Ranbaxy Summer

7/31/2019 Ranbaxy Summer

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AMITY UNIVERSITY

AMITY SCHOOL OF BUSINESS

Summer Internship report

Name- jeevitesh sethi

Course: -BBA +MBA (DUAL)

Batch: - 2010 -2015

(A-20)

Enrolment no.-A3923010024

Guide name- kirti singh


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ACKNOWLEDGEMENT

When a student of management institute walks into an office on the first day of his Summer Training,

more often he is nervous by the occasion. However, he over a period of time learns to adapt himself to

the requirement of the corporate world. But this adaptation is rarely possible without help from within

the Organization or outside it. And to this few people who help his through first few days of

hisinternship, the student is forever grateful.

For me this role was played by my guide Mr. ARUN(Manager HR). I owe my sincere thanks to you. You

were my prime source of motivation to work on this project.

I wish you could give a little more of your valuable time and Im sure we could have done better.

Im also grateful to my family and friends, nobody could have given me that kind of support. By the end

of everyday I was a quitter and by the beginning of everyday I was a fighter. Thanks for being there for

me.

I would like to especially thank my faculty guide Ms. kriti singh

And lastly my thank to the one who is my most consistent friend. He never speaks to me, yet he makes

me feel his presence through all the people like him. People worship him. I made him my pal.

Unexpected events that have happened in my life during the period I worked on this project have

strengthened my belief that he does exist.


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COMPANY PROFILE OF RANBAXY LABORATORIES LTD

INTRODUCTION

Ranbaxy Laboratories Limited is Indias largest pharmaceutical company manufactures and markets

generics, branded generic pharmaceuticals and active pharmaceutical ingredients. It stands amongst the

top ten generic companies worldwide. It has employed diverse strategies, including exports, alliances,

partnerships and acquisitions to gain the flexibility needed for viable and profitable business operations

worldwide. Ranbaxy today is amongst the top 100 pharmaceutical companies in the world. It has been

rated the 11th largest company in the international generic space for the year 1999. The Company

attributes its phenomenal growth to the vitality, innovation and commitment of its over 8000-strong

multi-cultural work force.

Ranbaxy, Indias numero uno pharmaceutical companys major strength lies in therapeutic segments

area of Anti-Infective, Dermatology, GI Tract, NSAIDs, CNS, Orthopedics and Cardiovascular.

The Companys mission statement is:

To become a Research based International Pharmaceutical Company

The Company is pursuing the vision

To become a Five Billion dollar company by 2012

Core values of Ranbaxy are:

Achieving customer satisfaction is fundamental to our business

Provide products and services of the highest quality

Practice dignity and equity in relationships and provide opportunities for our people to realize their

full potential


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Ensure profitable growth and enhance wealth of the shareholders

Foster mutually beneficial relations with all our business partners

Manage our operations with high concern for safety and environment

Be a responsible corporate citizen

Ranbaxy has always continually tried to increase its global presence through joint ventures/

subsidiaries. Today it has business operations in 40 countries and manufacturing in six countries with a

total workforce of about 7000 employees. The company's global sales can be represented as follows:

Global Sales

| |1994 |1999 |2004 Target |

|Sales |US$ 195 million |US$ 460 million |US$ 1 Billion |

|Dosage Forms |59% |72% |84% |

|API |41% |28% |16% |

Ranbaxy's strategy has always been to concentrate on the emerging markets, which have the maximum

potential, as well as continuously review of the increasing needs of developing markets. The strategic

choices made by the management require a few key transitions, to which end the Company is already

repositioning itself. They relate to creating value-added products and migrating to more powerful

markets.

Ranbaxy is among the few multinational companies emerging out of India with a presence in emerging,

advanced and developing markets. Today the Company is well positioned to further strengthen its place

in key international markets such as USA, Eastern Europe, Latin America, China, Russia & CIS. The

Company has an expanding international portfolio of affiliates, joint ventures and representative offices

across the globe with JV's/ subsidiaries in USA, UK, Germany, France, Spain, Ireland, Netherlands, India,

China, Brazil, South Africa, Japan etc.

The effort towards internationalization and expansion is backed by Ranbaxys belief that sustained

growth in the industry can be achieved only through continuous pursuit of innovation. The company has

successfully created a culture and infrastructure for cutting-edge discovery research. The Company's

investment in R&D is the largest in the pharmaceutical sector in India, and the second largest across

industries. A team of eminent scientists and research associates has demonstrated its prowess with a

series of successful innovations in each of the Company's research divisions - chemical, pharmaceutical,


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fermentation, biotechnology, clinical and new drug discovery. Continued emphasis on innovative

research with focused initiatives in New Drug Discovery Research (NDDR) and Novel Drug Delivery

Systems (NDDS) that has reinforced the Companys image as a research driven international

organization. Today, the Company spends about 6% of its sales on R&D and in next couple of years this

will be enhanced to 10% of the sales.

To accelerate its research programme, Ranbaxy has joined hands with GlaxoSmithKline for a global

alliance in the area of drug discovery and development. Ranbaxys collaborative research initiative with

Medicines for Malaria Venture, Geneva, to develop a new drug for Malaria, reflects its commitment to

eradicate such diseases from the world. The Company has also partnered with Clinton Foundation HIV/

AIDS Initiative, to provide HIV/ AIDS drugs at an affordable price to patients in Africa & Caribbean

region.

While Ranbaxy aggressively pursues the internationalization of its business, the growth strategy equally

focuses on enhancing market share in India. Ranbaxy has consolidated its position and enhanced

therapeutic span, through brand acquisitions/ company takeovers. It recently acquired the $4mn

German generics business of Bayer AG. Its mega deal with Bayer AG, Germany to develop once a day

Ciprofloxacin has made Ranbaxy a truly transnational research driven pharmaceutical company. The

Company prides on its strong Brand marketing team and distribution network in India. It is ranked at

No.6 in BT* 500 and was conferred with The Economic Times Corporate Excellence Award for The

Company of the Year 2002-03.

Ranbaxy has strong element of Corporate Social Responsibility inscribed in its values and its concern for

the Society extends well beyond its business motives. The Company does not view success and

achievements in terms of commercial gains only but firmly believes that Corporate Social Responsibilityis the key for providing a deep symbiotic relationship that exists between Company and the

environment it functions.

Ranbaxy instituted Ranbaxy Rural Development Trust in 1979 to reach out to those who had little or

no access even to basic health care. As the scope of the programme and companys commitment grew,

in 1994, a professionally managed nonprofit independent body Ranbaxy Community Health Care

Society (RCHS) was established.

Ranbaxy Laboratories Limited incorporated Ranbaxy Research Foundation in 1985 with an implicit

mission of giving impetus to research activity and help in reviving Indias great scientific tradition.

Ranbaxy Research Foundation was later reconstituted as a separate society as Ranbaxy Science

Foundation and registered under the Societies Act in May 1994. Ranbaxy has also won National Safety

Award for the year 2001 & 02

Each day Ranbaxy expands its horizons, exploring new niche segments and potential markets on a global

platform, looking through every business opportunity and building business around it. It is amongst the

largest pharmaceutical company in India in terms of sales. It has significant brand marketing capabilities,


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where 3 Ranbaxy brands are ranked amongst India's top 10 brands, and 5 amongst the top 25. Ranbaxy

today has captured two thirds of the market with foreign companies sharing the rest and has the

potential to be a leading Pharma company in the world.

