Training and Development-bigbazar

7/30/2019 Training and Development-bigbazar

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PROJECT REPORT

ON

TRAINING AND DEVELOPMENT PROCESS AT BIGBAZAR

Submitted fort the partial fulfillment of the Award

Of

Bachelor of Business Administration Degree

From

Ch. Charan Singh university, meerut

(Session 2009-2012)

Submi tted To: Submi tted By:

MS ABHILASHA VIHAN

Faculty, Management Department

NIDHI MALIK

Roll. No.9673524

BBAVIth

Sem.

Department of Management

College of Applied Education & Health Sciences

Gangotri , Roorkee Road, Meerut (U.P.)

Telefax : +91-121-2610931, 2610200, 2610033


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Original Certificate


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ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the completion of any task would be

but incomplete without the mention of people who made it possible, whose constant

guidance and encouragement crowned my efforts with success

I consider it a privilege to express my gratitude and respect to all those who guided me

in the completion of the project I feel gratitude to Ms. Abhilasha Vihan , Meerut their

generosity kindness to help me to preserve with this study

I would like to thank Mr. Naresh Kumar Marketing Manager for giving me the

opportunity to under go the summer training in Parag .


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Table of Contents

Abstract

Objectives

Introduction

Company Profiles

Research Methodology

Data Analysis

Findings

Limitations

Conclusion

Bibliography

Questionnaire


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ACKNOWLEDGEMENT

Training experience at Moser Baer India Limited (MBIL) was very nurturing and

learning for us. All the classroom study got a practical approach and a very

interactive session was added to our experience. A lot of thanks are to be given toevery member of organization for their support.

I am thankful to Mr. Manoj Kumar Shekhawat, AGM-Training for introducing us

to the companys each and every department and the working of company.

I am extremely thankful to our industry guide Mr. Ashok Kumar Sharma, DGM-

ER and the whole ER six-member team Mr. Vikram Singh, Mr. Sunil Sheoran, Mr.

Prem Singh Bhati, and Mr. Ashish Tripathi for all the knowledge and support

provided through the whole period of training.

This project would not have materialized without help and guidance of HR

department and Time office.

And special thanks to Mr. Rajiv Sahdev Sr.GM-HR for his kind support to enter

such an organization.

Last but not least, we would like to show our gratitude to all the employees those

who directly or indirectly help us to complete our project.


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INTRODUCTION

Retailing is the distribution channel function where on organisation buys products

from supplying firms and manufacture the product themselves and then sell thesedirectly to consumers. Retailer is also reseller-obtain the product from one party in

order to sell to other. The term "Retailing" refers to any activity that involves a sale to

an individual customer. In India, the unorganized retailing sector comprises of 96.5%

while that of organized sector just 3.5% that is mainly in major metropolitan and urban

areas. Indian retailing traditionally dominated by a small family run "Kirana" store.

Retailing in India is the second largest untapped market after China. Professional

management and strong customer focus characterize organized retailing.

Concept- To woo the customer to the store retailers are providing a wide range of

product, Quality, and value for money, apart from creating a memorable shopping

experience. Organized retailing has made a considerable headway in product like food

& groceries, clothing books, and music.

Five things for the retailer-

1. Customer satisfaction2. Ability to acquire right product3. Product presentation4. Traffic building5. Keeping pace with technologyThe leading Indian retail player are-

1. Westside (Tata)2. Pantaloon3. Big Bazaar4. food bazaar(PRIL)


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5. Food world(RPG)6. Shopper's stop(Raheja Group)7. Reliance fresh8. Vishal mega mart9. Life style10. Ebony11. Hyper city12. Honey well13. SubhikshaDifferent format of retail-

1. Mom-and-pop stores: These are generally family-owned businesses catering tosmall sections of society. They are small, individually run and handled retail

outlets.

2.

Category killers: Small specialty stores have expanded to offer a range ofcategories. They have widened their vision in terms of the number of categories.

They are called category killers as they specialize in their fields, such as

electronics (Best Buy) and sporting goods (Sport Authority).

3. Department stores: These are the general merchandise retailers offeringvarious kinds of quality products and services. These do not offer full service

category products and some carry a selective product line. K Raheja's Shoppers

Stop is a good example of department stores. Other examples are Lifestyle and

Westside. These stores have further categories, such as home and dcor,

clothing, groceries, toys, etc.

4. Malls: These are the largest form of retail formats. They provide an idealshopping experience by providing a mix of all kinds of products and services,


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food and entertainment under one roof. Examples are Sahara Mall, TDI Mall in

Delhi.

5.

Specialty Stores: The retail chains, which deal in specific categories andprovide deep assortment in them are specialty stores. Examples are RPG's

Music World, Mumbai's bookstore Crossword, etc.

6. Discount stores: These are the stores or factory outlets that provide discount onthe MRP items. They focus on mass selling and reaching economies of scale or

selling the stock left after the season is over.

7. Hypermarkets/ Supermarkets: These are generally large self-service outlets,offering a variety of categories with deep assortments. These stores contribute

30% of all food and grocery organized retail sales. Example: Big Bazaar.

8. Convenience stores: They are comparatively smaller stores located nearresidential areas. They are open for an extended period of the day and have a

limited variety of stock and convenience products. Prices are slightly higher due

to the convenience given to the customers.

9. E-tailers: These are retailers that provide online facility of buying and sellingproducts and services via Internet. They provide a picture and description of the

product. A lot of such retailers are booming in the industry, as this method

provides convenience and a wide variety for customer. But it does not provide afeel of the product and is sometimes not authentic. Examples are Amazon.com,

eBay.com, etc.

10. Vending: Smaller products such as beverages, snacks are some the items thatcan be bought through vending machines. At present, it is not very common in

India.


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View of a retail store-

To have a clear picture and understanding of any matter it is very important to

approach it from the grass root level therefore to understand retail in depth it becomes

important to deal first hand with the customers to whom you shall be catering to.

Moreover the retail store is the final destination of all retail operations, so it again

becomes important to know the handling, operations and various dealings at the basicstore level. The employees, from the sales staff to the store manager, need to be highly

customer driven and have the efficiency to meet the ever rising customer expectations.

How can employees meet these rising customer expectations and alongside maintain

efficiency of resources. The employees need to be well informed about stock

availability, reorder points, latest trends, customer expectations, competitor strategies

etc.

To meet such stiff competition retailers need to follow a hybrid approach which

involves both standardization and customization of processes and services respectively

as and when the need arises.

The retail staff needs to be highly customer driven and their efforts should not be

aimed at making a sale but at earning a loyal customer for it is rightly said that 80% ofthe sale comes from 20% of the customers.

Retail is all about size. If you look at retail companies, margins are thin. So it is

important to grow to such a size that even if margins improve by ten basis points, the

impact on the bottom-line is large.


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Therefore the processes need to be consumer friendly and apt according to the cost

reduction and revenue generation policies of the company. Though the consumer

behaviour is something that is highly unpredictable it needs to be motivated

continuously for the benefit of the organization and definitely the customer too.

Why retail is booming in India-

1. Cultural habits changingpeople are acquiring Western look

2. New retail format development to incorporate, Changing attitudes like

Having a good time attitude driving growth of pubs, clubs, coffee bars, fast

food joints etc.

3. Increasing awareness and spending on grooming and lifestyle.

4. High disposable incomes

5. Reduction in import tariffs, excise duty

6. More competition leading to fall in prices

7. Before liberalization many consumer durables were not availableGovernment

disallowed imports of most products Luxury items banned/had high import

tariffs

8. Post liberalization Enhanced availability of superior quality goods at affordable

prices

9. Two incidental factors Spread of cable and satellite television influencing

consumer behavior.


