Submitted By Vinay Kumar Verma F-41 Submitted To Institute of Business Management & Research, Ahmedabad

AS PARTIAL FULFILLMENT FOR THE REQUIREMENT OF PGPM PROGRAMME (2008-10)

Submitted By Vinay Kumar Verma F-41
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Submitted To Institute of Business Management & Research, Ahmedabad

ACKNOWLEDGEMENT

It gives me immense pleasure, having done a project on an interesting and knowledgeable topic like Training and development at PIRAMAL HEALTHCARE LIMITED. This project has not only widened my horizon as far as academics are concerned but also helped me to enlarge my knowledge bank. Marketing Management and Human resources are not topics, which could be handled with certain amount of casualty. It requires a deep study and hard work, which is key to success. There are many people associated with this project without which this project would not have been possible. I thank my Institute who has given me an opportunity to show my skills. I also thank all my nearer and dearer ones without whose support this project would not been possible. I would like to thank Mr. Sandeep Mudaliar (HR Head), who allow me to do this project in Piramal Healthcare Limited successfully. I am deeply grateful to Mr. Sandeep Arya, my project guide for his ever willing help and guidance to complete my project successfully.
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I would like to thank to other office members of Piramal Healthcare Limited for their noble inspiration, keen interest, constant supervision and ever willing help throughout the course of this study. Above all I would like to thank all contacted persons of firm who took out valuable time to answer my queries and gave me full information about pharma industry and Piramal Healthcare Limited. I extend my sincere gratitude towards my parents, who have always encouraged me and gave suggestions as how to work on project. They always stand by me in solving all my queries. Their support has always motivated me. Above all it gives me immense pleasure to thank authors of various books who indirectly helped me in gaining knowledge about insurance industry.

EXECUTIVE SUMMARY

PEOPLE is the most important and valuable resource every organization has in the form of its employees. Dynamic people can make dynamic organizations. Effective employees can contribute to the effectiveness of the organization. Competent and motivated people can make things happen and enable an organization to achieve its goals. Organizations have now started realizing that the systematic attention to human resources is the only way to increase organizational efficiency in terms productivity, quality, profits and better customer orientation. HR can help deliver organizational excellence by focusing on learning, quality, teamwork, and through various employee friendly strategies. Today with a lot of MNCs coming in India, the amount of competition has increased to such an extent that organizations have further aggrieved their stress on proper man management. Along with being competitive, the MNCs have brought in a systematic approach to HR with the help of technology utilization. My project has been accomplished in one of such MNCs PIRAMAL HEALTHCARE LIMITED (better known as PHL). This is one of the best companies in the field of clinical research. This project has been accomplished in two parts: The first priority was to understand the working of an HR department and hence the first part of the project report is about the HR Processes, Policies and Systems at PIRAMAL HEALTHCARE LIMITED (PHL). The various processes like recruitment & selection, induction, training & development, compensation & benefit etc. have been understood by me at the site of Piramal Pharmaceutical Development Services (PPDS), Ahmedabad. The second half of the project report is focused on analyzing the trends in Training and Development at PHL. The report consists of a healthy analysis of Training and Development at PHL.
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CONTENTS
SR. NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 TOPIC Introduction Training & Development Training & Development Objectives Importance of Training Models of Training Steps Involved in Training Process Training Need Analysis Defining Training Objectives Deciding Methods of Training PROS & CONS of Training Methods Evaluation of Training Need of Evaluation of Training Training Implementation Why Training Fails? PAGE NO. 5 7 8
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11 16 17 20 22 25 29 34 35 37

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16 17 18 19

Industry Analysis A. Indian Pharmaceutical Industry B. Indian Pharmaceutical Industry Today C. Pharma Industry Advantage India D. About The Piramal Group E. About The Piramal Healthcare Limited F. PHL At Various Levels G. Corporate Strategy H. Acquisition Joint Ventures, Alliances & Partnerships I. Line of Business of Piramal Healthcare Limited J. Piramal Pharmaceuticals Development Services, Ahmedabad Training & Development of employees at PPDS, Ahmedabad Site Data Analysis Findings & suggestions Bibliography

38 38 38 39 40 41 46 49 50 52 55 59 71 72 74

1. Introduction
An organization either Business or Industrial Enterprises needs many factors for its growth, further development and for its very survival. The most important factors are Capital, Materials, Machineries and Human Resources as the success or failure of any organization depends on the effective combination of these factors. Managing all other factors are comparatively easier than managing Human Resources. The Human Resources are most important and need to be handled carefully. Since all the others factors are handled by the human resources, they have to be trained in a effective manner to utilize the resources at optimal level to get the desired output and thereby to reach the organization goals. The effective combination of all these factors results to way for success. Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service. Oliver Sheldon says No industry can rendered efficient so long as the fact remains unrecognized that the in principally human not a mass of machines and technical process but a body of men. If manpower is properly utilized it causes the industry to run at its maximum optimization getting results and also work for as an climax for industrial and group satisfaction in the relation to the work formed. Competitive advantage is therefore depend on the knowledge and skill possessed by employee more than the finance or market structure by organization. The employee training not only serves the purpose to develop their employers but also safe guard organizational objectives of survival and success through competitive advantages. The training function now popularly called as Human Resource Development coordinates the provision of training and development experiences in organization. In recent years, the scope of Training and Development has broadened from simply providing training programs to facilitating learning throughout the organization in a wide variety of ways. There is increasing recognition that employees can and should learn continuously, and that they can learn from experience and from each other as well as from formally structured training programs. Nevertheless, formal
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training is still essential for most organizations or teaches them how to perform in their initial assignment, to improve the current performance of employees who may not be working as effectively as desired, to prepare employees for future promotions and increased responsibilities. The Computer Application Training and New Employee Training are most popular training topics. Various Management and supervisory skills such as leadership, performance appraisal, interviewing, and problem solving were also commonly taught. Many organization provide Trainthe trainer courses for superiors or peers who will in turn provide on-the-job training to others. Besides being one of the most important HRM functions, Training and Development is also one of the most expensive.

Meaning and Definition: After an employee is selected, placed and introduced, he or she needs to be provided with training facilities. The training is the act of increasing the knowledge and skill of an employee for doing the particular job. Training is a short term educational process and utilizing systematic and organized procedure by which an employee is learned the technical knowledge. Definitions:
Staimez: defines Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel to learn technical knowledge and skill Mamoria: defines Development covers not only the activities which improve job performance, but also those which b ring about growth of personality, helps individual in the process towards maturity and actualization of this potential capacities so that they become not only good employees but also both good men and women. S. P. Robbins: Defines Training is a learning process which seeks a relatively permanent change in behavior that occurs as a result of experience. Dale Yoder: Defines It is that deals with the effective control and use of manpower as a distinguished from other source of man power

Meaning:
Training is part of Human Resource Development. It is concerned with concerned with training, development, and education. Training has been defined as an organized learning experience, 9

conducted in a definite time period, to increase the possibility of improving job performance and growth. Organized means that it is conducted in a systematic way.

