ON

“INDIVIDUAL DEVELOPMENT
PLANNING”
IN

AT
PARLE BISCUITS PVT. LTD.
SECTOR-01, PLOT NO-03, INDUSTRIAL ESTATE, PANTNAGAR,
RUDRAPUR (UTTRANCHAL)

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR BBA DEGREE

(2008-2011)

SUBMITTED BY:-
MISS NIKITA GUPTA
BBA(B&I)
DECLARATION

I hereby declare that project entitled “INDIVIDUAL DEVELOPMENT PLANNING IN PARLE

BISCUITS PVT LTD” prepared by me is my original work. This report is totally prepared by my

own efforts & has not been copied from any other sources.

Ashish Bhandari

BBA Gen

3rd sem

ACKNOWLEDGEMENT
I take this opportunity to express my profound and sincere gratitude to Delhi Institute Of Rural

and Development, Nanglipoona for providing me with the opportunity to explore the corridors of

the Corporate World and gather invaluable information and practical experience via such summer

training project in Human Resource.

CONTENTS
CHAPTER-1 INTRODUCTION
 PREFACE
 OVERVIEW OF STUDY
 INTRODUCTION TO PARLE
 MISSION
 VISION
 ORGANISATION CHART
 QUALITY AND FOOD SAFETY POLICY
 OBJECTIVES
 GOALS
 5’S
 TAGGING SYSTEM
 KAIZEN
 HACCP
 PARLE PRODUCTS
 EMERGING TRENDS OF THE BRAND
 SWOT ANALYSIS
 COMPANY PROFILE

CHAPTER-2 THEORY OF INDIVIDUAL DEVELOPMENT PLANNING

CHAPTER-3 RESEARCH METHODOLOGY

CHAPTER-4 RESULT
 FINDINGS
 SUGGESTIONS
 CONCLUSION

ANNEXURE

BIBLIOGRAPHY
 CHAPTER- 1

INTRODUCTION TO PARLE
A long time ago, when the British ruled India a small factory was set up in the suburbs of Mumbai

city, to manufacture sweets and toffees. The year was 1929 and the market was dominated by

famous international brands that were imported freely. Despite the odds and unequal competition,

this company called PARLE PRODUCTS, survived and succeeded, by adhering to high quality

and improving from time to time.

A decade later, in 1939, PARLE PRODUCTS began manufacturing biscuits, in addition to

sweets and toffees. Having already established a reputation for quality, the PARLE brand name

grew in strength with this diversification. PARLE GLUCOSE and PARLE MONACO were the

first brands of biscuits to be introduced, which later went on to become leading names for great

taste and quality.

HOW PARLE FOUGHT TO MAKE BISCUITS AFFORDABLE TO ALL?

Biscuits were very much a luxury food in India, when PARLE began production in 1939. A part

from GLUCOSE AND MONACO biscuits, PARLE did offer wide variety of brands.

However, during the second World War. All domestic biscuit production was diverted to assist

the Indian soldiers in India and the Far East. Apart from this, the shortage of wheat in those days,

made PARLE decide to concentrate on the more popular brands, so that people could enjoy the

price benefits.
Thankfully today, there’s no dearth of ingredients and the demand for more premium brands is on

the rise. That’s why; they now have a wide range of biscuits and mouthwatering confectionaries to

offer.

“QUALITY, HEALTH AND GREAT TASTE”……

the Parle story unfolded in the year 1929, with the establishment of its first confectionery factory

in the western suburbs of Mumbai, presently known as the landmark region of “ Ville Parle”.

Thereafter in 1939 Parle started the manufacture of biscuits which henceforth became its core

activity. PARLE BISCUITS LIMITED is a subsidiary to PARLE PRODUCTS LIMITED,

MUMBAI, which is a closely held company run by the Chechens. The company commands a 40%

market share in the Rs. 35 billion biscuit markets in India.

Parle-G; its first venture became an instant favorite amongst the masses, leading the glucose

category with a huge market share of 65%. It topped charts worldwide by becoming the world’s

largest biscuit selling brand as revealed by the US-based Bakery Manufactures’ Association in

2002. The product portfolio also comprises of Krackjack, Monaco, hide ‘n’ seek and its variants.

The success and survival of Parle is its adherence to quality and diversification in its core area.

The strong and extensive distribution network assures the availability of Parle biscuits even in

remote regions. Most of its offerings are in the low and mid price range making it affordable to

the masses. Parle understands the psyche of the Indian consumer and provides them value-for-

money.
There are four of its own at Mumbai ( head office), Bahadurgarh (Haryana), Neemrana

(Rajasthan) and in Bangalore. The production, marketing and distribution of the biscuits are

controlled by the “Business Development Department”, Mumbai office with assistance from the

regional sales offices at New Delhi, Calcutta, Bangalore and Mumbai. To reduce freight rates and

increase productions, Parle has tie-ups with contract manufacturing units supervised by a “Parle

officer”. These units are provided with the processing charges biscuits which are transferred to

depots established at strategic locations.

PARLE G - THE EVOLUTION!!!

Parle-G has been a strong household name across India. The great taste, high nutrition, and the

international quality, makes Parle-G a winner. No wonder, it's the undisputed leader in the biscuit

category for decades. Parle-G is consumed by people of all ages, from the rich to the poor, living

in cities & in villages. While some have it for breakfast, for others it is a complete wholesome

meal. For some it's the best accompaniment for chai, while for some it's a way of getting charged

whenever they are low on energy. Because of this, Parle-G is the world's largest selling brand

of biscuits.

Launched in the year 1939, it was one of the first brands of Parle Products. It was called Parle

Gluco Biscuits mainly to cue that it was a glucose biscuit. It was manufactured at the Mumbai

factory, Vile Parle and sold in units of half and quarter pound packs.

The incredible demand led Parle to introduce the brand in special branded packs and in larger
festive tin packs. By the year 1949, Parle Gluco biscuits were available not just in Mumbai but

also across the state. It was also sold in parts of North India. By the early 50s, over 150 tonnes of

biscuits were produced in the Mumbai factory. Looking at the success of Parle-G, a lot of other

me-too brands were introduced in the market. And these brands had names that were similar to

Parle Gluco Biscuits so that if not by anything else, the consumer would err in picking the brand.

