A

SUMMER TRAINING PROJECT REPORT

ON

EVALUATION OF TRAINING EFFECTIVENESS IN

BRITANNIA INDUSTRIES LTD.

IN THE PARTIAL FULFILMENTOF THE REQUIREMENT FOR THE

COURSE OFBACHELORS OF BUSINESS ADMINISTRATION
(2007-2010)

SUBMITTEDBY:

Davinder Pal Singh

Regd. NO. - 2007.GIM/A.60
BBA (Final Year)

Guru Nanak Institute of Management & Information Technology

Punjabi Bagh, New Delhi-110026
(Affiliated by: Guru Nanak Dev University Amritsar)

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 GUIDE CERTIFICATION

This is to certify that the project titled “EVALUATION OF TRAINING

EFFECTIVENESS IN BRITANNIA INDUSTRIES LTD.” is an original work of

Ms. Davinder Pal Singh Enrollment student of Guru Nanak Institute of
Management & IT, New Delhi submitted in partial fulfillment of the
requirements for the award of Bachelor of Business Administration (BBA).
(2007-2010) under the guidance of the committee.

( PROJECT GUIDE ) Signature of HOD

Ms. Maninder Kaur Ms. Maninder Kaur

Ms. Ashneet Kaur

Signature of Director
(Prof. J.S. Gujral)

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 ACKNOWLEDGEMENT

The present work is an effort to throw some light on “EVALUATION OF

TRAINING EFFECTIVENESS IN BRITANNIA INDUSTRIES LTD.”.
The work would not have been possible to come to the present shape
without the able guidance, supervision and help to me by number of people.
With deep sense of gratitude I acknowledged the encouragement and
guidance received by my institutional guide Ms. Maninder Kaur& Ms.
Ashneet Kaur and other staff. I convey my heartful affection to all those
people who helped and supported me during the course, for completion of
my Project Report.

Davinder Pal Singh

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 TABLE OF CONTENTS

 Certificate from the Organization

 Certificate from the Institute
 Acknowledgement
Chapter-1 Introduction Page No
1.1 Overview of the Industry 7
1.2 Overview of Britannia Industries Ltd 8
1.3 Profile of the Organisation 11
- Britannia’s Milestones 14
- Britannia’s Logo 17
- Mission of the Organisation 18
- Objectives of the Company 19
- Principles and policies of the Company 19
- Social Responsibility 20
- Britannia- The Corporate Citizen 21
- Corporate Culture of Britannia 21
- Organisation Charts 22
- Existing Organisation Structure of
the company 23
- Products 24
1.4 Problems of the Organisation in respect
of Training needs 25
1.5 SWOT Analysis 26

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 Chapter-2 Objectives And Methodology
2.1 Objectives of the Study 29
2.2 Scope of the Study 30
2.3 Managerial Usefulness of the Study 30
2.4 Methodology 31
2.5 Selection of Sample Size 32
2.6 Sampling Technique Used 32
2.7 Data Collection 33
2.8 Statistical Tools Used 34
2.9 Limitations of the Study 34

 Chapter-3 Existing Training Activities in BIL

3.1 Training Programmes in BIL 38
3.2 Training in Britannia Industries Ltd. 41

 Chapter-4 Data Analysis 49

 Chapter-5 Findings and Recommendations 69
 Bibliography
 Annexure

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 Chapter-1
Introduction

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 OVERVIEW OF THE INDUSTRY

The Indian economy continues to grow at a healthy pace with a 6.9% growth in
the financial year 2005-06 on the back of robust showing by manufacturing and service
sectors.

Within FMCG’s, the biscuit industry showed a robust volume growth last year.
The organized and branded biscuit industry in India is currently estimated at around
900,000 tonnes having grown 12% last year, as compared to the 7% growth of the FMCG
sector. New players have entered the market at the national level and the regional level,
making the industry dynamic and very competitive. Aggressive pricing activity, trade and
consumer promotions have pulled down the overall pricing power of the brands in the
market. This needs to be managed through the strong margin management measures in
order to sustain profitability in the industry. In last year alone, the key input costs
increased by 12-15%.

The per capita consumption continues to grow across all age groups and socio-
economic strata. Biscuits continue to maintain their position as one of the most widely
distributed and available packaged food categories in India. 38% of the total volume
comes from the rural markets though this number varies by type of biscuit, with glucose
being the most widely distributed in rural markets at 50% overall sales. The market has
also migrated towards bulk and family packs that offer better value for money on a per kg
basis.

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 OVERVIEW OF BRITANNIA INDUSTRIES LTD

Baking practices were well known to Indian cuisine for thousands of years, but
the humble biscuit became a familiar and commonplace item of diet only during the 20th
century. The products and marketing strategies of India’s premier food company
Britannia Industries. Limited over the last century have been responsible for this
remarkable dietary acculturation.

The entire biscuits’ market is estimated to be 1.1 million tonnes per annum, and
valued at over Rs. 50 billion.

The biscuits segment enjoys one of the most developed markets for any item of
mass consumption, covering over 90 per cent of the overall potential market. This implies
that over 900 million Indians buy and eat biscuits, with varying frequency in any year.
The market is highly competitive at the supply-side, with thousands of small-scale
manufacturers as well as others in the organized, large-scale sector.

The strength of the Britannia brand is demonstrated by the fact that it stands far
above all in this fiercely competitive market, with over 46 per cent market share, by value
(Source: ACNielsen ORG-MARG 2003).

ACHIEVEMENTS

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

Throughout this process it has displayed an uncanny intuition about emerging

popular tastes for biscuits. This foresight, coupled with the will to innovate and evolve
new products, has been the impetus that has propelled the Britannia brand ahead of the
rest. Being the market leader, Britannia Industries operates under an underlying principle

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of setting its own rules and standards that have almost always become the adopted
paradigm for the entire biscuit industry.

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

taste alone. This is reflected in Britannia’s brand slogan, introduced in 1997 that exhorted
consumers to ‘Eat Healthy, Think Better’. This was quickly embraced by the entire
industry to come up with similar promotional campaigns showing biscuits to be an
epitome of a healthy, happy diet.

Going beyond biscuits has been the most difficult challenge and a litmus test for
the company. Britannia entered the dairy category with the launch of Britannia Milkman
range of dairy products. With the success of Britannia Milkman Cheese, it achieved a
niche for itself in a category that was defined by a competitor that had created the
category.

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

MARG, 2003), selling approximately 200 million packs a month.
- With millions of happy consumers every month, Britannia is considered to be one of
the most trusted food brands in India (Source: ET Brand Equity Study, 2003).