2. Training and development

Every organization needs to have well trained and experienced personnel to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Inadequate job performance or a decline in productivity or changes resulting out of job redesigning or technological changes require some type of training and development efforts. As the jobs become more complex, the importance of employee development also increases. Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development.

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TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

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TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society. The chief aim of formal education for the manager is to increase his ability to learn from experience. The second aim is to increase his ability to help his subordinates learn from experience. According to Douglas McGregor, there are three different purposes of learning. 1. Acquiring Intellectual Knowledge: An electrical engineer may need more knowledge than he now possesses about circuit design. A new employee may require knowledge about company policies. A foreman may require information about the new provisions in the labour agreement. The acquisition of knowledge is a fairly straightforward process provided the individual wants the new knowledge. It can be made available to him in several ways. However, if he does not want the knowledge, there is considerable difficulty getting him to learn it. In industry, attempts should be made to create a 'felt need' for new knowledge.
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2. Acquiring Manual Skills: The acquisition of a manual skill requires practice or experience accompanied by feedback pure trial and error learning can be speeded up by guidance but the individual cannot learn unless he performs and receives clues which tell him about the success of his efforts. The necessary effort will be expanded only if there is a felt need on the part of the learner. 3. Acquiring Problem Solving Skills: Much of a manager's work is solving problems. These include organizing his own and his subordinate's activities, planning and a wide range of other decision making activities. These are skills involved in diagnosing problems, interpreting relevant data, assessing alternative solutions and getting feedback concerning the effectiveness of the solution. These skills can be improved and classroom education is one method utilized for this purpose. As with any skill, practice and feedback are essential for learning. The most widely used classroom method for improving the problem solving skills is the case method. In the hands of a skilful teacher, it can be highly effective.

4. Importance of Training:
Training is the cornerstone of sound management, for it makes employees more effective and productive. It is actively and intimately connected with all the personnel or managerial activities. It is an integral part of the whole management programme, with all its many activities functionally interrelated. Training is a practical and vital necessity because it enables employees to develop and rise within the organization, and increase their "market value", earning power and job security. It also enables management to resolve sources of friction arising from parochialism, to bring home to the employees the fact that the management is not divisible. It moulds the employees attitudes and helps them to achieve a better cooperation with the company and a greater loyalty to it. Training heightens the morale of the employees, for it helps in reducing dissatisfaction, complaints, grievances and absenteeism, reduces the rate of turnover. Further, trained employees make a better and economical use of materials and equipment. The importance of training has been expressed as follows "training is widely accepted problem solving device. Indeed, our national superiority in manpower productivity can be attributed in no small measure to the success of our educational and industrial training programmes." This success has been achieved by a tendency in many quarters to regard training as a panacea. It is almost traditional in America to believe that if something is good, more of the thing is even better. Hence, we
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take more vitamin pills to solve personal health problems and more training to solve our manpower problems. Over and under emphasis on training stems largely from inadequate recognition and determination of training needs and objectives. It stems also from lack of recognition of the professional techniques of modern industrial training. Thus we can find the importance of Training and Development as follows: Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force.
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 Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

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5. Models of training

Some common models of training are as follows: 1. System model of training 2. Transitional model of training 3. Instructional model of training

1. System Model Training: The system model consists of five phases and should
be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:

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1. Analyze and identify the training needs i.e. to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.

2. Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying the learning steps, sequencing and structuring the contents.

3. Develop- This phase requires listing the activities in the training program that will assist the
participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to the
failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.
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2.

Transitional model of Training: Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed.
Vision focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines. Mission explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. Values is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc.

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The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented.

3. Instructional Model Of Training:

Instructional System Development model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved.

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The Instructional System Development model comprises of five stages: 1. ANALYSIS This phase consist of training need assessment, job analysis, and target audience analysis. 2. PLANNING This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc. 3. DEVELOPMENT This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. 4. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories. 5. EVALUATION The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying 20

strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices. The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase.

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6. Steps Involved In Training Process:

Step 1
Training Need Analysis

Step 2
Develop Training Objectives

Step 3
Review Available Training Methods

Step 4
Design/Select Training Methods

Step 5
Design Training Evaluation Approach

Step 6
Implement Training Programmes

Step 7
Measure Training Results

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7. TRAINING NEED ANALYSIS

An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action. Training Need arises at three levels:

Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its subgroup. Organizational Level Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while 23

strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against cost. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level. This level includes: Define Organizations Short Term Goals/Objectives Define Organizations Long Term Goals/Objectives Human Resource Analysis Efficiency Indexes Assessment Assessment of the organizational climate The organizational needs analysis should translate the organization's objectives into an accurate estimate of the demand for human resources. Efficiency indexes including cost of labor, quantity of output (productivity), quality of output, waste, and equipment use and repairs can provide useful information. The organization can determine standards for these indexes and then analyze them to evaluate the general effectiveness of training programs. Individual Level This can be either broad or narrow in scope. The broader approach compares actual performance with the minimum acceptable standards of performance. The narrower approach compares an evaluation of employee proficiency on each required skill dimension with the proficiency level required for each skill. The first method is based on the actual, current job performance of an employee therefore, it can be used to determine training needs for the current job. The second method, on the other hand, can be used to identify development needs for future jobs. Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. Whether the focus is on performance of the job as a whole or on particular aspects of the job, several approaches can be used to identify the training needs of individuals:

1. output measures:
Performance data (e.g., productivity, accidents, customer complaints), as well as performance appraisal ratings, can provide evidence of performance deficiencies. Person needs analysis can also consist of work sample and job knowledge tests that measure performance capability and knowledge.

2. self assessed training needs:

The self-assessment of training needs is growing in popularity. Here top managers require the employee and his or her supervisor to identify what the business needs are for the department and the business, as well as the skill needs and deficiencies of the individual. Self assessment is premised on the assumption that employees, more than anyone else, are aware of their weaknesses and performance deficiencies. Therefore, they're in the best position to identify their own training needs. 24

3. attitude surveys: Attitude surveys completed by a supervisor's subordinates or by

customers or by both also can provide information on training needs. For example, when one supervisor receives low scores regarding her or his fairness in treating subordinates, compared with other supervisors in the organization, the supervisor may need training in that area. Similarly, if the customers of a particular unit seem to be particularly dissatisfied compared with other customers, training may be needed in that unit. Thus, customer surveys can serve a dual role: providing information to management about service pinpointing employee deficiencies. Individual competence can also be linked to individual need. The methods that are used to analyze the individual need are: Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal Operational or Functional Level Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.

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8. Defining Training Objectives

Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives, 1. Trainer 2. Trainee 3. Designer 4. Evaluator

Designer

Trainer

Beneficiaries of Training Objectives

Trainee

Evaluator

Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training. Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training.

