Contents

LIST OF TABLES............................................................................................................................................... III

LIST OF FIGURES............................................................................................................................................ IV
CHAPTER 1 INTRODUCTION............................................................................................................................ 1
1.1 Definition of Training.................................................................................................................................. 1
1.2 Nature of Training...................................................................................................................................... 1
1.3 Objectives of Training................................................................................................................................ 1
1.4 Benefit of Employee Training..................................................................................................................... 1
1.5 Methods of Training................................................................................................................................... 2
1.6 Training Process........................................................................................................................................ 7
CHAPTER 2 INDUSTRY PROFILE...................................................................................................................10
2.1 Global...................................................................................................................................................... 10
2.2 National.................................................................................................................................................... 11
2.3 State........................................................................................................................................................ 12
2.4 PESTEL Analysis..................................................................................................................................... 12
2.5 Current Trends......................................................................................................................................... 15
2.6 Major Players........................................................................................................................................... 16
2.7 Major Offerings........................................................................................................................................ 17
CHAPTER 3 COMPANY PROFILE................................................................................................................... 18
3.1 History of Heubach Colour....................................................................................................................... 18
3.2 Vision....................................................................................................................................................... 19
3.3 Organization Structure............................................................................................................................. 20
3.3 Department.............................................................................................................................................. 21
3.4 SWOT Analysis........................................................................................................................................ 23
3.5 Market Position........................................................................................................................................ 24
CHAPTER 4 LITERATURE REVIEW................................................................................................................ 25
CHAPTER 5 RESEARCH METHODOLOGY....................................................................................................26
5.1 Problem Statement.................................................................................................................................. 26
5.2 Research Objective.................................................................................................................................. 26

5.3 Research Design..................................................................................................................................... 26

5.4 Data Collection........................................................................................................................................ 26
5.5 Sampling Plan.......................................................................................................................................... 27
5.6 Limitations of the study............................................................................................................................ 27
5.7 Data Analysis Method.............................................................................................................................. 27
CHAPTER 6 DATA ANALYSIS.......................................................................................................................... 28
CHAPTER 7 FINDINGS.................................................................................................................................... 57
CHAPTER 8 CONCLUSIONS........................................................................................................................... 58
BIBLIOGRAPHY................................................................................................................................................ 59
ANNEXURE...................................................................................................................................................... 60

LIST OF TABLES
Table 1 Gender......................................................................................................................................28
Table 2 No of designations in each department....................................................................................29
Table 3 Training is given adequate importance.....................................................................................31
Table 4 Company has well defined training policy.................................................................................32
Table 5 adequate planning done before designing training...................................................................33
Table 6 Employees are consulted before sponsoring training...............................................................34
Table 7 Employee sponsoring for training based on Need Identification..............................................35
Table 8 Evaluation of functional outcome before training......................................................................36
Table 9 Clear understanding of the knowledge and skills they expect..................................................37
Table 10 Conducts briefing session for the employees.........................................................................39
Table 11 Boss take interest in ensuring that you attend training...........................................................40
Table 12 Recent training was a good learning experience....................................................................41
Table 13 Competent Trainer..................................................................................................................42
Table 14 Satisfaction with the facilities in the training centre................................................................43
Table 15 Relevant to your job................................................................................................................44
Table 16 Handouts on the topics of training..........................................................................................45
Table 17 Planned according to pre-assessed training needs................................................................46
Table 18 Taking training seriously..........................................................................................................47
Table 19 Satisfaction with time spent in the training program...............................................................49
Table 20 Adequate time given to reflect & plan improvement...............................................................50
Table 21 Right kind of climate provided to implement new ideas..........................................................51
Table 22 Total benefits from the training program.................................................................................52
Table 23 Contributed to your functional abilities....................................................................................53
Table 24 Able to do your job more efficiently after training program.....................................................54
Table 25 Contribution because of training.............................................................................................55
Table 26 Sufficient follow up after the training.......................................................................................56

LIST OF FIGURES
Figure 1 Gender.....................................................................................................................................28
Figure 2 No. of designations in each department..................................................................................30
Figure 3 Training is given adequate importance...................................................................................31
Figure 4 Company has well defined training policy...............................................................................32
Figure 5 adequate planning done before designing training.................................................................33
Figure 6 Employees are consulted before sponsoring training.............................................................34
Figure 7 Employee sponsoring for training based on Need Identification.............................................35
Figure 8 Evaluation of functional outcome before training....................................................................36
Figure 9 Clear understanding of the knowledge and skills they expect................................................37
Figure 10 Conducts briefing session for the employees.......................................................................39
Figure 11 Boss take interest in ensuring that you attend training.........................................................40
Figure 12 Recent training was a good learning experience..................................................................41
Figure 13 Competent Trainer.................................................................................................................42
Figure 14 Satisfaction with the facilities in the training centre...............................................................43
Figure 15 Relevant to your job...............................................................................................................44
Figure 16 Handouts on the topics of training.........................................................................................45
Figure 17 Planned according to pre-assessed training needs..............................................................46
Figure 18 Taking training seriously........................................................................................................47
Figure 19 Satisfaction with time spent in the training program.............................................................49
Figure 20 Adequate time given to reflect & plan improvement..............................................................50
Figure 21 Right kind of climate provided to implement new ideas........................................................51
Figure 22 Total benefits from the training program................................................................................52
Figure 23 Contributed to your functional abilities..................................................................................53
Figure 24 Able to do your job more efficiently after training program....................................................54
Figure 25 Contribution because of training............................................................................................55
Figure 26 Sufficient follow up after the training.....................................................................................56

CHAPTER 1 INTRODUCTION
1.1 Definition of Training
It is a learning process that involves the acquisition of knowledge, sharpening of skills, Concepts,
rules, or changing of attitudes and behaviors to enhance the performance of Employees.

1.2 Nature of Training

In simple terms, training and development refers to the imparting of specific skills, abilities and
knowledge to an employee. A formal definition of training & development is it is any attempt to
improve current or future employee performance by increasing an employees ability to perform
through learning, usually by changing the employees attitude or increasing his or her skills and
knowledge. The need for training & development is determined by the employees performance
deficiency, computed as follows:
Training need = Standard performance Actual performance.

1.3 Objectives of Training

The fundamental aim of training is to help the organization achieve its purpose by adding value to its
key resource the people it employs. Training means investing in the people to enable them to perform
better and to empower them to make the best use of their natural abilities. The particular objectives of
training are to:
Develop the competences of employees and improve their performance.
Help people to grow within the organization in order that, as far as possible, its future needs for
human resource can be met from within.
Reduce the learning time for employees starting in new jobs on appointment, transfer or promotion,
and ensure that they become fully competent as quickly and economically as possible.

