1.

1 INTRODUCTION
The main strength of any organization is its human capital. It is highly necessary that the employees of an organization feel good about their work. Hence the study would focus on determining the identification of training needs for employees of GUJRAT AMBUJA EXPORTS LTD. and providing the company the suitable suggestion to improve the performance of employees. Training and development is a very crucial topic in todays competitive environment. It is very wide in its scope. I have chosen this topic to know if training and development activities are efficiently being provided to employees, are the employees satisfied with the content of training being provided. It was to be seen that are the employees of Ambuja were satisfied with the Training Procedures and are there suggestions and opinions are being asked about the trainings they attended. It is to be seen that is training programmes has any impact on there work, nature or not. Along with these many other aspects were analysed of the impact of training on the employees. Improving business performance is journey, not a destination. Business performance rises and falls with the ebb and flow of human performances. HR professionals lead the search for ways to enhance the effectiveness of the employees in their jobs today and prepare them for tomorrow. Over the years training programmes have grown into corporate with these goals into mind. Training programmes should enhance the performance and enrich the contributions of the workforce. The ultimate goal of the training is to develop appropriate talent in the workforce internally.

The benefits of this research to the organization will be that it will come to know the expectations of its employees, their satisfaction level with the training programmes and what improvements are to be necessitated in the training procedure. As it is said that, staying competitive is the key to sustainability. Training the staff, keeping them motivated and up-to-date with industry trends and new technologies is essential to achieving the goal. Staff benefit too, learning new skills and becoming a valued asset in any organization. Training brings direct benefits to business and can be calculated as a return on investment. Hence awareness of relevancy of these programmes to the organization is very crucial aspect. Training is neither a panacea for all ills nor its a waste of time. What is required is an inside vision into what training can or cant do and skills in designing and carrying out training effectively and economically. Search light of enquire may make the task and challenges stand out too starkly and too simply. Using experience with training in India and other developing countries has this advantage at the similar risk. The contribution, that training can make development, is needed accurately and obviously. At the same time limit resources available in these countries make this contribution hard to come by. These lines are sharply drawn on the one hand, no promise can be ignored, and on the other hand no waste is permissible.

1.2 Chapter Arrangement Chapter-1

This chapter of the project report includes the introduction, chapter arrangements, objectives of study, period of study, methodology and sample size, scope of the study and limitation of the study.

Chapter-2
This part of project report states the industry profile and profile of the company.

Chapter-3
This part of project report contains data analysis and interpretation on the basis of questionnaire and Findings.

Chapter 4
In this part of the project report I finally conclude the project with some findings, suggestions and recommendation.

1.3 Objectives of study

Training and Development system and Its Effectiveness in AMBUJA
To understand and evaluate the Training System in an organizational context. To gather information on training needs and identification. To find the problem if any in the system. To take the feedback from the employees on the training programme. To suggest the method if any improvement is needed.

1.4 Period of study

The research work was concluded from 15 June, 20 11 to 31 July, 2011.

1.5 Research Methodology

1.5.1 Research design First, an exploratory research was conducted to generate basic statistics. It was a basic study of the research topic. Secondaly, I conducted a descriptive study so as to make the research more analytical. Descriptive study lead to more in-depth understanding of the topic on the basis of pie-charts and data related to it.

1.5.2 DATA USED IN THE STUDY

The data collected for the purpose of the study was primary data and secondary data:Secondary data The secondary data has been collected through Organizational reports.

Primary data The primary data will be collected through a Questionnaire and personal interaction. The data will be collected through questionnaire method because exact and first-hand information can be gained. This is more helpful rather than adopting any other method. Primary data is collected from the following sources:1) 2) 3) Personal interaction Discussion with personnel concerned with HR department Questionnaire

1.5.3 SAMPLING DESIGN Sampling design is a procedure or plan drawn up before any data are collected to obtain a sample from a given population. Also known as sampling plan survey design. Population unit- The individuals/employees that were coming to the the shift from 3 p.m to 6:30 p.m. Population Size The population size was 450 employees that were coming in that shift in the particular department (Production Department). Sampling size- I took the population size of 100 employees because large the population size probability of more representative respondents of being selected increases. Sampling method- I used non-probability sampling technique i.e., convenience sampling. Probability sampling was not used due to the unavailability of sampling frame.

1.5.4 Tools of analysis

For the analysis the pie-charts and different types of graphs have been used.

1.6 Scope of the study

1) 2) 3) Existing training needs and identification system. Latest trend of training methods. What is training needs and identification of its advantage, disadvantage and

characteristics? 4) 5) Identification of the training system in Gujrat Ambuja. Move to manage resource like man, material, money& machinery is gathering

information and submitting desired result within time to management.

1.7 Limitations of the study

1. Managerial and non-managerial levels was not differentiated in the study. 2) Due to the time available the important aspect are only high-lighted in the present respect. 3) Some sampling errors may occur such as some important respondents may escaped from the sample.