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Designer The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately. Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants

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9. Deciding Methods of Training

There are various methods of training, which can be divided into cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various
methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning. The various methods that come under Cognitive approach are: LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT)
o o o

INTELLEGENT TUTORIAL SYSTEM(ITS) PROGRAMMED INSTRUCTION (PI) VIRTUAL REALITY

Behavioral methods are more of giving practical training to the trainees. The various
methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development. The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

o o o o o o

BEHAVIOR-MODELING BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS IN-BASKET TECHNIQUE ROLE PLAYS

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Another Method is MANAGEMENT DEVELOPMENT METHOD MANAGEMENT DEVELOPMENT The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes. Management development method is further divided into two parts: ON THE JOB TRAINING The most frequently used method in smaller organizations that is on-the-job training. This method of training uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees. OJT can be delivered in classrooms as well. This type of training often takes place at the work place in informal manner. In this method, the trainee is placed on the job and the manager or mentor shows the trainee how to do the job. To be successful, the training should be done according to a structured program that uses task lists, job breakdowns, and performance standards as a lesson plan. Pros: The training can be made extremely specific to the employee's needs. It is highly practical and reality based. It also helps the employee establish important relationships with his or her supervisor or mentor. Cons: Training is not standardized for employees. There is often a tendency to have a person learn by doing the job, providing no real training. Some key points on On-the-Job Training On-the-Job Training is characterized by following points It is done on ad-hoc manner with no formal procedure, or content At the start of training, or during the training, no specific goals or objectives are developed Trainers usually have no formal qualification or training experience for training Training is not carefully planned or prepared The trainers are selected on the basis of technical expertise or area knowledge Formal OJT programs are quite different from informal OJT. These programs are carried out by identifying the employees who are having superior technical knowledge and can effectively use one-to-one interaction technique.

The procedure of formal on-the-job training program is:

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1. The participant observes a more experienced, knowledgeable, and skilled trainer (employee) 2. The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks 3. When the trainee is prepared, the trainee starts performing on the work place 4. The trainer provides continuing direction of work and feedback 5. The trainee is given more and more work so that he accomplishes the job flawlessly The four techniques for on-the job development are:

COACHING MENTORING JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT)

OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. The few popular methods are:

SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES

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10. PROS & CONS OF TRAINING METHODS

Conference Lecture Seminar Demonstration Panel Role Playing Case Studies Simulations Self-Discovery Movies/Videos/Computer based Trainings On-the-job training Mentoring

Conference: The conference training method is a good problem solving approach. A group
considers a specific problem or issue and they work to reach agreement on statements or solutions. Pros: There is a lot of trainee participation. The trainees build consensus and the trainer can use several methods (lecture, panel, seminar) to keep sessions interesting. Cons: It can be difficult to control a group. Opinions generated at the conference may differ from the managers ideas, causing conflict.

Lecture: A lecture is the method learners often most commonly associate with college and
secondary education. Yet, it is also considered one of the least effective methods to use for adult learners. In this method, one person (the trainer) does all of the talking. He or she may use handouts, visual aids, question/answer, or posters to support the lecture. Communication is primarily one-way i.e. from the instructor to the learner. Pros: Less time is needed for the trainer to prepare than other methods. It provides a lot of information quickly when it is less important that the trainees retain a lot of details. Cons: Does not actively involve trainees in training process. The trainees forget much information if it is presented only orally.

Seminar: Seminars often combine several group methods: lectures, discussions, conferences,
demonstrations. 31

 Pros: Group members are involved in the training. The trainer can use many group methods as part of the seminar activity. Cons: Planning is time-consuming. The trainer must have skill in conducting a seminar. More time is needed to conduct a seminar than is needed for many other methods.

Demonstration: Demonstration is very effective for basic skills training. The trainer shows
trainees how to do something. The trainer may provide an opportunity for trainees to perform the task being demonstrated. Pros: This method emphasizes the trainee involvement. It engages several senses: seeing, hearing, feeling, touching. Cons: It requires a great deal of trainer preparation and planning. There also needs to be an adequate space for the training to take place. If the trainer is not skilled in the task being taught, poor work habits can be learned by the trainee.

Panel: A panel provides several points of view on a topic to seek alternatives to a situation.
Panel members may have differing views but they must also have objective concerns for the purpose of the training. This is an excellent method for using outside resource people. Pros: Trainees often find it interesting to hear different points of view. The process invites employees to share their opinions and they are challenged to consider alternatives. Cons: It requires a great deal of preparation. The results of the method can be difficult to evaluate.

Role Playing: During a role play, the trainees assume roles and act out situations connected
to the learning concepts. It is good for customer service and sales training. Pros: Trainees can learn possible results of certain behaviors in a classroom situation. They get an opportunity to practice people skills. It is possible to experiment with many different approaches to a situation without alienating any actual customers. Cons: A lot of time is spent making a single point. Trainers must be skilled and creative in helping the class learn from the situation. In some role play situations, only a few people get to practice while others watch.

Case Studies: A case study is a description of a real or imagined situation which contains
information that trainees can use to analyze what has occurred and why. The trainees recommend solutions based on the content provided.

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 Pros: A case study can present a real-life situation which lets trainees consider what they would do. It can present a wide variety of skills in which applying knowledge is important. Cons: Cases can be difficult to write and timeconsuming to discuss. The trainer must be creative and very skilled at leading discussions, making points, and keeping trainees on track.

Simulations: Trainees participate in a reality-based, interactive activity where they imitate

actions required on the job. It is a useful technique for skills development. Pros: Training becomes more reality-based, as trainees are actively involved in the learning process. It directly applies to jobs performed after training. Simulations involve yet another learning style, increasing the chance that trainees will retain what they have learned. Cons: Simulations are time-consuming. The trainer must be very skilled and make sure that trainees practice the skills correctly. Only perfect practice makes perfect.

Projects: Projects require the trainees to do something on the job which improves the business
as well as helps them learn about the topic of training. It might involve participation on a team, the creation of a database, or the forming of a new process. The type of project will vary by business and the skill level of the trainee. Pros: This is a good training activity for experienced employees. Projects can be chosen which help solve problems or otherwise improve the operation. Trainees get first-hand experience in the topic of the training. Little time is needed to prepare the training experience. Cons: Without proper introduction to the project and its purpose, trainees may think they are doing somebody elses work. Also, if they do not have an interest in the project or there is no immediate impact on their own jobs, it will be difficult to obtain and maintain their interest.

Common individual training methods include:

Self-discovery: Trainees discover the competencies on their own using such techniques as
guided exercises, books, and research. Pros: Trainees are able to choose the learning style that works the best for them. They are able to move at their own pace and have a great deal of ownership over their learning. Cons: Trainees can easily get side-tracked and may move slower than the trainer desires. It is also more difficult to measure the employees progress.

Movies/videos/computer based training: Content for the training experience comes

primarily from a videotape or computer-based program. 33

 Pros: It is easy to provide this training and the trainer can follow-up with questions and discussion. It is also easy to assure that the same information is presented to each trainee. Cons: It is expensive to develop. Most trainers choosing this option must purchase the training from an outside vendor, making the content less specific to their needs.