This forced Parle to change the name from Parle Gluco Biscuits to Parle-G.

Originally packed in the wax paper pack, today it is available in a contemporary, premium BOPP

pack with attractive side fins. The new airtight pack helps to keep the biscuits fresh and tastier for

a longer period.

Parle-G was the only biscuit brand that was always in short supply. It was heading towards

becoming an all-time great brand of biscuit. Parle-G started being advertised in the 80's. It was

advertised mainly through press ads. The communication spoke about the basic benefits of energy

and nutrition. In 1989, Parle-G released its Dadaji commercial, which went on to become one of

the most popular commercials for Parle-G. The commercial was run for a period of 6 years.

Parle-G grew bigger by the minute. Be it the packs sold, the areas covered or the number of

consumers. It became a part of the daily lives of many Indians. It wasn't a biscuit any more. It had

become an icon. The next level of communication associated the brand with the positive values of

life like honesty, sharing and caring.

In the year 1997, Parle-G sponsored the tele-serial of the Indian superhero, Shaktimaan that went

on to become a huge success. The personality of the superhero matched the overall superb benefits
of the brand. Parle extended this association with Shaktimaan and gave away a lot of

merchandise of Shaktimaan, which was supported by POS and press communication. The

children just could not get enough of Parle-G and Shaktimaan.

In the year 2002, it was decided to bring the brand closer to the child who is a major consumer. A

national level promo - `Parle-G Mera Sapna Sach Hoga' was run for a period of 6 months. The

promo was all about fulfilling the dreams of children. There were over 5 lakh responses and of

that, over 300 dreams were fulfilled. Dreams that were fulfilled ranged from trips to Disneyland at

Paris & Singapore; meeting their favorite film star Hrithik Roshan; free ride on a chartered

plane; 20 scholarships worth Rs 50,000; a special cricket coaching camp with the Australian

cricketer - Ricky Ponting; etc.

The year 2002 will go down as a special year in Parle-G's advertising history. A year that saw the

birth of G-Man - a new ambassador for Parle-G. Not just a hero but also a super-hero that saves

the entire world, especially children from all the evil forces. A campaign that is not just new to the

audiences but one that involves a completely new way of execution that is loved by children all

over the world - Animation. A TV commercial that showed G-Man saving the children from the

evil force called Terrolene launched this campaign. It was also supported by print medium

through posters and streamers put up at the retail outlets. G-Man, a new superhero of Parle-G has

the potential of making it big. And will be supported by a campaign that will see many a new

creative in the future so as to keep the children excited and generate pride in being a consumer of

Parle-G.

To make the brand much more interesting and exciting with children, it was decided to launch a
premium version of Parle-G called Parle-G Magix in the year 2002. Parle-G Magix is available

in two exciting tastes - ‘Choco’ and ‘Cashew’. The year 2002 also witnessed the launch of Parle-G

Milk Shakti, which has the nourishing combination of milk and honey, especially launched for the

southern market.

Parle-G continues to climb the stairs of success. Take a look at the global market where it is being

exported. First came the Middle East then USA followed by Africa and then Australia. An

Indian brand, that's exported to almost all parts of the world. After all that's what you would

expect from the Parle-G World's Largest Selling Biscuit.

MISSION STATEMENT

 Grow at higher than market growth rate, while maintaining leadership in the industry.

 Export 1% of annual turnover.

 Have access to customized information globally.

 Aim at Zero defect products, there by exceeding customer’s expectations.

 Develop process flexibility and innovation to get significant portion of turnover from new

products.

 Expand distribution network in neighboring countries, presence in other countries.

 Impart training, motivation and respect to all employees and associates.

VISION
With the unfolding of the info-tech age, and the emergence of a borderless world, they have a

quest……….To become the most admired group by all our stakeholders

alike………….customers, Employees, Contract Manufactures, Wholesalers, C & F Agents,

Suppliers and Society. Their Customers being King, we will strive to exceed their expectations by

pursuing world-class standards in our people, products , processes and performance. Encouraging

innovation and nurturing intellectual capability we seek quantum growth…… to lead in the

domestic market and enhance our global presence. We will follow ethical and fair business

practices while fulfilling employees’ expectations and maintaining and respect for all fellow

human-beings.

The strength of the Parle Brand

Over the years, Parle has grown to become a multi-million US Dollar company. Many of the Parle

products - biscuits or confectionaries, are market leaders in their category and have won acclaim at

the Monde Selection, since 1971.

Today, Parle enjoys a 40% share of the total biscuit market and a 15% share of the total

confectionary market, in India. The Parle Biscuit brands, such as, Parle-G, Monaco and Krackjack

and confectionery brands, such as, Melody, Poppins, Mangobite and Kismi, enjoy a

strong imagery and appeal amongst consumers.

Be it a big city or a remote village of India, the Parle name symbolizes quality, health and great
taste! And yet, we know that this reputation has been built, by constantly innovating and catering

to new tastes. This can be seen by the success of new brands, such as, Hide & Seek, or the single

twist wrapping of Mango bite.

In this way, by concentrating on consumer tastes and preferences and emphasizing Research &

Development, the Parle brand grows from strength to strength.

Quality Commitment

Parle Products has one factory at Mumbai that manufactures biscuits & confectioneries while

another factory at Bahadurgarh, in Haryana manufactures biscuits. Apart from this, Parle has

manufacturing facilities at Neemrana, in Rajasthan and at Bangalore in Karnataka. The factories at

Bahadurgarh and Neemrana are the largest such manufacturing facilities in India. Parle Products

also has 14 manufacturing units for biscuits & 5 manufacturing units for confectioneries, on

contract.

All these factories are located at strategic locations, so as to ensure a constant output & easy

distribution. Each factory has state-of-the-art machinery with automatic printing & packaging

facilities.