- Britannia has also successively made the Forbes List of 200 Best Small Companies in
the world for the years 1999, 2000 and 2002.

SEGMENT-WISE PERFORMANCE

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

biscuits, bread and cakes. The overall sales have improved by 11% in volume and 10% in
value during the year 2005-06.

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

-Bread volume grew 4% and its value 6%.
-Cake and Rusk volume grew 28% and their value 24%.

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 FACTS ABOUT BRITANNIA

 Britannia products are sold in over 2 million outlets, reaching millions of consumers
who buy approximately 2.4 billion packs each year.
 A small army keeps Britannia going- over 100 stock-keeping units, 3,000 employees,
over 1,500 authorized whole sellers, 53 depots and 46 factories. The number of
biscuits produced by Britannia in one year would be equivalent of one pack of 12
biscuits for every two people in the world.
 Britannia has had a long association with cricket and its players. Nearly half the
members of the current Indian Cricket team serve as its brand ambassadors.
 Launched in 1997, Tiger became the largest selling Britannia biscuit brand in just 4
months of its launch. It crossed the Rs 1 billion mark in its very first year and is still
going stronger.

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 PROFILE OF THE ORGANISATION

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

1924, Peak Freans, UK acquired a controlling stake, which later passed on to the
Associated Biscuits International (ABI) a UK based company. During the ’50s and ’60s,
Britannia expanded operations to Mumbai, Delhi and Chennai. The exports of seafoods
started in the ’70s.

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

ABI. In 1989, J M Pillai, a Singapore based NRI businessman along with the Groupe Dan
one acquired Asian operations of Nabisco, thus acquiring controlling stake in Britannia.
Later, Groupe Dan one and Nusli Wadia took over Pillai’s holdings.

In 1977, the Government reserved the industry for small-scale sector, which
constrained Britannia's growth. Britannia adopted a strategy of engaging contract packers
(CP) in the small-scale sector. This led to several inefficiencies at the operating level. In
April ’97, the Government deserved the industry for small-scale sector, which
constrained Britannia's growth. Britannia adopted a strategy of engaging contract packers
(CP) in the small-scale sector. This led to several inefficiencies at the operating level.

In April ’97, the Government deserved the biscuit sector from small scale.
Britannia has expanded captive manufacturing facilities and has modernized and
upgraded its facilities in the last five years. Today Britannia is an organization having its
presence in both the national and international markets and heading towards a bright
future.

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PARENT GROUP

Britannia's controlling stake is jointly with Groupe Danone and Nusli Wadia.
Groupe Danone is one of the leading players in the world in bakery products business. It
acquired interest in Britannia Industries in 1989 and acquired controlling stake in 1993.
Nusli Wadia group is one of the leading industrial houses in the country, with interests
mainly in textiles and petrochemicals.

Britannia's plants are located in the 4 major metro cities - Kolkata, Mumbai, Delhi
and Chennai. A large part of products are also outsourced from third party producers.
Dairy products are out sourced from three producers - Dynamix Dairy based in Baramati,
Maharashtra, Modern Dairy at Karnal in Haryana and Thacker Dairy Products at Howrah
in West Bengal.

Britannia as a company was started in 1892 in Calcutta .The Britannia brand was
introduced about 80 years ago, and today enjoys a status of the strongest food brand in
the country with a net sales growth of 10%. Britannia, as a company, is guided by the
benefits of the long tradition coupled with the most modern management practices.

The seeds of success are rooted in variety of factors. Britannia has an excellent
distribution network of over 100 stock- keeping units, 3000 employees, over 1500
authorized whole-sellers, 53 depots and 46 factories. Britannia sells around 1.50 lakhs
tones of biscuits, over 4500 tonnes of breads and cakes and 3,000 tonnes of dairy
products. Britannia products are sold in over 2 million outlets, reaching millions of
consumers who buy approximately 2.4 billion packs every year.

Throughout its existence, Britannia has operated on the principle of providing

products to consumer that are healthy and tasty. This is brought about by the use of high
quality ingredients with a string focus on “naturalness” and modern manufacturing
practices. The company today has a wide range of bakery products in the biscuit, bread

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and cake segments. With its pioneering role in bakery sector, Britannia’s products are
today has excellent value wholesome and hygiene products for the consumer. However,
Britannia sees its role as being larger than just this. The company has a commitment to
the health of Indian masses, and this commitment is especially strong in the context of
children.

As the market leader, Britannia understands its responsibility of providing the

possible products to the consumers. No effort is spread in acquiring the finest technology
and products ideas, either indigenously or from the internal associates, Group Danone of
France.

In the last few years, the company has made a strong entry into the mass-market
segment with tiger brand. A range of products has been introduced which, apart from the
goodness of wheat, also provide the benefits of milk, glucose and calcium. The brand has
been welcomed by the consumer in all markets and by all consumer types.

Britannia brand name has always stood for good wholesome food values.
Britannia is the epitome of health, hygiene and nutrition. It has undergone a change,
which is truly comprehensive in nature. The dynamic new motto “EAT HEALTHY,
THINK BETTER” is designed to captures the very essence of purity, energy and
freshness, implicit in all its food products along with the existing products they have also
expanded their portfolio with the introduction of Britannia cheese and cheese spreads,
Britannia butter and Britannia dairy whitener. All of which have already created quite a
stir in the market.

Today, after over seven decades of being an in separable part of life in India,
Britannia is now set to usher its customers into a healthier and tastier future.

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 BRITANNIA’S MILESTONE

1892
A humble beginning is made to manufacture biscuits in a small house in central Calcutta
with an investment of Rs 295.
1897
The Gupta Brothers acquired the business, and moved the operations to
Dum Dum, a suburb of Calcutta, under the name of V.S.Brothers.
1910
Advent of electricity helps mechanize the operations.
1914
V.S Brothers secure an initial order for 100 tonnes of “services”.
1918
Gupta Brothers take Mr. C.H. Holmes, an English businessman in Calcutta, as a partner.
The Britannia Biscuit Company limited is registered on March 21, 1918 and the brand
name “Britannia” launched.
1919
Sales turnover was Rs 4, 60,896.
1921
New imported machinery is introduced and Britannia Biscuit Company becomes the first
company to install.
1924
Mumbai factory is set up. Peek Prean, U.K acquired a controlling interest in Britannia
Biscuit Company Limited.
1939-44
Sales increased to Rs 16, 27, 202, the business received a big fillip during World War II”
service biscuits are supplied in large quantities.
1952

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Calcutta factory is relocated from Dum-dum to present site at Taratola road, Delhi Biscuit
Company is acquired.