2.1 CONCEPT OF TRAINING AND DEVELPOMENT

Improving business performance is journey, not a destination. Business performance rises and falls with the ebb and flow of human performances. HR professionals lead the search for ways to enhance the effectiveness of the employees in their jobs today and prepare them for tomorrow. Over the years training programmes have grown into corporate with these goals into mind. Training programmes should enhance the performance and enrich the contributions of the workforce. The ultimate goal of the training is to develop appropriate talent in the workforce internally. In India training, as an activity, has been going on as a distinct field with its own roles, structures and budgets, but it is still young, this field is however expanding fast but controversy seems to envelop any attempt to find benefits commensurate with the escalating costs of the training. Training has made significant contributions to development of all kinds. Training is essential; doubts arise over its contribution in practice. Complaints are growing over its ineffectiveness and waste. The training cost and apparatus have multiplied but not benefits. Dissatisfaction persists and growing at the working level where the benefits of the training should show up most clearly. This disillusionment shows in many ways-reluctance to send the most promising people for training, inadequate use of personnel after training etc. With this disillusionment mounting in the mid of expansion training has entered a dangerous face of its development.

Training is neither a panacea for all ills nor its a waste of time. What is required is an inside vision into what training can or cant do and skills in designing and carrying out training effectively and economically. Search light of enquire may make the task and challenges stand out too starkly and too simply. Using experience with training in India and other developing countries has this advantage at the similar risk. The contribution, that training can make development, is needed accurately and obviously. At the same time limit resources available in these countries make this contribution hard to come by. These lines are sharply drawn on the one hand, no promise can be ignored, and on the other hand no waste is permissible.

2.1.1 Conceptual Framework

Training refers to the acquisition of knowledge, skills, and attitudes as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. It forms the core of apprenticeship and provides the backbone of content at technical colleges and poly techniques. Today it is often referred to as professional development. Physical training is more mechanistic: planned suites of regimes develop specific skills or muscles with a view to peaking at a particular time. A specialized field of training often used in sports is autogenic training. Another type of training is fartek training which is a flexible training type which can be adapted to suit almost any athlete. Training & Development is the field concerned with workplace learning to improve performance. Such training can be generally categorized as on-the-job or off the job. Onthe-job describes training that is given in a normal working situation, using the actual tools, equipment, documents or materials that they will use when fully trained. On-the-

job training is usually most effective for vocational work. Off-the-job training takes place away from normal work situation, which means that the employee is not regarded as productive worker when training is taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate on the training being given. This is most effective for training attitudes, concepts, and ideas. Once the desired abilities have been learned, on-going training means to drill and keep in shape in case of deployment orders.

2.1.2 Types of training There are many approaches of training.

Skill training: The need for training in basic skills (such as reading, writing,
computing, speaking, listening, problem solving, managing oneself, knowing how to learn, working as part of a team, leading others)

Refresher training: Rapid changes in technology may force companies to go in

for this kind of training. It is conducted at regular intervals by taking the help of outside consultants who specialize in a particular descriptive.

Cross-functional training: This training involves training employees to perform

operations in areas other than their assigned job. It has following benefit: Workers gain rich experience in handling diverse jobs. They can better engineer their own carrier paths.

Team training: The training basically throws light on :

How members should communicate to each other. How they have to cooperate and get ahead.

 How they should deal with conflict situations.

Creativity training: Here we describe through flow chart how training make
more creative.

How training be creative?

Postpone judgment: dont reject any idea

Create alternative frames of reference

Break the boundary of thinking

Examine a different aspect of the problem

Specify the resources and environment

Make a wish-list of solution

Borrow ideas from other fields

Look for process to change or eliminate

Think up alternative methods

10

Diversity training: This training aims to create better cross-cultural sensitivity

with the aim of fostering more harmonious and fruitful working relationships among a firms employees.

2.1.3 TRAINING METHODS

Training methods are usually classified by the location of instruction. Some of the widely Used training methods are listed below:

Job instruction training (JIT): It is developed during II world war. Its

including preparation, presentation & performance. The four steps followed in the JIT methods are:

The trainee receives an overview of the job, purpose and also clear focus on the relevance of training.

The trainer demonstrates the job to handle it properly. Employee does the job independently without supervision. Trainee learns fast through practice and observation. It is economical does not require any special setting It is most suitable for unskilled and semi-skilled jobs.

Coaching: coaching is a kind of daily training and feedback given to employees

by immediate supervisors. Coaching can be implemented when: An employee demonstrates a new competency. An employee expresses interest in a different job. An employee seeks feedback.

11

An employee is a expressing low morale, violating company policies or practices or having performance problems.

Mentoring: Mentoring is a process whereby senior employees of the

organization, acting as mentors, take under their wings new recruits or other junior organizational members and imparts them their experience, knowledge, wisdom, values etc.

Importance of mentoring:
There is an excellent opportunity to learn. Constant guidance helps the mentee to be on track, using facilities to good advantage. 4. Job Rotation: This kind of training involves the movement of trainee from one job to another. This helps to have a general understanding of how the organizational functions. The purpose of the job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as better sense of their own carrier objective and interest.

