INTRODUCTION

Training and development has emerged as a major educational system in the last two decades in India, it has been widely accepted as critical input for improving managerial performance and organizational effectiveness. Every organization needs to have welltrained and experienced people to perform activities that have to be done. If the current job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skills levels and increase the versatility and adaptability of employees. Inadequate job performance or a decline in a productivity or changes resulting out of job redesigning or a technological break-through require some type of training and development efforts. Training development and education are three terms frequently used. Training is a process of learning sequence of programmed behavior. Ii is application of knowledge. It gives people an awareness of rules and procedure to guide their behavior development is related process. It covers not only those activities which improve job performance, but also those which bring about growth of personality and potential capacity so that they not only become good employees including operatives, supervisor and executive/manager in every organization. Employees will enhance their skills, knowledge and attitude for meeting the present as well as future job needs. Operatives, superiors and managers who occupy higher responsibilities have key tasks to be performed in the organization. Training helps them to perform those tasks effectively.

OBJECTIVES OF THE STUDY:

1. To analyze and examine the effectiveness of training and development programs

in HERITAGE FOODS INDIA LIMITED. 2. To assess how often training programs are conducted and how much are the

employees satisfied. 3. 4. To study to what extent the training programs are applicable to their jobs. To study the employees opinion on the training and development in

HERITAGE FOODS INDIA LIMITED.

LIMITATIONS OF THE STUDY:

1. This study covers those employees who are working at HERITAGE FOODS

INDIA LIMITED. 2. To understand and knowledge may vary from person to person. The replied

gives by the respondents are taken for granted, though they are not uniform. 3. Since names are mentioned in most of questionnaires, most of the employees

answered favorable to the company. This might have led to wring finding in the study. 4. 5. The interpretation being based on percentage method is not definite. The report is subjects to changes with fast changing scenario.

RESEARCH METHODOLOGY:
Title of the study: EFFECTIVENESS OF TRAINING AND DEVELOPMENT PROGRAMES FOR NEW ENTRANT MANAGERS IN HERTIAGE PSPD LTD., BHADRACHALAM UNIT.

NEED FOR THE STUDY:

The development of any economy policy of any nation depends upon its industrial development. It consists of small, medium and large-scale industrial developments. In these three types of industries, large-scale industries houses represented throughout India The HERTIAGE has 2 lakhs workers in India, out of that directly recruited employee are about 20,000 and indirectly about 50,000 employees. It is a largest foreign exchange in private sector. HERTIAGE is a multi business group and the turnover per annum is around 400 crores. Training and development of employees is necessary in all organizations for improving the quality of work at levels to meet present competitive world requirement. We shall upgrade our knowledge and skills day by day to meet the present requirements. The success or failure of an organization depends in an effective combination and utilization of the four Ms i.e. Money, Material, Machinery and Man. But Man is the most important feature because these feature in turn managers the other factors. Therefore, if we manage men which is known as Human Resource the remaining three factors will be managed well then by leading to the success of the organization. The success and failure of any training program depends upon the effectiveness and procedure adopted. Therefore, considering the importance of training for the group of an individual or organization the student researcher choose the Effectiveness of Training and

Development programs for new managers in HERTIAGE -PSPD Limited as the topic fulfill the dissertation work.

OBJECTIVES OF THE STUDY:

To study about the present training and development programs in HERTIAGE PSPD Bhadrachalam Unit. To know how far the training and development programs provided to New Entrants are utilized properly as per the requirements of the job.

HYPOTHESIS:
This study is based on the assumption that HERITAGE FOODS INDIA LIMITED is one of the pioneering in industry. The HERITAGE FOODS INDIA LIMITED is one of the profitable private sector industries in India. The student researcher believes that organization has adopted and implemented an effective training method. This organization believes the need and importance of training. Therefore the student researcher assumes that the training and development programs are good shapes in organization. With this assumption the student researcher has proceeded to complete the dissertation work.

SCOPE OF THE STUDY:

This study covers all aspects of training and development programs in HERITAGE FOODS INDIA LIMITED. This study covers the New Entrant Manager response towards the training programs in the organization.

METHODOLOGY:
Step 1: Constituted the distributing of the questionnaire to the sample respondents. Step 2: Constituted of collecting back the questionnaire from the respondents.

Step 3: Constituted of systematic analysis and the data gathering in the form of tables and graphs. Step 4: Constituted of arriving of findings based on the study and giving suggestions theyre on.

SOURCES OF DATA:
For the fulfillment of the study the student researcher has relied on two types of Data i.e. primary data and secondary data.

PRIMARY DATA:
This study is almost based on primary data which is more acquainted for social science research. The primary data has been collected by administering Questionnaire to the selected respondents. Another sources of primary data is overall observations of companies working, companies attitude on training and development. The student researcher has conducted sufficient discussions with both the employer and employee to gather the information for the aspects of Questionnaire.

SECONDARY DATA:
The Secondary data has been obtained by studying existing training and developmental program in HERITAGE FOODS INDIA LIMITED. Data is also obtained by referring to the earlier studies conducted in smaller areas and also the annual reports, brochures, and other materials served as secondary data.

SAMPLING PLAN:
The sample of 55 employees were chosen out of 121 New entrant managers which is more than 35% of the universe for the purpose of the study on the basis of using simple random sampling method. The selection of the sample includes all the departments and designations.

TOOLS AND TECHNIQUES OF DATA COLLECTION:

A Structured Questionnaire has been designed covering all relevant aspects of Training and Development programs and administrated to the respondents for the collection of the data. Whereas the information available from earlier studies, books, brochures, annual reports, files and several other sources of secondary data. However, the data collection was painstaking effort and endeavors were made to collect relevant information with missionary Zeal.

DATA INTERPRETATION:
The data ventured to be collected through Questionnaire method the responses obtained are then tabulated and analyzed and inferences are drawn. The statistical technique of percentage method is used for the purpose of data analysis. Based on inferences drawn from the data a suitable finding is made along with the necessary summary and conclusion.

LIMITATIONS:
Due to time constraints the study was limited only for 25 days .The remaining 20 days were devoted to part I schedule work. Random sampling method has been adopted and all limitations applicable to that method are applicable here also. The authenticity of information provided by the New Entrant Manager cannot be assured. Analysis of the data has been done based on the assumptions that the information provided by the respondents is genuine. The sample size is small when compared to total universe, Hence the capability of study to the whole universe is constraint.

STATISTICAL TOOLS USED:

Percentage method: Percentage method is used in making comparison between two or more series of data. This is used to describe relationship. Percentage of respondents = Total respondents The method of study followed in this project (in brief): Sample size : 50 No of respondents x 100

Data collection method : Primary and Secondary. Duration of study Analysis : 45 days. : Through percentage method.

HERITAGE FOODS INDIA LIMITED is a leading financial intermediary established in 1994. A team of experienced and qualified professionals manages Heritage across all the level of management. Mr. Ashok Kumar Jain, a chartered Accountant having more than 20 Years of experience in capital markets, promotes the company. Heritage has been on a growth path under his able leadership and values of integrity and transparency have been in calculated in all company employees. Over the years Heritage has played a successful role in clients wealth creation. In the process Heritage also refined itself, as an investment advisor and is poised to provide complete Investment Management Solution to its valued clientele. Heritage values of integrity and transparency in all its transactions are embedded deep into roots helps it to provide excellent services, steady growth and complete satisfaction to all its clients. Heritage strongly believes that success is only the end result of clients growth. Heritage has followed a consistent growth path and is established as one of the leading broking houses of the country with the support and confidence of clients, investors, employees, and associates.