All Parle products are manufactured under the most hygienic conditions. Great care is exercised in

the selection & quality control of raw materials, packaging materials & rigid quality standards are

ensured at every stage of the manufacturing process. Every batch of biscuits & confectioneries are

thoroughly checked by expert staff, using the most modern equipment.

The Marketing Strength

The extensive distribution network, built over the years, is a major strength for Parle Products.

Parle biscuits & sweets are available to consumers, even in the most remote places and in the

smallest of villages with a population of just 500.

Parle has nearly 1,500 wholesalers, catering to 4,25,000 retail outlets directly or indirectly. A two

hundred strong dedicated field force services these wholesalers & retailers. Additionally, there are

31 depots and C&F agents supplying goods to the wide distribution network.

The Parle marketing philosophy emphasizes catering to the masses. We constantly endeavor at

designing products that provide nutrition & fun to the common man. Most Parle offerings are in

the low & mid-range price segments. This is based on our cultivated understanding of the Indian

consumer psyche. The value-for-money positioning helps generate large sales volumes for the

products.

However, Parle Products also manufactures a variety of premium products for the up-market,

urban consumers. And in this way, caters a range of products to a variety of consumers.

The Customer Confidence

The Parle name conjures up fond memories across the length and breadth of the country. After all,

since 1929, the people of India have been growing up on Parle biscuits & sweets.

Today, the Parle brands have found their way into the hearts and homes of people all over India &

abroad. Parle Biscuits and confectioneries, continue to spread happiness & joy among people of all
ages.

The consumer is the focus of all activities at Parle. Maximizing value to consumers and forging

enduring customer relationships are the core endeavors at Parle.

Our efforts are driven towards maximizing customer satisfaction and this is in synergy with our

quality pledge. "Parle Products Limited will strive to provide consistently nutritious & quality

food products to meet consumers' satisfaction by using quality materials and by adopting

appropriate processes. To facilitate the above we will strive to continuously train our employees

and to provide them an open and participative environment."

QUALITY AND FOOD SAFETY POLICY

OBJECTIVES

• To get the maximum profit through minimum resources

• To make the goodwill of the company

• To get the customer satisfaction at the maximum point

• To make the company worldwide reputative

• To give various initiative to its employees

• To make the bridge of trust between – employees, employer, & the customer

• Zero market complaints

• School visits

• Automation

• Minimizing waste

GOALS (2006)

• Zero market complaints

• HACCP implementation

• 5’S mission

• School visits

• Automation

• Wastage minimization

• Energy and environment

 • Harnessing human capital

5’S

SEIRI (ORGANISATION)

It is sorting between wanted and unwanted things in a selected area , region or domain.

SEITON (NEATNESS)

It means a place for everything and everything in its place.

SEITON (CLEANLINESS)

It deals with the job of thoroughly cleaning the workplace.

SEIKETSU (STANDARDISATION)

It means standardization which is needed to maintain seiri, seiton, and seosi. It leads to use of

visual management to avoid mistakes.

SHITSUKE (DISCIPLINE)

It means discipline which is called for strict adherence to a system for our present unsystematic

way.
 TAGGING SYSTEM

1. Tagging system highlights the defects/problems at a particular area/machine.

2. System develops the habit of inspection at every corner.

3. Easy to know the maintenance schedule.

4. To minimize breakdowns.

5. To reduce engineering inventory.

6. Improve observation power.

COLOUR CODES OF TAGS:

BLUE: Electrical problems

Green: Mechanical problems

White: 5S related matters

Yellow: Excess material

Pink: Unwanted material

 KAIZEN

“Kaizen means continuous small improvement in personal life as well as in official life.”

Personal kaizen activity to be started at the top management and middle management level include

supervisory staff, officers, manager and director/partner of the unit. They share their

improvements once in a month in a group meeting followed by a report to Mumbai head office.

Kaizen activity can also be started at the zones level where grass root level workers can be asked

to give their valuable suggestions/improvements in their respective areas to the zone leaders.

HACCP
(HAZARDOUS ANALYSIS CRITICAL CONTROL POINTS)

“A structured application of the basic rules of preventing food borne diseases.”

CONCEPT

1. Identification of potential food safety problems.

2. Determination of how and where these can be prevented.

3. Description of what to do and training of the personnel.

 4. Implementation and recording.

PRINCIPLES

1. Conduct a hazard analysis.

2. Determine the critical control points.

3. Establish critical limits.

4. Establish a monitoring system.

5. Establish corrective actions.

6. Establish verification procedures.

7. Establish documentation.

WHY HACCP

1. Need for hygiene requirements (control measures) specific to food and process and their

associated potential hazards.

2. Prioritizing control measures.

3. Need for ensuring that essential measures were correctly implemented and carried out.

4. Need for planning of corrective measures in case of failures.

5. Need for monitoring the process parameters to be able to control safety at all times.
 PARLE PRODUCTS

THE BISCUIT BASKET

• Parle-G: The taste, energy and nourishment Parle-G offers, along with its quality and
value-for-money, contribute to making it an unchallenged success. Apart from being
India’s largest selling biscuits, Parle-G is the winner of 8 Gold and 11 Silver awards at the
Monde Selection.

• Krackjack: A little sweet-A little salty…. That’s what makes Krackjack very, very
delicious! This delightful biscuit is acclaimed in India and across the world for its
controversial sweet and salty taste. Krackjack has won 11 Gold, 3 Silver and 1
Bronze award at the “Monde
Selection”.
• Monaco: This original “O” shaped salted biscuit makes people exclaim ‘Oh, Monaco’.
Whether plain or with toppings, Monaco is delicious. An ideal party time delicacy one can
create more scrumptious snacks by combining Monaco with a choice of toppings. Light,
crisp and fresh, it’s no wonder that Monaco is India’s largest selling salted biscuits.
Variants include onion, methi, zeera and nimkin.

• Marie Choice: “Solid Milk, Solid Taste”- this summarizes the qualities of this delicious
biscuit.
• Hide & Seek: This cookie biscuit is made up of large quantity of chocolate chips. Crunch
into it or let it melt in the mouth to seek out the real taste of chocolate.