1.4 Benefit of Employee Training

Leads to improved profitability and/or more positive attitudes towards profit orientation.
Improves the job knowledge and skills at all levels of the organization.
1

Aids in understanding and carrying out organizational policies.

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

successful workers and managers usually display.

Aids in increasing productivity and/or quality of work.
Develops a sense of responsibility to the organization for being competent and knowledgeable.
Improves relationship between boss and subordinate.

1.5 Methods of Training

1. ON THE JOB TRAINING.
2. OFF THE JOB TRAING.

ON THE JOB
TRAINING

OFF THE JOB

TRAINING

Demonstration

Classroom Study

Coaching

Simulations

Job Rotation

Business Game

Projects

Mentoring

Vestibule
Training

On the Job Training:

a) Demonstration:

This method is visual display of how something works or how to do something. For example,
Trainer shows the trainees how to perform or how to do the tasks of the job.
b) Coaching:
A more intensive method of training that involves a close working relationship between an experienced
employee and the trainee.

c) Job rotation:
Where the trainee is given several jobs in succession, to gain experience of a wide range of
activities (e.g. a graduate management trainee might spend periods in several different
departments).
d) Projects:
Employees join a project team - which gives them exposure to other parts of the business and
allow them to take part in new activities. Most successful project teams are "multi-disciplinary".
Steps included in On-the-job training:
Step 1:

Prepare the worker.

Put the worker at ease.
State the job and find out what the worker already knows about it.
Stimulate the worker's interest in learning the job.
Place the worker in the correct position.

Step 2:

Present the operations.

Tell, show and illustrate one important point at a time.
Stress each key point.
Instruct clearly, completely and patiently, but teach no more than the worker can master.

Step 3:

Try out the worker's performance.

Have the worker do the job, and correct errors.
Have the worker explain each key point to you as he or she does the job again.

Step 4:

Follow up.
Put the worker on his or her own.
Designate to whom he or she should go for help.
Check frequently.
Encourage questions.

Advantages:
1.
2.
3.
4.

Generally most cost-effective.

Employees are actually productive.
Opportunity to learn whilst doing.
Training alongside real colleagues.

Disadvantages:
1.
2.
3.
4.

Quality depends on ability of trainer and time available.

Bad habits might be passed on.
Learning environment may not be conducive.
Potential disruption to production.

Off the Job Training:

a) Classroom training:
The traditional type of training with lecture as the chief method of imparting learning.

b) Vestibule training:
Training in a simulated setting which lets the trainee acquire the skills and knowledge with an
allowance for making mistakes. Also called laboratory training. A vestibule is a large entrance or
reception room or area. Vestibule Training is a term for near-the-job training, as it offers access to
something new (learning). There are many advantages of vestibule training. The workers are
trained as if on the job, but it does not interfere with the more vital task of production. Transfer of
skills and knowledge to the workplace is not required since the classroom is a model of the
working environment. Classes are small so that the learners received immediate feedback and
ask questions more easily than in a large classroom. Its main disadvantage is that it is quite
expensive as it duplicates the production line and has a small learner to trainer ratio. A procedure
used in operator training in which the training location is separate from the main productive areas
of the plant; includes student carrels, lecture rooms, and in many instances the same type of
equipment that the trainee will use in the work station.
c) Mentoring:
Mentoring is to support and encourage people to manage their own learning in order that they
may maximize their potential, develop their skills, improve their performance and become the
person they want to be.
Mentoring is a powerful personal development and empowerment tool. It is an effective way of
helping people to progress in their careers and is becoming increasing popular as its potential is
realized. It is a partnership between two people (mentor and mentee) normally working in a
similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and
respect.

d) Simulations:
Training simulations replicate the essential characteristics of the real world that are necessary to
produce both learning and the transfer of new knowledge and skills to application settings. Both
machine and other forms of simulators exist. Machine simulators often have substantial degrees
of physical fidelity; that is, they represent the real world's operational equipment. The main
purpose of simulation, however, is to produce psychological fidelity, that is, to reproduce in the
training those processes that will be required on the job. We simulate for a number of reasons,
including controlling the training environment, for safety, to introduce feedback and other learning
principles, and to reduce cost
e) Business games:
They are the direct progeny of war games that have been used to train officers in combat
techniques for hundreds of years. Almost all early business games were designed to teach basic
business skills, but more recent games also include interpersonal skills. Monopoly might be
considered the quintessential business game for young capitalists. It is probably the first place
youngsters learned the words mortgage, taxes, and goes to jail.

1.6 Training Process

Organisational
Objectives and
Strategy

Devising Training
Programme

Assesstment of
Training Needs

Implementation of
Training Programme

Establishment of
Training Goal

Evaluation of Result

1. Organizational Objectives and Strategies:

The first step in the training process in an organization is the assessment of its objectives and
strategies. What business are we in? At what level of quality do we wish to provide this product or
service? Where do we want to be in the future? It is only after answering these related questions
that the organization must assess the strengths and weaknesses of its human resources .

2. Needs Assessment:

Needs assessment helps diagnose the causes of performance deficiency in employees. Causes
require remedial actions. This being a generalized statement there are certain specific benefits of
needs assessment.
Trainers may be informed about the broader needs of the training group and their sponsoring
organizations.
The sponsoring organizations are able to reduce the perception gap between the participant
and his or her boss about their needs and expectations from the training programs.
Trainers are able to pitch their course inputs course inputs closer to the specific needs of the
participants.
3. Training and Goals & objectives:
Once training needs are assessed, training and development goals must be established. Without
clearly set goals, it is not possible to design a training and development program and, after it has
been implemented there will be no way of measuring its effectiveness. Goals must be tangible,
verifiable, and measurable. This is easy where skills training is involved. For example, the
successful trainee will be expected to type 55 words per minute with two or three errors per page.
Nevertheless, clear behavioral standards of expected results are necessary so that the program
can be effectively designed and results can be evaluated.
4. Designing Training and Development Program:

Who participates in the program?

Who are the trainers?
What methods and techniques are to be used for training?
What should be the level of training?
What learning principles are needed?
Where is the program conducted?

5. Methods and Techniques of training:

a) On the Job Training.
b) Off-the Job Methods.
8

6. Training Evaluation:

To monitor the quality of training.

Provide feedback.
To appraise the overall effectiveness of the investment in training.
To assist the development of new methods of training.
To aid the individual evaluate his or her own learning experience.

