HR Training Britannia Shruti Project

A PROJECT REPORT ON

“EVALUATION OF TRAINING EFFECTIVENESS IN

BRITANNIA INDUSTRIES LTD.”

IN THE PARTIAL FULFILMENTOF THE REQUIREMENT FOR THE

COURSE OF

BACHELORS OF BUSINESS ADMINISTRATION

SUBMITTED TO: SUBMITTED BY: URVASHI SHARMA SHRUTI KAMBOJProject Guide 1572151708 6TH SEMESTER

Chanderprabhu Jain College of Higher Studies and School of Law Towards excellence, everyday

(Recognized by govt. of NCT of Delhi and Affiliated to GGSIP University, Delhi)

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

E-mail: [email protected]

- 1 -

http://www.cpj.edu.in/

CERTIFICATE

This is to certify that report entitled “BRITANNIA INDUSTRIES

LTD” which is submitted by SHRUTI KAMBOJ in the partial

fulfillment of the requirement for the reward of degree of Bachelor of

Business Administration to G.G.S.I.P.UNIVERSITY, Delhi, is a record

of the candidate own work carried out by him under my supervision.

The matter embodied in this thesis is original and has not been

submitted for the award of any other degree.

Date: Supervisor

- 2 -

DECLARATION

This is to certify that Report entitled “BRITANNIA IDUSTRIES LTD”

which is submitted by me in the partial fulfillment of the requirement

for the award of degree of bachelor of business administration to

G.G.S.I.P.University, Delhi, comprises only my original work and due

acknowledgement has been made in the text to all other material used.

Name & signature of student

Enrollment no.

URVASHI SHARMAName of the guide

- 3 -

ACKNOWLEDGEMENT

I would like to thanks to Ms. URVASHI SHARMA mam (project guide

from the institute) for his extensive guidance, cooperation and support.

Finally, I wish to express my gratitude to all those who have in one way

or other helped me in the successful completion of my project report.

SHRUTI KAMBOJ

- 4 -

PREFACE

After the newly appointed employees have joined the organisation, the next

phase of the personnel program is to impart necessary training to the

employees to make them full fit for the job they are supposed to handle.

In modern industrial organisation, the need for training of employees is also

widely recognized so as to keep the employees in touch with the new

technological developments. Every company must have a systematic

training program for the growth and development of its employees.

With this objective in mind, the evaluation of training effectiveness is

studied, examined and analysed in respect of Britannia Industries Ltd., New

Delhi and certain recommendations have been proposed for formation of an

effective training strategy.

- 5 -

TABLE OF CONTENTS

Guide Certificate 2

Certificate 3

Acknowledgement 4

Preface 5

Chapter-1 Introduction Page No

1.1 Overview of the Industry 8

1.2 Overview of Britannia Industries Ltd 9

1.3 Profile of the Organisation 13

- Britannia’s Milestones 16

- Britannia’s Logo 19

- Mission of the Organisation 21

- Objectives of the Company 22

- Principles and policies of the Company 22

- Social Responsibility 23

- Britannia- The Corporate Citizen 24

- Corporate Culture of Britannia 24

- Organisation Charts 25

- Existing Organisation Structure of

the company 26

- Products 27

1.4 Problems of the Organisation in respect

of Training needs 28

1.5 SWOT Analysis 29

- 6 -

Chapter-2 Objectives And Methodology

2.1 Objectives of the Study 31

2.2 Scope of the Study 32

2.3 Managerial Usefulness of the Study 32

2.4 Methodology 33

2.5 Selection of Sample Size 34

2.6 Sampling Technique Used 34

2.7 Data Collection 35

2.8 Statistical Tools Used 36

2.9 Limitations of the Study 36

Chapter-3 Existing Training Activities in BIL

3.1 Training Programmes in BIL 39

3.2 Training in Britannia Industries Ltd. 42

Chapter-4 Data Analysis 52

Chapter-5 Findings and Recommendations 71

Annexure

Questionnaire

Bibliography

- 7 -

OVERVIEW OF THE INDUSTRY

The Indian economy continues to grow at a healthy pace with a 6.9% growth

in the financial year 2005-06 on the back of robust showing by

manufacturing and service sectors.

Within FMCG’s, the biscuit industry showed a robust volume growth last

year. The organized and branded biscuit industry in India is currently

estimated at around 900,000 tonnes having grown 12% last year, as

compared to the 7% growth of the FMCG sector. New players have entered

the market at the national level and the regional level, making the industry

dynamic and very competitive. Aggressive pricing activity, trade and

consumer promotions have pulled down the overall pricing power of the

brands in the market. This needs to be managed through the strong margin

management measures in order to sustain profitability in the industry. In last

year alone, the key input costs increased by 12-15%.

The per capita consumption continues to grow across all age groups and

socio-economic strata. Biscuits continue to maintain their position as one of

the most widely distributed and available packaged food categories in India.

38% of the total volume comes from the rural markets though this number

varies by type of biscuit, with glucose being the most widely distributed in

rural markets at 50% overall sales. The market has also migrated towards

bulk and family packs that offer better value for money on a per kg basis.

- 8 -

OVERVIEW OF BRITANNIA INDUSTRIES LTD

Baking practices were well known to Indian cuisine for thousands of years,

but the humble biscuit became a familiar and commonplace item of diet only

during the 20th century. The products and marketing strategies of India’s

premier food company Britannia Industries. Limited over the last century

have been responsible for this remarkable dietary acculturation.

The entire biscuits’ market is estimated to be 1.1 million tonnes per annum,

and valued at over Rs. 50 billion.

The biscuits segment enjoys one of the most developed markets for any item

of mass consumption, covering over 90 per cent of the overall potential

market. This implies that over 900 million Indians buy and eat biscuits, with

varying frequency in any year. The market is highly competitive at the

supply-side, with thousands of small-scale manufacturers as well as others in

the organized, large-scale sector.

The strength of the Britannia brand is demonstrated by the fact that it stands

far above all in this fiercely competitive market, with over 46 per cent

market share, by value (Source: ACNielsen ORG-MARG 2003).

- 9 -

ACHIEVEMENTS

Britannia is synonymous with the rise and growth of the biscuit industry in

India.

Throughout this process it has displayed an uncanny intuition about

emerging popular tastes for biscuits. This foresight, coupled with the will to

innovate and evolve new products, has been the impetus that has propelled

the Britannia brand ahead of the rest. Being the market leader, Britannia

Industries operates under an underlying principle of setting its own rules and

standards that have almost always become the adopted paradigm for the

entire biscuit industry.

