Development & Trainig

8/8/2019 Development & Trainig

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A

Research Project Report

On

Training Needs Identification of Associates

Submitted to

KURUKSHETRA UNIVERSITY,KURUKSHETRAIN THE PARTIAL FULFILLMENT OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

Under The Guidance Of: Submitted By:

Ms. Meenal Guglani Ritu

Assistant Professor

MAHARAJA AGRASEN INSTITUTE OF

MANAGEMENT AND TECHNOLOGY

JAGADHRI - 135003


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DECLARATION

I RITU hereby declares that the Summer Training Report entitled Training Needs

Identification And Skill Analysis Of Associates Under TPM submitted to Kurukshetra

University, Kurukshetra for the com pletion of Degree of Master Of Business

Administration through Maharaja Agrasen Institute Of Management And Technology is

my original work and the same has not been submitted to any other insititute for the

award of any other degree or diploma

Ritu


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ACKNOWLEDGEMENT

No task is single persons endeavour. Various factors, situations, and people integrated to

provide the background for the accomplishment of the task. Behind this work like, the

kind help, assistance and valuable advice ofmany people to whom I remain indebted.

I therefore take this opportunity to express my heartful thanks to the Management of

ARADHNA SOFT DRINKSCOMPANY, PANIPAT (A Subsidiary Of PepsiCo India

Holding Pvt. Ltd.) for providing me to undergo 6 weeks training in esteemed

organization.

Firstly I would like to thankMr. Ankush Gour , Assistant Manager (HR) for guiding

me during my summer training.

I wish to express my sincere thanks to my guide and mentorMs. Meenal Guglani ,

Assistant Professor for their valuable and innovative guidance and for providing

necessary facility. Without theirknowledgeable guidance, this workwouldnt have been

possible.

I would like to thank all of them for theirkind support in completion of this report. This

report is an enriching and knowledgeable experience.

Thank You

Ritu

MBA


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PREFACE

The Summer Training Program of Department Of Business Administration by Maharaja

Agrasen Institute OfManagement & Technology involves exposure of student to get

an insight into the business situation. This practical training gives am ple opportunity to

apply once academic knowledge in the fiend substantiated by one personality, initiative

capabilities.

I had the honor and privilege to take Summer Training at ARADHNA SOFT DRINK

COMPANY, PANIPAT (A Subsidiary Of PepsiCo India Holding Pvt. Ltd.)

My topic is Training Needs Identification Of Associates

I hope my survey report will be valuable for company and it will help the management in

to know about the training needs of the lower level employees. This report will also help

in removing the dissatisfaction among the associates to some extent.


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INDEX OFCONTENTS

Page No.

1. INTRODUCTION 1

y INTRODUCTION TO PROJECT

y INTRODUCTION TO TOPIC

y INTRODUCTION TO INDUSTRY

2. LITERATURE REVIEW

3. SIGNIFICANCE OF THESTUDY

4. OBJECTIVES OF THESTUDY

5. CONCEPTUALIZATION

6. OPERATIONAL DEFINITIONS

7. RESEARCH METHODOLOGY

y RESEARCH DESIGN

y SCOPE OF THESTUDY

y DATA COLLECTION METHODS

y SAMPLE DESIGN

8. DATA ANALYSIS

9. FINDINGS OF THESTUDY

10.LIMITATIONS

11.CONCLUSION

12.SUGGESTIONS

13.BIBLIOGRAPHY

14. ANNEXURE


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INTRODUCTION


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INTRODUCTION TO PROJECT

The study is to about training needs of the associates in a manufacturing concern. This

study covered the vario

us ca

uses of decrease in the perfor

mance of the associates. This

study is helpful to know the various reasons because of which the associates are not

performing up to the expectations.

Through this study, the process of skill analysis of associates adopted by Aradhana Soft

DrinkCom pany will be known. This study will help to identify the skill level of the

associates.

This study also will also help to know about the satisfaction level of the associates. This

study will help to know about the technical training needed by the associates. This study

will also help the company to implement various training programs to fulfill the needs of

the associates. So this study become relevant to understand the skill analysis of associates

as well as to identify the training needs of the associates.


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INTRODUCTION TO TRAINING

The concept of training is related with enhancing skill and quality of performance of

workers for increasing productivity. Training programs are conducted to enhance the

existing skills of the associates and to develop the skills required to play different roles

and jobs in the organization.

Training needs analysis process is a series of activities conducted to identify problems or

other issues in the work place, and to determine whether training is an appropriate

response. The needs analysis is usually the first step taken to cause a change. This is

mainly because a needs analysis specifically defines the gap between the current and the

desired individual and organizational performances.

Training MeansT - To Be In Time On YourSeat

R - Remain Attentive All The Time

A - Actively Participate

I - Interact ForClarity

N - Note Difficult Point To Memorize

I - Improve Listening Habit

N - Never Neglect The Program

G - Gain As Much As YouCan

In details, we can say that Training is the organized procedure by which employees

acquired knowledge and /or skill for a definite purpose after they have selected, placed

and inducted in the organization. It is the art of increasing the knowledge and skill of

employees for doing a certain job. Training is to be designed to meet the specific goals in

the organizations.

Training should be continuous and progressive designed to increase the individuals

potential ofmaintenance staffmembers and to form them into a technical quality and

well organized efficient team. The objective of the training must be well defined clearly

to the trainees.

Training should be means to an end not an end in itself; It must be an integral part of the

organizations.


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Origination Of Training Needs

Less originalequipmenttraining

Lackofmultiskilledworkforce

Less focus onoperational &maintenance

training

Lackofinternaltrainers

Skill level oindividuals ipoor

Lackofemployeeinvolvemen

t Low motivation &output from

employees

Creating a learningorganization & change

attitude

Develop a TrainingParadigm for skill

development

Adopt improvementtechniques & involve

people

Enhancement of awareness, knowledge &skill related to Operation & maintenance.


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Objectives Of Training

To impact the knowledge of new recruits

To impact skills of new employees which are needed by the organizations.

To increase efficiency and morale.

To increase potential.

To develop betterbehavior pattern which are appropriate to the their jobs and

responsibilities.

For promotion to provide successors.

To improve productivity.

Process Of Training

1. Determine training needs.

2. Establishing training

policies.

3. Setting goals and objectives

of training.

4. Preparing training budget.5. Deciding about the training

venue.

6. Decide about methods and

techniques to be deployed

in training.

7. Determine methods of

evaluating training.


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Types Of Training

1. On - The Job Training

2. Off - The Job Training

1. On-The Job Training:- In this method, the trainee is placed on a regular job and taught

the skills necessary to perform it. The trainee learn by observing and handling the job,

therefore it is called Learning By Doing. He gets training under the same type condition

in which he will be working on later. When a worker is trained on those very machine on

which he will work, then he will adapt more easily to the working condition.

There are several methods of On-The Job Training

y Job Rotation Step

y Mentoring

y Committee Assignment

y Apprenticeship Training

2. Off-The Job Training:- This method is generally used by government and public

enterprises. School or Institutions is established to provide training to all types of

persons. A program of training is designed to suit the need of the job which the trainee

occupies. Some different courses are arranged for separated group employees.

