A STUDY REPORT ON TRAINING AND DEVELOPMENT OF CAFÉ

COFFEE DAY (CCD)

Project Report submitted in partial fulfillment of the requirements of the degree of

Master of Business Administration

BY
NIKITA GANERIWAL 180402100017

UNDER THE SUPERVISION OF

PROF. KVD PRAKASH
MA, MBA, UGC-NET, Ph. D
Dean HRD, CUTM
Centurion University of Technology and Management, Odisha, India

SCHOOL OF MANAGEMENT, CENTURION UNIVERSITY OF

TECHNOLOGY AND MANAGEMENT, ODISHA, INDIA 2019

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 ABSTRACT

Training and Development is a critical aspect of the development of knowledge of

workforce. Coffee Market in India has been growing due to the demand for ready to
drink Coffee and has become a part of individual's daily consumption basket is a critical
aspect of the development of knowledge of workforce. Due to changing culture
consumers are become aware of domestics and foreign brands, which are boosting the
consumption level. The objective of this study is to examine effectiveness of Training.
Trainees are taught on coffee making, customer service, food and beverages, English
communication, Life Skills and Standard Operation Procedures of Cafe Coffee Day.
Organization spends a huge amount of money for the purpose of training and
development of the human resources. But the crucial point is effectiveness. This paper
is a means by which employees express their feedback regarding the effectiveness of
training in CCD. Hence, relevant and appropriate policies and procedures can be
developed and implemented for an effective management.

KEYWORDS-.Training Need Analysis, Performance, skill, Ability, Satisfaction.

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 INTRODUCTION

Students training tries to improve skills ,or add to the existing level of knowledge so that
employees is better equipped to do his present job ,or to prepare him for a higher
position with increased responsibility

Training refer to the teaching or learning activities done for the primary purpose of
helping member of an organization to acquire and apply knowledge skills, abilities and
attitude needed by that organization.

Human resource is the important asset of the organization. Training and development
play a important role in the effectiveness of organization and to the experience of
people in work.to do his present job, or to prepare him for a higher position with
increased responsibilities. However individual growth is not an end in itself
.Organization growth need to be measured along with individual growth. Due to growing
competition in CCD is essential to measure the effectiveness of training given to
employees to make them more competitive and more efficient.

In today's scenario changing is the order of the day and the only way to deal with is to
learn and grow. Employees have become central to success or failure of an
organization. Globalization and liberalization is pushing organizations towards a steep
competition. Due to growing competition in CCD is essential to measure the
effectiveness of training given to employees to make them more competitive and more
efficient .Organizations are trying their level best to sustain in this competitive
environment. In such situation the maximum result is the minimum requirement and
survival of the fittest employee is the rule of the game. This competency gap can be
filled with a well-designed training and development program.

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 REVIEW OF LITERATURE

An attempt has been made to review case studies and the work of individual
researchers, magazines, journals, articles pertaining operations of coffee houses and
coffee cafes. A wide range of academic literature on tastes and preferences of
customers of coffee cafes and coffee houses has been reviewed for the purpose of this
study.

1. According to Oatey (1970), Training improves a person’s skill at a task. Training

helps in socially, intellectually and mentally developing an employee, which is
very essential in facilitating not only the level of productivity but also the
development of personnel in any organization.

2. According to Kane (1986), The training and development function is to be

effective in the future; it will need to move beyond its concern with techniques
and traditional roles. He describes the strategic approaches that the organization
can take to training and development, and suggests that the choice of approach
should be based on an analysis of the organization’s needs, management and
staff attitudes and beliefs, and the level of resources that can be committed. This
more strategic view-point should be of use in assessing current efforts as well as
when planning for the future.

3. According to Raymond (1986), the influences of trainees’ characteristics on

training effectiveness have focused on the level of ability necessary to learn
program content. Motivational and environmental influences of training
effectiveness have received little attention. This analysis integrates important
motivational and situational factors from organizational behavior theory and
research into a model which describes how trainees' attributes and attitudes may
influence the effectiveness of training.