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Changing retail scenario-

Demand = Ability + willingness to spend;

Market = Demand + supply


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Tag line-Is se sasta aur achha kahin nahi

Different categories-

1. Apparel, fashion and accessories2. Books and magazines3. Camera and photo4. Desk top, lap top and accessories5. Furniture and decor6. Gift and credit card vouchers7. Health beauty and personal care8. Jewellory and watches9. Kitchen and home appliances10. Mobile and service provider11. Music and mp3 player

12.

Software cds and vcds

13. Toys sports and video games14. Other miscellaneous items


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Big Bazaars Commitment

Our commitment is to deliver sustained growth, through empowered people, acting

with responsibility and building trust with customers. Heres I am explaining what thismeans:

Sustained Growth is fundamental to motivating and measuring our success. Big

Bazaars quest for sustained growth stimulates innovation, places a value on results,

and helps us understand whether todays actions will contribute to our future. It is

about growth of people and company performance. It prioritizes making a difference

and getting things done.

Empowered People means we have the freedom to act and think in ways that you feel

will get the job done, while being consistent with the processes that ensure proper

governance and being mindful of the rest of the companys needs.

Responsibility and Trustform the foundation for healthy growth. Its about earning

the confidence that other people place in us as individuals and as a company. Our

responsibility means we take personal and corporate ownership for all we do, to be

good stewards of the resources entrusted to us. We build trust between ourselves and

customers by talking not by mouth but by our superior customer service and being

committed to succeeding together.

PROBLEMS OF THE ORGANIZATION

2. Service delivery / Logistics perception is weak3.Negative Environment4. High interest rate as compared to others housing finance institution.5. Top management takes large amount of time to approve high value loan

borrowers.


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1.4 COMPETITION INFORMATION Westside (Tata) Pantaloon Big Bazaar food bazaar(PRIL) Food world(RPG) Shopper's stop(Raheja Group) Reliance fresh Visual mega mart Life style Ebony Hyper city Honey well Subhiksha


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Purchasing, generally defined as a consumers unplanned purchase which is an

important part of buyer behavior. It accounts for as much as 62% of supermarket sales

and 80% of all sales in certain product categories. Though impulsive purchasing has

attracted attention in consumer research. Unfortunately, there is a dearth of research

on group-level determinants.

This research suggests that the presence of other persons in a purchasing situation is

likely to have a normative influence on the decision to make a purchase. The nature of

this influence, however, depends on both perceptions of the normative expectations of

the individuals who exert the influence and the motivation to comply with these

expectations. Peers and family members, are the two primary sources of social

influence, often have different normative expectations.

Thus, it has been evaluated two factors that are likely to affect the motivation to

conform to

social norms:

a) The inherent susceptibility to social influence and

b) The structure of the group Group cohesiveness refers to the extent to which a group

is attractive to its members. The theory proposed by Fishbein and Ajzen helps

conceptualize these effects. This theory assumes that behavior is a multiplicative

function of expectations for what others consider to be socially desirable and the

motivation to comply with these expectations.

Factors affecting buying behavior of SHOPING GOODS with special reference to big

Bazzar in Meerut region.There are many factors which affect Consumers Buying

Behaviour in SHOPING GOODS market but we

are only analysing marketers driven factors which are:


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Festival season

Diwali , Holi, Christmas, Pongal Etc.


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Introduction of Indian Retail Industries:

Retail is Indias largest industry, accounting for over 10 per cent of the countrys GDP

and around eight per cent of the employment. Retail industry in India is at the

crossroads. It has emerged as one of the most dynamic and fast paced industries with

several players entering the market. But because of the heavy initial investments

required, break even is difficult to achieve and many of these players have not tasted

success so far. However, the future is promising; the market is growing, government

policies are becoming more favorable and emerging technologies are facilitating

operations. Retailing in India is gradually inching its way toward becoming the next

boom industry. The whole concept of shopping has altered in terms of format and

consumer buying behavior, ushering in a revolution in shopping in India. Modern

retail has entered India as seen in Sprawling shopping centers, multi-storied malls and

huge complexes offer shopping, entertainment and food all under one roof. The Indian

retailing sector is at an inflexion point where the growth of organized retailing and

growth in the consumption by the Indian population is going to take a higher growth

trajectory.

The Indian population is witnessing a significant change in its demographics. A large

young working population with median age of 24 years, nuclear families in urban

areas, along with increasing working-women population and emerging opportunities

in the services sector are going to be the key growth drivers of the organized retail

sector in India.


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Retailing is the final step in the distribution of merchandise -the last link in the Supply

Chain -connecting the bulk producers of commodities to the final consumers.

Retailing covers diverse products such as foot apparels, consumer goods, financial

services and leisure.

A retailer, typically, is someone who does not effect any significant change in the

product execs breaking the bulk. He/ She are also the final stock point who makes

products or services available to the consumer whenever require. Hence, the value

proposition a retailer offers to a consumer is easy availabilities of the desired product

in the desired sizes at the desired times.

In the developed countries, the retail industry has developed into a full-fledged

industry where more than three-fourths of the total retail trade is done by the

organized sector. Huge retail chains like Wal-Mart, Carr four Group, Sears, K-Mart,

McDonalds, etc. have now replaced the individual small stores. Large retail formats,

with high quality ambiance and courteous.

Retailing is the interface between the producer and the individual consumer buying for

personal consumption. This excludes direct interface between the manufacturer and

institutional buyers such as the government and other bulk customers. A retailer is one

who stocks the producers goods and is involved in the act of selling it to the

individual consumer, at a margin of profit. As

Such, retailing is the last link that connects the individual consumer with the

manufacturing and distribution chain.

Retailing is more than selling goods:

Retailing consists of the sale of goods or merchandise, from a fixed location such as a

department store or kiosk, in small or individual lots for direct consumption by the

purchaser. Retailing is a well recognized business function which compromises

making available desired product in the desired quantity at the desired time. This


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creates a time, place and form utility for the consumer. The success of retailing is

highly dependent on an efficient supply chain management. A well-developed supply

chain reduces wastages and transaction cost thereby reducing the cost of inventories to

be maintained by the producers and the traders. A reduction in the cost of inventory

management leads to a reduction in the final price to the consumer.

Retailing has been identified as a thrust area for promotion of textiles, processed

foods, agricultural and horticultural produce. Retail Sector can be divided into

organized and unorganized sectors:

Unorganized Retail:

Unorganized retailing is characterized by a distorted real-estate market, poor

infrastructure and inefficient upstream processes, lack of modern technology,

inadequate funding and absence of skilled manpower. Therefore, there is a need to

promote organized retailing.


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CHAPTER-2


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COMPANY PROFILE

BIG BAZAAR AT MILANZ MALL MEERUT!

First time a Discount Hypermarket opens at a PVS Meerut Pantaloon Retail

opens 2 Big Bazaars

Pantaloon Retail (India) Limited, the countrys leading retailer, opens

BIG BAZAARS in Meerut. The two BIG BAZAARS are located at the

Wazirpur and Inderlok Metro Stations respectively. This is the first time

a discount hypermarket has opened at a station and Big Bazaar is proud to be the first

to offer a never-before shopping experience to the metro commuters. The national

tally of BIG BAZAAR is now at 20 taking the total tally of BIG BAZAARin NCR

region to 4.Both BIG BAZAAR, PVS & BIG BAZAAR, Millanz have FOOD

BAZAARS within the store. This takes the national tally of Food Bazaar to 32 and

total tally of Food Bazaar in NCR to 5.

