Training & Development

• Training & development

Represents ongoing investment in employees, and recognition that employees
are assets.an organisation considers its employees to be human assets,
training and development represents an ongoing investment in these assets
and one of the most significant investments an organisation can make.
Training involves employees acquiring knowledge and learning skills that they
will be able to use immediately; employee development involves learning that
will aid the organisation and employee later in the employee’s career. Many
organisations use the term learning rather than training to emphasise the point
that the activities engaged in as part of this developmental process are broad
based and involve much more than straightforward acquisition of manual or
technical skills.

• Importance of training &

development
• When a technical product or service is no longer needed or wanted even though
it could still be in working order.Technological obsolescence generally occurs
when a new product has been created to replace an older version.

– Rapid technological changes cause skill obsolescence.When a

technical product or service is no longer needed or wanted even though it
could still be in working order. Technological obsolescence generally
occurs when a new product has been created to replace an older version.
– Redesign of work brings need for new skills
– Mergers and acquisitions have increased the need for integrating
employees into different cultures.Cultural factors and organisational
alignment are critical to success (and avoiding failure) in mergers. Yet
leaders often don’t give culture the attention it warrants—an oversight that
can lead to poor results. Some 95 percent of executives describe cultural
fit as critical to the success of integration. Yet 25 percent cite a lack of
cultural cohesion and alignment as the primary reason integration efforts
fail.
– Employees are moving between employers more often, necessitating
training.Training is important because it represents a good opportunity for
employees to grow their knowledge base and improve their job skills to
become more effective in the workplace. Despite the cost of training for
employees, the return on investment is immense if it is consistent.
– Globalisation of business requires new knowledge and skills.The process of
technological novelty and globalisation of Knowledge and skills has become
complicatedly associated with the globalisation of the macroeconomic system. We
have actually moved from national undertakings, mostly economic in nature, to more
complex international interactions and connections and this demands a policy
analysis that integrates systematic knowledge, useful technology, and advancement
cum innovation into socially satisfactory and suitable cost-effective strategies (Kar &
Roy, 2015). While we would embrace the process of globalisation and technological
innovation, we need to strengthen our institutions and sectors of the economy.
Benefits of Training &
Development
Training and development helps companies gain and retain top talent, increase job
satisfaction and morale, improve productivity and earn more profit. Additionally,
businesses that have actively interested and dedicated employees see 41 percent
lower absenteeism rates, and 17 percent higher productivity.

1. Retains Employees
Retention is a major challenge for employers but retaining strong workers can be
achieved through career development. In fact, training and development has become
so centralised within businesses that it is often used as a competitive advantage
when hiring. Offering career development initiatives helps employees establish a
sense of value within the company and fosters loyalty, ultimately resulting in
increased staff retention and a 59% lower staff turnover rate.

2. Develops Future Leaders

Targeting employees with the skills for future leadership can be vital in establishing a
business for growth and evolution. Leadership talent can be acquired through new
hires, or HR professionals can select current employees as managerial candidates.
According to the Society for Human Resources Management (SHRM), having
professional development programs ensures an organisation is focused on future
business goals by preparing promotable talent.

3. Empowers Employees
Leaders who feel empowered within the workplace will be more effective at
influencing employees and gaining their trust. Consequently, those employees will
feel a greater sense of autonomy, value, and confidence within their work. SHRM
defines employee autonomy as the extent to which an employee feels independent
and can makes their own decisions about the work they do.

4. Boosts Workplace Engagement

Finding ways to bolster the consistent engagement of employees can diminish
boredom in the workplace, which left unchecked can create feelings of
dissatisfaction and negative working habits. Regular training and development
initiatives can prevent workplace idleness and in turn will help businesses establish
regular re-evaluation of their employees, skills and processes. Furthermore, it will
influence company culture by instilling an emphasis on planning and can prompt
company analysis and planning as it requires employers to review existing talent and
evaluate growth and development opportunities internally, rather than via
recruitment.
In fact, Forbes measured empowerment and employee engagement in data from
over 7,000 employees and found that employees who felt a low level of
empowerment were rated with engagement in the low rankings of the 24th
percentile, compared to those who felt a high level of empowerment and were in the
79th percentile.