• Fun Center : Parle’s Fun Center range has the highest cream content amongst biscuits in
the category. Best of all, one gets a choice of delicious, creamy flavors, such as, orange,
elaichi (cardamom), and chocolate cream.

• Jeffs: Rectangular shaped, salted biscuit, flavored with cumin seed (Zeera) fir that
delicious, crunchy taste. The high-count of cumin seed makes Jeffs a more scrumptious
savory-an absolute must, for munching just about anytime.
 • Sixer: This six-sided, salted delighted is one hard-to-resist savory. Whatever the occasion,
Sixer makes for a great salty snack. Be it a picnic, a party, or just any snack time, Sixer
gives that crunchy, munchy delicious, salty taste that leaves one wanting for more!

SWEETS ‘N’ TREATS

• Kismi Bar

• Mango Bite

• Melody

• Magix

• Orange Candy
 • Poppins

• Toffees

EMERGING TRENDS OF THE BRAND

Since its inception in the 30’s, Parle biscuits have prided itself in offering quality products that are

affordable to the common man. The marketing mix has evolved with the times……….

THE PRODUCT

Parle biscuits have a range of variants in ite product portfolio. The popular brands Parle- G,

Krackjack, Monaco and its variants ( Zeera, onion and Methi) are available in packets of various

convenient sizes. New products like hide & seek are a foray in to the premium segment.

THE PRICING STRATEGY

The biscuit major has not bothered to raise the price of its flagship brand “Parle-G” foe the past

6-8 years and has always tried to provide its offering at nearly 33% discount as compared to other

competitive brands.

THE PROMOTION POLICY

The consumer is the focus of all activities at Parle. Maximizing value to consumer and forging

enduring customer relationships are the core endeavors at Parle. Parle-G “ My Dream Come True
contest “ – was one of its biggest promotional ventures (2.5 crore) which gave contestants a

chance to fulfill their dreams. Discounts, gift offer schemes are other popular promotional

offerings.

THE PLACE

The well-entrenched distribution system (the company covers 12-15 lakh outlets across the

country), with 39 depots at strategy points all over the country. From the depots , the biscuit are

sold to wholesalers and further to retailers.

THE PACKAGING

Biscuit has under gone a swift transformation. From the earlier waxed-paper packing , Parle’s

BOPP offering is not only stylish and enticing but also increases the shelf life of the biscuits.
 SWOT ANALYSIS

STRENGTHS

• Goodwill of the company

• It is financially very strong

• Effective, well designed and developed production and marketing network

• Superior quality goods to provide maximum benefits to customers

• More than 60 years of experience in the biscuit manufacturing industry

• There is a family environment in the company

• Dedicated work force

• Continuous growth

• The company has established a dominant position on the market share

• The performance appraisal system of the company is quite effective

• It has a flat organizational structure with minimum overheads having direct communication

• High efficiency

• The brand has seeped into the hearts of both rural and urban population

• Good accessibility to natural resources

WEAKNESSES

• There is no uniform for the workers

• Advertising is not continuous

 • The advertising modes are not popular

• No customer motivation schemes are given

• Wastage of biscuits is too high

• No succession policy

• Lack of written down policies

• No emphasis on budgeting and cost minimization

OPPORTUNITIES

• Waste can be minimized

• There must be efficient utilization of the raw material

• More and more incentives should be given to workers to motivate them which help in
increasing the employee morale

• There can be use of foreign technologies for efficient utilization of raw material so that the
production of biscuits can be increased

• By using popular advertising modes the brand of the company can be popularized more
and sales of the company products can be increased

• By giving more and more customer motivation schemes, customer loyalty can be
increased.

THREATS

• New entrants in the business

• Threats of substitute products

• Availability of other brands

• Rivalry among the competitors

• Tastes and preferences of customers

COMPANY PROFILE

ABOUT THE COMPANY UNIT IN RUDRAPUR

Bhoomipujan - 4th MAY 2004

Machine erection activity - 21st SEP 2004
Founded by - MR. NAROTAM CHAUHAN

PRODUCT PROFILE IN RDR PLANT

• Parle-G biscuits

PRODUCT PROFILE OF PARLE

• Parle-G
• Krackjack
• Monaco
• Marie Choice
• Hide& Seek
• Fun Centre
 • Cheeslings
• Jeffs
• Sixer
• Magix
• Mango Bite
• Poppins
• Melody

BOARD OF DIRECTORS

• Mr. Atul Kumar Shah

• Mr. R.S. Nevatia
• Mr. Brajesh K. Tripathi
• Mr. Satya Narayan Verma

HUMAN RESOURCE

• People perspective is important

• Employee oriented
• Continuously motivate
• Train and develop the workforce

EMPLOYEE PROFILE

• Total no. of workers - 430

• Staff members - 36

MANAGERS

• Mr. S. Malik
• Mr. Sanjay Panday
• Mr. VPS Chauhan

AUDITORS

• Delloit Haskin & sons

INTERNAL AUDITORS

• Bohariwala & Compankar

BANKERS

• UTI
• HDFC
• Bank Of Punjab

CORPORATE OFFICE

Nirlon house, 254-B

Dr. Annie Besant Road,
Mumbai 400025(India)

REGISTERED OFFICE

Parle Biscuits Private Limited

Sector- 01, Plot no. 03
Industrial Estate,
Pantnagar, Rdr (Uttaranchal)

CHAPTER-2
 INDIVIDUAL DEVELOPMENT PLANNING

“Learning is not compulsory but neither is survival.”

- W. Edwards Deming

“Nothing is more terrible than activity without insight.”

- Thomas Carlyle
OVERVIEW OF IDP

The Individual Development Planning (IDP) workshop provides individuals with a practical

process for improving contributions to the organization while addressing personal satisfaction and

development needs.