BIG BAZAAR will provide shoppers with a completely new shopping

experience and make available -a range of products for every household

need at never before prices Shoppers for the first time will have the widest range of

products in every segmentWomens Apparel, Mens Apparel, Accessories like belts

and bags, Cosmetics, Gold Jewellery, Kids Wear, Stationary and Toys, Footwear,


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Plastics and Home Dcor products, Utensils & Home Appliances, Gift Articles, food

and grocery items.Food Bazaar will offer services like Live Kitchen where

customers can get vegetables cut and select gravies of their choice , Golden Harvest

providing best quality grain, pulses & spices, Ready to cook and Hungry Kya the

ready to eat food sections. In addition, regular Food Bazaar offerings of Grains and

Provisions, Farm Fresh Fruits & Vegetables, Drinks & Beverages, Dairy Products,

Fabric Care products, Music Cassettes and CDs, Chill Station, Home Care Products,

Accessories, Kitchen Linen.

On the occasion of the launch, Mr. Kishore Biyani, Managing Director, Pantaloon

Retail (India) Ltd., said, We are very proud to open BIG BAZAARS in Meerut. As

has been the homemakers experience across the country, the store is a support to the

homemakers untiring effort of saving the maximum while giving the best to her

family. Our opening of the 2 stores in Meerut after the runaway success of the other

stores at Meerut & Ghaziabad shows our commitment to this region. It also reflects the

love and affection the people of this region have showered on us!

Living up to its motto of Is se sasta aur accha kahin nahin", all products in BIG

BAZAAR will be available at prices lower than the MRP, often up to 60% discount. In

addition to this, various offers, discounts and promotions will be regularly held at the

store. The consumer will experience a new level of standard in price, convenience and

comfort, quality, quantity, and store service levels. BIG BAZAAR in its true


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hypermarket model will offer all of the above for both leading brands as also for its

private labels.


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Layout chart of Big bazaar located at Millanz

LAYOUT INDEX

1. HELP DESK2. KIDS ACCESSORIES3. JACKETS4. BABA SUITS5. LADIES TOPS6. TRIAL ROOM7. PILLARS USED FOR DISPLAYING INFORMATION (SIZE CHART,

SECTION DESCRIPTION)

8. WOOLEN CLOTHS FOR KIDS9. WINTER WEAR10.KIDS CASUAL WEAR11.KIDS JEANS AND SHORTS12.INFANT SHIRTS AND T-SHIRTS13.MEN ACCESSORIESSUNGLASSES, WRIST WATCHES ETC14.SOFT TOYS15.HOME DECORATIVE ITEMS


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16.MUSIC COUNTER17.LADIES ETHINIC18.LADIES WESTERN19.LADIES FORMALS(OFFICE WEAR)20.LADIES ACCESSORIESLINGERIES21.LADIES PERFUMERIES22.LADIES COSMETICS23.LUGGAGE24.FOOTWEAR25.SPORTS26.SCHEME BASED PROMOTIONAL ITEMS27.CASH COUNTER28.HOME FURNISHING (CURTAIN CLOTHS, CARPETS)29.MEN FORMAL SHIRTS30.MEN TROUSERS31.MEN SUITS AND BLAZERS32.MEN FABRICS33.MEN ETHINICS

DESCRIPTION


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HELP DESKAs you can see from the layout, the Help Desk is located in a place

where every one has their first sight that is in front of the entrance. This shows that

when a person enters in to big bazaar it can get all information about the stores of big

bazaar from the person sitting in the help desk. Help Desk uses paging service as a

tool for the convenience of its employees and customers.

KIDS SECTIONThe kids section is located just at the left corner of the entrance of

big bazaar. In the kids section kids accessories like diapers, trolleys, suckers, water

bottles are available in one part. Kids jackets and baba suits are available in another

part. Kids casual wear (jeans and shorts) are placed in one part of it and infant shirts &

t-shirts are also placed in another part. In this section the pillars are used for displaying

information like size chart and section description. The apparels are available at a

price of Rs59 onwards.

MENS SECTIONNext to it is the mens section that is in the center. It is divided in

to five parts. At one part men formal shirts are available. In other parts men trousers,

suits and blazers, fabrics and ethnics are available respectively. Here the price ranges

from a minimum of Rs99 to Rs899.


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LADIES SECTIONNext to it is the ladies section that is in the extreme right side.

The ladies section is segregated in to seven parts. Ladies section starts from ladies

ethnics, ladies western wear, ladies formals (office wear), ladies accessories

lingeries, ladies perfumeries, and ladies cosmetics respectively. Here the price of the

apparel ranges from Rs99 to Rs1000 approx.

Promotional schemeWith an add on to the above products there are various other

products which are available with a promotional scheme. The various products under

this scheme includes girl t-shirts, infant winter wear etc.

Non-Promotional schemeThere are various other products available without any

promotional scheme which includes jeans, infant baba suits, infant t-shirts, kids night

wear, kids salwar suits etc.

Sports StoreAt the extreme corner there is a sports store where various kinds of

sport items are available.

Food BazaarThe food bazaar is in the 1st

floor of the building. Various kinds of

food items, fruits and vegetables are available there. Sitting arrangements are well

made so that people can sit and take tea, coffee or snacks or any other food item and

can relax.


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Cash CounterThe cash counter is located just near the exit


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Product Layout Chart

Ground Floor First Floor

1. Ladies Western 1. Fruits and Vegetables2. Ladies Ethnic 2. Golden Items3. Saree and Dress Materials 3. Ready to eat4.Night wear/Lingerie 4. Ready to cook5. Boys and Girls 5. Sweets and Farson6. Infants 6. Spices7. Toys 7. Beverage8. Mens Formals 8. Confectionaries9. Mens Ethnic 9. Tea and Coffee10.Mens Casuals 10.Personal Cars11.Mens Accessories 11.Plastics12.Mens Party 12.Utensils13.Denim and T-shirts 13.Crockeries14.Sportswear 14.Appliances15.Footwear16.Home Linen17.Luggage18.Sunglasses and Watches


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SWOT ANALYSIS


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SWOT Analysis of Big bazaar

A swot analysis is done to know the strengths, weaknesses, opportunities and threats

of any company. This analysis will explain about the strengths, weaknesses,

opportunities and threats of big bazaar.

Strengths of Big bazaar

Large variety option Cheap price Huge customer Base Volume sales

Weaknesses of Big bazaar

Lacks in branded products

Low in product quality Unable to provide enough parking space to its customers

Threats for Big bazaar

Opening up of other discounted stores like Vishal mega mart


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Convenience of customers to near by kirana stores Availability of products in other retail outlets

Opportunities for Big bazaar

To open up more and more number of big bazaars in different citiesof the country.

To grab the rural market To bring in the customers of other retail outlet by dealing with

branded products.

Add more products to its product category


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FUNCTIONAL DEPARTMENTS

Bigbazar Company Bangalore consists of various departments

Department play a vital role in the development of the company.These departments

manage all operations of the company. They are as follows:

HUMAN RESOURCE DEPARTMENTENGINEERING DEPARTMENTPRODUCTION DEPARTMENTMAINTENANCE DEPARTMENTQUALITY ASSURANCE DEPARTMENTMARKETING DEPARTMENTFINANCE DEPARTMENT


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HUMAN RESOURCE DEPARTMENT

HRD functions is to satisfy the organisational needs, Selecting right persons for the

right job and to manage people not only workers but also includes white collared

professionals. Thus, the main objective is to maintain cordial relationship, by

providing maximum welfare & thereby optimising the personal contribution for the

effective functioning of the undertaking.

MAJOR FUNCTIONS

Planning and consolidation of manpower data and projecting same tomanagement for approval.

Recruitment, promotion. Transfer. Welfare and industrial relationship. Identify the needs & conducting training & development programs. Rewarding employees and boosting their morale. Development programs for job rotation, job enrichment etc. Grievance handling & implementing corrective actions. Updating of personnel performance records as appraised by the concerned Head

of the department.