COMPANY PROFILE: HERITAGE AT A GLANCE:

The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is one of the fastest growing Private Sector Enterprises in India, with three-business divisions viz., Dairy, Retail and Agri under its flagship Company Heritage Foods (India) Limited (HFIL), one infrastructure subsidiary - Heritage Infra Developers Limited and other associate Companies viz., Heritage Finlease Limited, Heritage International Limited and Heritage Agro Merine Private Limited. The annual turnover of Heritage Foods crossed Rs.347 crores in 2006-07 and is aiming for Rs.700 crores during 2007-08. Presently Heritages milk products have market presence in Andhra Pradesh, Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore, Chennai and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts and these are backbone to retail operations. In the year 1994, HFIL went to Public Issue to raise resources, which was oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock Code: 519552) and NSE (Stock Code: HERITGFOOD)

ABOUT THE FOUNDER:

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic, Progressive and Visionary Leaders of the 21st Century. With an objective of bringing prosperity in to the rural families through co-operative efforts, he along with his relatives, friends and associates promoted Heritage Foods in the year 1992 taking opportunity from the Industrial Policy, 1991 of the Government of India and he has been successful in his endeavor. At present, Heritage has market presence in all the states of South India. More than three thousand villages and five lakh farmers are being benefited in these states. On the other side, Heritage is serving more than 6 lakh customers needs, employing more than 700 employees and generating indirectly employment opportunity to more than 5000

people. Beginning with a humble annual turnover of just Rs.4.38 crores in 1993-94, the sales turnover has reached close to Rs.300 crores during the financial year 2005-2006. Sri Naidu held various coveted and honorable positions including Chief Minister of Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives & Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small Industries Development Corporation, and Chairman of Karshaka Parishad. Sri Naidu has won numerous awards including Member of the World Economic Forum's Dream Cabinet" (Time Asia), "South Asian of the Year (Time Asia), Business Person of the Year (Economic Times), and IT Indian of the Millennium (India Today). Sri Naidu was chosen as one of 50 leaders at the forefront of change in the year 2000 by the Business Week magazine for being an unflinching proponent of technology and for his drive to transform the State of Andhra Pradesh.

FORWARD LOOKING STATEMENTS:

We have grown, and intended to grow, focusing on harnessing our willingness to experiment and innovate our ability to transform our drive towards excellence in quality, our people first attitude and our strategic direction.

MISSION:
Bringing prosperity into rural families of India through co-operative efforts and providing customers with hygienic, affordable and convenient supply of Fresh and Healthy" food products.

VISION:
To be a progressive billion dollar organization with a pan India foot print by 2012.To achieve this by delighting customers with "Fresh and Healthy" food products, those are a benchmark for quality in the industry.

We are committed to enhanced prosperity and the empowerment of the farming community through our unique "Relationship Farming" Model. To be a preferred employer by nurturing entrepreneurship, managing career aspirations and providing innovative avenues for enhanced employee prosperity.

HERITAGE SLOGAN:
When you are healthy, we are healthy When you are happy, we are happy We live for your "HEALTH & HAPPINESS"

QUALITY POLICY OF HFIL:

We are committed to achieve customer satisfaction through hygienically processed and packed Milk and Milk Products. We strive to continually improve the quality of our products and services through up gradation of technologies and systems. Heritage's soul has always been imbibed with an unwritten perpetual commitment to itself, to always produce and provide quality products with continuous efforts to improve the process and environment. Adhering to its moral commitment and its continuous drive to achieve excellence in quality of Milk, Milk products & Systems, Heritage has always been laying emphasis on not only reviewing & re-defining quality standards, but also in implementing them successfully. All activities of Processing, Quality control, Purchase, Stores, Marketing and Training have been documented with detailed quality plans in each of the departments. Today Heritage feels that the ISO certificate is not only an epitome of achieved targets, but also a scale to identify & reckon, what is yet to be achieved on a continuous basis. Though, it is a beginning, Heritage has initiated the process of standardizing and adopting similar quality systems at most of its other plants.

COMMITMENTS: MILK PRODUCERS: CHANGE IN LIFE STYLES OF RURAL FAMILIES IN TERMS OF:
Regular high income through co-operative efforts. Women participation in income generation. Saved from price exploitation by un-organized sector. Remunerative prices for milk. Increase of milk productivity through input and extension activities Shift from risky agriculture to dairy farming Heritage Financial support for purchase of cattle; insuring cattle Establishment of Cattle Health Care Centers Supplying high quality Cattle feed Organizing "Rythu Sadasu" and Video programs for educating the farmers in

dairy farming

CUSTOMERS:
Timely Supply of Quality & Healthy Products Supply high quality milk and milk products at affordable prices Focused on Nutritional Foods More than 4 lakh happy customers High customer satisfaction 24 hours help lines ( <10 complaints a day)

EMPLOYEES:
Enhancing the Technical and Managerial skills of Employees through

continuous training and development Best appraisal systems to motivate employees Incentive, bonus and reward systems to encourage employees Heritage forges ahead with a motto "add value to everything you do"

SHAREHOLDERS: RETURNS:
Consistent Dividend Payment since Public Issue (January 1995)

SERVICE:
Highest impotence to investor service; no notice from any regulatory authority

since 2001 in respect of investor service Very transparent disclosures

SUPPLIERS:
Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavored drinks Alfa-Laval: supplier of high-end machinery and technical support Focusing on Tetra pack association for products package.

SOCIETY:
Potential Employment Generation more than 3500 employees are working with more than 9500 procurement agents got self employment in rural areas

heritage

more than 5000 sales agents associated with the company Employment for the youth by providing financial and animal husbandry support

for establishing MINI DAIRIES Producing highly health conscious products for the society

QUALITIES OF MANAGEMENT PRINCIPLES:

1. Customer focus to understand and meet the changing needs and expectations of

customers. 2. 3. People involvement to promote team work and tap the potential of people. Leadership to set constancy of purpose and promote quality culture trough out

the organization. 4. 5. 6. 7. 8. place. Process approach to assess the efficiency and effectiveness of each process. Systems approach to understand the sequence and interaction of process. Factual approach to decision making to ensure its accuracy. Continual improvement processes for improved business results. Development of suppliers to get right product and services in right time at right

PRODUCT / MARKET WISE PERFORMANCE:

The total turnover is Rs 341 Crores during the financial year 2006-07 against the turnover of 292.02 Crores in 2005-06. Today Heritage distributes quality milk & milk products in the states of A.P, Karnataka, Kerala & Tamil nadu. During the year 2006-07 liquid milk sales was Rs.28329.79 lakhs against Rs.24525.23 lakhs in the previous year. The sales of milk products including bulk sales of cream, ghee and butter were recorded Rs 5781.59 lakhs against Rs 4677.21 lakhs.

MILK SALES:
23% growth was recorded in AP 2.38 lakhs liters per day(LLPD) in 2006-07 against 1.93 LLPD in 2005-06. 13% growth was recorded in Tamilnadu-1.53 LLPD in 2006-07 against 1.35 LLPD in 2005-06. Overall growth of 6% was recorded- 5.49 LLPD in 200607 against 5.16 LLPD. Flavored milk sales recorded a growth rate of 77% over 2005-06. Butter milk sales have gone up by 45% over 2005-06.