Importance of job rotation:

Improves participants job skills, job satisfaction. Provides valuable opportunities to network within the organization. Offers faster promotion and higher salaries to quick learners. Lateral transfer may be beneficial in rekindling enthusiasm and developing new talents.

12

5.

Apprenticeship Training: Most craft workers such as plumbers and

carpenters and trained through formal apprenticeship programmers. Apprentices are trainees who spend a prescribed amount of time working with an experienced guide, coach of trainee. 6.

Committee Assignment: In this method, trainees are asked to solve an actual

organization problem. The trainees have to work together and offer solution to the problem. It is a cost effective method.

2.1.4 Typical Topics of Employee Training

Communications: The increasing diversity of today's workforce

brings a wide variety of languages and customs.

Computer skills: Computer skills are becoming a necessity for

conducting administrative and office tasks.

Customer service: Increased competition in today's global

marketplace makes it critical that employees understand and meet the needs of customers.

Diversity: Diversity training usually includes explanation about how

people have different perspectives and views, and includes techniques to value diversity

Ethics: Today's society has increasing expectations about corporate

social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace.

13

Human relations: The increased stresses of today's workplace can

include misunderstandings and conflict. Training can people to get along in the workplace.

Quality initiatives: Initiatives such as Total Quality Management,

Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.

Safety: Safety training is critical where working with heavy equipment,

hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.

Sexual harassment: Sexual harassment training usually includes

careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors.

2.1.5 General Benefits from Training and Development

There are numerous sources of online information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include: Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods

2.2 INDUSTRY PROFILE

14

2.2.1 Industry structure and performance

The metal products, food product and machinery and equipment sectors are the largest sectors in the Manufacturing industry. The most significant change in the composition of the Manufacturing industry over the past 20 years has been the decline of the Textile, clothing, footwear and leather manufacturing subdivision. In this sector, productivity levels in developing countries often match those of Australia, while their wage rates are lower. There are considerable differences in the structure of firms in the low-paid sectors of Manufacturing compared with Manufacturing as a whole. For Manufacturing as a whole, small businesses (businesses with fewer than 20 people employed) comprise a smaller percentage of activity than they do in other industries. However, this is not the case for many of the low-paid sectors of the industry. Also, the low-paid sectors are more labour intensive than the other sectors in Manufacturing, with labour costs making up a higher percentage of total expenses. Manufacturing is one of the industries that is most exposed to competition from overseas firms. In general, given international wage relativities, Manufacturing firms in Australia will have the most difficulty competing in non-differentiated traded goods that rely on low-skilled, labour-intensive processes, and have less difficulty competing in processesm that draw on high-skilled workers. The high degree of trade exposure in Manufacturing means that it is less able than other industries to adjust its prices, which in turn means that it is one of the industries whose output is more sensitive to changes in minimum wages. Over the past three decades, economic activity in all of the other non-farm industry divisions grew at a faster pace than Manufacturing. As a result, the contribution of

15

Manufacturing has been steadily decreasing over the past three decades, which is likely to reflect a shift in consumer preferences across the developed world for services over goods. Growth in Manufacturing is relatively closely correlated with the economic cycle, as the industry produces a large proportion of intermediate goods. The current downturn in the economy suggests a pessimistic outlook for the industry in the near-term, a forecast that is supported by recent data and business surveys. Manufacturing is the use of machines, tools and labor to produce goods for use or sale. The term may refer to a range of human activity, from handicraft to high tech, but is most commonly applied to industrial production, in which raw materials are transformed into finished goods on a large scale. Such finished goods may be used for manufacturing other, more complex products, such as aircraft, household appliances or automobiles, or sold to wholesalers, who in turn sell them to retailers, who then sell them to end users the "consumers".

2.2.2 History and Development

In its earliest form, manufacturing was usually carried out by a single skilled artisan with assistants. Training was by apprenticeship. In much of the pre-industrial world the guild system protected the privileges and trade secrets of urban artisans. Before the Industrial Revolution, most manufacturing occurred in rural areas, where household-based manufacturing served as a supplemental subsistence strategy to agriculture (and continues to do so in places). Entrepreneurs organized a number of manufacturing households into a single enterprise through the putting-out system.

16

Toll manufacturing is an arrangement whereby a first firm with specialized equipment processes raw materials or semi-finished goods for a second firm.

2.2.3 Manufacturing and Investment

Surveys and analyses of trends and issues in manufacturing and investment around the world focus on such things as: the nature and sources of the considerable variations that occur cross-nationally in levels of manufacturing and wider industrial-economic growth; competitiveness; and attractiveness to foreign direct investors.

In addition to general overviews, researchers have examined the features and factors affecting particular key aspects of manufacturing development. They have compared production and investment in a range of Western and non-Western countries and presented case studies of growth and performance in important individual industries and market-economic sectors.