Ensuring safe working conditions for personnel at work & ensure compliance ofstatutory of factories Act.

Shakunt ELECTRIC. Recognizes its employees as the most important asset for its

continued growthHRM in Bigbazar shall strive to ensure continuous organisational

growth by nurturing the strengths of its employees and providing the environment and

opportunity for every individual to raise to his/her highest potential. Identity and

achieve his/her personal goal within the framework of organisational, societal, and

national objectives.


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It shall endeavour to uphold the dignity of individuals, by making them feel proud

partners in progress, through the following measures:-

Ensure a high degree of selectivity in recruitment of employees/traineesexplicitly on the criteria of their knowledge, skills and attitudes, so as to secure

super achievers and nurture them to excel in there.

Impart such induction, orientation and training, as to match the individual to thetask and inculcate a high sense of organisational and personal goals.

Provides facilities for all round growth of the individual by training in andoutside the organisation, reorientation, lateral mobility and self-development

through self motivation.

Groom every individual to realize his potential in all facets while contributing toattain higher organizational and personal goals.

Build teams and foster team work as the primary instrument in all activities. Recognize worthy contributions in time and appropriately so as to maintain a

high level of employee motivation and morale. Appraisals and promotion shall

be ethical and impartial.

Implement equitable, scientific and objective system of rewards, incentives andcontrol.

Contribute toward health and welfare of employees.RECRUITMENT PROCESS/PROCEDURES

Vacancy from each department is analyzed and call is made for employment

through the internet. The process of recruitment is as follows:

Interim written test

Aptitude test


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General round

Hr interview

Analysis of technical qualification of the candidate and previous experience

Analysis of expectations of salary

Skill testing about the communication skill, leadership skill etc.


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ORGANISATIONAL CHART OF HUMAN RESOURCE DEPARTMENT

UNIT CHIEF

GM (P & IR)

COMPANY

GUARDS

SR. MANAGER

(Training &

Development

Centre

ASST. MANAGER

(Personnel &

Administration

functions

CONSULTANT

(AMBULANCE

ADMINISTRATION)

CHIEF SECURITY

OFFICER

(Security, vigilance,

telephone exchange,

reception &

gardening)

ASST. MANAGER

(CORP. SAFETY)

Safety &

Environmental

Management

MANAGER

(P & IR) &

FACTORY

CIVIL

ENGINEER

ONCONTRACT

APPRENTICE

TRAININGMANAGER

(2)

WELFARE

OFFICERS (2)

TIME OFFICER

TIME OFFICE

ADMINISTRATION

JUNIOR

SECURITY

OFFICER


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Total number of Employees;

Staff & Executives55 Workers100

In order to attract and retain talent, the company maintains the compensation structure

on par with that of the industry. They continue to make efforts to people with an

environment in which they can give their best and realize their full potential. Various

hr initiatives have been taken to align the hr policies of the company with the growth

projections of the company-

Receiving resumes from the candidates.Conducting interview.Based on performance in interview, qualification, experience candidate is selected

by the company.

Application for appointment to be filled by candidates. Issue probationary engagement letter to candidate and take signature of candidate

on all the copies of letters having accepted the terms and appointment conditions.

Entries to be made in appointment register and adult register. To give employeenumber to candidates.

Provident fund and gratuity fund application forms are to be filled by candidate. Issue of time card and brief about punching. Issue identity badge.Obtain bank A/C number. Induction by labour welfare officer.Sent to department head for reporting.


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DAILY RATED EMPLOYEES (DRE)

Workmen category paid on daily wages basis for 26 days

Exclusive of Sundays in the month and also based on the attendance of the worker.

In Bigbazar there 450 daily rated employees in Unit-1 in Bangalore near Govenhalli.

DRE will work daily in 3 shifts-

First shift; 6.30 am to 2.30 pmSecond shift; 2.30 pm to 10.30 pmNight shift; 10.30 pm to 6.30 am

Production process will be going on 24 hours a day. Weekly once shifts will be

changed to all the employees. In one shift 150-170 workers are working in Bigbazar

shop floor plant.

MONTHLY RATED EMPLOYEES (MRE)

They are under the management category; they get salary on monthly basis. Yearlywise they get increment based on performance and experience fixed by management

in Bigbazar.

There are 200 monthly rated employees in Unit-1 in Bangalore.

MRE will work daily in one shift.

General shifts; 9.15 am to 5.15 pmTRAINEES/APPRENTICES/GOVERNMENT/COMMERCIAL TRAINEES

The company gives only stipend and doesnt attract any allowance to them.

LEARNERS

Their wages is only for 26 days, for learning certain work for certain period of time in

order to gain practical training.


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TRAINING AND DEVELOPMENT

A fully fledged training centre provides training to senior executives, managers,

supervisors and operators in the areas of management, marketing, technical,

information technology, quality and general program in Bigbazar. Specific carer

development courses are conducted at training centre such as Employee re-orientation

training, customer service training, promoters training, MDPs, Retraining of operators

etc. Employees are encouraged to acquire technical/management qualifications

through sponsorship form premier institutions within India and abroad, they may purse

PG course in areas that are useful to the organisation as well as in furthering their

career.

PLACEMENT:

The new entrant shall be placed under the best manager in the organisation. This

implies that the manager being a role model, shall himself is a top performer, have the

necessary skills in inculcating the right values and attitudes in young people. The new

employees shall be placed under senior e at the executive who will act as his mentor.

This mentorship process will start at the probation stage and shall continue for next 5

years.

AWARDS

Awards are instituted by the company in the recognition of outstanding work

performance, useful suggestions for the improvements, and contributions totechnical/academic knowledge.

PROMOTIONS

Company adopts an Accelerated Promotion Schemes for fast trackers in recognition of

employees performance. Systematic job rotation is carried out to nurture the all round

growth of the individual through lateral mobility. This will enhance employability as

well as equip the person to shoulder higher responsibilities. Job rotation is based on


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the individuals experience, personality, attitude, education and past performance, in

addition to job related skills and knowledge. The individual will be assisted in

developing new skills and have a greater appreciation of inter-departmental and inter-

unit issues, thereby removing communication barriers.


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PERFORMANCE APPRAISAL

It is also known as employee appraisal, is a method by which the job performance of

an employee is evaluated (generally in terms of quality, quantity, time and cost). It is a

part of career development. The objective is to groom every individual to realize his

potential in all facets by helping to identify and achieve his personal goals within the

framework of organizational goals. This is achieved through objective assessment of

performance and potential and identification of development actions to be taken in

order to enhance Appraisal consists of four stages viz Self appraisal, Performance

assessment, Development plan, Final evaluation and grading. Generally, the aims of a

scheme are:

Give feedback on performance to employees. Identify employee training needs.Document criteria used to allocate organizational rewards.Form a basis for personal decisions: salary increases, promotions, Disciplinary

actions, etc

Provide the opportunity for organizational diagnosis and development.Facilitate communication between employee and administrator.

COUNSELING:

Counselling services are provided to enhance employees competence and job

satisfaction, to prepare them for future responsibilities, to establish better working

relationships and to cope up with personal problems. Counselling is carried out by

HRD Appraisers and professional counsellors.

CAREER PLANNING

This is to ensure that people of the right calibre are available to meet the present and

future requirements of organization. The process identifies the necessity inputs aim at

imparting technical/managerial knowledge, inter-personal skills and attitudes that will


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helping dealing with the external and internal environments. Other factors to develop

potential include activities such as exposure to new functional projects.