Mentoring: A mentor can tutor others in their learning. Mentors help employees solve
problems both through training them in skills and through modeling effective attitudes and behaviors. This system is sometimes known as a buddy system. Pros: It can take place before, during, or after a shift. It gives the trainee individual attention and immediate feedback. It also helps the trainee get information regarding the business culture and organizational structure. Cons: Training can be interrupted if the mentor moves on. If a properly trained mentor is not chosen, the trainee can pick up bad habits. When choosing from among these methods, the trainer must decide which one best suits the trainees, the environment, and the investments available. Many trainers will choose to combine methods or vary them. Others will select a single method that works best for them and never vary. With so many options, a trainer is limited only by his or her creativity.

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11. Evaluation of Training

The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines. Purposes of Training Evaluation The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. 35

Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

Process of Training Evaluation

Before Training: The learners skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals After Training: It is the phase when learners skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

Techniques of Evaluation The various methods of training evaluation are: Observation Questionnaire 36

 Interview Self diaries Self recording of specific incidents

Criteria for Evaluation of Training (based on Kirkpatrick, 1976):

1. Reactions:
Just as the word implies, evaluation at this level measures how participants in a training program react to it. It attempts to answer questions regarding the participants' perceptions - Did they like it? Was the material relevant to their work? This type of evaluation is often called a smile sheet. According to Kirkpatrick, every program should at least be evaluated at this level to provide for the improvement of a training program. In addition, the participants' reactions have important consequences for learning (level two). Although a positive reaction does not guarantee learning, a negative reaction almost certainly reduces its possibility.

2. Learning:
To assess the amount of learning that has occurred due to a training program, level two evaluations often use tests conducted before training (pre-test) and after training (post-test). Learning can be measured informally with self-assessments, team assessments, or facilitator assessments, or formally with objective tests, performance testing, or simulations. Learning self-assessments may ask participants to rate the following items: Understanding of the skills/knowledge acquired Ability to use the skills/knowledge acquired Confidence in the use of skills/knowledge acquired

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3. Transfer/Behavioral:
This level also measures the transfer that has occurred in learners' behaviour due to the training program. Evaluating at this level attempts to answer the question - Are the newly acquired skills, knowledge, or attitude being used in the everyday environment of the learner? This information often is collected through a follow-up survey or questionnaire. Key questions asked concern: The importance of the skills/knowledge hack on the job The frequency of use of the new skills/knowledge The effectiveness of the skills/knowledge when applied on the job.

4. Result:
This level measures the success of the program in terms that managers and executives can understand -increased production, improved quality, decreased costs, reduced frequency of accidents, increased sales, and even higher profits or return on investment. From a business and organizational perspective, this is the overall reason for a training program, yet level four results are not typically addressed. Determining results in financial terms is difficult to measure, and is hard to link directly with training. During this level the measure is mainly based on question thatDid the training have the desired outcome? LikeBusiness impact: At this level the actual business results of the training program are identified. A paper-based or automated follow-up questionnaire can be used to gather this data. Depending on the training programs' performance and business objectives, data may be gathered on the following: Productivity level Quality Cost control Sales revenue Customer satisfaction Return on investment: At this level the monetary benefits of the program are compared with the cost of the program. The costs of the program must be fully loaded. The methods used to convert data should be reported. 38

The ROI calculation for a training program is identical to the ROI ratio for any other business investment:

ROI (%) = ((benefits - costs]/costs) x 100 A benefit-cost ratio may also be calculated by dividing costs into benefits. Intangible benefits: Intangible benefits are measures that are intentionally not converted to monetary values because the conversion to monetary data would be too subjective. It is important to capture and report intangible benefits of the training program, such as: increased job satisfaction reduced conflicts reduced stress improved teamwork

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12. Need of Evaluation of Training:

Training cost can be significant in any business. Most organizations are prepared to incur these cost because they expect that their business to benefit from employees development and progress There are four parties involved in evaluating the result of any training. Trainer, Trainee, Training and Development department and Line Manager. The Trainee wants to confirm that the course has met personal expectations and satisfied any learning objectives set by the T & D department at the beginning of the Programme. The Trainer concern is to ensure that the training that has been provided is effective or not. Training and Development want to know whether the course has made the best use of the resources available. The Line manager will be seeking reassurance that the time hat trainee has spent in attending training results in to value and how deficiency in knowledge and skill redressed.

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13. Training Implementation

To put training program into effect according to definite plan or procedure is called training implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action. Training implementation can be segregated into: Practical administrative arrangements Carrying out of the training

Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program: The trainer The trainer need to be prepared mentally before the delivery of content. Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach. Physical set-up Good physical set up is pre-requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant. Establishing rapport with participants There are various ways by which a trainer can establish good rapport with trainees by: Greeting participants simple way to ease those initial tense moments Encouraging informal conversation Remembering their first name Pairing up the learners and have them familiarized with one another Listening carefully to trainees comments and opinions Telling the learners by what name the trainer wants to be addressed Getting to class before the arrival of learners Starting the class promptly at the scheduled time Using familiar examples 41

 Varying his instructional techniques Using the alternate approach if one seems to bog down Reviewing the agenda At the beginning of the training program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run. The following information needs to be included: Kinds of training activities Schedule Setting group norms Housekeeping arrangements Flow of the program Handling problematic situations

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14. Why Training Fails?

The following factors have been considered as the main reasons for failure of training programmes: 1. The benefits of training are not clear to the top management. 2. The top management hardly rewards supervisors for carrying out effective training. 3. The top management rarely plans and budgets systematically for training. 4. The middle management, without proper incentives from top management, does not account for training in production scheduling. 5. Without proper scheduling from above, first line supervisors have difficulty production norms if employees are attending training programmes. 6. Behavioral objectives are often in precise. 7. Training external to the employing unit sometimes teaches techniques on methods contrary to practices of the participant's organization. 8. Timely information about external programmes may be difficult to obtain. 9. Trainers provide limited counseling and consulting services to the rest of the organization. The training programmes can be made effective and successful if the following hints are considered 1. Specific training objectives should be outlined on the basis of the type of performance required to achieve organizational goals and objectives. 2. Attempt should be made to determine whether the trainee has the intelligence, maturity, and motivation to successfully complete the training programmes. 3. The trainee should be helped to see the need for training by making him aware of the personal benefits he can achieve through changes in behavior. 4. The training programme should be planned so that it is related to the trainee's previous experiences and background. 5. Attempts should be made to create organizational conditions that are conducive to a good learning environment. 6. If necessary a combination of training methods should be selected so that variety is permitted and as many of the senses as possible are utilized. 7. It should be recognized that all the trainees do not progress at the same rate. Therefore, flexibility should be allowed in judging the rates of progress in the training programme. 8. If possible, the personal involvement or active participation of the trainee should be got in the training programme. He should be provided with opportunity to practice the newly needed behavior norms. 9. As the trainee acquires new knowledge, skills or attitudes and applies them in job situations, he should be significantly rewarded for his efforts. 10. The trainee should be provided with regular, constructive feedback concerning his progress in training and implementation of the newly acquired abilities. 11. The trainee should be provided with personal assistance when he encounters learning obstacles.