5. Builds Workplace Relationships

Finally, providing opportunities for employees to explore new topics, refine their skills
and expand their knowledge can help your team members bond with each other.
During these training and development sessions, they will tackle new challenges
together. They can also lean on one another for various learning opportunities by
collaborating with colleagues who have specific areas of expertise. Research has
shown that peer collaboration is actually their preferred method of learning. Learning
from each other’s strengths not only leads to a more well-rounded workforce, but
those bonds can also improve retention and engagement.

Training and Development of PRAN RFL Company

PRAN RFL trains their employees for various reasons. They train their
employees so that they can have operational efficiency. Training helps the
worker to increase the efficiency and productivity in completing daily work.
It also helps them to achieve greater competency. Moreover to increase the
employee value. Through training and development PRAN RFL group
make their employees multi-talented. Furthermore, it is very important for
the PRAN RFL group to train their employees for success planning. They
give continuous training and improvement supports progression arranging
by expanding the accessibility of experienced and proficient workers to
accept senior parts as they get to be accessible. Not only that, PRAN RFL
group also trained the farmers to get good products.
STRATEGIZING TRAINING​:

NEEDS ASSESSMENT​
THE FIRST STEP—NEEDS ASSESSMENT—INVOLVES DETERMINING WHY SPECIFIC
TRAINING ACTIVITIES ARE​
REQUIRED AND PLACING THE TRAINING WITHIN AN APPROPRIATE ORGANIZATIONAL
CONTEXT. NEEDS ASSESSMENT​
INVOLVES THREE LEVELS OF ANALYSIS: ORGANIZATIONAL, TASK, AND INDIVIDUAL.​
​
1. Organizational level:​
The training is considered within the context of the organization’s culture, politics, structure,
and​
strategy. This analysis considers how the training will assist the organization or unit in
meeting​
its objectives and how the training may affect day-to-day workplace dynamics between and​
among different units. It also considers the cost of training relative to the benefits that may
be​
expected and considers the opportunity costs of foregoing the training.​
​
2. Task-Level Assessment:​
Task-level assessment involves looking at specific duties and responsibilities assigned to dif-​
ferent jobs and the types of skills and knowledge needed to perform each task. This level also con-​
siders whether the learning can or should take place on or away from the job, the implications of​
mistakes, and how the job can be designed to provide the employee with direct feedback on his or​
her performance. This level also involves determining whether the training needs of certain jobs​
are similar to or different from the training needs of other jobs in the organization.​
​

3. Individual Assessment:​
The individual level of assessment considers the people to be trained. It requires an analysis of​
their existing levels of knowledge and skills as well as factors relating to their preferred learning
styles,​
personality, interpersonal styles in interacting with others, and any special needs individual
employees​
might have, such as any physical or mental condition that might need to be addressed in the design​
and delivery of the training.​
​
 SETTING TRAINING OBJECTIVES​
​Align/match identified training needs with training objectives​
● Define objectives in specific, measurable terms​
● Desired employee behaviors​
● Results expected to follow from such behaviors​
● One source of information for setting objectives​
● Performance deficiency data contained in performance
management system​

OBJECTIVES​
​
​After training needs have been assessed, objectives for the training activities must be developed.
These​
objectives should follow directly from the assessed needs and be described in specific, measurable​
terms. Measures should be stated in terms of both desired employee behaviors as well as the
resultsthat are expected to follow such behavior. A common problem at this stage is that an
organization’s objectives may be so vague that success in achieving them cannot be accurately
measured or evaluated.​
On the other hand, an organization may have no plan for measuring these objectives. Training pro-​
grams that cannot be evaluated are of little value to the organization in the long run. One important
source of information in setting objectives can be the data contained in the organization’s
performance​
management system,​