1954
BBCo acquired the Delhi Biscuit Co and began the manufacture of sliced and wrapped
bread in Delhi.
1966
New Delhi plant is set up at the present site at Lawrence road and R&D department is set
in Mumbai factory.
1967
Chennai factory commences production.
1968
Britannia Biscuit Company celebrates golden jubilee.
1971
Seafood’s division is set up.
1973
An integrated processing and freezing plant for seafood was commissioned at Thane.
1975
Public issue- Indian share –holdings distribution fro parry’s
1978
Company name changed to Britannia Industries Limited.
1982
Nabisco brand Inc. U.S.A becomes major foreign shareholder.
1983
Sales crossed Rs 100 crores
1986
Soya products trial commences.
1989
The Executive office is moved from Mumbai to Bangalore. B.S.N acquires stake in BIL
through ABIL, U.K
1991

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Soya unit at Vidisha divested.

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1992
BIL celebrates its platinum jubilee.
1993
Wadia group acquires stake in ABIL U.K and becomes an equal partner with Group Dan
one in BIL.
1994
Sales crossed 10000 tonnes of biscuits.
1997
New Corporate identify “EAT HEALTHY THINK BETTER” launched. BIL enters the
dairy products market.
1998
Sales crossed Rs 10,000 million. (235 MN. Used)
1999
Opened a new category: SNACKING PRODUCTS.
2000
Sales increase by 14.43%, total sale of 1338.10 crores.
2007
Profit of 70.5 crores, an increase of 38.24%.
2013
The creation of a centralized set-up for payables processing, accounting and MIS systems
in the corporate office at Bangalore.
2015
Re-birth of Tiger – “Swasth Khao, Tiger Ban Jao” becomes the popular chant!
The new plant inuttaranchal commissioned ahead of schedule.

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 BRITANNIA LOGO

Logo consists of the

Company name and
slogan.
The logo along with the corporate statement is as:

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

credible source of healthy yet tasty food product. The corporate statement captures the
Indian concept of unity of body and mind. The colours used in the logo have it own
significance.
Written in three colours: -Red, White and Green.

Red denotes Energy and Vitality.

White denotes Purity.
Green stands for Nutrition and Freshness.

Also there is green stroke beneath the company name, which denotes surety for
health and quality products.

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

MISSION OF THE COMPANY

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 “To dominate the food and beverage market in India through a profitable
range of tasty yet healthy products.”

Regarding the basis of setting mission and vision statement, Britannia gives top
most priority to “customer satisfaction”, followed by quality, market leadership,
increased profit variety, sales turnover and profit maximization.

“Our markets are poised for exciting times. As a successful organization, we must not
only keep pace with consumer expectation, but also anticipate them. Our new identity is
to lay the base to project our future as a successful 'food' company, a company that
provides high quality and tasty, yet healthy foods and beverages".

-Nusli Wadia, Chairman, Britannia Industries Limited.

"I conform to the view that there are three kinds of companies - those that watch things
happen; those that make things happen; and those that wonder what happened. We
certainly wish to make things happen…My personal commandment is Do unto others
what you don't wish done unto you. It's not the big who swallow the small; it is the fast
who swallow the slow".

-Sunil Alagh, CEO, Britannia Industries Limited.

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 OBJECTIVES OF THE COMPANY

The objectives of the Company are:

 Reduction in consumer complaints.

 To start documentation of market returns dealer wise.
 To empower the workmen on individual work area to ensure that only quality
products are passed onto the next stage of production.
 Continuous training for the development of the human resources.
 To minimize the accident rate.
 Providing the minimum training base for manpower. 0

PRINCIPLES AND POLICIES OF THE COMPANY

The Principles and Policies of the Company are:

 Derives from the company mission, vision and cherished values.

 Build stronger bond between people.
 Generating motivation to excel.
 Enabling continuance learning and renewal of skills.
 Providing opportunities to perform and potential to growth.
 Generating a climate of trust, respect and team work.
 Installing a sense of pride and belongingness.
 Creating a happy climate for work.
 Providing a base for retraining of manpower.

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 SOCIAL RESPONSIBILITY

Britannia recognizes its social responsibilities, and these are manifested in the
following various ways: -

Tsunami Relief- The Britannia family responded to the process of relief and
rehabilitation by voluntary donations from the employees that were matched with cash
contribution by the company and given to the Indian Red Cross Society. The Company
also supplied products and other articles of need to the affected people.

Britannia – IMG- Britannia has been sporting the Indian Music Group at St Xavier
College at Mumbai for 20 years now. The annual festival, which takes place around
January, has been recognized as one of the most significant music festivals in the country.
Apart from this it also support the Britannia IMG music centre in the college premises,
which is a boasts of a splendid music library and listening facilities.

Theatre- Britannia has been supporting theatre arts, a Bangalore-based company, for the
production of high quality English theatre. The latest production, “the kiss of the
Spiderwoman” was greeted with rave review in Bangalore.

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

which is committed to producing high quality tennis players of India. The scheme has
already produced several champions such as Leander Paes who have brought laurels to
the country. The scheme is fully residential program. Training is being provided by the
highest quality coaches both Indian and from overseas.

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 BRITANNIA-THE CORPORATE CITIZEN

Britannia constantly enriches the lives of so many people through its

philanthropic efforts.

Missionaries of Charity: Support has been consistently provided to the Missionaries of

Charity (Mother Teresa) in Calcutta. A special programme called “We Care” was run to
provide opportunities to the under privileged. Donations of biscuits, uniforms etc. are
provided regularly.

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

Karnataka. In its continuous endeavour to contribute to society, the company brought
forth a unique concept of redressing its regular stationery and donating the savings made
on greeting cards to this worthy cause.

CORPORATE CULTURE OF BRITANNIA

The Company promotes:

 High degree of consumer satisfaction.
 Open, interactive, convivial (lively) and innovative work atmosphere.
 Result driven at all level but with sense of fairness.
 Development of employees and continues renewal of skills.

