Simla: Bagged the Udyog Rants Award for Dabur’s commendable contributions for economic development in the state of Himachal Pradesh. July 8, 2005, Deriding: Won “Udyog Ratna” award for Dabur’s immense contribution to the state’s economic development by the Government of Uttaranchal 2003: Dabur India Limited gets CRISIL Corporate Governance and Value Creation (GVC) rating. 2003: Manufacturing facilities and systems of Dabur Nepal Pvt Ltd get certified in January 2003 for having met the requirements of Codex Alimentarius Commission Guidelines, Recommended International Code of Practices, and General Principles of Food Hygiene. 2002: Dabur Nepal Pvt Ltd gets Certificate of Hazard Analysis & Critical Control Point (HACCP) plan verification for manufacturing of fruit juices & Tomato puree. 2001: Dabur gets Certificate of Good Manufacturing Practices to manufacture Ayurveda, Siddha or Unani Drugs. 2001: Dabur Foods gets HACCP and GMP Certification in compliance with the US Food & Drug Administration regulation. 1995: Dabur becomes the first Ayurvedic products company in India to get ISO 9002 certification.
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DABUR AS A WORLD WIDE
Dabur's mission of popularising a natural lifestyle transcends national boundaries. Today there is global awareness of alternative medicine, nature-based and holistic lifestyles and an interest in herbal products. Dabur has been in the forefront of popularising this alternative way of life, marketing its products in more than 50 countries all over the world. Its products World Wide Dabur have spread ourselves wide and deep to be in close touch with our overseas consumers.
Offices and representatives in Europe, America and Africa; A special herbal health care and personal care range successfully selling in markets of the Middle East, Far East and several European countries. Inroads into European and American markets that have good potential due to resurgence of the back-to-nature movement. Export of Active Pharmaceutical Ingredients (APIs), manufactured under strict international quality benchmarks, to Europe, Latin America, Africa, and other Asian countries. Export of food and textile grade natural gums, extracted from traditional plant sources.
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Partnerships and Production Strategic partnerships with leading multinational food and health care companies to introduce innovations in products and services. Manufacturing facilities spread across 3 overseas locations to optimise production by utilising local resources and the most modern technology available.
CORPORATE GOVERNANCE In India, the Securities and Exchange Board of India (SEBI) stipulates corporate governance standards for listed companies through the Clause 49 of the listing agreement of the stock exchanges. SEBI, through circulars dated 29th October, 2004 and 29th March, 2005, has revised the existing Clause 49 and has mandated listed companies to comply with the revised Clause 49by 31st December, 2005. As a Company, which is committed to ensuring good corporate governance practices in all its dealings, Dabur has moved beyond merely meeting mandated regulations and made concerted efforts to imbibe global standards of corporate governance. In this pursuit, Dabur has already put in place systems and procedures and is fully compliant with the revised Clause 49 well before it becomes mandatory. Thus at Dabur, we believe good governance is key to a strong bond of trust between the company and all its stakeholders.
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Corporate Governance initiatives
Dabur has always gone beyond merely meeting mandated regulations and made concerted efforts to imbibe global standards of Corporate Governance.
The company already has a majority of seven non-promoter directors – including five independent directors - on its Board of 11 members. Of the remaining four promoter Directors on the Board, three Directors - the Chairman and the Vice-Chairman and one director - are all non-executive Directors. This composition of the Board has been in compliance with the Clause 49 of the Listing Agreement, much before it was mandated.
The Company’s sound governance practice is evident from the presence of individuals of high integrity and stature as independent directors on the Board. The Company’s information disclosure standards in terms of its clear demarcation of Board and management’s responsibilities, clear responsibilities of the Chairman and CEO, Remuneration policy, financial performance, ownership pattern, shareholders rights and Board membership criteria traverses a long way in establishing Dabur’s commitment towards good Corporate Governance.
AWARD FOR EXCELLENCE IN CORPORATE GOVERNANCE Dabur bags ICSI National award for Excellence in Corporate Governance New Delhi, January 16, 2006: Dabur India has bagged the prestigious National Award for Excellence in Corporate Governance for the year 2005 awarded by Institute of Company Secretaries of India (ICSI).
