KARNATAKA STATE OPEN UNIVERSITY

Manasagangotri, Mysore-570006,

Department of Commerce and Management

Date: 18-Dec-2012

PROJECT CERTIFICATE

This is to certify that Kum. Nithushree bearing the register number 10780905 has successfully completed the project work on

Effectiveness of Training for Growth under the guidance of Prof Sri Kemapraj(internal) and Sri (external). The project report is submitted to the Karnataka State Open University in partial fulfillment of the requirements for the award of Masters of Business Administration (MBA) during 2012

Prof. Jagadeesha

Chairman

Departments of studies &Research in Management

ACKNOWLEDGEMENT

Completion of any project report is the milestone in the life of every management student and the success of live project then enhances the self confidence of the student. The successful completion of any task is the outcome of the invaluable aggregate contribution of the personal efforts in all directions, explicitly or implicitly.

At the onset, I owe my sincere gratitude to HR officers in MANMUL Mandya,I would like to express my gratitude towards my industry guide, for his continuous support, efforts and encouragement along with his knowledge and experience about the industry, enriched me with conceptual understanding and practical approach needed to work efficiently for this project. The project would not have reached to its destination without his guidance. His willingness to make me a part of the organization and sharing his knowledge with me has helped me to understand Human Resource in a better and simple way.

I would like to thank the entire team of Personnel & HRD department for their support and cooperation throughout the tenure of the project and for giving me an in-depth knowledge on the various processes related to the Human Resource and Personnel department in the company.

DECLARATION

I herby declare that the project titled Effectiveness Of Training For Growth in MANMUL MANDYA is an original piece of research work carried out by me under the guidance and supervision of Prof. Kemapraju .The information has been collected from genuine & authentic sources. The work has been submitted in partial fulfillment of the requirement of ___MBA_________(Name of Course) to KSOU.

Place:Signature:

Date:Name of the student

CHAPTER 1

INTRODUCTION

Training is very important and essential in every organization due to the following:

Training is required to cover essential work-related skills, techniques and knowledge. It is the process used to reduce the gap between the desired performance and the actual performance which eventually results in increased Productivity, quality and healthy work environment.

Development of Human Resources Effective trainings 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.

Optimum Utilization of Human Resources Training helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

Effective Training helps to eliminate obsolesce in work, it gives the employees a clear view of what is needed and also helps in upgrading their skills and knowledge to keep in pace with the ever changing technology which is very essential in todays competitive market.

Safety in work place is another important feature of training which helps to avoid accidents and injuries in the work place.

Organization Culture Training helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization

Training aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies

Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

For every employee to perform well especially Supervisors and Managers, there is need for constant training and development. The right employee training, development and education provides big payoffs for the employer in increased productivity, knowledge, loyalty, and contribution to general growth of the firm. In most cases external trainings for instance provide participants with the avenue to meet new set of people in the same field and network. The meeting will give them the chance to compare issues and find out what is obtainable in each others environment. This for sure will introduce positive changes where necessary.

So I felt it is important to carefully identify the training needs, carefully plan a training process and evaluate this process. Hence the study on Effectiveness of Training and Development in MANMUL MANDYA.

STATEMENT OF THE PROBLEM

STUDY ON EFFECTIVENESS OF TRAINING

Training is a process designed to assist an individual to learn new skills, knowledge or attitudes

Training programme in an organisation is aimed at employees to acquire skills and sharpen the capabilities required to perform various tasks and functions associated with their present or expected future roles.

Every organisation needs well trained and experienced employees to provide quality work and high production. Both the individual and organisation can grow simultaneously with the attainment of individual and organisational goals.

Effective training increases the skill and knowledge of individuals to perform tasks efficiently. Training plays an important role for individual growth as well as organization growth.

The motive behind this study is to understand various kinds of training programmes provided MANMUL and also to analyse how these training programmes are helpful to employees in acquiring capabilities to grow in the organisation.

Hence the problem statement is A study on effectiveness of Training for Growth.

Need for Study

To find out whether the training is adding any value to the organization?

Though all organizations train their people, they dont generally measure the effectiveness of their training program. Organisation designs their training programs to either teach the new employees about the job specifics, or to impart skills like leadership, communication, and performance management etc. Such training programs not only involve spending in time but also involve huge spending in terms of money.

To find out whether the training is providing an opportunity for employees to grow as an individual

Trainings are given by organisations to employees to perform their jobs but it is also necessary to study whether trainings are efficient enough for an individual to perform jobs, and also to grow as an individual by acquiring adequate knowledge and skills to compete in the growing technology.

To analyse the training objectives are clear for an employee

The training objectives must be laid clearly and it should be assured that employees not only complete their training but also improve their performance in qualitative as well as quantitative terms. For this, the organisation must continuously review the links between skills, performance and training; the skills possessed by employees, the performance established and any gaps in performance due to lack of skills thereby calling for training of employees. The training programs must aim at imparting performance oriented skills that can be measured quantitatively. And the effectiveness of these programs must be continuously reviewed and revised.

Right Training to the right employee and at the right point of time?

Scope of Study

Today Organisations expend large amount of money on imparting training and development practices. But prior to spending such vast amount, they should analyze the need for conducting training to the workforce. There are chances in which firms can make mistakes if they are not assessing the training needs. An employee, for sure, requires training when he is found to be not capable enough to meet the goals of the organization and when there is a gap between the current performance and expected performance. Meagerness in recital occurs due to the lack of sufficient knowledge and expertise, monotonous management or any other personal and official issues. All these problems spotted can be tackled by providing an effective training programme to the right employee and at the right point of time.

To anlalyze training needs and organise trainings at right ime

To analyze how effective are the current trainings provided by the organisation, as an individual to grow as well as to provide quality work in the organization.