4. According to Alphonsa V.K. (2000), conducted training climate survey in a large

private hospital in Hyderabad. 50 supervisors from different departments of the

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 hospitals randomly selected for the study. The researcher used training – climate
survey questionnaire (Rao-1989). “The analysis of training climate as perceived
by the supervisors” Covered various aspects such as corporate philosophy
policies superior, subordinate relationships, valued performance features and
behaviors', interpersonal and group relationship.

5. According to Radhakrishna, Plank, and Mitchell (2001) studied using a learning

style instrument (LSI) and demographic profile in addition to reaction measures
and learning measures. The three training objectives were to assess knowledge
gained through a Web based training, to determine participant reaction to Web-
based material and Listerv discussion, and to describe both the demographic
profile and the learning style of the participants. The evaluation of the training
began with an on-line pretest and an on-line LSI. The pretest included seven
demographic questions. The LSI, pretest and post test, and LSI questionnaire
were paired by the agent’s social security numbers. Fifty-five agents of the
available (106) agents completed all four instruments and were included in this
study.
6. According to Atan Hall and Boyce (2003), Companies are making huge
investment on training programmes to prepare them for future needs. The
researchers and practitioners have constantly emphasised on the importance of
training due to its role and investment.

7. According to Bates and Davis (2010), Usefulness of training programmer is

possible only when the trainee is able to practice the theoretical aspects learned
in training programme in actual work environment. They highlighted the use of
role playing, cases, simulation, mediated exercises, and computer based
learning to provide exposure to a current and relevant body of knowledge and
real world situations 8. Cheng and Ho (2001) discuss the importance of training
and its impact on job performance: While employee performance is one of the
crucial measures emphasized by the top management.

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 COMPANY PROFILE

ABOUT US

Cafe Coffee Day, a part of Coffee Day Global Limited, is India’s favourite hangout for
coffee and conversations. Popularly known as CCD, we strive to provide the best
experience to our guests. Our coffees are sourced from thousands of small coffee
planters, who made us who we are today and we're glad to be a part of their lives. We
opened our first cafe in 1996 at Brigade Road in Bangalore – the youth and the young
at heart immediately took to the cafe, and it continues to be one of the most happening
places in the city. CCD to the youth is a “hangout” spot where they meet people, make
conversations, and have a whole lot of fun over steaming cups of great coffee. It's been
an exciting journey since then to becoming the largest organised retail cafe chain in the
country. We’re also present in Austria, Czech Republic and Malaysia, so if your travel
takes you there, do stop by our outlets to get a taste from back home.

 Founded in 1996 by V.G. Siddhartha

 Amalgamated Bean Coffee Trading Company (ABCTCL) now known as
Coffee Day Global Ltd.
 The first CCD outlet was setup on july11, 1996, at Brigade road, Bangalore,
Karnataka.
 Largest organized retail coffee chain in India
 Total outlets- 937 in every nook and corner of the country
 Number of employees- 32000
 Total outlets- 1530 in 29states in India
 Number Of customer Visit- 1.5 million
 Plans to open 180 more outlets in fiscal year 2010.
 Rs 750 crore ,ISO-9002 certified company
 New cafes planned across - Middle East, Eastern Europe, Egypt, Eurasia,
South East Asia.
 Indian 's annual consumption- 97000 tonnes
 Annual Growth Rate- 5.6%
 Urban Areas- 73%, Rural Areas- 27%

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  Competitors- Barista, Café Mocha, Coasta Coffee, Beyond Coffee, Glora
Jeans and Minerva Coffee Shop.
 Network Strength- 1450+ cafes in 172 cities/towns across India

PRODUCTS

 Coffee( different types of coffees)

 Ice cream
 Cookies
 Ice tea
 Cold Coffee
 Disserts Shots
 Cakes( cupcakes)
 Disserts Shots ( in low price high quality)
 Coffees Machines
 Mug of CCD

Types of Coffee CCD used:

 Macchiato-More like an espresso, the only difference is presence of a bit of steamed
milk and foam.
 Americano- A much loved breakfast drink, Americano are usually taken for breakfast.
 Latte.-A bit towards the milder side, Lattes have more milk compared to cappuccinos.
 Piccolo Latte-.More like an espresso, the only difference is it has very strong and is a
presence of bit of steam milk and micro foam within it.