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 ORGANISATION CHART

UNIT HEAD

SALES FINANCE SYSTEM

MANAGER MANAGER MANAGER

PERSONNEL STANDARDS PRODUCTION

MANAGER MANAGER PLANNING
MANAGER

Fig 1.1- The flowchart of Organization

PERSONNEL MANAGEMENT CHART

REGIONAL
PERSONNEL
MANAGER

PERSONNEL SECRETARY TO
OFFICERS R.P.MANAGER

ASSISTANT
PERSONNEL OFFICERS

Fig 1.2- The flowchart of Personnel Department

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 EXISTING ORGANISATION STRUCTURE OF THE COMPANY

The existing organization structure of Britannia Industries Ltd is divisionalised as

follows:

Unit Head – 1
Managers – 20
Officers – 96
Territory Sales Incharge – 35
Workers – 403

LABOUR UNIONS

There are two unions in Britannia Industries Ltd.

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

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

Indian Trade Union (CITU).

The membership fee at each union is Rs 5/-. The terms and conditions are governed
by long-term settlement for 3 yrs. The last settlement was done in 2001. There occurred
little agitation at the time of settlement.

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 PRODUCTS

BISCUITS

BRAND DESCRIPTION

CREAM TREAT Sandwich Cream Biscuit

CAKES CHEKKERS Wafer Cream Biscuit
GOOD DAY Biscuits with Real Butter
NUTRI CHOICE Health Biscuits
MERRI CAKE
MILK BIKIS Single Slice Cakes
Milk Biscuits
TIGER Sliced Bar Cakes
Health Force Biscuits
MARIEGOLD Semi sweet, Light, Teatime Biscuits
LITTLE HEARTS Sugar Glazed Puffed Pastry Biscuits
BREAD 50-50 Sweet and Salt Crackers
SNAX Flaky Salted Crackers

PREMIUM BAKE Sliced Sandwich Bread

Soft, White Bread

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 PROBLEMS OF THE ORGANISATION IN RESPECT OF THE
TRAINING NEEDS

The training department of the Company is confronted with the following

problems:

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

- The training given to the employees is not standardized.
- No work-study has been done on the requirement of training.
- No in-house training programmes have been conducted.

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 SWOT ANALYSIS

The SWOT analysis of the company refers to the strengths & weaknesses inherent
in the organization & the opportunities & threats faced by them from the environment,
internal as well as external. This analysis is the foundation stone of the strategic planning
process as well as short-term plans needed to attain the strategic objective of the
organization.

The analysis has been done in order to have a better understanding of the
organization. The information given by the organization has been used to carry out the
analysis. The strengths, weaknesses, opportunities & threats identified are enumerated as
follows:

STRENGTHS:

 World’s second largest domestic biscuit manufacturer.

 The largest bakery company in India.

 The business structure is divisionalised to achieve a focus at the market.

 Highly advanced production facilities.

 High quality product with competitively low prices with proven results.

 In terms of training needs, the Company deputes its officers and staff regularly on
various training programmes.

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WEAKNESSES:

 Very limited product exports.

 Limited product portfolio.

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

OPPORTUNITIES:

 Vast market for the exports.

 Ample scope for the product diversification.

 Vast potential in tapping new sales territories.

 Scope for entering in the strong rural market.

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

programmes for its officers and staff.

THREATS:

 Severe competition from the existing competitors.

 Invasion of foreign brands in this segment.

 Competition from small scale regional players.

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 The Company may loose highly trained staff to its competitors.

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 Chapter-2
Objectives and
Methodology

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 OBJECTIVES OF THE STUDY

The first & foremost step in any research work is to identify the problems or
objectives on which the researcher has to work on. There are two types of objectives met
in this study, as explained below:

OBJECTIVES

 To analyze the existing training practices, its effectiveness and recommend

measures to improve the training practices in the organization.

 To study the frequency of training, training methods and their effects on the
trainees and recommend certain measures for improvement.

 To understand the present practices enforced in respect of training at the

personnel department and recommend any changes if necessary.

 To take feedback and analyze the level of satisfaction amongst the employees in
respect of training activities and suggest alternatives.

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 SCOPE OF THE STUDY

Training Effectiveness is the process wherein the management finds out how
effective it has been at training and developing the employees in an organization.

 This study gives some suggestions for making the present training and
development system more effective.
 It gives organization the direction, how to deal differently with different
employees.
 It identifies the training & development needs present among the employees.

MANAGERIAL USEFULNESS OF THE STUDY

 The effectiveness of the training programmes can be established through this

study.
 This study helps to understand, analyze & apply the core concepts of training in
an organization.
 Managers would be able to identify the need of training for its employees.
 Managers would know what employees think of the training and development
programmes and make changes if necessary.

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 METHODOLOGY

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

systematically solve the problem or attain its objectives. It is a very important guideline
and lead to completion of any project work through observation, data collection and data
analysis.

According to Clifford Woody,

“Research Methodology comprises of defining & redefining problems, collecting,
organizing &evaluating data, making deductions &researching to conclusions.”

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

 Defining the objectives of the study

 Framing of questionnaire keeping objectives in mind (considering the objectives)
 Feedback from the employees
 Analysis of feedback
 Conclusion, findings and suggestions.

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 SELECTION OF SAMPLE SIZE

The Company has a total strength of 96 officers and 403 workers. In order to take
a reasonable sample size and not to disturb the functioning of the organization, a sample
size of 20% of the total strength of the Company has been taken in order to arrive at the
present practices of training in the Company.

Accordingly, 20 Officers & 40 Workers have been selected at random from all the
departments of the organization and feedback forms (questionnaire) have been obtained.
The data has been analyzed in order to arrive at present training practices in the
organization.

SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of the data.
Random sampling from a finite population refers to that method of sample selection,
which gives each possible sample combination an equal probability of being picked up
and each item in the entire population to have an equal chance of being included in the
sample. This sampling is without replacement, i.e. once an item is selected for the
sample, it cannot appear in the sample again.

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 DATA COLLECTION

To determine the appropriate data for research mainly two kinds of data was
collected namely primary & secondary data as explained below:

PRIMARY DATA

Primary data are those, which were collected afresh & for the first time and thus
happen to be original in character. However, there are many methods of collecting the
primary data; all have not been used for the purpose of this project. The ones that have
been used are:

 Questionnaire
 Informal Interviews
 Observation

SECONDARY DATA

Secondary data is collected from previous researches and literature to fill in the
respective project. The secondary data was collected through:
 Text Books
 Articles
 Journals
 Websites

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 STATISTICAL TOOLS USED

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

 Questionnaire
 Pie Charts
 Tables

LIMITATIONS OF THE STUDY

The following are the limitations of the study:

 The sample size was small and hence the results can have a degree of variation.
 The response of the employees in giving information was lukewarm.
 Organization’s resistance to share the internal information.
 Questionnaire is subjected to errors.

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 MEANING

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

into “productive insiders”.

