Professional Documents
Culture Documents
Acknowledgement 1. Introduction Objective of the study Scope of the study 2. Companys Profile Dabur India Limited Dabur as FMCG company Companys Past Strategic Intent Core Values Milestone To Success Dabur At- A- Glance Accolades Dabur World Wide Corporate Governance Centre Procurement & Planning Department Daburs Products Levels In Organisation Daburs Major SBUS
3. Introduction to Training & Development program Meaning of Training & Development Program Training & Development Program Process Methods of Training & Development program
5. Human Resource
6. Research Methodology
8. Limitations
9. Suggestions
10. Recommendations
11. Conclusion
12. Bibliography
13. Appendix
To check the satisfaction level of staff regarding current training and development programme.
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.
COMPANYS PROFILE
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 Indias fourth largest FMCG Company. Dabur has five other subsidiaries Dabur Foods, Dabur Nepal, Dabur Egypt, Dabur Oncology and Dabur Pharma.
Daburs product range encompasses health care, personal care, ayurvedic specialties and food segments.
Well-known brands include Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola, Lal Dant Manjan, Nature Care, Pudin Hara & Real.
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.
COMPANYS PAST
1884
Birth of Dabur
1896
Setting up a manufacturing plant Ayurvedic medicines Establishment of research laboratories Expands further Dabur India (Dr. S.K. Burman) Pvt. Ltd. Shift to Delhi
1900s
1972
1979
1986 1992
Public Limited Company Joint venture with Agrolimen of Spain Cancer treatment
1993 Public issues 1994 Joint Ventures 1995 3 separate divisions 1996 7
Foods Division / Project STARS 1997 Professionals to manage the Company 1998 2000 Turnover of Rs.1,000 crores
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.
LOCATION OF OPERATIONS
Corporate Office Kaushambi Ghaziabad- 201010
Registered Office 8/3, Asaf Ali Road, New Delhi 110 002
Factories
o o o o o o o o
Alwar (Rajashtan) Baddi Chyawanprash (H.P.) Baddi Hajmola (H.P.) Baddi Injectable Unit (H.P.) Kalyani (West Bengal) Katni (Madhya Pradesh) Narendrapur (Kolkata) Sahibabad Unit I & II (Ghaziabad, U.P.)
10
Branch Offices
o o o o o o o o o o o o o o
Ahmedabad Bangalore Calcutta Chandigarh Chennai Delhi Guwahati Hyderabad Indore Jaipur Kochi Mumbai Patna Raipur
Egypt Dabur Egypt Limited Plot No.(5), Industrial Area (B-4) 10th of Ramadan City, Egypt 11
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
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
13
Others Dabur Research Foundation Plot No. 22, Site-IV Sahibabad-201 010 Ghaziabad
14
CORE VALUES
Owner ship
Passion For Winning Integrity
People Development
Innovation
Consumer Focus
15
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 16
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.
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
17
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 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
18
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.
19
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
20
Leading brands
Dabur - The Health Care Brand Vatika-Personal Care Brand Anmol- Value for Money Brand Hajmola- Tasty Digestive Brand 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
21
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
22
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 Daburs commendable contributions for economic development in the state of Himachal Pradesh.
July 8, 2005, Deriding: Won Udyog Ratna award for Daburs immense contribution to the states 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.
23
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.
24
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
25
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.
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.
26
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.
27
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 Companys sound governance practice is evident from the presence of individuals of high integrity and stature as independent directors on the Board. The Companys information disclosure standards in terms of its clear demarcation of Board and managements 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 Daburs commitment towards good Corporate Governance.
28
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).
Dabur bags Best Governed Companies award for year 2005 Selected amongst 4,000 companies evaluated this year for this award Award recognizes Daburs 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: 29
Head CPPD Head Marketing Deputy General Manager Operations Chief Financial Officer
30
DABUR PRODUCTS
Dabur Health Care Product Range
HEALTH SUPPLEMENTS
DIGESTIVES
Hajmola Yumstick Hajmola Mast Masala Anardana Hajmola Hajmola candy Pudin hara (Liquid and pearls) Dabur Hingoli
NATURAL CURES
Shilajit Gold
Nature Care
Shilajit
31
Ring Ring
Itch Care
Back-aid
Shankha Pushpi
Dabur Balm
Sarbyna Strong
BABY CARE
32
Dabur Janma
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
33
ORAL CARE
Babool Toothpaste
34
REAL
Real Active
HOMMADE A range of culinary ingredients giving us' The taste of Indian Kitchen
35
Dashmularistha
Ashokarishta
Lauhasava
36
Mahanarayan Tail
Juritap
Madhuvani
Hajmola Yumstick
37
Hajmola Candy
38
In India, the Companys 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.
CHD 8%
Foods 10%
CCD CHD
Foods
CCD 82%
39
LEVELS IN ORGANISATION
Executive V.P
V.P
SR.General Manager
G.M
Addl.G.M
D.G.M
Sr. MANAGER
MANAGER
Dy. MANAGER
Asst. MANAGER
40
Sr.Executive Sr.officer
OFFICER
Asst. OFFICER
SUPERVISOR/CHEMIST.