OUTLOOK:
Considering the growth potential in the liquid milk market, the company has drawn plans to increase its market share in the existing markets and to enter into new markets there by doubling revenues in dairy business in the next 3 years. To achieve this object, company is undertaking major expansion in dairy business by inverting over Rs20 crores during 2006-07 and over Rs10 crores during the current year to strengthen the milk procurement.

BRANCHES OF HFIL: HFIL HAS 3 WINGS. THEY ARE

1. 2. 3. Dairy Retail Agribusiness

1. DAIRY:
It is the major wing among all. The dairy products manufactured by HFIL are Milk, Curd, Butter, Ghee, Flavored Milk, Paneer, Doodhped & Ice Cream.

2. RETAIL:
In the retail sector HFIL has outlets namely Fresh. In those stores the products sold are vegetables, milk& milk products, grocery, pulses, fruits etc. In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4 respectively are there. Totally there are 26 retail shops are there. Fresh is a unique chain of retail stores, designed to meet the needs of the modern Indian consumer. The store rediscovers the taste of nature every day making grocery shopping a never before experience. The unique& distinctive feature of Fresh is that it offers the widest range of fresh fruits and vegetables which are directly handpicked from the farms. Freshness lies in their merchandise and the customers are always welcomed with fresh fruits and vegetables no matter what time they walk in.

3. AGRI BUSINESS:
In this business HFIL employees will go to farmers and have a deal with them. Those farmers will sell their goods like vegetables, pulses to HFIL only. And HFIL will transport the goods to retail outlets. The agricultural professors will examine which area is suitable to import vegetables from and also examine the vegetables, pulses and fruits in the lab. And finally they report to the Head-Agribusiness. Representatives as per the instructions given by the agri professors will approach the farmers directly and make a deal with them. It is the process of registering the farmers.

ORGANISATIONAL HIERRCHEY

Chairman and Managing Director

Sr. Vice Presidents

Vice President

Sr. General Manager and Manager

Dy. General Manager

Asst. General Manager

Manager

Dy. Manager

Asst. Manager

Executive

Staff

Workmen

HR DEPARTMENT CHART

Vice President (HR & Legal)

Dy. Manager (Legal)

Sr. General Manager

Confidential Executive

Dy. Manager (HR)

Security Executive

Assistance Manager (HR)

Executive (HR)

Supervisor

Security Guard

TRAINING AND DEVELOPMENT: NATURE:

Training can be viewed as a continuous process with definable strengths and weaknesses. The necessity of training is to orient the employee for higher responsibility and tasks. Training does not begin and end training regulates itself. Training to be more effective should be in responsible to needs of organization. In all training there is education and in all education there is training and these two processes cannot be separated from development.

TRAINING IS THE RESPONSIBILITY OF FOUR MAIN GROUPS:

Top management which plans the instructional programs. The personal department-which the instructional programs. Supervisors who implement and apply development procedure. Employees who provide feedback, suggestions for corporate endeavor.

Training is a powerful tool, which will have a major impact on both employee productivity and morale. As the job becomes complex, the importance of employee development also increases. Training attempts to improve the employee performance on the current job or prepare them for an intended job.

Training refers to the teaching /learning activities carried on for the primary purpose of helping the employee of an Training is the organization to acquire and apply the knowledge, skills, abilities need by that organization the effective functioning of any organization requires that employees learn to perform their job at a satisfactory level of proficiency. Activity of increasing the knowledge and skill of an employee for doing a particular job.

Training is a short-term educational process and utilizing a systematic and organization procedure by which employees learn technical knowledge and skills for definite purpose. Training benefits management by raising the standards of quality, building the organization structure but also heightens the morale of employees, reduces dissatisfaction and enables them to develop and rise within the organization by earning power and job security. Training courses are most effective when they are intensive and are held over a few days away from the office. This helps in getting feedback on all aspects of organization as well as vital check on training itself. The HERTIAGE LTD - PSPD management keeps all this in view and provides their

employees right kind of training at right time to meet with the environmental changes. Organizations effectiveness is dependent on its ability to accomplish the following three objectives: 1. To achieve its goals 2. To maintain itself internally 3. To adapt to its environment

TRAINING INPUTS:
There are three primary types of inputs: Skill Attitudes Knowledge

 SKILL:
Training activities encompass activities ranging from acquisition of a simple mechanical skill to a complex administrative one.

ATTITUDE:
Through orientation programs the organization has to mould and build up favorable attitude of the employee towards the organizational goals. Training program therefore, should mould the employees attitudes supporting company activities. The primary purpose of training is the optimum man-task relationship.

KNOWLEDGE: EMPLOYEE SHOULD POSSESS:

Knowledge about the job, factory, industry and its organization in general specific knowledge about the job, knowledge about the particular disciplines relating to the job. Training aimed at imparting knowledge to employees that the organization provides for understanding of all the modern industry. The primary purpose of training is to establish a sound relationship between employee and his job. This purpose can be served when the workers attitude is in the favor of the job, when the workers knowledge regarding the job and organization is adequate, and when the worker possesses the required skill.

AREAS OF TRAINING:
Training in company policies and procedures (production training) Training in particular skills.

 Training in human relations. Training in problem solving Managerial and supervisory skills Apprentice training.

TRAINING POLICY:
A Companys training policy represents the commitment of its top management to training and is expressed in the rules and procedures, which govern or influence the standard and scope of training in the organization.

TRAINING REASONS:

POLICIES

ARE

MUST

FOR

THE

FOLLOWING

To highlight the firms approach to the training function, provide guidance for design and execution, and to provide information regarding programs to all employees. Formulation of policy helps in identification of priority areas in training, and since resources are scarce, they are prioritized according to felt needs. A training policy document helps to communicate the firms intent regarding an employees career planning, and also gives the employee the opportunity to better his prospects through training Definition of Training and Development is any attempt to improve current or future employee performance by increasing an employee s ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows: Training and Development need =Standard performance-Actual performance.

We can make a distinction among Training, Education and Development.such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in classrooms.

TRAINING AND EDUCATION DIFFERENTIATED:

Training

Education

Application

Theoretical Orientation

Job Experience

Classroom Learning

Specific Tasks

General Concepts

Narrow Perspective

Broad Perspective

Though training and education differ in nature and orientation, they are complementary. An employee who undergoes training is presumed to have had some formal education. No training is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgment and to choose alternative solutions to the job problem, training programs seek to broaden and develop the individual through education. For instance, employees in well paid jobs and or employees in the service industry may be required to make independent decisions regarding their work and their relationships with clients. Hence, organizations must consider elements of both education and training while planning their training programs.

Development refers to those learning opportunities designed to help employees grow. Development is not primarily skills-oriented. Instead, it provides general knowledge and attitudes, which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programs, are generally voluntary. To bring the distinction among training, education and development into sharp focus, it may be stated that training is offered to operatives, whereas developmental programs are meant for employees in higher positions. Education however is common to all the employees, there grades notwithstanding.