DESIGN AND DELIVERY

Critical training design issues:​
● Interference from and difficulty of overcoming prior
training, learning, habits​
● Transfer of newly learned skills back to job ​
● Choice of training environment approximating or
simulating actual working conditions ​
● Organizational environment that is supportive of
training & development​
After objectives and measures have been set, the next step is the design and delivery of the
train-ing itself. Two critical issues must be considered in the design of the training prior to its
delivery.​
The first is interference. Interference occurs when prior training, learning, or established
habits act​
as a block or obstacle in the learning process. Anyone who learned to drive an automobile
having​
an automatic transmission and later attempted to drive a manual or standard transmission ​
probably experienced interference in their learning. The more experience someone has in
behaving in a​
certain way, the more difficult it may be to modify the response he or she displays. When ​
individuals are stressed, they tend to revert to conditioned behavior.​
The second critical issue that must be addressed in design is transfer. ​
​The second critical issue that must be addressed in design is transfer. Transfer refers to​
whether the trainee or learner can actually perform the new skills or use the new knowledge on​
​the job. In other words, transfer is the extent to which the trainee or learner is able to
“transfer”​
the learning to the actual job setting. Many training programs that are conducted away from
the​
worksite have been criticized for their lack of transfer because the conditions under which
employees​
have been trained are vastly different from those in which they actually work. Obviously, it is​
inefficient to conduct training and receive no benefit from it in terms of employee job
performance​
those responsible for training need to ensure that it provides maximum transfer. The delivery
of the training should anticipate any interference that might be present, and a strategy should
be planned to overcome it and ensure transfer. Interference is not caused only by conditioned
or learned behavior. The attitudes of supervisors or peers may also produce interference.
Coworkers who publicly express negative concerns about the training may cause learners to
be predisposed against the training. When trainers examine the potential sources of
interference, they need to look beyond the backgrounds, skills, and habits of the trainees
themselves to the broader organizational context, which includes culture, politics, and
organization structure. Training and development will not be effective unless it is conducted
within a larger supportive organizational environment.​