Corporate Profile

Ranbaxy was incorporated in June 1961 as a limited company in collaboration with Lepetit Spa (Milan),

an Italian pharmaceutical company. It commenced its operations in March 1962 with a modern plant

Okhla, New Delhi to make Chloramphenicol capsules. In 1966 began the saga of an Indian Pharma major

with Bhai Mohan Singh, the then promoter of the Company buying the business from the Italian

Company. The Company - Ranbaxy Laboratories Limited, was formed. The Company then went on a

major growth path once Dr Parvinder Singh joined it in 1967.

Ranbaxy went public in 1973. With an eye on international markets it set up a Joint Venture in Nigeria,

Malaysia, and Thailand way back in 1977. Their first overseas venture of selling Pharma drugs to Nigeria

had also started.

In the 1970s and 1980s, the Indian companies thrived on the protectionist environment that was

exercised by the Indian Government. The foreign companies that were present were not allowed to

grow whereas the new MNCs were not allowed to establish themselves in India. As a result, Ranbaxy

was growing without facing any competition whatsoever and they sold whatever was produced. There

was no drive towards manufacturing and selling of specialized drugs and therefore they concentratedmore on simple- to- manufacture drugs like painkillers, etc.

By the 80s, Ranbaxy had grown in size and was able to meet the demand at that time, though the sales

were low and profits were limited. Over the years, Ranbaxy invested heavily and built up considerable

strengths in manufacturing and marketing. It also integrated vertically to manufacture its own Active

Pharmaceutical Ingredients (APls) to reduce costs and increase speed to the market. In 1984, it started

the export of bulk drugs to developed countries and also entered the animal health business.

By mid-80s, the Indian pharmaceutical industry had started to mature .In order to meet the demand,

surplus capacity was created. By 1987, it was the largest manufacturer of antibiotics/antibacterials in

India. Diagnostics division started its marketing operations in 1987 and is today a major player in the

diagnostics market, with marketing tie-ups with world-class diagnostic companies.

Post liberalization Ranbaxy realized that the planned capacities were huge and more than what was

required to meet the demands in India. The visionary CEO Dr Parvinder Singh who had realized that

Ranbaxys core competence was in pharmaceuticals, decided to expand its markets abroad. The first

step towards doing this was that the plants were got FDA certified. There were lots of markets abroad


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that did not have patent laws e.g. Cambodia, Vietnam, etc. Apart from these, Ranbaxy also entered

China and Russia, but Russia was a disaster because of the political and the economic conditions that

prevailed. In China their brand Ciplox was a big success.

Ranbaxy has thus historically been an India-based generic company, manufacturing pharmaceuticals and

APIs (Active Pharmaceutical Ingredients) but is now in the process of moving up the value-chain to

become a research-driven pharmaceutical company, with an increasing presence in the international

marketplace.

The Company structured its operations in 1994 into 4 Regions:

1) India & Middle East

2) Europe, CIS & Africa

3) Asia-Pacific & Latin America

4) North America

Each region has unique product/ market characteristics and an appropriate organizational structure.

Ranbaxy has manufacturing facilities in each region, and its international operations are a major engine

for future growth.

Ranbaxy has built its international business from the basics, but of late it has accelerated it through

other means:

Acquisitions (USA, UK, Ireland, Thailand, India)

Strategic alliances (Eli Lilly & Co.)

Supply arrangements (with leading companies in the West)

Ranbaxy spends nearly 4% of its revenues on Research & Development including a discovery research

program. It has a growing international shareholding, as well as an increasingly international workforce.

It has built significant brand marketing capabilities in the Indian market (where it has achieved a


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penetration level of nearly 90% of all doctors). It is now in the process of leveraging on these capabilities

in emerging markets while marketing commodity generics in advanced markets.

To translate its Vision to a reality and to optimize value creation, the Company has adopted a multi-

pronged strategy, the components of which are:

Multiple markets

Brand building

Backward integration

R&D capabilities

The Company is making a transition from a generic Company to a specialty pharmaceutical Company

and aims at achieving significant business in proprietary prescription products by 2012 with a strong

presence in developed markets. Together with the strong commitment of its around 9000 multicultural

workforces, Ranbaxy continues to aggressively pursue its strategies to become a Research- based

International Pharmaceutical Ranbaxys Business Operations Company.

Ranbaxy today is a progressive and quality conscious multi-national organization committed to serve the

pharmaceutical needs of diverse markets and people around the globe.

With an aim to reach out to the world and provide the best pharmaceutical products and services,

research and manufacturing facilities at par with international standards, Ranbaxys pharmaceutical

business is categorized into four main regions around the world. It also has a well-established Global

API business and Over the Counter (OTC) business.

Region I A: India

India Region contributes significantly to the Companys turnover. The region is known for its brand

building skills and has to its credit over 15 of the top 300 brands in the Indian Pharma market. The

product basket comprises of various therapeutic groups, ranging from Anti-infectives to Cardiovasculars,

Dermatologicals, Central Nervous System (CNS) and others.


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All the business support functions such as Marketing, Production Planning, promotional material

purchase, and Medical Affairs is centralized within the two business hubs, Delhi & Mumbai.

The region has a Strategic Marketing Cell to look after the Therapy Management function and for

finalizing New Product grids, spearheading strategic projects within the Company. It also handles

licensing, business development for the region and also Market Research, Sales, Training; Supplyagreements and IT led initiatives.

The branded business in the region is represented by the following SBUs; first five of which come under

the Director-India Operations based at Delhi and the remaining under the Director-India Operations

based at Mumbai.

Marketing Divisions & their business focus

Branded business

Pharma* Anti-infectives, Nutritionals, Pain

Management and G-I

Stancare Antibiotics for acute therapy

Croslands Orthopedics & Dermatology

Solus CNS

Rexcel Anti-infectives, Gastro-intestinal

Rextar Old brands


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Ranbaxy CV Cardiovasculars & Antidiabetics

Superspeciality Onco, Nephrology & Anti-AIDS

Generic Business

Blue R

(* 1st marketing arm of Ranbaxy)

Region I B: Middle East and Srilanka

Ranbaxy is the only Indian Company to have made significant forays into the Middle East region over the

years. It has full-fledged marketing operations in UAE, Bahrain and Oman. Amongst the other Middle

East countries it has a presence in Iraq, Jordan and Syria with marketing set up in Yemen. Ranbaxy

enjoys the rare distinction of being the first Indian Company to be registered in Saudi Arabia.

In Srilanka Ranbaxy is among the largest company and has a wide range of products to offer in segmentslike Antibacterials, Cardiovascular, Gastrointestinal and Dermatological.

Region II: Europe, CIS and Africa

Within this Region, the Company operates in a basket of emerging, advanced, and developing markets.

The Company has developed a large network in the Region through several strategic alliances and

marketing set-ups. The Company has a manufacturing facility at Ireland. Other prominent markets in the

Region include Russia, Poland, Kenya, Cameroon and Ivory Coast.

Region III: Asia Pacific & Latin America

This Region includes some of the key pharmaceutical markets such as China and Brazil. Several overseas

manufacturing facilities of the Company are also located in this Region. Region - III offers tremendous


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opportunities for the Company, and has been a prime driver in its effort towards expansion and

internationalisation.