IMPORTANCE OF TRAINING:
The importance of Human resource management to a large extends depends on human resource development and training is its most important technique. No organization can get a candidate who exactly matches with the job and the organization requirements. Hence, training is important to develop the employee and make him suitable to the job. Training works towards value addition to the company through HRD. Job and organizational requirements are not static, they are changed from time to time in view of technological advancement and change in the awareness of the total quality and productivity management (TQPM). The objectives of the TQPM can be achieved only through training, which develops human skills and efficiency. Trained Employees would be valuable assets to an organization. Organizational efficiency, productivity, progress and development to a greater extend depend on training. If the required training is not provided, it leads to performance failure of the employees. Organizational objective like viability stability and growth can be achieved through training. Training is important as it constitutes a significant part of management control. Training enhances four Cs for the organisation.viz. Competence Commitment

 Creativity and

Contribution.

INPUTS IN TRAINING AND DEVELOPMENT:

Any training and development program must contain inputs, which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision-making and problem solving ability

Inputs

Operatives

Lower-Level Managers

Middle-Level Managers

Top-Level Managers

Specific Skills

job

Yes

Motor Skills

Yes

Yes

Yes

Yes

Interpersonal Skills

Yes

Yes

Yes

Yes

Education

Yes

Yes

Development

Yes

Yes

Ethics

Yes

Yes

Attitudinal Changes

Yes

Yes

Yes

Yes

Decision Making Problem Solving

And

Yes

Yes

BENEFITS OF TRAINING: HOW TRAINING BENEFITS THE ORGANIZATION?

Leads to improve profitability and /or more positive attitudes towards profit orientation Improves the job knowledge and skills at all levels of the organization Improves the morale of the work force Helps people identify with organizational goals Helps Create a better corporate image Fosters authenticity openness and trust. Improves relationship between Boss and subordinate Aids in organizational development

 Learn from the trainee Helps prepare guidelines for work. Aids in understanding and carrying out organizational police. Provides information for future needs in all areas of the organization. Organization gets more effective decision making and problem solving skills Aids in developing Leadership skills, Motivation, loyalty, Better Attitudes and other aspects that the successful workers and managers usually display. Aids in increasing productivity and or Quality of work. Aids to development for promotion from within. Helps keep costs down in many areas. Develops a sense of responsibility to the organization for being competent and knowledgeable Improves labor management relations. Reduces outside consulting costs by utilizing competent internal consultation. Stimulates primitive management as opposed to putting out fires. Eliminates suboptimal behavior Creates an appropriate climate for growth, communication. Aids in improving organizational communication Helps employees adjust to change.

 Aids in handling conflict, theyre by helping to prevent stress and tension.

BENEFITS TO THE INDIVIDUAL, WHICH IN TURN ULTIMATELY SHOULD BENEFIT THE ORGANIZATION:
Helps the individual in making better decisions and effective problem solving Through training and development, Motivational Variables of recognition, Achievement, Growth, Responsibility and advancement are internationalized and operational zed. Aids to encouraging and achieving self-development and self-confidence. Helps a person handle stress, Tension, Frustration and conflict. Provide information for improving leadership, knowledge, communication skills and attitudes. Increases job satisfaction and recognition. Moves a person towards personal goals while improving interactive skills Satisfies personal needs of the trainer Provides the trainee an avenue for growth and say in his/her own future. Develops a sense of growth in learning. Helps a person develop speaking and listening skills also writing skills when exercise are required

 Helps eliminate fear in attempting new tasks.

BENEFITS IN PERSONAL AND HUMAN RELATIONS, INTRAGROUP AND INTERGROUP RELATIONS AND POLICY IMPLEMENTATION:
Improves communication between groups and individuals. Aids in orientation for new employee and those taking new job s through transfer or promotion. Provides information on equal opportunity and affirmative action. Provides information on other government laws and administrative polices. Improves interpersonal skills. Makes organizational polices rules and regulations viable. Improves morale. Builds cohesiveness in-groups. Provides a good climate for learning growth and coordination. Makes the organization a better place to work and live. It is the intentional act of providing means for learning; this act enhances the knowledge and skill of an employee for doing a particular job

NEED FOR TRAINING:

Every organization big or small, old or newly established should provide training to all employees irrespectively of their qualification, skill, and suitability for the job etc. Thus, no organization can choose whether or not to train employees.

SPECIFICALLY, THE NEED FOR TRAINING ARISES DUE TO THE FOLLOWING REASONS:
To match the Employee specifications with the job requirement and organizational needs: An employees specifications may not exactly suit to the requirements of the job a nd organization irrespective of his past experience, qualifications, skills, knowledge etc. Thus management may find deviations between employees present specification and job requirements and organization needs.

ORGANIZATIONAL PROCESS:

VIABILITY

AND

TRANSFORMATION

The primary goal of most of the organizations is there viability and efficiency. But environmental pressures continuously influence the organizational viability. If the organization does not adapt itself to the changing factors of the environment, it will lose its market share. if the organization desires to adopt to these changes, first it has to train employees to impact specific skill and knowledge in order to contribute to the organizational efficiency and to copy with changing environment the productivity of the organization can be improved by increasing the efficiency and to cope of transformation process, which in turn depends on enhancement of existing levels of skills and knowledge of the employees. Employee effectiveness can be secured by proper training.

TECHNOLOGICAL ADVANCES:
Every organization, in order to survive and to be effective, should adopt the latest technology i.e. mechanization, computerization and automation. Technology alone does

not guarantee success unless people possessing required skills and knowledge from time to time support it.

ORGANIZATIONAL COMPLEXITY :
With the emergency of increased mechanization and manufacturing of multiple products and by products or dealing in services of diversified lines, extension of operation to various regions of the country or in overseas countries, organization of most of the companies has become complex. This leads to the growth in number and kind of employees and layers in organizational hierarchy. This in turn creates the problems of coordination and integration and adaptability to the requirements of growth diversification and expansion. Training is responsible for much of the planned change and effective of the organization.

CHANGE IN THE JOB ASSIGNMENT:

Training is also necessary when the existing employee is promoted to the higher level in the organization or where there is some new job or operation due to transfer. Training is also needed to equip to old employees with the advanced disciplines, techniques or technology.

TRAINING IS ALSO NEED FOR:

Increased productivity Improve quality of the product/ service Help a company to fulfill its future personnel needs Improve health and safety

 Prevent obsolescence Effect personnel growth Minimum the resistance to change

ASSESSMENT OF TRAINING NEEDS:

Training needs are identified on the bases of organizational analysis and man analysis. Training program, training methods and course content are to be planned on the basis of training needs. Training needs are those aspects necessary to perform the job in the organization in which employee. Training needs = job and organization requirements employee specifications. Training needs can be identified through identified the organizational needs based on: Strengths and weakness in areas likes accidents, excessive scrap, frequent breakage of machinery, excessive labor turnover, market share and marketing areas, quantity and quality of the output, production schedule, raw materials and other production areas personal finance. Department strength and weaknesses including specific problems of the department or a common problem of a group of employees like acquiring skill and knowledge in operating computer by accounting personnel.

THE FOLLOWING METHODS ARE USED TO ASSESS THE TRAINING NEEDS:

Organizational requirements & weakness Departmental strength & weakness Job specification and employee specification

 Identifying specific problems Anticipating future problems Managements request Observation Interviews Group conferences Questionnaire surveys Test or examinations Checklists Performance appraisal A healthy organization climate represents its commitment and expresses it through successful and smooth training policy, which will govern and influences the standard of program it undertakes. Training needs have to be related both in terms of organization needs and individual demand.