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Dabur bags “Best Governed Companies” award for year 2005 Selected amongst 4,000 companies evaluated this year for this award Award recognizes Dabur’s leadership effort and initiatives in practicing good governance
CENTRAL PROCUREMENT & PLANNING DEPARTMENT Introduction Dabur has established a Central Procurement & Planning Department (CPPD) to take care of all high value purchases across the company. The CPPD is housed at the Kaushambhi Corporate Office (KCO) and is headed by the Head - CPPD. Low value purchases are de-centralized at the manufacturing units. A Unit Purchase Head heads the Purchase Department at the manufacturing units. Dabur India Limited has also set up a cross-functional Purchase Committee to guide and oversee the purchasing function at the KCO. The purchase committee comprises of the following:
Head – CPPD Head – Marketing Deputy General Manager – Operations Chief Financial Officer
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DABUR PRODUCTS Dabur Health Care Product Range
HEALTH SUPPLEMENTS Dabur Chyawanprash Dabur Chyawanshakti Dabur Glucose-D DIGESTIVES Hajmola Yumstick Hajmola Mast Masala Anardana Hajmola Hajmola candy Pudin hara –(Liquid and pearls) Dabur Hingoli
NATURAL CURES Shilajit Gold Nature Care Shilajit Ring Ring 30
Itch Care Back-aid Shankha Pushpi Dabur Balm Sarbyna Strong
Dabur Baby Care Product Range BABY CARE
Dabur Lal tail
Dabur baby olive oil
Dabur Janma Ghunti
Dabur Personal Care Product Range 31
HAIR CAIR OIL Amla Hair Oil Amla Lite Hair Oil Vatika Hair Oil Anmol Sarson Amla HAIR CAIR SHAMPOO Anmol Silky Black Shampoo Vatika Henna Conditioning Shampoo Vatika Anti-Dandruff Shampoo Anmol Natural Shine Shampoo SKIN CARE Gulabari Vatika Fairness Face Pack
Dabur Oral Care Product Range ORAL CARE
Dabur Red Gel
Babool Toothpaste
Dabur Red Toothpaste
Dabur Lal Dant Manjan
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Dabur Binaca Toothbrush
Dabur Food Product Range REAL Real Fruit Juice
Real Active
HOMMADE A range of culinary ingredients giving us' The taste of Indian Kitchen
LEMONEEZ Natural Lemon Juice HONEY Pure natural Honey
CAPSICO 33
A fiery red-pepper sauce
Dabur Ayurveda Product Range
Dashmularistha
Ashokarishta
Lauhasava
Mahanarayan Tail Juritap Madhuvani Lavan Basked Chur
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Dabur Recent Launches
Hajmola Yumstick
New Dabur Lal Solid Indian Dan
Dabur Anmol Shampoo
Dabur Vatika Fairness Face Pack
Dabur Anmol Sarso Amla Hair Oil
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Dabur Anardana Churan
Hajmola Candy
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DABUR MAJOR STRATEGIC BUSINESS UNITS In India, the Company’s business is carried out by three Strategic Business Units (SBUs) namely:
Consumer Care Division (CCD), with a share of 82% in its total sales. Consumer Healthcare Division (CHD), with a share of 8% in its total sales.
Dabur Foods Limited as a wholly owned subsidiary with a share of 10% in its total sales.
% share in Domestic Revenues Foods 10% CHD 8%
CCD CHD Foods CCD 82%
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LEVELS IN ORGANISATION
Executive V.P
V.P
4A
SR.General Manager
4B
G.M
5A
Addl.G.M
5B
D.G.M
6A
Sr. MANAGER
6B
7A
MANAGER
Dy. MANAGER
7B Asst. MANAGER
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7C OA
OB
RL OC
GRADE VI
GRADE VII
Sr.Executive
Sr.officer
OFFICER
Asst. OFFICER
SUPERVISOR/CHEMIST.
Sr. MECHANIC/ Sr. Asst.
MECHANIC/Jr. CHEMIST GRADE VIII
Jr. MECHANIC GRADE IX
WORKER GRADE IX
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HUMAN RESOURCE Dabur places great deal of confidence on its excellent pool of human resources, which it realizes is the key to its further growth strategy. The company continued its efforts to further align its H.R policies, processes & initiatives to meet the business needs. In line with its focus on international operations, Dabur implemented a uniform H.R structure across all the groups company’s & operations. This will enable seamless transactions between domestic and overseas position. Also the integration of the personnel of the erstwhile Family Products Division (F.P.D.) & Health care products Division (H.C.P.D.) was implemented efficiently to suit the requirements well within time. Major initiatives taken were:
Dabur implemented were performance metrics for all key positions based on two aspects of the Balanced Score Card Approach – Financial & Internal Business Process. This approach clearly outlines the expectations from each position, & will be up grated to include two more aspects for key managerial positions in 2004-05.