Region IV: USA & Canada

Ranbaxy entered the US market in 1995 through a spate of strategic alliances. Ranbaxy is rated as the

fastest growing Pharma Company in the US (growth 230%) as per June 2001 IMS Report. Ranbaxy

achieved the major milestone of reaching break-even of US operation within the first three years of

commercialization, and also achieved a critical mass of US $ 100 million in 2001, within a short span of

four years.

Ranbaxy has identified US as a key market on the global front, and the Companys performance here

would fuel its global ambitions.

Manufacturing

Ranbaxys manufacturing strengths have established it as a producer of world class generics, branded

generics and a major supplier of its range of APIs.

The Company prides itself on managing its operations with a high concern for Environment, Health &

Safety (EH&S). All the manufacturing locations of the company are provided with effluent treatment

plants and proper waste management systems. Following is an overview of the manufacturing

operations.

India: In India Company has manufacturing operations of dosage forms at Dewas- MP (APIs also), Goa,

Jejuri-Pune, New Delhi, Paonta Sahib-HP (Fermentation Plant also). Toansa, Punjab and Mohali, Punjab

has APIs manufacturing operations.

Overseas: In overseas company has manufacturing operations of Dosage forms at New Jersey USA,

Cashel-Ireland, Lagos- Nigeria, Guangzhou- China, Kuala Lumpur- Malaysia, and Vietnam.

ORGANIZATION STRUCTURE


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The structure is aimed at integrating all the functions and establishing coordination at all levels. The

information flow has become much more structured since the structure was put into place in 1993.

Having this structure in place has helped Ranbaxy to consolidate the information received at all levels

into a competitive advantage and this is substantiated by the fact that Ranbaxy has been growing at the

rate of 30% annually from 1993.

The positive effects of the organization structure:

It has brought about decentralization in Ranbaxy.

Decisions can be taken at local levels therefore saving the time that would have taken in theold system.

Clear and demarcated roles at all levels

It has inculcated entrepreneurship in heads at various levels for e.g., a country managerwould behave as CEO in the country assigned to him.

Coordination at all levels has been ensured.

Allows flexibility

There have also been certain drawbacks associated with the structure:

It can create confusion

It has resulted into compartmentalization of jobs


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Repetitiveness in the information.

SWOT ANALYSIS OF RANBAXY

Strengths

There is immense flexibility to move from one drug to another

Strong distribution network

Strong presence in the foreign markets, net exporter of bulk drugs & formulations

Advantage of low costs and availability of high skills in process development

Cost of R&D is much lower when compared to other competitors

Weaknesses

R&D is an important aspect of the Pharma industry, with the signing of GATT agreement; it is imperative

for the Indian Pharma industry to give greater emphasis to basic research for discovery and

development of new drug molecules. Unfortunately R&D is a major cost demander.

Threats

The pharmaceutical products are subject to high degree of technical obsolescence.

The industry is characterized by low margins.


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This is a highly fragmented industry, with the top 10 players accounting for 30% of the market share.

Industry is plagued by price controls and inconsistent government policies.

Exports of bulk drugs are vulnerable to the various changes in the international market.

China with its higher economies of scale can be a serious threat to the Indian companies.

Opportunities

Many drugs are going off patent and Ranbaxy can take advantage of the situation.

GATT agreement would alter the pharmaceutical industry scenario drastically by 2005 AD. Most of the

Indian companies do not have a research base. Such companies will be affected in the post GATT era.

Pharmaceuticals and bulk drugs are identified as thrust areas for exports by the government. The

government's attitude is positive towards the industry, which is evident from relaxation of products

from DPCO

The latest trend in the industry seems to be towards a greater backward integration by manufacturing

bulk intermediaries. This is a plus point since the intermediaries do not come under GATT agreement.

This is one virgin area, which can be easily and profitably tapped by Ranbaxy.

DESIGNING OF TRAINING CALENDAR AND TRAINING PROCESS

OBJECTIVE OF THE PROJECT

The objectives of the project are:

To identify the training needs of A, B & C levels employees of Ranbaxy Laboratories Ltd and to design

training calendar for them.

To analyze the data gathered and design a Training Need Identification form for all levels of

employees.

METHODOLOGY


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1. Designing Questionnaire

Design a set of questions in order to interview the candidates and their respective supervisors.

2. Interview the employees and their respective supervisors.

3. Gather the data

Gather the data on their role in the organization, functional and behavioral requirements to

perform the job and their training needs.

4. Analyze the data

Analyze the data to find out most required skill (keeping in view their function) to be trained on.

5. Find The Programme

Find out the best-suited training programme from the In- house calendar of the organization or

the Management Development Programmes of Premier Business schools in India and abroad.

6. Inform the person

Draft and send a letter to each employee informing his/ her nomination in the specific training

programme and asking him/ her to confirm his/ her availability.

7. Design Training Feedback Form.

8. Identify the Competencies

Analyze the data and identify the most sought after competencies of the organization.

9. Define the Competencies

10. Make Clusters

Make clusters of the competencies falling in one major area.

11. Design the Training Identification Form


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Introduction to Training

Training is the most important activity, which plays an important role in the development of human

resources. To put the right man at the right place with the trained personnel has now become essential

in todays globalized market. No organization has a choice on whether or not to develop employees.

Therefore training has nowadays become an important and required factor for maintaining and

improving interpersonal and intergroup collaboration.

Harrison (1992) identified that;

The need to develop is the all-important process, through which individual and organizational

growth can, through time, achieve its potential. It is, therefore, essential that there is a coherent and

well-planned integration of training, education and continuous development in an organization if real

growth at individual or organizational levels is to be achieved and sustained

Training is the process which is planned to facilitate learning so that people can become more effective

in carrying out various aspects of their work.

Training is set of the activities designed to improve the competence and ability of individuals in order

to better enable an organization to meet its objectives

Training is an attempt to improve current or future management performance by imparting knowledge,

changing attitudes, or increasing skills.

Training is the process of acquiring and improving the skills, knowledge, and attitudes required for job

performance; it is an investment an organization makes in it. While training can take many forms, the

desired end is generally the same: improved performance of job-related tasks

Need For Training:


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To match employee specifications with the job requirements and organizational needs.

To increase employee effectiveness influenced by environmental pressures.

To cope with technological advances

To improve human relations

To solve organizational complexity like automation, extension of operations etc.

To effectively manage change in job assignment e.g. promotions, transfers etc.

Needs for an effective Training Exercise

An effective training exercise is needed in an organization to benefit the work process in terms of proper

implementation of principles and techniques, improving the existing methodology and style of

operations and doing new and finer things through innovation, change and modernization. All these aim

at enhancing the skill sets and style of functioning for the organization, group and individuals.

Every training program must include practical applications, follow-up techniques that make the effort a

habit, and both tangible and intangible rewards. The real clue to successful training is the follow-

through, which employs activity recaps, client reviews, plan revisions and assignments complete with

deadlines.