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

solving.” Halloram

“Training is the international act of providing means for learning to take place.” Proctor
and Thornton

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

Discipline. It is referred as applying principally to the improvement of skills and hence to
learning how to perform specific tasks.” Yoder

“Training is being defined as an act of increasing the knowledge and skill of an employee
for doing a particular job. It is concerned with imparting specific skills for particular
purposes. Training is aimed at learning a skill by a prescribed method of application of a
technique.” Tripth

“Training is the formal procedure which a company utilizes to facilitate learning so that
the resultant behaviour contributes to the attainment of the company’s goals and
objectives.” Mc Ghee and Thayer

Thus, training refers to the efforts made on the part of the trainer who facilitates learning
on the part of the training to increasing skills knowledge and perfection in a specific task
for efficiency economy and satisfaction.

Upon reviewing the variety of definition of training available the following

characteristics can be listed as key elements for effective training.

- 37 -
  Effective training is the learning experience
 Effective training is a planned organizational activity
 Effective training is a response to identified needs.

Training enables employees to demonstrate new concepts, build skills, solve difficult
interpersonal relationship and technical problems or gain insight into behavior accepted
as “the way things are”.
A key assumption of training is that by giving employees skill and insight for
identifying and defining organizational problems, individual will have greater capacity to
change unproductive and unsatisfying organizational structures and processes. It is a
catalytic process that depends largely on the abilities of informed and skilled members to
develop their tools for charge.
However, the individual abilities must be simultaneously supported by
organizational accountability so that, participants use their abilities to the hilt to learn
from the training programmes and transfer those learning to the workplace and is
technically termed as the transfer of training effects. It is basically the process of
increasing the knowledge and skills for doing a particular job; an organized procedure by
which people gain knowledge and skill for a definite purpose.

- 38 -
 Chapter-3
Existing Training
Activities in BIL

- 39 -
 TRAINING PROGRAMMES IN BIL

Britannia Industries Ltd follows the philosophy to establish and build a strong
performance driven culture with greater accountability and responsibility at all levels. To
that extent the Company views capability as a combination of the right people in the right
jobs, supported by the right processes, systems, structure and metrics.

The Company organizes various training and development programmes, both in-
house and at other places in order to enhance the skills and efficiency of its employees.
These training and development programmes are conducted at various levels i.e. for
workers and for officers etc.

THE VARIOUS TRAINING PROGRAMMES ATTENDED BY THE OFFICERS OF

BIL: -

S.no Training programmes Duration No. of Designation

participants
1 Baking with Soy 2 days 1 Officer
2 Land Mark Seminar 1 day 5 Manager,
Officers
3 Contract Labour 1 day 2 Managers
4 Lean Manufacturing 2 days 2 Managers
Implementation
5 Risk assessment in work 1 day 1 Officer
place
6 Productivity and 2 days 4 Officers
Accomplishment
7 Adv. Technology mgmt for 2 days 1 Officer
prevention and control of
pollution
8 Bearing Maintenance 1 day 1 Officer
technology
9 Good Auditing Practices 1 day 1 Manager
10 HACCP/GMP/GHP 2 day 4 Officers

- 40 -
11 Occupational health and 2 day 1 Officer
safety
12 Sales training programme 3 days 3 Sales territory
Incharge
13 Assessment centre 2 days 16 Officers
14 Landmark Forum 3 days 7 Managers,
Programme officers
15 Excellence in Manufacturing 2 days 3 Officers
by eliminating stock-outs
16 XIV training programme in 4 days 4 Officers
Biscuit manufacture
17 Occupation and health 2 days 1 Officer
18 Training for INKJET printer 4 days 7 Managers,
officers

- 41 -
VARIOUS TRAINING PROGRAMMES ORGANISED FOR THE WORKERS IN
BIL:-

S.no Training Programmes Duration Conducted by

1 ISO 9000 and ISO 14000 refresher 1 day Worker teachers
programme
2 Personality development 2 days Worker teachers
3 Worker teacher’s day 1 day Worker teachers
4 ISO 14000 awareness ½ day Worker teachers
5 National safety day 1 day Worker teachers
6 Fire fighting ½ day Security officer
7 Worker’s participation in 3 days Central board of
management worker’s association
8 Educational trip to Haridwar, 7 days Worker teachers
Rishikesh, Dehradun
9 Gemba- Kaizen workshop 5 days Kaizen institute
10 Security and fire fighting 1 day Worker teachers
11 Positive approach 1 day Worker teachers
12 Vipassana meditation 2 days Vipassana Sadhna
Sansthan
13 Worker’s children- Workshop for 1 day Shakuntala Anand
young people, personality
development

- 42 -
 TRAINING IN BRITANNIA INDUSTRIES LTD.

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

PURPOSE OF TRAINING: To ensure availability of trained manpower.

SCOPE: All categories of employees in Biscuit plant.

FLOW CHART OF TRAINING PROCEDURE

Identification of Needs

Preparation of Training Plan

Imparting Training

Feedback

Induction Training

Training Effectiveness

Fig 4.1 The training procedure

- 43 -
IDENTIFICATION OF NEEDS

Management Staff
The Performance Appraisal form of the organization has a section in which the
training and development needs are filed up. The person whom the concerned employee
is reporting fills the Performance Appraisal form annually. Such person may be a branch
head or department head.

Identification of training need is done at the Executive Office (EO) level for the
managers through the Performance Appraisal forms annually and the records are
maintained at the Executive Office. Managers are nominated for the various training
courses by the Executive’s Office. Managers may also be nominated to certain training
programmes from the branch if the subject’s covered are found to be of interest or if they
offer a learning opportunity in some emerging areas of knowledge.

Training needs for the department through their Performance Appraisal forms
identifies the officers, which are filled in by the department head. The Performance
Appraisal forms thus give the emerging training needs. This exercise is carried out
annually.

Staff and Workers

Training needs for staff and workers are identified based on:

- Company’s strategy and policy.

- Organizational Thrust Areas.
- New Emerging Areas.

This together gives the consolidated system of needs that is prepared by the Personnel
Officer and approved by the Department Head.

- 44 -
PREPARATION OF TRAINING PLAN

On the basis of identified training needs, the annual training calendar is prepared
by the Personnel officer and approved by the Personnel Head.

Annual Training Budget is prepared by Branch Personnel Head and is approved

by Executive Office. This gives the final list of training activities in a particular year. It is
attempted to carry out all the programmes to fulfill the identified needs. The Head of the
Personnel Department monitors the actual training conducted vis-à-vis the identified
training needs on a monthly basis.