There are several methods of Off-The Job Training

y Role Playing

y Lecture Method

y Conference Method

y Vestibule


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Why to conduct training needs analysis?

An in-house trainer or a consultant performs a needs analysis to collect and document

information concerning any of the following three issues :

1. Performance problems

2. Anticipated introduction of new system, taskor technology

3. A desire by the organization to benefit from a perceived opportunity

In all three situations, the starting point is a desire to effect a change. It is important to

know how the people who will experience change perceive it. In the absence of a needs

analysis, we may find employees resistant to change and reluctant to training. They may

be unable to transfer their newly acquired skills to their jobs because of the organizationalconstraints.

A needs analysis often reveals the need for well-targeted training areas. Those conducting

the needs analysis must get a clear idea of the problem, lookat all possible remedies and

report on their findings to management before deciding on the best solution.

When properly done, a needs analysis is a wise investment for the organization. It saves

time, money and effort by working on the right problems. Organizations that fail tosu pport needs analysis make costly mistakes; they use training when anothermethod

would have been more effective; they use too much or too little training, or they use

training but fail to follow up on it.

Process of conducting a training needs analysis is a systematic one based on specific

information-gathering techniques. In many ways, the needs analysis is like detective

work; we follow up on every lead, check every piece of information and examine every

alternative before drawing any solid conclusions. Only then we can ensure of having the

evidence on which to base a sound strategy for problem solving.

A needs analysis is not a one-time event. Professional organizations administer needs

analysis at regular intervals, usually every year or two.


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Methods of Identifying Training Needs

Training needs will differ with the backgrounds of the employees to be trained, and their

present status in the organization. Basically, a candidate for training may come from any

one of three groups :

1. New hires

2. Veteran employees

3. Trainees currently in the training pipeline ( currently in the training program )

Consideration of the varying needs of these grou ps provides a frame of reference for

discussing and suggesting the methods of identifying training needs :

New Hires

Addition of new employees creates high and low peaks in placing new persons into the

training program. This problemmay be solved by a program where progression is made

in different sequences. It will eliminate a jam that will occur if all phases of the program

must be taken in a definite sequence.

The new em ployees will normally be of somewhat different backgrounds. Being new,they are not familiar with their new em ployers. As a result, the earliest phases of the

training must concentrate on com pany orientation. During these phases, the organi-

zation, organization policies and administrative details should be covered. It is also a

suitable time to acquaint the trainees with what will be expected of him, and how he will

be evaluated throughout the phase of training.

Retaining & Upgrading Veteran Employees

The people in this category offer a real challenge to the training department. There- fore,

the number and amount of training required by this category should be carefully

considered. Often the retraining and u pgrading of former em ployees can be very

rewarding for training instructors. On the other hand, this category of employees can also

make significant contribution to training if they are co-mingled with the new hires.


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Pipeline Employee Requirements

A good training program will normally have participants in various phases of comp-

letion. An awareness of com pletion dates and how the potential em ployee will be

employed should be the concern of the training staff and also the employees supervisor.

A trainee should have a challenge in all phases of his training. All these challenges

should not be confined to those phases where the pipeline em ployee is sitting in a

classroom. Therefore, it is recommended that thorough interim test-work be given to

pipeline em ployees in periods between formal classes. This may take the form of

solidifying what he learned in the prior phase and serve as preparation for the coming

phases.

Techniques for Determining Specific Training Needs

There are a number of practical methods that can be used to gather data about employees

performance. Each works well in given circumstances; therefore, it is necessary to

determine which be the best for whom.

1. Observation

In this approach, an em ployees performance itself is the source of information. Usingthis method workers performance can be evaluated through first-hand observation and

analysis. This is best accomplished by watching the worker and playing the role of non-

participating observer. This means that we watch and listen and evaluate what we see and

hear, but do not get involved in his workprocess in any way.

To make this activity more productive, use a checklist to remind you of what to look for

and take notes.

The ob jective during observations is to identify both the strengths to build on and the

deficiencies to overcome. A key advantage of using direct observation in the needs

analysis is that we gain first-hand knowledge and understanding of the job being

performed and the strengths and weaknesses of the relevant worker.


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2. Interviews

The use of interviews in conducting the needs analysis is strongly urged. This allows us

to determine whether a piece of information is one persons opinion, or part of a

widespread perception. Since the interview guide forces to ask each worker a number of

predetermined questions, we must select those questions that are essential to what we are

trying to learn.

Interviews allow us to meet em ployees face to face to discuss their im pressions of

performance. Because we are in conversation with workers, we can explore their

responses in depth. We obtain a full understanding of their performance deficiencies.

We also gain these benefits through interviewing:

1. We build credibility with our interviewees by asking intelligent questions and

Listening well to their answers

2. We obtain employees personal involvement and commitment to our efforts

3. We establish personal relationships with potential trainees who are im portant to our

success as a needs analyst and trainer

3. Questionnaires

A questionnaire is a sort of interview on paper. We create our own questionnaire by

writing down all the questions we want employees to answer. Then we give it to them

and await their responses.

The key advantage of a questionnaire is that we can include every person from whom

we want input. Employees can complete the questionnaire when and where they choose.

We need not travel and spend time with all respondents. Every em ployee is asked the

identical questions, and consequently data is very easy to com pile and analyze.

Questionnaires can be useful in obtaining a big picture of what a large number of


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em ployees think while allowing everyone to feel that they have had an opportunity to

participate in the needs analysis process.

4. Job Descriptions

Before establishing a job description, a job analysis must be made. This job analysis

involves a thorough study of all responsibilities of the relevant job. It is company wide in

scope and should be detailed to such a degree that those conducting the training can use

the job analysis as a yardstick for their course content. After the job analysis phase has

been completed, the writing of job description and needs analysis is a relatively simple

task. When an employees job description has been defined, the trainer can easily tailor

his training curriculum to a very close proximity of what will be expected of the

employees.

5. The Difficulty Analysis

The Job Analysis will focus attention on enumerating the numerous duties that a worker

must perform. On the other hand, the Difficulty Analysis establishes which of the duties

cause the employee the greatest amount of troubles and how this trouble can be reduced

through better training.

A good Difficulty Analysis offers many advantages.

It enables a needs analyst to weigh certain aspects of the training in relationship to the

expected difficulty that the worker will face in coping with those duties.

A well thought out Difficulty Analysis will provide the training program with an

abundance of role-playing material and situations.

6. Problem Solving Conference

Another time-tested technique for gathering needs analysis material from employees is to

conduct periodic problem solving conferences which may take the form of orbe part of a

plan for a new product, taskor technology, or tied in with a training program It is always


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helpful to utilize an outside consultant to moderate such sessions. This outside

sponsorship has a tendency of letting the workers express their feelings about his

organization, and the session can then be geared to training needs. The current problems

will evolve that represent potential areas for training.