2.2.4 Manufacturing Categories

Chemical industry Pharmaceutical Construction Electronics

17

Semiconductor Engineering Manufacturing engineering Production engineering Process Engineering Industrial Engineering Biotechnology Emerging technologies Nanotechnology Synthetic biology, Bioengineering Energy industry Food and Beverage Agribusiness Brewing industry Food processing Industrial design

18

Interchangeable parts Metalworking Smith Machinist Machine tools Cutting tools (metalworking) Free machining Tool and die maker Global steel industry trends Steel production Metal casting Plastics Telecommunications Textile manufacturing Clothing industry Sail maker

19

Pulp and paper industry Transportation Aerospace manufacturing Automotive industry Bus manufacturing Tire manufacturing Shipbuilding

2.2.5 The Manufacturing labour market

As of February 2009, there were over 1 million people employed in Manufacturing. Of these people, around 70 per cent were males working full-time, compared with less than 50 per cent for the workforce as a whole. As they are relatively labour-intensive, many of the low-paid sectors tend to have a greater share of employment than they do of output. The workforce in Textile, clothing, footwear and leather manufacturing is clearly different from that of the other sectors in Manufacturing in terms of its composition around two-thirds of the workforce in this sector is female, and around one-quarter works part-time. Total employment in Manufacturing has been stagnant since the recession in the early 1990s. The slight decline in full-time employment over this period has been offset by a rise in part-time employment. The most significant trend in employment in Manufacturing over the past couple of decades has been the large fall in employment in Textile, clothing, footwear and leather

20

manufacturing. For other low-paid sectors in Manufacturing, employment has generally either been stagnant or declining in recent years. In July 2008, the Department of Education, Employment and Workplace Relations predicted that, in the five years to 201213, employment would decline in Manufacturing by an average of 0.5 per cent per annum. Given the downturn in the economy since these employment projections were released, it might now be expected that employment will fall in all subdivisions over the medium term.

2.2.6 Industry structure and performance Industry structure

Under the ANZSIC 1993 classification system, the largest subdivisions of Manufacturing are Metal product manufacturing, Machinery and equipment manufacturing, and Food, beverage and tobacco manufacturing. In 200708, these three subdivisions accounted for $61.0 billion, or 58.3 per cent of the value added by the Manufacturing industry. More detailed data on value added by industry class are available from the ABS 200607 Manufacturing Industry release. This release uses the ANZSIC 2006 classification system. These data also indicate that the metal products, food product and machinery and equipment sectors are the largest sectors in the Manufacturing industry.

21

Of the low-paid sectors: Fabricated metal product manufacturing accounted for 9.2 per cent of the value added in the industry in 200607; Meat and meat product manufacturing, Fruit and vegetable processing, and Bakery product manufacturing collectively accounted for 7.5 per cent; Polymer and rubber product manufacturing accounted for 5.1 per cent; Wood product manufacturing accounted for 4.0 per cent; Printing accounted for 3.9 per cent;5 Textile, leather, clothing and footwear accounted for 2.8 per cent;

Furniture and other manufacturing accounted for 2.4 per cent; and Computer and electronic equipment manufacturing accounted for 1.8 per cent. Collectively, then, these sectors accounted for around 35 per cent of the value added in the Manufacturing industry.

22

2.3 COMPANY PROFILE

Gujarat Ambuja Exports Limited (GAEL) is principally involved in agro-processing & trading and has focused on exports, competing in the global market. With a humble beginning in 1983 and with just a textile processing unit, the company has grown with the addition of numerous state-of-the-art- plants in the agro-processing sector, After establishing its first edible oil refinery in 1986, the company set up its wheat flour mill and cattle feed mill in 1987.

2.3.1 THE MISSION

Our competence is in exports & international business. We are committed to be largest exporter of quality agro products. We are aware of India's locational & resource advantages & would endeavor to turn them into opportunities to fuel the company's growth.

2.3.2 THE VISION

We foresee Gujarat Ambuja Exports Limited to be a leading Indian Company providing good quality products and world class services at affordable prices. We therefore focus our efforts on offering our customers the best value for their money.

2.3.3 ABOUT THE COMPANY

Date of Establishment Revenue Market Cap Corporate Address 1991 440.141 ( USD in Millions ) 3265.10425 ( Rs. in Millions ) Ambuja Tower,Opp. Memnagar Fire Station,,Navrangpura P. O .

NavjivanAhmedabad-380014,

Gujarat

23

www.ambujagroup.com Management Details Chairperson MD Vijay Manish Kumar V Gupta Gupta

Directors - Ashok C Gandhi, Chaitan M Maniar, Jagdish Sharan Varshneya, Jagdish Sharan Varsnneya, Manan C Bhavsar, Manan C Bhavsar, Manish V Gupta, Mohit V Gupta, N Giridhar, Prakash G Ramrakhiani, Rohil J Patel, Rohit J Patel, Sandeep N Agrawal, Sanjay S Maniar, Sulochana V Gupta, Vijay Kumar Gupta Business Operation Background Consumer Food Established in 1991, Gujarat Ambuja Exports is principally involved in agroprocessing and trading and has focused on exports, competing in the global market. The company has put in place a strong infrastructure that constitutes technologically advanced plants with captive power generation at each plant, most modern quality control, improvement setup and human resource. Financials Total Income - Rs. 19615.6 Million ( year ending Mar 2011) Net Profit Rs. 941 Million ( year ending Mar 2011) Company Secretary Bankers Auditors Kantilal Patel & Co Manan C Bhavsar

2.3.4 Company History

Established in 1991, Gujarat Ambuja Exports is principally involved in agro-processing and trading and has focused on exports, competing in the global market.