The Company institutionalized the “Assessment & Devel0opment Centre” (A.D.C.) approach from all positions from staff to officer cadre & also at the senior levels to objectively identify, develop & promo0te the talent from within, & to provide individual feedback for development of the participating employees.
To encourage learning the Company is planning to set-up a learning centre, which will be equipped with a library & I.T & Web-based sources of knowledge.
Dabur is committed to attract & nature fresh talent. Towards this end, the company required over 20 candidates from leading management & engineering institutes in the country, who will be inducted.
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HUMAN RESOURCE PROCESS IN ORGANIZATION
Human Resource Planning
Recruitment
Training & Development
Performance Appraisal
Serialization
Promotion, Transfers, Demotions & Separations
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Selection
INTRODUCTION TO TRAINING & DEVELOPMENT PROGRAM
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CONCEPT OF TRAINING AND DEVELOPMENT PROGRAMS Meaning of Training: Working force is the most valuable asset of the business enterprise. If they have understanding, competence and skill to accomplish their piece of work faultlessly in order to develop such proficiency in the work, proper training of employees is must. Training acquaints the workers with the intricacies of the work and makes him more efficient, productive and meaningful. The employee must have the theoretical and practice knowledge of the work, he is required to perform. The theoretical knowledge can be gained in educational institutions but for the practical knowledge training is required. In this way, the training acquaints the employee with the requisite skill, real situations of the work and helps him in the faultless accomplishments of the work. “ The term training is used here to indicate only process by which the aptitudes, skill and abilities of employees to perform specific jobs are increased”. -
Jucius
“ Training is the organized procedure in which people learn knowledge and / or skill for definite purpose.” -
Dale, S. Beach
Thus training is an organised procedure by which the knowledge, ability, competence, skill personality and productivity is increased.
Training Defined: Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service Notice that the last part of the definition states that training is provided for the present job. This includes training new personnel to perform their job, introducing a new technology, or bringing an employee up to standards.
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Earlier it was stated that there are four inputs to a system: people, material, technology, and time. Training is mainly concerned with the meeting of two of these inputs -- people and technology. That is, having people learn to master a given technology.
Features of Training:
Training increases knowledge and skills for doing a job.
It bridges the gap between job needs and employee skills, knowledge and behavior.
Job oriented process, vocational in nature.
Short-term activity designed essentially for operatives.
Employee Training and Development: Reasons and Benefits Training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs. Development is a broad, ongoing multifaceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future.
Typical Reasons for Employee Training and Development Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.: a.) When a performance appraisal indicates performance improvement is needed. b) To "benchmark" the status of improvement so far in a performance improvement effort. c) As part of an overall professional development program. d) As part of succession planning to help an employee be eligible for a planned change in role in the organization.
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e) To "pilot", or test, the operation of a new performance management system. f) To train about a specific topic .
Typical Areas of Employee Training : 1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.
3. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity.
5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace.
6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.
8. Safety: Safety training is critical where working with heavy equipment, hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.
General Benefits from Employee Training and Development There are numerous sources of on-line information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:
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1. Increased job satisfaction and morale among employees. 2. Increased employee motivation. 3. Increased efficiencies in processes, resulting in financial gain. 4. Increased capacity to adopt new technologies and methods. 5. Increased innovation in strategies and products. 6. Reduced employee turnover. 7. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training).
DEVELOPMENT: The modern business environment requires that the business enterprise should go on developing its own employees to take up higher positions. It is rightly said that development of employees, capable of efficiently taking higher position is more important producing goods at cheaper rates. According to Peter. F. Drucker, “ An institution which cannot its own managers will die. From an overall point of view the ability of an institution to produce managers is more important than its ability to produce goods efficiently and cheaply.”