IDP is more than a narrowly-focused career development workshop that culminates with a one-

time meeting with the manager. It is a powerful assessment, planning, and communication

process. The workshop helps participants:

• Understand where the organization is headed and the skills that make a meaningful
contribution

• Have a clear assessment of their own skill strengths, development needs, work
satisfaction and openness to change
 • Understand why it is critical to assume primary responsibility for their personal
development

• Create specific action plans to capitalize on strengths and address development needs
and priorities, short and long-term

When change in the workplace occurs, each employee has to evaluate how his/her role might

change by answering the following questions:

• What changes are occurring or will occur in my directorate and across the Center?
• How will the work of my unit be affected?
• How will my current job be affected? What new tasks or duties will I have?
• What new skills or expertise will I need?
• What current skills or expertise will I no longer be called upon to use?
• Will my job be eliminated?
• What new opportunities will be available across the Center?
• How can I best prepare to take advantage of these opportunities?
• Is this a good time to re-think my career and plan some changes myself?

Obviously, coming up with the answers to these questions will not be easy. Start with your

supervisor. But beginning to answer these questions leads to the next step -- how do I manage my

career?

Individual Development Planning (IDP) is a process for helping employees and their

supervisors proactively deal with change in the workplace. It involves assessing the

employee’s skills and expertise in relation to current or future job requirements and then

identifying appropriate training and other developmental experiences. This deliberate planning

process provides a good framework for development discussions between employee and

supervisors ensures that the employee will participate in development activities. It also provides

supervisors with a valuable tool for refocusing the workforce to meet future organizational

requirements.
By engaging in the IDP process, employees are taking responsibility for their own career

management. In drafting the initial plan, employees should focus on how development activities

would improve current work performance and prepare them for possible new duties. Supervisors

participating in the IDP process should focus on current and changing job requirements, observed

strengths and weaknesses of the employee, and the organization's changing needs. This

supervisor/employee process is a chance to develop a strategy for achieving both organizational

and personal goals.

INTRODUCTION

Career issues cover a broad spectrum, ranging from getting up to speed in a new job to making a

major career field change or planning your retirement. Individual Development Planning (IDP)

is a process for identifying work experience, training and other activities that contribute to

improved job performance and self development. This deliberate planning process provides a

good framework for development discussions between employee and supervisor. It involves a joint

effort between supervisor and employee in assessing the employee’s skills and expertise in relation

to current or future job requirements and then identifying appropriate training and other

developmental experiences. Engaging in the IDP process also provides the supervisor with a

valuable tool for refocusing the workforce to meet present or future organizational requirements.

At the same time, employees have a focused career development plan and get to take

responsibility for their own career management. Employees should focus, in drafting the initial

plan, on development activities that would improve current work performance and prepare them

for possible new duties. The supervisor participating in the IDP process, should focus on current

and changing job requirements, the changing needs of the organization and the assessed strengths

and growth needs of the employee. In essence, the IDP process gives the supervisor/employee

team an opportunity to develop a strategy for achieving both organizational and personal

developmental goals. As such, each IDP is uniquely tailored to the needs of the individual and the

organization.

PURPOSE AND BENEFITS

Individual development planning helps identify the employee’s career development goals and the

strategies for achieving them. Typically, the employee will complete an Individual Development

Plan on an annual basis. This plan is intended to:

• Encourage the employee to take ownership of his/her career development

• Provide an administrative mechanism for identifying and tracking development needs and
plans
• Assist in planning for the agency’s training and development requirements.
• Provide structured learning experiences linked to organizational needs, goals, and job
requirements.
• Establish an agreed-upon set of learning objectives and developmental activities as part of
a formal career development program.

Individual development planning benefits the organization by aligning employee training and

development efforts with the mission, goals, and objectives of the agency. Supervisors develop a

better understanding of their employees’ professional goals, strengths, and development needs—

which can result in more realistic staff and development planning. Employees take personal

responsibility and accountability for their career development, acquiring or enhancing the skills

they need to stay current in required skills.

Some positions and some circumstances may not require an in-depth development plan. Maybe

just a few bullet statements are needed to indicate what the employee needs to focus on in the

future and for what purpose (performance improvement, enhancement of current skills,

anticipation of new skills to be required in the future, or self-enrichment). For these cases, the

“Development Plans” box in Part 3 of the Individual Performance Evaluation will probably

suffice.
When the situation calls for a more detailed plan, you may want to provide the employee with an

Individual Development Plan (IDP). The Individual Development Plan (IDP) is an organized

approach to training and development designed to improve the employee’s professional

skills and the agency’s productivity. This is a joint process, both in design and execution, in that

the supervisor is more familiar with the agency’s job requirements and future directions and the

employee is more aware of specific, individual needs and aspirations. The main purpose is short-

term (for the upcoming evaluation period) and aimed primarily at enhancing the agency’s

productivity. However, other components may be added, such as long-term goals (1-3 years after

the upcoming evaluation period) aimed at the individual’s career development or enrichment. The

more these factors can be integrated with the core development plan, the more comprehensive the

approach.
RESPONSIBILITIES AND ROLES

SUPERVISOR

Supervisors and employees must work together to develop realistic plans for career development.

The supervisor has a systematic tool for ensuring that the employee gets the education and training

that meets the employee’s developmental needs and organizational goals. The ideal individual

development plan should be realistic enough to provide employees with opportunities to advance

to their highest levels of their abilities. After the development of the initial individual plan,

whether the duration is for two years or five, the supervisor should schedule periodic career

counseling sessions with the employee. These sessions should include identifying the training

requirements; work out a training schedule to meet the requirements; and plans to provide the

employee with on-the-job training experiences, using real work situations and operating problems.

The supervisor should also incorporate the IDP review and update into the regular performance

appraisal cycle when setting and evaluating performance goals, objectives, and standards for the

coming year.
SUPERVISOR’S ROLE

Your supervisor is in a “key” position to help and support your development by:

• Giving you feedback on your performance in your current job and identifying your
strengths and areas for improvement.
• Helping you to assess your advancement potential and qualifications for other more
challenging positions.
• Providing and funding training opportunities, and also supporting your training and
development activities.
• Acting as a resource and referral for exploring your career development options.
• Acting as a mentor and coach.

EMPLOYEE

You, the employee, are responsible for initiating the IDP process for your career progression and

personal development. You are expected to take charge of your own learning and development and

actively participate in planning goals for the next one to three years and how you will meet them.