7. Appraisal Reviews

During the periodic counseling performance interview, an em ployee should be ques-

tioned regarding the duties and training of a worker. Comments rendered during the

appraisal interviews normally are genuine, and can frequently assist in establishing the

needs, variations and penetrations that a training program should include. Feed- back at

appraisal interview time is valuable since it is timely information. Training needs differ

from worker to worker, and appraisal sessions allow the em ployee and su pervisor /

manager to uncover the cause of weaknesses in performance. These deficiencies

represent areas for training.

8. Drive Pattern Identity

The extent of an em ployees development depends on his motivations. Identifying the

forces that cause an employee to behave in a certain way may be useful in determining

his individual training needs and how to stimulate his desire to fulfill that need. An

analysis of this kind, for example, may determine that the employee has an urgent need

for self-confidence. His individual program should be made to stress the im portance of

attitude, skills etc., and any other assets that would give him this self- confidence.

9. Analysis of Organizational Policy

Organization policy will affect the amount of training offered. An explanation of various

policies should be covered in the training program. Of particular concern are those

policies that involve change, alteration and major revam ping of training programs. In

organizations undergoing merger activity, product diversification and new penetration, a

great deal of sensitivity must be placed on policies today and expected changes in the

future.


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TRAINING NEED ANALYSIS

People learn throughout their lives. Learning can increase productivity, prepare

individuals for career advancement, allow for succession planning and most of all, it

keeps work interesting! So training efforts aim at meeting the requirements of theorganization and the individual employees.

Training need = standard performance actual performance

As shown in diagram the process of training, it is clear that training need analysis ( TNA)

is the first step in every training programme & it is mandatory to make the training efforts

successful. TNA involves finding answers to questions such as : Whether training is

needed ? If yes , where it is needed ? Once we identify training gaps within the

organization , it becomes easy to design an appropriate training programme. Training

needs can be identified through the following types of analysis.


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Organizational need analysis:- According to many training experts, attaining the

objectives of the business should be the ultimate concern of any training & development

effort. Therefore, conducting an organizational needs analysis should be the first step in

effective need assessment. It begins with an examination of the short & long term

ob jectives of the organization & trends that are likely to affect these ob jectives. It

involves a study of the entire organization in terms of its objectives , its resources, the

utilization of these resources , in order to achieve stated objectives .

Task or role analysis:- This is a detailed examination of a job , its com ponents, its

various operations & conditions under which it has to performed . the focus here is on the

roles played by individual & the training needed to perform such roles. The whole

exercise is meant to find how the various tasks have to be performed and what kind of

skills , knowledge , attitudes are required to meet the job needs. Questionnaires,

interviews , reports, tests, observation & othermethods are generally used to collect job

related information from time - to time. After collecting the information an appropriate

training programme may be designed , paying attention to performance standards

required of employees, the tasks they have to discharge etc.

Person analysis:- 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.

To be effective , training efforts must continuously monitor and coordinate the three

kinds of analysis described above. An appropriate programme that meets the companys

objectives , tasks and employee needs may then be introduced.


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Meaning Of Skill

Skill means the special knowledge for doing a particular task. Every job requires any type

of skill for doing that job. So skill level of person affects the output of the job.

In the organization, every task requires a special type of skill for performing it in an

efficient manner. For exam ple Marketing Manager must posses good communication

skill and Production Manager must posses special type skills for effective and high

quality production.

Skill Analysis Of Associates

So in the organization Skill Analysis Of Associates must be required for continuous and

economic production of goods.

For improvement in skill level of associates Training Programmust be provided time to

time in the organization and Skill level of associates must be evaluated time to time by

preparing skill matrix of associates.

In the process, it is shown that skill level of em ployees and job requirements are

com pared. If skill level of em ployee is satisfactory according to job needs then job

responsibility is given . if job requirement doesnt match skill level then on-the job & off

thejob training is provided.

To analyse the training need of the associates ,skill analysis is very essential. First of all

all operations done by associates is examined , after that select associates whom training

need has to be analysed. Afer that taking one associate and by describing his job

description questionnaire is filled by his engineers to know his skill level .Second last

step is to identify his desired & existing skill level on different operations except to his

job. In last step skill matrix is made based on his present & desired skill level. Training

need is analyse based on this skill matrix.


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Process Of Skill Analysis

NO YES

Skill Level Job Requirement

Matching

Identify

group/individual needs

Fix training targets

Conducttrainingbased onskill

Evaluation

On the jobtrainingClass

roomtrainin

Visit otherplant

Scale

model& explain to

others

Attending

seminars

Troughkaizen &OPL

Assign jobresponsibility Found fit,

encouragehigherresponsibil

Off the

job

training

On thejob

training


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INTRODUCTION TO INDUSTRY

Company Profile

PepsiCo is founded by Donald M. Kendall, President and ChiefExecutive Officer of

Pepsi-Cola and Herman W. Lay, Chairman and ChiefExecutive Officer of Frito-Lay,

through the merger of the two companies. Pepsi-Cola was created in the late 1890s by

Caleb Bradham, a New Bern, N.C. pharmacist. Frito-Lay, was formed by the 1961

merger of the Frito Company and the H. W. Lay Company. Herman Lay is chairman of

the Board of Directors of the new company, PepsiCo. Donald M. Kendall is president and

chief executive officer

PepsiCo is a world leader in convenient snacks, foods and beverages with revenues of

more than $39 billion and over 185,000 employees. Pepsico entered India in 1989 and

remain firmly commited to the Indian market. PepsiCo has strong relationship with local

franchise partners, distributors and suppliers.

History of the company

In 1965, the company launched its first campaign Yahoo Mountain Dew, Pepsi-Cola,

Diet Pepsi. Frito- Lay launched Fritos brand corn chips, Lays brand potato chips,

Cheetos brand cheese flavored snacks, Ruffles brand potato chips was introduced. In

1966, Pepsi entered Japan and Eastern Europe.

In 1968, North American Van Lines (NAVL), a premier transportation company, joined

PepsiCo. In 1970, PepsiCo moved from New YorkCity to new world headquarters in

Purchase, N.Y, the new corporate headquarter. Pepsi is the first company to respond to

consumer preference with lightweight, recyclable, plastic bottles. In 1975, Pepsi Light,

with a distinctive lemon taste, is introduced as an alternative to traditional diet colas.

In 1976, PepsiCo adopted Code of Worldwide Business Conduct and Pepsi-Cola became

the single largest selling soft drinkbrand sold in U.S. supermarkets. In 1977, PepsiCo


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acquired Pizza Hut. In 1978, Taco Bell is acquired. In 1979, PepsiCo Research and

Technical Center was opened in Valhalla, N.Y. In 1980,

PepsiCo Food Service International (PFSI) is formed to focus on overseas development

of restaurants. In 1982, the first majorbrand caffeine-free colas, are introduced. In 1988,

PepsiCo purchased 7Up International, the third largest franchise soft drink operation

outside the United States and PepsiCo was listed on the Tokyo stockexchange.