When planning for training every manager should pay attention on :

Organizational objectives - keep them in mind all the time

How many people you are training

The methods and format you will use

When and how long the training lasts

Where it happens

How you will measure its effectiveness

How you will measure the trainees' reaction to it


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The Importance of Training

There are many reasons why training is important. Here are just some of them. Training can:

Measure and unify standards

Create and sustain dialogues and relationships, which increases the level of understanding about the

service

Identify issues that need to be dealt with

Identify the members of staff that need further support, assistance or training

Help staff appreciate their professional role, which will be reflected in their work

Reassure staff of the support available to them

Be used as an opportunity to reinforce organizational aims

Be used to subtly review areas for improvement to maintain the quality of the service

Be used as an ongoing process to deal with staff and students as various expectations arise

Provide opportunities for feedback

Benefits from training

Training builds teams by expanding a peoples knowledge of the firm, by teaching him or her to trust the

skills of others, and by increasing the credibility of the in-house marketing professional.

After successful training, employees exhibit new skills, see new opportunities, have greater confidence

and a sense of direction, contribute to the firm and are motivated to action. Training allows every


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employee to play a more significant role in the marketing process. Employee becomes an organized,

focused and strategic force to be reckoned with.

In short training gives the following results:

1. Growth, expansion and modernization cannot take place without trained manpower

2. It increases productivity and profitability, reduces cost and finally enhances skill and knowledge of

the employee.

3. Prevents obsolescence

4. Helps in developing a problem-solving attitude

5. Gives people awareness of rules and procedures

6. Builds better communications skills.

7. Develops hidden talent.

These reasons include:

1. Increased job satisfaction and morale among employees

2. Increased employee motivation

3. Increased efficiencies in processes, resulting in financial gain

4. Increased capacity to adopt new technologies and methods

5. Increased innovation in strategies and products

6. Reduced employee turnover

7. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training)


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Kinds of Training

There are several training techniques, which are very popular amongst the organizations and they

choose and follow the techniques according to their need and policy. Some of the popular training

techniques are as follows

1. On the job training

Sitting by Nellie and learning by doing

Mentoring

Shadowing and job rotation

2. Off the job training

Informal training

Classroom training,

Internal training courses,

External training courses

Life-coaching

Training assignments and tasks

Skills training product training, technical training,

Behavioral development training,

Distance learning


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Hobbies - eg voluntary club/committee positions, sports, outdoor activities, and virtually anything

outside work that provides a useful personal development challenge

Accredited outside courses based on new qualifications, e.g., MBA's, etc.

Video, Internet and e-learning

Attachment to project or other teams

Training can be either on the job or off the job. In the first case, the worker is trained under the

guidance of a supervisor whereas off the job training is usually through lectures, conferences, case

studies, audio visual etc.

Ranbaxy Laboratories Ltd most of the times uses Internal Training Courses and External Training

Courses, though On The Job training is also an integral part of its training programme. Corporate Human

Resource conducts In house training programmes for all the business operations of Ranbaxy, by some

eminent faculty or institute. These training programmes mostly covers the most sought after

competencies and the topics according to business requirement of Ranbaxy.

Besides that each region conducts its own Training Need Analysis, decides its budget and sends its

people to the Management Development Programmes of premier Business Schools in India and abroad.

Training Process in Action

Training Need Analysis

In a nutshell, (needs) analysis is the planning we do in order to figure out what to do.

Allison Rossett, 1999

Needs analysis is the systematic basis for decisions about how to influence performance

Stout, 1995

Needs assessment is a study conducted to determine the exact nature of an organizational problemand how it can be resolved.

A training needs analysis (TNA) is the process of identifying the areas where both individuals and

groups in an organization would benefit from training in order to become more effective at achieving

their own objectives and the objectives of the organization.

A TNA involves five basic steps:


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1. Identifying the objectives of the organization

2. Appointing a training coordinator

3. Gathering information about the skills and abilities of the individuals that are needed now and will

be needed in the future

4. Analyzing that information

5. Identifying the gaps that exist between the current situation and what is/will be required.

A training analysis is conducted ultimately to identify training goals, that is, what areas of knowledge or

skills that training needs to accomplish with learners in order that learners can meet organizational goals

(usually in terms of a performance standard).

A needs assessment is a prerequisite procedure for need analysis. "Assessment" refers to the process of

identifying the organization's needs and placing them in some order of priority. The priority is based on

what it costs the organization to ignore the problem as compared to the value a solution to that

particular problem might add. "Analysis", takes the process one step further insofar as it requires an

investigation of the reasons and the causes for a need.

A Needs Assessment is a systematic examination of the way things are and comparison with the way

they should be. The purpose of a needs assessment is to help you identify systems that aren't working;

poorly trained personnel, inadequate communication channels, faulty equipment, cumbersome

procedures, and a myriad of other organizational wrongs.

Kinds of Training Needs

A Training need is a gap between actual performance and desired performance or between current

abilities and job requirements that can be closed by training.

Training needs basically fall into two basic categories:

Training need of the organization

Training need of the individual employees

Training need of the Organization:

Organizational training needs can be broadly classified into two general categories:


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Recognized training needs

Requested training needs

1. Recognized training needs

These are the needs identified as required by all of the organizations employees, and all employees in

specific jobs and departments. They include such things such as:

The need to know the organization, its structure, policies, procedures, and benefits.

The need to know a department, its policies, rules, operating procedures, and personnel.

The need to have specific job skills and knowledge not generally possessed by most new employees

in their jobs.

2. Requested training needs

These are the needs that are not planned. They result from activities such as department performance,

operating and job changes, and employee and organizational morale. They are brought to the attention

of the organization when they occur. These are the activities such as:

Changes in jobs and/ or systems

Addition of new equipment

Department of performance reviews

New and revised government requirements

Training need of individual employee


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Individual training needs are different from the organization training need, as a jobs requirements are

the same for everyone who fills it, but the qualifications of the job holder will differ.

Techniques for Investigating Organizational Needs

When examining organizational deficiencies, it is important to get a complete picture from many

sources and viewpoints. Of course, the desire for quality information needs to be balanced against the

constraints of time and resources.

Essentially, the methodologies used can be classified as:

Training needs survey

Competency study

Task analysis

Performance analysis

Direct observation

Knowledgeable sources external to the organization

Questionnaires Consultation with persons in key positions, and/or with specific knowledge

Review of relevant literature

Interviews

Focus groups

Tests

Records & report studies

Work samples

Job descriptions

Performance reviews


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Exit interviews

The Training Survey

Training Survey is done with a questionnaire. The Training department sends a questionnaire to all the

management within the organization. Mostly it is an annual activity, conducted at the same time each

year.

Task Analysis

Task Analysis is a detailed study of a job to identify the skills required so that an appropriate training

program may be instituted. Task Analysis is especially appropriate for determining the training needs ofemployees who are new to their jobs.

Performance Analysis

Performance Analysis is a verification that there is a performance deficiency and determining whether

that deficiency should be rectified through training or through some other means such as transferring

the employee. Performance Analysis appraises the performance of current employees to determine

whether training can reduce the performance gaps or not.

Observations

One useful method of gathering data is to watch people at their place of work and then ask them what

they needed to learn to do their job. These observations may be conducted in a structured manner.

Employees may be assigned tasks and then observed as to whether they can perform them

satisfactorily.

Questionnaires

While generally easy to use, questionnaires should be constructed with the utmost care. They should be

targeted to a specific audience about a specific content area and use a mixture of open and closed

questions.

Work Sampling


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Work sampling is like observing people at work except that the focus is on the product of the work

instead of the process. One advantage of this method is data may be collected without the knowledge of

the employees.

Document Review

Documents such a performance reviews, job descriptions, or production statistics may be utilized. One

advantage of this form of data is that it is often readily available and it can provide useful background

information. However, the review of documents may be time-consuming a yield considerable unrelated

data.