To analyze the expectations of employees from trainings

How important is to evaluate trainings, to measure effectiveness of training

Objectives of Study

The objective of the project are as follows:

To identify, study and analyze the training needs of the employees (sample size of 50) and to improve effectiveness of the training

To study and identify trainings to meet the present as well as the changing requiremens of the job and the organisation

To identify right trainings for the right employee at right time

To prevent obsolescence

To ensure smooth and efficient working of department

To identify the knowledge and skills required by individuals to perform the job efficiently and effectively.

To recommend appropriate interventions to bridge the gap in order to hone the training & development process.

To identify the strengths and areas of improvement of the trainings in the organisation.

To identify the degree of skills utilised from the trainings by the employees in their current job

To understand the views and opinions of employees regarding the training programmes conducted in MANMUL.

Research Methodology

Methods used to identify training needs include:

Analysis of existing strategies and plan to identify whatskills are needed for delivery-

At first, the prevailing strategies of training were studied. Detailed information regarding the MDPs attended till date, the process of identifying training needs, methods of training,etc was collected . HR executive provided me with the documents related to training & development of the employees.

Preparing questionnaires for employees -

Documents cannot be the wholesome criteria to be dependent upon for identifying training needs. Hence, questionnaires & one-to-one interviews are used as tools to reflect the individual & organizational training needs. The questionnaire covered questions related to training identification and evaluation, preferable method of learning of every individual, organizational needs apart from individual needs, organizational strengths and also areas of improvements. Questionnaire should be simple, direct, employee friendly so that employees could comprehend the questions in a better way.

One-to-one interviews-

Interviews with officer grade employees are conducted to know their response to the questionnaire and thereby seek deep insight about the organizational needs apart from their individual training needs, organizational strengths and area of improvements etc.

Limitation

Time constraint - While getting all the questionnaires filled, I faced that most of the employees didnt want to respond because of the limited time they had. I faced a lot of problem while convincing them.

Sample size constraint - As the employee base of the organization is above 1000 employees, so it was very difficult to cover all the employees in this survey. Number of employee covered in this survey is limited to the sample size of 50 employees only. This limits the scope of the project study and the analysis may not represent the whole population.

Duration constraint - The time duration for the project is limited to ten weeks so it was difficult to analyse the trainings needs at micro level.

Perception constraint - Also, Employees have a tendency to underestimate their skills before training and over estimate their skills post training to validate their participation in the training program. In this way it is seen that it is difficult to comprehensively evaluate or capture the effectiveness of a training program.

Interpretation constraint - Due to the use of management words few questions in the questionnaire are difficult to interpret by employees. These questions needed to be explained to respondents every time so that they can understand and answer the question in best possible manner.

As the study is carried out for academic purpose, due to constraints of time and cost, a comprehensive study was not possible.

Scheme of Research

Design of the Study

The key phases of the project were:

Phase I : Gather Preliminary Data- research

Phase II :Plan

Phase III :Questionnaire

Phase IV :Analyze Data

Phase V : Prepare Report

2.2 B) Details of the Survey Conducted

Sample Size

50

Target Population

MANMUL

Sample Area

MANMUL Dairy, Gejjeligere

Sampling

Convenience sampling

Type of questionnaire

Structured

No. of Questions involved

Around 15 questions

Type of questions

Close as well as open ended

Table 2.1: Details of the survey conducted

2.3 Collection of Data

1. Raw Data:

Documents provided by the company

Net Search

2. Primary Data

Questionnaires

One-on-one Interviews

3. Secondary Data

Articles from Newspaper

Company Website

Fig.2.1: Collection Of Data

Research Design

DESCRIPTION OF RESEARCH DESIGN

Research design is the basic plans which guide the researchers for practicing the research project. In fact the research design is the conceptual structure with witch research is conducted.

It consists of the blueprint for collection, measurement and analysis of data that is followed completing the study to ensure that the study is relevant to the problem and will follow the predetermined and set data.

The main feature of research design is that it specifies population to be studied. The main theme of the chapter is to know the source of data the researcher has used to collect the information.

The data are the raw facts of observation usually about physical phenomenon.

Thus the data are usually subjected to a value added process where;

It is aggregated, manipulated and organized.

Its contents are analyzed and organized.

It is placed in a proper context for users.

So the information is processed and the data is placed in a context that gives values for the reader. It is a basis for analyzing and interpreting which helps in making note of findings, conclusions and also to give suggestions. So the data should be accurate and in a proper order or else the whole output gets affected and leads to confusion.

REFERENCE PERIOD

It is the study that was (10/ 10/2012 to16 /12/2012) 2 months.

sources of data:

Primary sources

The data was collected by interviewing with the officials of the organization where I had an opportunity to discuss with the different products and services, and the training provided to the employees of the organization.

Survey method was adopted from various departments of employees by preparing questionnaires and receiving feedback from them. The questionnaires through which primary data was collected consisted questions which are objectives in nature and face to face interviews.

Secondary sources

company brochures

company website

study relevant materials

Type of study: it is a descriptive study

sample design:

Sampling method

Random sampling method has been adopted to gather information.

Sampling size

The total sample size is 50 employees were randomly selected and the questionnaire was administered.

Sample technique:

Sample technique employed for the study is simple Random Sampling.

Statistical technique

Pie charts are used to analyze the data and to arrive at conclusions.

Chapter-II: At Macro Level

TRAINING SYSTEM

The union emphasizes on training the employees. Most of the training given to the employees here are on-the-job training and few off-the-job training.

Procurement and technical input training (NDDB)

PG Diploma in Rural Management.

Basic Computer Applications.