CHAPTER 2 INDUSTRY PROFILE

2.1 Global
The global pigments market revenues are expected to reach USD 14.7 billion in 2018, growing at a
CAGR of 4.5% from 2013 to 2018. In terms of volumes, pigments demand is expected to reach 4.4
million tons by 2018. Specialty pigments market is expected to have fastest growth potential
among the global pigments market, growing at a CAGR of 5.4% during the analysis period.
Availability of large variety of products and ability to encompass high and unique visual effects is
primarily fueling the growth of the specialty pigments market.
Increasing demand for paints and coatings, particularly from key end-use industries such as
construction, is expected to drive demand over the next five years. Fluctuating and volatile prices
of key raw materials including benzene and toluene coupled with an increasingly stringent
regulatory environment are critical challenges to this industry.
Inorganic pigments dominated the market, accounting for over 51% of the global demand in 2011.
Specialty pigments are expected to be the most promising product segment, and are estimated to
grow at a CAGR of 4.7% from 2013 to 2018. Under growing regulatory pressure, specialty and
organic pigments are being increasingly investigated for substitution potential over their inorganic
counterparts.
The paints & coatings industry continues to take away major share of the global pigments market,
accounting for 38.5% of the overall end user market. This is mainly due to growth in this industry
along with the preference of consumers towards unique optical effect colors in certain segments
such as automobiles. The global paints and coatings end use market is projected to grow at a
CAGR of 5.1% during the forecast period.
Asia Pacific was the largest regional market for pigments, accounting for 40.7% of global demand
in 2011. Major factors fuelling the growth of the Asia Pacific market is increasing spending capacity
of consumers along with preference for high end products with attractive packaging. The Asia
Pacific pigments market revenue is expected to reach market size of over USD 6.4 billion by 2018.

10

BASF SE occupies the major share of the global pigments market followed by Huntsman
International LLC and Tronox, Inc. Market players continue to rely on the merger and acquisition
strategy in order to expand their existing market further. The other players in the market include
Clariant International Limited, DIC Corporation, Rockwood Holdings, Inc, Lanxess AG, Atlanta AG,
Ferro Corporation and Merck. The global market for pigments has been categorized on the basis of
product segments, applications as well as geography.

2.2 National
Pigments, the raw materials used in paint manufacturing are a small industry in India. The sector is
dominated by unorganized players with only few organized players operating in the industry.
However, with a better product range, technology and marketing reach, the organized sector has
been able to increase its market share. Due to increasing demand of organic pigments in this
industry, India has grown significantly as a substantial producer and exporter of the same. In fact,
India is amongst the largest sources of colored organic pigments.
As paint industry constitutes a major chunk of pigments consumption, the growing paint market is
expected to intensify the demand of pigments in India. Further, according to a recent report by
RNCOS, "Indian Paint Industry Forecast to 2015", the pigment market is expected to witness
CAGR growth of 15% during FY 2012-2015. There are also niche markets in India for special effect
pigments, such as metallic and pearlescent. These pigments are usually imported into the Indian
market. With the increasing demand of premium paints, these pigments are also expected to see
increasing demand.
Presently, the growth of the Indian paint industry is being witnessed from new demand pockets,
especially in Tier-II and Tier-III cities, thus, signaling the growing acceptance of quality products
among the masses. The growing popularity of quality paints and increasing income levels of people
residing in Tier-II and Tier-III cities have pushed the growth in premium paint market of Indian
decorative paint industry.

11

2.3 State
Gujarat has become one of the most preferred locations for industrial investment in India. Apart
from having sound infrastructure facilities, skilled manpower, excellent domestic and international
connectivity and availability of raw materials, a key differentiating factor for Gujarat is its focus on
industrial development in the state.
It's a power-sufficient state with a low cost of utilities and one of the highest per capita power
consumption levels. It has the highest number of airports and second highest number of ports in
India. It's the only state with an integrated state-wise gas grid and has a very high tale-density. Rich
availability of natural resources and basic feedstocks facilitate production of a large number of
downstream colorant products. The state has the longest coastline in the country (1,600 kms) and
is well-connected to major trade routes to Europe, Middle- East, East Asia and Australia though a
large number of ports.
Gujarat has always been well known for its entrepreneurial talent who have spread their footprint
nationally and across the globe. The presence of mega estates in colorant manufacturing at
several industrial clusters in the state has helped growth and expansion of the industry by providing
an appropriate business ecosystem. With the existence of conducive business environment,
presence of leading companies, availability of a strong talent pool, entrepreneurial culture and
strong policy support by the State Government, Gujarat is poised to retain and further build on its
leadership position in India's colorant industry going forward.

2.4 PESTEL Analysis

A. Political Factors
In order to reduce the impact of global economic slowdown, the government had announced fiscal
stimulus package, under which the excise duty was reduced by 4 percent on chemical products in
December 2008. This is likely to result in lowering of prices. However, the product realizations are
expected to remain unaffected as any gain from excise reduction is likely to get passed to the
customers due to weak demand. Narrowing down of the duty differential between intermediates
and finished products has led to higher imports of lower-end dyes and dyestuffs, particularly from
China.
12

Going ahead, the industry will have to comply with the new EU regulatory framework for
registration, evaluation, authorization and restriction of chemicals (REACH). This will affect small
players, as additional costs will have to be incurred for testing and registration.
B. Technological Factors
Due to slack patents and data protection, MNCs have been careful in introducing their successful
pigment in India only after their patents have expired. With the onset of product patent in India,
MNCs are expected to launch newer organic and inorganic pigments and to withstand the
competition, strong R&D capabilities and investments in R&D will be critical for Indian companies.
Due to high R&D cost, Companies face challenges in developing a pigment.
In-house research and development (R&D), import of capital goods, import of designs, drawings
and formulae, and intra-firm transfer of technology and management practices from other countries
(mainly developed countries) to the Indian Pigment sector through foreign direct investments are
some of the technological strategies which are being used by the firms in this industry. Automation
in industry has helped in increasing the production with less manpower and more production. New
technology is helping to make the things at faster level.

C. Social Factors
Humans are vulnerable to environmental extremes of temperature, pressure, and chemical
exposures that can cause death, injury, and illness. Agricultural plants and animals are also
vulnerable to environmental extremes of temperature, pressure, chemicals, radiation, and
infectious agents.
Increasing awareness
As per Government of India estimates, total value of crops lost due to non-use of pesticides is
around USD 17 Bn every year. Companies are increasingly training farmers regarding the right
use of chemicals in terms of quantity to be used, the right application methodology and
appropriate chemicals to be used for indentified pest problems. With increasing awareness, the
use of chemicals is expected to increase.
13

D. Economic Factors
Pigment Industry accounts for ~2% of the total Indian Chemical Industry. The domestic market is
expected to grow at 8% annually till FY15. Exports are set to grow at a CAGR of 15% during the
same period. Exports formed~50% of total industry turnover in FY08 and have achieved a
Compounded Annual Growth Rate (CAGR) of 29% from FY04 to FY08.Very high cost of power,
unreliability of supply and frequent interruption with high transmission and distribution losses.
Chemical industry is highly capital-intensive and high cost of finance in India is a challenge
(interest rate 14%-15% p.a. as compared to 2% to 6% prevailing in developed countries).Pigment
Industry is an important constituent of the Indian economy. Its size is estimated at around US$ 35
billion approx., which is equivalent to about 3% of India's GDP.
E. Environmental Factors

The future of pigment production is completely depended on the ability to treat the waste in

conformance with China or anywhere in the world.