Development of Personnel includes: a) b) c) d)
Training of employees; Evaluation of employee qualities; Transfer of employees; Promotion of employees;
Thus, Development of employees is planned and organised process and programme of employees training and growth at every level of management. Employees’ development is thus an organised activity of employees’ professional growth.
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TRAINING vs. DEVELOPMENT Training is an activity to increase understanding, skill and attitude to perform specific job in better ways. While Development means the growth of employees at every level of management by planned and organised process. The best possible performance of the specific job by the employee is the aim of training. While Development aims at utilization of employees capability. Training is the part of Development and also limited in its scope. Where as Development is a wider term. It includes education, learning and training. Training is imparted for a fix time period. Development is a continuing process and unending activity in the industry. Training is mostly the result of initiatives taken by management. It is result of some outside motivation. Development is result of internal motivation. Training seeks to meet the current requirements of the job and the individual. In other words it is a reactive process. Development seeks to meet future needs of the job and individual, In other words, development is a proactive process. Development is future oriented where as training focuses on the personal growth of the employees.
PRINCIPLES OF TRAINING 1. Principle of Motivation: The trainee must learn to work with courage, patience and aspirations. If the learner is himself unwilling to learn nobody can make him learn. Therefore it is necessary that the trainee should be told the objective of the work and benefits he will derive with the successful completion of training, so that he may be motivated to contribute his best efforts in learning the job.
2. Principle of Cooperation: The effective training can be imparted by developing a sense of fellow feeling with the trainee. He should be provided with the tools and equipments he requires, guidance he seeks and the treatment he deserves.
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3. Principle of Reinforcement: After evaluation of progress in training, the trainee should be reward for better performance and punished for the substandard performance. This arrangement will enable workers to render better performance to get rewards.
4. Principle of practice: Practice definitely makes a man perfect. The human mind learns with practice only.
5. Principle of feedback: A human can anytime make an error; as such the employee will commit mistakes. His fault should be pointed out and he should be shown the correct way. He should be explained correctly about his mistake.
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NEED AND IMPORTANCE OF TRAINING Newly recruited employee requires training so as to perform their tasks effectively. Training is necessary to prepare existing employees for higher-level jobs (promotion). Existing employees require the fresher trainings as to keep abreast of the latest developments in job operations. Training is necessary when a person moves from one job to another (transfers).
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TRAINING PROGRAM AT DABUR: A general criteria to carry out training program at Dabur is as follows:
Training Objective
Training needs Assesment
Planning a training program
Implementing the program
Evaluation & follow up
Over the period, various training programs are organized at Dabur India Limited .The purpose of these programs was to bring awareness among the employees on the latest techniques & technical up gradation &enhancement of their knowledge to improve the productivity, efficiency, best resources utilization & built positive attitude and culture in the organization.
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TRAINING PROCEDURE AT DABUR INDIA LTD: In order to achieve the desired objectives the Training procedure at Dabur can be divided into three phases. These are explained as follows:
PHASE 1: NEEDS ASSESMENT AND DEVELOPING THE TRAINING CALENDER. This phase can be discussed as follows:
1. Needs assessment or identification of the training needs : Needs assessment diagnoses present problems and future challenges to be met through training and development in the company. This is done to systematically determine who in the organization require training and in what areas. After the annual appraisal process is complete, the areas of training for each individual are taken from the appraisal forms of the personnel and a Data bank is prepared with the help of the same. This exercise is a continuous and an ongoing process. Dabur spends vast amount of money on Training and development of the employees. At times external guide is also called to give training to the employees, as in Kaizen training program.
2. Developing the Training Calendar: After identifying the need of training a major activity is developing the training Programme Calendar.Dabur every year modify its training calendar in accordance with the needs of the employee. Based on the data bank, a list is prepared of the areas in which most of the people require training these banks are then incorporated in the training Calendar on the priority basis. Training calendar consists the following details: a) b) c) d)
Listing of the training program during the year Faculty assigned to give the training Target group to which training has to be given. Dates are to be mentioned on which the training program has to be accomplished.
The training needs records will be maintained in a manner suitable as decided by the HR department. This training calendar is strictly followed and training program is conducted accordingly, to fulfill the individual needs and the job requirement. The program can sometimes be Proponed or
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Postponed keeping in the view the organization’s constraints. However the same will be conducted whenever possible.