MECHANIC/Jr. CHEMIST
Jr. MECHANIC
WORKER
41
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 companys & 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.
42
Recruitment
Selection
Serialization
Performance Appraisal
43
44
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
45
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.
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.
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. 46
d) As part of succession planning to help an employee be eligible for a planned change in role in the organization.
47
48
49
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.
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.
50
51
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.
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.
52
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).
53
Training Objective
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
efficiency, best resources utilization & built positive attitude and culture in the organization.
54
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
55
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
The training needs records will be maintained in a manner suitable as decided by the HR
department..
56
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 Postponed keeping in the view the organizations constraints. However the same will be
training programs. The following steps can do it The participants 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.
57
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
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
Any sudden changes in the training program are accordingly informed to the concerned
c) PowerPoint slides
d) Group discussions
e) Video presentation
f) Role plays
g) Lectures
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
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
59
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
60
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 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
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). 61
The Accounts department (requesting them to make a cheque for the participation
fee) and, One copy is retained for the records for future reference.
After the completion of the training program, the participants are given feedback forms to fill
The course content Objectives met by the training program Applicability and feasibility of the program to their job Techniques used by the trainer 62
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.
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.
63
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.
64
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
: Supervisors
GRADE VII : Senior Assistants. GRADE VIII : Assistants GRADE IX GRADE X : Junior Assistants : Permanent workers
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.
65
RESAERCH METHODOLOGY
66
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.
67
SAMPLE SIZE: 20
NATURE OF RESEARCH :
Exploratory research design.
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
TYPE OF QUESTIONNAIRE:
Structure and Undisguised.
SAMPLING PLAN:
Various department of company like H.R, production, quality assurance, and maintenance.
DATA ANALYSIS:
Percentage method & through the help of charts. 68
69
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.
70
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.
0%
Yes
100%
No
71
Do you think that training and development programs are essential for all employees of D.I.L.?
0%
Yes No
100%
Manager
40% 50%
0%
Outside faculty
5%
5%
72
What may be the different reason for conducting T/D programs by organization?
To improve knowledge & technical skills To boost up the morale of an employee To make familiar with the job To minimize the accident
35% 20%
45%
73
At the time of selection At the time of performance appraisal At the time of promotion At the time of any change
0%
Yes
100%
No
74
20%
15%
0%
65%
0% 25% 25%
Good Outstanding
50%
Satisfactory Unsatisfactory
75
Is there any method of giving feedback of the T/D coordinator after the T/D programs?
0%
Yes
100%
No
5%
0%
Questionnaire Diary
95%
Report Interview
76
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
100%
No
Does D.I.L. need any change in its T/D programs in the view of fast changing technology?
40%
Yes
60%
No
77
What are the facilities given to the D.I.L. employees for effective T/D programs?
5%
Limited counseling
10%
0%
Limited time
35%
55%
Without proper schedule The benefits of training are not clear to top management
78
Are you satisfied with the T/D programs, which have given to you by D.I.L.?
0% 15%
0%
Fully satisfied To some extent
85%
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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.
Considering 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 face-to-face interview, which was an essential part of the project.
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SUGGESTIONS
Based on the analysis of data and the organizational structure the training process recommended is as follows:
1. In the beginning of every year Training Need Analysis Forms will be sent to every Senior Manager and General manger to fill for their immediate reporters. The filled forms should return to India Region Human Resources within 21 days of sending the forms. 2. Human Resources Manger will analyze the forms and according to clusters, nominate the person for the training and will get this approved by Director- India Region HR. 3. Training Invitation Letters will be sent to the employees stating the description of the training program chosen for him and asking him the availability for the program. 4. After getting the confirmation from the employee , the nominations will sent to the respective institute. 5. A Training Card will be given to each employee, stating which training he/she has attended till now and where. This card will be for the record of the person and HR
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department that which training programs a specific person has attended and what is the feedback of specific faculty. 6. Training Feedback will be taken from each employee and evaluate
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RECOMMENDATIONS
&
CONCLUSIONS
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RECOMMENDATIONS
Following points can be recommended for the growth and development of staff as on the
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
Self-Directed-Work (only the employee is responsible for the whole work) should be
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changes are required as to improve their interdepartmental co-operation and they will be able to solve each others 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 &
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 others
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 employees 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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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 ( ) C. Training Experts ( ) E. Outsiders Faculty ( ) B. Supervisors ( ) D. Professional Trainer( )
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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 ( ) C. Both ( )
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 ( )
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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 ( ) 91
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.? A. Limited counseling ( ) B. Limited time ( ) C. Without proper schedule ( ) D. The benefits of training are not clear to the top management ( ) 92
15. Are you satisfied with the T/D programs, which have given to you by D.I.L.? A. Fully satisfied ( ) C. To Great extent ( ) B. To some extent ( ) D. Not satisfied ( )
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BIBLIOGRAPHY
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BIBLIOGRAPHY
Books Referred Human Resource Management-V S P Rao Reprint:2006 189-216 Human resource and personnel management-K Aswathappa Second edition 189-217 Research Methodology C.R. Kothari Second edition 95 - 111
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