It brought the health dimension to an industry that was traditionally driven

by taste alone. This is reflected in Britannia’s brand slogan, introduced in

1997 that exhorted consumers to ‘Eat Healthy, Think Better’. This was

quickly embraced by the entire industry to come up with similar promotional

campaigns showing biscuits to be an epitome of a healthy, happy diet.

Going beyond biscuits has been the most difficult challenge and a litmus test

for the company. Britannia entered the dairy category with the launch of

Britannia Milkman range of dairy products. With the success of Britannia

Milkman Cheese, it achieved a niche for itself in a category that was defined

by a competitor that had created the category.

- Britannia’s products retail in over 2 million outlets (Source: ACNielsen

ORG-MARG, 2003), selling approximately 200 million packs a month.

- 10 -

- With millions of happy consumers every month, Britannia is considered

to be one of the most trusted food brands in India (Source: ET Brand

Equity Study, 2003).

- Britannia has also successively made the Forbes List of 200 Best Small

Companies in the world for the years 1999, 2000 and 2002.

SEGMENT-WISE PERFORMANCE

The primary business segment of the company is bakery, which consists of

biscuits, bread and cakes. The overall sales have improved by 11% in

volume and 10% in value during the year 2005-06.

-The Biscuit volume grew 12% and its value 10%.

-Bread volume grew 4% and its value 6%.

-Cake and Rusk volume grew 28% and their value 24%.

- 11 -

FACTS ABOUT BRITANNIA

Britannia products are sold in over 2 million outlets, reaching millions of

consumers who buy approximately 2.4 billion packs each year.

A small army keeps Britannia going- over 100 stock-keeping units, 3,000

employees, over 1,500 authorized whole sellers, 53 depots and 46

factories. The number of biscuits produced by Britannia in one year

would be equivalent of one pack of 12 biscuits for every two people in

the world.

Britannia has had a long association with cricket and its players. Nearly

half the members of the current Indian Cricket team serve as its brand

ambassadors.

Launched in 1997, Tiger became the largest selling Britannia biscuit

brand in just 4 months of its launch. It crossed the Rs 1 billion mark in its

very first year and is still going stronger.

- 12 -

PROFILE OF THE ORGANISATION

Britannia was incorporated in 1918 as Britannia Biscuits Co Ltd in Calcutta.

In 1924, Peak Freans, UK acquired a controlling stake, which later passed on

to the Associated Biscuits International (ABI) a UK based company. During

the ’50s and ’60s, Britannia expanded operations to Mumbai, Delhi and

Chennai. The exports of seafoods started in the ’70s.

In 1987, Nabisco Brands Inc, a well-known European food company,

acquired ABI. In 1989, J M Pillai, a Singapore based NRI businessman

along with the Groupe Dan one acquired Asian operations of Nabisco, thus

acquiring controlling stake in Britannia. Later, Groupe Dan one and Nusli

Wadia took over Pillai’s holdings.

In 1977, the Government reserved the industry for small-scale sector, which

constrained Britannia's growth. Britannia adopted a strategy of engaging

contract packers (CP) in the small-scale sector. This led to several

inefficiencies at the operating level. In April ’97, the Government deserved

the industry for small-scale sector, which constrained Britannia's growth.

Britannia adopted a strategy of engaging contract packers (CP) in the small-

scale sector. This led to several inefficiencies at the operating level.

In April ’97, the Government deserved the biscuit sector from small scale.

Britannia has expanded captive manufacturing facilities and has modernized

and upgraded its facilities in the last five years. Today Britannia is an

organization having its presence in both the national and international

markets and heading towards a bright future.

- 13 -

PARENT GROUP

Britannia's controlling stake is jointly with Groupe Danone and Nusli

Wadia. Groupe Danone is one of the leading players in the world in bakery

products business. It acquired interest in Britannia Industries in 1989 and

acquired controlling stake in 1993. Nusli Wadia group is one of the leading

industrial houses in the country, with interests mainly in textiles and

petrochemicals. Britannia's plants are located in the 4 major metro cities -

Kolkata, Mumbai, Delhi and Chennai. A large part of products are also

outsourced from third party producers. Dairy products are out sourced from

three producers - Dynamix Dairy based in Baramati, Maharashtra, Modern

Dairy at Karnal in Haryana and Thacker Dairy Products at Howrah in West

Bengal. Britannia as a company was started in 1892 in Calcutta .The

Britannia brand was introduced about 80 years ago, and today enjoys a status

of the strongest food brand in the country with a net sales growth of 10%.

Britannia, as a company, is guided by the benefits of the long tradition

coupled with the most modern management practices.

The seeds of success are rooted in variety of factors. Britannia has an

excellent distribution network of over 100 stock- keeping units, 3000

employees, over 1500 authorized whole-sellers, 53 depots and 46 factories.

Britannia sells around 1.50 lakhs tones of biscuits, over 4500 tonnes of

breads and cakes and 3,000 tonnes of dairy products. Britannia products are

sold in over 2 million outlets, reaching millions of consumers who buy

approximately 2.4 billion packs every year. Throughout its existence,

Britannia has operated on the principle of providing products to consumer

that are healthy and tasty. This is brought about by the use of high quality

ingredients with a string focus on “naturalness” and modern manufacturing

- 14 -

practices. The company today has a wide range of bakery products in the

biscuit, bread and cake segments. With its pioneering role in bakery sector,

Britannia’s products are today has excellent value wholesome and hygiene

products for the consumer. However, Britannia sees its role as being larger

than just this. The company has a commitment to the health of Indian

masses, and this commitment is especially strong in the context of children.

As the market leader, Britannia understands its responsibility of providing

the possible products to the consumers. No effort is spread in acquiring the

finest technology and products ideas, either indigenously or from the internal

associates, Group Danone of France.

In the last few years, the company has made a strong entry into the mass-

market segment with tiger brand. A range of products has been introduced

which, apart from the goodness of wheat, also provide the benefits of milk,

glucose and calcium. The brand has been welcomed by the consumer in all

markets and by all consumer types. Britannia brand name has always stood

for good wholesome food values. Britannia is the epitome of health, hygiene

and nutrition. It has undergone a change, which is truly comprehensive in

nature. The dynamic new motto “EAT HEALTHY, THINK BETTER” is

designed to captures the very essence of purity, energy and freshness,

implicit in all its food products along with the existing products they have

also expanded their portfolio with the introduction of Britannia cheese and

cheese spreads, Britannia butter and Britannia dairy whitener. All of which

have already created quite a stir in the market. Today, after over seven

decades of being an in separable part of life in India, Britannia is now set to

usher its customers into a healthier and tastier future.