Chinese producers have already faced consequences of inadequate treatment facilities from

strong government enforcements of the norms.

Massive number of closures for chemical units due to pollution related issues in China during

last 18 months.
India experiencing the first stages of such an awakening on the part of stakeholders likes
government authorities, NGOs and public.

14

F. Legal Factors
Acts

Objectives

Indian Factories act 1948

To deal with workers health and welfare

Environment Protection Act, 1986

Air Act, 1987

To protect environment by preventing

major incidents.
To prevent and control air pollution
To insist operators to carry insurance to

Public liability insurance act1991

cover any incident that has impact on the

resident in the vicinity.

Labour Laws:
Labour & Industrial relation laws at present do not allow flexibility in deployment of labour. This
discourages modernization and investment in technological changes and eventually leads to
industrial sickness, thus adversely affecting workers as well. Multiplicity of Taxes: Indian
exporters at present are placed at a considerable disadvantage vis--vis their foreign competitors
on account of multiple levies (various taxes and duties like sales tax, turnover tax, octroi, service
tax, electricity duty and cross subsidies, etc.). Value Added Tax (VAT) must replace multiple taxes
to create a level playing field.

2.5 Current Trends

The global capacity of dyestuffs has exceeded the demand resulting in an oversupply scenario.
Due to the lack of export demand, the prices of the colorants had dropped by roughly 20% in the
recent past. It is expected that consumer preference for environmentally friendly products and high
performance dyes and organic pigments will help improve overall value of the market.
Regulatory Trends - Stricter environmental laws
Fiscal policies and excise concessions led to a high level of fragmentation in the Indian dyestuffs
market. However, a gradual reduction in the excise duty has resulted in a more balanced pricing
differential between the organized and unorganized sectors. The organized sector, with a better
15

product range, technology and marketing reach, was able to increase its market share. Further,
various regulations such as REACH and ban on certain dye stuffs have impacted the exporters
resulting in the closure of small establishments and helping increase the share of the organized
players.
Technological Trends Commoditization
Since majority of dyestuffs are commodities there is not much product differentiation and
duplication of products is easy. To counter the same, global manufacturers are investing in
research and development to improve the specialty end of their portfolio.
There is also a trend towards providing colour solutions rather than just a colorant.
Collaborations with equipment manufacturers are being undertaken to provide integrated
solutions to customers. The Indian dyestuff industry is facing challenges due to reduced export
demand growth and decreasing profitability. Companies with greater focus on innovation and
Research & Development will benefit in the long run. Adopting green chemistry practices and
compliance could become the need of the hour.

2.6 Major Players

Key participants in the global colorants market include
1. Kiri Industries Ltd (India),
2. Clariant International Ltd (Switzerland)
3. BASF (Germany),
4. Cabot Corp. (U.S.),
5. CPS Color AG (Switzerland),
6. DIC Corp. (Japan),
7. E.I. Du Pont De Nemours & Co. (U.S.),
8. ECKART GmbH (Germany),
9. Flint Group (Luxembourg),
10. Heubach GmbH (Germany),
11. Huntsman Corporation (U.S.),
12. Kronos Worldwide Inc. (U.S.),
13. LANXESS AG (Germany),
14. CRISTAL (Saudi Arabia),
15. Rockwood Holdings Inc. (U.S.),
16. Zhejiang Longsheng Group Co. Ltd (China),
17. Sudarshan Chemicals (India), Tronox Ltd (U.S.).,
18. The Shepherd Color Company (U.S.).
16

2.7 Major Offerings

Industrially, a pigment is any finely divided insoluble black, white or colored solid material, a major
function of which is to improve the appearance of or give color to the medium in which it is to be
used.
Inorganic Pigments
Artisans have employed some inorganic pigments for centuries and some for millennia.
They are produced from either naturally mined pigments (sienna, umber, ochre) or
synthetically manufactured pigments, (iron oxide, carbon black, etc). Inorganic pigments
may also be produced using a combination of these two processes. Inorganic Pigments that
are both mined and manufactured include the Cadmiums, Cobalts, and Titaniums.
Organic Pigments
The organic pigments are a group of colorants synthetically produced through complex
carbon-containing chemistry involving various materials including petroleum, coal tar and
natural gas. Many of these pigments have their roots in the chemistry of the 1800s, although
widespread production didn't really begin until the 1930s. Even though they have only been
available for several decades, organic pigments have demonstrated remarkable abilities to
withstand the impact of light and weather.

17

CHAPTER 3 COMPANY PROFILE

3.1 History of Heubach Colour

Heubach is a 600 year old Privately-owned group of companies with a history of 200 years in the
pigment industry. It has a global presence with production facilities in the United States, Europe
and Asia. It is truly multinational and multicultural organization manufacturing and selling a
multitude of high performance pigments and preparations both inorganic and organic, to serve its
customers in the paints, inks and plastics applications. Heubach is a growth oriented, technology
driven, customer focused and an ecologically responsible organization with a clear focus on adding
value to its customers needs by developing innovative products. Heubach is a major manufacturer
of various types of pigments. The product range includes organic and inorganic pigments and
pigments for corrosion protection. Heubach also offers colored pigment preparations and color
pasts for tinting systems.
Heubach Colour Pvt. Ltd was founded in 1995 in Ankleshwar, Gujarat and now boasts of 3
independent locations manufacturing a full gamut of organic pigments in the classical and specialty
areas across the entire colour-spectrum of Green, Blue, Red and Yellow. The latest additions are
state-of-art production facilities for the manufacture of DPP and Quinacridone range. Heubach
India is on a continuous path of growth since it was founded and can now be said to be one of the
few companies offering a full range of organic pigments and preparations across a wide range of
applications for the conventional areas of paints, inks and plastics to the more sophisticated
applications like automotive coatings, inkjet and colour-fitter.

Quality Management at Heubach

Holistic approach to

Compliance of quality control systems

Focused Research and Development
Efficient synthesis and finishing
Robust infrastructure with respect to energy and waste water management
High-tech application testing and customer service

18

3.2 Vision
With the light to follow and innovation as a common denominator, each generation of Heubach
employees left its individual footprint of innovation on the long path towards the 3 rd millennium. It
reflects their difference in character as much as that of changing historical environments.