TRAINING METHODS:
As results of research in the field of training a number a number of programs are available. Some of these are new methods while other improvements over traditional methods. The training programs commonly used to train operative and supervisory personnel are discussed below. These programs are classified into on-the-job training programs and off-the-job training programs.

ON-THE-JOB METHODS:

This type of training, also known as job instruction training, is most commonly used methods. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job.

The trainee learns under the supervision and guidance of a qualified worker or instructor.

A) JOB ROTATION:
This type of training involves the movement of the training involves the movement of the trainee from of one job to another. The trainee receives job knowledge and gains experience from his supervisors or trainer in each of the different job assignment.

Through this type of training is common in training managers for general management positions, trainees can also be rotated from job to job in workshops jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them.

B) COACHING:
The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relives him burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas.

C) JOB INSTRUCTION:
This method is also known as training through step by step. Under this method, trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him

to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee as shown below Step 1. Prepare the employee for instruction. Step 2. Present the job. Step 3. Have him to do the job. Step 4. Follow through

D) COMMITTEE ASSIGNMENTS:
Under this group of trainees are given and asked to solve an actual organization problem. The trainees solve the problem jointly. It develops teamwork.

OFF THE - JOB TRAINING METHODS:

Under this method of training, trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. Off - the - job training methods are as follows.

A) VESTIBULE TRAINING:
In this method of training, actual work conditions are stimulated in a classroom. Material, files equipment those are used in training. This type of training is commonly used for clerical and semiskilled jobs.

B) ROLE-PLAYING:
It is defined method of human interaction that involves action, doing and practice. The participants play the role of certain characteristics, such as production manager,

mechanical engineers, superintendents and the like. This method is mostly used for developing interpersonal interactions and relations.

C) LECTURE METHOD:
This lecture is traditional and direct method of instruction. The instructor organizes the material and gives it to group of trainees in the form of a talk. To be effective, the lecture must motive and create interest among the trainees. An advantage of lecture method is that it is a direct and can be used for a large group of trainees. Thus the cost and time involved are reduced. The major limitation of the lecture method is that it does not provide for transfer of training effectively.

D) CONFERENCE OF DISCUSSION METHOD:

It is a method in training the clerical, professional and supervisory personnel. This method involves a group of people who assumptions, and draw conclusion, all of which contribute to the improvement of job performance. Discussion has the distinct advantage over the lecture method in that the discussion involves two-way communication and hence feedback is provided. The participants feel free to speak in small groups. The success of this method depends on the leadership qualities of a person who leads the group.

E) PROGRAMMED INSTRUCTION:
In recent years this method had become popular. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex level of instruction. The trainee goes through these units by answering questions or filling the blanks. The method is expensive and time consuming.

TRAINING PROCEDURES: TRAINING PROCEDURE IS DONE AS FOLLOWS:

 PREPARING THE INSTRUCTOR:

The instructor is made to make to know both job to be taught and how to teach it. The job is divided into logical parts so that each can be taught at a proper time without the trainee losing prospective of the whole. This becomes a lesson plan. For each part one should have in mind the desired technique of instruction, that is, whether a particular point is best taught by illustration, demonstration or explanation.

PREPARING THE TRAINEE:

As in interviewing, the first step in training is to put the trainee at ease, most people are somewhat nervous when approaching an unfamiliar task. Though the instructor may have executed this training procedure, many times he or she never forgets its newness to the trainee. The quality of empathy is a mark of the good instructor.

GETTING READY TO TEACH: THIS STAGE OF THE PROGRAM IS CLASS HOUR TEACHING INVOLVING THE FOLLOWING ACTIVITIES:
Planning the program Preparing the instructors outline Does not try to cover too much material Keeping the session moving along logically, Discussing each item in depth, Repeat, but in different words.

 Take the material from standardized tasks when it is available. When the standardized text is not available, developing the program and course content based on group approach. Group consists of employer, skilled employees, supervisors, trade union leaders and others familiar with job requirements, group prepares teaching material. Teaching about the standards for the trainee like quality, quantity, waste or scrap. Ability to work without supervision, knowledge of procedures, safety rules, human relations etc. Remembering the standards, before he / she teach. Taking periodical progress of the trainees, and application onto account.

PRESENTING THE OPERATION:

There are various alternative ways of presenting the operation viz., explanation demonstration etc. An instructor mostly uses the method of explanation. In addition one may illustrate various points through the use of pictures, charts, diagrams and other training aids; demonstration is an excellent device when the job is essentially physical in nature. The following sequence is a favorite with these company instructors. Explain in the sequence of the entire job Do the jobs step by step according to the procedure. Explain each step that he is performing. Have each step that he is performing.

TRY OUT THE TRAINEES PERFORMANCE:

The trainee should now be asked to start the job independently. Here the instructors prefer that the trainee explains each step before doing it, particularly if the operation involves any danger, the trainee, through repetitive practice, will acquire more skill.

FOLLOW UP:
The final step in training procedures is that of follow-up. When people are involved in any problem or any procedure, it is unwise to assume that things are always constant. Follow-upon is adapted to a variable reinforcement schedule as suggested in the discussion of learning principles. The follow up system should provide feedback on training effectiveness and on total value of training system. Training and Development in HERTIAGE PSPD, Bhadrachalam unit

OBJECTIVES OF TRAINING & DEVELOPMENT:

Competency Up gradation of all. Preparing multi-skilled workforce Building Climate for Learning and Involvement of one & all.

APPROACH TO TRAINING & DEVELOPMENT

Role Description

K&S Identification

Training Method Identification

Act.Profile Matching

Gap Analysis

Training Plan

Training Effectiveness Measurement

In Approach to Training & Development, they will first know about the job they have to do. After knowing about the job their knowledge (K) and skill (S) level will be identified. Basing on the K & S levels of the new entrant the suitable training method identification will be done. . Then their K & S levels will be matched with the job requirements. Next, the Gap Analysis will be done, i.e., finding out the gap between the job requirements and K&S of the new entrant. According to that training plan will be prepared. Basing on the training plan the training programs will be conducted. After completion of training programs, the evaluation of training effectiveness will be done.

MANAGERS TRAINING:
In HERTIAGE -PSPD, Managers training is given in four stages: 1. Managerial Skill 2. Computer Based Training 3. Skill Development 4. JMTs & MTs

METHODOLOGY-MANAGERS
Managers Training

Managerial Skills

Computer Based Training

Skill Development

JMT's & MT's

General

Web based training PSPD Vidyalaya

Appraisal Department

Induction

MDP New technology Dept.requirement

Experienced

Fresher

Department Through Appraisal New equipment Suppliers

Long Term Induction

Mech Elec

Process

Technical cell Inst Paper Machine

Pulp Mill,SRP Finishing House

IN MANAGERIAL SKILL STAGE, THEY WILL COVER ABOUT:

General topics like safety awareness, Environment etc. which are useful in day to day life and safety programs those are to be followed in industry. These topics are covered in Management Development Program. In Department they will know about the department requirements and they will give training on the requirements of the department. From Appraisal given by Managers they will know about the requirements of managers and they will help them to develop the needed requirements in training. In Computer based training, they will get the total information of company and also they can get the training material in PSPD Vidyalaya. In Skill Development, Management Skills are given on the basis of department requirement and Appraisal feedback. If managers are not familiarize about the equipment then training is given on how to use it and also information is given about suppliers. External training is given if there is any need. External faculty is also called for conducting training programs. Since 2nd July 2007, Vidyalaya Quiz modules were made available to all. These modules are mandatory for all fresh managers. In their initial familiarization program they will tell about organization values, Vision etc. and also to get acquainted with the remaining employees. It takes place for one week after this program, experienced managers are sending to their concerned departments. But for freshers there is a long-term training program

LONG TERM TRAINING PROGRAM

Long Term Training program is aimed at imparting a detailed knowledge of the function of the department where he is going to be posted. The suppliers and customer of this department are also covered in the program. Each Module of the program will have a test conducted by that department and the trainee must achieve at least 60% marks in the test otherwise he will have to go back to that department and rewrite the test. Long Term Induction will take place 3 months. After these Induction program Freshers are sent to concerned department.