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JOB ENRICHMENT

Bigbazar follows a people centred approach to job enrichment with a view to enhance

performance of employees, lending to higher job satisfaction. Job enrichment shall be

supported through multi-skills operation, selfinspection and operator planning

function.

SUCCESSION PLANNING

Every manager in Shakunt organization will prepare a succession plan to all position

under him, identify the persons and provide required inputs to the probable successors.

In order to identify the right incumbents with high potential for all positions,

concerned HOD (head of the department) and unit chief shall implement the process.

HR department shall co-ordinate this activity. Succession planning and career

planning shall be reviewed every 6 months in the company.


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ENGINEERING DEPARTMENT

INTRODUCTION

Engineering department plays a major role in giving shapes the products i.e.

electric motors, generators, transformers and controllers. It is mainly concerned

with designing the product according to the needs and wants of customers. Highly,

technically background employees will work together to ensure maximum

satisfaction to the customer. This department consists of 75 employees. They also

undertake 3 comprehensive reviews of products before adding new features.

Engineering department interacts usually with various departments to bringeffective results to the company in the form of profits and maximize the wealth of

the shareholders. The department outlays designs, drawing and sketches required

by the production department and keep track of recent changes in the technology

thereby diversifying the product produced by the organisation in the modern era of

computation.

FUNCTIONS

Converting customer specification into procurable, manufacturing andevaluating product specification.

Design the product. Plan and arrange of raw material, manpower and other facilities required to

meet schedule.

Preparing production realization timing chart for new productiondevelopment.

Ensuring that production is completed in time. To reduce wastages.

RESEARCH AND DEVELOPMENT


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This department gives a supporting hand for engineering department by analyzing the

products with respect to materials requirement, their capabilities, uses and specific

functions involved in the materials and quality specifications. This department has 6

employees. Research is conducted by research group. After research is done, product

development starts and done by engineering department.

CHALLENGES IN ENGINEERING DEPARTMENT

Coming out with positive result with lots of constraints. Adapting them to changing market. More computer oriented applications.

STAGES INVOLVED IN PROCESS OF ORDERS

Branch or unit will receive the orders. Combine technical information along with commercial parameters (cost,

delivery date, advance to be paid etc)

The order will be released on customers engineering department.

Make drawings, specification saying that specified that components should haveproperties.

A document by name BILL OF MATERIALS will be prepared whichconsists of chronological order of materials along with their quantity.

BILL OF MATERIALS is conveyed along with drawings, datasheets likecatalogues.

Incoming material inspection will be done by quality control department. Stage quality inspection will be done if material is available in house. After this, materials are sent to assembly shop to form finished product. Final inspection with respect finished products is done by quality control

department again verifying customers wants and meeting their requirements.

After final inspection, packing and dispatching of product is done.


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If there is any problem in the product, service department will take care.


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PRODUCTION DEPARTMENT

Introduction:

Production department is the main department in any manufacturing unit as all

manufacturing activities are undertaken by this department.

Production department in any industry performs the functions of converting raw

materials into finished goods requires a predetermined plan so that available resources

of company are used to optimum level and more wastage is reduced to the greater

extent.

Bigbazar has always tried to excel in what one knows the best. In the process ofprogress, Bigbazar has laid great emphasis to use the best technology.

MANUFACTURING SYSTEM IN Bigbazar

Based on marketing departments requirement and other documents received by

planning and material management department the production activity is undertaken.

Based on the requirement of the production department the stamping division plans

production activity.

Bigbazar has production shops which are supported by:

Feeder shop Tool room Shaft line Machine shop

FEEDER SHOPS:

Shop number I, II & VI are feeder shops.


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OBJECTIVES:

To explain the various function carried out in the respective shops & organizational

setup.

FUNCTIONS:

Production

Delivery

Drawing of materials.

Industrial relations.

Activities of tool room (shop I & II)

Activities of tool crib (shop I & II)

Fixing & revision of incentives (shop VI)

Processing activities.

PROCESS ACTIVITIES OF SHOP I & II Machining

Marketing

Drilling

Tapping

Burnishing

DIC-Costing

Pressing

Shrinking

Balancing

Sub-Assembly of

report.

PROCESS ACTIVITIES OF SHOP VI

. Chromatin process for aluminium components.

. Phosphate of mid steel components.

. Premier painting

. Unibake painting


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PRODUCT SHOPS:

Shop III & V are product shops

OBJECTIVES:

To explain the various activities carried out in the respective shops & organizational

setup.

FUNCTIONS

Production

Delivery

Drawing of materials

Industrial relations

Interactions Production planning & controlling

(shop V)

Process activity


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WORKING PROCESS:

The production dept of K.E.C. unit I is divided into six different shops. These shops

are inter-connected. The central planning sets the program and then the productionstarts. In case of standard products some specifications are mentioned, its numbers

are given to each product for identification.

The last stage is the dispatching of goods when all the products are assembled & they

assure the quality, they are sent to painting & then to the dispatch section.

Status of production at Bigbazar.

Particulars % of production

Out sourcing 40%

Self manufacturing 60%

Total 100%

Compiled based on Personal Interview

Percentage of discount available for the company for early payment;

Days Percentage

30 2%

60 4%

Immediate payment 5%


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Compiled based on Personal Interview;

The credit period of Bigbazar is 90 days

In unit one Bigbazar is producing heavy electric motors like more then 1000

KW DC and

AC motors.

Raw materials are purchased based on orders from clients,

For purchasing of raw materials Bigbazar is adopted JIT technique.

PROCESS OF VENDOR SELECTION IN Bigbazar LTD;

Totally 130 Vendors of the company.

Vendor Development Department (VDD) performs the Vendor selection

process.

Steps followed in Vendor selection are:

Step 1: Identification of company requirements.

Step 2: Search for the Vendors.

Step 3: Consideration of Vendor based on Infrastructure, financial status and Good

will of the Vendor

Step 4: Receiving Vendor Profile (based on spare facility, financial status, his

Customers, workers qualification)

Step 5: Final Selection of Vendor based on 3 Trial orders.

Step 6: Vendor rating as A, B, C and feedback and training.

MS-Excel is used to maintain Vendor database.

Telephone and E-Mail are the mode of Communication between the company

and vendors.

Quality standards are fixed for each product of the vendor according to Quality

Assurance department.


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Rejected raw materials are returned to vendor and vendor has to bare all the cost.

Vendor codes are given for financial transactions.

Company selects new vendors only in the following cases:

In case of increase in Production.

In case of new product development- where the existing vendor fails to supply

required raw materials.

Misunderstandings between the company and the Vendor in payments.

Company finds new vendors through the people of purchase department,

Yellow Pages and through Internet.

Risks involved in Vendor selection are:

New Supplier Risk- In case of new suppliers, Vendor has to adjust for the Company

standards.

Business Risk- Improper supply of quality raw materials.

Time Risk- Delay in Delivery Time of raw materials. This is the main part of

Purchasing.

To reduce the risks involved in vendor selection, company considers few measures

like Vendors infrastructure, good will and the employees of the vendor.

Process of Negotiation:

Company is finalizing the price for raw materials. Calculation of project cost and process cost which forms working cost is

calculated

and finalized by Costing department.


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Based on the working cost; Negotiation process is carried out. Vendor Development Department (VDD) is carrying the Negotiation process. Before receiving the raw materials, negotiation is carried out. 5% is the profit fixed by the company on all its finished goods.


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There are two types of payment;

Direct Payment-For DC department-90 to 100 days is the payment period.

Letter of Credit-For AC department- 90 days is the payment period.

Responsibility of Production Department:

1. Creating awareness among department personnel.2.

Identification of resource requirement & provision of adequate resource.