IMPARTING OF TRAINING

Actual training is imparted with the help of in-house and outside agencies. The
selection of these agencies is done on the basis of reputation; programmes offered by
them, past experience and feedback received from the earlier participants.

Training is also imparted by nominating the concerned employee for an external

training programme. All records of the training are maintained at branch as per Record of
Training in the Personnel folder and the same is intimated to the Executive Office
Personnel through the Monthly Personnel Report.

FEEDBACK

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

programme and their impressions in order to further improve upon the same. There are
three such questionnaires available and one of these is used depending upon the nature of
the training programme and the level of participants. Also, a person from the personnel
department sits through the final session of the programme and takes the verbal feedback
about the programme.

- 45 -
INDUCTION TRAINING

Staff/ Officers/ Managers

This is carried out as the very first step for any new entrant into the branch at the
Staff/ Officer/ Manager level.

The department prepares a schedule for the employee as per which he is required
to spend specific time in each department. During such period, he is reporting to the
respective department head.

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

function of different department. The copies of the same are sent to the General Manager
and all concerned. At the end of the induction, the trainee has to submit a report to the
Personnel Department.

Workers
In the case of a new entrant, he is called in General shift for 2 days for training
under a senior worker to familiarize him with the welfare facilities like card punching,
canteen, public conveniences, rules and regulations, standing orders, shift timings, spell
outs, medical facilities, leave procedures etc. After two days of training, he is deployed in
the concerned department. The Personnel Officer organizes this.

Management Trainee’s Training

Management trainees are given a fortnight of induction programme. Corporate
HR advises it as per Management Trainee Training programme designed by them.

Thereafter, a detailed training programme is carried out whereby the incumbent is

to understand in depth of working of each department at various locations as per the
programme given by the Corporate HR. Corporate HR maintains all relevant records
pertaining to Management Trainee’s training at Bangalore.

- 46 -
TRAINING EFFECTIVENESS

For each training programme conducted in-house for Britannia Delhi branch
personnel, a training brochure is developed.

The brochure developed consists of the following information:

- Programme objectives: Need of the training and what are the objectives that this
training aims to achieve, what likely outcomes are expected to come out of impact of
this training.
- Programme content: Topics being covered during the training.
- Methodology adopted.
- Programme faculty.
- Personnel to be covered.
- Training methodology.
- Training effectiveness criteria and scale.

The training effectiveness is measured by measurement of the achievement of the

objectives. This lists down the measurement indicators, achievement of which will ensure
that programme objectives are achieved.

A person gets nominated for the training programme in the following two ways:
a) Training programme flowing from the training needs.
b) Training programme for testing out the training/ increased awareness/ general
information/ omnibus training types etc.

Training programmes flowing from training needs:

The programmes are divided into three broad categories:
- Functional
- Behavioral
- General/ Omnibus programmes

- 47 -
 1. Functional: The outcome of the training is measured by comparing the data pre-
training and post-training. A scale is developed for measuring the effectiveness of
training based on the % achievement of the objectives.
2. Behavioral: The effectiveness of the training of this nature is measured annually.
This is seen through the training need identification for the coming year for the
employee. If the training need is repeated there, then the training provided is taken as
ineffective. If the training need is repeated but with focus on a part of the need, then
the training is partially effective. If not repeated, then the training is effective.
3. General: These are the training needs flowing directly from the organizational needs.
Examples of these can be ISO 9000 training, ISO 14000 training and any awareness
training. These are omnibus training programmes, which are run for a large number
of employees.

The effectiveness of the training is measured by:

- - Achievement of those organizational objectives within the time lines.
- - Number of audit issues raised on the areas covered in the training.
- - Any other such thing as defined in the training brochure.

The effectiveness of the outside training programme is measured on the same line
as above. However, no detailed brochure is prepared for the same. The measurement
criterion for the programme is defined in the beginning of the programme and
effectiveness measured against the same.

A consolidated effectiveness report of the training programme is prepared at the end of

the year. The programmes that are found to be ineffective are reworked.

Training programme for testing out the training

Also there are training programmes, which are not flowing directly from the training
needs measurement of effectiveness of the training is not needed to be measured.

- 48 -
 TRAINING OF AN OFFICER

Identification
of Approval from
Training needs the Personnel
Department

Consolidation
of Annual
Training needs Training
Budget

Annual Imparting
Training Training
Calendar

Collecting Monitoring of
Feedback for Actual Training
Further vis-a-vis the
Improvement Identified needs

Fig 4.2 Flowchart for Training of an Officer

- 49 -
 TRAINING OF A WORKER

Approval from
Company
the Personnel
Strategy and
Department
Policy

Identification
Organizational Of Annual
Thrust Training needs Training
Areas Budget

New Consolidation Imparting

Emerging Of Training
Areas Training needs

Collecting
Feedback for
Annual Further Training
Training
Calendar

Monitoring of
Actual vs the
Identified
Training needs.

Fig 4.3 Flowchart for Training of a Worker

- 50 -
 Chapter- 4
Data Analysis

- 51 -
1) How many training programmes have you attended in last 5 years?

No. of No. of Respondents % of

Programmes Responses
0-5 8 40%
6-10 5 25%
10-15 4 20%
More than 15 3 15%
Total 20 100%

More than 15
15% 0_5
40%

10_15
20%
6_10
25%

INTERPRETATION
45% of the officers have attended 6-15 training programmes in the last 5 years, which is
an indication of an effective training policy of the organization. However, 40% of the
officers have attended only 0-5 training programmes, which needs to be evenly
monitored by the organization.

- 52 -
2) The programme objectives were known to you before attending it.

Options No. of Respondents % of

Responses
Strongly agree 5 25%
Moderately agree 7 35%
Can’t Say 3 15%
Moderately 1 5%
Disagree
Strongly Disagree 4 20%
Total 20 100%

strongly
disagree strongly agree
20% 25%
moderately
disagree
5%

can't say moderately

15% agree
35%

INTERPRETATION
35% of the respondents moderately agree to the fact of knowing the training objectives
beforehand, in addition to 25% who strongly agree. But a small population disagrees as
20% strongly disagree to this notion. Training objectives should therefore be made
known compulsorily before imparting training in the organization.
3) The training programme was relevant to your developmental needs.