- 15 -

BRITANNIA’S MILESTONE

1892

A humble beginning is made to manufacture biscuits in a small house in

central Calcutta with an investment of Rs 295.

1897

The Gupta Brothers acquired the business, and moved the operations to

Dum Dum, a suburb of Calcutta, under the name of V.S.Brothers.

1910

Advent of electricity helps mechanize the operations.

1914

V.S Brothers secure an initial order for 100 tonnes of “services”.

1918

Gupta Brothers take Mr. C.H. Holmes, an English businessman in Calcutta,

as a partner. The Britannia Biscuit Company limited is registered on March

21, 1918 and the brand name “Britannia” launched.

1919

Sales turnover was Rs 4, 60,896.

1921

New imported machinery is introduced and Britannia Biscuit Company

becomes the first company to install.

1924

Mumbai factory is set up. Peek Prean, U.K acquired a controlling interest in

Britannia Biscuit Company Limited.

1939-44

Sales increased to Rs 16, 27, 202, the business received a big fillip during

World War II” service biscuits are supplied in large quantities.

1952

- 16 -

Calcutta factory is relocated from Dum-dum to present site at Taratola road,

Delhi Biscuit Company is acquired.

1954

BBCo acquired the Delhi Biscuit Co and began the manufacture of sliced

and wrapped bread in Delhi.

1966

New Delhi plant is set up at the present site at Lawrence road and R&D

department is set in Mumbai factory.

1967

Chennai factory commences production.

1968

Britannia Biscuit Company celebrates golden jubilee.

1971

Seafood’s division is set up.

1973

An integrated processing and freezing plant for seafood was commissioned

at Thane.

1975

Public issue- Indian share –holdings distribution fro parry’s

1978

Company name changed to Britannia Industries Limited.

1982

Nabisco brand Inc. U.S.A becomes major foreign shareholder.

1983

Sales crossed Rs 100 crores

1986

- 17 -

Soya products trial commences.

1989

The Executive office is moved from Mumbai to Bangalore. B.S.N acquires

stake in BIL through ABIL, U.K

1991

Soya unit at Vidisha divested.

1992

BIL celebrates its platinum jubilee.

1993

Wadia group acquires stake in ABIL U.K and becomes an equal partner with

Group Dan one in BIL.

1994

Sales crossed 10000 tonnes of biscuits.

1997

New Corporate identify “EAT HEALTHY THINK BETTER” launched.

BIL enters the dairy products market.

1998

Sales crossed Rs 10,000 million. (235 MN. Used)

1999

Opened a new category: SNACKING PRODUCTS.

2000

Sales increase by 14.43%, total sale of 1338.10 crores.

2001

Profit of 70.5 crores, an increase of 38.24%.

2004

The creation of a centralized set-up for payables processing, accounting and

MIS systems in the corporate office at Bangalore.

- 18 -

2005

Re-birth of Tiger – “Swasth Khao, Tiger Ban Jao” becomes the popular

chant!

The new plant in uttaranchal commissioned ahead of schedule.

B RITANNIA LOGO

Logo consists of the Company name and slogan.

The logo along with the corporate statement is as:

“EAT HEALTHY, THINK BETTER” aims at positioning Britannia as the

most credible source of healthy yet tasty food product. The corporate

statement captures the Indian concept of unity of body and mind. The

colours used in the logo have it own significance.

Written in three colours: -Red, White and Green.

Red denotes Energy and Vitality.

White denotes Purity.

Green stands for Nutrition and Freshness.

- 19 -

Also there is green stroke beneath the company name, which denotes surety

for health and quality products.

The Hindi rendition of slogan “SWASTH KHAO, TAN MAN JAGAO”.

- 20 -

MISSION OF THE COMPANY

“To dominate the food and beverage market in India through a

profitable range of tasty yet healthy products.”

Regarding the basis of setting mission and vision statement, Britannia

gives top most priority to “customer satisfaction”, followed by quality,

market leadership, increased profit variety, sales turnover and profit

maximization.

“Our markets are poised for exciting times. As a successful organization, we

must not only keep pace with consumer expectation, but also anticipate

them. Our new identity is to lay the base to project our future as a successful

'food' company, a company that provides high quality and tasty, yet healthy

foods and beverages".

-Nusli Wadia, Chairman, Britannia Industries Limited.

"I conform to the view that there are three kinds of companies - those that

watch things happen; those that make things happen; and those that wonder

what happened. We certainly wish to make things happen…My personal

commandment is Do unto others what you don't wish done unto you. It's not

the big who swallow the small; it is the fast who swallow the slow".

-Sunil Alagh, CEO, Britannia Industries Limited.

- 21 -

OBJECTIVES OF THE COMPANY

The objectives of the Company are:

Reduction in consumer complaints.

To start documentation of market returns dealer wise.

To empower the workmen on individual work area to ensure that only

quality products are passed onto the next stage of production.

Continuous training for the development of the human resources.

To minimize the accident rate.

Providing the minimum training base for manpower. 0

PRINCIPLES AND POLICIES OF THE COMPANY

The Principles and Policies of the Company are:

Derives from the company mission, vision and cherished values.

Build stronger bond between people.

Generating motivation to excel.

Enabling continuance learning and renewal of skills.

Providing opportunities to perform and potential to growth.

Generating a climate of trust, respect and team work.

Installing a sense of pride and belongingness.

Creating a happy climate for work.

Providing a base for retraining of manpower.

- 22 -

SOCIAL RESPONSIBILITY

Britannia recognizes its social responsibilities, and these are

manifested in the following various ways: -

Tsunami Relief- The Britannia family responded to the process of relief and

rehabilitation by voluntary donations from the employees that were matched

with cash contribution by the company and given to the Indian Red Cross

Society. The Company also supplied products and other articles of need to

the affected people.

Britannia – IMG- Britannia has been sporting the Indian Music Group at St

Xavier College at Mumbai for 20 years now. The annual festival, which

takes place around January, has been recognized as one of the most

significant music festivals in the country. Apart from this it also support the

Britannia IMG music centre in the college premises, which is a boasts of a

splendid music library and listening facilities.