Data Base Administrator

Finance Training for non- Finance officer

Co-operative management training programs

Clean milk production training

Maintenance of record and auditing

TRAINING SYSTEM

The union emphasizes on training the employees. Most of the training given to the employees here are on-the-job training and few off-the-job training.

Procurement and technical input training (NDDB)

PG Diploma in Rural Management.

Basic Computer Applications.

Data Base Administrator

Finance Training for non- Finance officer

Co-operative management training programs

Clean milk production training

Maintenance of record and auditin

National Diary Development Board(NDDB)

The Government of India constituted the National Dairy Development Board(NDDB) in 1965.Sri Lal Bahadur Shastri intiated the setting up of NDDB.

The board is registered under the Socities Registration Act and the Public Trust Act, Its head office is at Anand in Gujarat.

Services redndered by NDDB

NDDB provides the following services:

Planning dairy and rural development projects

Organiztion of farmer co-opertive socities

Setting up dairy and cattle feed plants

Manpower planning and training

Applied research and development

Implementation of milk production enchantment program

STYLE

MANMUL has followed top to bottom or top down style system. The styles of the organization is said to follow the participative type that is the management cadre follow the participative type of administration. The fact is that for a manufacturing for firm like the MANMUL, Mandya this type of administration is necessary.

The indicators of the style are:

1. Follows orders, rules and procedures

2. Is always reliable, dependable

3. Watches details/ prefers to write out communications

4. 'Is rational, logical self-control, fair and firm.

Decision making parameter for day-to-day operations. The marketing department provides information to production department regarding daily requirements of the scale of the milk and milk products based on the marketing demand, later the production department will take the decision about production activities.

SKILLS

The skills here refers to the various skills the workers have here the workers are further divided into three categories. This first category contains the people who are in the top-management level the second category consists of the supervisor's office assistants etc. The third category consists of the supervisor's office assistants etc. the third category consists of the workers at the operational. The first category consist of the people who are in the decision making process in KMF these people are highly qualified few Deputy Managers are to industries like IRMA, Anand dairy for Training.

The second category is related to office work and fieldwork. These people are also trained in computer applications, secretarial skills, accounting skills etc.

The third level people consist of the workers who are actually into the operation these people are also trained into fields like checking the quality of milk processing packing etc.

Training Structure in MANMUL

Effective Trainings increases the skills and knowledge of an employee for doing particular job and helps to build capabilities for expected future roles

Industrial growth cannot take place without trained and experienced man power , Hence trainings should be carried out effectively

How Training happens in MANMUL

Every new joiner of the organization will undergo technical training in Anand, Mysore Centre, Banagalore Centre Mandatorily.

On the job Training is given more preference in MANMUL

Yearly once all the available trainings will be provided to MANMUL from NDDB

MANMUL HR Department will prepare a training plan for a particular year

The training plan will consist of the list of available tarinings and slots of each training and the training center

Section heads of each department will recognize the employees for each of the available trianings,

Identification of employees for training is based on the Confidential Reports driven during performance appraisal

Employees are nominated for trainings in slots from the section head such that the work is not hampered in the organization.

Employees has to go and attend trainings in training centre at different locations.

Manager Level trainings will happen in Bangalore Centres and Staff Level Training happens in Mysore Training centre.

Training does not happen on need basis of individual employees

Effectiveness of training are measured only through feedback form post training.

Chapter-III: Company Profile

Mandya Milk Union was registered in the year 1987. The Product Diary, Gejjalagere was then managed by Mysore Dairy. In the year 1988, The Product Diary, Gejjalagere was handed over to Mandya Milk Union.

MANMUL with its headquarters at Gejjalagere has got liquid milk plant of 2.5 Lakh liters capacity and a powder plant of 1 lakh litters capacities per day through the assistance of NDDB. It has two chilling centers at Nagamangala and KR Pet. The diary has a spread of 47 acres of land at Gejjalagere and 3 acres each at KR Pet and Nagamangala.

MANMUL was a part of Mysore & Tumkur Milk Union till 1987. In 1988 Union started marketing about 5,000 liters per day which gradually extended to about 15,000 liters. There came a boom through the advent of milk marketing in Bangalore city from 1993. As on today the Milk sales is about 2.05 lakhs liters per day (1.24 lakhs liters in sachet and 0.95 lakhs liters in bulk) with annual turnover of Rs.65 crores alone on this account out of the total Rs.100 crores turnover through the sales including milk products like Skim milk powder (SMP), Butter, Ghee, Burfi,, Curds etc. Once MANMUL got hold of the Bangalore marketing, it has a steady and continuous profits from 1994-95.

The philosophy of Union is to eliminate middlemen and organize institution to be owned and managed by the Milk producers themselves, employing professionals and to achieve economies of scale to ensure maximum returns to the Milk Producers.

Vision of MANMUL- (Mandya Milk Union Ltd.):

To grow in to Model Co-Operative Milk Union in the country by accomplishing the mission of assuring rural prosperity in the lives of Member milk producers in Mandya Dist.

As a part of long term growth oriented development strategy, the Union is expanding rapidly by implementing several infrastructure projects and schemes. Union can play an important role in assuring rural prosperity in the lives of the Milk Producers.

OBJECTIVES

1. To encourage rural farmers to engage in dairy farming and producing more milk and good quality of milk at least cost.

2. To provide assured and remunerative market for the milk produced by the farmer members.

3. To provide good quality of milk and milk products to the people of urban area by scientifically processing the milk obtained from rural area.

4. To create harmonious environment for the human resource of the union can perform at its best, being a communication bridge between producers and consumers.

5. To build village level institutions co-operative sector to manage the dairy activities.

In order to fulfill these objectives, the union is constantly engaged in working towards improvements of the business as well as the welfare of the producer members. This has resulted in greater performance on commercial as well as institutional fronts.