PHASE 2: CONDUCTION OF THE TRAINING PROGRAMMES Two types of training programs are conducted in Dabur: 1. Internal Training programs 2. External Training programs
A. Conduction of the Internal Training Programs: The Human Resource department of the company conducts the Internal or In-house training programs. The following steps can do it: The participant’s list is drawn up from the data bank listing, the individuals who require training in that particular area subject to their availability on the dates concerned. For conducting the Training programs either In house training faculty is used or External faculty is invited to take some sessions like in Kaizen, an external trainer Mr.J.M. Pant gives the training to the employees Participants are informed about the training through Emails sent by the concerned department heads giving the details about the time and venue of the of the programme, the faculty, the schedule and the final list of the participants at least three days before the conduction of the programme Any sudden changes in the training program are accordingly informed to the concerned department heads, to the participants and to the faculty The various methods used to impart training are: a) Short sessions by the Faculty b) Presentations through LCD projectors c) PowerPoint slides d) Group discussions e) Video presentation f) Role plays g) Lectures
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B. Conduction of the external training programmes: Besides the internal training programmes there are various External training programmes, which are been given to the employees. Procedure for the occurrence of the external training programme is discussed as follows: The Human Resource Department receives the communication from various sources such as Training Institutes in the form of Brochures and letters. This information is being recorded for references.` The training programmes are either technical or non technical such as
Health safety management Six sigma Creativity &innovation TPM (Total Productivity Manufacture) Telephone skills for building the right company image Training related to RO water treatment etc.
These training have been given to the employees. Organizers for these training were from various reputed organizations like CII, ASSOCHAM, Tetratech, India Habitat center etc. If the program is of a Technical subject, the brochure is sent to the concerned department head for the nominations. If the programs on a Non-technical subject, then the participants are selected from the data bank and the possible names are sent to the concerned departmental heads. Subject to the availability of the person on the concerned dates, the departmental head to the HRD confirms his nomination. The nomination number bearing the code number unique to the participant, are dispatched by HRD and have information about the individual being sponsored, his designation and department along with details of the training Program. Copies of these nomination letters are sent one to each: The organizer of the program. The Participants The concerned head of the department. The Time office (to account for the attendance). The Accounts department (requesting them to make a cheque for the participation fee) and, One copy is retained for the records for future reference.
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PHASE 3 : EVALUATION OF THE TRAINING PROGRAMMES After the completion of the training program, the participants are given feedback forms to fill up in which they evaluate:
The course content Objectives met by the training program Applicability and feasibility of the program to their job Techniques used by the trainer The Faculty Time limit of the program
Employees also give their suggestions for the organized training program, they tell about the scope of improvement in the program. Based on the suggestions given by the employees, necessary amendments are done for the future. The respective employees duly attest evaluation forms and the records of the feedback summary are maintained as a part of the training records. In the event of an immediate need of the training to be provided to an individual whereby the standard procedure cannot be followed the required training will be provided to an individual on the discretion of the head of the department and the Manager-HR.
TRAINING RECORDS MAINTAINANCE: The training records maintained are: The performance Appraisal forms which are maintained as a part of the personal files of the individual till his/her service. List of the participants for every training programme is maintained as a part of the training records for a period two years. Signed Attendance sheet of each participant for every programme conducted is maintained as a part of the training records for a period of again two years. Feedback forms filled by the participants are maintained as a part of the training file for concerned programme for a period of one year.
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VARIOUS LEVELS AT WHICH TRAINING IS PROVIDED AT DABUR INDIA LTD. There are five grades at which the training is given these are as follows: GRADE VI GRADE VII GRADE VIII GRADE IX GRADE X
: Supervisors : Senior Assistants. : Assistants : Junior Assistants : Permanent workers
Subdivisions of these groups are: OC OB OA 7C 7B 7A 6B 6A
: Assistant officer : Officer : Senior Officer : Senior Executive : Assistant Manager : Deputy Manager : Manager : Senior Manager
Grade OC and above are high-grade employees, they are also provided with the training e.g. On ‘Attitudinal changes’. Now for the next one year i.e. 2007 Dabur is focusing on Kaizen, which is discussed in detail in the later sections.
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RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
DATA SOURCES: Primary data was collected by survey of executives of the company. Secondary data was collected from historical records and websites of the company.
