Team Members

Kaivan Solan (2932) Tabita Yaqoob (53223)

M. Shaheryar Khan (53188)

Company

Unilever Pakistan

Topic

Training Need Assessment

Training and Development Project

Person contacted:

Aryenish Byramji

Official company email

aryenish.byramji@unilever.com

Letter of Transmittal

13 April, 2012

Mr. Muneeb Kidwai

Course Teacher

PAF-Karachi Institute of Economics & Technology

Dear Sir,

We are submitting the final course project of TRAINING AND DEVELOPMENT. As per your

advice, the report is based on “GAP ANALYSIS OF TNA (UNILEVER)”.

We are thankful to your guidance in the project, without which this could not be completed.

We tried to cover both positive and negative aspect of this assigned topic. If there is any

question in your mind, which requires clarification, we will be grateful to clarify it.

Yours truly,

KAIVAN SOLAN – 2932

TABITA YAQOOB – 53223

M.SHAHRYAR KHAN – 53188

ACKNOWLEDGEMENTS

We thank Al mighty Allah, the most beneficial and most merciful for blessing us

with the wisdom and energy to achieve knowledge and the strength to do more.

We thank our guide and teacher, Sir Muneeb Kidwai, for instilling in us the

resources we needed to analyze this project and its objectives as a whole. He has

been a mentor, a constant source of knowledge in enabling us to think beyond

limits as we called them before through the course of Training and Development.

We also thank Mrs. Aryenish Byramji for helping us out through the project by

providing us valuable information regarding the training and development

department at UNILEVER. Her time being a training officer is precious and we

sincerely thank him for his patience and keen interest while participating in our

interview questions.

TABLE OF CONTENT

LETTER OF TRANSMITTAL.....................................................................................................................3

PURPOSE.............................................................................................................................................7

OBJECTIVES..........................................................................................................................................7

HISTORY...............................................................................................................................................8

MISSION............................................................................................................................................11

VISION...............................................................................................................................................11

UNILEVER GOAL VALUES....................................................................................................................11

PURPOSE & PRINCIPLES......................................................................................................................12

SERVICES OF UNILEVER......................................................................................................................13

TRAINING TYPES AT UNILEVER...........................................................................................................13

COMPANY PRACTICES AND METHODS:...............................................................................................14

RESULTS OF THESE TRAINING NEEDS..................................................................................................15

EXISTING TRAINING PRACTICES ACCORDING TO NEED ASSESSMENT..................................................16

PROJECT OVERVIEW

Unilever is the leader in Pakistan’s FMCG market, serving a wide range of customers throughout

the country since the first day of its conception. At Unilever utmost care is taken in meeting the

demands of the modern day world, be it related to customers, human development, or

organizational development.

Without skilled and developed workforce, no company can dream of being a leader in that

industry, therefore, to stay ahead of the game Unilever has contributed a separate major

portion for T&D purpose. Unilever is deeply conscious of the pivotal role that human resources

play in the success of an organization. As a matter of fact, human resource development has

been identified as an area of key importance.

When it comes to training and development Unilever gives on the job training. They believe

that the employee tends to learn a wide variety of jobs and a wider perspective on the

organizational activities.

Purpose

The purpose of conducting a needs assessment is to validate the judgment with actual training

needs to ensure that solution addresses the most needed subjects and effectively focuses the

appropriate resources, time and effort toward targeted solutions. Training need assessment is

to identify the gap between the model situation and the actual situation and the way in which it

can be bridged.

As the gaps are identified, they are evaluated to determine the manner in which the gaps can

be bridged. The results of training needs analysis will highlight the subject wise need to bridge

the gap to, help in the preparation of training modules and facilitate in the development of

Learning Program.