EMPLOYEE’S ROLE

• Assessing your existing skills, competencies, and interests by using any reliable 360-
degree assessment tool that will give you the perspective from peers and customers,
supervisor, and HR support staff.
• Setting goals and objectives that will enhance your career as well as benefit the
organization.
• Draft the IDP
DESIGNING THE INDIVIDUAL DEVELOPMENT PLAN

The following process is a model. Use what works for your individual situation. Human resources

are a major investment your organization uses to accomplish its mission. So taking whatever time

and effort are necessary to design, implement, and monitor the IDP makes sense from a return on

investment perspective.

The process involves the following steps:

1. Prepare the Individual Performance Evaluation at the conclusion of the employee’s

evaluation period. The Individual Performance Evaluation includes the Individual

Development Plan (IDP) as a segment of Part 3. The IDP can consist solely of what you

include here, or it can be expanded to be a more detailed document using the format

suggested below.

2. Consider each area of the employee’s performance from the following perspectives

and determine which should be developed in the upcoming evaluation period:

• Strengths that, if enhanced, will contribute to the overall mission of the

organization and increase productivity.
• New skills that will be needed in the upcoming evaluation period.
• Areas of performance/skills that need to be improved.

The above constitute the Purpose of the development activity. Some additional needs that

contribute to establishing the Purpose may include:

• Mission need
• Change in technology
 • New assignment
• Future staffing need
• Leadership development
• Relationship building

3. Once the determinations in #2 have been made, list possible methods to facilitate

this development: formal training, on-the-job training, self-development, mentoring or

coaching, development activities/learning experiences, or other activities.

 Formal training – is any training conducted in a group setting. This may include academic

college coursework, adult education, etc.

Advantages:

• It is presumed to be offered by credible, trained or otherwise informed sources.

• It is presented in ongoing segments known in advance.
• Typically, it is measurable through grades, accreditations, or pass/fail mechanisms.

Disadvantages:

• Potential cost.
• Scheduling problems (it may take the employee away from other work activities or it may
not be offered at the time needed).
• At times, inability to control the curriculum and address specific learning objectives
identified by the supervisor.

 On-the-job training – is a form of individualized training, usually structured, that takes

place in the actual work setting while the employee performs regular job duties. The

supervisor or a designated peer usually provides this type of training.

Advantages:

• It can be customized to the specific training need.

• It can be provided on a timely basis.
• It can be provided by the person(s) most likely to possess the appropriate skills.

Disadvantages:

• If the wrong person is chosen to provide the training, the ability of the person to present it
skillfully significantly decreases.
• The seriousness given the training by the supervisor, the trainer, and the employee.

 Self-development – is any form of training or development the employee initiates and

obtains on his or her own. For instance, an employee who completed only a year of college

before being hired into the current position may decide he or she wants to finish the

college degree and takes classes on non-work time. The knowledges and skills the

employee gains by going back to college may indirectly benefit job performance.

Advantages:

• The cost is borne by the employee on non-work time.

• Typically, because it is the employee’s own time and money being invested, employees are
highly motivated to do well.

Disadvantages:

• Lack of control over the type of development selected and the timinig, because the individual
employee determines when and what types of development opportunities to pursue. This is
where joint design of the IDP is important; it provides you with the opportunity not only to
help the employee consider career growth aspirations but also to map out how to get there.
Supervisors are not precluded from discussing self-development options and how they might
relate to both current and future job enhancement. You just can’t require the employee to
select this option unless it is offered on work time and at the expense of the organization.
  Mentoring/coaching – is a less structured form of on-the-job training that extends beyond

learning specific skills or processes. The purpose of mentoring or coaching is to provide

the employee with ongoing feedback about progress in specific job requirements. This may

occur through formal or informal discussions that allow the employee the opportunity to

learn and refine her or his knowledge base by asking questions of the mentor/coach,

through observation, or through completion of short tasks or assignments to “try out” a

particular skill or sub-task. A mentor is generally a more senior employee selected by the

employee (or the supervisor) who provides advice or counsel about specific problems or

issues based on his or her own experience. A coach is more likely to be selected by the

supervisor and tends to take a more pro-active role in providing the employee with

feedback about performance or advice and counsel or helping the employee determine their

career goals and how to reach them.

Advantages:

• Being able to provide on-the-spot or otherwise timely feedback to specific work questions or
problems.
• Establishing a “link” to the organization to help anchor the employee.
• The ability to stick with problematic issues until the employee gets them right.

Disadvantages:

• The time commitment of the mentor/coach that is necessary to provide adequate feedback.
• The possible negative impact on the employee if the mentor/coach is not effective, is not
committed, or does not get along with the employee.
  Development activities/learning activities – are generally ways of modifying current job

responsibilities to help the employee develop new skills for anticipated job responsibilities,

job growth, or higher job opportunities.

Examples include:

• Shadowing a more senior employee or an employee with more expertise or experience in a

particular skill, process, or program area.

• Task force or special project assignments that will expose the employee to other qualified

individuals and provide the opportunity to try out new ideas and skills away from the daily

job.

• Detail/rotational assignments that expose the employee to several different functional or

program areas outside his or her current job.

• Special individual projects resulting not only in the development of products that will assist

the employee with current job responsibilities but, through doing them, give the employee

the chance to learn and experiment with new ideas, processes and technology.

The kinds of activities described above are sometimes referred to as “stretch assignments” in that

they require the employee to reach beyond current performance in order to enhance her or his

knowledge and skills.

Advantages:

• The opportunity to demonstrate capabilities in ways current job responsibilities might

preclude.
Disadvantages:

• The time commitment.

• More importantly, the possibility that the activity is not well thought out or managed, does
not result in learning or results worth the investment, or does not relate to the needed skills.

 Other activities – encompass the spectrum of other actions available to the employee such

as:

• Self-instructional books, audio tapes or computer-assisted learning (such as on-line training

offered by ITE and PDS).

• Exposure to new program areas through involvement in professional organizations. (This

may be on the employee’s own time with the membership fee being at the employee’s

expense.).

• Participating on various types of committees other than task forces.