19

3.3 Organization Structure

Chief Executive Officer

Managing Director

Senior General Manager/General

Manager/DGM

Senior Manager/Manager

Deputy Manager/Assistant Manager

Senior Executive/Executive

Officer/Assistant Officer

20

3.3 Department

ADMINISTRATION
The administration department handles a manifold of activities like housekeeping of the
premises, handling the board lines, travel arrangement and ticket booking, guesthouse
arrangements and their maintenance and smooth functioning all across the country, control on
administrative overheads like stationery, courier, etc. and their allocations.

MATERIALS
The materials department is involved in the procurement of all raw material, packaging material,
maintenance & operative spares and consumables.
SYSTEMS
This is the Technology department of the Company and is a shared resource for Heubach and
its Group companies.
FINANCE
The major activities include collection of funds from various sources like Inter corporate
Deposits, Term Loans, Debentures, Preference Shares etc and utilization of their funds in the
most optimal way. (Also funds pooled in by marketing department are utilized to make necessary
payments).
PERSONNEL & HUMAN RESOURCE DEVELOPMENT
Recruitment and selection, Performance management, Employee Induction, employee
communication, and training and organizational development activities.
Other functions include making employees records; maintaining attendance and leave records,
preparation of payrolls and compensation packages.
It also handles reimbursements and all other Employee Benefit activities.
21

PRODUCTION
The basic function of Production department is to produce the products as per the market
requirement. Production Plan is derived from Export and Domestic sales projections which are
then fed into SAP. Based on the production plan, material requisition plan is generated and the
manufacturing cycle begins by procurement of RM / PM.
ENGINEERING

The basic objective of this department is to maintain the health of asset of the factory by
applying total maintenance techniques like Breakdown Maintenance, Preventive Maintenance,
Predictive Maintenance, Shutdown Maintenance etc. This also ensures the required supply of
Steam, Air, Refrigeration, Chilling, Power etc. to the prod. The sections of engineering are
Mechanical, Electrical, Instrumentation, and Utility & Civil.

RESEARCH & DEVELOPMENT

The R&D facility is available at all manufacturing locations of Heubach. In addition there is one
modern R&D facility recently started at thane, Mumbai. The main functions of R&D are to
develop new product and demonstrate the new process in the plant by scale up. Another
important area of R&D is to work on Yield improvement by changing / modifying processes.
QUALITY ASSURANCE
All Heubach manufacturing units are ISO certified and have good Quality Management System.
Quality Assurance Dept is headed by Corporate Quality Head based at Ankleshwar.

22

3.4 SWOT Analysis

Strength

Strong Management
Pricing Power
Innovative Culture
Financial Leverage
Asset Leverage
Size Advantages

Weakness

High debt Burden

Outdated Technology
High Staff Turnover
Online Presence
Weak Research and Development

Opportunities

Fragmented Market
Acquisition Synergies
New Service
Innovation
New Technology

Threats

Bad economy
Mature Markets
Government Regulations
Change in taste
Intense Competition.

23

3.5 Market Position

Heubach has acquired Avecia's pigments business, comprising high performance automotive
pigments, phthalocyanine pigments, and azopigments and specialty pigment dispersions.
In August 2000, Heubach and Avecia, one of the few global suppliers of high performance
automotive pigments, established a manufacturing collaboration involving the transfer of
manufacturing technology from Avecia's U.K operations to Heubach India. This collaboration
resulted in a seamless transfer in production of Avecia's full range of phthalocyanine blues and
greens to Heubach's modern manufacturing operations at Ankleshwar, India.
The successful transfer of this highly complex manufacturing technology has helped counter
previously held industry concerns in relation to the stability and quality of manufacture from Eastern
countries. "These acquisitions further strengthen Heubach's market position within the pigments
industry and reinforce our strategic plan to become a leading global supplier of both organic and
inorganic pigments with the special focus on high performance colored pigments," said Rainer
Heubach.

24

CHAPTER 4 LITERATURE REVIEW

Introduction
In simple terms, training and development refers to the imparting of specific skills, abilities and
knowledge to an employee. A formal definition of training & development is it is any attempt to
improve current or future employee performance by increasing an employees ability to perform
through learning, usually by changing the employees attitude or increasing his or her skills and
knowledge.
Work by Alliger and Horowitz (1989)
Alliger and Horowitz stated that behavior in the workplace was not only a function of knowledge,
but also of how certain the employee was of that knowledge.
Hopkins (1995)
There are numerous ways manager can use professional development to increase the
competence, skills, and leadership capacity of their employees. One of the way to do is manager
must encourage employees to pursue continuing education opportunities and/or empowering
employees through various leadership opportunities within the organization.
Warr, Allan and Birdie (1999)
The main objective of their study was to demonstrate that training improved performance, thereby
justifying the investment in the training as appropriate. They investigated six trainee features and
one organizational characteristic that might predict outcomes at each measurement level. The six
trainee features studied were learning motivation, confidence about the learning task, learning
strategies, technical qualifications, tenure, and age. The one organizational feature evaluated was
transfer climate which was defined as the extent to which the learning from the training was
actually applied on the job.
Phillips and Pulliam (2000)
Reported an additional measure of training effectiveness, return on investment (ROI), and was
used by companies because of the pressures placed on Human Resource Departments to produce
measures of output for total quality management (TQM) and continuous quality improvements
(CQI) and the threat of outsourcing due to downsizing.
25

CHAPTER 5 RESEARCH METHODOLOGY

5.1 Problem Statement

Heubach India Colours Pvt. Ltd. being a manufacturer of pigment operates in a highly dynamic
industry. Changes are taking place at a very faster rate. To cope in the hyper turbulent environment
organization must have talented & skilled manpower with them. Thus, it becomes important to
provide training to each and every member of the company. If the training program is not effective it
can cost company to a great extent. Thus, this project is conducted to evaluate the effectiveness of
the training program. Thus, leading to the efficient use of the organizational resources.

5.2 Research Objective

1. To know how well the training program meets the needs and objective of the trainees.
2. To know the desirable change brought in the performance of the trainees.
3. To know the satisfaction towards the training program being conducted.

5.3 Research Design

For the purpose of this project, descriptive research design is used. The main purpose of this
project is to describe the effectiveness of the training program followed at Heubach India. This
research design has been adopted because it is simple, formalised and rigid.

5.4 Data Collection

Primary data source
Approach: Primary data collection has been done by communication approach.
Communication method: Survey via personal interview.
Instrument: Questionnaires
Type of questionnaires: Structured Close ended.
Type of Scale: Likert Five point Scale.

26

5.5 Sampling Plan

Target population: All the employees of Heubach India who have attended the training program at
least once.
Sampling area: Heubach India Plant 1.
Sample population:

Trainees of Plant 1

Sample size: 54 respondents form Plant

Sampling method: Non probability - Convenience Sampling Method.