Competitors of MANMUL

After liberalization, entry barriers in the dairy industry eased for new entrants. Many private players enter and exit the market very often. The main competitors for MANMUL products are Arogya, Heritage, Jercy, Dodla, Thirumala, Real Fresh, Milkway, Neelgiri, Ujwal. Plans of major companies like Reliance, ITC to enter into milk market in future.

FUTURE PLANNING:

1. To active more co-operative societies.

2. To procure more than 5.0 lakhs kilograms of milk.

3. Introduce new products.

4. Complete computerization of the activities of the union.

5. Establishment of more Bulk Milk Coolers.

6. Modernization of main dairy.

7. Extend the plant with the help of NDDB.

8. Increasing the plant capacity from 2, 50,000 LPD to 5,00,000 LPD.

MANDYA Dairy, complex facts at a Glance

1. General

Area of the Dairy : 47 acres

Handling capacity : 5, 00,000 LPD

Estimated cost of Building : 3.60 crores

Number of employees : 374

2. Milk Procurement

Dairy co-operative societies functioning : 950

Dairy societies registered : 970

Procurement routes : 44

Chilling centers : 3

Districts covered : 2

Taluks covered : 9

Villages covered : 1627

3. Milk Distribution

Distribution routes : 56

Districts covered : 3

Selling agents : 782

Selling agents in urban : 470

Selling agents in rural : 312

Milk parlors : 20

THE FOLLOWING ARE THE PRODUCTS AND THEIR QUANTITY OFFERED BY MANMUL:

PASTURISED TONED SHUBAM MILK DOUBBLED TONED MILK

MILK

HOMOGENISED MILK GOOD LIFE MILK GOOD LIFE SLIM MILK

SAMPOORNA STANDARD SMART DOUBBLED TONED GOOD LIFE UHT LONG LIFE MILK MILK MILK

YOG HURT REAL THICK CURD CURD

BUTTER MILK PREMIUM CURD LARGE SET CURD

SWEET LASSI DAIRY WHITNER SKIMMED MILK POWDER

BADAM POWDER GHEE IN SANDY POUCH BUTTER SALTED AND

UNSALTED

GHEE IN BAG GHEE IN PET JAR GHEE IN SACHET

CRAZY CONE ICE-CREAM NANDINI MAGIC PISTA KULFI

STRAWBERRY

CHOCOBAR ICE-CREAM TASTY ANZIR ICE-CREAM TASTY

CHOCOLATE

ICE-CREAM VANILLA AND ICE-CREAM KAJU ICE-CREAM TASTY MANGO

STRAWBERRY

NANDINI SUGAR FREE PRO MATKA KULFI ICE-CREAM BUTTER SCOTCH BIOTIC FROZEN FOOD

ICE-CREAM PINE APPLE ICE-CREAM RASPBERRY ICE CANDY MANGO AND ORANGE

SUNDAE ICE-CREAM SUNDE ICE-CREAM BUTTER BALL ICE-CREAM VANILLA,

STRAWBERRY SCOTCH STRAWBERRY

MYSORE PAK KHOVA JAMOON DRY FRUIT BURFEE

ASSORTED SWEET GIFT RASSAGULLA COCONUT BURFI

BOX

VERMICELLI PAYASA CHOCOLATE BURFI NANDINI BITE

MIX

PREMIUM BADAM BUURFI BESAN LADOO CASHEW BURFI

MILK, ELAICHI& KESAR PURE MILK PEDA NADINI CREAM

PEDA

PROCESS CHEES SPREAD CHEDDAR CHEES NANDINI SUGAR FREE

PEDA

DICED PANEER DHARWAD PEDA FLAVOURED MILK

PISTA&STRWBERRY

CHOCOLATE MILK SHAKE FLAVOURED MILK GULAB JAMOON

KHOVA KUNDA PANEER

CREAMY BITE ECLAIRS GOOD LIFE

CHIT CHAT ECLAIRS

THE AREA OF OPERATION OF MANMUL

As a district milk union under KMF individually the union has no opportunities to expand their operation. This because the MANMUL is structures under KMF as a district milk union of Mandya district.

MANMUL not only operates in Mandya districts but also operates in some parts of Bangalore rural and Bangalore urban districts, it operates 502 distribution centres, concerning all the agents besides, there are 2 milk parlor maintained by the dairy.

THE AREA OF OPERATION IS AS UNDER

Mandya District

Mandya Tq.

Maddur tq.

Malavally tq.

Pandavapura tq.

Srirangapatna tq.

K.R. Pet tq.

Nagamangala q.

Ramanagara district

Channapatna tq.

Ramanagaram tq.

HUMAN RESOURCE DEVELOPMENT

There are at present 20.35 Lakh dairy farmers as primary members including 3.5 Lakhs of SC/ST and 6.6 Lakh woman members.

Dairy Co-operatives employ more than 32000 people and 5200 are permanent KMF Units and Unions employees.

Indirect employment thro' veterinary services, milk transportation, milk sales etc. activities is to the tune of 52000 people.

This sector has also created demand and employment in manufacturers of equipments required by DCS, Dairies & printing.

QUALITY AND FOOD SAFETY

During the last ten years, the Federation is giving greater emphasis on procuring quality milk from DCSs under the concept of Quality Excellence from Cow to Consumer. Many Clean Milk Production (CMP) initiatives have been implemented at all the stages of procurement, processing and marketing. Among these CMP initiatives, noteworthy initiative is the setting up of Community Milking Parlours in villages.