Theatre- Britannia has been supporting theatre arts, a Bangalore-based

company, for the production of high quality English theatre. The latest

production, “the kiss of the Spiderwoman” was greeted with rave review in

Bangalore.

The Britannia Amritraj Tennis Scheme-This is a scheme sponsored by

Britannia, which is committed to producing high quality tennis players of

India. The scheme has already produced several champions such as Leander

Paes who have brought laurels to the country. The scheme is fully residential

program. Training is being provided by the highest quality coaches both

Indian and from overseas.

- 23 -

BRITANNIA-THE CORPORATE CITIZEN

Britannia constantly enriches the lives of so many people through its

philanthropic efforts.

Missionaries of Charity: Support has been consistently provided to the

Missionaries of Charity (Mother Teresa) in Calcutta. A special programme

called “We Care” was run to provide opportunities to the under privileged.

Donations of biscuits, uniforms etc. are provided regularly.

Spastic’s Society of Karnataka: Britannia also supports the Spastic’s

Society of Karnataka. In its continuous endeavour to contribute to society,

the company brought forth a unique concept of redressing its regular

stationery and donating the savings made on greeting cards to this worthy

cause.

CORPORATE CULTURE OF BRITANNIA

The Company promotes:

High degree of consumer satisfaction.

Open, interactive, convivial (lively) and innovative work atmosphere.

Result driven at all level but with sense of fairness.

Development of employees and continues renewal of skills.

- 24 -

ORGANISATION CHART

Fig 1.1- The flowchart of Organization

PERSONNEL MANAGEMENT CHART

Fig 1.2- The flowchart of Personnel Department

- 25 -

PERSONNEL MANAGER

SALES MANAGER

STANDARDS MANAGER

FINANCE MANAGER

PRODUCTION PLANNING MANAGER

SYSTEM MANAGER

UNIT HEAD

SECRETARY TO R.P.MANAGER

PERSONNEL OFFICERS

ASSISTANT PERSONNEL OFFICERS

REGIONAL PERSONNEL MANAGER

EXISTING ORGANISATION STRUCTURE OF THE COMPANY

The existing organization structure of Britannia Industries Ltd is

divisionalised as follows:

Unit Head – 1

Managers – 20

Officers – 96

Territory Sales Incharge – 35

Workers – 403

LABOUR UNIONS

There are two unions in Britannia Industries Ltd.

1) Mazdoor Union (Britannia Biscuit Co.). It is affiliated to Indian Trade

Union Council (INTUC).

2) Karamchari Union (Britannia Industries Ltd.). It is affiliated to

Central Industrial Indian Trade Union (CITU).

The membership fee at each union is Rs 5/-. The terms and conditions are

governed by long-term settlement for 3 yrs. The last settlement was done in

2001. There occurred little agitation at the time of settlement.

- 26 -

PRODUCTS

BISCUITS

CAKES

BREAD

- 27 -

BRAND DESCRIPTION

CREAM TREAT Sandwich Cream Biscuit

CHEKKERS Wafer Cream Biscuit

GOOD DAY Biscuits with Real Butter

NUTRI CHOICE Health Biscuits

MILK BIKIS Milk Biscuits

TIGER Health Force Biscuits

MARIEGOLD Semi sweet, Light, Teatime Biscuits

LITTLE HEARTS Sugar Glazed Puffed Pastry Biscuits

50-50 Sweet and Salt Crackers

SNAX Flaky Salted Crackers

MERRI CAKE Single Slice Cakes

Sliced Bar Cakes

PREMIUM BAKE Sliced Sandwich Bread

Soft, White Bread

PROBLEMS OF THE ORGANISATION IN RESPECT OF THE

TRAINING NEEDS

The training department of the Company is confronted with the

following problems:

- There is no regular training schedule for the officers and staff.

- The training given to the employees is not standardized.

- No work-study has been done on the requirement of training.

- No in-house training programmes have been conducted.

- 28 -

SWOT ANALYSIS

The SWOT analysis of the company refers to the strengths & weaknesses

inherent in the organization & the opportunities & threats faced by them

from the environment, internal as well as external. This analysis is the

foundation stone of the strategic planning process as well as short-term plans

needed to attain the strategic objective of the organization.

The analysis has been done in order to have a better understanding of the

organization. The information given by the organization has been used to

carry out the analysis. The strengths, weaknesses, opportunities & threats

identified are enumerated as follows:

STRENGTHS:

World’s second largest domestic biscuit manufacturer.

The largest bakery company in India.

The business structure is divisionalised to achieve a focus at the

market.

Highly advanced production facilities.

High quality product with competitively low prices with proven

results.

- 29 -

In terms of training needs, the Company deputes its officers and staff

regularly on various training programmes.

- 30 -

WEAKNESSES:

Very limited product exports.

Limited product portfolio.

In terms of training needs, the Company does not have systematic

training policies.

OPPURTUNITIES:

Vast market for the exports.

Ample scope for the product diversification.

Vast potential in tapping new sales territories.

Scope for entering in the strong rural market.

In terms of training needs, the Company can formulate in-house

training programmes for its officers and staff.

THREATS:

Severe competition from the existing competitors.

Invasion of foreign brands in this segment.

- 31 -

Competition from small scale regional players.

The Company may loose highly trained staff to its competitors.

- 32 -

OBJECTIVES OF THE STUDY

The first & foremost step in any research work is to identify the problems or

objectives on which the researcher has to work on. There are two types of

objectives met in this study, as explained below:

MAJOR OBJECTIVE

To analyze the existing training practices, its effectiveness and

recommend measures to improve the training practices in the

organization.

MINOR OBJECTIVES

To study the frequency of training, training methods and their effects

on the trainees and recommend certain measures for improvement.

To understand the present practices enforced in respect of training at

the personnel department and recommend any changes if necessary.

To take feedback and analyze the level of satisfaction amongst the

employees in respect of training activities and suggest alternatives.

- 33 -

SCOPE OF THE STUDY

Training Effectiveness is the process wherein the management finds out how

effective it has been at training and developing the employees in an

organization.

This study gives some suggestions for making the present training and

development system more effective.

It gives organization the direction, how to deal differently with

different employees.

It identifies the training & development needs present among the

employees.

MANAGERIAL USEFULNESS OF THE STUDY

The effectiveness of the training programmes can be established

through this study.