5.6 Limitations of the study

Time Constraint: Time has been a limiting factor as the study has been conducted just in 45
days.

This study is restricted to only plant 1.

Any part of questionnaire not understood by any of the respondent can be a cause of error in
findings.

Many of respondents might not have answered the questionnaire with complete seriousness
and might have done discrimination in answers.

5.7 Data Analysis Method

The statistical tool analyzing this study is Frequency distribution.

Data interpretation and analysis have been conducted by using Microsoft Excel 2007 and
Statistical Package for Social Science software version 15.0

27

CHAPTER 6 DATA ANALYSIS

Gender
Gender

Frequency

Percent

Male

44

81.50%

Female

10

18.50%

Total

54

100

Table 1 Gender

19%

82%
Male

Female

Figure 1 Gender

Interpretation:
The above chart shows that majority of the respondents are male were as very few respondents are
female.

28

No. of designation in each department

Designation
Department

Total
Asst.

Sr.

Manager

Executive

Accounts
0
Laboratory R

&D
Corporate

Comm.

Marketing

HR

Total

Manager

Executive

Jr.

Asst.

Assistant

Chemist

12

21

16

13

54

Executive

Officer

Table 2 No of designations in each department

29

Officer

7
6

5
4

4
3

3
2 2 2

0 0

Accounts

0 Laboratory - R0& D

0 0 0 0 Comm.
0 0 0
Corporate

Manager

Asst. Manager

Sr. Executive

Executive

Officer

Asst. Officer

Assistant

Chemist

0 0
Marketing

0 0

0 0

0
HR

0 0 0

Jr. Executive

Figure 2 No. of designations in each department

Interpretations:
The chart indicates that out of 54 respondents 12 respondents belongs to Accounts department, 21 respondents belongs to Laboratory R&D, 2 belongs
to corporate communication, 16 from Marketing and rest of 3 belongs to HR.
30

Q1 Training is being given adequate importance in your organization.

Strongly Agree
Agree
Average
Disagree
Strongly Disagree

Frequency
27
27
0
0
0

Percent
50%
50%
0
0
0

Total

54

100

Table 3 Training is given adequate importance

60%
50%

50%

50%

40%
30%
20%
10%
0%

St
ro
ng
ly

D
is
ag
re
e

0%

D
is
ag
re
e

Ag
re
e

0%

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0%

Figure 3 Training is given adequate importance

Interpretation:
As it can be seen all the respondents agreed that training is given adequate importance in
organization.

31

Q2 The company has a well-defined training policy

Frequency

Percent

Strongly Agree

24

44.45%

Agree
Average

30
0

55.55%
0

Disagree

Strongly Disagree

Total

54

100

Table 4 Company has well defined training policy

60.00%

55.55%

50.00%

44.45%

40.00%
30.00%
20.00%
10.00%

St
ro
ng
ly
Figure 4 Company has well defined training policy

Interpretation:
All respondents believe that company has well defined their training policy.

32

0.00%

D
is
ag
re
e

0.00%

D
is
ag
re
e

Ag
re
e

0.00%

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0.00%

Q3 Adequate planning is done before designing the training program.

Frequency

Percent

Strongly Agree

23

42.60%

Agree
Average

31
0

57.40%
0

Disagree

Strongly Disagree

Total

54

100

Table 5 adequate planning done before designing training

70.00%
57.40%

60.00%
50.00%

42.60%

40.00%
30.00%
20.00%
10.00%
0.00%

St
on
gl
y

D
is
ag
re
e

0.00%

D
is
ag
re
e

0.00%

Av
er
ag
e

Ag
re
e

St
ro
ng
ly

Ag
re
e

0.00%

Figure 5 adequate planning done before designing training

Interpretation:
The above chart defines that all respondents are agreed that organization did adequate planning
before designing the training program.

33

Q4 Employees are consulted before sponsoring them for training.

Frequency

Percent

Strongly Agree

27

50%

Agree

27

50%

Average

Disagree

Strongly Disagree

Total

54

100

Table 6 Employees are consulted before sponsoring training

60%
50%

50%

50%

40%
30%
20%
10%
0%

St
on
gl
y

D
is
ag
re
e

0%

D
is
ag
re
e

Ag
re
e

0%

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0%

Figure 6 Employees are consulted before sponsoring training

Interpretation:
From the above figure it can be inferred that all the employees are consulted before sponsoring
training to them.

34

Q5 Employees sponsored for training based on Need identification.

Frequency

Percent

Strongly Agree

27

50%

Agree
Average

27
0

50%

Disagree

Strongly Disagree

Total

54

100

Table 7 Employee sponsoring for training based on Need Identification

60%
50%

50%

50%

40%
30%
20%
10%
0%

St
on
gl
y

D
is
ag
re
e

0%

D
is
ag
re
e

Ag
re
e

0%

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0%

Figure 7 Employee sponsoring for training based on Need Identification

Interpretation:
It can be seen that that employees training are based on their Need Identification.

35

Q6 Your Boss critically evaluate functional outcome before sponsoring you for training.

Frequency

Percent

Strongly Agree

26

48.15%

Agree

27

50%

Average
Disagree

1
0

1.85%
0

Strongly Disagree

Total

54

100

Table 8 Evaluation of functional outcome before training

60.00%
48%

50.00%

50%

40.00%
30.00%
20.00%
10.00%

2%
0%

St
on
gl
y

D
is
ag
re
e

0%

D
is
ag
re
e

Ag
re
e

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0.00%

Figure 8 Evaluation of functional outcome before training

Interpretation:
98.15% respondents believe that their boss critically evaluate functional outcome before they attend the
training program. Perhaps only 1.85% respondents are neutral.

36

Q7 Employees going for training go with a clear understanding of the knowledge and skills they expect to
acquire.

Frequency

Percent

Strongly Agree

20

37%

Agree

34

Average
Disagree

0
0

63%
0

Strongly Disagree

Total

54

100

Table 9 Clear understanding of the knowledge and skills they expect

70%

63%

60%
50%
40%

37%

30%
20%
10%
0%
Strongly Agree

Agree

0%
Average

0%
Disagree
Stongly0%
Disagree

Figure 9 Clear understanding of the knowledge and skills they expect

Interpretation:
Above chart clearly states that all respondents have clear understanding of what kind of knowledge and skills
they expect from the training program.
37

Q8 Your HRD Dept conduct briefing and debriefing sessions for the employees going for training.

Frequency

Percent

Strongly Agree

25

46.30%

Agree

29

53.70%

Average

Disagree

Strongly Disagree

Total

54

100

Table 10 Conducts briefing session for the employees

60.00%

53.70%
46.30%

50.00%
40.00%
30.00%
20.00%
10.00%

0.00%

St
on
gl
y

D
is
ag
re
e

0.00%

D
is
ag
re
e

Ag
re
e

0.00%

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0.00%

Figure 10 Conducts briefing session for the employees

Interpretation:
The above chat defines that HRD department conduct briefing and debriefing session for employees before
they go for training.