24

The company has put in place a strong infrastructure that constitutes technologically advanced plants with captive power generation at each plant, most modern quality control, improvement setup and human resource. GAEL is poised to scale newer heights and is fully geared to achieve the magical Rs 1,200 crore operational turnover. Gujarat Ambuja Exports foresee itself as a leading Indian company providing good quality products and world class services at affordable prices. They therefore focus their efforts on offering customers the best value for their money. The companys soya processing plants at Kadi in Gujarat and Akola in Maharastra are ISO 9001:9002 and Non-GMO Standard certified. It came out with a public issue aggregating Rs 3.78 crore in April 1992 to meet the working capital requirements, part-finance a project for crushing castor seed and for setting up a refinery. The businesses of Gujarat Ambuja Proteins, Gujarat Ambuja Cots in and Jupiter Biotech were amalgamated with Gujarat Ambuja Exports in 1997 and 2003 respectively. The promoters of the company also have interests in Ambuja Agro, Gujarat Ambuja Soya Products and Ambuja Flour Mills. The shares of the company are listed on the Ahmedabad Stock Exchange, Bombay Stock Exchange and National Stock Exchange.

2.3.5 Products:
The company is one of the Indias major manufacturers and exporters of the below: Edible Oil Refined Soya Bean Oil, Refined Palm Oil, Refined RBD Palmoline and Refined Cotton Seed

25

Starch and Derivatives - Malto Dextrin, Malto Dextrin, Dextrin, Dextrose Monohydrate, Sorbital, Maize Starch and Liquid Glucose

Defatted Soya Flour - Toasted and Un-Toasted Full Fat Soya Flour Active, Inactive and Feed Grade Soya Flakes - Toasted and Un-Toasted Cotton Yarn Deoiled Cakes Vanaspati Ghee Bakery Shortening Wheat Flour Cattle Feed Soya Lecithin Indian Soyabean Meal Indian Soyabean Hulls Rapeseed Meal Deoiled Extractions Rapeseed Lecithin

2.3.6 Business Divisions:

Solvent Extraction Wheat Milling

26

Cotton Yarn Bio Chemical Cattle Feed Vanaspati Vegetable Oil Refinery Oil Mill

2.3.7 Subsidiary:
Gujarat Ambuja International The wholly owned subsidiary was set up in Singapore to focus on the international trade

3.2.8 Awards /Achievements:

The company has bagged various prestigious awards from Solvent Extractions Association of India, S.O.P.A and Glob Oil India. They are as below: From Solvent Extractions Association of India 2005 - 2nd Highest Exporter of Rapeseed Extraction and Castor Seed Extraction 2004 - 2nd Highest Exporter of Rapeseed Extraction and Castor Seed Extraction 2004 - Highest Exporter of Groundnut Oil 2003 - 2nd Highest Exporter of Rapeseed Extraction 2003 - Certification in Appreciation of its support on Castor Seed, Cotton Oil and its value added product

27

2002 - 2nd Highest Exporter of Rapeseed Extraction, 2nd Highest Exporter as Manufacturer Exporter of Soyabean Extraction.

2001 - 2nd Highest Exporter of Castor Seed Extraction 1997 - 2nd Highest Exporter of Seed Extraction 1997 - 2nd Highest Exporter of Rapeseed Extraction 1996 - 2nd Highest Exporter Soyabean Extraction and Sunflower Seed Extraction

From S.O.P.A 2004 - Highest Exporter as Manufacturer -Exporter of Soyabean Extraction and 2nd Highest processor of Soyabean extraction 2003 - 2nd Highest Exporter of Rapeseed Extraction, Manufacturer Exporter of Soyabean extraction and 3rd highest processor of Soyabean Extraction 2003 - Certificate recognizing the contribution to bringing prosperity to the India Soybean Seed Industry 2002 - 2nd Highest Exporter Award as Manufacturer Exporter of Soyabean Extraction 2000 - 2nd Highest Exporter Award as Manufacturer Exporter (private sector) of Soyabean Extraction 1999 - 3rd Highest Exporter of Soyabean Extraction

From Glob Oil India 2005 - Exporter of oil Meals ( GlobeOil Silver)

28

2003 - GlobeOil Bronze -Highest Exporter of Oil Meals 2002 - GlobOil Silver-Outstanding Performance in the Category of Export of Oil Meal

2001 - GlobOil Silver - for Highest Exporter of Oil Meals.