Objectives

The main objectives for doing training needs assessment are: -

• To determine whether any training is needed

• To determine the areas in which training is needed

• To determine the gap to be bridged

• To determine desired training outcomes

• To provide a basis of monitoring and evaluation

COMPANY INTRODUCTION

History

Helping people get more out of life

In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for Sunlight

Soap – his revolutionary new product that helped popularize cleanliness and hygiene in

Victorian England. It was 'to make cleanliness commonplace; to lessen work for women; to

foster health and contribute to personal attractiveness, that life may be more enjoyable and

rewarding for the people who use our products'.

This was long before the phrase 'Corporate Mission' had been invented, but these ideas have

stayed at the heart of our business. Even if their language - and the notion of only women doing

housework – has become outdated.

In a history that now crosses three centuries, Unilever's success has been influenced by the

major events of the day – economic boom, depression, world wars, changing consumer

lifestyles and advances in technology. And throughout we've created products that help people

get more out of life – cutting the time spent on household chores, improving nutrition, enabling

people to enjoy food and take care of their homes, their clothes and themselves.

Balancing profit with responsible corporate behavior

In the late 19th century the businesses that would later become Unilever were among the most

philanthropic of their time. They set up projects to improve the lot of their workers and created

products with a positive social impact, making hygiene and personal care commonplace and

improving nutrition through adding vitamins to foods that were already daily staples.

Today, Unilever still believes that success means acting with 'the highest standards of corporate

behavior towards our employees, consumers and the societies and world in which we

live'. Over the years we've launched or participated in an ever-growing range of initiatives to

source sustainable supplies of raw materials, protect environments, support local communities

and much more.

Through this timeline you'll see how our brand portfolio has evolved. At the beginning of the

21st century, our Path to Growth strategy focused us on global high-potential brands and our

Vitality mission is taking us into a new phase of development. More than ever, our brands are

helping people 'feel good, look good and get more out of life' – a sentiment close to Lord

Leverhulme's heart over a hundred years ago.

Forging new paths

The 21st century started with the launch of Path to Growth – a strategy to transform the

business, leading to more acquisitions and the rationalization of manufacturing and production

sites to form centers of excellence. This was followed by the One Unilever program, aligning the

organization behind a single strategy, simplifying our business and leveraging our scale more

effectively.

Our mission 'to meet everyday needs for nutrition, hygiene and personal care with brands that

help people look good, feel good and get more out of life' was launched in 2004. Reaching

across the whole organization, how we are 'bringing Vitality to life' continues to provide the

basis for our category, regional and functional strategies today.

The last decade has seen a fundamental shift in people’s shopping and purchasing habits. With

consumers becoming more socially, environmentally and civically motivated, we are

increasingly embedding sustainable thinking into our day-to-day activities. In 2002, the Lifebuoy

brand launched its hygiene education program, Swasthya Chetna. This has reached nearly

51,000 villages and made a difference to the lives of 120 million people in rural areas of India.

In 2004, we became a founding member of the Roundtable on Sustainable Palm Oil (RSPO) – a

body which we currently chair. In 2008, in an effort to halt deforestation, we announced our

commitment to draw all our palm oil from certified sustainable sources by 2015. In 2007, Lipton

launched a sustainable tea partnership with the Rainforest Alliance, announcing our aim to

have all Lipton Yellow Label and PG Tips tea bags in Western Europe sourced from Rainforest

Alliance Certified™ farms by 2010 and all Lipton tea bags globally similarly sourced by 2015.

As the end of the 2000s draw to a close, the whole world is experiencing unprecedented

economic uncertainty. Unilever was born at the time of the Great Depression of the 1930s and

has had to deal with many economic and financial crises since. Being able to respond quickly to

rapidly changing market conditions will ensure it emerges from the recession stronger than

ever.

Unilever establishment in Pakistan

The Unilever Pakistan Limited (UPL), formerly Lever Brothers Pakistan Limited was established

in Pakistan 1948. The town of Rahim Yar Khan was the site chosen for setting up a vegetable oil

factory. Unilever Pakistan is the largest fast-moving consumer goods (FMCG) company in

Pakistan, as well as one of the largest multinationals operating in the country. Unilever is now

operating six factories at different locations around the country. The Unilever's Head Office was

shifted to Karachi from the Rahim Yar Khan site in the mid 60's.