This study helps to understand, analyze & apply the core concepts of

training in an organization.

Managers would be able to identify the need of training for its

employees.

Managers would know what employees think of the training and

development programmes and make changes if necessary.

- 34 -

METHODOLOGY

Every project work is based on certain methodology, which is a way to

systematically solve the problem or attain its objectives. It is a very

important guideline and lead to completion of any project work through

observation, data collection and data analysis.

According to Clifford Woody,

“Research Methodology comprises of defining & redefining problems,

collecting, organizing &evaluating data, making deductions &researching to

conclusions.”

Accordingly, the methodology used in the project is as follows: -

Defining the objectives of the study

Framing of questionnaire keeping objectives in mind (considering the

objectives)

Feedback from the employees

Analysis of feedback

Conclusion, findings and suggestions.

- 35 -

SELECTION OF SAMPLE SIZE

The Company has a total strength of 96 officers and 403 workers. In order to

take a reasonable sample size and not to disturb the functioning of the

organization, a sample size of 20% of the total strength of the Company has

been taken in order to arrive at the present practices of training in the

Company.

Accordingly, 20 officers and 40 workers have been selected at random from

all the departments of the organization and feedback forms (questionnaire)

have been obtained. The data has been analyzed in order to arrive at present

training practices in the organization.

SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of the

data.

Random sampling from a finite population refers to that method of sample

selection, which gives each possible sample combination an equal

probability of being picked up and each item in the entire population to have

an equal chance of being included in the sample. This sampling is without

replacement, i.e. once an item is selected for the sample, it cannot appear in

the sample again.

- 36 -

DATA COLLECTION

To determine the appropriate data for research mainly two kinds of data was

collected namely primary & secondary data as explained below:

PRIMARY DATA

Primary data are those, which were collected afresh & for the first time and

thus happen to be original in character. However, there are many methods of

collecting the primary data; all have not been used for the purpose of this

project. The ones that have been used are:

Questionnaire

Informal Interviews

Observation

SECONDARY DATA

Secondary data is collected from previous researches and literature to fill in

the respective project. The secondary data was collected through:

Text Books

Articles

Journals

Websites

- 37 -

STATISTICAL TOOLS USED

The main statistical tools used for the collection and analyses of data in this

project are:

Questionnaire

Pie Charts

Tables

LIMITATIONS OF THE STUDY

The following are the limitations of the study:

The sample size was small and hence the results can have a degree of

variation.

The response of the employees in giving information was lukewarm.

Organization’s resistance to share the internal information.

Questionnaire is subjected to errors.

- 38 -

INTRODUCTION

Training is one of the processes required to turn new members of an

organization into “productive insiders”.

“Training is a process of transmitting and receiving information related to

problem solving.” Halloram

“Training is the international act of providing means for learning to take

place.” Proctor and Thornton

“Training is a means to educate somewhat narrowly mainly by instruction,

drill and Discipline. It is referred as applying principally to the improvement

of skills and hence to learning how to perform specific tasks.” Yoder

“Training is being defined as an act of increasing the knowledge and skill of

an employee for doing a particular job. It is concerned with imparting

specific skills for particular purposes. Training is aimed at learning a skill by

a prescribed method of application of a technique.” Tripth

“Training is the formal procedure which a company utilizes to facilitate

learning so that the resultant behaviour contributes to the attainment of the

company’s goals and objectives.” Mc Ghee and Thayer

Thus, training refers to the efforts made on the part of the trainer who

facilitates learning on the part of the training to increasing skills knowledge

and perfection in a specific task for efficiency economy and satisfaction.

- 39 -

Upon reviewing the variety of definition of training available the following

characteristics can be listed as key elements for effective training.

Effective training is the learning experience

Effective training is a planned organizational activity

Effective training is a response to identified needs.

Training enables employees to demonstrate new concepts, build skills, solve

difficult interpersonal relationship and technical problems or gain insight

into behavior accepted as “the way things are”.

A key assumption of training is that by giving employees skill and insight

for identifying and defining organizational problems, individual will have

greater capacity to change unproductive and unsatisfying organizational

structures and processes. It is a catalytic process that depends largely on the

abilities of informed and skilled members to develop their tools for charge.

However, the individual abilities must be simultaneously supported by

organizational accountability so that, participants use their abilities to the

hilt to learn from the training programmes and transfer those learning to the

workplace and is technically termed as the transfer of training effects. It is

basically the process of increasing the knowledge and skills for doing a

particular job; an organized procedure by which people gain knowledge and

skill for a definite purpose.

- 40 -

TRAINING PROGRAMMES IN BIL

Britannia Industries Ltd follows the philosophy to establish and build a

strong performance driven culture with greater accountability and

responsibility at all levels. To that extent the Company views capability as a

combination of the right people in the right jobs, supported by the right

processes, systems, structure and metrics.

The Company organizes various training and development programmes,

both in-house and at other places in order to enhance the skills and

efficiency of its employees. These training and development programmes

are conducted at various levels i.e. for workers and for officers etc.

THE VARIOUS TRAINING PROGRAMMES ATTENDED BY THE OFFICERS OF

BIL: -

S.no Training programmes Duration No. of

participants

Designation

1 Baking with Soy 2 days 1 Officer

2 Land Mark Seminar 1 day 5 Manager,

Officers

3 Contract Labour 1 day 2 Managers

4 Lean Manufacturing

Implementation

2 days 2 Managers

5 Risk assessment in work

place

1 day 1 Officer

6 Productivity and

Accomplishment

2 days 4 Officers

7 Adv. Technology mgmt for

prevention and control of

2 days 1 Officer

- 41 -

pollution

8 Bearing Maintenance

technology

1 day 1 Officer

9 Good Auditing Practices 1 day 1 Manager

10 HACCP/GMP/GHP 2 day 4 Officers

11 Occupational health and

safety

2 day 1 Officer

12 Sales training programme 3 days 3 Sales territory

Incharge

13 Assessment centre 2 days 16 Officers

14 Landmark Forum

Programme

3 days 7 Managers,

officers

15 Excellence in Manufacturing

by eliminating stock-outs

2 days 3 Officers

16 XIV training programme in

Biscuit manufacture

4 days 4 Officers

17 Occupation and health 2 days 1 Officer

18 Training for INKJET printer 4 days 7 Managers,

officers

- 42 -

VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE WORKERS IN

BIL:-

S.no Training Programmes Duration Conducted by

1 ISO 9000 and ISO 14000 refresher

programme

1 day Worker teachers

2 Personality development 2 days Worker teachers

3 Worker teacher’s day 1 day Worker teachers

4 ISO 14000 awareness ½ day Worker teachers

5 National safety day 1 day Worker teachers

6 Fire fighting ½ day Security officer

7 Worker’s participation in

management

3 days Central board of

worker’s association

8 Educational trip to Haridwar,

Rishikesh, Dehradun

7 days Worker teachers

9 Gemba- Kaizen workshop 5 days Kaizen institute

10 Security and fire fighting 1 day Worker teachers

11 Positive approach 1 day Worker teachers

12 Vipassana meditation 2 days Vipassana Sadhna

Sansthan

13 Worker’s children- Workshop for

young people, personality

development

1 day Shakuntala Anand

- 43 -

TRAINING IN BRITANNIA INDUSTRIES LTD.