2.3.9 Key Executives

Name Ashok C Gandhi Chaitan M Maniar Jagdish Sharan Varshneya Manan C Bhavsar Manan C Bhavsar Manish V Gupta Manish V Gupta Mohit V Gupta N Giridhar Prakash G Ramrakhiani Rohit J Patel Sandeep N Agrawal Sulochana V Gupta Vijay Kumar Gupta Designation Director Director Director Co. Secretary & Compl. Officer Secretary CEO Managing Director Joint Managing Director V P - Finance & Accounts Director Director Whole Time Director Director Chairman and Managing director

2.4 Procedure of training and development in GUJRAT AMBUJA:In GUJRAT AMBUJA EXPORTS LTD training & development activities assumes a significant place. The management is deeply interested in developing their people through this tool in effective manner .All training & development activities are quit exhaustive in nature and are carefully woven exercises. Utmost care is taken to make this process effective. Following are the steps that are taken with respect to training & development in AMBUJA.

29

2.4.1 ProcedureSr.No. vity 1.1

Training need identification is done by the following HR Reviewing appraisal form for employment based on his Department Training identification form need

Acti Responsible

Record

means

30

or her profile requirement. Gap Analysis of competence matrix. Reviewing and analyzing appraisal form which includes recommendati on from HOD, self-

1.2

assessment. Skills necessary for performing function assessed by -SOPs shall each, be HR Application employment for

1.3

-SSOPs. Induction training(including company practices,5Ss,FSMS and quality system) shall be provided for each new employee. HR Induction form

31

1.4

The HOD / supervisor shall assess whether additional training is required before tasks are assigned with the HR Suggested training form need

1.5

help of PA form/KRA. The HOD/supervisor shall asses the need for immediate training of personnel already HR Suggested training form need

assigned to tasks in relevant situation with the help of PA HR Training calendar

1.6

form/KRA. Training requirements for each position are detailed in the training

1.7

calendar. Records of education, training experience skills shall and be

HR

Employee personnel software file,

maintained for all staff whose work can effect

1.8

quality. The records of training are maintained in the training attendance

HR

Training attendance sheets and software

sheets in the training

32

1.9

file. The HOD/ supervisor shall verify if training is effective and notify the operations accordingly. The manager-

FSTL

Training feedback form

1.10

training FSTL

Training feedback form

effectiveness is also judged feedback attendees training form. by of in taking the the

attendance

1) Identification of training needs:At the beginning of calendar year (April to March), the HRD department sends a format having the list of employees and the list of topics/ subjects to all the HODs for identification of training needs of each & every employee of their department/section. The topics/ subjects include technical, behavioral, fire & safety and some other general topics etc.

33

The HODs in consultation with shop floor in charge and supervisors identify the actual training needs of their department employees for next year. After mentioning the training needs in front of the employee, the department sends back it to HRD department, who prepare final identification list. These final identification list is signed by respective department heads and sectional head. One copy of the list remains with the concern department and one is recorded at the HRD department.

2) Analysis of training needs:After receiving the training need identification list from different departments, HRD department analyses the training needs and find out how many employees needs training on a particular subject/topic. Thus for each & every topic number of identified employees are known, so it becomes easier to prepare training programmes for coming year/month. Sample of analyses of training need is shown as under. In this way the HRD department analyzes all training needs and prepares yearly plan or schedule to cover all the topics and identified employees in coming year training programme.

3) Preparation of Annual Calendar:After analyzing the training needs identified by different departments, It becomes clear that how many participants are identified for each subject. On the basis of this analysis HRD department makes a planned schedule to conduct the training program in next coming year. This schedule is called annual training calendar. The calendar depicts the

34

topic duration of the training, participants (staff, worker), trainer and the month. The annual calendar is circulated to all the concerned HODs.

4) Monthly Calendar:Once the annual calendar is prepared it is further broken into monthly training calendar. This monthly calendar depicts the day and date of the training program, name of the trainer, topic, time and category of the participants. This monthly calendar also circulated to HODs on1st & 2nd day of the month, the objective is to aware the department and the trainer about the time, day of the program.

5) Interoffice memo/circular:Though the intimation of scheduled training program has been send to all departments on 1st day of the month but confirmation of organizing schedule program on the fixed day, time and place is also intimated to all the department/section through a circular/inter office memo 24 hrs before the start of training program. Confirmation of organizing training program is the final verdict to conduct the program, otherwise it is understood that no program will be held on the scheduled day & time.

6) Actual Training:In the organisation HRD department maintain a well-equipped big training hall where all internal as well as external training programs/seminar takes place.