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 Cappuccino- More like an espresso, Milk that has been fothered up with pressurized
milk.
 Flat white.-It is a coffee consisting of espresso with micro foam (steamed milk with
small, fine bubbles and a glossy or velvety consistency).
 Mocha. -It is a coffee originally from mocha, Yemen. It is aver small hard round with
irregular shape, and olive green to pale yellow in colour.
 Affogate coffee- It is an Italian coffee-based dessert. Of vanillaicecreamover which
espresso has been poured. The affogate can be slowly or eaten with a spoon.
There are two types of coffee beans varieties CCD used:
1. Robusta- A hardy shrub or tree (Coffee canephora) that is indigenous to
central Africa but has been introduced elsewhere (as in Java) and yields seeds
that form a usually lower quality coffee of commerce than that of Arabica .The
seeds of Robusta especially roasted and often ground. This coffee is easier to
grow. It is grown exclusively in the Eastern Hemisphere, primarily in Indonesia
and Africa. It has a stronger, harsher taste, with a grain-like overtone and pea
nutty aftertaste. However, are of high quality and valued especially in espressos
for their deep flavor and good creamy.

2. Arabica- An evergreen shrub or tree (Coffee Arabica) yielding seeds that

produce a high-quality coffee and form a large portion of the coffee of
commerce. The seeds of Arabica especially roasted and often ground. Arabica
is also grown in Africa and Papua New Guinea, but it’s grown dominantly in Latin
America. Arabica beans are too high and floral for us. Arabica beans tend to
have a sweeter, softer taste, with tons of sugar, fruit, and berries. Their acidity is
higher, with that winey taste that characterizes coffee with ex

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9
 ABOUT TRAINING AND DEVELOPMENT

To cope up with the fast changing technology and needs of the society, training and
development play a important role in the effectiveness in the organization. Training is a
learning process in which employees get an opportunity to develop skill, competency
and knowledge as per the job requirement. Development is an educational process
which is concerned with the overall growth of the company.

Training is a short term process 3 to 6 months, but development is a continuous

process, and so it is for the long term.

Training focus on developing skill and knowledge for the current job unlike, the
development which focuses on the building knowledge, understanding and
competencies for overcoming with future challenges.

Training may be defined as the “educational process which involves the sharpening of
skills, concepts, changing of attitudes and gaining more knowledge to enhance the
performance of the employees.

Training is not the same thing as education. Training is limited in scope. It is concerned
with increasing skill in doing a specific job. Education aims at the general development
of the workers. Education generally means formal instruction in an educational
institution.

Today training is an absolute necessity. Even today in many concerns no systematic

training is imparted to their workers, which results in absenteeism, accident, labor
turnover, bad workmanship and spoilage of tools and plants etc. All these drawbacks
ultimately increase the cost of product.

In the beginning, if systematic training is imparted to workers, the above mentioned

drawbacks can be minimized considerably and the cost will thus reduce to a large
extent. Therefore, initial cost of training will be repaid in this form. The owner will receive
large profits. The workers can get higher wages and they will feel mental satisfaction.

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 TRAINING PROGRAM OF RETAIL TRAINEE ASSOCIATE

1. A Retail Trainee Associate is a Person who delivering customer service that offers a
memorable shopping experience and drives sales result in retail store.

2. Individuals in this position display merchandise and interact with customers to

understand their needs to service them with sales of relevant product offerings whilst
working cordially within the team and retail organization.

3. He/ she interact with customers by giving specialized service and product
demonstrations to maximize business in a retail environment.

4. Initially they will work as trainee associate in retail industry and can become store
manager /floor manager /café manager after one year of experience.