Britannia Industries Ltd. provides training to all its employees as per the

policy of the organization.

PURPOSE OF TRAINING: To ensure availability of trained manpower.

SCOPE: All categories of employees in Biscuit plant.

FLOW CHART OF TRAINING PROCEDURE

Fig 4.1 The training procedure

- 44 -

Identification of Needs

Preparation of Training Plan

Imparting Training

Feedback

Induction Training

Training Effectiveness

IDENTIFICATION OF NEEDS

Management Staff

The Performance Appraisal form of the organization has a section in which

the training and development needs are filed up. The person whom the

concerned employee is reporting fills the Performance Appraisal form

annually. Such person may be a branch head or department head.

Identification of training need is done at the Executive Office (EO) level for

the managers through the Performance Appraisal forms annually and the

records are maintained at the Executive Office. Managers are nominated for

the various training courses by the Executive’s Office. Managers may also

be nominated to certain training programmes from the branch if the subject’s

covered are found to be of interest or if they offer a learning opportunity in

some emerging areas of knowledge.

Training needs for the department through their Performance Appraisal

forms identifies the officers, which are filled in by the department head. The

Performance Appraisal forms thus give the emerging training needs. This

exercise is carried out annually.

Staff and Workers

Training needs for staff and workers are identified based on:

- Company’s strategy and policy.

- Organizational Thrust Areas.

- New Emerging Areas.

- 45 -

This together gives the consolidated system of needs that is prepared by the

Personnel Officer and approved by the Department Head.

PREPARATION OF TRAINING PLAN

On the basis of identified training needs, the annual training calendar is

prepared by the Personnel officer and approved by the Personnel Head.

Annual Training Budget is prepared by Branch Personnel Head and is

approved by Executive Office. This gives the final list of training activities

in a particular year. It is attempted to carry out all the programmes to fulfill

the identified needs. The Head of the Personnel Department monitors the

actual training conducted vis-à-vis the identified training needs on a monthly

basis.

IMPARTING OF TRAINING

Actual training is imparted with the help of in-house and outside agencies.

The selection of these agencies is done on the basis of reputation;

programmes offered by them, past experience and feedback received from

the earlier participants.

Training is also imparted by nominating the concerned employee for an

external training programme. All records of the training are maintained at

branch as per Record of Training in the Personnel folder and the same is

intimated to the Executive Office Personnel through the Monthly Personnel

Report.

- 46 -

FEEDBACK

A feedback is taken from the participants through a questionnaire on the

programme and their impressions in order to further improve upon the same.

There are three such questionnaires available and one of these is used

depending upon the nature of the training programme and the level of

participants. Also, a person from the personnel department sits through the

final session of the programme and takes the verbal feedback about the

programme.

INDUCTION TRAINING

Staff/ Officers/ Managers

This is carried out as the very first step for any new entrant into the branch at

the Staff/ Officer/ Manager level.

The department prepares a schedule for the employee as per which he is

required to spend specific time in each department. During such period, he is

reporting to the respective department head.

The objective of the induction programme is to familiarize the participant to

the function of different department. The copies of the same are sent to the

General Manager and all concerned. At the end of the induction, the trainee

has to submit a report to the Personnel Department.

- 47 -

Workers

In the case of a new entrant, he is called in General shift for 2 days for

training under a senior worker to familiarize him with the welfare facilities

like card punching, canteen, public conveniences, rules and regulations,

standing orders, shift timings, spell outs, medical facilities, leave procedures

etc. After two days of training, he is deployed in the concerned department.

The Personnel Officer organizes this.

Management Trainee’s Training

Management trainees are given a fortnight of induction programme.

Corporate HR advises it as per Management Trainee Training programme

designed by them.

Thereafter, a detailed training programme is carried out whereby the

incumbent is to understand in depth of working of each department at

various locations as per the programme given by the Corporate HR.

Corporate HR maintains all relevant records pertaining to Management

Trainee’s training at Bangalore.

TRAINING EFFECTIVENESS

For each training programme conducted in-house for Britannia Delhi branch

personnel, a training brochure is developed.

The brochure developed consists of the following information:

- 48 -

- Programme objectives: Need of the training and what are the objectives

that this training aims to achieve, what likely outcomes are expected to

come out of impact of this training.

- Programme content: Topics being covered during the training.

- Methodology adopted.

- Programme faculty.

- Personnel to be covered.

- Training methodology.

- Training effectiveness criteria and scale.

The training effectiveness is measured by measurement of the achievement

of the objectives. This lists down the measurement indicators, achievement

of which will ensure that programme objectives are achieved.

A person gets nominated for the training programme in the following two

ways:

a) Training programme flowing from the training needs.

b) Training programme for testing out the training/ increased awareness/

general information/ omnibus training types etc.

Training programmes flowing from training needs:

The programmes are divided into three broad categories:

- Functional

- Behavioral

- General/ Omnibus programmes

1. Functional: The outcome of the training is measured by comparing the

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

- 49 -

the effectiveness of training based on the % achievement of the

objectives.

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

annually. This is seen through the training need identification for the

coming year for the employee. If the training need is repeated there, then

the training provided is taken as ineffective. If the training need is

repeated but with focus on a part of the need, then the training is partially

effective. If not repeated, then the training is effective.

3. General: These are the training needs flowing directly from the

organizational needs. Examples of these can be ISO 9000 training, ISO

14000 training and any awareness training. These are omnibus training

programmes, which are run for a large number of employees.