35

All required facilities like mike, electronic media, OHP, LCD, TV, laptop are available in Ac HRD hall. Comfortable sitting arrangement of more than 100 participants is also available there. Participants from all concerned department are informed well in time to present in HRD hall for attending different training programs scheduled as per monthly training calendar. Before startup of training program following activities takes place.

a) Attendance:The participants mark their attendance on attendance sheet provided by HRD department. The sample of attendance sheet is as shown below: Si.No Token no. Name Designation Department Signature

b) Trainer conducts the program with introduction of the subject & provides required training on the topic, sharing the knowledge. Normally the training programme remains interactive all the time & at last there is a question answer session.

c) Feedback from participants:-

36

The trainer distributes the feedback form to participants which is designed by the HRD department. The participants fill it up and mark the points through which they express how they will utilize the knowledge gained from the training programme. Participants are also encouraged to give suggestions regarding the improvement of training programme, subject matter wise or method wise to provide better understanding.

d) Feedback from trainer:The HRD department gets feedback from trainer also on a prescribed format. The feedback regarding requirement of any infrastructure, other facilities, participant intellectual level & suggestion for making the programme more beneficial & effective.

7) Evaluation & Effectiveness of training:With the concept to develop every employee as a master in his job or subject the concern department identify the employees for training till they get the skill level 4. All the training procedures, the company has decided five level of skill. Every new entrant (fresh employee), mostly comes in 0 level. He learned practically about his job, systems, targets & act to achieve the targets then gradually his skill increased from 0 to 1,2,3,4. This skill level mention on feedback form is useful to judge or evaluate the participants present skill. HRD department send the feedback form to the concern department and collect them back. Thereafter the HRD department analyzes the data and keeps the records of effectiveness of training programme.

Gujrat Ambuja Pvt. Ltd.

37

Summer training-2011 Questionnaire on T&D (For academic purpose only) DATA ANALYSIS AND INTERPRETATION
Q.1 How many number of training you had attended from 1st April to 31st July? 1. 2. 3. 1-5 6-10 Above 10 35 15 50

Interpretation: According to the chart which is shown above 50% people are in the favor of HRD departments always provide training on all the topics identified by HOD in a year, 35% attended 1-5 trainings and 15% have attended 6-10 trainings. By analyzing it properly we find that HRD department can fulfill the training needs of the people effectively. Q.2 What type of training you are provided ? 38

1. 2. 3. 4. 5.

Motivational Personality Development Health Related Technical All

25 10 5 10 50

Interpretation-According to chart motivational training is given to 25% persons,10% are provided with personality training ,health related training is given to 5%,technical is given to 10% and 50% are provided all of these. Thus we can say that half of the employees are provided all training.

Q.3 The training which had been provided was beneficial for you or not?

1. 2.

Yes No

95 5

39

Interpretation-According to the chart 95% of employees are benefitted by trainings being provided, remaining 5% says that they are not benefitted by training. Thus we can analysis that majority are in favor but the views of remaining must be taken and sort out so that it results in 100% beneficial.

Q.4 Was the trainer provided to you was external or internal ? `1. 2. 3. Internal External Both 15 10 75

40

Interpretation-15% of employees are only given training by internal trainer whereas 10% are given training by external trainer. And remaining 75% are given both external and internal trainer.

Q.5 Is the training given to you was according to your needs?

1. 2. 3.

Yes No Often

85 5 10

41

Interpretation-According to the chart 85% of employees are given training according to their need, 5% are not given training according to their needs whereas 10% are often given training according to their needs. Thus we can say that performance appraisal should be done in more detailed way.

Q.6 Is the training being provided to you effectively?

1. 2.

Yes No

95 5

42

Interpretation-95% are in the favor of that training was provided effectively and remaining 5% disagree with the way training is being provided. Thus, company need to be bit focused on the way of providing training.

Q.7 Do you feel that the contents of the training programmes are sufficient for the thorough understand of the topic?

1. 2. 3.

Yes No Often

80 5 15

43

Interpretation-According to the chart 80% of the employees feel contents of the training are sufficient for thorough understanding of the topic , 5% do not feel so and remaining 15% often feel satisfied with the contents of the training

Q.8 Are the training programme refreshed if required by the participants?

1. 2. 3.

Always Often Never

50 40 10

44

Interpretation-According to the chart 50% of employees says that they are always given refreshed training programme if required,40% say they often given refreshed training programmes when required and only 10% says never thus this 10% should be brought down to 0%.

Q.9 Are you satisfied with the duration of training?

1. 2.

Yes No

90 10

45

Interpretation-According to the chart 90% of employees are satisfied with the duration of the training and remaining 10% are not satisfied with the duration of the training. Thus there should be little changes made in the duration of the training.

Q.10 How often do you give your opinions/suggestions about the training programmes you have attended?

1. 2. 3.

Always Often Never

95 5 0

46

Interpretation-According to the chart, 95% employees agree with that they have given opinion/suggestions about training programmes, and only 5% says often they have given suggestion and 0% says. Thus this represents employees generally given their suggestions.

Q.11 After getting training do you feel there is change in your work, nature or not?

1. 2. 3.

Yes No Often

80 5 15

47

Interpretation-According to the chart 80% employees agree that there is change in their in their work, 5%saays that there is no change in their work or nature and 15% say often there is change in work or their nature.

Q.12 Are you provided training in company or outside the company also?

1. 2. 3.

In the company Outside the company Both

15 10 75

48

Interpretation-According to the chart 15% employees says that they are given training in the company 10% says that they are given training outside the company and 75% are given training both in the company and outside the company.