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15. INDUSTRY ANALYSIS

A. Indian Pharmaceutical Industry
The first Indian pharmaceutical company, Bengal Chemicals and Pharmaceutical Works, which still exists today as one of 5 government-owned drug manufacturers, appeared in Calcutta in 1930. For the next 60 years, most of the drugs in India were imported by multinationals either in fully-formulated or bulk form. The government started to encourage the growth of drug manufacturing by Indian companies in the early 1960s, and with the Patents Act in 1970, enabled the industry to become what it is today. This patent act removed composition patents from food and drugs, and though it kept process patents, these were shortened to a period of five to seven years. The lack of patent protection made the Indian market undesirable to the multinational companies that had dominated the market, and while they streamed out, Indian companies started to take their places. They carved a niche in both the Indian and world markets with their expertise in reverse-engineering new processes for manufacturing drugs at low costs. Although some of the larger companies have taken baby steps towards drug innovation, the industry as a whole has been following this business model until the present.

B. Indian Pharmaceutical Industry Today

The Indian pharmaceutical industry currently tops the chart amongst India's science-based industries with wide ranging capabilities in the complex field of drug manufacture and technology. A highly organized sector, the Indian pharmaceutical industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent annually. It ranks very high amongst all the third world countries, in terms of technology, quality and the vast range of medicines that are manufactured. It ranges from simple headache pills to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is now made in the Indian pharmaceutical industry. The Indian pharmaceutical sector is highly fragmented with more than 20,000 registered units. It has expanded drastically in the last two decades. The Pharmaceutical and Chemical industry in India is an extremely fragmented market with severe price competition and government price control. The Pharmaceutical industry in India meets around 70% of the country's demand for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals, tablets, capsules, orals and injectibles. There are approximately 250 large units and about 8000 Small Scale Units, which form the core of the pharmaceutical industry in India (including 5 Central Public Sector Units).

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C.PHARMA INDUSTRY ADVANTAGE INDIA

Competent workforce: India possesses a skillful work force with high managerial and technical competence. Cost-effective chemical synthesis: The track record for development, particularly in the area of improved cost-beneficial chemical synthesis for various drug molecules is excellent. Legal & Financial Framework: India is a democratic country with a solid legal framework and strong financial markets. There is already an established international industry and business community. Information & Technology: It has a good network of world-class educational institutions and established strengths in Information Technology. Globalization: The country is committed to a free market economy and globalization. Above all, it has a 70 million middle class market, which is constantly growing. Consolidation: After many years, the international pharmaceutical industry has discovered great opportunities in India. The process of consolidation, which has become a popular phenomenon in the world pharmaceutical industry, has started taking place in the Indian pharmaceutical industry as well. The Indian pharmaceutical industry which is worth US $ 3.1 billion is growing at the rate of 14 percent per annum. 45

D. About the Piramal Group

Mr. Ajay Piramal

Mission: Making a difference to the quality of life by reducing the burden of disease. Vision: To become the most admired pharmaceutical company in India with leadership in market share, research and profits. Value: Continually enhancing value for our customers with quality products and services to meet their changing needs. Spanning a broad spectrum of industries and formats (healthcare, contract manufacturing, diagnostics, original drug discovery, glass manufacturing, real estate etc.) the Piramal Group is committed to achieving excellence and leadership by practicing its core values of knowledge, action and care. It adheres to ethically sound, innovative and value-driven practices in its diverse business ventures and initiatives. Spearheaded by one of Indias most dynamic business visionaries, Mr. Ajay Piramal, Piramal Group believes to exist to care for the world. Aiming to offer sustainable support to populations in need through programmes in disease prevention, education, hygiene and access to healthcare, the Group is wholly committed to the fight globally pervasive problems like poverty and exclusion by reducing the burden of disease.

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E. About the Piramal Healthcare Ltd.

Piramal Healthcare Ltd. is one of the largest pharmaceutical companies in India with a growth track record of above 30% CAGR since 1988 and consolidated revenues of US$ 602 million in 2006-07. The Company is currently ranked 4th in the Indian market with a diverse product portfolio of products spanning 17 therapeutic areas. It is also one of the largest contract manufacturing organizations with a global footprint of assets across North America, Europe and Asia. The Company operates two divisions: Healthcare solutions and Pharma solutions. Healthcare solutions aims to build a differentiated and a profitable pharmaceutical business with a dominant market share in each segment in which it operates. It has manufacturing plants at Baddi in Himachal Pradesh and Mulund in Maharashtra and a presence at the Head Office in Mumbai.

Pharma solutions, a leading contract manufacturing organization, aims to provide clients lowcost drug development services carried out at par with world-class standards of quality, reliability and compliance. Pharma Solutions caters to end-patient orientated solutions with formulations and packaging innovations with facilities at Mahad and Thane in Maharashtra, Ennore in Tamil Nadu, Digwal in Andhra Pradesh, Pithampur in Madhya Pradesh, Morpeth, Grange mouth, Huddersfield and Billingham in the U.K. and Torcan in Canada and a presence at the Head Office in Mumbai. CUSTOM MANUFACTURING GROUP (CMG) is uniquely positioned to become the partner of choice for global innovator pharmacos and will provide end-to-end custom manufacturing solutions across the entire pharma value chain. The CMG leverages PHL's Strengths in IPR protection and manufacturing of both APIs and pharmaceutical finished dosage forms to provide customized products / services to international pharmacos. Growth through acquisitions and joint ventures over the last 15 years has enabled PHL to forge strong relationships with global pharmacos on the basis of mutual trust and IPR protection.

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PHLs center for manufacturing APIs is its USFDA approved plant in Hyderabad while manufacturing of pharmaceutical finished dosage forms is carried out at the MHRA approved plant at Pithampur. Custom chemical synthesis and contract research are offered through our R&D teams located at Mumbai and Chennai. PHL has APIs & Intermediates manufacturing facilities located at Hyderabad and Chennai. The Hyderabad plant has facility approval by USFDA (without any 483s) while the Chennai facility is a cGMP compliant site dedicated for the manufacture of advanced intermediates. The Hyderabad facility is also approved by MHRA, TGA and WHO. Finished dosage formulations for CMG are manufactured at Pithampur (MP) plant which is approved by MHRA, SA MCC and TGA.