PRIMARY SOURCES Questionnaire: A questionnaire was developed to know the training & development programs needs at Dabur. It contains the questions and these questions were pertaining to the job, task, duties & responsibilities, leadership, discipline etc. It was given to each employee as to provide the answer of the relevant questions. Thus the relevant information related to the assessment parameters was helpful to know the training & development programs requirement of the staff.
SECONDARY SOURCES Historical records: Data regarding the origin and the history of the organization were obtained from the historical records of the organization. Websites: www.dabur.com from the intranet SAMPLE SIZE: 20 RESEARCH APPROACH: Primary data was collected by survey of executives of the company. Secondary data was collected from historical records and websites of the company. RESEARCH INSTRUMENT: The data was collected through a structured questionnaire developed to gather information from the staff SAMPLING PLAN: Various department of company like H.R, production, quality assurance, and maintenance. DATA ANALYSIS: Percentage method & through the help of charts.
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ANALYSIS &FINDINGS
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ANALYSIS & FINDINGS Data collected through various manuals & information obtained through questionnaire reveal the following major analysis and findings regarding the training effectiveness: 1. Company prepares the annual TRAINING CALENDAR for proper training. 2. The internal faculties in the classroom give most of the trainings. So relevant and workoriented examples are given and trainees can more easily relate it to their job. 3. According to the survey of employees result comes out that most of the trainings are given in the area of social skills and knowledge then in the area technical skills. DIL provide trainings for the techniques also. 4. DIL gives both types of trainings i.e. on the job trainings & off the job trainings. 5. According to survey 100% employees said that DIL provides training to all employees. 6. The training programs have been integrated with relevant job areas. 7. Due to the very interactive training sessions the trainees have become to clear their doubts. 8. DABUR provides trainings on other topics also like world environment day etc. 9. After studying the qualifications and the designation of the employees of the different departments, it was concluded that selections of employees are done very carefully. There was no major deviation in the qualifications and their designations and hardly any mismatched was found. 10. For the behavioral training internal trainings are generally preferred.
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Are you aware about training and development programs?
0%
Yes No
100%
Do you think that training and development programs are essential for all employees of D.I.L.?
0%
Yes No
100%
Who are the trainers in D.I.L.?
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Manager
40%
Supervisor 50% 0%5%
Training Experts Professional Trainer Outside faculty
5%
What may be the different reason for conducting T/D programs by organization?
15%
To improve quality & quantity of product
0% 35%
To improve knowledge & technical skills To boost up the morale of an employee
20%
To make familiar with the job
30%
To minimize the accident
Which method of T/D is being used in D.I.L.?
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35% 45%
On the job Off the job Both
20%
When training is provided by D.I.L.?
At the time of selection
10% 10%
35%
At the time of performance appraisal At the time of promotion At the time of any change
45%
Is D.I.L. provided training to the employees?
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0%
Yes No
100%
At what time period D.I.L. provide training to the workers?
15%
20%
0% 6_12 month 1_3 years As per requirement Not decided 65%
After T/D programs, how would you rate training program?
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25%
0%
25% Good Outstanding Satisfactory Unsatisfactory
50%
Is there any method of giving feedback of the T/D coordinator after the T/D programs?
0%
Yes No
100%
I. If yes what method does you use:
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5% 0% Questionnaire Diary Report Interview 95%
In the changing business scenario there is need for multi-skill T/D for the innovative category, do you think that all innovative person should be exposed to this type of training program?
0%
Yes No
100%
Does D.I.L. need any change in its T/D programs in the view of fast changing technology?
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40% Yes No 60%
What are the facilities given to the D.I.L. employees for effective T/D programs?
20% Refer to outside organisation Refer to abroad 55%
20% 5%
What are the limitations of the T/D programs in D.I.L.?
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Lectures by the experts All
10%
Limited counseling
0%
Limited time 35%
55%
Without proper schedule The benefits of training are not clear to top management
Are you satisfied with the T/D programs, which have given to you by D.I.L.?