Q.13Do you feel the training programmes help you to understand better your job?

1. 2. 3.

Yes Often Never

90 5 5

49

Interpretation-According to the chart 90% employees says that the training programme helps them to understand their job ,5% says they do not understand their job better from the training programmes,5% says they are often able to understand their job better.

Q.14 Is there adequate emphasis on developing managerial capabilities of the managerial staff through training?

1. 2. 3.

Very little Moderately A lot

10 25 65

50

Interpretation-According to the chart 10% feel very little regarding

developing

managerial capabilities of the managerial staff through training,25% moderatelz feels that adequate on developing managerial capabilities and 65% feels that training emphasis on developing managerial capabilities.

Q.15 Training helps employees to achieve a greater appreciation of how to become better organized and carry out work more effectively-

1. 2. 3.

Very little Moderately A lot

5 15 80

51

Interpretation-80% of employees feels that training helps them to achieve greater appreciation of how to become better organized and carry out work more effectively,15% feels they are moderately helped by training in better organizing and carrying out work and 5% says very little thus this should be looked upon.

Q.16 The quality of company programmes in your organization is excellent-

1. 2. 3.

Very little Moderately A lot

10 10 80

52

Interpretation-According to the chart 10% employees says that the quality of the company programmes is very little.10% says that the quality is moderate and 80% persons says the quality of the company programme is a lot.

Q.17 Management is eager to help their employees to develop through training-

1. 2. 3.

Very little Moderately A lot

10 10 80

53

Interpretation-80% of the employees says that they are helped by management to develop through training,10% says they are moderately helped by management and 10% says that management is very little eager to help their employees to develop through training.

Q.18 How much satisfied you are with the training provided to you?

1. 2. 3.

Very little Moderately A lot

5 25 70

54

Interpretation-According to the chart, 5% of employees are very little satisfied with the training, 25% employees are moderately satisfied and 70% employees are satisfied a lot.thus there is requirement of more improvement to be made in the training programmes.

Q.19 The employees after training are given adequate free time to reflect and plan improvement on the job-

1. 2. 3.

Very little Moderately A lot

10 25 65

55

Interpretation-10% employees feel that they get very little to plan improvement,25% feel they get moderate time to plan improvement and65% employees feel they get adequate free time to reflect and plan improvement on the job.

Q.20 Are you able to implement the learning gained through training programmes in your professional and personal life?

1. 2. 3. 4.

Always Often Seldom Never

65 25 5 5

56

Interpretation-65% employees are always able to implement learning into their professional and personal life,25% often able to implement learning gained through training,5% are seldom able and 5% are never able to implement.

Q.21 Do you share your learning to your colleagues and people down the line?

1. 2. 3.

Yes No Often

85 5 10

57

Interpretation-According to the chart,85% says that they share learning with their colleagues,5% says they are not satisfied and 10% says often they share learning with the colleagues.

Q.22 Do you feel comfortable with the way of training of the trainer?

1. 2. 3. 4.

Always Often Seldom Never

50 40 5 5

58

Interpretation-50% of the employees feel comfortable with the way of training of the trainer,40% are often comfortable, 5% are seldom comfortable, and 5% are never comfortable, thus this should be looked upon.

Q.23 Are you informed well in advance about the relevant details of training programmes by your senior?

1. 2. 3. 4.

Always Often Seldom Never

75 15 5 5

59

Interpretation-75% are always informed well in advance about the relevant details of the training programmes by the seniors,15% are often informed ,5% are seldom informed and 5% are never informed well in advance.

FINDINGS
I found that most of the employees were satisfied with the training programmes. Also most of the employees were satisfied with the training programmes contents and the durations. I also found that most of the employees were in favor of on the job training. I observed that training programmes are refreshed if it is required. And employees were well informed about the training programmes.

60

RECOMMENDATIONS & SUGGESTIONS

Following suggestions can be made to improve the effectiveness of the services: Required level of effective service should be given to employees. It must stress the need for more disciplined work habits and make it clear that even simple mistakes can create consequences in other areas. But a good service can encourage the employee for doing hard work.

61

Everyone must become familiar with new roles, revised processes, and new control mechanisms.

They should be familiar with the employees and they should not play hard to reach.

Feedback of the employees should be addressed properly. They should take customer feedback of the employees regularly and act upon their suggestions. And if there is any complain they should solve it very soon otherwise the dissatisfaction of the employees can increase.

Rather conducting these kinds of surveys on yearly basis it has to be conducted twice in a year for more accurate results and conclusions so that comparison can be easily done with the employees previous results.

CONCLUSION

A structured Training and development system should be introduced. Some suitable and reliable person should be given responsibilities for implementing the programs.

62

Training and development programmes in Parle are relevant and effective in preparing the employees for the job they do as well as keeping them appraise with new technology in this competitive era. Training facilities were perceived by the respondents to be quite adequate. The training was relevant and effective in terms of the job performed by the managers. Training and development programmes undergone by the management staff improve performance and effectiveness of employees.

63