TRAINING SCHEDULE FOR THE MECHANICAL TRAINEES:

Dept/Area

Duration

From

To

Scope

Guide / E&T Pillar Member

Drawing office

4 Weeks

25-jun

21-jul

Basic Drawing, Sketching, Measurements, CAD, Fits & Tolerance Etc. Test On 21.07.2008

PV.Srinivasa Rao

Work shop

3 Weeks

23-jul

11-Aug

Measurements, Roll Grinding & other machine functions, Garage.

PV Srinivasa Rao / Durga Srinivas

Test on 11/08/2008

SP Cell

2 Weeks

13-Aug

25-Aug

Inspection of items as per Drawing Test on 25.08.2008

PV Srinivasa Rao / Janaki ram

ENCON

1Week

27-Aug

01-sep

Energy Conversation Test on 01.09.2008

PV Srinivasa Rao / N Alagiri

Engg Stores

1 Week

03-Sep

08-Sep

Stores activity, Inventory Test on 08.09.2008

Sreekant Bagade

Pulp Mill

2 Weeks

10-Sep

22-Sep

Pulp mill operation and Maintenance

PV KeKra / KD Sharma /

Test on 22.09.2008 DVM Naidu

PM 4

2 weeks

24-Sep

06-Oct

Operation and Maint.of PM4 Test on 06.10.2008

SVR Kishnan/ Amv Shankar

FH 4

1 Week

08-Oct

13-Oct

Operation &Maint.of FH 4 Test on 13.10.2008

SVR Kishnan/ Muralidaran

Utilities

2 Weeks

15-Oct

27-Oct

Operation&Maint.o f boilers, its Auxiliaries, TG,ETP, Power distribution etc. Test on 27.10.2008

S venkat Rao/ Narendar Reddy

TRAINING CALENDAR FOR THE YEAR 2007-08:

Y/N

DATA

S.n o.

Are a

Topic

Faculty

Dur atio n

Is Materi al Ready?

Sessi on 1

Sess ion 2

Sessio n3

Sess ion 4

Sessio n5

NF L

Chipping &Coockin g

KRK/ Hari Krishna

2 Hr

Yes

16Aug Thu

05Oct Fri

24-Nov Sat

11jan Fri

19Feb Tue

CLO2&Sc reening

Manoj/ Fayaz

2 hr

Yes

20Aug Mon

09Oct Tue

29-nov Thu

14_ Jan Mo n

27Feb Wed

Washing

Subhad ra/SR raju

2hr

Yes

29Aug Wed

16Oct Tue

06-Dec Thu

16jan We d

04Mar Tue

Safety & Work Permit Issue

Ram Babu

2 hr

Yes

13Sep Wed

31Oct We d

20_De c Thu

30Jan We d

12Mar Wed

Bleaching

Ranjit/ Sampat h

2 hr

Yes

08Sep Sat

22Oct Mo n

15-Dec Sat

22jan Tue

20Mar Thu

Fire Fighting

Sheik

2 hr

Yes

19Sep Wed

07_ Nov We d

26-Dec Wed

05Feb Tue

25Mar Tue

Lubricatio n

PNV Venkan

2 hr

Yes

26Sep

13Nov

03-Jan Thu

13Feb We

na

Wed

Tue

Fits & Tolerances

NRC Murthy

2 hr

Yes

Gear Boxes

KNV Kishore

2 hr

Yes

10

Bearings 1

DVM Naidu

2 hr

Yes

11

Pumps

NRC Murthy

2 hr

Yes

12

Couplings, Chains, V Belts

Sri Ramulu

2 hr

Yes

13

Mechanica l Seals

DVM Naidu

2 hr

Yes

14

Presses

MSN / Rama Raju

2 hr

No

In the Training Calendar, it presents the class room schedule of the training program that is to be given to the New Entrant Managers. It provides the schedule regarding the topics to be covered, who should deal the particular topic, the time and date schedule allotment, whether material regarding the training is ready or not, sessions to be covered etc., will be given in advance so that the new entrant managers will get an overlook on the training module in the organization.

EMPLOYEES TRAINING:
METHODOLOGY - EMPLOYEES Employee Training

Behavioral

Skill development

Multi Skill

EDP

Training requirement

To process for Maintenance

To process for diff.positions Task analysis To Maintenance for process

Unique position

Employees Training Includes Behavioral, Skill Development And Multi Skill Development Stages. In Behavioral training, they will teach how to behave in an Industry in Employee Development Program.

SKILL DEVELOPMENT:
Training needs for Skill Development of Employees are identified through Task Analysis and Training Requirement List by Respective Departments. Following training methods are adopted: Classroom Training(Internal) Classroom Training (External) One Point Lessons On Job Training CDs and Video.

MULTI SKILLING TRAINING TO EMPLOYEES INCLUDES:

1. Maintenance (Mech., Elec. & Inst.) Training to all Process Based, Intermediate trainers, Worker Trainees and Process Employees. 2. Process Training to all the Operators to work in all the positions in their Department. 3. Basic Process Training to Maintenance people. In Multi-skilling training one - week classroom lecture on different subjects of maintenance, two-week practical under a guiding manager will be done. A Test is conducted on the subjects covered in the classroom lecture. After going back to respective workplace monitoring the progress through reports signed by HOD / Shift incharge will be done.

1. a)

What kind of training methods do you prefer? On the job training methods S.NO NO.OF RESPONDENTS. 24 1 11 2 20 3 36% 20% b) off the job training methods c) Both % OF RESPONDENTS. 44%

DATA ANALYSIS: 44% of the employees say that they prefer on the job training.
20% of the employees say that they prefer off the job training 36% are said that they prefer both the type of training methods.

INTERPRETATION: Above analysis say that company mostly offers on the job
training. As they have better training faculty.

Training methods used in organisation

36% 44% on the job methods

Off the job methods Both

20%

2.

Does the Organization provide training for present employees or new

employees? a) Present employees b) New employees c) Both.

S.NO

NO.OF RESPONDENTS. 13

% OF RESPONDENTS.

24%

1 25 2 17 3 31% 45%

Data analysis: 24% of the employees say that company give training to the present employees, 45% says that company give training to the new employees and 31% says that company give training to the both employees.

Interpretation:

Above analysis say that company provides training to the new

employees in order to increase their efficiency and productivity and training is also provided to the existing employees to update their knowledge and skills.