TRAINING AND DEVELOPMENT OF PRAN RFL COMPANY​

PRAN RFL trains their employees for various reasons. They train their
employees so that they can have operational efficiency. Training helps the
worker to increase the efficiency and productivity in completing daily work. It
also helps them to achieve greater competency. Moreover to increase the
employee value. Through training and development PRAN RFL group make
their employees multi-talented. Furthermore, it is very important for the PRAN
RFL group to train their employees for success planning. They give
continuous training and improvement supports progression arranging by
expanding the accessibility of experienced and proficient workers to​
accept senior parts as they get to be accessible. Not only that, PRAN RFL
group also trained the farmers to get good products.​
Levels of assessment:​
ORGANIZATION:​
​
PRAN (PROGRAMME FOR RURAL ADVANCEMENT NATIONALLY) WAS ESTABLISHED IN 1981
BY RETIRED MAJOR GENERAL AMJAD KHAN CHOWDHURY AND HAS BECOME ONE OF THE
LARGEST FOOD AND BEVERAGE BRANDS IN BANGLADESH. PRAN PIONEERED
AGRIBUSINESS IN BANGLADESH BY PROVIDING FARMERS WITH GUARANTEED PRICES.
PRAN FOODS, A SUBSIDIARY OF THE PRAN-RFL GROUP, PRODUCES A NUMBER OF
AGRICULTURAL PRODUCTS UNDER THE PRAN BANNER. PRAN ESTABLISHED A
SUBSIDIARY COMPANY IN UAE IN 2003.​
IN 2008, THE COMPANY ANNOUNCED PLANS TO OPEN A PRODUCTION FACILITY IN
TRIPURA, INDIA, AFTER THE INDIAN GOVERNMENT LIFTED THE BAN ON DIRECT
INVESTMENT FROM BANGLADESH IN 2007. THE PRAN GROUP'S EXPORTS HAD REACHED
10 BILLION TAKA BY 2016, WITH THE BIGGEST MARKETS FOR THE COMPANY IN INDIA,
SAUDI ARABIA, THE UAE, MALAYSIA, AND OMAN. THE SAME YEAR THE REVENUE FOR
PRAN EXCEEDED US$500 MILLION. PRAN STARTED EXPORTING POTATOES IN MARCH 2016.​
IN APRIL 2016, PRAN STARTED TO EXPORT CASSAVA AND THE FIRST SHIPMENT, WORTH
US$3 MILLION, WAS SENT TO NEW ZEALAND. PRAN HAS 80 THOUSAND DIRECT
EMPLOYEES AND 200 THOUSAND INDIRECT EMPLOYEES. PRAN EXPORTS TO OVER 118
COUNTRIES.​
PRAN STARTED EXPORTING THROUGH RIVER ROUTE TO INDIA FROM BANGLADESH IN
MARCH 2022​
​
● Task of Pran-RFL Group:​
● Pran’s products can be categorized under a few categories, such as, Juice, Drinks, Snacks,
Confectionary, Dairy, Beverages and winery products. Their juices come in a great variety of
quality packing in eight different flavours; orange, mango, lemon, litchi, pineapple,
mango-pine, guava and fruit cocktail, offers collection of refreshing choices.​
● From purified natural drink to processed fruit drink, Pran-RFL provides a wide range to
manyalternatives for quenching the thirst. In their winery section, they offer a wide range of
products from tea, spices, pickles, chutney, sauce and ketchup, rice products, mustard oil,
semai and molasses, etc. Pran snacks products. ​
● ​
● Export History:​
● Pran-RFL, the largest exporter of processed food from Bangladesh, had a vision of creating
ahuge demand globally of those agro based products produced by native farmers. The key
was to process the agro products and increase shelf-life thereby. Starting successful journey
to export market in 1996, PRAN currently exports to over 94 countries.​
● As Pran-RFL Group exports its products to foreign countries; the importance of the
international forces really matters here. It has to monitor the consumer’s preference, price,
promotional strategies, government policies etc. for an international market. It has to face the
hard competition of the international markets are variously flavoured consisting of biscuits,
potato crackers and mini snack​
● ​
● Individuals of PRAN-RFL Group​
● PRAN RFL Group, one of the most reputed conglomerates in Bangladesh, is in market since
1981. It started mainly with Foundry business and gradually diversified to Light Engineering,
PVC Fittings, Plastics, Food and Beverage and Agro-Processing. It has it's marketing and selling
network in 145 countries as of date.Group directly employs over 1,25,000 people and another
15,00,000 over people subsists on PRAN-RFL Group.​
 ● Objective of PRAN Group:​
●
● Objective of the study of the term paper is to analyze the marketing strategies of
PRAN-RFL ​
● Group. The specific objectives are: ​
● • To explore the development of PRAN-RFL group. ​
● • To analyze the marketing strategies of PRAN-RFL group. ​
● • To examine how PRAN-RFL using the marketing concept in its marketing strategies. ​
● • To make recommend as increase the marketing efficiency of PRAN-RFL group. ​
● • To recognize strengths, weaknesses, opportunities, threats (SWOT) of PRAN-RFL
group. ​
● • To analyze Political, Economic, Social, Technological, Legal and Environmental
forces ​
● (PESTLE) of PRAN-RFL group. ​
● • To analyze Porter’s five forces model of PRAN-RFL group. ​
● • To analyze BCG matrix of PRAN-RFL group. ​
● • To describe marketing mix of PRAN-RFL group.​
● ​

Design and Delivery:​

● Beverage, snacks, plastic and many other products they are collected
raw materials manufacturer by PRAN-RFL Group. Middle East, Asian,
South East are the main distributor panel of PRANRFL main
workplace. The Wholesaler are collect the product various ware
houses. PRAN-RFL Group are largest food processing and many
others products manufacturing in export by Bangladesh. These
products are being exported to more than 142 countries of the world.​