Interviews

Interviews provide an excellent way to get direct input from employees regarding their attitudes,

beliefs, and expectations. However, to get a balanced view, many employees must be interviewed.

In Ranbaxy Laboratories Ltd I followed two ways to identify the training needs of the employees:

1. Performance Appraisal Form

2. Interviews of the employees and their respective supervisors

Performance Appraisal Forms being an obvious first choice, I decided to follow Interview Method

because of its reliability. As it is a one to one interaction so it gives a better understanding of the job role

and the responsibilities taken by the employee along with some clue of the persons behavioral aspect.

For interviewing the employees I designed a questionnaire (see in Annexure) and interviewed

employees and their respective supervisors to know about their training need.

Interview summary of one of the departments of Ranbaxy is included here:

Interview Summary of Mr. Ganesh R (GM-Trade Finance)

Functions Of Trade Finance Department:

Trade Finance department basically handles these two functions:

1). Import And Export Accounting of the Company: Import and Export Accounting: In this function it

deals with all the accounting of the exports done from other countries and import done to the other

countries, total import or export, payment etc.

2). Commercial activities of the Companys Exports and Imports: This Department also deals with

commercial activities like


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Documentation of Imports and Exports: Converting all the export and import done into documents,

dealing with all the banks to negotiate the transactions, opening of letter of credit (LC), guarantees etc.

Meeting the regulatory requirement of import and export: seeing that whether all the requirements

of FEMA, Excise Act, Exim Policy, and Customs Act are being fulfilled are not because leaving a single

requirement unfulfilled can result in severe problem for the Company.

Ensure of getting all the export benefits provided by Government of India: Updating of the

knowledge of TDS (Tax Deductive Sources), in order to get maximum export benefit.

Cash management of whole companys Pharma Business.

Responsibilities of Mr.Ganesh R (GM, Trade Finance)

Maximize the profits of the Company through the various policies in place for exporters and

importers.

To ensure that all the checks and controls are in place in the export-import transaction i.e. all the

FEMA requirements are met.

To make Profit reconciliation on a periodic basis.

To review the revenue and balance sheet items on a regular basis.

Functional Skills Required to do the Job of Mr.Ganesh R (GM, Trade Finance):

CA or MBA (Finance) with 15 years Work Experience

Good command over Financial Commercial issues.

Computer Savvy

Capability to negotiate and implement new processes.

Behavioral Skills Required to do the Job of Mr.Ganesh R (GM, Trade Finance):


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Communication skills

Team building

Motivation

Training Needs for Mr. Ganesh R:

Supply Chain management

E-Commerce

Advance knowledge in IT

Gathering the Data and Finding the best-suited program

After interviewing the employees and prioritizing the training needs of the person, I started looking into

the different training programs of premier business schools in India and abroad, which can cater the

needs of the person.

Prioritization of training need is done on the basis of the need of the organization and importance of the

program in performing the assigned role. Content sheet of few of the In-house and External programsare given below.

Training Program Content Sheet

In-house Programs

|S No |Program Title & Course Details |Duration |Faculty & Venue |

|1 |Managing Performance and Development |3 Days |Pragati-Arun Wakhlu |

|To help one manage ones own performance and that of | | |

| |their team. | |Corporate HR |


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After training is complete, the program should be evaluated to see how well its objectives have been

met. There are two basic issues to address when evaluating training program. The first is the design of

the evaluation study or controlled experimentation and the second is training effect to be measured.

Controlled experimentation is the best method to use in evaluating a training program. In it the

effectiveness of the program is tested by before and after tests on the control group.

Training effects to be measured:

1. Reaction:

Evaluate trainees reaction to the program. Did they like it? Did they think it worthwhile?

2. Learning:

Test the trainees to determine whether they learned the principles, skills, and facts that were

supposed to learn.

3. Behavior:

Observe whether the trainees behavior on the job changed because of the training program?

4. Results:

A training can achieve all the above three aspects but if it has not achieved its main result then it was

not an effective training.

Assessment and evaluation of training program:

No No

Yes Yes

No

Yes Yes


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Training Feedback Form has been designed to know the effectiveness of the program. The form basically

consists of evaluation on the content of training, faculty, and other things. Training Feedback form can

be seen at Annexure.

Competencywise Segmentation of Training Needs:

Training Needs of the whole India Region were competencywise segmented into five clusters namely:

1. Leadership Cluster

a. Team Building

b. People Development

c. Motivation

d. Planning and Organizing

e. Performance Management

2. Communication Cluster

a) Presentation Skills

b) Effective Communication

c) Negotiation Skills

3. Interpersonal Skills Cluster

a) Interpersonal Effectiveness

b) Conflict Management

c) Relationship Management

d) Creativity and Innovation

e) Change Orientation/ Flexibility

4. Job Related Needs Cluster


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5. Others

Definitions Of the Competencies

Leadership

The ability to establish a vision, communicate that vision to those in the organization and provide the

tools and knowledge necessary to accomplish the vision. These skills include the abilities to help in

creating high performance teams through coaching, motivating, delegating, facilitating, and by creating

environments that support the aim of the organization.

Main actions

1. Manages meetings- states the agenda and objectives, controls time, make assignments etc.

2. Uses authority fairly- uses formal authority and power in a fair and equitable manner, and treats all

members of the group equally

3. Promote group effectiveness- uses complex strategies to promote group morale and the

productivity

4. Positions self as a leader- ensures that others buy into leaders mission, goals, agenda, tone, policy,

sets good example ensures that group tasks are completed.

5. Communicates a compelling vision- has genuine charisma, communicates a compelling vision which

generates excitement, enthusiasm and commitment to the group mission.

Team Building

The innate ability of a person to lead, guide, and direct his colleagues as well as his subordinates

towards a common goal. These skills consist of inspiration, motivation, and guidance to others towardgreat accomplishments. The person consistently develops and sustains cooperative working

relationships, encourages and facilitates cooperation with the organization, fosters commitment, pride,

spirit, trust and develops leadership in others through coaching,, mentoring, rewarding, and guiding

employees.


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Main Actions

1. Develops direction - Ensures that the purpose and importance of the team are clarified (e.g., team

has a clear charter or mission statement); guides the setting of specific and measurable team goals and

objectives.

2. Develops structure - Helps to clarify roles and responsibilities of team members; helps ensure that

necessary steering, review, or support functions are in place.

3. Facilitates goal accomplishment - Makes procedural or process suggestions for achieving team goals

or performing team functions; provides necessary resources or helps to remove obstacles to team

accomplishments.

4. Involves others - Listens to and fully involves others in team decisions and actions; values and uses

individual differences and talents.

5. Informs others on team - Shares important or relevant information with the team.

6. Models commitment - Adheres to the team's expectations and guidelines; fulfills team

responsibilities; demonstrates personal commitment to the team.

People Development

Ability to help in enhancing the potential of people (as individual and groups) to perform better in all

spheres of life. It can be developed through training and capacity building, access to opportunities, and

access to an environment, which supports their development.

Main actions

1. Shows concern-Show care and concern for the professional and personal growth of others in the

organization

2. Objective-Agrees on clear objectives and milestone for himself / herself and the team

3. Openness-Is proactive and open to constructive feedback and suggestions

4. Continual learner- Strives to improve continuously by learning and encouraging others to learn


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5. Identifier -Identifies peoples developmental needs, recommends these needs and doesfollow-up

for their implementation

Motivation

Motivates employees to perform at their optimum level, works as a positive catalyst in the important

situations.