Providing training for present or new employeees

24% 36% Present employees New employees Both

45%

3. a)

The induction training is a well-planned exercise in the organization? Strongly agree b) Agree c) Disagree.

S.NO

NO.OF RESPONDENTS.

% OF RESPONDENTS.

21 1 25 2 09 3

38%

45%

17%

Data analysis:

38% of employees strongly agree that induction is a well-planned

exercise in the organization. 45% employees agree and 17% of the employees disagree that training is a well-planned exercise in the organization.

Interpretation: The above analysis makes it clear that the company provides induction training to the new employees.

Introduction training is a well planned exercise in organisation

17% 38%

Strongly agree Agree Disagree

45%

4.

What kind of training methods does the organization provide to train the

employees? a)On the job training methods b) Off the job training methods c) Lectures d) Audio visuals e) All the above S.NO NO.OF RESPONDENTS. 18 1 % OF RESPONDENTS. 33%

09 2 11 3 10 Data 33% say of that 5 4 7

16% 20% 18% analysis: 13% employees the

company provide on the job training method. 16% says that the company provides off the job training method. 20% Says that the company provide lectures, 18% says that it provides audio visuals and 13% says that company provide all above methods.

Interpretation: The above analysis says that the company gives priority to on the job training methods.

Training methods provided to train the employees 13%

33% On the job training 18% Off the job training Lectures Audiovisuals All the above 20% 16%

5. a)

How often the training programs or conducted in your organization? Every month b) Every Quarter c) Half yearly d) Once in a year

S.NO

NO.OF RESPONDENTS. 15

% OF RESPONDENTS.

27%

7 2 10 3 23 4

13% 18% 42%

Data analysis: 27% of employees say that the training program conducted in the organization every month. 13% Says that training program conducted every year.18% says that the training program conducted half-yearly. 42% says that the training program conducted once in a year. Interpretation: The above analysis says that the company gives provides training depending on need and situation.

Training programs conducted in the organisation.

27%

Every month
42%

Ever Quarter Half-year Once in a year

13%

18%

6. a)

Training is done at all levels of organization on a continuous basis? Strongly agree b) Agree c) Disagree d) strongly disagree

S.NO

NO.OF RESPONDENTS. 22

% OF RESPONDENTS.

40% 31% 18% 11%

1 17 2 10 3 6 4

Data analysis: 40% of employees strongly agreed, 31% are agreed, 18% disagreed and 11% are strongly disagreeing that is done at all levels of organizations on a continuous basis.

Interpretation: The above analysis makes it clear that the company provides training to all the levels of Organization.

Training done at all the level of organization on a continuous basis

11%

Strongly agree
18% 40%

Agree Disagree Strongly Disagree

31%

7. a)

Are you participating in training actively? Yes b) Agree

S.NO

NO.OF RESPONDENTS. 45

% OF RESPONDENTS. 82% 18%

1 10 2

Data analysis: 82% of employees say that they actively participating in the training program. 18% says that the participating in the training program.

Interpretation: The above analysis says that the most of the employees are actively participating in the training program.

Employees participating in the training program actively

18%

Yes No

82%

8. a)

Are you satisfied with present method of selection of candidates for training? Yes S.NO b) No. NO.OF RESPONDENTS. 46 1 9 2 16% % OF RESPONDENTS. 84%

Data analysis:

84% of the employee says that they are satisfied with the present

method of selection of candidates. 16% are Says that they are not satisfied with the present method of selection.

Interpretation: The above analysis says that most of employees in the company are satisfied with the adopted method of selection of candidates for training.

Employee s satisfaction with the present method of selection of candidates for training

16%

Yes No

84%

9.

Training program helped to increase the productivity of both quality and

quantity? a) Strongly agree b) Agree c) Disagree d) strongly disagree

S.NO

NO.OF RESPONDENTS.

% OF RESPONDENTS.

28 1 17 2 7 3 3 4

51%

31%

13%

5%

Data analysis: 51% of the employees strongly agreed that training program helped in increase the production of quality and quantity, 31% employees agreed, 13% of employees are disagreed and 5% are strongly disagreed. Interpretation: from the above analysis it is clear that the training program in the company helps in the increase of productivity of both quality and quantity.

Training program helped to increse productivity of both quality and quntity

5% 13%

51% 31%

Stongly agree Agree Disagree Strongly disagree

10.

The training program conducted in the organization is importing latest

technology in the market? a) Yes b) No.

S.NO

NO.OF RESPONDENTS. 46

% OF RESPONDENTS. 84% 16%

1 9 2

Data analysis: 84% of the employees say yes and 16% of the employees say No, that the training program conducted in organization imparting latest technology in market.

Interpretation: The above analysis says that the company is imparting latest technology in the market.

Is training program conducted in organization imparting latest technology in the market.

16%

Yes No

84%

11. a)

The training program has emphasis on relevant safety programs? Strongly agree b) Agree c) Disagree d) strongly disagree

S.NO

NO.OF RESPONDENTS.

% OF RESPONDENTS.

15 1 24 2 10 3 6 4

27% 44% 18% 11%

Data analysis: 27% of the employees strongly agreed, 44% of the employees agree, 18% of the employees disagree and 11% of the employees strongly disagree that the training program was emphasis on relevant safety programs. Interpretation: The above analysis says that the company takes care of employees through safety and welfare measure.

Training program emphasis on relevant saftey programs.

11% 27% 18% Strongly agree Agree Disagree Strongly disagree 44%

12.

Does the training help you to upgrade soft skills like communication skills,

leadership, team building etc.? a) To a great extent S.NO b) To some extent c) Very little extent % OF RESPONDENTS. 24 1 19 2 7 3 3 4 8% 13% 35% 44% d) Not at all.

NO.OF RESPONDENTS.

Data analysis: 44% of the employees strongly agreed to a great extent, 35% of employees agree to some extent, 13% are says very little extent and 8% are says not at all that training does not help to upgrade soft skills like communication skills, leadership and team. Interpretation: The above analysis says that the training in the company helps to upgrade the soft skills of the employees.

The training program help to upgrade the soft skills of employees.

8% 13% 44%

To a great extent To some extent Very little extent Not at all

35%

13. a)

Did the training policy of your organization helped in your career development? To a great extent S.NO b) To some extent c) Very little extent d) Not at all % OF RESPONDENTS. 19 1 24 2 7 3 5 4 8% 13% 44% 35%

NO.OF RESPONDENTS.

Data analysis: 35% of the employees agrees to a great extent, 44%of employees agree to some extent, 13% says to a little extent, 8% of employees says not at all the training program helps to upgrade their skills.

Interpretation: The above analysis says that the companys training program helps the employees in their career development to some extent.

The training policy of the organization helps In career development.

8% 13% 35%

To a great extent To some extent Very little extent Not at all

44%

14. a)

The training program has emphasis on relevant safety programs? Always b) Sometimes c) Not at all

S.NO

NO.OF RESPONDENTS. 19

% OF RESPONDENTS. 35% 43% 24%

1 23 2 13 3

Data analysis: 35% of the employees say that training program helps always to meet the pre-specified objectives, 43% of the employees says it help in some time and 24% of the employees says it not at all helps to meet the pre-specified objectives. Interpretation: The above analysis says that the company achieves its predetermined objectives of training.

The training program helps to meet the pre-specified objectives.