Options No. of Respondents % of

- 53 -
 Responses
Strongly agree 6 30%
Moderately agree 8 40%
Can’t Say 3 15%
Moderately 2 10%
Disagree
Strongly Disagree 1 5%
Total 20 100%

strongly
moderately
disagree
disagree
5% strongly agree
10%
30%
can't say
15%

moderately
agree
40%

INTERPRETATION
70% of the respondents feel that the training programmes were in accordance to their
developmental needs. 15% respondents could not comment on the question and 15%
think that the programmes are irrelevant to their developmental needs and the
organization must ensure programmes that satisfy the developmental needs of the
officers.
4) The period of training session was sufficient for the learning.

Options No. of Respondents % of

Responses
Strongly agree 6 31%
Moderately agree 4 21%
Can’t Say 4 21%

- 54 -
 Moderately 3 16%
Disagree
Strongly Disagree 2 11%
Total 20 100%

strongly
disagree
moderately 11% strongly agree
disagree 31%
16%

moderately
can't say agree
21% 21%

INTERPRETATION
52% respondents feel that the time limit of the training programme was adequate but 25%
feel that it was insufficient. Also, 21% could not comment on the question. All the
respondents though felt that increase in time limit of the programmes would certainly be
beneficial and the organization should plan for this to be implemented in the near future.

- 55 -
5) The training methods used during the training were effective for understanding the
subject.
Options No. of Respondents % of
Responses
Strongly agree 4 20%
Moderately agree 8 40%
Can’t Say 3 15%
Moderately 3 15%
Disagree
Strongly Disagree 2 10%
Total 20 100%

strongly
disagree
moderately 10% strongly agree
disagree 20%
15%

moderately
can't say
agree
15%
40%

INTERPRETATION
40% of the respondents believe that the training methods used during the programmes
were helpful in understanding the subject, yet 25% disagree to this notion. The
organization should use better, hi-tech methods to enhance the effectiveness of the
methods being used during the training programmes.

- 56 -
6) The training sessions were exciting and a good learning experience.

Options No. of Respondents % of

Responses
Strongly agree 5 25%
Moderately agree 8 40%
Can’t Say 2 10%
Moderately 3 15%
Disagree
Strongly Disagree 2 10%
Total 20 100%

strongly
disagree
moderately
10% strongly agree
disagree
25%
15%

can't say
10%
moderately
agree
40%

INTERPRETATION
65% respondents believe that the training sessions were exciting and a good learning
experience. 10% respondents could not comment on this while 25% differ in opinion.
They feel that the training sessions could have been more exciting if the sessions had
been more interactive and in line with the current practices in the market.
7) The training aids used were helpful in improving the overall effectiveness of the
programme.
Options No. of Respondents % of
Responses

- 57 -
 Strongly agree 4 20%
Moderately agree 5 25%
Can’t Say 7 35%
Moderately 3 15%
Disagree
Strongly Disagree 1 5%
Total 20 100%

strongly
moderately disagree strongly agree
disagree 5% 20%
15%

can't say moderately

35% agree
25%

INTERPRETATION
40% of the respondents believe that the training aids used were helpful in improving the
overall effectiveness, yet 20% disagree to this notion. 35% respondents did not comment
on the issue. Yet the total mindset of the respondents was that the organization should use
better scientific aids to enhance the presentation and acceptance value of the training
programme.
8) The training was effective in improving on- the- job efficiency.

Options No. of Respondents % of

Responses
Strongly agree 3 15%
Moderately agree 6 30%
Can’t Say 4 20%
Moderately 4 20%

- 58 -
 Disagree
Strongly Disagree 3 15%
Total 20 100%

strongly
disagree strongly agree
15% 15%
moderately
disagree moderately
20% agree
30%
can't say
20%

INTERPRETATION
45% respondents believe that the training programmes increase their job efficiency but
35% disagree to this. The view of the respondents were towards having more
technological and current topics for the training programmes which could help them
satisfy their creative urge and simultaneously increase their on-the-job efficiency.

- 59 -
9) In your opinion, the numbers of training programmes organized during the year were
sufficient for officers of BIL.
Options No. of Respondents % of
Responses
Strongly agree 2 10%
Moderately agree 3 15%
Can’t Say 5 25%
Moderately 2 10%
Disagree
Strongly Disagree 8 40%
Total 20 100%

strongly agree
strongly
10% moderately
disagree
agree
40%
15%

can't say
moderately 25%
disagree
10%

INTERPRETATION
25% respondents have the opinion that the frequency of the training programmes is
sufficient but 50% of the respondents differ to this. They believe that the number of
training programmes organized in a year should be increased and some in house training
programmes should also be organized by the organisation regularly.
10) Please suggest any changes you would like to have in the existing training
programmes.

- 60 -
 The major suggestions for changes in the existing training programmes are as
follows:-
 The frequency of the training programmes organized in a year should be
increased.
 The duration of the training sessions should be amplified.
 New programmes for personal as well as professional development of the officers
should be developed.
 Officers should be referred for the training programmes as per their
developmental needs.
 The training programmes should be organized outside the office in order to avoid
disturbance in the work.
 Some training sessions should also be organized in house for the officers who find
it difficult to attend them if held outside the office premises.
 Better presentation technologies should be used in order to increase the
effectiveness of the programmes.
 The course curriculum for the training programmes should be current in terms of
the new developments in the world.

- 61 -
1) How many training programmes have you attended during the last year?

No. of No. of Respondents % of

Programmes Responses
Upto 2 25 62%
3-5 10 25%
6-8 4 10%
More than 8 1 3%
Total 40 100%

More than 8
6_8
3%
10%

3_5
25% Upto 2
62%

INTERPRETATION
35% of the workers have attended 3-8 training programmes in the last year, which is the
clue of a useful training policy of the organization. However, 62% of the workers have
attended only 0-2 training programmes, which should be effectively seen by the
organization. Also, every worker should be given chances to attend as many training
programmes as possible.

- 62 -
2) The training given is useful to you.

Options No. of Respondents % of

Responses
Strongly agree 19 47%
Moderately agree 10 24%
Can’t Say 5 13%
Moderately 5 13%
Disagree
Strongly Disagree 1 3%
Total 20 100%

moderately strongly
disagree disagree
13% 3%

can't say
13% strongly agree
47%
moderately
agree
24%

INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13% respondents
could not comment on the question and 16% think that the programmes were irrelevant to
their objective of being useful. The organization must ensure programmes that are useful
and prove to cater to the developmental needs of the workers.

- 63 -
3) The time limit of the training programme was sufficient.