3. Participation in design review when necessary.4. Implementation of storage/handling instructions.5. In-process & final product are identified.6. Quality assurance department will be provided information by production

department for traceability of products.

7. Modification to system documents to incorporate proven corrective action.8. Handling, storage and preservation of materials and product.

Storage

Materials at the process stages shall be stored appropriately to prevent damages &

deterioration of quality.

Materials/Products/components are stored in identified locations.

Customer supplied products shall be stored along with appropriate identification

taking adequate care.


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MAINTENANCE DEPARTMENT

Integration

Through integration with other modules (for ex: materials management, production,

sales and distribution, personnel management, and controlling) the data is alwayskept current and processes that are necessary for plant maintenance and customer

service are automatically triggered in other areas (for ex: a purchase requisition for

non-stock material in the material management/purchasing area).

Responsibility

To attend breakdown of any machine.

To ensure enough spares are available. To ensure smooth work flow. To make sure all instruments are working properly. Maintenance of the whole building. To ensure all safety material is good condition.

When there is breakdown in the company the supervisor of that section reports

immediately to the maintenance department. Maintenance department immediately

attend to that machine if the machine is under warranty then maintenance department

solves the problem on their own. While working production supervision finds or

receives message from machine operator, about the possible malfunctioning of

machine completely stops. In such situation production supervisors writes the break

down slips. The maintenance supervisor analyses the solution like breakdown.

Technicians identify the exact failure and cause of the problem is solved and carries

out the rectification work. Then to ensure that the identified problem is solved they

check for trail runs of machine is handed over to the production and for completion of

job on the breakdown.

QUALITY ASSURANCE DEPARTMENT


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INTRODUCTION:

Quality is the fitness to end use. It is all pervasive. In this modern & competitive

world each & every company is training hard to introduce quality & detect free

products. K.E.C. is one such industry whose priority is not to be number one inquantity but in quality and reliability.

Bigbazar tries hard to see that the quality of a product is ensured by the total

investment of all workers. There are very skilled & smart employees who actively

take part in quality improvement.

QUALITY POLICY OF Bigbazar LTD;

To continually improve the effectiveness of the Quality management system,

conforming to ISO 9001:2008 Standard in design, manufacture, marketing & services

at competitive prices, products of such Quality resulting in Customer Satisfaction

Quality Reputation & Market Leadership.

Total Quality Management Depends on:

Shareholders Satisfaction

Employees satisfaction

Vendors satisfaction

Customers satisfaction

Quality Assurance Programmer takes into account the requirements of this part can

be used, after agreement between the purchaser and the manufacture, to verigy the

quality of the manufacturing process.

Responsibilities of Quality Assurance Department:

Achieving the quality requirement as per ISO 9001 for products manufactured. Delegation of duties to the staff along with issue, distribution and control of

documents and data.

Control of data prints & ensuring the same is maintained. Maintain records of products against identification and traceability. Carry out inspection/testing of products at predetermined stages.


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Ensure usage of only valid calibrated measuring instruments or equipment. Responsibility for identification, documentation, evaluation & notification to

the concerned department about the non conforming product to prevent their

inadvertent use. Reviewing none conforming & implementing appropriate corrective actions. Identification of appropriate statistical technique.

Inspection of Machine

Before start up, the machine should be tested as detailed below for proper execution

and readiness for operation:-Are the bolts are tightened at the feet of the machine. Is the machine is correctly coupled to the driving/driven machine. Is the machine is correctly connected.Do the brushes move freely in the boxes of the brush holders? Is the brush rocker in labelled position?Do the winding have minimum insulation resistance? Is the machine closed circuit cooling system in order?Are the bearings is in good condition and properly. Is the armature is free to rotate. Is the fuses and other protective device is in proper condition.


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STRUCTURE OF Q/A DEPARTMENT

Material Management Department functions

FUNCTIONS:

To exercise purchase budget control based on the material requirement. To prepare purchase order as for the procedure of company having. To plan for production item are based on the purchase requirement of MMD. To finalize the terms of purchase. Maintaining the document as per purchase of raw material. Maintaining the quality records in MMD. TO feed the materials to the production division at required delivery

schedules at an economic cost.

To plan and process material conforming to specification through adequateselection of sub contracts.

FUNCTIONS OF QUALITY ASSURANCE DEPARTMENT:

DEPUTY GENERAL MANAGER

SENIOR MANAGER

MANAGER

ASSISTANT MECHANICAL

MANAGERASSISTANT ELECTRICAL

MANAGER

INSPECTOR INSPECTOR


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Incoming material inspection and testing of products received at stores as perspecified purchase requirement as per documented procedures.

Suppliers quality rating.Assisting coordination in disposition of non conforming products.Preparation and maintaining of quality plans.Maintaining housekeeping and safety regulation in testing areas.Conducting routine engineering test on products.Generation of reports for analysis, review and initiating corrective and

preventive actions.

Ensuring proper identification, inspection status of products.

Customer inspection.

RESPONSIBILITY

Quality objectives. Control of documents. Control of records.

RESOURCE MANAGEMENT

Determination of competency. Identification of trainee.

PRODUCT REALIZATION

Planning of measuring instruments requirements. Product status identification & traceability.

PREVENTION OF PRODUCT DURING INSPECTION & TESTING

Calibration of measuring devices. Providing inspection/test/quality plans. Verification of purchased product/in-process and find inspection & testing.


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MEASUREMENT, ANALYSIS & IMPROVEMENT

Monitoring and measurement of product. Control of non-conforming products. Analysis of product. Continual improvement. Corrective action/prevention action.

TRAINING AND DEVELOPMENT

In the field ofhuman resource management,training and development is the field

concerned with organizational activity aimed at bettering the performance of

individuals and groups inorganizational settings. It has been known by several names,

including employee development, human resource development, and learning

and development.

Harrison observes that the name was endlessly debated by the Chartered

Institute of Personnel and Development during its review of professional standards in

1999/2000. "Employee Development" was seen as too evocative of the master-slave

relationship between employer and employee for those who refer to their employees

as "partners" or "associates" to be comfortable with. "Human Resource

Development" was rejected by academics, who objected to the idea that people were
http://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Developmenthttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Developmenthttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Developmenthttp://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Developmenthttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Human_resource_management


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"resources" an idea that they felt to be demeaning to the individual. Eventually,

the CIPD settled upon "Learning and Development", although that was itself not free

from problems, "learning" being an overgeneral and ambiguous name. Moreover, the

field is still widely known by the other names.

Training and development encompasses three main activities: training,

education, and development. Garavan, Costine, and Heraty, of the Irish Institute of

Training and Development, note that these ideas are often considered to be

synonymous. However, to practitioners, they encompass three separate, although

interrelated, activities:

TRAINING

This activity is both focused upon, and evaluated against, the job that an individual

currently holds.

Education

This activity focuses upon the jobs that an individual may potentially hold in

the future, and is evaluated against those jobs.

Development


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This activity focuses upon the activities that the organization employing the

individual, or that the individual is part of, may partake in the future, and is almost

impossible to evaluate.

The "stakeholders" in training and development are categorized into several

classes. Thesponsors of training and development are senior managers.

The clients of training and development are business planners. Line managers are

responsible for coaching, resources, and performance. Theparticipants are those who

actually undergo the processes. The facilitators are Human Resource Management

staff. And theproviders are specialists in the field. Each of these groups has its own

agenda and motivations, which sometimes conflict with the agendas and motivations

of the others.