Planning and Organizing

Establishing courses of action for self and others to ensure that work is completed efficiently.

Main Actions

1. Prioritizes - Identifies more critical and less critical activities and assignments; adjusts priorities

when appropriate.

2. Determines tasks and resources - Determines project/assignment requirements by breaking them

down into tasks; identifying equipment, materials, and people needed; and coordinating with internal

and external partners.

3. Schedules - Allocates appropriate amounts of time for completing own and others' work; avoids

scheduling conflicts; develops timelines and milestones.

4. Leverages resources - Takes advantage of available resources (individuals, processes, departments,

and tools) to complete work efficiently.

5. Stays focused - Uses time effectively and prevents irrelevant issues or distractions from interfering

with work completion.

Performance Management

Focusing and guiding others in accomplishing work objectives.

Main Actions

1. Sets performance goals - Collaboratively works with direct reports to set meaningful performance

objectives; sets specific performance goals and identifies measures for evaluating goal achievement.

2. Establishes approach - Collaboratively works with direct reports to identify the behaviors,

knowledge, and skills required to achieve goals; identifies specific behavior, knowledge, and skill areas

for focus and evaluation.


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3. Creates a learning environment - As necessary, helps secure resources required to support

development efforts; ensures that opportunities for development are available; offers to help

individuals overcome obstacles to learning.

4. Collaboratively establishes development plans - Collaboratively identifies observation or coaching

opportunities, training, workshops, seminars, etc., that will help the individual achieve important goals.

5. Tracks performance - Implements a system or uses techniques to track performance against goals

and to track the acquisition and use of appropriate behaviors, knowledge, and skills.

6. Evaluates performance - Holds regular formal discussions with each direct report to discuss progress

toward goals and review performance; evaluates each goal, behavior, knowledge, and skill area.

Communication

The set of skills that enable a person to convey information so that it is received and understood. It

includes ability to make clear and convincing oral presentations to individuals or groups; to listen

effectively and clarify information needed; to facilitate an open exchange of ideas and to foster an

atmosphere of open communication; to express facts and ideas in writing in clear, convincing and

organized manner.

Main Actions

1. Organizes the communication Organizes and presents ideas effectively for formal and

spontaneous speeches.

2. Effectively participates in group discussions.

3. Prepares concise and logical written materials.

4. Listens carefully and responds to verbal and nonverbal messages - Seeks input from audience;

checks understanding; presents message in different ways to enhance understanding.

5. Responds appropriately to positive and negative feedback -Attends to messages from others;

correctly interprets messages and responds appropriately.

6. Comprehends communication from others.

Interpersonal Effectiveness

These are the skills required by a person to effectively communicate with other persons and react to

their ideas and decisions. These skills include the ability to consider and respond appropriately to the


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needs, feelings, and capabilities of different people in different situations. The person should also be

tactful, compassionate and sensitive and should treat others with respect.

Main actions

1. Understanding- Demonstrates an understanding of others' needs.

2. Providing feedback- Provides appropriate feedback in a manner that reinforces or elicits desirable

behavior.

3. Responding-Considers and responds appropriately to the needs, feelings, and capabilities of others.

4. Respect -Treats all individuals with sensitivity and respect

Conflict Management

Manages and confronts conflict amongst team members with his quick decision making capacity and

influencing quality.

Relationship Management

The ability to influence, empathize & build rapport with people, within & outside the hierarchy, in a

manner that commands respect & ensures their co-operation & commitment.

Main Actions

Shows respect- Treats people with respect and dignity

1. Work environment -Creates an environment that fosters teamwork through openness, trust and

empowerments

2. Conflict management- Manages conflict productively

3. Effective work relationships- Build and enjoys effective working relationships within and outside

his/her function in the company


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4. Networking -Displays strong networking skills

5. Empathetic- Demonstrates sensitivity and empathy in dealing with people

Creativity and Innovation

Develops new insights into situation that applies innovative solutions to make organizational

improvements, creates a work environment that encourages creative thinking and innovation; designs

and implements new or cutting edge processes.

Main Actions

1. Challenges paradigms - Identifies implicit assumptions in the way problems or situations are defined

or presented; sees alternative ways to view or define problems; is not constrained by the thoughts or

approaches of others.

2. Leverages diverse resources - Draws upon multiple and diverse sources (individuals, disciplines,

bodies of knowledge) for ideas and inspiration.

3. Thinks expansively - Combines ideas in unique ways or makes connections between disparate ideas;

explores different lines of thought; views situations from multiple perspectives; brainstorms multiple

approaches/solutions.

4. Evaluates multiple solutions - Examines numerous potential solutions and evaluates each before

accepting any.

5. Ensures relevance - Targets important areas for innovation and develops solutions that addressmeaningful work issues.

Flexibility

Is open to change and new information; adapts behavior and working methods in response to new

information, changing conditions, or unexpected obstacles. Adjusts rapidly to new situation, warranting

attention and resolution.

Main Actions

1. Tries to understand changes - Tries to understand changes in work tasks, situations, and

environment as well as the logic or basis for change; actively seeks information about new work

situations.

2. Approaches change or newness positively - Treats change and new situations as opportunities for

learning or growth; focuses on the beneficial aspects of change; speaks positively about the change to

others.


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3. Adjusts behavior - Quickly modifies behavior to deal effectively with changes in the work

environment; readily tries new approaches appropriate for new or changed situations; does not persist

with ineffective behaviors.

Recommendations

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 reportees. 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 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 evaluated.

Training Need Analysis Form

This Training Need Analysis Form is the first step towards the process of identifying the areas where

both individuals and organization need improvement in order to become more effective at achieving

their own and the objectives of the organization.

We expect you to give your wholehearted support in this process.

In this form there are 5 clusters of broad improvement areas (Major Cluster) are given with the

components of it. You have to tick the Major Cluster in which a person needs improvement and then


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you have to give ranking to the components of that cluster according to the preference for training (1

being most preferred and onwards).

If you choose more than one major cluster for training then please also provide ranking to the major

clusters in order to the preference.

1. Leadership Cluster

a. Team Building

b. People Development

c. Motivation

d. Planning and Organizing

e. Performance Management

( 2. Communication Cluster

a. Presentation Skills

b. Effective Communication

c. Negotiation Skills

( 3. Interpersonal Skills

a. Interpersonal Effectiveness

b. Conflict Management

c. Relationship Management

d. Creativity and Innovation

e. Change Orientation/ Flexibility

4. Job Specific Requirements (Please mention them in order of the preference)

a) ________________________________________


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b) ________________________________________

c) ________________________________________

5. Person Specific Requirements (Please mention them in order of the preference)

a) __________________________________________

b) __________________________________________

c) __________________________________________

Any Other Additional Comment/ Remark:

____________________________________________________________

________

____________________________________________________________

________

____________________________________________________________

____________________________________________________________

____________________________________________________________

________________________

Date Signature


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(To be filled By Human Resources India Region only)

Signature Signature

Bhagwat Yagnik Charu Mittra

Director-HR Manager-HR

Training Record Card

|S No |Title of the Training Program |Institute |Faculty |Year |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

Signature Signature

(Holder of the Card) (Manager-HR)

OBJECTIVES OF THE PROJECT

The objectives of the project are:


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Designing of Induction Process for India Region, Ranbaxy Laboratories Ltd.