5. After completing the training, the trainees will be placed at Café Coffee Day outlets
across India.

Development of Training Model by Miller’s Approach

NEED ASSESSMENT

OBJECTIVE SETTING

DESIGN

IMPLEMENTATION

EVALUATION
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NEED ASSESSMENT: It is the process to identify the" gap" between current
performance and department/organizational objectives. This survey gather data to
determine what training need to be developed to help individuals and the organization
accomplish their goals and objectives. This is an assement that looks employees and
organizational knowledge, skills, and abilities, to identify any gaps or areas of need.

This analysis can be performed by managers who are able to observe their staff and
make recommendations for training based on performance issues or gaps between
performance and objectives. This analysis can also be performed on organizational -
wide level by training and development manager who survey the organization to identify
need.

There are three perspectives on need in a needs assessment; perceived need,

expressed need and relative need

1. Perceived needs are defined by what people think about their needs, each
standard changes with each respondent.
2. Expressed needs are defined by the number of people who have sought help
and focuses on circumstances where feelings are translated into action. A major
weakness of expressed needs assumes that all people with needs seek help.
3. Relative needs are concerned with equity and must consider differences in
population and social pathology.

OBJECTIVE SETTING: Objective Setting refers to the activity of setting

objectives for an organization. It is important for leader and manager to get
the process of setting objective right, as inadequately formulated objective could
guide an individual, a team, or an organization in the wrong direction.
Objectives refer to the end results which are to be accomplished by an organization
through their plan or strategy over a specific period of time.

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DESIGN: It is a framework for analyzing a training program ,defining the intended
outcome , determining the training content, deciding the methodologies, selecting the
learning activities, developing the training course according to the design , implementing
the course, evaluating its effectiveness and specifying follow-up activities.

IMPLEMENTATION: Training implementation involves a series of activity through which

trainer manager bring the course to learners in accordance with approved design. It
require schedule of courses, faculties, equipment and service providers apart from
arranging for ongoing classroom support, and ensuring the smooth flow of activities as
per the plan. It is hardest part the system because one wrong step can lead to the
failure of whole training system.

EVALUATION: Evaluation is often looked at from four different level (the "Kirkpatrick
levels") listed below. Note that the farther down the list, the more valid the evaluation.

 Reaction- What does the learner feel about the training?

 Learning- What facts, knowledge, etc., did the learner gain?
 Behavior- What skills did the learner develop, that is, what new information is the
learner using on the job?
 Results- What results occurred, that is, did the learner apply the new skills to the
necessary tasks in the organization and, if so, what results were achieved?

Although level 4, evaluating results and effectiveness, is the most desired result from
training, it's usually the most difficult to accomplish. Evaluating effectiveness often
involves the use of key performance measures -- measures you can see, e.g., faster
and more reliable output from the machine after the operator has been trained, higher
ratings on employees' job satisfaction questionnaires from the trained supervisor, etc.
This is where following sound a principle of performance management is of great
benefits

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 MILLER’S MODEL FOLLOWED BY VARIOUS ACTION PLANS

ACTION PLAN -1 ORGANIZATIONAL SUPPORT OF CCD

CHAIRMAN& M.D
MR.B.G SIDDHARTHA

PRESIDENT

MR.RAJEEV GUPTA

S.G.M S.G.M
PUBLIC RELATION, FINANCE, ACCOUNTS& PRODUCTION & MAITAINENCE
PROCUREMENT
MR.NANJUNDA

ASSISTANT G.M ASSISTANT G.M

PROCUREMENT ACCOUNTS

ASSISTANT GM. PRODUCTION

EXECUTIVES & SUPERVISORS

STAFF& SUB STAFF
& SUB STAFF

EXECUTIVES& STAFF

CONTRACT
14 LABOUR

CONTRACT LABOUR &GARBLERS

  ACTION PLAN- 2: TARGETED JOB

 Targeted Job is to provide training which will enable participants to have a

better understanding of the process
 After training trainees get in-depth knowledge of operating the coffee
machine
 By this they learn fundamentals of Coffee making process and gain
experience of how to operate coffee Machine through interactive
stimulator training session
 After training all trainees placed in Bangalore, Hyderabad, Chennai, Pune
,and Mumbai