In 1993, Pepsi-Cola International introduces Pepsi Max, a soft drinkwith unique blend of

sweeteners that delivers maximum cola taste in a no-sugar product. In 1995, Pepsi-Cola

introduces "Nothing else is a Pepsi" theme line. In 2003, Pepsi announces four-year

sponsorship agreement with the UK Football Association. In 2004, PepsiCo Launches

'Health Roads' Wellness Benefit for Associates and their Families. In 2007, Aquafina

launches Aquafina Alivea low calorie, vitamin-enhanced water beverage and

Tropicana launches Tropicana Fruit Squeeze, a 20-calorie drinkwith real Tropicana fruit

juice.

The PepsiCo Family

There are three major divisions of the PepsiCo family: PepsiCo

Americas Beverages, PepsiCo Americas Foods, and PepsiCo

International.

PepsiCo Americas Beverages

PepsiCo's beverage business was founded in 1898 by Caleb Bradham, a New Bern, North

Carolina, druggist, who first formulated Pepsi-Cola.

Today, Brand Pepsi is part of a portfolio ofbeverage brands that includes carbonated soft

drinks, juices and juice drinks, ready-to-drink teas and coffee drinks, isotonic sports

drinks, bottled water and enhanced waters. PNAB has well known brands such as

Mountain Dew, Diet Pepsi, Gatorade, Tropicana Pure Premium, Aquafina water, Sierra

Mist, Mug, Tropicana juice drinks, Propel, SoBe, Slice, Dole, Tropicana Twister and

Tropicana Season's Best.


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PepsiCo Americas Foods

PepsiCo Americas Foods (PAF) is PepsiCos food and snackbusiness in North and South

America. Its portfolio ofbusinesses includes Frito-Lay North America, Quaker Foods &

Snacks, Sabritas, Gamesa and Latin America Foods. PepsiCo's snack food operations had

its start in 1932.

PepsiCo International

PepsiCo International is comprised of all PepsiCo businesses in Europe, Asia, Africa and

Australia. Pepsi-Cola began selling its products in Europe in the 1930s and expanded

international beverage operations rapidly beginning in the 1950s. PepsiCo formally

established an international food unit in 1973, and 30 years later, in 2003 the company

combined the food and beverage businesses to form PepsiCo International.

Today, the employees of PepsiCo International make, sell and deliver a variety of great

tasting foods and beverages around the world, including Lays potato chips, Doritos,

Cheetos, Quaker Oats, Pepsi-Cola, Gatorade, Lipton ready to drink teas, and Tropicana

juices. The company also regularly introduces unique products for local tastes.

PepsiCo International has a well-earned reputation of giving back to the communities in

which its products are sold, with a focus on health and wellness, environmental sustaina-

bility and education.

Board ofDirectors and Committees

PepsiCos business strategy and affairs are overseen by our Board of Directors, which is

com prised of two executive directors and ten independent outside directors. Only

independent outside directors make up our three standing Board Committees, 1)

Nomination and Corporate Governance, 2) Audit, and 3) Compensation.

Shona L. Brown

Senior Vice President, Business Operations ofGoogle Inc.


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Ian M. Cook

President and ChiefExecutive OfficerColgate-Palmolive

Dina

Dublon

Consultant, FormerExecutive Vice President and Chief Financial Officer, JP Morgan

Chase & Co.

Victor J. Dzau, M.D.

Chancellor forHealth Affairs, Duke University

and President & CEO, Duke University Health Systems

Ray L. Hunt

ChiefExecutive Officer, Hunt Oil Company

Indra K. Nooyi

Chairman of the Board and ChiefExecutive Officer PepsiCo

Indra Nooyi is Chairman and ChiefExecutive Officer of PepsiCo. Mrs. Nooyi is the chief

architect of PepsiCos multi-year growth strategy, Performance with Purpose, which is

focused on generating robust financial returns from designing products for and finding

sustainable ways to give back to communities the com pany serves. Mrs. Nooyi was

named President and CEO on October 1, 2006 and assumed the role ofChairman on May

2, 2007. She has directed the company's global strategy formore than a decade and led

PepsiCo's restructuring. Prior to becoming CEO, Mrs. Nooyi served as President and

Chief Financial Officerbeginning in 2001, when she was also named to PepsiCo's board


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of directors. In this position, she was responsible for PepsiCos corporate functions,

including finance, strategy, business process optimization, corporate platforms and

innovation, procurement, investor relations and information technology.

Brand Portfolio

PepsiCo products can be found in nearly 200 countries around the globe. PepsiCo is

com prised ofmuscular brands that com pete globally and leverage our scale and

distribution power. From beverages to snacks, it offer consumers a broad range of

product choices from simple treats to healthy eats. PepsiCo have 18 brands in its portfolio

that generate $1 billion ormore each in annual retail sales and PepsiCos commitment to

sustainable growth, is focused on healthy financial returns.

Pepsi

Pepsi has been bringing fun and refreshment to consumers for over 100 years. PepsiCo

provides the broad spectrum ofbeverages worldwide.

Pepsi-Cola Brands

Pepsi has been bringing fun and refreshment to consumers for over 100 years. It offers awide spectrum ofbrand all over the world. Its U.S. brands include Pepsi, Mountain Dew,

Aquafina, Sierra Mist, IZZE, SoBe, Mug, Tropicana Twister Soda, Tropicana Juice

Drinks, Dole and Ocean Spray single-serve juices.

Frito-Lay

Em ploying over 48,000 people and bringing in over $11 billion ofbusiness, Frito-Lay

invigorates PepsiCo's portfolio of products with plenty of good food and 'good fun'.

Frito-Lay Brands

Its brand includes Lay's potato chips, Lays Kettle Cooked potato chips, Wavy Lay's

potato chips, Baked Lay's potato crisps, Maui Style potato chips, Ruffles potato chips.


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Tropicana

Tropicana, the strongest name in juices, extends the PepsiCo Portfolio ofbrands with

plenty of nutritious, high-quality flavors. Tropicana Products, Inc. is the leading producer

and marketer ofbranded fruit juices.

Tropicana Brands

Its brand includes Tropicana Pure Premium juices, Tropicana Twister juice drinks,

Tropicana Smoothies, Tropicana Pure Tropics juices.

Quaker

Quaker's power-packed line of popularbrands expands our portfolio with a wide range of

healthy food choices.

Quaker Brands

They are symbols of quality, great taste, and nutrition. Holding No.1 positions in their

respective categories such as Quaker Oats, Quaker Rice Cakes, Chewy Granola Bars and

Rice-A-Roni, Aunt Jemima brand, It is among the four largest manufacturers of cold

cereals with popularbrands like Cap'n Crunch and Life.

Gatorade

Available in over 80 countries, Gatorade's line of performance drinks adds over 40 years

of rehydration and sports nutrition research to the PepsiCo portfolio.

Gatorade Brands

The Gatorade hydration portfolio includes the nation's leading sports drink, Gatorade

Thirst Quencher, as well as Gatorade Tiger G2 and Propel Fit Water.