The MANMUL is forerunner to introduce this innovative technological initiative for bringing about revolutionary improvement in quality of milk collected in DCSs. This system has several advantages such as elimination of mastitis in milch animals and improvement of productivity. The milk from milking machines, collected through Automatic Computerized Milk Collection Units is chilled directly in Bulk Milk Coolers. This chilled raw milk, untouched and unadulterated by human hands, has very high microbiological quality, comparable to international standards. This high quality milk is being utilized for manufacturing high quality value added milk products, for both domestic as well as international markets.

Other Clean Milk Production (CMP) Initiatives include: -

Training of milk producers on modern dairy husbandry practices and CMP.

Providing SS utensils, antiseptic solutions for udder cleaning on pre and post milking, etc. to producers.

Training to DCS staff and officers of the Unions on CMP.

Replacing Aluminium milk cans and collection vessels with SS 304.

Posters, documentary films and booklets on Clean Milk Production.

The various departments in the organizations are:

1. Production

2. Administrative Section

3. Quality Control Section

4. Material Section

5. Finance Section

6. Marketing Section

7. Purchasing Section

ORGANIZATION STRUCTURE

Organization structure is the skeleton of the organization. It prescribes the formal relationship among various position and the activities. Arrangements about reporting, relationship, how an organization member is to communicate with other members, what roles and procedures exist to guide the various activities performed by the members of all the parts of the organization structure.

Organization structure plays a vital role in achieving the organizational goals. So, organization structure should be properly designed to facilitate the smooth functioning of the organization.

Organization structure of MANMUL consists of BODs at the top. Then President, under the President, Managing Director who is the superior authority in the Dairy and he is the person who is responsible for smooth functioning of the organization. After Managing Director there are managers and Deputy Managers of various department who are responsible and accountable for the activities of their respective departments. Under that there 'are subordinates, supervisors and employees who are directly linked with department managers.

B. FUNCTION

This department is concerned with the function of the procurement of milk, providing of feed and fodder to the member, establishment of women DCS, providing of veterinary facilities to the members.

C. MILK PROCUREMENT

Raw material is the basic requirement of every organization. The sequence of bringing milk into MANMUL starts from the collection of milk from the individual milk producer. The total number of villages covered 2005 and the numbers of DCS functioning are 895.

This collects milk from the producers, each societies located in applicable commanding villages and its area of operation may extend to one of more villages and within 2 to 4 kms. MANMUL has got 44 milk procurement routes and each route covers around 15 to 20 societies. DCS collects milk from producer and milk is stored in cans and transported to MANMUL through trucks. If the main dairy is far away from DCS i.e., more than 100 kms then milk is transferred to nearest chilling center., to chill the milk in order to avoid the growth of micro organisms and then it is transported to main dairy. MANMUL has got three chilling centers located in KR Pet, Nagmangal, and Malavalli. After collecting milk from various DCS it will be processed in MANMUL and supplied to the customers. Apart from the milk, the other materials like packaging materials, engineering materials are procured through calling tenders. The payment is made to supplier of milk on weekly basis and the payment for the transport contractors is made once in the fortnight. In case of shortage of milk the union purchases milk from the other dairy, at inter-dairy price.

The payment is made to farmers on the basis of percentage of Fat and SNF percentage at min of 3.5% and 8.5%.

D. QUALITY CONTROL SECTION

Structure

Function

This section takes care of the quality of the milk bought from the societies and the chilling centers and the also the quality of various by-products of milk. Initially tests are conducted to see if the milk is good for using, if suspected of being bad, it is kept for further tests. The fat test and SNF test are conducted to obtain the percentage of SNP and fat, based on which the payment is made to DCF. If the fat and SNF percentage is more, incentive is added to total amount due. Here, in this department tests are also conducted to see if the producers adulterate the procured milk with salt, sugar and soda. The criteria for quality control are as per prevention of food adulteration act 9pfa). The quality of the milk is maintained before processing milk and also the quality of the various product of milk, i.e., all the procured milk is tested for its durability and to be checked if it can be consumed.

Chapter-IV: Conceptual Frame Work

-Theoretical Aspects

Training focuses on learning the skills, knowledge, and attitudes required to initially perform a job or task or to improve upon the performance of a current job or task, while development activities are not job related, but concentrate on broadening the employee's horizons.

Fig. 4.1: Training Process

4.2 TRAINING NEED IDENTIFICATION

INTRODUCTION OF TRAINING NEED IDENTIFICATION

Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. Here the focus should be placed on needs as opposed to desires of the employees for a constructive outcome. In order to emphasize the importance of training need identification we can focus on the following areas: -

To pinpoint if training will make a difference in productivity and the bottom line.

To decide what specific training each employee needs and what will improve his or her job performance.

To differentiate between the need for training and organizational issues and bring about a match between individual aspirations and organizational goals.

Identification of training needs (TNI), if done properly, provides the basis on which all other training activities can be considered. Also requiring careful thought and analysis, it is a process that needs to be carried out with sensitivity as people's learning is important to them, and the reputation of the organization is also at stake.

Identification of training needs is important from both the organizational point of view as well as from an individual's point of view. From an organizations point of view it is important because an organization has objectives that it wants to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbours. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximizing opportunities for development. Therefore people must know what they need to learn in order to achieve organizational goals. Similarly if seen from an individual's point of view, people have aspirations, they want to develop and in order to learn and use new abilities, and people need appropriate opportunities, resources, and conditions. Therefore, to meet people's aspirations, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities

DIFFERENT LEVELS AT WHICH TRAINING NEEDS ARE IDENTIFIED

Identification of training needs can be done at three levels to ascertain three kinds of needs: -

Organizational Needs

These concern the performance of the organization as a whole. Here identification of training needs is done to find out whether the organization is meeting its current performance standards and objectives and if not, exploring ways in which training or learning might help it to do so. Sometimes organizational training needs are also identified when the organization decides that it has to adopt a major new strategy, create a new product or service, undergo a large-scale change program, or develop significant new relationships, such as joining with others to form new partnerships.