38

Q9 Does your boss take active interest in ensuring that you attend training?

Frequency

Percent

Strongly Agree

28

51.85%

Agree

26

Average
Disagree

0
0

48.15%
0

Strongly Disagree

Total

54

100

Table 11 Boss take interest in ensuring that you attend training

60.00%

51.85%

50.00%

48.15%

40.00%
30.00%
20.00%
10.00%
0.00%

St
on
gl
y

D
is
ag
re
e

0.00%

D
is
ag
re
e

Ag
re
e

0.00%

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0.00%

Figure 11 Boss take interest in ensuring that you attend training

It can be seen that superiors take active interest in ensuring that their juniors attend the training program.

39

Q10 The recent Training you attended was a good learning experience.

Frequency

Percent

Strongly Agree

18

33.34%

Agree

36

66.66%

Average

Disagree

Strongly Disagree

Total

54

100

Table 12 Recent training was a good learning experience

66.66%

70.00%
60.00%
50.00%
40.00%

33.34%

30.00%
20.00%
10.00%
0.00%

St
on
gl
y

D
is
ag
re
e

0.00%

D
is
ag
re
e

Ag
re
e

0.00%

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0.00%

Figure 12 Recent training was a good learning experience

Interpretation:
All the respondents believe that the recent training was a good learning experience for them.

40

Q11 Your trainer was competent.

Frequency

Percent

Strongly Agree

25

46.30%

Agree

29

Average
Disagree

0
0

53.70%
0

Strongly Disagree

54

100

Total

Table 13 Competent Trainer

60.00%
53.70%
50.00%

46.30%

40.00%
30.00%
20.00%
10.00%
0.00%
Strongly Agree

Agree

0.00%
Average

0.00% Stongly
0.00%
Disagree
Disagree

Figure 13 Competent Trainer

Interpretation:
100% employees are agreed with that the trainer was competent enough.

41

Q12 You were satisfied with the facilities in the training centre.

Frequency

Percent

Strongly Agree

22

40.70%

Agree

25

46.30%

Average
Disagree

7
0

13%
0

Strongly Disagree

Total

54

100

Table 14 Satisfaction with the facilities in the training centre

50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%

46.30%
40.70%

0.00%

St
on
gl
y

D
is
ag
re
e

0.00%

D
is
ag
re
e

Ag
re
e

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

13.00%

Figure 14 Satisfaction with the facilities in the training centre

Interpretation:
87% of respondents are satisfied the facilities in the training centre. Hence minority of the respondents are
neutral.

42

Q13 Training was relevant to the job you attend.

Frequency

Percent

Strongly Agree

27

50%

Agree

26

48.15%

Average
Disagree

1
0

1.85%
0

Strongly Disagree

Total

54

100

Table 15 Relevant to your job

60%
50%

50.00%

48.15%

40%
30%
20%
10%
1.85%
0%
Strongly Agree

Agree

Average

0.00% Stongly
0.00%
Disagree
Disagree

Figure 15 Relevant to your job

Accept 1.85% respondents all other respondents believe that the training program was relevant to their job.

43

Q14 You got handouts on the topics of training.

Frequency

Percent

Strongly Agree

Agree

Average

Disagree

54

100%

Strongly Disagree

54

100

Total

Table 16 Handouts on the topics of training

1.2
1

1
0.8
0.6
0.4
0.2
0

0 Agree
Strongly

0
Agree

0
Average

Disagree Stongly 0Disagree

Figure 16 Handouts on the topics of training

Interpretation:
The above chat indicates that 100% respondents did not get the handouts of training while the attending the
training program.

44

Q15 Training was planned according to your pre-assessed training needs.

Frequency

Percent

Strongly Agree

18

33.33%

Agree

33

61.11%

Average

5.56%

Disagree

Strongly Disagree

Total

54

100

Table 17 Planned according to pre-assessed training needs

70.00%

61.11%

60.00%
50.00%
40.00%

33.33%

30.00%
20.00%
10.00%

5.56%
0.00%

St
on
gl
y

D
is
ag
re
e

0.00%

D
is
ag
re
e

Ag
re
e

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0.00%

Figure 17 Planned according to pre-assessed training needs

Interpretation:
94.44% respondents are agreed with that the training program was planned according to their pre-assessed
training needs. While only few respondents are neutral.

45

Q16 You took training seriously.

Frequency

Percent

Strongly Agree

19

35.19%

Agree

35

Average
Disagree

0
0

64.81%
0

Strongly Disagree

54

100

Total

Table 18 Taking training seriously

70.00%

64.81%

60.00%
50.00%
40.00%

35.19%

30.00%
20.00%
10.00%
0.00%
Strongly Agree

Agree

0.00%
Average

0.00% Stongly
0.00%
Disagree
Disagree

Figure 18 Taking training seriously

Interpretation:
The above chart states that all the respondents are taking their training seriously.

Q17 Are you satisfied with the amount of time spent in the training program.
46

Frequency

Percent

Strongly Agree

20

37.04%

Agree

33

61.11%

Average
Disagree

1
0

1.85%
0

Strongly Disagree

Total

54

100

Table 19 Satisfaction with time spent in the training program

70.00%
61.11%
60.00%
50.00%
37.04%

40.00%
30.00%
20.00%
10.00%

1.85%
0.00%
Strongly Agree

Agree

Average

0.00% Stongly
0.00%
Disagree
Disagree

Figure 19 Satisfaction with time spent in the training program

Interpretation:
98.15% respondents are satisfied with amount of time spent in the training program, while only 1.85%
respondents are indifferent.

47

Q18 Employees returning from the training are given adequate free time to reflect & plan improvements in the
organization.

Strongly Agree
Agree
Average
Disagree
Strongly Disagree

Frequency
7
37
10
0
0

Percent
13%
68.52%
18.48%
0
0

Total

54

100

Table 20 Adequate time given to reflect & plan improvement

80%
68.52%

70%
60%
50%
40%
30%
20%

18.48%
13.00%

10%
0%
Strongly Agree

Agree

Average

0.00%
0.00%
Disagree
Stongly
Disagree

Figure 20 Adequate time given to reflect & plan improvement

Interpretation:
The chart shows that 68.52% of the respondents agree that adequate time is given to them to reflect
and plan the improvement in the organization. However, around 18% of them are indifferent about the
same.

48

Q19 Your seniors provide right kind of climate to implement new ideas and methods acquired through training.