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PepsiCo In Education Sector

The R K J Grou p headed by R K Jaipuria has been associated with excellence in

education. The school run by the grou p encourage students to become creative,

innovative and imaginative.This grou p have a wide range of co-curricular activities,

which are as important as the academic disciplines. The year 2001 witnessed the further

spread of the groups portfolio with the opening of its first school at Gurgoan under the

management agreement with Delhi Public School Society. To expand in the field of

education it opened its second school at Jaipurunder the management of same society.

The Grou p has entered into a joined venture partnership with Modern Montessori

International (MMI) Singapore, to open pre-school educational institutions across the

country.

PepsiCo Headquarters

PepsiCo World Headquarters is located in Purchase, New York, approximately 45

minutes from New YorkCity. The seven-building headquarters complex was designed by

Edward Durrell Stone, one of the foremost architect. The building occupies 10 acres of a

144 acre com plex that includes the Donald M. Kendall Sculpture Garden, a world-

acclaimed sculpture collection in a garden setting.

The collection of works is focused on major twentieth century art, and features works by

masters such as Auguste Rodin, Henri Laurens. The garden originally were designed by

the world famous garden planner, Russell Page, and have been extended by Francois

Goffinet. The grounds are open to the public, and a visitors booth is in operation during

the spring and summer.

Shareholders

PepsiCo (symbol: PEP) shares are traded principally on the New YorkStockExchange in

the United States. The company is also listed on the Chicago and Swiss stockexchanges.

PepsiCo has consistently paid cash dividends since the corporation was founded.

Worldwide Code OfConduct

PepsiCo worldwide Code ofConduct is an ethical roadmap for putting our core beliefs


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into action and living up to our commitments. It applies to every employee and every

business transaction we make on our journey towards Performance with Purpose. . It

applies to every PepsiCo employee, officer and director, every division and subsidiary

and to every business transaction we make. Along with our core Values, the Code of

Conduct is the foundation for our strategic mission.

PepsiCo Policy On Human Right

The company focuses on encourage all employees, contractors, vendors and customers to

speakup if they suspect any violation of the Code, policies or the law.

PepsiCo Co Values & Philosophy

PepsiCo Values & Philosophy are a reflection of the socially and environmentally

responsible company it aspire to be. These values & philosophy are the foundation for

every business decision PepsiCo make. PepsiCo is committed to delivering sustained

growth through empowered people acting responsibly and building trust.

Guiding Principles

PepsiCo has some guiding principles and it always strive to:

1. Care for customers, consumers and the world

PepsiCo is driven by the intense, competitive spirit of the marketplace, but it

direct this spirit toward solutions that benefit both company and its constituents.

PepsiCo success depends on a thorough understanding of its customers,

consumers and communities. To foster this spirit of generosity, PepsiCo go the

extra mile to show it care.

2. Sell only products company can be proud of.

The true test of standards is its own ability to consume and personally endorse

the products PepsiCo sell. It is the confidence helps to ensure the quality of the

products, from the moment we of purchase of ingredients to the moment it

reaches the consumer's hand.

3. Speak with truth and candor.

PepsiCo focuses on telling the whole story, not just what's convenient to the


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individual goals. In addition to being clear, honest and accurate, it is responsible

for ensuring the communications are understood.

4. Balance short term and long term.

In every decision, PepsiCo weigh both short-term and long-term risks and

benefits. Maintaining this balance helps sustain growth and ensures that the ideas

and solutions are relevant both now and in the future.

5. Win with diversity and inclusion.

PepsiCo aims to embrace people with diverse backgrounds, traits and ways of

thinking. Diversity brings new perspectives into the workplace and encourages

innovation, as well as the ability to identify new market opportunities.

6. Respect others and succeed together.

PepsiCo mutual success depends on mutual respect, inside and outside the

company. It requires people who are capable of working together as part of a team

or informal collaboration. Company is built on individual excellence but it also

recognize the importance and value of teamwork in turning the goals into

accomplishments

Path To Success

PepsiCo believe its financial success Performance must go hand-in-hand with its

social and environmental responsibilities Purpose. Performance with Purpose is at the

heart of every aspect of its businesses.

Performance with Purpose agenda is comprised of three platforms:

Human Sustainability: Nourish consumers with a broad range of convenient, great-

tasting foods and drinks from treats and simple refreshments to positive nutrition; make

the healthy choice an easier choice to make.

Environmental Sustainability: Conserve natural resources; operate in a way that

minimizes environmental footprint with the goal of reaching a net-neutral impact.


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Talent Sustainability: Developing the employees by creating a diverse and inclusive

culture and making certain that the company is an attractive destination for the worlds

best people.Progress made by PepsiCo on its Performance with Purpose agenda

journey .

Accelerated the growth of portfolio of healthful products.

Launched the food industrys first Carbon Reduction Label with the Carbon Trust

on Walkers Crisps.

Improved water intensity ratio across all of operations.

Signed CEO Water Mandate.

Conserved nearly 5 billion liters of water and nearly 500 million kilowatt hours of

energy worldwide in 2007 as compared to 2006.

Authored with industry the "Global Commitment to Action on the Global Strategy

on Diet, Physical Activity and Health", a commitment addressed to the World

Health Organization.

Launched its global sustainable packaging policy.

Improved significantly its water, fuels, and electricity efficiency.

Reduced PET bottles, paperboard, and corrugated materials by more than 20

million pounds.

Introduced SupplierCode ofConduct.

Increased spending on women and minority owned businesses.

Continued reuse of water from processing.

PepsiCo Career Growth Model


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Proven Result

PepsiCo take a long-term view of performance against Business and People Results.

Consistency is important. It looks for a track record of sustained successes rather than

unpredictable highs and lows. PepsiCo value results that are based on trust, respect,

fairness and teamworkand results that create a lasting impact. "People Results" are a

significant part of performance expectations

Leadership Ability

To succeed in the marketplace , there is requirement of strong leaders. That's why

PepsiCo have enhanced the Leadership Competencies to reflect the needs of the "new

PepsiCo". PepsiCo kept the familiar frameworkwith the same three overall imperatives

(S

etting the Agenda, Taking Others with Yo

u, and Doing It The Right Way)

FunctionalExcellence

Personal and career growth requires deep functional skills. As a sales manager should

have an intimate understanding of the sales process and how to drive sales growth.

Functional excellence can be built by using functional competency models and informal

experience.

Knowing the

Business

Cold

PepsiCo expect employees to develop expertise in a given functional area, it is critically

important that managers develop a broaderknowledge of how products are made, sold

and delivered. Managers who more fully understand what actually drive businesses will

make betterbusiness decisions.

Critical Experiences

Discussions about an individual's potential careermoves includes an assessment of his or

her experiences and the types of new experiences needed for further career development.

The sequence of experiences is often not critical, although building a hip-pocket skill

early in the career is important for future development.

Long-Term Career Growth

If employees accept responsibility forbuilding their skills and experiences, Managers are


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accountable for providing employees with opportunities to grow in line with their results,

capabilities and career aspirations. Remember that a career is a long-term journey don't

move just for the sake ofmoving. Build for the long term. Be flexible the more flexible

you can be, the wider the range of opportunities will be available to you.

PepsiCo Mission and Vision

PepsiCo believe being a responsible corporate citizen is not only the right thing to do, but

the right thing is to do for the business.