MissionOur mission is to add Vitality to life. We meet everyday needs for nutrition; hygiene and

personal care with brands that help people look good, feel good and get more out of life.

VisionWe help people around the world meet everyday needs for nutrition; hygiene and wellbeing,

with brands that help people look good, feel good and get more out of life.

Unilever Goal Values

1. Excellence: Unilever believes that excellence in our core activities emerges from a

passion for satisfying its customers' needs in terms of total quality management. Its

foremost goal is to retain corporate leadership.

2. Cohesiveness: Unilever endeavors to achieve higher collective and individual goals

through team. This is inculcated in the organization through effective communication.

3. Respect: Unilever is an Equal Opportunity Employer attracting and recruiting the finest

people from around the country. We value contribution of individuals and teams.

Individual contributions are recognized through our reward and recognition program.

4. Integrity: Unilever upholds its values and Business Ethics principles in every action and

decision. Professional and personal honesty, dedication and commitment are the

landmarks of our success. Open and transparent business practices are based on ethical

values and respect for employees, communities and the environment.

5. Innovation: Unilever is committed to continuous improvement, both in New Product

and Processes as well as those existing already. It encourages Creative Ideas from all

stakeholders.

Purpose & principles

Our corporate purpose states that to succeed requires "the highest standards of corporate

behavior towards everyone we work with, the communities we touch, and the environment on

which we have an impact."

Always working with integrity

Conducting our operations with integrity and with respect for the many people, organizations

and environments our business touches has always been at the heart of our corporate

responsibility.

Positive impact

We aim to make a positive impact in many ways: through our brands, our commercial

operations and relationships, through voluntary contributions, and through the various other

ways in which we engage with society.

Continuous commitment

We're also committed to continuously improving the way we manage our environmental

impacts and are working towards our longer-term goal of developing a sustainable business.

Setting out our aspirations

Our corporate purpose sets out our aspirations in running our business. It's underpinned by our

code of business Principles which describes the operational standards that everyone at Unilever

follows, wherever they are in the world. The code also supports our approach to governance

and corporate responsibility.

Working with others

We want to work with suppliers who have values similar to our own and work to the same

standards we do. Our Business partner code, aligned to our own Code of business principles,

comprises ten principles covering business integrity and responsibilities relating to employees,

consumers and the environment.

Services of Unilever

As Unilever is an FMCG they actually do not have services as such because they are mainly

producers of personnel goods. The three main sections of Unilever are:

1. Food

Tea, Ice cream, Soups, Butter, Desserts

2. Personal care

Soaps, Shampoos and body care items

3. Household

Detergents, bleach etc

TRAINING TYPES AT UNILEVER

In order to main the sustainability of the workforce following many types of trainings are conducted.

New Technology and Methods Designing

Personal Skills Development

Organizational Development

Emergency Training

Environment and Safety Trainings

One- and two-day open enrollment workshops

Certification Programs

Project Related Training

Cross Functional Training

COMPANY PRACTICES AND METHODS:

1. Customized training:

In customized training, people from various different companies of the same industry go to an

institution for training. Unilever also sends its staff for training.

2. In-House Training:

Only Unilever employees are there and these training sessions are conducted in the Unilever house.

3. ACR (Annual Confidential Report):

ACR is done by Unilever to find out the assessment of training. Later the ACR name was change to EDR

(Employee development report) to give positive impact on employees.

4. Interview

Every employee is interviewed (before training) what are they lacking in, what difficulties do they face.

And (after training) what they have learned from the training and how will they apply it on the job.

5. Observation

Observation is being done by senior managers or their team leaders (if they are in a team). Through this

we find out what problems do they face and what areas do they need to improve.

6. Survey

A survey is through a normal questionnaire filled by employees every year.

7. On the Job training:

During the training the trainees are sent to the different departments of the organization in order to

expose and familiarize them to the business environment of the entire organization. The training period

for different employees varies according to the nature of the job they likely to handle.