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The conflicts are the best part of career consequences are those that take place

between employees and their bosses. The number one reason people leave their jobs

is conflict with their bosses. And yet, as author, workplace relationship authority, and

executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever

enhanced his or her career by making the boss look stupid." Training an employee to

get along well with authority and with people who entertain diverse points of view is

one of the best guarantees of long-term success. Talent, knowledge, and skill alone

won't compensate for a sour relationship with a superior, peer, or customer. An

innovative mind is what constitutes the difference between manufacturing and


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designing. At Bigbazar Home Fashions, this exceptional talent of thinking out of the

box is given the impetus to transform ideas into creations.

We always welcome a fresh influx of designs and dreams and are looking

towards enriching our team and providing a unique opportunity to fresh talent.

o Designerso Merchandiserso Production managers/executiveso Industrial engineerso Textile engineerso Floor in-chargeso Production supervisorso The remuneration, level and terms would be dependent on the qualifications

and pertinent experience.

o For designing/merchandising, preference would be given to NIFT graduates.


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IMPORTANCE OF TRAINING AND DEVELOPMENT

o OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training anddevelopment helps in optimizing the utilization of human resource that further

helps the employee to achieve the organizational goals as well as their

individuals goals.

o DEVELOPMENT OF HUMAN RESOURCE- Training and developmenthelps 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.


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o DEVELOPMENT OF SKILLS OF EMPLOYEES- Training anddevelopment helps in increasing the job knowledge and skill of employees at

each level. It helps to expand the horizons of human intellect and an overall

personality of the employees.

o ORGANISATION CLIMATE.

o QUALITY.

o HEALTHY WORK-ENVIRONMENT.

o HEALTH AND SAFETY.


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METHODS OF TRAINING

Training is a set of a systematic processes designed to meet learning objectives

related to trainees' current or future jobs. These processes can be grouped into the

following phases; needs analysis, design, development, implementation, and

evaluation. The phases are sequential, with the outputs of the previous phases

providing the inputs to those that follow. Figure 1 depicts the phases and their

relationships. Training delivery methods consist of the techniques and materials used

by trainers to structure learning experiences. Different training delivery methods are

better or worse at achieving various learning objectives. During the design phase (see

Figure 1) the different methods are examined to determine their appropriateness for

the learning objectives. Once appropriate methods have been identified, they are

applied to the training plan in the development phase.

There are three categories of learning objectives: knowledge, skills, and

attitudes (KSAs). Knowledge objectives are of three types: declarative, procedural,

and strategic. Declarative knowledge is the person's store of factual information.

Procedural knowledge is the person's understanding about how and when to apply the

facts. Strategic knowledge is used for planning, monitoring, and revising goal-

directed activity. Skill reflects one's proficiency at specific tasks such as operating a

piece of equipment, giving a presentation, or making a business decision. Attitudes

are beliefs and/or opinions about objects and events and the positive or negative

affect (feelings) associated with them. Attitudes affect motivation levels, which in

turn influence a person's behavior. Most training programs have learning objectives


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LECTURE METHOD

The lecture is best used for creating a general understanding of a topic. Several

variations in the lecture format allow it to be more or less formal and/or interactive.

In the pure lecture, communication is one wayfrom trainer to trainees. It is an

extensive oral presentation of material. A good lecture begins with an introduction

that lays out the purpose, the order in which topics will be covered, and ground rules

about interruptions (e.g., questions and clarification). This is followed by the main

body of the lecture in which information is given. The topic areas should be logically

sequenced so that the content of preceding topics prepares trainees for the following

topics. The lecture should conclude with a summary of the main learning points

and/or conclusions.

During the pure lecture trainees listen, observe, and perhaps take notes. It can

be useful in situations in which a large number of people must be given a limited

amount of information in a relatively short period; however, it is not effective for

learning large amounts of material in a short time period. Thus, an effective lecture

should not contain too many learning points. Trainees will forget information in

direct proportion to the amount of information provided. Because the pure lecture

provides only information, its usefulness is limited; when the only training objective

is to have trainees acquire specific factual information, better learning can be

achieved at less cost by putting the information into text. This allows trainees to read

the material at their leisure and as often as necessary to retain the material. The only

added value provided by the lecture is credibility that may be attached to the lecturer


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or the focus and emphasis provided by trainer presentation skills. Another major

benefit of the lecture is that it is interactive, and that trainees can ask questions or

have the presenter change the pace of the lecture if necessary.

DEMONSTRATION TRAINING METHOD

This method is a visual display of how something works or how to do

something. As an example, trainer shows the trainees how to perform or how to do

the tasks of the job. In order to be more effective, demonstration method should be

accompanied by the discussion or lecture method.

DISCUSSION METHOD

The discussion method uses two-way communication between the lecturer and

the trainees to increase learning opportunities. This method uses a short lecture (20

minutes or less) to provide trainees with basic information. This is followed by a

discussion among the trainees and between the trainees and the trainer that supports,

reinforces, and expands upon the information presented in the short lecture. Verbal

and nonverbal feedback from trainees allows the trainer to determine if the desired

learning has occurred. If not, the trainer may need to spend more time on this area

and/or present the information again, but in a different manner.

Questioning (by trainees or the trainer) and discussions enhance learning

because they provide clarification and keep trainees focused on the material.

Discussions allow the trainee to be actively engaged in the content of the lecture,

which improves recall and use in the future. Trainee questions demonstrate the level


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of understanding about the content of the lecture. Trainer questions stimulate thinking

about the key learning points.

The pure lecture is most useful when trainees lack declarative knowledge or

have attitudes that conflict with the training objectives. The discussion method is

more effective than the pure lecture for learning procedural and strategic knowledge

because of the discussion and questioning components. If the training objective is

skill improvement, neither the lecture or discussion method is appropriate.

Both the lecture and discussion method are useful for changing or developing

attitudes, though the discussion method is more effective. The lecture, and especially

the discussion, modify employee attitudes by providing new insights, facts, and

understanding.

E-LEARNING

Many companies have implemented e-learning, which encompasses several

different types of technology assisted training, such as distance learning, computer-

based training (CBT), or web-based training (WBT). Distance learning occurs when

trainers and trainees are in remote locations; typically, technology is used to

broadcast a trainer's lecture to many trainees in many separate locations. Distance

learning provides many of the same advantages and disadvantages as the lecture

method. Distance learning can be much less expensive than paying for trainees in

multiple locations to travel for a lecture, but it may reduce motivation to learn

because of the remoteness of the trainer.


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Computer-based training and web-based training are virtually similar. With

this type of training, content is delivered through the computer, using any

combination of text, video, audio, chat rooms, or interactive assessment. It can be as

basic as reading text on a screen or as advanced as answering quiz questions based on

a computerized video that the trainee has viewed. The difference between CBT and

WBT is that, with CBT, the training program is stored on a hard-drive, a CD-ROM,

or diskette. This means that it is not easy to update and may be more difficult for

employees to access. Conversely, WBT is housed online through either a company's

intranet or through the World Wide Web. This increases accessibility of training;

employees may even be able to train from their home computers. Additionally,

updates to content are quick and relatively easy. For example, if an error in the

training content is found, one update on the training program housed on a server

updates the content for every trainee who accesses it after that point. For a change to

made to CBT, new CD-ROMs or diskettes would have to be produced.

E-learning is an alternative to classroom-based training, and it can provide a

number of advantages. E-learning can:

reduce trainee learning time, by allowing trainees to progress at their own pace

reduce the cost of training, particularly by reducing costs associated with travelto a training location

provide instructional consistency, by offering the same training content toemployees worldwide


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allow trainees to learn at their own pace thereby reducing any boredom oranxiety that may occur

provide a safe method for learning hazardous tasks with computer simulations

increase access to training to learners in locations around the world

E-learning is effective at developing declarative and, in particular, procedural

knowledge. It can be useful in developing some types of skills and for modifying

attitudes. E-learning develops declarative knowledge through repeated presentation of

facts, using a variety of formats and presentation styles. It can do an excellent job of

describing when and how to apply knowledge to various situations. Procedural

knowledge is developed by allowing trainees to practice applying the knowledge to

various situations simulated by the software. This training delivery method is

valuable because it can automatically document trainee's responses, interpret them,

and provide appropriate practice modules to improve areas of weakness.