Mission

PepsiCo mission is to be the world's premier consumer products com pany focused on

convenient foods and beverages. PepsiCo seek to produce financial rewards to investors

as it provide opportunities for growth and enrichment to its employees, business partners

and the communities in which it operate. And in everything PepsiCo do, it strive for

honesty, fairness and integrity.

Vision

PepsiCo's responsibility is to continually im prove all aspects of the world in which it

operate environment, social, economic creating a better tomorrow than today.

PepsiCo vision is put into action through programs and a focus on environmental

stewardship, activities to benefit society, and a commitment to build shareholder value by

making PepsiCo a truly sustainable company.

Health Care Reform

PepsiCo values the health and well being of its associates, partners, customers and

consumers. PepsiCo offers a wide range ofbenefits that encourage wellness, promote

healthy living and give associates and their families tools and information to make

educated health care decisions.


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Health CareCommitment

PepsiCo values the health and well being of the associates, partners, customers and

consumers. PepsiCo sponsored approach to health and wellness encom passes physical,

emotional and financial well being and includes prevention, screening, health care and

health care savings accounts, dental care, retiree health care, life and disability insurance.

PepsiCo conducts employee programs such as Health Roads. Health Roads promotes

healthier lifestyles through a combination of health assessments, personalized coaching,

tobacco cessation, fitness and nutrition programs, online tools and worksite wellness

initiatives. In addition, PepsiCo also maintains and enforces a strict global Occupational

Health and Safety policy.

Guiding Principles On Health Care Policies

1. PepsiCo recognizes that the U.S. health care system needs improvement on many

fronts.

2. PepsiCo will participate in developing a solution.

3. In particular, there should be more emphasis on prevention.

4. Greater cost-effectiveness must be part of the solution.

5. Beyond the U.S., PepsiCo will workwith the World Health Organization and the

World Economic Forum's "Workplace Wellness Unit" to ensure that countries around

the globe benefit frombest practices and innovative ideas.

Sustainable Advantage

Three major sustainable advantages give PepsiCo a competitive edge as we operate in the

global marketplace.

1. Big, muscularbrand;

2. Proven ability to innovate and create differentiated products;

3. Powerful go-to-market systems.


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Top competitors

Coca-Cola Atlanta, GA

Dr. PepperSnapple grou p Plano, TX

Kraft Food Northfield, IL

Coca-Cola is a carbonated soft drink sold in stores, restaurants and vending machines

internationally. The Coca-Cola Com pany claims that the beverage is sold in more than

200 countries It is produced by The Coca-Cola Company in Atlanta, Georgia, and is often

referred to simply known as Coke.Originally intended as a patent medicine when it was

invented in the late 19th century by John Pemberton, Coca-Cola was bought out by

businessman Asa Griggs Candler, whose marketing tactics led Coke to its dominance of

the world soft-drink market throughout the 20th century. The com pany produces

concentrate, which is then sold to licensed Coca-Cola bottlers throughout the world. The

bottlers, who hold territorially exclusive contracts with the com pany, produce finished

product in cans and bottles from the concentrate in combination with filtered water and

sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola to retail storesand vending machines. Such bottlers include Coca-Cola Enterprises, which is the largest

single Coca-Cola bottler in North America and western Europe.


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HONORS

1999

PepsiCo is named to Metropools Leadership Circle, recognized for efforts to help reduce

traffic congestion and air pollution in Westchester, NY. Worth Magazine names PepsiCo

to its list of Americas Most Generous Companies.

2000

Corporate Angel Network (CAN) honours PepsiCo for reaching Elite status. CAN

arrange for cancer patients to fly to treatment centres for free on corporate aircraft.

2001

PepsiCo is one first place in Beverages Category in Fortune magazine Most Admired

list. PepsiCo Finance name PepsiCo one of the Worlds Best Companies, in the NorthAmerican Beverages Category.

2002

PepsiCo North America is one of four com panies honored with a Multicultural

Excellence Award by the Association of National Advertisers (ANA) in 2001

2003

PepsiCo ranks no. 1 within soft drink industry in the Wall Street Journals Shareholder

Scoreboard. Aquafina is named no.1 best-selling brand ofbottled Water in the New

YorkTimes.

2002

Pepsi-Cola received a Reggie Award, the most prestigious award in the promotion

marketing field, for its 2003 PepsiCo is recognized as one of Americas Top

Corporations for Womens Business Enterprises by the WBENC.

2005

PepsiCos Lampoon Plant received the Certificate of Bold Level from AIDS Response

Standard Organization (ASO Thailand) sponsored by Department of Labor Protection

and Welfare, Ministry of Labor.


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ARADHANA SOFT DRINKCOMPANY(A subsidiary of PepsiCo India Holding Pvt. Ltd.)

Brief Profile Of Plant

Plant construction started in 1991 under M/s Dhillon Kool Drinks & BeveragesLtd.

Commercial production commenced on 17th May, 1992. Aradhana Soft Drinks Company acquired the plant in Feb.2003. Commercial production under Aradhana Soft Drinks Company Started on 19th

March,2003.

Annual Plant Volume for the year 2003 Cases - 6.51 Million Raw




Plant primarily caters to Haryana and Himachal Market.

Plant also caters to Punjab in respect of PET and slice requirements.

Himachal & Haryana distribution is entirely through a networkof distributors both direct and indirect.

Plant Infrastructure

Total Land 9.5 Acres Covered Area 4.0 Acres


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Tech Vision

The Tech team will create and sustain a competitive advantage for ourbusiness through

ready availab

ility of outstanding q

uality prod

ucts at the lowest cost.

TPM POLICYPANIPAT PLANT

To Drive CustomerSatisfaction By On Time Availability Of Products With Best

Quality At Lowest Cost Through Empowered People Following Safe Processes.

Product Range Of ASDC

Pepsi

Mirinda

Mountain Dew

Slice

7up


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Plant Achievements

y Lowest water consumption Plantin the Pepsi India in 2007. Preliminary patent of

the modified process have been applied.

y Recovery and recycling of in-process used waterwith no compromise on quality

parameters.

y India BU First Plant in which BIOZYMES treatment is done to reduce generation

of solid waste in Effluent Treatment Plant.

y Plant is a Rain water harvested site.

y 100%utilization of treated effluent in plant premises since 06.

y Continuous improvement in quality standards, HACCP certification in 08.

y First Plantin which TPMis being implemented in Pepsi bottling operation in the

world business unit.

y Plant is on SAP.

y Lowest power consumption Plantin the Pepsi India in 2005, 2006 & 2007.

y Within first Top 3 in the business unit on productivity /cost.

y Acoustic chamberfor all diesel generators.


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Mission Of Aradhana Soft DrinkCompany

To manufacture , market products of international standard.

y Ensure that all company processes geared to deliver the highest level of customer

satisfaction .

y Keep an employee-centric focus in all operation.

y Foster innovations and creativity at all levels.

y Deliver value to all stakeholders of the company.