15%
0% Fully satisfied To some extent To great extent Not satisfied 85%
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RECOMMENDATION & CONCLUSION
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RECOMMENDATION Following points can be recommended for the growth and development of staff as on the basis of their evaluation
In case of job knowledge the staff is well aware about their duties and responsibilities and handles hazards and additional responsibilities with great confidence & ease. So job enlargement should be done as to motivate them and perform a variety of jobs Employees have self-dependence qualities as they require occasional supervision so a Self-Directed-Work (only the employee is responsible for the whole work) should be assigned to them. It will create leadership qualities in them. Employees feel comfortable in case of changing working-conditions so periodic job changes are required as to improve their interdepartmental co-operation and they will be able to solve each other’s problems easily. Most of the staff is in the favor of implementing new technologies and desire to learn new concepts so new technologies should be implemented for their training & development programmes as to expand their capabilities, knowledge, skills, etc. As employees have the ability to take responsibilities for taking decision & feel comfortable with their co-workers so some team-work should also be assigned to them. It will be helpful in establishing leadership qualities & they also aware about each other’s problems.
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CONCLUSIONS In the new millennium when the corporate world is designing newer techniques for developing employees and retaining them, the Dabur India Limited is no way behind and the organizational structure is such that people works hand in hand to align the organizational goals with the individuals’ goals. A lot of improvements can be brought about in the company with the help of effective training and coaching. Training & development program is helpful as to strengthen the employee’s productivity, their promotion, transfer, training & developments needs etc. This is also helpful for the employees for Self-evaluation. The organization provides training & development program to employees not only to knowledge of the job but also for their increment & promotion. By training & development programs we come to know that the whole staff also performs their job according to the requirements of job.
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APPENDIX
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TRAINING & DEVELOPMENT PROGRAM DABUR INDIA L.T.D.(SAHIBABAD)
{QUESTIONNAIRE} NAME ………………………………. DEPARTMENT …………………….. DESIGNATION……………………... AGE …………………………………. GENDER…………………………….. 1. Are you aware about training & development programs? A. Yes ( ) B. No ( ) 2. Do you think that training & development is essential for the employees of D.I.L.? A. Yes ( ) B. No( ) 3. Who are the trainers in D.I.L.? A. Managers ( ) B. Supervisors ( ) C. Training Experts ( ) D. Professional Trainer( ) E. Outsiders Faculty ( ) 4. What may be the different reason for conducting T/D programs by organization? A. To improve quality & quantity of product ( ) B. To improve knowledge & technical skills ( ) C. To boost up the morale of an employee ( ) D. To make familiar with the job ( ) E. To minimize the accident ( ) 5. Which method of T/D is being used in D.I.L.? A. On the job ( ) B. Off the job ( ) 6. When training is provide by D.I.L.? A. At the time of selection ( ) B. At the time of performance appraisal ( ) C. At the time of promotion ( ) D. At the time of any change ( ) 7. Are D.I.L. provide training to the employees? 73
C. Both ( )
A. Yes ( )
B. No ( )
8. At what time period D.I.L provide training to the workers? A. 6_12 month ( ) B. 1_3 years ( ) C. As per requirement ( ) D. Not decided ( ) 9. After T/D programs, how would you rate training program? A. Good ( ) B. Outstanding ( ) C. Satisfactory ( ) D. Unsatisfactory ( ) 10. Is there any method of giving feedback of the T/D coordinator after the T/D programs? A. Yes ( ) B. No ( ) I. If yes what method does you use: i) Questionnaire ( ) ii) Diary ( ) iii) Report ( ) iv) Interview ( ) 11. In the changing business scenario there is need for multi-skill T/D for the Innovative category, do you think that all innovative person should be exposed to this type of training program: A. Yes ( ) B. No ( ) 12. Does D.I.L. need any change in its T/D programs in the view of fast changing technology? A. Yes ( ) B. No ( ) 13. What are the facilities given to the D.I.L. employees for effective T/D programs? A. Refer to outside organization ( ) B. Refer to abroad ( ) C. Lectures by the experts ( ) D. All ( ) 14. What are the limitations of the T/D programs in D.I.L.? 74
A. Limited counseling ( ) B. Limited time ( ) C. Without proper schedule ( ) D. The benefits of training are not clear to the top management ( ) 15. Are you satisfied with the T/D programs, which have given to you by D.I.L.? A. Fully satisfied ( ) B. To some extent ( ) C. To Great extent ( ) D. Not satisfied ( )
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BIBLIOGRAPHY
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BIBLIOGRAPHY
Human Resource Management by C.B.Gupta
www.dabur.com site from internet
www.google.com site. www.altavista.com site.
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