Group Needs

Since working in groups and teams have become very much prevalent in today's corporate world that is why nowadays there is increased emphasis given on team effectiveness and team performance. Therefore training needs are nowadays even identified at the group level. Training needs here are concerned basically with the performance of a particular group, which may be a team, department, function, sub-unit, or so on. Information about the performance of the group may identify areas of training need - which, again, may be further utilized for training or other interventions. It is used to find out how efficiently a particular team or group goes about its business and meets its current objectives.

Individual Needs

These concern the performance of one or more individuals (as individuals, rather than as members of a group). Here identification of training needs is about finding out to what extent individuals need to learn or be trained in order to bring their current performance up to the required level as a result of changes in methods and processes that call for new competencies and skills.

It also sees to it that there is continuous improvement initiative taken by them. Moreover it also helps to find out whether individuals are comfortable in working across boundaries, with people from different backgrounds and different perspectives. This is especially important because there is so much work force diversity observed today in organizations that it has become impossible to retain workforce, which is not flexible enough to accommodate such changes into their daily work schedule.

SOURCES FOR IDENTIFYING TRAINING NEEDS

There are three sources for identifying training needs. Although they are independent sources for gathering the necessary data but it is usually beneficial if they are considered complementary to one another as the objective of the exercise is to prepare as consolidated data of training needs as possible. The three sources are as follows: -

Job Profile

It is a comprehensive description of all the functions and the responsibilities that a person has to carry out in due course of his job. It is very common for us sometimes to find that people of a particular department more or less perform the same kind of job and therefore a comparative study can be done on their performance to pinpoint on the training needs of those people who have not performed up to the mark. In here we can also include Job analysis in order to have a realistic and systematic appraisal of training needs. In order to do this first we need to break up the functions and responsibilities into categories. Next we have to classify these tasks/activities on the basis of their relative importance to the nature of the job. And lastly we can compute a priority listing of these tasks in order to have a catalogue of knowledge, skills and attitudes required for effective performance of the job.

Fig. 4.3: Job Analysis Matrix

Experiences of the training agency

It is very common for organizations nowadays to hire professional training agencies in order to look into the training matters. The training agency and the trainers thus should also draw from their own experiences of organizing programs for comparable groups or in similar areas. However, earlier experiences can only serve to facilitate the process. It cannot be the sole basis, as training needs of majority of organizations are very specific.

At ThyssenKrupp this method is used in a modified way, the training agency named SIBM along with the top management of the organization identify the training needs and decide the training modules for the employees of all levels.

Pre-training survey of the participant's needs

This is suggested as the best way to conduct a training need identification .A pre-training survey is nothing but a survey of the needs and expectations of the participants well in advance of the program. And in this exercise it is better to include the superiors also as they are in a good position to provide necessary data on the training needs of their subordinates, especially in context of their performance. This is generally done in a systematic manner with the help of a structured questionnaire in order to reflect the genuine desire to involve the participants and the organization in the planning process. However it might happen in certain cases that it is not possible to actively involve the superiors due to various reasons like lack of time etc but in that case at least they must be kept fully informed of the proceedings.

In this project, Pre-training survey method is used to identifying the training needs of the employees.

4.3 EVALUATION OF TRAINING PROGRAM

INTRODUCTION AND PURPOSE OF EVALUATION OF TRAINING PROGRAM:

The process of examining a training program is called training evaluation. Training evaluation checks whether training program has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplace, or to the regular work routines.

Purpose of EvaluationFeedback: 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.

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

4.4 BENEFITS OF TRAINING NEEDS IDENTIFICATION & TRAINING EVALUATION

Benefits of Training Need Identification and Training Evaluation are:

The organization is informed about the broader needs of the participants. Through this process it may be possible that certain new training programs, which were, previously not in their list may come to the forefront.

The organization is able to reduce the perception gap between the participant and his/her boss about their needs and expectations from the training program.

The organization is also able to pitch its course input closer to the specific needs of the participants.

Find out if the learning is being applied at the workplace.

Ensure training improves continuously.

Track the development of staff knowledge and skills.

It also saves a lot of money for the organization as otherwise money is just unnecessarily wasted on those training programs, which are either not needed by the employees or they have no interest in undertaking them.

Lastly, time, which is the most important resource today, is also saved, as the training programs conducted are the ones, which are actually needed by the participants.

Chapter-V: Survey

Objective of Trainings Conducted

Objective

No. of Participants

Percentage

Knowledge up gradation

15

30%

Skill up gradation

20

40%

Promotion & Transfer

10

20%

Any other specify

5

10%

Total

50

100%

Analysis and Interpretation: From the response of the participants, majority (40%) , the sessions were conducted for skill up-gradation,30% the sessions were conducted for knowledge up-gradation, 20 % training for promotion & transfers, remaining 10% of the trainings were with other objective attend for other objectives

It can be concluded from the response of the participants, it is evident that most of the trainings happen for skill up-gradation and trainings should also be conducted for knowledge up-gradation and for the future expected Role.

Means for evaluating the effectiveness of training

Rating

No. of Participants

Percentage

Feedback Form

28

56%

Post Training Evaluation

14

28%

Interactive Sessions

8

16%

Total

50

100%

Analysis & Interpretation

From the above table, 56% of the respondents said that effectiveness was measured through feedback forms, while 28 % effectiveness is measured by post training evaluation, 16 % of measurement happens thorugh interactive sessions.

It is clear from the above table that effectiveness of training is measured though feedback forms, whereas less importance is given to post training evaluation and interactive sessions.