 ACTION PLAN- 3: DATA COLLECTION

 Conducting training feedback survey

 Assess training programs to address trainees’ learning needs
 Share evaluation reports to the learning and development teams
 Observe trends and common responses via Analytics

 ACTION PLAN- 4: DECIDING THE PARTICIPANTS

 Min-max trainees- 140

 Capacity of trainees - 35 for each batch ( 4 batch run simultaneously)
 6 training staff to train trainees

 ACTION PLAN- 5: DECIDING THE VENUE AND TIMING

 Centurion University of Technology and Management, Ramchandrapur,

Jatni
 Gram Tarang Employability Pvt Ltd, CUTM
 Timing- 9AM to 6.30 PM

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  ACTION PLAN- 6: DURATION AND COST

 Total training is 3 months

 2 month (60 days) class room training
 On the Job(OJT) 1month
 Rs. 60000 per trainees
 Additional services includes
 Accommodation costs
 Full board: breakfast, lodging, telecommunication cost, uniform cost etc.
 Intensive support during the entire training course

 ACTION PLAN- 7: ANTICIPATING PROBLEM

 Language problem
 Less understanding of the process

 ACTION PLAN- 8: ORGANIZATIONAL GOAL

 To increase the profit of the organization

 To generate ROI
 To give employment to unemployed people
 To make rural people an opportunity to know about the current scenario

 ACTION PLAN-9: DEVELOPING PROTOCOL

 During 576 training hrs. following topics are address

 Different parts of Coffee machine
 Different types of Coffee used in CCD
 Different equipment used in Coffee
 Different types of food and beverages

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  Different types of design used in coffee
 Customer Service
 Skills and standard operation procedure of café coffee day
 Kinds of test methods of trainees
 They get an assessment after completion of assessment.
 They get a certified by RASCI ( Retailers Association's Skills Council of
India)

 ACTION PLAN- 10: TRANSFERRING CLIMATE

Below study suggested the following transfer climate constructs:

 Supervisory support: It refers to the extent to which supervisors reinforce
and support use of learning on the job.
 Opportunity to use: It is the extent to which trainees are provided with
resources and tasks that enable them to transfer their new skills on the
job.
 Peer support: It measures the extent to which peers support the
application of learning on the job.
 Supervisor sanctions: They refer to the negative responses of the
supervisors, if training is not used on the job.
 Personal outcomes-positive: They refer to the degree to which the
application of training on the job leads to positive outcomes or payoffs for
the individual.
 Personal outcomes-negative: They refer to the degree to which the
application of training on the job leads to negative outcomes for the
individuals.
 Resistance: It refers to the extent to which the prevailing group norms are
perceived to discourage use of new skill.

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  ACTION PLAN- 11: TASK ANALYSIS

 To make the trainees understand fundamental knowledge of how to

operate coffee machine.
 To avail trainees better understanding good trainers are there.

 To help the trainee’s improving their practical skills to deal with different
operational tasks and process disruptions.

 ACTION PLAN- 12: DEVELOPING TASK STATEMENT

 Training about the different types of coffee used in CCD

 Training about how to deal with customer
 Standard operation procedure
 Training about how much quantity of material used while preparing
coffee.
 Procedure used while Preparing Coffee
 Technique used while preparing Coffee

 Simulator training

-Different operational tasks

- Process optimization

 Going for a live training and learning’s and get a more clear idea about
ongoing training

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  ACTION PLAN -13 CREATING TASK CLUSTER

Table 1
. Training Methods and the task which they are used

Orienting Special Safety Creative Supervisory

New Skills Education Technical and and
Employees, Training Professional Managerial
introducing, Education Education
innovations
in product
and services
1 2 3 4 5
A. On The Job
Training
Orientation YES YES YES YES NO
Training
Job Instruction YES YES YES YES NO
Training
Apprentice YES YES YES YES NO
Training
Internship And YES YES YES YES NO
Assistantship
Job Rotation NO NO NO NO NO
Coaching YES YES YES YES YES