Advantages:

• Open-ended and quite flexible, depending on the need and available resources.

Disadvantages:

• There needs to be a clear-cut nexus between the activity and the learning objective, or the
experience may not benefit the employee or the organization.

4. Once the learning methods described above have been selected, you need to refine

these to specific activities that have measurable results and time frames. Be clear about
 expectations. For instance, telling a more senior employee to train the employee on the

XYZ process is too vague unless you include as the expected result that, once trained, the

employee will be able to complete the process on his or her own in less than two hours

with no errors.

5. Once the learning methods described above have been selected, you need to refine these to

specific activities that have measurable results and time frames. Be clear about

expectations. For instance, telling a more senior employee to train the employee on the

XYZ process is too vague unless you include as the expected result that, once trained, the

employee will be able to complete the process on his or her own in less than two hours

with no errors.

6. Involve the employee in the design of the IDP. You may want to do this early in the

process, when you have only identified major areas where development should take place

and let the employee propose the more specific ways to accomplish this. Or, you may

prefer to design the plan and then have the employee review it and provide input.

7. Ensure that you have higher management support for the IDP, including the time

commitment and use of resources.

8. You and the employee sign the IDP to document your mutual agreement with it and

commitment to completing it. Clarify responsibilities with the employee. If you need to set

some of the steps in motion, be sure to follow through; if follow through will be the

responsibility of the employee, be sure that is understood.

 9. Set up a reporting system so that you know the employee’s progress at any given

time and can make adjustments to the plan as needed.

KEY ELEMENTS OF AN INDIVIDUAL DEVELOPMENT PLAN

Within the Federal Government, there are no regulatory requirements mandating employees

complete Individual Development Plans (IDPs). However, it is considered a good management

practice, and many agencies have developed their own IDP planning process and forms. While

there is no one “correct” form for recording an employee’s development plan, an effective plan

should include the following key elements:

• Employee profile – name, position title, office, grade/pay band

• Career goals – short-term and long-term goals with estimated and actual completion dates

• Development objectives – linked to work unit mission/ goals/objectives and employee’s

development needs and objectives

• Training and development opportunities – specific formal classroom training,

workshops, rotational assignments, shadowing assignments, on-the-job training, self-study

programs, professional conferences/seminars, etc., that employee will pursue with

estimated and actual completion dates

• Signatures – including supervisory and employee signatures and date.

THE IDP PROCESS

Phase 1: Planning and Preparation

In this phase, you and the employee prepare the groundwork for a realistic and worthwhile IDP.

The employee's performance appraisal/performance summary can give provide a good basis for
planning development, and you and the employee can begin planning and preparing for the IDP

process while starting the new performance cycle. You should:

• Explain the IDP process, your role, and the employee's role

• Review and discuss the employee's strengths and weaknesses in performing the current

work assignment

• Identify any specific gaps between current competencies and those required to perform in

the current job/work assignments/performance plan.

o Identify the activities that will address these gaps.

o Prioritize the activities.

• Provide information on options for learning, such as

o Formal training

o On-the-job training or coaching by yourself or an expert worker

o Job enrichment -- adding new work or increasing the employee's level of

responsibility

o Developmental assignments or details to other parts of the organization

o Self-study, including reading

o Activities in professional associations or societies

• If requested by the employee, provide information on career planning and counseling

resources available to employee may use

• Give the employee a copy of the IDP form and instructions for completing it

• Help the employee set a deadline for completing the draft IDP
Phase 2: Drafting the IDP

In this phase, you draft an IDP for competencies the employee needs to perform in their current

job and/or the upcoming performance cycle. For these developmental requirements you are

required to secure the necessary resources.

For career goals or personal goals, the employee drafts the IDP. Your primary role is to give

advice and guidance. For these developmental requirements the organization is not required [but is

permitted] to secure the resources. However, it is expected that you will assist the employing in

coming up with innovated ways to obtain these competencies. The employee will:

• Assess his or her existing competencies and interests

• Identify KSAs or competencies he or she will plan to develop during the upcoming

performance cycle.

• Research and identify learning experiences that address the KSAs or competencies

• Draft an IDP proposing and scheduling possible learning activities

When the employee has completed the draft IDP, review it to make sure:

• Learning activities are realistic, given your organization's needs, budget, and staffing.

• Learning activities are the best possible options for learning what the employee needs

• The employee has identified specific activities and schedules for each. The activities

should allow the employee to continue to carry a fair share of the workload and perform it

satisfactorily

• Learning activities identified in the IDP are actually available as scheduled

When the draft IDP meets criteria, you and the employee are ready for the next phase.
Phase 3: Preparing the Final IDP

In this phase, you and the employee work together to develop the final plan. Phase 3 involves

these steps:

• You and the employee meet to discuss the draft IDP and reach agreement on the

employee's needs, learning experiences, and schedules

• The employee prepares the final IDP

• You review and approve the IDP

• You and the employee schedule meetings to check progress on the IDP

• You submit the IDP for any review and approval your organization requires

You will use the information in your staff's IDPs to respond to the organization's call for

information on training needs.

Phase 4: Follow-up

You should keep close track of planned activities when an employee is new to the organization or

to the work and meet with the employee regularly to go over the plan, review progress, and

identify any changes.

As the year moves along, you and your staff must be alert for changes in the work, resources,

technology, or the work environment that make it necessary to adjust IDPs. It's also a good idea to
check each staff member's IDP and progress at the time of his or her mid-cycle meeting and/or

performance appraisal/performance summary.

THE IDP FORM

COMMENTS: Included here is a sample IDP form. Any format you decide to use is acceptable, as

long as it contains the basic components of the IDP. It should have the long and short term goals,

and a planned schedule of learning activities to obtain those goals. The overall duration of the IDP

should be no less than two years but not more than five years. A fundamental guide to follow

when developing your IDP is the SMART Goal Setting Principle:

“Look at each goal and evaluate it. Make any changes necessary to ensure it meets the criteria for

SMART goals”:
S = Specific M = Measurable A = Attainable R = Realistic T = Timely

SPECIFIC

Goals should be straightforward and emphasize what you want to happen. Specifics help us to

focus our efforts and clearly define what we are going to do.