Using e-learning, skill development is limited by the software's ability to

mimic the trainee's job environment and context. For some situations, such as training

employees in the use of word processing, spread sheet, and other computer-based

software, e-learning is an appropriate choice for teaching skills. Here, the tasks and

situations trainees will face on the job are easily simulated by the training software.

On the other hand, it is very difficult to develop CBT software that realistically

simulates interaction between two or more people or a person and an object in a

dynamic environment. Other methods must be utilized for these situations.


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E-learning can be effective at developing or modifying attitudes. The factual

relationships among objects and events, and the consequences of particular courses of

action, can be portrayed in many ways with e-learning technology. How objects,

events and their relationships are perceived can be altered by the visual and textual

presented in a CBT. However, since the objects and events are simulated, rather than

real, the emotional or affective side of attitudes may not be activated. In addition,

there is no opportunity during e-learning to discuss attitudes with others in a setting

where a trainer can monitor, direct, and reinforce the discussion to support the desired

attitude(s). This may be one reason many adult learners indicate a preference for e-

learning to be combined with some form of instructor-based training. Trainees often

prefer blended training, which is when both computer and face-to-face training are

combined, and it is used by many organizations.

COMPUTER BASED TRAINING

With the world-wide expansion of companies and changing technologies, the

demands for knowledge and skilled employees have increased more than ever, which

in turns, is putting pressure on HR department to provide training at lower costs.

Many organizations are now implementing CBT as an alternative to classroom based

training to accomplish those goals.


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Behavioral methods are more of giving practical training to the trainees. The

various methods under behavioral approach allow the trainee to behave in real

fashion. These methods are best used for skill development.

The various methods that come under behavioral approach are:

o GAMES AND STIMULATIONo BEHAVIOR-MODELINGo BUSINESS GAMESo CASE STUDIESo EQUIPMENT STIMULATORSo IN-BASKET TECHNIQUEo ROLE PLAY

BEHAVIOR-MODELING:

Behavior modeling is used primarily for skill building and almost always in

combination with some other technique. Interpersonal skills, sales techniques,

interviewee and interviewer behavior, and safety procedures are among the many

types of skills that have been successfully learned using this method. While live

models can be used, it is more typical to video tape the desired behavior for use in

training. The steps in behavior modeling can be summarized as follows:

1. Define the key skill deficiencies2. Provide a brief overview of relevant theory


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3. Specify key learning points and critical behaviors to watch for4. Have an expert model the appropriate behaviors5. Have trainees practice the appropriate behaviors in a structured role play6. Have the trainer and other trainees provide reinforcement for appropriate

imitation of the model's behavior

Behavior modeling differs from role plays and games by providing the trainee

with an example of what the desired behavior looks like prior to attempting the

behavior. While this method is primarily behavioral, steps 2 and 3 reflect the

cognitively oriented learning features of the technique. Feedback to the trainee is

especially powerful when video is used to record both the model's and the trainee's

performance. Through split screen devices, the performance of the model and the

trainee can be shown side by side. This allows the trainee to clearly see where

improvements are needed.

Simulations are not good at developing declarative knowledge. Some initial

level of declarative and procedural knowledge is necessary before a simulation can be

used effectively. Although some knowledge development can occur in simulations,

usually other methods are required for this type of learning. Simulations provide a

context in which this knowledge is applied. Improving the trainees' ability to apply

knowledge (i.e., facts, procedures, strategies) is the focus of simulations. Simulations

do a good job of developing skills because they:


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simulate the important conditions and situations that occur on the job

allow the trainee to practice the skill

provide feedback about the appropriateness of their actions

Each of the different formats has particular types of skills for which they are more

appropriate:

Mechanical, machine operation, and tool-usage skills are best learned throughuse of equipment simulators.

Business decision-making skills (both day to day and strategic), planning, andcomplex problem solving can be effectively learned through the use of

business games.

The in-basket technique is best suited to development of strategic knowledgeused in making day-to-day decisions.

Case studies are most appropriate for developing analytic skills, higher-levelprinciples, and complex problem-solving strategies. Because trainees do not

actually implement their decision/solution, its focus is more on what to do

(strategic knowledge) than on how to get it done (skills).

Role plays provide a good vehicle for developing interpersonal skills andpersonal insight, allowing trainees to practice interacting with others and

receiving feedback. They are an especially effective technique for creating


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attitude change, allowing trainees to experience their feelings about their

behavior and others' reactions to it.

BUSINESS GAMES:

Business games attempt to reflect the way an industry, company, or functional

area operates. They also reflect a set of relationships, rules, and principles derived

from appropriate theory (e.g., economics, organizational behavior, etc.). Many

business games represent the total organization, but some focus on the functional

responsibilities of particular positions within an organization (e.g., marketing

director, human resource manager). These are called functional simulations. Games

that simulate entire companies or industries provide a far better understanding of the

big picture. They allow trainees to see how their decisions and actions influence not

only their immediate target but also areas that are related to that target.

Prior to starting the game trainees are given information describing a situation

and the rules for playing the game. They are then asked to play the game, usually

being asked to make decisions about what to do given certain information. The

trainees are then provided with feedback about the results of their decisions, and

asked to make another decision. This process continues until some predefined state of

the organization exists or a specified number of trials have been completed. For

example, if the focus is on the financial state of a company, the game might end when

the company has reached a specified profitability level or when the company must

declare bankruptcy. Business games involve an element of competition, either against


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other players or against the game itself. In using them, the trainer must be careful to

ensure that the learning points are the focus, rather than the competition.

CASE STUDY:

Case studies are most often used to simulate strategic decision-making

situations, rather than the day-to-day decisions that occur in the in-basket. The trainee

is first presented with a history of the situation in which a real or imaginary

organization finds itself. The key elements and problems, as perceived by the

organization's key decision makers, may also be provided. Case studies range from a

few pages in length to more than a hundred. Trainees are asked to respond to a set of

questions or objectives. Responses are typically, though not always, in written form.

Longer cases require extensive analysis and assessment of the information for its

relevance to the decisions being made. Some require the trainee to gather information

beyond what was in the case. Once individuals have arrived at their solutions, they

discuss the diagnoses and solutions that have been generated in small groups, large

groups, or both. In large groups a trainer should facilitate and direct the discussion.

The trainer must guide the trainees in examining the possible alternatives and

consequences without actually stating what they are.

Written and oral responses to the case are evaluated by the trainer. The trainer

should convey that there is no single right or wrong solution to the case, but many

possible solutions depending on the assumptions and interpretations made by the

trainees. The value of the case approach is the trainees' application of known

concepts and principles and the discovery of new ones. The solutions are not as


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important as the appropriateness with which principles are applied and the logic with

which solutions are developed.

EQUIPMENT SIMULATORS:

Equipment simulators are mechanical devices that incorporate the same

procedures, movements and/or decision processes that trainees must use with

equipment back on the job. Among those trained with this method are airline pilots,

air traffic controllers, military personnel, drivers, maintenance workers, telephone

operators, navigators, and engineers. To be effective the simulator and how it is used

must replicate, as closely as possible, the physical and psychological (time pressures,

conflicting demands, etc.) aspects of the job site. To facilitate this, the equipment

operators and their supervisors should be involved in the simulation design and pre-

testing. This reduces potential resistance to the training and, more importantly,

increases the degree of fidelity between the simulat

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