B. Off The Job

Training
Lecture YES YES YES YES YES
Special Study YES YES YES YES YES
Films NO NO NO NO NO
Televisions NO NO NO NO NO
Conference YES YES YES YES YES
Case Study YES YES NO YES YES
Role Play NO NO NO YES YES
Simulation N0 No NO YES YES
Laboratory YES YES NO YES NO
Training

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  ACTION PLAN-14: KSA ANALYSIS

According to the analysis the Knowledge required are:

 Knowledge required how to operate coffee machine
.
 Knowledge about the different types of coffee used in CCD.

 Knowledge about the industrial requirement

 Using logic and reasoning to identify the strengths and weaknesses of alternative
solutions, conclusions, or approaches to problems.

According to the analysis the Skills required are

 Operation and control- controlling operations of equipment or systems
.
 Coordination – Adjusting actions in relation to other’s actions.

 Time management – Managing one’s own time and the time of others.

 Quality control analysis – conducting tests and inspections of products, services,

or processes.

 Active learning - understanding the implications of new information for both

current and future problem-solving and decision making.

According to the analysis the attitude required is

 Monitoring – Monitoring/Assessing performance of yourself, other individuals, or
organizations to make improvements or take corrective action.

 Active Listening – Attitude of giving full attention to what others are saying, taking
time to understand the points being made asking questions as appropriate, and
not interrupting at inappropriate times.

 Positive attitude of sharing skills with others and learning from others.

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  ACTION PLAN-15: LINKING TASK AND KSA

Task to accomplish KSA required

knowledge skill attitude
Training on basic operations in plant High Operation & Neutral
knowledge control attitude
of operating
coffee
machine
required
Training of Coffee manufacturing process Knowledge Quality Positive
of coffee control attitude of
equipment analysis sharing
and its step knowledge
by step uses
Training on how to make coffee Knowledge Time Positive
of how much management attitude of
quantity the sharing
materials knowledge
used

Training on practical skills to deal with Expertise in Coordination Monitoring

operations and process disruptions operation
and different
process
carried out in
organization

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  ACTION PLAN- 16: PERSON ANALYSIS

 Min-Max- 35
 Process and control coffee machine
 6trainers

 ACTION PLAN- 17: TRAINING NEED AND NON TRAINING ISSUES

TABLE-3
Training Needs Non-training issues
Learning practical skills to tackle different Increase in idle time.
problems.
Efficiently using while preparing coffee Wastage of coffee without proper training
Knowledge of using coffee machine and Mistake occurs how to use coffee machine
how to use different types of coffee. and delay in overall process.
Complete idea of Coffee manufacturing No basic idea coffee manufacturing
process.

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 PROVING THE ROI OF TRAINING

Evaluation of the training program:

Coffee Industries are proficient at running strong training programs, and they are
disciplined about tracking and measuring results. Many manufacturers rely on the well-
established New World Kirkpatrick Model4 (see chart), which provides companies with a
structured four-level approach to training evaluation:

Table 4.
Level Example
Level 1. Reaction- The degree to which “Awesome instructor!” “Class moved too
participants find the training favorable, slowly.”
engaging and relevant to their jobs.
Level 2. Learning- The degree to which “I learned about taper turning on an engine
participants acquire the intended lathe and demonstrated how to perform it
knowledge, skills, attitude, confidence and in a lab environment.”
commitment based on their participation in
the training
Level 3.Behavior- The degree to which “I correctly used a taper attachment on my
participants apply what they learned during assigned engine lathe on the shop floor.”
training when they are back on the job
Level 4. Results- The degree to which Overall improved competency of lathe
targeted program outcomes occur and setup and understanding tool wear has
contribute to the organization’s highest- reduced scrap by 3 percent.
level result

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