Specific is the What, Why, and How of the SMART model.

WHAT are you going to do? Use action words such as direct, organize, coordinate, lead, develop,

plan, build etc.

WHY is this important to do at this time? What do you want to ultimately accomplish?

HOW are you going to do it? (By...)

Ensure the goals you set are very specific, clear and easy. Instead of setting a goal to lose weight

or be healthier, set a specific goal to lose 2cm off your waistline or to walk 5 miles at an

aerobically challenging pace.

MEASURABLE

If you can't measure it, you can't manage it. In the broadest sense, the whole goal statement is a

measure for the project; if the goal is accomplished, the project is a success. However, there are

usually several short-term or small measurements that can be built into the goal.

Choose a goal with measurable progress, so you can see the change occur. How will you see

when you reach your goal? Be specific! "I want to read 3 chapter books of 100 pages on my own
before my birthday" shows the specific target to be measure. "I want to be a good reader" is not as

measurable.

Establish concrete criteria for measuring progress toward the attainment of each goal you set.

When you measure your progress, you stay on track, reach your target dates, and experience the

exhilaration of achievement that spurs you on to continued effort required to reach your goals.

ATTAINABLE

When you identify goals that are most important to you, you begin to figure out ways you can

make them come true. You develop that attitudes, abilities, skills, and financial capacity to reach

them. Your begin seeing previously overlooked opportunities to bring yourself closer to the

achievement of your goals.

Goals you set which are too far out of your reach, you probably won't commit to doing. Although

you may start with the best of intentions, the knowledge that it's too much for you means your

subconscious will keep reminding you of this fact and will stop you from even giving it your best.

A goal needs to stretch you slightly so you feel you can do it and it will need a real

commitment from you. For instance, if you aim to lose 20lbs in one week, we all know that isn't

achievable. But setting a goal to loose 1lb and when you've achieved that, aiming to lose a further

1lb, will keep it achievable for you.

The feeling of success which this brings helps you to remain motivated.

REALISTIC
This is not a synonym for "easy." Realistic, in this case, means "do-able." It means that the

learning curve is not a vertical slope; that the skills needed to do the work are available; that the

project fits with the overall strategy and goals of the organization. A realistic project may push the

skills and knowledge of the people working on it but it shouldn't break them.

Devise a plan or a way of getting there which makes the goal realistic. The goal needs to be

realistic for you and where you are at the moment. A goal of never again eating sweets, cakes,

crisps and chocolate may not be realistic for someone who really enjoys these foods.

For instance, it may be more realistic to set a goal of eating a piece of fruit each day instead of one

sweet item. You can then choose to work towards reducing the amount of sweet products

gradually as and when this feels realistic for you.

Be sure to set goals that you can attain with some effort! Too difficult and you set the stage for

failure, but too low sends the message that you aren't very capable. Set the bar high enough for a

satisfying achievement!

TIMELY

Set a timeframe for the goal: for next week, in three months, by fifth grade. Putting an end point

on your goal gives you a clear target to work towards.

If you don't set a time, the commitment is too vague. It tends not to happen because you feel you

can start at any time. Without a time limit, there's no urgency to start taking action now.

Time must be measurable, attainable and realistic.

Everyone will benefit from goals and objectives if they are SMART. SMART, is the instrument to

apply in setting your goals and objectives.

CHAPTER-3
RESEARCH METHODOLOGY

Research can be defined as a scientific and systematic search for pertinent information on a

specific topic.

Data collection method

There are two types of data:

1. PRIMARY DATA

2. SECONDARY DATA

In my project report, I have used both primary and secondary data. I have collected the primary

data through observation and questionnaire. The secondary data was available in the Parle

magazine, project reports, internet, past records of Parle, human resource management books etc.

DURATION OF PROJECT - 6 weeks

CHAPTER- 4
FINDINGS

1. The training and development programs for employees and workers are well synchronized.

2. There is a good working condition inside the factory.

3. Workers are given adequate facilities like canteen, biscuit coupons, rest rooms, clean

drinking water, and bus facilities.

4. There is proper hygiene in the production department as it is a food industry.

5. There is high cooperation and a good deal of team spirit.

6. There are individual development programs in the organization but no specific IDP form is

available to facilitate these programs.

7. Mostly these plans are made verbally.

SUGGESTIONS

1. The waste of biscuits should be controlled. The no. of biscuits broken through stacker

should be checked.

2. The bus route should be redesigned and this facility should be provided to the maximum

workers possible.

3. More and more customer motivation schemes should be given.

4. More school visits should be invited. It will increase brand awareness.

5. The employee morale should be boosted through monetary and non-monetary incentives.

6. The technology used should be upgraded with time.

7. The individual development programs should be designed more carefully and more

specifically.

8. A rough draft of the program should be made before giving it final shape.
CONCLUSION

Parle biscuits private limited is a reputed company and has a very good brand image in the

market. It is because of its first mover’s advantage in the market of confectionary products,

superior quality, low price, better customer services etc. that its products have maintained such a

position in the market for years. The company has captured a sound market share in

confectionaries.

The internal environment of the company is also favorable. The employees are satisfied

with the facilities provided by the company. The employees get both monetary and non-monetary

benefits. Employees work with full devotion to achieve individual as well as company’s

objectives.

In Parle, the employees are provided with timely training and development programs.

Their performance is judged from time to time through various performance appraisal techniques.

Their performance appraisal system is very effective. It helps in analyzing the training and

development needs of the employees.

The training feedback is generally taken through training feedback forms. These forms

invite the ratings and comments of employees on various training parameters. Thus, the training

and development process in Parle is participative in nature. The employees can suggest any

improvement in the training method.

Thus, the employees have good deal of chances to develop themselves and fulfill their

higher needs of self-development. The development of employees is the development of

organization itself.
• Education within industry

• www.google.com

• Human resource management- L.M. Prasad

• Human resource management- Tripathi P.C.

• www.parleproducts.com

• Parle Darshan – monthly magazine