Updation in Induction Manual

Introduction to Induction

Recruitment is an expensive business. It takes time, money and effort to find the right people to join

your team. What a pity it would be to destroy this by forgetting the importance of treating a new

employee really well on joining the organization.

Induction is the process, formal or informal that introduces newcomers to organization.

Ideally it should take place as soon as possible after the new member has arrived.

Induction is provided to cover a basic understanding of the companys history, products, policies and

procedures. The aim is for new employees to be integrated into organizations work environment as

soon as possible.

An induction process includes orientation programs, which have been designed for all employees.

Orientation is seen as an integral part of developing organizations culture in alignment with its vision

and mission.

An induction process that is shaped around the individual and their job role will ensure smooth entry

and familiarity with the companys culture and procedures.

Induction of people new to the organization is a continuing training need for business small and large.

From the individuals point of view it is the period where they find their feet, learn about their new

organization, their new job, and the people with whom they will be working. It is also the period during

which they absorb the new culture, ethics, and standards of the business and begin to form judgments

about what is acceptable and non-acceptable in terms of behaviors and inputs.

From the organization's point of view Induction is the period, which if used effectively equips and

prepares the new joiner for their role and gives them the basic knowledge required to begin functioning

effectively and safely at the earliest possible moment. Induction is also the period during which the

employer can quickly confirm the wisdom of the decision the individual has made to come and work

there and make them feel welcomed and valued.


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Objectives

The objectives of Induction and Development Program are to:

Provide a planned and structured Induction and Development Program to all newly

appointed staff.

Provide information about core business.

Provide clear expectations about performance.

Provide opportunities for planned learning programs for skill and knowledge development.

Set personal objectives linked to organizations strategic objectives.

Provide support through coaching, mentoring and feedback

Encourage continuous performance and professional improvement through reflective

practice.

Outcomes

The outcomes of the Induction and Development Program are:

Organization

Gain a return on investment in recruitment and selection.

Accelerated productivity of staff in new roles.

Contributing staffs that understand the business and goals of the Organization.

Individual

Reinforces their decision to join the Organisation.

Improves commitment to the Organisation

Increased job satisfaction, and hence performance.


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Manager

Assist to fulfill the leadership responsibilities to new staff.

Enhances the performance and growth of the team

Who does the Induction and Development Program apply to

The Induction and Development Program applies to all staff as the need for orientation and learning

opportunities applies to all staff, regardless of occupation, level, or type of appointment. The principles

underpinning the Induction and Development program are:

a. All staff new to the Organisation will require an induction into the organisation.

b. All staff moving into a new position will require a workplace orientation.

c. All staff in all positions require:

Clear performance expectations,

The provision of learning opportunities to assist them perform to expected standards,

Opportunities for setting personal objectives (linked to Organization goals) for their development,

Feedback on progress and performance.

Timeframe for Induction and Development

The Induction and Development Program will occur in the initial period when a staff member

commences a new job, however the length of the period will vary depending on the nature ofemployment conditions and the complexity of the job.

Orientation Programme


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The orientation programme contains various topics essential for the new employees basic

understanding of the organizations work life. Key personnel considered to be most familiar with the

subject matter will conduct the orientation.

Methods for Induction Training

A range of methods exists which can contribute to effective Induction. The methods available include:

Formal input sessions

Intranet information and access

Computer-based CDs

Text-based self-study material

Projects

Planned work exposure.

Sensible use of a mixture of these methods will:

Balance information delivery

Engage the New Joiner's early enthusiasm for learning about the organization and the job

Reduce the input necessary from Line Managers and others

Ensure that learning and information transfer takes place for the new joiner.

Kinds Of Induction

Induction can be provided in two forms:

Verbal Induction

Written Induction or Induction Manual

Best induction will be a balanced combination of both, as for policies and company profile verbal

orientation will not have that everlasting effect as the Induction Manual. Induction Manual will be used


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All the contents of the Induction can be divided in Induction Manual and Verbal Induction.

Contents Of Induction Manual

Vision and Mission Statement of the company

Company History

Company Culture

Company Structure

Company Processes

Company Policies

Training Policies

Health and safety

Contents of Verbal Induction

Introduction to employees and tour of company facilities

Training Policies

Conflict of interest; competitors

Work specifics/ departmental structure/ working relationship with other personnel

Office procedures

Safety procedure

Verbal Induction can also cover the three broader aspects of Induction. These are

What the new entrant needs/wants to know

What the organization, as a good employer wants to make known to the individual


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What has to be made known to the new entrant e.g. legislative requirements, employment

conditions etc.

What the Individual wants to know

Interestingly, the key early concerns of all new entrants, irrespective of age or seniority tend to be

similar. These early concerns are about very personal issues such as:

Who is my boss and what are they like?

Who will I be working with? What are they like?

What are the arrangements for pay, holidays, meal breaks, flexi time?

What is my workplace like? Will I have all the equipment I need?

What are the 'rules', standards etc which I need to fit in with?

Until these personal issues are addressed the new entrant will have little interest in, or retention of,

other information.

What the good Employer wants to share with the New Entrant

The employing organization will want to ensure that the new employee receives quite a range of

information. This is explained by this design:

This represents a lot of information, all of it important, both to the individual's understanding of what is

required of them and why and to their competence and willingness to make the necessary contribution.

Many people and sources will be involved in providing the necessary information. Careful thought needs

to be given to timing and method of delivery to ensure that learning takes place effectively for the new

individual.

Responsibility for induction

In order to provide a structured and well-planned induction for the individual, the line manager should

consider putting in place the following:

1. Role of Division of Human Resources


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The Division of Human Resources is responsible for the provision of the formal induction elements

of the Induction and Development Program to all new continuing and fixed-term staff. This includes:

Pre-employment contact (to welcome and inform new staff of the

strategic business directions of Organization).

A session on Day 1 of the new staff members service (to provide

employment and compliance information).

Welcome and information session (to provide information about organizational structure and

functions)

2. The role of the manager

The Manager is responsible for the provision of a planned and structured Induction and Development

program for staff in their work area. This program must be in place prior to the commencement of

employment of the staff member. The Manager may delegate some of these activities to other staff. His

responsibility for the induction basically can be divide in two sections:

a) Newly appointed staff

The Manager is responsible for ensuring there is a planned program in place that includes:

Orientation of staff to the Organization and their local workplace

Provision of clear expectations of the role, accountabilities and responsibilities of the

position.

Identification of the elements of the position that are critical to the new staff members ability to be

effective in their environment.

Identification of the new staff members current skills and knowledge in relation to these elements (in

consultation with the staff member).

Negotiation setting of personal objectives with the new staff member, (to guide learning and

development) to be able to perform as expected.


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b) Internal appointments

The Manager is responsible for ensuring there is a planned program in place that includes:

Workplace orientation.

Information about legislative and compliance requirements.

Clear performance expectations linked to Organization strategic goals.

Learning opportunities to ensure the staff member can develop the skills to perform as expected.

Providing regular feedback on performance and progression towards objectives.