Are the trainings useful to perform tasks

Objective

No. of Participants

Percentage

Strongly Agree

7

14%

Agree

13

26%

Partially Agree

20

40%

Disagree

10

20%

Total

50

100%

From the above table it is clear that trainings provided by the organization are 40% completely effectively applicable to perform current job, 40 % partially effective to perform current jobs, where as 20 % of employees say trainings are not effective to perform their jobs.

Interpretation is40 % of the employees agree trainings are useful to perform their current jobs, where as another 40 % partially agree, another 20 % dont agree.

Trainings provided are not so effective foe the employees to perform their jobs.

The Companys training programs are evaluated and improved upon, every year.

Category

No. of Participants

Percentage

Strongly Agree

7

14%

Agree

33

66%

Disagree

9

18%

Strongly Disagree

1

2%

Total

50

100%

Interpretation: Training program should be continuously improved so as to get maximum benefits out of it. Almost all the participants agreed that MDPs are continuously improving.

Carefully identification of needs is required at the organization as many employees believe that their training needs are not carefully identified. This can be shown by the result of the

Degree to which you have used the skills you have learnt.

Here four point rating scale was used. The categories are All, Some, Very few and No.

Category

No. of Participants

Percentage

All Skills

6

12%

Some Skills

33

66%

Very Few Skills

10

20%

No Skills

1

2%

Table 5.19: Degree of Usage of Skills

Fig. 5.19: Degree of Usage of Skills

Interpretation: Training would be successful when there is efficient transfer of learning to the job.

12 % participants perceive that they can apply all skills learnt used on the job

66% participants perceive that they can apply some skills learnt used on the job

Participants are unable to use new skills on the job because of certain factors:

Application of skills learnt from trainings in tasks

No. of Participants

Percentage

All Skills

6

12%

Some Skills

33

66%

Very Few Skills

10

20%

No Skills

1

2%

Interpretation: Training would be successful when there is efficient transfer of learning to the job.

12 % participants perceive that they can apply all skills learnt used on the job

66% participants perceive that they can apply some skills learnt used on the job

Participants are unable to use new skills on the job because of certain factors:

In your opinion, what factor creates difficulty in applying new skills on the job?

Category

No. Of Participants

Percentage

Lack of opportunity

16

32%

Lack of time

17

34%

Skills were not relevant

7

14%

No supervision

1

2%

Lack of coaching or feedback

9

18%

Table 5.20: Factors creating difficulty in applying New Skills

Fig. 5.20: Factors creating difficulty in applying New Skills

Interpretation:

Most of the participants feel that lack of opportunity and lack of time are the main factors creating difficulty in applying New Skills.

How do you learn more effectively during the training programs?

The options for this question are Studying underlying concept, Step-by-step instructions, Observing others and Active participation.

Methods of Effective Learning

Percentage

Studying underlying concept

8%

Step-by-step instructions

10%

Observing others

8%

Active participation

74%

Table 5.22: Method of Effective Learning

Effective Learning

Interpretation:

From the result it is evident that participants can learn more effectively by Active Participation.

74% are in favor of Active participation

8% are in favor of Observing others

10% are in favor of Step-by-step instruction

8% are in favor of Studying underlying concepts

The basis for undergoing training?

Category

No. Of Participants

Percentage

Management guidelines

04

8%

Supervisory advice

07

14%

Performance Report

09

18%

Technological Change

22

44%

Business Trend

08

16%

Total

50

100%

Analysis & Interpretation

The above table clearly indicates that 44 % of the respondents feel that the basis fr the training program should be technological change, and follow the performance report, business trend, supervisory advice, management guidelines i.e. 18%, 16%, 14% and 8 % respectively.

Today technology is changing very fast, so while organizing trainings this point should be taken into consideration in order to structure technological trainings.

What way MANMUL was benefited out of training programs

Response

No. Of Participants

Percentage

Improvement in production

25

50%

Quality Work

22

44%

Low Production

0

00%

No improvement

3

6%

Analysis and Interprtation

From the above table it is clear that , MANMUL was benefited by organizing training programmes by achieving 44 % of Quality work with 50 % of increase in production.

It is clear that effective trainings provides efficient performance.

Chapter-VI: Findings and Suggestions

The questionnaire was drawn up in a format consisting of both closed & open questions. Training methods and content may not be the same for different levels of employees. The participants were from junior to senior level at MANMUL Mandya. The main purpose of the data collection and statistical calculation was to identify effectiveness of trainings to employee for growth and to identify training needs of employees as well as organizational needs. Some of the findings from the survey (questionnaire) are listed below:

Training and development programs at MANMUL, MANDYA are aimed at systematic development of knowledge and skills

Satisfaction of the learner is the most important factor in training program. It plays a major role in employees growth and development, commitment towards the job. All the participants have undergone a no. of MDPs and it is evident from the analysis that 88% participants have ranked MDPs as good and above.

For training, an organization has to follow some criteria for selection depending on the need and to get each employee trained to achieve the desired results. The employees are not aware about the criteria of selection for training. 54% participants are not agreeing to the fact that a formal process for identification of training needs is being followed in the organization.

The participants have to know the objectives, benefits & learning that they will gain from training before selection. Only 53% participants were aware about the objective, benefits & learning of training through briefing sessions when being selected. Also, some of the departments in the organization are practicing briefing and debriefing sessions before and after the training program respectively in an informal manner but there is no formal process of briefing and debriefing in the organization.

Evaluation of training is a tool to measure the effectiveness of trainings, Feedback is the more used tool to evaluate the effectiveness of training programs. Post training evaluation or interactive sessions also contribute to evaluate effectiveness of training.

Personnel & HRD department should be disintegrated into separate Personnel department & HRD department having separate Personnel Heads & HRD Heads reporting to a common Functional Head.