HR Policy at Aradhana Soft DrinkCompany

ASDC will always keep on striving for the development of competent and efficient

employees at all levels to create , include and foster excellent working and learning

environment: because it believes in nurturing strength of individual for developing

mutual trust, support and positive attitude for achieving organizational goals to create a

world class manufacturing organization and to remain the market leader in beverage

section not only today but for all tomorrows to come.

Customer Focus

To build a high degree of customer confidence by providing increased value for his

money through international standards of product quality, performance and superiorcustomer services.

Objectives of ASDC

People development is a key strategic priority. We have set a target of developing and

growing our people internally for long term career opportunities within PepsiCo.

Towards this objective, we had introduced the Sales Academy Process.

Profitability

To provide a reasonable & adequate return on capital employed , primarily by optimum

utilization of plant capacities, orienting the product mix towards value added products,

better inventory, collecting realization faster from the dealers and reducing operational

costs.


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SIGNIFICANCE OF THE

STUDY


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Significance Of The Study

The study is significant as it helps to find out the training needs of the associates in a

manu

factu

ring concern.H

Rm

anagem

ent plays very vital role in todaysbu

siness firm

s.It is very challenging part of Business Management. Proper training programs and

continuous skill analysis of workers is very compulsory for every organization in todays

Competitive Business Environment. In modern era, it is necessary to have multi skilled

em ployees so that productivity can be increased. So the study helps to develop the

required skills which are helpful for associates to perform various job in the organization.

The study explains the various methods of training needs analysis. This study helps to

find out the skill level of the associates and on the basis of existing skills possessed by

the associates, training needs are identified. This study helps to implement the training

programs according to the needs of the associates.

So the study becomes relevant to understand the process of skill analysis of associates

and to identify the training needs of associates in a manufacturing concern.


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OBJECTIVES OF THE

STUDY


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OBJECTIVES OF THE STUDY

The main ob jective of this study is to identify the training needs of the associates in a

production co

m pany Pepsi

Co.

So the overall o

b jective of this st

udy is to identify the

training needs of the associates performing various operations in the firm and to study the

process of skill analysis of the associates.

y To study the process of skill analysis of the associates.

y To identify the training needs of the associates.


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CONCEPTUALIZATION


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CONCEPTUALIZATION

In this research report, a 5-point scale (0-4) is used. These five points represents the

different levels of skills possessed by the associates. These 5 points represents

Level 0- New entrant

Level 1- Do not know theory & work little bit.

Level 2- Know theory little bit but can work.

Level 3- Know theory & workwith confidence.

Level 4- Train others.

Level 0- The associate who is rated 0 at the 5-point scale is new entrant in the company.

the required skills are not possessed by the associate and the theoretical

knowledge about the work to be performed is also poor.

Level 1- The associate who is rated 1 at the scale has no knowledge about the

theory related to workand he is able to worka little bit.

Level 2- This level signifies that the associate has little bit knowledge about the theory

related to the work. Despite of having little theoretical knowledge about the

work, he is able to perform the taskassigned by the superior.

Level 3- This level signifies that the associate has the required theoretical knowledge

related to the workand perform all the operations with confidence.

Level 4- This level signifies that the associate has complete theoretical knowledge and

possess required skills. The associate rated at point 4 is efficient enough to train

other associates.


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Calculation of skill level

Skill level = (0*1+4*2+13*3+2*4)/(0+4+13+2)

= (0+8+39+8)/(0+4+13+2)

= 55/19

= 2.89

ARADHANA SOFT DRINK: PANIPAT PLANTJOB SKILL PROFILEApproved by: Mr. R. K. WasanReviewed by: Mr. Hasmukh Mewada

Name: KedarChandJob Definition- Syrup Making CSD Operation Grade: 1

Sr.No.

Generic Skills Required1 2 3 4

1 Knowledge of safety parameters -2 Awareness ofbasic manufacturing process -3 Awareness of plant objective -

4 Awareness of quality parameter -

5 Awareness of produ

ctivity standards -6 Awareness of 5s -7 TPM Awareness -

Specific Skills Required

1 Calculation of sugar requirement for syrup preparation -2 Calculation of treated water requirement for syrup preparation -3 Compensation of sugar for process loss(sugar delta) -4 Monitoring and controlling of raw syrup temperature -

5Calculation of amount of chemical and theirusage withproper contact time

-

6 Precoating process -

7 Filteration process -8 Checking of carbon carryover and syrup temperature -9 Brix calculation and action in case of variance -10 Concentrate staging for confirmation by chemist and engineer -11 Addition of concentrate -

12 Checking of final syrup for volume -0 4 13 2

Skill Level 3


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OPERTIONAL

DEFINITIONS


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OPERATIONALDEFINITIONS

Training

Training means the planned and organized activity to impart skills, techniques and

methodologies to employers and their employees to assist them in establishing and

maintaining employment and a place of employment that is safe and healthful.

Training Need

The concept of training needs refers to a discrepancy or gap between what an

organization expects to happen and what actually occ

urs. Training needs identification

forms the foundation of any training program. Training needs helps to perform a

systematic exploration of the way things are and the way they should be.

Skill

Skill means the special knowledge for doing a particular task. Every job requires any type

of skill for doing that job & every person has different skills and capabilities. Skill level

of person affects the output of the job. In the organizations, every task requires a special

type of skill for performing it in an efficient manner.

Skill Analysis

Skill analysis means to identify the skill level of the employees. Skill analysis is helpful

in determining the existing skills possessed by the employees and to identify the required

by the employees to perform the job efficiently.


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RESEARCH

METHODOLOGY


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RESEARCH METHODOLOGY

Research methodology is the methodology which is used systematically to solve the

research prob

lem

. When we talk

ab

out the research

methodology we not only tal

kof

research method but also consider the logic behind method we use in the context of our

research study and explain that why we are using the particularmethod or technique so

that research result are capable ofbeing evaluated by the researcher himself orby others.

RESEARCH DESIGN:

1) Exploratory research design:-

In this research, exploratory research design is used. This research design is used to

discover the hidden concepts related to the associates in a manufacturing concern. In

this research, exploratory research is used to discover the skills possessed by the

associates and to explore training needs of the associates.

2) Descriptive research design:-

In this research, descriptive research design is used to describe the characteristics of a

particular grou p. This research design is used to describe the operational skills

possessed by the associates in the production department.

SCOPE OF THE STUDY

This study is conducted in the HR Department OfAradhana Soft Drinks Company

(A Subsidiary Of PepsiCo International Pvt. Ltd.), Panipat-[Haryana]. The scope of

study is limited to ASDC, Panipat. This project is very significant for com pany as

well as employees. This study is not meant for the top level employees in Aradhana

Soft DrinkCompany. The study is mainly limited to the production department of the

company. This study is confined to the 50 associates in the production department of

ASDC.


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DATACOLLECTION METHODS

The primary data is collected by the use of questionnaire method. Questionnaire

method helped to get the fresh data.