3. Role of The new staff member

Each staff member is responsible for developing the skills necessary for the efficient performance of

their duties. The staff member is responsible for developing personal objectives and participating in

activities to achieve these objectives. The responsibility for actioning the Individual Development Plan

may be delegated to the new staff member, however they will need initial assistance with identifying

whom they should contact about what, and this is the Managers responsibility.

4. Other Service Divisions

The Divisions and Sections that provide services to other areas of the Organization are responsible for

the development of resources and activities to explain their service provision role. These resources and

activities will support the workplace orientation, learning and development of staff in other Divisions

and Faculties. Managers are responsible for identifying and requesting the delivery of these resources

and activities for their newly appointed staff.

Pre-arrival preparations

A personalized induction programme should be made. A schedule should be prepared, which will

include key objectives to be met, tasks to be learnt, people to meet. A plan could include a checklist of

what should be done for example on the first day, in the first week and the first month. It is important to

include who is responsible for the activity happening and the option of signing the task off on


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completion. This will provide a record of the induction, which can be used for probation or appraisal

purposes.

The following questions should be asked before the new member of staff arrives:

Appoint someone in the Division to be a buddy/guide for the first 3 6 months. Make sure the

buddy/guide has freed up some time and has the relevant job description and post specification for the

new member of staff.

Provide the buddy/guide with a copy of the Guidelines for the Guide

Appoint a back up, in case the buddy/guide is not available or ill.

Discuss and agree which members of staff will be supporting the new starters induction. Ensure that

those involved are aware as to who has responsibility for each of the items on the Pre-employment and

subsequent Action Checklists.

There are advantages in sharing the responsibilities among a number of members of staff. In this way

you can avoid too great a burden being placed on the buddy/guide and, at the same time, this will assist

the new member of staff in establishing a working relationship with other colleagues in the area.

Arrange for all staff in the Division to be informed of:

Where the new member of staff will be located/their extn no. and e-mail address;

What they will do;

Who they will be working for;

Who their buddy/guide will be;

Any adjustments required in relation to disability.

First Day

Make sure you are available to welcome the new member of staff to the Division. This will include:

Introduction to buddy/guide.

Share Induction File and discuss contents.

Explain how induction works.

Allocate a time to review towards the end of the week/beginning of next week.

First Few Weeks

At the end of the first week/beginning of second week meet with the new member of staff to review the

induction process to date and identify any difficulties, which may have been experienced. The topics


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listed under the One to One heading below will form the basis for discussion with the new starter over

the probationary period. It is not envisaged that the full range of items would necessarily be dealt with

at the initial meeting.

4.2 One to one. Information gathering and identification of training needs

Achievements

What have been your main achievements before joining us?

Strengths

What strengths have you brought to the job that you can fully utilize?

Blocks

Is there anything likely to get in the way of you performing as well as you would like?

Areas of improvement

What areas of the job could you improve, with or without support?

Training and Development Needs

Obtain an initial identification of training needs (using the post specification) and identify what training

and development activities the person might wish to include. This is also an opportunity to share

sources of development activity at the Organization.

In conclusion

Induction is necessary to the rapid, effective integration of New Joiners. Badly handled it can be costly in

terms of early leavers, demotivated individuals, wrong learning taking place, mistakes made and

problems created.

Well-designed Induction can capitalize on the investment in recruitment, motivate New Joiners and

ensure that the organization benefits from the early integration of effective and competent employees

INDUCTION PROCESS FOR INDIA REGION

I designed the Induction process for India Region, Ranbaxy Laboratories Ltd. I discussed the current

induction process with my guide and thought of the possible changes. As in India Region till now there

was no structured Induction Process.


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After discussing it with my guide I thought of the necessary things a new entrants should get, know and

understand on the joining of his/ her job.

First I decided to give the Induction Process of Ranbaxy a nice name, signifying the commitment of

Ranbaxy towards its family members (employees).

So I named the Induction Process of India Region P.E.A.R.L (Preparing Excellence At Ranbaxy

Laboratories).

The designed Induction Process for India Region is as follows:

P.E.A.R.L.

(Preparing Excellence At Ranbaxy Laboratories)

Induction Programme can happen in the following ways:

1. Two sessions for each new arrival

(one monthly session or on joining session and one quarterly session)

2. A mentor system

3. Administrative information given by the new staff member's division

Monthly session or On Joining Session

An induction session is held every month on the afternoon of the first working day of the month or the

day of joining of the new person. This Induction will be done with the help of the HR Staff, his Supervisor

and his Buddy. The session consists of a series of brief presentations on subjects that go as far as

possible towards smoothing the process of installation and integration of new staff members and

fellows in Ranbaxy and the surrounding area. Provide the new employee with an India Region specific

Induction Manual. For this Programme the induction list includes certain things.(See induction manual

for India region ) and (Monthly session or on joining session)

Quarterly Session


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A second follow-up session is held about once every three months. The Directors, General Managers and

a member of the Directorate welcome the new arrivals, who also receive information on the activities of

Ranbaxy Laboratories Ltd and administrative procedures. This session ends in a question-and-answer

session with a member of the Directorate, which gives the new arrivals the chance to have a direct

conversation with one of the Directors on topics chosen by them. The schedule for this type of induction

could be like this. (See Quarterly Session)

The mentor system

New staff members and fellows who have not had a previous contact with Ranbaxy and come from

outside the area are allocated a mentor whose task it is to help them integrate in Ranbaxy and the

surrounding area.

These mentors are chosen on the basis of their date of entry into Ranbaxy, their cultural and geographic

origin and their family situation. The intention is to provide new arrivals with someone who has the

largest number of things in common with them so they can best answer the questions that might be

worrying them about their integration within Ranbaxy and the local area in both their professional and

private lives.

Administrative information given by the staff member's division

This kind of information varies according to the division concerned, depending on its size and the work it

is engaged with. The following kinds of information are generally provided:

The organization and functions of the division; its management

The administrative procedures used by the division

Procedures for taking leave and requests for training

It is basically a subpart of monthly or on joining induction.

Induction Manual specifically for India Region

India Region Welcomes you and hopes this to be a beginning of an everlasting and mutual satisfying

relationship.

The purpose of this checklist is to help you develop the skills to get started in your work and assist you

to feel at home in your new workplace quickly.

Those responsible for your induction are:


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Name

Your Supervisor: He has the overall responsibility to coordinate your induction.

Your Buddy : He is selected by your supervisor to help you through the process

Human Resources: Human Resources Staff provide information to get you started.

You : Along with all these persons responsible for your induction, you are also

responsible for keeping track of the process and make sure the things happen.

This checklist includes the following:

1. List of the departments in India Region

2. Telephone no list of the persons of India Region and other important persons in

Ranbaxy.

3. Route Map of the departments of India Region

Monthly Session or On Joining Session Induction

Outcome:

The new staff member is welcomed by their manager and colleagues, attends the Division of Human

Resources formal induction and is made aware of what they can expect over the first few weeks of

employment.

Purpose:


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To introduce new staff into a welcoming atmosphere, by helping them to feel included in the workgroup

and demonstrating that organization value them as team members.

Human Resources:

Check: If he has provided with the documents necessary for the employment

Necessary certificates and documents

Discuss: Prior service superannuation

Explain: Terms & Conditions of employment, Awards, Performance Management System, Work hours,

and Leave, Dress Code, Overtime policy, Identity card, other facilities

Ranbaxy Summer

Documents

Transcript of Ranbaxy Summer