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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 well-trained
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.
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:
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)
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.
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"
MILK PRODUCERS:
CHANGE IN LIFE STYLES OF RURAL FAMILIES IN TERMS OF:
Heritage
Organizing "Rythu Sadasu" and Video programs for educating the farmers in dairy
farming
CUSTOMERS:
EMPLOYEES:
Heritage forges ahead with a motto "add value to everything you do"
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
SUPPLIERS:
Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavored drinks AlfaLaval: 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
heritage
more than 9500 procurement agents got self employment in rural areas more than
Employment for the youth by providing financial and animal husbandry support for
establishing MINI DAIRIES
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 2006-07 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.
Dairy
2.
Retail
3.
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 HeadAgribusiness. 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 HIERARCHY
Vice President
Manager
Dy. Manager
Asst. Manager
Executive
Staff
Workmen
HR DEPARTMENT CHART
Confidential Executive
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Security Executive
Executive (HR)
Superviso
r
Security Guard
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.
2.
3.
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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.
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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:
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.
To highlight the firms approach to the training function, provide guidance for design and
execution, and to provide information regarding programs to all employees.
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Training
Education
Application
Theoretical Orientation
Job Experience
Classroom Learning
Specific Tasks
General Concepts
Narrow Perspective
Broad Perspective
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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
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Competence
Commitment
Creativity and
Contribution.
Inputs
Specific
Operatives
job
Lower-Level
Middle-Level
Top-Level
Managers
Managers
Managers
Yes
Yes
Yes
Yes
Yes
Skills
Motor Skills
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Interpersonal
Yes
Yes
Yes
Yes
Education
Yes
Yes
Development
Yes
Yes
Ethics
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Skills
Attitudinal
Changes
Decision
-Making And
Problem
Solving
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
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.
knowledgeable
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Helps the individual in making better decisions and effective problem solving
Provides the trainee an avenue for growth and say in his/her own future.
Helps a person develop speaking and listening skills also writing skills when exercise are
required
Aids in orientation for new employee and those taking new job s through transfer or
promotion.
Improves morale.
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 and
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
VIABILITY
AND
TRANSFORMATION
PROCESS:
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
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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.
Increased productivity
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Prevent obsolescence
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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.
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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.
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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.
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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.
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.
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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.
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.
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TRAINING PROCEDURES
31
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.
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. Followupon 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.
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A P P R O A C H T O T R A IN IN G & D E V E L O P M E N T
R o le D e s c r ip t io n
K & S I d e n t if ic a t io n
T r a in in g M e t h o d
I d e n t if ic a t io n
A c t . P r o f ile M a t c h in g
G a p A n a l y s is
T r a in in g P la n
T r a i n in g E f f e c t i v e n e s s
M e a s u re m e n t
Preparing
multi-skilled
workforce
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:
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1.
Managerial Skill
2.
3.
Skill Development
4.
M E T H O D O L O G Y -M A N A G E R S
M a n a g e r s T r a in in g
M a n a g e r ia l
S k ill s
C o m p u te r B a s e d
T r a i n in g
G e n e ra l
MDP
D e p t . r e q u ir e m e n t
T h r o u g h A p p r a is a l
S k ill
D e v e lo p m e n t
J M T 's
&
M T 's
W e b b a s e d t r a in in g
A p p r a is a l
I n d u c t io n
P S P D V i d y a la y a
D e p a rtm e n t
E x p e r ie n c e d
F re s h e r
D e p a rtm e n t
L o n g T e rm
I n d u c t io n
N e w t e c h n o lo g y
N e w e q u ip m e n t
S u p p lie r s
M e ch
E le c
In s t
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P ro c e s s
T e c h n ic a l c e ll
P u lp M ill, S R P
P a p e r M a c h in e
F in is h in g H o u s e
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
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M E TH O D O LO G Y - E M P LO YE ES
E m p lo y e e T r a in in g
B e h a v io r a l
S k ill d e v e lo p m e n t
E D P
T r a in in g
r e q u ir e m e n t
T a s k a n a l y s is
U n iq u e p o s it io n
M u lt i S k ill
T o p r o c e s s f o r M a in t e n a n c e
T o p r o c e s s f o r d if f . p o s it io n s
T o M a in t e n a n c e f o r p r o c e s s
EMPLOYEES TRAINING:
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)
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On Job Training
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.
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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.
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.
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BIBLIOGRAPHY
https://en.wikipedia.org/wiki/Heritage_Foods
http://www.heritagefoods.in/
http://profit.ndtv.com/stock/heritage-foods-ltd_heritgfood/reports
http://business.mapsofindia.com/food-industry/dairy/heritage-foods.html
http://www.hrwale.com/general-hr/training-development/
http://hrcouncil.ca/hr-toolkit/learning-implementing.cfm
http://www.inc.com/encyclopedia/training-and-development.html
http://www.businessdictionary.com/definition/training-and-development.html
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