8. Off the Job training:

The employees are given off-the-job training in the form of lectures, video presentations, self-study,

WOW training is also off-the-job for sales staff.

9. Seminars and Workshops:

Training and development department also arranges seminars and workshops for their employees. The

main purpose of these seminars is to create awareness. Different seminars are for different level of jobs,

but the seminars regarding health, safety, and environment are for every employee.

RESULTS OF THESE TRAINING NEEDS

Through the help of assessments employees’ potential strengths weaknesses and performance

appraisals are assessed and formal training is given to them to capitalize on their skills. The type of

training and its period varies from individual to individual.

Through the training employees are motivated to work innovatively on new assignments. Job rotation is

done so that they do not get bored with their current jobs and put their skills and abilities in other tasks

and simultaneously broaden their area of knowledge. Through these trainings they are aware of the

current technologies and new innovative product designing is generated through pool of new ideas.

Through Organization Development they learn new things, change their way of working and implement

the new change process in their work for future development.

EXISTING TRAINING PRACTICES ACCORDING TO NEED ASSESSMENT

Conference

Development Assignment

In-house

College course

Associations (apprenticeships)

Mentoring

Special Designated Courses

GAP ANALYSISGap analysis is the gap between required performance and actual performance. This analysis focuses on

the necessary job tasks/standards, as well as the skills, knowledge, and abilities needed to accomplish

these successfully. It is important that we identify the critical tasks necessary, and not just observe our

current practices. We also must distinguish our actual needs from our perceived needs, our wants.

Unilever uses different type of method to identify the gap between the performances of employee. The

first step taken by Unilever is to check the actual performance of their employee against existing or

actual standard of performance and for that they do survey, performance test observation to find out

the lacking point of their employee. Unilever provides different improvement initiative to their

employee to rise up their performance level so that they can meet their require standards of

performance. In training and development book we study different method of identifies the gap

between actual and required performance standards of employee and Unilever does all those step to

identifies the lack of performance of employee that is to identify where lack of competence prevent the

achievement of business objectives

COURSES PREFERRED BY THE EMPLOYEES

SR.NO VARIABLE RESPONSE IN %

1 Decision Making Skills 90

2 Leadership Skills 77

3 Strategic Planning 64

4 Supervisor And Managerial Skills 62

5 Negotiation Skills 53

6 Presentation Skills 42

7 Brand Management 35

8 Stress Management 35

9 Business Writing Skills 29

10 Motivation 19

11 Self Management 19

RECOMMENDATIONS

The training and development department of Unilever is playing an important role in training and

development of its employees to be at competitive edge and to develop its potential employees to

enrich their knowledge. Unilever also needs to enhance their skills by training them with business

related courses available in the corporate sector.

Training usually starts from its orientation programs to management training they spend millions of

dollars each year to enhance the skills of its management and non management employees through on

the job, off the job, apprenticeship and coaching training programs. As compared to the training and

development of P&G, Reckitt Benkiser, Unilever training programs are more effective in achieving their

corporate level goals.

There is a need to eliminate favoritism; it needs to hire an organizational psychologist. Employees

working in rural areas should be given the opportunity to visit the head office for training. They do not

have any specific module of conducting TNA; the one method they are currently following is internally

developed. It must develop a new TNA model which is a mix of qualitative as well as quantitative factors

for realistic picture of the training need. It has also been found that Unilever has not hired any external

consultant for T&D.