The effectiveness of the training is measured by:

- Achievement of those organizational objectives within the time lines.

- Number of audit issues raised on the areas covered in the training.

- Any other such thing as defined in the training brochure.

The effectiveness of the outside training programme is measured on the

same line as above. However, no detailed brochure is prepared for the same.

The measurement criterion for the programme is defined in the beginning of

the programme and effectiveness measured against the same.

A consolidated effectiveness report of the training programme is prepared at

the end of the year. The programmes that are found to be ineffective are

reworked.

- 50 -

Training programme for testing out the training

Also there are training programmes, which are not flowing directly from the

training needs measurement of effectiveness of the training is not needed to

be measured.

- 51 -

TRAINING OF AN OFFICER

Fig 4.2 Flowchart for Training of an Officer

- 52 -

Identification of Training needs

Consolidation of Training needs

AnnualTrainingCalendar

Approval from the Personnel Department

AnnualTrainingBudget

ImpartingTraining

CollectingFeedback forFurther Improvement

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

TRAINING OF A WORKER

Fig 4.3 Flowchart for Training of a Worker

- 53 -

Organizational Thrust Areas

Company Strategy and Policy

New Emerging Areas

Identification Of Training needs

Consolidation Of Training needs

AnnualTrainingCalendar

Approval from the Personnel Department

AnnualTrainingBudget

ImpartingTraining

Collecting Feedback for Further Training

Monitoring of Actual vs the Identified Training needs.

DATA ANALYSIS

1) How many training programmes have you attended in last 5 years?

No. of

Programmes

No. of Respondents % of

Responses

0-5 8 40%

6-10 5 25%

10-15 4 20%

More than 15 3 15%

Total 20 100%

INTERPRETATION

45% of the officers have attended 6-15 training programmes in the last 5

years, which is an indication of an effective training policy of the

organization. However, 40% of the officers have attended only 0-5 training

programmes, which needs to be evenly

Monitored by the organization.

- 54 -

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

Options No. of Respondents % of

Responses

Strongly agree 5 25%

Moderately agree 7 35%

Can’t Say 3 15%

Moderately

Disagree

1 5%

Strongly Disagree 4 20%

Total 20 100%

INTERPRETATION

35% of the respondents moderately agree to the fact of knowing the training

objectives beforehand, in addition to 25% who strongly agree. But a small

population disagrees as 20% strongly disagree to this notion. Training

objectives should therefore be made known compulsorily before imparting

training in the organization.

- 55 -

3) The training programme was relevant to your developmental needs.


Responses



Can’t Say 3 15%

Moderately

Disagree

2 10%


Total 20 100%

INTERPRETATION

70% of the respondents feel that the training programmes were in

accordance to their developmental needs. 15% respondents could not

- 56 -

comment on the question and 15% think that the programmes are irrelevant

to their developmental needs and the organization must ensure programmes

that satisfy the developmental needs of the officers.

4) The period of training session was sufficient for the learning.


Responses



Can’t Say 4 21%

Moderately

Disagree

3 16%


Total 20 100%

INTERPRETATION

52% respondents feel that the time limit of the training programme was

adequate but 25% feel that it was insufficient. Also, 21% could not comment

- 57 -

on the question. All the respondents though felt that increase in time limit of

the programmes would certainly be beneficial and the organization should

plan for this to be implemented in the near future.

5) The training methods used during the training were effective for understanding the

subject.


Responses



Can’t Say 3 15%

Moderately

Disagree

3 15%


Total 20 100%

INTERPRETATION

40% of the respondents believe that the training methods used during the

programmes were helpful in understanding the subject, yet 25% disagree to

- 58 -

this notion. The organization should use better, hi-tech methods to enhance

the effectiveness of the methods being used during the training programmes.

6) The training sessions were exciting and a good learning experience.


Responses



Can’t Say 2 10%

Moderately

Disagree

3 15%


Total 20 100%

INTERPRETATION

65% respondents believe that the training sessions were exciting and a good

learning experience. 10% respondents could not comment on this while 25%

differ in opinion. They feel that the training sessions could have been more

- 59 -

exciting if the sessions had been more interactive and in line with the current

practices in the market.

7) The training aids used were helpful in improving the overall effectiveness of the

programme.


Responses



Can’t Say 7 35%

Moderately

Disagree

3 15%


Total 20 100%

INTERPRETATION

40% of the respondents believe that the training aids used were helpful in

improving the overall effectiveness, yet 20% disagree to this notion. 35%

respondents did not comment on the issue. Yet the total mindset of the

- 60 -

respondents was that the organization should use better scientific aids to

enhance the presentation and acceptance value of the training programme.

8) The training was effective in improving on- the- job efficiency.


Responses



Can’t Say 4 20%

Moderately

Disagree

4 20%


Total 20 100%

INTERPRETATION

45% respondents believe that the training programmes increase their job

efficiency but 35% disagree to this. The view of the respondents were

towards having more technological and current topics for the training

- 61 -

programmes which could help them satisfy their creative urge and

simultaneously increase their on-the-job efficiency.

9) In your opinion, the numbers of training programmes organized during

the year were sufficient for officers of BIL.


Responses



Can’t Say 5 25%

Moderately Disagree 2 10%


Total 20 100%

INTERPRETATION

25% respondents have the opinion that the frequency of the training

programmes is sufficient but 50% of the respondents differ to this. They

believe that the number of training programmes organized in a year should

be increased and some in house training programmes should also be

organized by the organisation regularly.

- 62 -

10) Please suggest any changes you would like to have in the existing

training programmes.

The major suggestions for changes in the existing training

programmes are as follows:-

The frequency of the training programmes organized in a year should

be increased.

The duration of the training sessions should be amplified.

New programmes for personal as well as professional development of

the officers should be developed.

Officers should be referred for the training programmes as per their

developmental needs.

The training programmes should be organized outside the office in

order to avoid disturbance in the work.

Some training sessions should also be organized in house for the

officers who find it difficult to attend them if held outside the office

premises.

Better presentation technologies should be used in order to increase

the effectiveness of the programmes.

The course curriculum for the training programmes should be current

in terms of the new developments in the world.

1) How many training programmes have you attended during the last year?

No. of

Programmes

No. of Respondents % of

Responses

Upto 2 25 62%

- 63 -

3-5 10 25%

6-8 4 10%

More than 8 1 3%

Total 40 100%

INTERPRETATION

35% of the workers have attended 3-8 training programmes in the last year,

which is the clue of a useful training policy of the organization. However,

62% of the workers have attended only 0-2 training programmes, which

should be effectively seen by the organization. Also, every worker should be

given chances to attend as many training

programmes as possible.