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Company Journey Of Piramal Healthcare Limited (PHL)

-PHL is Indias second largest Pharmaceutical Healthcare Company. -PHL is a leader in the Cardio-vascular segment. -PHL came into existence in 1988 when it acquired Nicholas Lab from Sara Lee. -PHL core strengths are its 2700-strong field force that offers it the depth & width in the Indian market. -Today PHL, together with its joint ventures, has 16 brands among the top 300 in the Indian Pharma Industry. -PHL also has major investments in R&D within India & abroad, which focus on formulation development, new chemical entity research & clinical research. - PHL which has been in the pharma business for just 20 yrs, has grown through an aggressive strategy of successfully managed acquisitions, mergers & alliances.

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MANAGEMENT TEAM
1. 2. 3. 4. 5. 6. 7. Ajay G. Piramal (Chairman ) Vijay Shah (Chief Operating Officer ) Harsh Piramal (Chief Operating Officer ) Dr.(Mrs.) Swati A. Piramal (Director-Strategic Alliances and Communications ) N.Santhanam (Group President-Finance and Legal and CFO ) J.C. Saigal (Executive Director International ) Dr.Somesh Sharma (Chief Scientific Officer )

BOARD OF DIRECTORS
1. Ajay G. Piramal, Chairman, Executive 2. G.P.Goenka, Independent 3. C.M.Hattangdi, Non-Executive 4. Rajesh Khanna, Independent 5. Y.H.Malegam, Independent 6. Dr. Swati A. Piramal, Director-Strategic Alliance & Comm. 7. Urvi A. Piramal, Non-Executive 8. S.Ramadorai, Independent 9. R.A.Shah, Independent 10. Vijay Shah, Chief Operating Officer, Executive 11. Deepak Satwalekar, Independent 12. M.R.Shroff, Independent

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51

F. PHL AT VARIOUS LEVELS

PHL at Global levelPiramal Healthcare Ltd. is the leader in pharmaceutical contract manufacturing. The Piramal Group has interests spanning several industry spectrums ranging healthcare, glass manufacturing, original drug discovery, private equity and real estate. Healthcare constitutes approximately 50% of the Groups revenues with pharmaceutical contract manufacturing forming a significant portion. Pharma Solutions (a division of Piramal Healthcare Ltd.) is one of the worlds leading pharmaceutical manufacturing company offering a unique full lifecycle partnership and drug development services to small/virtual and big pharma companies.

Piramals integrated capabilities include:

Process Development, synthesis and scale-up of API for Clinical phase studies Flexible, cost efficient commercial manufacturing of APIs at global network of facilities spread across India, UK and North America Fully integrated drug development services including preformulations studies, formulations development, CTM supply, clinical packaging & distribution and clinical trials at in-house CROs Commercial manufacturing of finished dosage forms (including hormonal products) across global network of sites Contract packaging, artwork management, product launch and distribution services

Integrated drug development services at Piramal Healthcare help us provide customers with greater flexibility, speed and cost effectiveness whilst minimizing supplier complexity. Its global network of sites helps us offer customers the optimal solution for the needs of drugs in discovery, launch or late lifecycle.

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PHLs Global footprint and summary of services is presented below

Customers can partner with Pharma Solutions in any of the discrete activities for API/Formulations or leverage our bundle of services provided from our global network of development sites and manufacturing centres. Clinical Phase API and Formulations development can be carried out at Torcan (Toronto) and UK for quick project turnaround times and can be moved to India for later phases to reap benefits of cost competitiveness. Development of late life cycle generics under cost pressures can be carried out of our development and scale up centres in India As the product moves across its life cycle, Piramal can move the services across the globe with established processes of internal tech transfer and also register the products from a number of sites to provide greater supply reliability PHL fully respect the IP of our partners, customers and competitors. Our IP policy is not to knowingly infringe on any IP and also abstain from any Para IV or first to file generics.

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PHL at Indian levelPiramal Healthcare Limited (PHL) is India's second largest Pharmaceutical and Healthcare company. PHL is a leader in the Cardio-vascular segment, and has a strong presence in Antibiotics and Respiratory segments, Pain management, Neuro-psychiatry and Anti-Diabetics segments. In 2005-06 its revenues stood at Rs 14.1 billion and PAT at Rs 1.7 billion. PHL which has been in the pharma business for just 15 years has grown through an aggressive strategy of successfully managed acquisitions, mergers and alliances. PHL's core strengths are its 2700-strong field force successful brand building - today 16 of its brands are among the top 300 in the Indian pharma industry state-of-the-art manufacturing plants - PHL's Hyderabad plant is the only one in India to have USFDA approval for the entire facility and its unique ability to successfully manage partnerships in the business which is respected globally. PHL has also emerged as one of the leading custom manufacturing organizations in the world. PHL also has major investments in R&D within India and abroad which focus on formulations development, new chemical entity research, clinical research. PHL is part of the Rs. 2500 crore (US $ 500 million) Piramal Enterprises (PEL), one of India's largest diversified business houses. The Group is headed by Mr. Ajay Piramal, who is also the Chairman of PHL.

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G. Corporate Strategy
PHLs medium-term business model envisages achieving leadership in the domestic pharmaceuticals market, and building a strong de-risked international business around its core strengths in manufacturing, marketing and R&D.

PHL has some of the strongest brands in India and a demonstrated ability to build brands and leadership through markets characterized by intense competition. The company's strategy of leveraging its competencies, built assiduously over the years through a growing domestic market, and addressing manufacturing opportunities in the developed global pharmaceutical markets sharply defines our strategic intent. The Indian domestic market is significant since it represents the base on which PHL is building a global business model. India represents a sixth of humanity. Although buying power and pharmaceuticals penetration is currently lower than some of the more developed markets, it is expected to grow to US $ 25 billion by the year 2010. Piramal Healthcare Limited has an unmatched record of managing Joint Ventures/Alliances/Partnerships and a proven commitment to IPR. Capabilities include sales & marketing, a US FDA site-approved plant for on-and-off patent APIs and Intermediates, Basic Research, process innovation, Custom Chemical Synthesis, Formulations R&D, NDDS, and a world-class Clinical Research Organisation. 55

H. Acquisition Joint Ventures, Alliances & Partnerships

Piramals Major Acquisition:

RxElite Inc RocheProducts Ltd. Boehringer Mannheim India Ltd. Hoechst Marrion Roussel Ltd. Research Centre ICI India Ltd.s Pharma Division

Joint Ventures, Alliances & Partnerships

PHL is well positioned as a partner of choice for any multinational company looking at the Indian market. It has an unmatched record of managing Joint Ventures/Alliances/Partnerships and a proven commitment to IPR. Capabilities include strong brand management, sales and marketing, a US FDA site-approved plant for on-and-off patent APIs and Intermediates, Basic Research, process innovation, Custom Chemical Synthesis, Formulations R&D, NDDS, and a world-class Clinical Research Organisation. Few Indian Pharmaceutical have as strong and consistent record in successfully and ethically managing JVs/Alliances and Partnerships as PHL has. Its policy of respecting IPR and managing partnerships, in keeping with both the letter and the spirit of written agreements, has been widely respected and commended by its partners.