Secondary data is collected from

y Books

y Magazines

y Internet

y Journals

SAMPLING DESIGN

Sampling may be defined as the selection of some part of an aggregate on the basis of

which a judgement or inference about the total is made. Sampling design is the

process of obtaining information about the population by examining the part of it.

y Sampling Technique

Non probability sampling technique is used in this study. In this technique, each and

every sample unit does not have equal chance ofbeing selected.

y Sampling Method

Judgment and convenient sampling is used in this study as ASDC has chosen on the

basis of past study of skills possessed by the associates. Convenient sampling is used

as ASDC has chosen the associates who are working in day shift.

y Sampling Unit

It defines the target population that will be sam pled. It is answer who is to be

sampled. It answers who is to be surveyed. In this study, the sampling unit are the

associates in the production department.


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y Sample Size

It indicates the number of people to be surveyed. Large sample gives more reliable

results than small sam ple. But in this study, the sam ple size is not so large. The

sample size is restricted to 50 respondent (Associates).


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DATA ANALYSIS


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Data Analysis

Question (1):- Are you satisfied with the system and procedure laid down by the top

management which affects your job?

Interpretation:-This diagram reveals that 70% of the associates are satisfied with the

system and procedure laid down by the top management. This shows that there is stability

and transparencies in the policies .

No.Of Employees

15%

56%

29%0%0%

Hghly Satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied


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Question (2):- Does the role and Responsibilities of your job is clearly defined by yourhead?

Interpretation:- This diagram reveals that 95% associates are satisfied regarding roles

and responsibilities. They are satisfied with their heads. This shows that there is

continuous and regular flow of instruction by their respective bosses.

No. Of employees

9%

85%

4% 2%0%Hghly Satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied


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Question (3):- Does the amount of workload on you is according to your job

requirement?

Interpretation:- This diagram reveals that 97% of associates satisfied with the workload

assigned by their superior. Majority of associates believes that there is comfort workload.

This shows that there is no stress among the associates regarding the workload.

No. Of employees

8%

89%

2%1%Hghly Satisfied

Satisfied

Neutral

Dissatisfied


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Question (4):- Does the amount of authority given to you is suitable to fulfill the

responsibilities of your job?

Interpretation:-This diagram reveals that 70% of associates are satisfied with amount of

authority assigned to themby their superior. This shows that there is parity between

authority and responsibility.

No. Of employees

20%

51%

20%

9%

Hghly Satisfied

Satisfied

Neutral

Dissatisfied


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Question (5):- Does training and development programmed are executed wheneverneeded?

Interpretation:-This study reveals that the approximately 30% associates are

dissatisfied with training and development programs conducted by the com pany. This

shows that training programs are not conducted at regular intervals. The associates are

satisfied with the training program to some extent. It is needed to conduct the training

programs at regular interval.

No. Of employees

5%

67%

2%

20%

6%

Hghly SatisfiedSatisfied

Neutral

Dissatisfied

Highly Dissatisfied


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Question (6):- Are you satisfied with working environment provided by the company?

Interpretation:- This diagram shows that approximately 50% associates are dissatisfied

with the working environment. Level of dissatisfaction is high. Training is needed to

create com paratively less noisy environment and to arrange the things in a systematic

manner so that the wor

king environ

ment can

bem

ore efficient.

No. Of employees

8%

24%

15%

41%

12%Hghly Satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied


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Question (7):- Does the skills possessed by you sufficient to operate the machines?

Interpretation:- This diagram reveals that the skills possessed by them are not sufficient

to operate the machines efficiently. They face problem in handling the machines. They

need technical training to enhance their skills to handle the machines.

No. Of employees

0%29%

12%

59%

0%Hghly Satisfied

Satisfied

Neutral

issatisfied

Highly Dissatisfied


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Question (8):- Do your supervisor is capable enough to solve your grievances?

Interpretation:- This diagram reveals that 55% associates are dissatisfied with the

supervisor regarding grievance handling. As majority of associates are dissatisfied, this

shows that there is lackof cooperative nature among them.

.

No. Of employees

8%

31%

6%35%

20% Hghly Satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied


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Question (9):- Do the training include new knowledge and skills?

Interpretation:- This study reveals that 84% associates are satisfied with the training

program provided by the company. This shows that training usually includes new subject

matter which help them to learn something new every time.

No. Of employees

25%

59%

0%12% 4% Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied


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Question (10):- Does the training content relate to your work?

Interpretation:- This diagram shows that 90% associates are satisfied with the contents

of the training provided by the company. This reveals that training subject is related to

their workand it help the associates to do their job in better way.

No. Of employees

65%

26%

0% 9% 0%

Highly SatisfiedSatisfied

Neutral

Dissatisfied

Highly Dissatisfied


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Question (11):- Are you aware of companys policies and procedures?

Interpretation:- This diagram reveals that 84% associates are aware of the companys

policies and procedures. This shows that training programs and seminars are conducted

by the company to update the associates about the companys procedures and policies.

No. of employees

84%

16%

Yes

No


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Question(12):- Are you satisfied with the training program conducting by the company

regarding safety needs?

Interpretation:-This diagram reveals that 65% of associates are satisfied with training

provided by the company for safety needs. Since majority of associates are satisfied with

the training programs so there is less requirement of training related to safety needs.

No. Of employees

10%

56%4%

22%

8%Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied


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Associate- KedarChandSkill Mapping in Jan 2009Operation Desired Skill Existing Skill FPR for skill

Level Level enhancementCSD syrubmaking 4 3 Supervisor

Homogenizeroperation

3 3 Supervisor

CIP 3 3 Supervisor

Juice syrup making3 3 Supervisor

Pasteurizer operation2 1 Supervisor

Syrup makingoperation-Hybridjuice

3 1 Supervisor

Total 18 14

Associate- KedarChandSkill Mapping in July 2009Operation Desired Skill Existing Skill FPR ForSkill

Level Level enhancementCSD syrubmaking

4 3Supervisor

Homogenizeroperation

3 3 Supervisor

CIP3 3

Supervisor

Juice syrup making3 3

Supervisor

Pasteurizer operation2 1

Supervisor

Syrup makingoperation-Hybridjuice

3 2Supervisor

Total 18 15


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Skill Matrix

KedarChand [Jan 2009]

KedarChand [July 2009]

3

3

3

3

1

10

2

4CSD syrub making

Homogenizer operation

CIP

Juice syrup making

Pasteurizer operation

Syrup making operation-

Hybrid juiceDesired Skill

Existing Skill

3

3

3

3

1

2

0

2

4CSD syrub making

Homogenizer operation

CIP

Juice syrup making

Pasteurizer operation

Syrup making operation-

Hybrid juiceDesired Skill

Existing Skill


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FINDINGS OF THE

STUDY


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FINDINGS

y There is no stress among the employees regarding their workload and they are

highly motivated.

y Associates are satisfied with technical training provided by the company to some

extent.

y Training contents are as per the requirement of the associates.

y Training programs are not conducted at regular intervals.

y Training and seminars are conducted to update the associates about policies and

procedures.

y There is lackof cooperative nature among the associates.

y Training related to safety needs are also provided by the company.


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Development & Trainig

Documents

Transcript of Development & Trainig