The survey for identification of training needs should be conducted more frequently in order to gauge the perception of the employees regarding training & development process practiced by the organization.

The Management should implement Kirkpatricks model for evaluating the effectiveness of training & development process across the organization.

The Management should initiate the process of mentoring by the senior management for new employees to induce hand holding culture in the organization.

The HODs of different departments should compulsorily practice formal process of briefing and debriefing before and after every training program respectively with an objective to inculcate learning culture into the organization.

The management should strengthen sports & cultural activities (e.g. celebration of festivals, football & cricket matches, photography & drawing competition etc) to foster interpersonal relations within the organization.

The Management should enhance horizontal & vertical communication by organizing monthly open feedback sessions, quarterly / monthly performance review meetings etc. with an objective to reduce the gap between the Management & the employees.

The Management should change training vendors & faculties for conducting MDPs on yearly basis.

The Management should drive system-oriented and paperless culture in the organization.

Job rotation policy should be formulated & practiced across the organization depending upon the knowledge, skills and career aspirations of the employees in order to hone cross functional competencies of the employees.

Batch size for MDPs should be reduced so that the faculty can pay better attention to each & every participant.

The Management should conduct employee satisfaction surveys after every 2 years for gauging perception of the employees in relation to the parameters like overall employee satisfaction, advocacy & stability and finally to assess the employee engagement ratio of the organization.

The Management should initiate other Organizational Development interventions like 360 degree feedback, competency mapping, assessment & development centers, balanced score card, job evaluation etc only after streamlining the performance management system in the organization.

7.1 CONCLUSION

I would like to conclude by saying that it was great experience to be associated with ThyssenKrupp Industries India Pvt. Ltd. (TKII). I had learnt a lot as to how the Personnel & HRD department actually works at TKII. TKII gave us a full exposure to the manufacturing industry. I had a wonderful experience taking interviews of the Shop floor workers, engineers, design engineers,managers. This helped me in sharpen my skills in dealing with people in a professional manner.

This project gave me an opportunity to have an insight of the working of the Personnel & HRD department. I have learnt how to identify the training needs of an employee, how to evaluate a training program and how to discover the strengths and areas of improvements of the organization, ways to keep employees motivated and the working environment happy, healthy and peaceful.

Apart from the project, I got an opportunity to learn about maintenance of files & documents, as we had to give a helping hand in the process of HR audit and contributed in coordinating welfare activities like Medical checkup for the family members of the employees and summer camp for the children of the employees. I also got an opportunity to attend, manage and coordinate Management Development Program (MDP) on various topics which is very helpful for overall growth of a Management Student.

At last I would conclude, TKII gave me opportunity to get involved in various HR activities apart from my project which gave me a taste of living an actual corporate life. The training had been really helpful throughout and everyday was a new challenge with new tasks to be performed. I enhanced my listening skills, learning skills, negotiation skills, convincing skills and various other behavioral skills which are really important for me to become real HRD professional.

7.2 REFERENCE

Books

Gower handbook of training and development : Anthony Landale

How to identify your organization s training needs: John H McConnell

Hiring and Keeping the Best People : Harvard Business School Press, 2002

Evaluating Training Programs: The Four Levels :

Donald L. Kirkpatrick, James D. Kirkpatrick

Newspapers:

Economic Times

The Times of India

Hindustan Times

Websites

http://www.hr-guide.com/

http://www.hreonline.com/

http://www.managementparadise.com

http://www.thyssenkruppindia.com

http://images.google.com/

ANNEXURE

Questionnaire

Project Schedule

ANNEXURE

QUESTIONNAIRE

General instructions for filling the questionnaire:

1) Please answer all questions.

2) Please tick mark ( ) the most appropriate option that most closely represents your views.

3) Please give your candid and unbiased feedback.

4) We assure you full confidentiality of your responses.

Personal Profile:

NAME

TOKEN NO.

DESIGNATION

DEPARTMENT

EDUCATIONAL QUALIFICATIONS

AGE (YEARS)

TOTAL EXPERIENCE (YEARS)

TKII EXPERIENCE (YEARS)

1. Briefing sessions are conducted for employees sponsored for training.

Strongly agree Agree

Strongly disagree Disagree

2. I have training opportunities to upgrade my skills & knowledge.

Strongly agree Agree

Strongly disagree Disagree

3. The organizations training programs are evaluated, and improved upon, every year.

Strongly agree Agree

Strongly disagree Disagree

4. Employees are sponsored for training programs on the basis of carefully identified needs.

Strongly agree Agree

Strongly disagree Disagree

5.In your opinion, what factor creates difficulty in applying new skills on the job?

Lack of opportunity to use skills

Lack of time for use of skills

Skills learnt were not relevant

No supervision for skills practiced

Lack of coaching or feedback

If others, please specify _______________________________________________

__________________________________________________________________

6. Degree to which you have used the skills you have learnt.

All skills learnt used on the job

Some skills learnt used on the job

Very few skills learnt used on the job

No skills learnt used on the job

7. How do you learn more effectively during the training programs?

Studying underlying concept

Step-by-step instructions

Observing others

Active participation

References :

Books

Gower handbook of training and development : Anthony Landale

How to identify your organization s training needs: John H McConnell

Hiring and Keeping the Best People : Harvard Business School Press, 2002

Evaluating Training Programs: The Four Levels :

Donald L. Kirkpatrick, James D. Kirkpatrick

Wesbites:

www.nandhiniproducts.coop

www.nandhinimilk.com

RAW DATA

PRIMARY DATA

SECONDARY DATA

COLLECTION OF DATA

Qualitative data

Quantitative data

Organizational Objectives and Strategies

Departmental Objectives and Strategies

Individual Goals (KRAs)

Training Need Identification

Devising and Implementation Training Program

Evaluation of Results