- 64 -

2) The training given is useful to you.


Responses



Can’t Say 5 13%

Moderately

Disagree

5 13%


Total 20 100%

INTERPRETATION

71% of the respondents feel that the training programmes were useful. 13%

respondents could not comment on the question and 16% think that the

programmes were irrelevant to their objective of being useful. The

organization must ensure programmes that are useful and prove to cater to

the developmental needs of the workers.

- 65 -

3) The time limit of the training programme was sufficient.


Responses



Can’t Say 5 13%

Moderately

Disagree

6 15%


Total 40 100%

INTERPRETATION

42% respondents feel that the time limit of the training programme was

adequate but 35% feel that it was insufficient. Also, 13% could not comment

on the question. All the respondents though felt that increase in time limit of

the programmes would certainly be advantageous and the organization

should take some steps in this direction.

- 66 -

4) The time limit of the training programme, if increased would make it

more effective.


Responses



Can’t Say 4 10%

Moderately

Disagree

8 20%


Total 40 100%

INTERPRETATION

65% respondents feel that the increase in the duration of the training

programmes would be beneficial but 25% differ to this opinion. Going by

- 67 -

the majority, the organisation should make required changes to increase the

duration of the programmes and also take the opinion of the workers to have

an effective training session.

5) The training was effective in improving your on-the-job efficiency.


Responses



Can’t Say 5 13%

Moderately

Disagree

6 15%


Total 40 100%

INTERPRETATION

- 68 -

62% respondents believe that the training programmes increase their job

efficiency but 25% disagree to this. The respondents were of the opinion that

having current topics for the training programmes and also some sessions by

an external faculty would help them increase their on the job efficiency.

6) The training aids used were effective in improving the overall effectiveness of the

programme.


Responses



Can’t Say 12 30%

Moderately

Disagree

8 20%


Total 40 100%

INTERPRETATION

35% respondents believe that the training aids were effective in improving

the overall efficiency of the programme. Contrary to this, 35% disagree and

- 69 -

30% could not comment on the issue. The organization should ensure

positive awareness about the training aids used. Also, the use of better

presentation aids should be facilitated.

7) The number of training programmes organized for workers in a year are

sufficient.


Responses



Can’t Say 4 10%

Moderately

Disagree

15 37%


Total 40 100%

INTERPRETATION

33% respondents believe that the numbers of training programmes organized

in a year are sufficient, but a majority of 57% disagrees to this. The

- 70 -

organization should ensure multiple programmes for the workers and hence

enable them in improving their skills and knowledge.

8) The participation of workers in training programme would help increase its

effectiveness.


Responses



Can’t Say 5 13%

Moderately

Disagree

4 10%


Total 40 100%

INTERPRETATION

72% respondents feel that participative and interactive training session could

provide more awareness and knowledge in a small span of time as compared

to classroom teaching. 13% respondents could not comment on this and 15%

disagree to it.

- 71 -

9) Please suggest any changes you would like to have in the existing training

programmes.

The major suggestions for changes in the existing training

programmes are as follows:-

The workers were of the opinion that external faculty should be

appointed for the training programmes.

The period of the training sessions should be augmented.

The rate of the training programmes organized in a year should be

increased.

Every one should get a chance to attend the training programmes.

Documentaries and other films relating to issues of motivation, team

building should be screened.

Practical examples should be used to make things easy to understand

during the training sessions.

Better technological aids and methods should be used to make the

training sessions exciting.

- 72 -

FINDINGS

The major findings of the project are enumerated as follows:

Training is considered as a positive step towards augmentation of the

knowledge base by the respondents.

The objectives of the training programmes were broadly known to the

respondents prior to attending them.

The training programmes were adequately designed to cater to the

developmental needs of the respondents.

Some of the respondents suggested that the time period of the training

programmes were less and thus need to be increased.

Some of the respondents also suggested that use of latest training

methods will enhance the effectiveness of the training programmes.

Some respondents believe that the training sessions could be made more

exciting if the sessions had been more interactive and in line with the

current practices in the market.

The training aids used were helpful in improving the overall effectiveness

of the training programmes.

The training programmes were able to improve on-the-job efficiency.

Some respondents also recommended that the number of training

programmes be increased.

- 73 -

RECOMMENDATIONS

Based on the data collected through the questionnaire and interactions with

the Officers and Workers of BIL the following recommendations are made

for consideration:

The organization may utilize both subjective and objective approach for

the training programmes.

The organization may consider deputing each employee to attend at least

one training programmes each year.

The In-house training programmes will be beneficial to the organization

as well as employees since it will help employees to attend their official

work while undergoing the training.

The organization can also arrange part time training programmes in the

office premises for short durations, spanning over a few days, in order to

avoid any interruption in the routine work.

The organization can arrange the training programmes department wise

in order to give focused attention towards the departmental requirements.

- 74 -

QUESTIONNAIRE (OFFICERS)

Designation: __________________

Department: __________________

Please rate the questions (where applicable) on the scale of 1-5 where the numerals signify the following:-

5- Strongly Agree 4- Moderately Agree 3- Can’t Say 2- Moderately Disagree 1- Strongly Disagree

1) How many training programmes have you attended during the last 5 years?

¨ 0-5 ¨ 6-10¨ 11-15 ¨ More than 15

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

3) The training programme was relevant to your developmental needs. ____

4) The period of training session was sufficient for the learning. ____

5) The training methods used during the training were effective for ____ understanding the subject.

6) The training sessions were exciting and a good learning experience.____

7) The training aids used were helpful in improving the overall ____ effectiveness of the programme.

8) The training was effective in improving on-the-job efficiency.____

9) In your opinion, the number of training programmes organized____

during the year were sufficient for officers of BIL.

- 75 -

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

__________________________________________________________

__________________________________________________________

__________________________________________________________

__________________________________________________________

BIBLIOGRAPHY

Effective Planning in Training and Development Leslie Rae

World Class Training Kaye Thorne

Training in Practice Blackwell

Human Resource Management C.B.Gupta

Human Resource Management T.N.Chabra

Human Capital Journal

- 76 -

HR Training Britannia Shruti Project

Documents

Transcript of HR Training Britannia Shruti Project