Frequency

Percent

Strongly Agree

9.26%

Agree

39

72.22%

Average

16.67%

Disagree
Strongly Disagree

1
0

1.85%
0

Total

54

100

Table 21 Right kind of climate provided to implement new ideas

80.00%

72.22%

70.00%
60.00%
50.00%
40.00%
30.00%
16.67%

20.00%

9.26%

10.00%

1.85%
D
is
ag
re
e

0.00%

St
on
gl
y

D
is
ag
re
e

Ag
re
e

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0.00%

Figure 21 Right kind of climate provided to implement new ideas

Interpretation:
As it can be seen, from the above chart that 9.26% and 72.22% of the respondents strongly agree
and agree respectively that their seniors do provide right kind of climate to implement the new ideas.

49

Q20 You and your organization utilize and benefits from the training programs.

Frequency

Percent

Strongly Agree

13%

Agree

35

64.81%

Average

12
0

22.19%
0

54

100

Disagree
Strongly Disagree
Total

Table 22 Total benefits from the training program

70%

64.81%

60%
50%
40%
30%
22.19%
20%

13.00%

10%
0%
Strongly Agree

Agree

Average

0.00% Stongly
0.00%
Disagree
Disagree

Figure 22 Total benefits from the training program

Interpretation:
The chart shows that majority of them agree that they and their organization do benefit from the
training program. However, 22.19% of them are neutral about the same.

50

Q21 Your training has contributed towards value addition to your functional abilities.

Frequency

Percent

Strongly Agree

11.11%

Agree

35

64.81%

Average

13
0

24.08%
0

54

100

Disagree
Strongly Disagree
Total

Table 23 Contributed to your functional abilities

70.00%

64.81%

60.00%
50.00%
40.00%
30.00%

24.08%

20.00%
11.11%
10.00%
0.00%
Strongly Agree

Agree

Average

0.00% Stongly
0.00%
Disagree
Disagree

Figure 23 Contributed to your functional abilities

Interpretation:
64.81% and 24.08% agree and are neutral respectively about the contribution made by training to the
functional abilities.

51

Q22 You are able to do your job more efficiently after attending the training program.

Frequency

Percent

Strongly Agree

16.67%

Agree

34

63%

Average

11
0

20.33%
0

54

100

Disagree
Strongly Disagree
Total

Table 24 Able to do your job more efficiently after training program

70.00%

63%

60.00%
50.00%
40.00%
30.00%

20%

17%

20.00%
10.00%

0%

St
on
gl
y

D
is
ag
re
e

0%

D
is
ag
re
e

Ag
re
e

Av
er
ag
e

St
ro
ng
ly

Ag
re
e

0.00%

Figure 24 Able to do your job more efficiently after training program

Interpretation:
The chart indicates that, majority of them agree that after attending the training program they are able
to do their jobs more efficiently.

52

Q23 Have you make any contribution because of training.

Frequency

Percent

Strongly Agree

9.26%

Agree

37

68.52%

Average

12
0

22.22%
0

54

100

Disagree
Strongly Disagree
Total

Table 25 Contribution because of training

80.00%
68.52%

70.00%
60.00%
50.00%
40.00%
30.00%

22.22%

20.00%
10.00%

9.26%

0.00%
Strongly Agree

Agree

Average

0.00% Stongly
0.00%
Disagree
Disagree

Figure 25 Contribution because of training

Interpretation:
Majority i.e. 68.52% of the respondents agree that they have made contribution because of training.

53

Q24 Do you feel sufficient follow up on the learning objectives are made after the training.

Strongly Agree
Agree
Average
Disagree
Strongly Disagree

Frequency
0
0
0
54
0

Percent
0
0
0
100%
0

Total

54

100

Table 26 Sufficient follow up after the training

1.2
1

1
0.8
0.6
0.4
0.2
0

0 Agree
Strongly

0
Agree

0
Average

Disagree Stongly 0Disagree

Figure 26 Sufficient follow up after the training

Interpretation:
The chart indicates that all the respondents disagree when asked about the follow up made after the
training program.

54

CHAPTER 7 FINDINGS

Training program is design based on training need identification and it found to be relevant to

the jobs of the trainees.

Trainers are found to competent and training programs are good learning experience.
During the training sessions handouts on the topic of training are not provided.
Training programs are taken seriously by the employees and are satisfied with time spent for

the training program.

Organization and employees are both benefited from the training program.
After the training sufficient follow up is not done.

55

CHAPTER 8 CONCLUSIONS

Company has well defined training policy and adequate planning is done before designing the
training program. Thus it can be said that training is given adequate importance in the

company.
Briefing and Debriefing sessions are conducted for the employees going for training.
Superiors critically evaluate the functional outcome before sponsoring employees for training.

Thus it can be said that boss take active interest in insuring that everybody attends training.
Adequate time is provided to reflect and plan the improvements and the right type of climate is
created for the implementation of it.

56

BIBLIOGRAPHY
http://www.benzinga.com/pressreleases/14/01/p4234087/dyes-and-pigments-market-globalindustry-analysis-size-share-growth-tre. n.d.
http://www.business-standard.com/content/b2b-chemicals/pigments-industry-need-to-changecolours-from-commodity-to-premium-product-113120900785_1.html. n.d.
http://www.equitybulls.com/contributor/trinity/asahisongwon.pdf. n.d.
http://www.fibre2fashion.com/industry-article/39/3827/an-overview-of-dyes-and-pigmentsindustry1.asp. n.d.
http://www.pcimag.com/articles/96518-growth-in-key-industries-drives-pigments-and-dyesmarket. n.d.
http://www.slideshare.net/dhanarajnaik/review-of-literature-7676251#. n.d.
https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=12&cad=rja&uact=8&ved=0CCEQFjABOAo&url=http
%3A%2F%2Fwww.share-pdf.com%2F39ae43ded4d74bd98973ad5c4bb2ce7a
%2FP4628.pdf&ei=C1DCU9DvCdORuAS9wYLQAg&usg=AFQjCNHuYu4gzsXO-8XI5_mkcP55mUuDQ&bvm=bv.7081. n.d.
https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&uact=8&ved=0CCkQFjAC&url=http%3A
%2F%2Fwww.referenceforbusiness.com%2Fencyclopedia%2FOli-Per%2FOn-the-JobTraining.html&ei=p3XCU6KFJoPGuASz3IK4AQ&usg=AFQjCNGGEWlkrKGJkKE8q6jDjkhrzm8Gjg.
n.d.
https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=6&cad=rja&uact=8&ved=0CEcQFjAF&url=http%3A
%2F%2Fgrietinfo.in%2Fprojects%2FMAIN%2FMBA2012%2Fcd-8-Project%2520on
%2520Effectiveness%2520of%2520Training%2520on%2520Employees
%2520Performance.pdf&ei=. n.d.

57

ANNEXURE

58