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Today, PHL has JVs/Alliances with some of the finest global names in the Pharmaceutical and Healthcare industry. Its major current partnerships (including JVs/Alliances) are:

In-licensing agreements:

Gilead Sciences, USA Inc.

Biogen Idec

Genzyme Corporation Fabre

Laboratories Pierre

Ethypharm Cheisi, Italy

JVs for Indian Market:

Biosyntech Inc.

Allergan Inc., USA

Boots Plc., UK

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I. LINE OF BUSINESS OF PIRAMAL HEALTHCARE LIMITED

Domestic Formulations:
This business accounted for 80% of PHLs sales in 2002-03. PHL has emerged among the leaders in the domestic formulations business with a unique mix of inorganic & organic growth fuelled through a strategy of acquisitions, brand building & focused selling, manufacturing. The company has one of the widest product portfolios in India, spanning nine major therapeutic areas, including cardio-vascular, neuropsychiatry, oncology, diabetes reparatory, anti-invectives, gastro-intestinal, dermatology & NSAIDS. Major brands are Phensedyl, Stemetyl, Supradyn, and Valium.

a.

b.

Vitamins and Fine Chemicals (VFCD)

This business accounted for 7% of PHLs sales in 2002-03. PHLs division has been manufacturing and selling Vitamin A for the last 40 years.

c.

Diagnostics :
This business accounted for 6% of PHLs sales in 2002-03. PHL is a premier diagnostics company in India, with unrivalled breadth and depth of technology and broad products and services offering to match customer needs.

PHL Diagnostics Division

PHL is a premier diagnostics company in India, with unrivalled breadth and depth of technology and broad products and service offerings to match customer needs. The Indian diagnostic industry scenario is rapidly changing. Therefore constantly striving for faster, more accurate and sensitive technologies, economic and convenient diagnostic solutions,

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and improving customer satisfaction are some of the ways by which PHL climbing the success ladder.

d. International business :
This business accounted for 6% of PHLs sales in 2002-03. PHL is a competitive player in the global outsourcing space, tapping the opportunities for both on-patent and off-patent APIs (Active Pharmaceutical Ingredients) in the regulated market of Europe, US and Japan. PHL partners with innovator companies across the entire product life cycle, including the development stage. Located at Hyderabad in India, PHLs US-FDA approved manufacturing facility is a world class supplier of choice for a wide range of APIs and intermediates. e.

CRO (Clinical Research Organization ) :

PHLs clinical research organization, Wellquesd, has a state of the art facility located in PHLs wellspring facility at Mumbai.

f. Genomic Research :
PHLs genomic initiative, Geniquest, was founded in Nov-2000. It focuses on genomic based services and genomic research.

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Products:
Domestic Formulations:
Analgesic/Anti-inflammatory Antibiotics Anti Fungal Antihistamines Antiseptics Cardiovascular Central Nervous System Diabetes Dermatology Endocrinology Gastroenterology Multivitamins/Nutraceuticals Critical Care Pulmonary/Respiratory Trauma/Emergency

The International Formulation Business:

The International Formulation Business of Piramal Healthcare Limited focuses on the manufacture, distribution (supply) and marketing of anesthetic and parenteral products used in the operating rooms and critical care units. With the acquisition of Rhodias anesthetic business, Piramal Healthcare Limited now has access to over 90 countries for exports, from state of the art manufacturing facilities in the United Kingdom and India. The following products are currently manufactured and exported

Halothane-Inhalation anaesthetic Isoflurane- Inhalation anaesthetic Polygeline Plasma volume expander

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J. PIRAMAL PHARMACEUTICAL DEVELOPMENT SERVICES PVT. LTD., AHMEDABAD

Pharma Solutions offers customers its state-of -the Art Solid dose Formulations Development Centre at Ahmedabad in India. Set up over 50,000 square feet of space, the centre is located in the Pharma Special Economic Zone (SEZ) in the industrial state of Gujarat. Focusing on solid dose development, the centre in its first phase will be staffed by 63 Scientists including 17 formulators and 20 analysts. Piramal expect the staffing levels to increase to 109 scientists by Q4 of 2010. Scientists will work in two shift operations at the development centre and be able to reduce project execution timelines and also be accessible to our customers across different time zones. While development work has already started, GMP operations are expected to start from July 2009. The centre provides a suite of services such as:

Formulations development and supply of GMP Clinical Trials Material

Granules, Pellets Immediate release Tablets and Capsules Controlled release tablets, pellets, capsules

Analytical Services
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Method development and validation Stability services

Packaging and Labeling for Phase I or First in Human Dose requirements The centre has been equipped with the latest equipment to support formulation development, robustness studies and GMP supply to support upto Phase II trials

Glatt Fluid Bed Granulators (GPCG 2.0, GPCG 30) Fitzpatrick IR220A Roller Compactor with micro change parts Korsch instrumented tabletting press Diosna type High Shear Granulators Automated Capsule filler for filling Granules and Pellets Extruder and Spheronisers Aqueous Coating Blenders up to 100L capacity

The Centre has 10 GMP suites with dedicated Air Handling Units and has the capacity to add another 10 suites in a short time span. Additional features include a dedicated High potency suite capable of handling substances upto 1 .g/m3 exposure levels and a dedicated Low Humidity rooms with < 20% RH for development of effervescent products and hygroscopic API handling Being part of the Pharma Special Economic Zone (SEZ) in Ahmedabad provides the centre tax incentives and waiver of import duty for materials and equipment, thereby ensuring long term competitiveness. The Ahmedabad operations also perfectly dovetail with Piramals capabilities for Preformulations studies at Mumbai and scale up and commercial supply from FDA approved site of Pithampur.

FUNCTIONAL AHMEDABAD

ORGANOGRAM

OF

PPDS
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SITE HEAD

SUPPORT FUNCT.

PRE. FORM.

F&D

ADL &MICRO

PILOT

PROJECTS

EHS

FINANCE

HR

ADMIN.

IT

SCM

QA

PROG. MGMT

STORES

RA

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PPDS AHMEDABAD SNAPSHOT

-New PDS formulation site -Solid dosage forms -Development & Clinical Manufacturing -Small batch focus -Analytical support -ICH stability studies -First Development work starts 1Q09 -First Clinical/GMP batch early 2Q09 -Meeting US-FDA standards

PPDS AHMEDABAD INTRODUCTION

-PDS to Phase II -PDS outsourcing growing -Decision to set up a dedicated facility -Labs and GMP suites Co-located -Analytical and Stability Co-located -Construction ~ 50K Sq Feet. -Recruitment ~ 109 (83 Scientists) -Two Shift Operation

PPDS AHMEDABAD Location

-Capital of Gujarat -Top Business School -Top Pharma Colleges -Infrastructure -Cost of Living -SEZ Tax Benefits -New Airport -Business-Friendly Govt.