24% 35%

Always Some times Not at all

43%

15. a)

The training program has emphasis on relevant safety programs? Within the organization S.NO b) Outside the organization c) Both

NO.OF RESPONDENTS. % OF RESPONDENTS. 32 58% 22% 20%

1 12 2 11 3

Data analysis: 58% of the employee says that company prefers trainers within the organization, 22% are from outside the organization and 20% says company prefers both type of trainers.

Interpretation: The above analysis says that the company prefers in-house training experts has they will better understand the training needs that are to be given to the employees.

Types of experts preferred.

0 20%

With in the organization

22% 58%

Out side organization

16. a)

The training program has emphasis on relevant safety programs? To a great extent S.NO b) To some extent c) Very little extent d) Not at all

NO.OF RESPONDENTS. 26

% OF RESPONDENTS. 47% 35% 15% 5%

1 19 2 7 3 3 4

Data analysis: 47% of the employees says that training program reduce errors and wastage at work place a great, 35% of employees to some extent, of employees says to

some extent, 15% of the employees says to a very little extent and 5% of employees not at all. Interpretation: The above analysis says that the provides the opportunity to the employees to use their skills.

Is training reduces errors and wastage at work place.

5% 13%

To a great extent
47%

To some extent Very little extent

35%

Not at all

17.

Are you able implementing the learned skills in the days-to-day job after coming

back from the training program? a) To a great extent S.NO b) To some extent c) Very little extent d) Not at all

NO.OF RESPONDENTS. 14

% OF RESPONDENTS. 25% 47% 13% 15%

1 26 2 7 3 8 4

Data analysis: 25% of the employee says that they are implement learned skills in the day-to-day job after coming from the training to a great extent, 47% says to some extent, 13% of the employees very little extent and 15% of the employees not at all. Interpretation: The above analysis says that the company provides opportunity to the employees to use their skills.

Are employees able to learned skills after coming training

15% 25%

To a great extent
13%

To some extent Very little extent Not at all

47%

18. a)

Does the trainer collect the feedback from trainees after program is completed? Yes b) No

S.NO

NO.OF RESPONDENTS. 46

% OF RESPONDENTS. 84% 16%

1 9 2

Data analysis: 84% of the employee says Yes and 16% of the employees No, that the trainer collected feedback the trainees after the training program is completed.

Interpretation: The above analysis says that the company trainer collects feedback on the training program from the employees after the training program is completed.

Employee s satisfaction with the present method of selection of candidates for training

16%

Yes No

84%

19. a)

What is your opinion on the program conducted in your organization? Excellent S.NO b) Good c) Average d) poor

NO.OF RESPONDENTS. % OF RESPONDENTS. 12 22% 47% 22% 9%

1 26 2 12 3 5 4

Data analysis:

22% of the employee says that the training conducted in the

organization is extent, 47% of the employees say that it is good, 22% says average, 9% of the employees poor. Interpretation: The above analysis says that the opinion of the employees on the training program is quite good.

opinion on the training conducted in the organization.

9% 22%

Excellent
22%

Good Average Poor

47%

20. a)

Are there any suggestions for the improvement of the training program? Yes b) No.

Sl.No. NO.OF RESPONDENTS. 5 1 50 2

% OF RESPONDENTS. 9% 91%

Data analysis: 9% of the employees say No, 91% of the employees say Yes for the improvement of training program in the organization.

Interpretation: The above analysis says that the employees are satisfied with present training and they also give suggestions to the improvement of training program further.

Any suggestions for the organisation.

9%

Yes No

91%

SUGGESTION: Some of the suggestions made by the employees are: Learned/ expert personalities from outside should be called in relevant subject

and they should important demonstration. The training should be result oriented and people oriented. Pre schedule training programmer to be planned at all level on continuous basis. It should be beneficial for an employee and for organization.

CONCLUSION: The report in training and development in HERITAGE FOODS INDIA

LIMITED has brought into light the total picture of the employees attitude towards training and development. Most of the respondents have expressed that they are interested in the on- the-

job method. The employee in the organization are well participated in the training program. The training is being given to the employees at regular interval. Most of the employees are very much satisfied about the selection of the

candidates for training. Most of the employees are expressed that the training programme is imparting

the latest technology in the market. Most of the employees agree with the training programme meet pre-specified

objectives. Most of the employees are respond positive with the training programme

conducted in the organization. It is found that some of the employees are not aware or the training policy in

HERITAGE FOODS INDIA LIMITED. Hence they are made to be aware. Most of the employees agree with the training help you to upgrade soft skills like

communication skills, leadership, team building etc. Most of the employees agree with the organization provide training for both

present and new employees.

QUESTIONNAIRE
NAME: AGE: DEPARTMENT: SEX: CADRE:

Mr. I . SREE KANTHA REDDY is a management student conducting analysis study on training and development programs in this organization. Kindly co-operate in filling the following questionnaire: 01. a) What kind of training methods do you prefer? On the job training methods b) Off the job training methods c) Both Thanking you.

02.

Does the Organization provide training for present employees or new

employees? a) Present employees b) New employees c) Both

03. a)

The induction training is a well-planned exercise in the organization? Strongly agree b) Agree c) Disagree.

04.

What kind of training methods does the organization provide to train the

employees? a) On the job training methods d) Audio visuals b) Off the job training methods e) All the above c)

Lectures

05. a)

How often the training programs or conducted in your organization? Every month b) Every Quarter c) Half yearly d) Once in a year

06. a)

Training is done at all levels of organization on a continuous basis? Strongly agree b) Agree c) Disagree d) strongly disagree

07. a)

Are you participating in training actively? Yes b) Agree

08. a)

Are you satisfied with present method of selection of candidates for training? Yes b) No.

09.

Training program helped to increase the productivity of both quality and

quantity? a) Strongly agree b) Agree c) Disagree d) strongly disagree

10.

The training program conducted in the organization is importing latest

technology in the market? a) Yes b) No.

11. a)

The training program has emphasis on relevant safety programs? Strongly agree b) Agree c) Disagree d) strongly disagree

12.

Does the training help you to upgrade soft skills like communication skills,

leadership, team building etc.? a) To a great extent b) To some extent c) Very little extent d) Not at all.

13. a)

Did the training policy of your organization helped in your career development? To a great extent b) To some extent c) Very little extent d) not at all

14. a)

The training program has emphasis on relevant safety programs? Always b) Sometimes c) Not at all

15. a)

The training program has emphasis on relevant safety programs? Within the organization b) Outside the organization. c) Both

16. b)

The training program has emphasis on relevant safety programs? To a great extent b) To some extent c) Very little extent d) Not at all

17.

Are you able implementing the learned skills in the days-to-day job after coming

back from the training program? b) To a great extent b) To some extent c) Very little extent d) Not at all

18. b)

Does the trainer collect the feedback from trainees after program is completed? Yes b) No

19. b)

What is your opinion on the program conducted in your organization? Excellent b) Good c) Average d) poor

20. b)

Are there any suggestions for the improvement of the training program? Yes b) No.

BIBLIOGRAPHY

BOOKS REFERRED:

Human Resource Management

by

Keith Davis.

Human Resource Management

by

V.S.P.Rao.

Human Resource Management

by

Fisher Schoenfeldt Shaw.

Human Resource & Personal Management

by

Aswathappa.

Personal HRM

by

George T.milkovich.

Websites

www.heritage.com