Questionnaire

Name

Age: _________________

Designation: _________________

Department: ____________________

Trainings received in the past: __________________

1. Do you think your organization conducts Training Need Assessment (TNA process)?

o Yeso No

2. Do you think it is necessary for your organization to have need assessment before training?

o Yeso No

3. In your opinion what are the main needs of employees for training to succeed?

4. What are the factors you see that can influence you in performance and learning?

o Intellectual

o Learning environment

o Trainer’s personality

5. Do you think training is important for new as well as current employees?

o Yeso No

6. Do you consider Employee level of performance and goal of organization while designing the training program?

o Yeso No

7. Does training benefit the organization?

o Yeso Noo Sometimes

8. Do you think that the relevancy of the training will lead to effective learning?

o Yes

o No

9. Who do you think should be trained first?

o Managerso Professionalso Core employees

10. Do you perceive training program as an opportunity?

o Yeso No

11. Do you consider feedback important after training program?

o Yeso No

12. Does your company arrange seminars and workshops for you employees?

o Yeso No

13. Do you think is there any relationship between organizational goal and training need assessment?

o Yes

o No

14. There are numerous training and development approaches that are On-the-job training, Off-the-job training. Do you think both approaches are important for the performance of employee development?

o Yeso No

15. Do you think training and development should be done on monthly and quarterly basis?

o Yeso No

16. Do you agree that the tasks and equipment used in the training environment are similar to your work environment, tasks and equipment?

o Yeso No

17. What are the qualities does your organization expect from you trainees?

18. What are the qualities do you think the trainer should have?

19. What amount does your company annually spend on TNA?

o Less than 1 Milliono 2 Million to 10 Milliono More than 10 Million

20. What are the methods to identify the Training needs in your Organization?(Write “yes” wherever applicable)

Self-report questionnaires Observation

Individual interviews Checklist / job description

Performance Appraisals Technical expert conference

Opinion surveys Critical incident

Thank you for filling the form

INTERVIEW QUESTIONNAIRE

21. Briefly explain your TNA process?

22. What are the different methods you use in Training employees?

23. What are top 3 goals of your training department? Excellence in customer service Total quality control Employee performance

24. Which of the following personnel’s are involved in TNA process? Upper management Middle Management Trainers

25. At what levels of the organization do you offer training? Please state...

26. Please rate the general attitude of all managers towards training from 1 - 5. With 1 being poor, and 5 being excellent

27. How would you rate the coordination between the training departments with business function on the scale of 1 – 5? 1 being poor and 5 being excellent

28. How does your organization identify training and development needs?

29. Which of the following techniques are you adopting for training need assessment?

Observation Interviews Questionnaires Focus Groups Documentation (Technical Manuals Records) Online Technology (Software)

30. If given a choice, what would you do differently in your company to enhance the organizational capability of your employees?

Training Process Flow

Training Form

Name:Department:Reporting to:Training Topic:Trainer:Date and Duration:Venue:

1. How do you over all rate training?

Poor Average Good

2. How was delivering skills of the Trainer?

Poor Average Good

3. The Trainer used the appropriate tools (multimedia, OHP, PowerPoint etc) to make himself more understandable?

Poor Average Good

4. Trainer’s speech was understandable by you?

Poor Average Good

5. The skills that you learned from the training are relevant to your job?

Poor Average Good

6. The skills will help you in your job?

Poor Average Good

7. The training will improve your work performance?

Poor Average Good

8. You think this trainer should give more trainings on different topics?

Poor Average Good

9. Do you think you will take more trainings from this trainer?

Poor Average Good

10. The venue and duration of the training was?

Poor Average Good

Sample Training Evaluation Form

I am a: Area Supervisor Data collector Data entry personnel

Please indicate your impressions of the items listed below.

StronglyAgree

Agree Neutral DisagreeStronglyDisagree

1. The training met my expectations.

2. I will be able to apply the knowledge learned.

3. The training objectives for each topic were identified and followed.

4. The content was organized and easy to follow.

5. The materials distributed were pertinent and useful.

6. The trainer was knowledgeable.

7. The quality of instruction was good.

8. The trainer met the training objectives.

9. Class participation and interaction were encouraged.

10. Adequate time was provided for questions and discussion.

11. How do you rate the training overall?

Excellent Good Average Poor Very poor

10. What aspects of the training could be improved?

THANK YOU FOR YOUR PARTICIPATION!

Training Model used by Unilever

Identify training requirements

Develop training content

Define learning goals and objectives

Conceptualize training program

Review by stake holders

Pilot training content

Roll out training content