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16. TRAINING AND DEVELOPMENT OF EMPLOYEES AT PPDS AHMEDABAD SITE

Training Need Identification Scheduling Training Calendar Conducting Training Programme

Conducting Post Training Evaluation & Maintaining Attendance Record

Preparing Training Feedback Re-Training (If needed) Individual Training Record

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1. Training Needs is identified by concerned Group Leader/Head of department

twice in a year in the month of December and June (Annexure-1).

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ANNEXURE-1 TRAINING NEED IDENTIFICATION FORM

DEPARTMENT NAME: _______________________________________________________________ PERIOD: FROM __________________________ ___________________________ Sr. No. Trainings Identified TO

Target Group (Band1/2/3 Employees)

Period for Conducting Training (Month in the calendar year)

Faculty (Internal / External)

cGMP/GLP Trainings

Functional Trainings

SOP Trainings

Environment, Health and Safety Trainings

Soft Skills Training

Signature of HOD: ____________________ charge:_______________________

Signature of QA In-

Signature of HR: _______________________________ 67

2. training needs is identified in following areas depending on the area of operation of concerned employee Good laboratory practices Good manufacturing area Good warehouse practices Standard operating procedure Safety measures at work place Various regulatory guidelines Soft skills like communication skills, leadership skills, teambuilding and motivation External training programmes / seminars 3. Based on the training needs identified, detailed training calendar (annexure2) is prepared & same is published in the last week of December and June every year.

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ANNEXURE - 2 TRAINING CALENDER (PERIOD )

Sr. No.

Topic Of Training

Date of Training

Department (s)

Target Group

Faculty

Prepared by / Date

Reviewed by / Date

Approved by / Date

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4. Training needs identified is authorized by QA (Quality Assurance). 5. Training calendar includes details related to Training Topics, Date & Time of Training, Faculty and Target Group. 6. The training calendar is made effective in January and July every year. 7. Identification of trainer and training material is approved by QA for all technical training programmes. HR approves the trainer and training material for all soft skills training programmes. 8. Training programme is organized as per the schedule mentioned in the Training Calendar published during the beginning of the period (January/July). 9. Training Calendar & Programme is reviewed every 3 months to ensure effectiveness of the Calendar in line with the changing Training Needs. 10.Training Attendance is recorded in the prescribed format as defined and published by HR (Annexure-3).

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ANNEXURE - 3 TRAINING ATTENDANCE AND EVALUTION SHEET

Training Programme : Faculty : Date : Time : Venue : *Competency Evaluation Criteria : E (Excellent) More than 90%, A(Very Good) 75%-90%, B-(Good) 60%-70%, C(Average) Below 60% *Grade C indicates Re-training List of Participants Signature Signature Competency Sr.No. Name Designation Department of of evaluation Participant Trainer (In Grade)

Signature / Date of the Trainer / Evaluator

Prepared by / Date

Reviewed by / Date

Approved by / Date

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11.All training programmes except on the job training and SOP training is followed by an evaluation that measures the overall learning of employees. 12.This evaluation is done through Oral Test, Mock Drill or A Detailed Questionnaire defined by HR (Annexure-4) for various categories of Training.

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ANNEXURE - 4 QUESTIONNAIRE FORMAT FOR INTERNAL TRAINING

NAME OF THE TRAINING PROGRAMME______________________________

Name of the Participant :

Department :

Date :

QUESTIONS

Prepared by / Date

Reviewed by / Date

Approved by / Date

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13.Individual Training Records is maintained separated by the concerned HOD (Head Of Department)/Group Leader (Annexure-5).

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ANNEXURE - 5 INDIVIDUAL TRAINING RECORD (PERIOD:________ TO ________)

Department : Name of the Employee : Designation : Competency Evaluation Criterion Grade E A B C Date of Training Training Subject Remarks Excellent Very Good Good Average : Needs Training Faculty Duration of Training Competency Evaluation (In

Prepared by / Date

Reviewed by / Date

Approved by / Date

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14.Evaluation Grade of an individual trainee is recorded in the Attendance Sheet and Individual Training Record. 15.Retraining procedure is followed for all employees whose post training evaluation falls below 60%. 16.Record for Retraining is also recorded in the individual training record sheets. 17.Records of Training Programmes conducted as per the Calendar are maintained by HR Department. 18.Each Group Leader/HOD maintains the Individual Training Records of employees working in the group/dept. 19.At the end of training programme HR collects the feedback on training programme from each participant (Annexure-6). 20.If overall rating in the feedback form is below 75% then the appropriate communication is given to the Trainer by the HR dept. 21.HR dept. plans for Retraining of all such programme.

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17. DATA ANALYSIS

The available data for last training sessions is as follows: Date of Training Total No. of Respondent Average Rating To Trainer By Employee (in %) 68 74 75 No. of Respondents Who Were Rated By Trainer(After Evaluation)As Grade A B C E 5 5 27 1 12 14 9 6

15 April, 2009 17 April, 2009 23 April, 2009 23 April, 2009 29 April, 2009 13 May, 2009 13 May, 2009 14 May, 2009 27 May, 2009

19 15 45 32 44 11 33 18 14

71

15

29

71 (Only 26 persons rated the trainer) 83

26 11 7

Grade A 76 % to 90% Grade B - 60% to 75% Grade C - Below 60 % Grade E -Above 90% Total no. of employees at PPDS, Ahmedabad: 109
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18. FINDINGS & SUGGESTION

Training and development programme at Piramal Pharmaceuticals Development Services (PPDS) is aimed at systematic development of knowledge, skills, attitude and team work. After the training programme conducted, it is very necessary to have feedback. It is also done at PPDS. The Training Feedback form also includes the headings remarks & feedback. Some trainees respond it but not all. It should be responded by all the training and trainer also should suggest trainees to respond it.

Age of any trainee or trainer is not written on any type of training document. There is no problem arises from it but if it would be mentioned there then it will make the training process easier and effective because if there will be mentioned age of persons then we can find the much experienced person the elder employees have much experience than younger ones usually. Some Training subjects like Emergency Planning, Preparedness and Response needs a mock drill after training programme conducted but at PPDS it is not done. To make the training on such type of subject more effective there should be mock drill.

At PPDS, Ahmedabad, employees attend the training programmes regularly and respond regularly but not all employees are involved in it. All the employees should attend and respond the training programme regularly according to their subject of training.

Training should be given to employees by recognizing their area of deficiency.

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 The return on investment made on the training and development are not measured properly.

More experienced and senior executives should be involved in training sessions and for experience sharing sessions. The duration of training programme should increase. Training should be more relevant to the job and need contribute to trainees knowledge to the fullest extent.

Training also to impart to the employee based on giving promotion, not just only for the employees who are found inefficient. This helps in motivating the employees and maintains the effectiveness of training.

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19. BLIOGRAPHY

Human Resource Management - V.S. Rao Human Resource Management K. Ashwatthapa Organizational Behavior Stephen P. Robbins
Company Profile Reference: Literature of PIRAMAL PHARMACEUTICAL DEVELOPMENT SERVICES PRIVTAE LIMITED (HR Manual)

Internet News papers

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