Options No. of Respondents % of

Responses
Strongly agree 7 18%
Moderately agree 14 34%
Can’t Say 5 13%
Moderately 6 15%
Disagree
Strongly Disagree 8 20%
Total 40 100%

strongly
disagree strongly agree
20% 18%

moderately
disagree
moderately
15%
agree
can't say 34%
13%

INTERPRETATION
42% respondents feel that the time limit of the training programme was adequate but 35%
feel that it was insufficient. Also, 13% could not comment on the question. All the
respondents though felt that increase in time limit of the programmes would certainly be
advantageous and the organization should take some steps in this direction.
4) The time limit of the training programme, if increased would make it more effective.

Options No. of Respondents % of

- 64 -
 Responses
Strongly agree 18 45%
Moderately agree 8 20%
Can’t Say 4 10%
Moderately 8 20%
Disagree
Strongly Disagree 2 5%
Total 40 100%

strongly
moderately disagree
disagree 5%
20% strongly agree
45%
can't say
10%
moderately
agree
20%

INTERPRETATION
65% respondents feel that the increase in the duration of the training programmes would
be beneficial but 25% differ to this opinion. Going by the majority, the organisation
should make required changes to increase the duration of the programmes and also take
the opinion of the workers to have an effective training session.

- 65 -
5) The training was effective in improving your on-the-job efficiency.

Options No. of Respondents % of

Responses
Strongly agree 15 37%
Moderately agree 10 25%
Can’t Say 5 13%
Moderately 6 15%
Disagree
Strongly Disagree 4 10%
Total 40 100%

strongly
disagree
moderately 10%
strongly agree
disagree
37%
15%

can't say
13% moderately
agree
25%

INTERPRETATION
62% respondents believe that the training programmes increase their job efficiency but
25% disagree to this. The respondents were of the opinion that having current topics for
the training programmes and also some sessions by an external faculty would help them
increase their on the job efficiency.

- 66 -
6) The training aids used were effective in improving the overall effectiveness of the
programme.
Options No. of Respondents % of
Responses
Strongly agree 10 25%
Moderately agree 4 10%
Can’t Say 12 30%
Moderately 8 20%
Disagree
Strongly Disagree 6 15%
Total 40 100%

strongly
disagree strongly agree
15% 25%
moderately
disagree moderately
20% agree
10%
can't say
30%

INTERPRETATION
35% respondents believe that the training aids were effective in improving the overall
efficiency of the programme. Contrary to this, 35% disagree and 30% could not comment
on the issue. The organization should ensure positive awareness about the training aids
used. Also, the use of better presentation aids should be facilitated.

- 67 -
7) The number of training programmes organized for workers in a year are sufficient.

Options No. of Respondents % of

Responses
Strongly agree 7 18%
Moderately agree 6 15%
Can’t Say 4 10%
Moderately 15 37%
Disagree
Strongly Disagree 8 20%
Total 40 100%

strongly
strongly agree
disagree
18% moderately
20%
agree
15%

can't say
moderately
10%
disagree
37%

INTERPRETATION
33% respondents believe that the number of training programmes organized in a year are
sufficient, but a majority of 57% disagrees to this. The organization should ensure
multiple programmes for the workers and hence enable them in improving their skills and
knowledge.
8) The participation of workers in training programme would help increase its
effectiveness.
Options No. of Respondents % of

- 68 -
 Responses
Strongly agree 20 49%
Moderately agree 9 23%
Can’t Say 5 13%
Moderately 4 10%
Disagree
Strongly Disagree 2 5%
Total 40 100%

strongly
moderately disagree
disagree 5%
10%

can't say strongly agree

13% 49%

moderately
agree
23%

INTERPRETATION
72% respondents feel that participative and interactive training session could provide
more awareness and knowledge in a small span of time as compared to classroom
teaching. 13% respondents could not comment on this and 15% disagree to it.
9) Please suggest any changes you would like to have in the existing training
programmes.

The major suggestions for changes in the existing training programmes are as
follows:-
 The workers were of the opinion that external faculty should be appointed for the
training programmes.

- 69 -
 The period of the training sessions should be augmented.
 The rate of the training programmes organized in a year should be increased.
 Every one should get a chance to attend the training programmes.
 Documentaries and other films relating to issues of motivation, team building
should be screened.
 Practical examples should be used to make things easy to understand during the
training sessions.
 Better technological aids and methods should be used to make the training
sessions exciting.

- 70 -
 Chapter- 5
Findings &
Recommendations

- 71 -
 FINDINGS

The major findings of the project are enumerated as follows:

 Training is considered as a positive step towards augmentation of the knowledge base

by the respondents.
 The objectives of the training programmes were broadly known to the respondents
prior to attending them.
 The training programmes were adequately designed to cater to the developmental
needs of the respondents.
 Some of the respondents suggested that the time period of the training programmes
were less and thus need to be increased.
 Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.
 Some respondents believe that the training sessions could be made more exciting if
the sessions had been more interactive and in line with the current practices in the
market.
 The training aids used were helpful in improving the overall effectiveness of the
training programmes.
 The training programmes were able to improve on-the-job efficiency.
 Some respondents also recommended that the number of training programmes be
increased.

- 72 -
 RECOMMENDATIONS

Based on the data collected through the questionnaire and interactions with the
Officers and Workers of BIL the following recommendations are made for consideration:

 The organization may utilize both subjective and objective approach for the training
programmes.
 The organization may consider deputing each employee to attend at least one training
programmes each year.
 The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while undergoing
the training.
 The organization can also arrange part time training programmes in the office
premises for short durations, spanning over a few days, in order to avoid any
interruption in the routine work.
 The organization can arrange the training programmes department wise in order to
give focused attention towards the departmental requirements.

- 73 -
 BIBLIOGRAPHY

BOOKS

 Training in Practice Blackwell

 Human Resource Management C.B.Gupta

 Human Resource Management T.N.Chabra

 Human Capital Journal

SITES

www.google.com

www.wikipedia. encyclopedia.com

- 74 -
ANNEXURE

- 75 -
 QUESTIONNAIRE

Designation: __________________

Department: __________________

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

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

Disagree
1- Strongly Disagree

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

¨ 0-5 ¨ 6-10
¨ 11-15 ¨ More than 15

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

………………………………………………………………………………
………………………………………………………………………………

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

………………………………………………………………………………
………………………………………………………………………………

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

………………………………………………………………………………
………………………………………………………………………………

- 76 -
5).The training methods used during the training were effective for
understanding the subject.

………………………………………………………………………………
………………………………………………………………………………

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

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7) The training aids used were helpful in improving the overall effectiveness
of the programme.
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8) The training was effective in improving on-the-job efficiency.

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

during the year were sufficient for officers of BIL.

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