TABLE OF CONTENTS
1) Research methodology 2) Introduction
3) Company Profile 4) Data Analysis 5) Findings 6) Recommendation
CHAPTER-1
INTRODUCTION
INTRODUCTION
Training is one of the processes required to turn new members of an
organisation into “productive insiders”.
“Training is a process of transmitting and receiving information related to
problem solving.” Halloram
“Training is the international act of providing means for learning to take
place.” Proctor and Thornton
“Training is a means to educate somewhat narrowly mainly by instruction,
drill and Discipline. It is referred as applying principally to the improvement
of skills and hence to learning how to perform specific tasks.” Yoder
“Training is being defined as an act of increasing the knowledge and skill of
an employee for doing a particular job. It is concerned with imparting
specific skills for particular purposes. Training is aimed at learning a skill by
a prescribed method of application of a technique.” Tripth
“Training is the formal procedure which a company utilizes to facilitate
learning so that the resultant behaviour contributes to the attainment of the
company’s goals and objectives.” Mc Ghee and Thayer
Thus, training refers to the efforts made on the part of the trainer who
facilitates learning on the part of the training to increasing skills knowledge
and perfection in a specific task for efficiency economy and satisfaction.
Upon reviewing the variety of definition of training available the following
characteristics can be listed as key elements for effective training.
Effective training is the learning experience
Effective training is a planned organizational activity
Effective training is a response to identified needs.
Training enables employees to demonstrate new concepts, build skills, solve
difficult interpersonal relationship and technical problems or gain insight
into behavior accepted as “the way thing are”.
A key assumption of training is that by giving employees skill and
insight for identifying and defining organizational problems, individual will
have greater capacity to change unproductive and unsatisfying
organizational structures and processes. It is a catalytic process that depends
largely on the abilities of informed and skilled members to develop their
tools for charge.
However, the individual abilities must be simultaneously supported by
organizational accountability so that, participants use their abilities to the
hilt to learn from the training programmes and transfer those learning to the
workplace and is technically termed as the transfer of training effects. It is
basically the process of increasing the knowledge and skills for doing a
particular job; an organized procedure by which people gain knowledge and
skill for a definite purpose.
TRAINING
Employee training is a specialized function and is one of the
fundamental operative functions of Human Resource Management.
Acc to FLIPPO,
“Training is the act of increasing the knowledge and skill of an
employee for doing a particular job.”
It is a short term educational process and utilizing a systematic and
organised procedure by which employees learn technical knowledge and
skills for a definite purpose.
Training refers to the organisation’s efforts to improve an individual’s
ability to perform a job or organizational role.
It can be defined as a learning experience in which it seeks a relative
permanent change in an individual that would improve his ability to perform
the job.
DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT
Training and development go hand in hand and are often used
synonymously but there is a difference between them.
Training is the process of learning a sequence of programmed behavior. It
is an application of knowledge. It gives people an awareness of the rules and
procedures to guide their behavior. It intends to improve their performance
on the current job and prepares them for an intended job.
Development is a related process. It covers not only those activities which
improve job performance but also those which bring about growth of the
personality. It helps individual in the progress towards maturity and
actualization of potential capabilities so that they can become not only good
employees but better human beings.
PRINCIPLES OF TRAINING
Motivation
Learning is enhanced when the learner is motivated. Learning experience
must be designed so learners can see how it will help in achieving the goals
of the organisation. Effectiveness of training depends on motivation.
Feedback
Training requires feedback. It is required so the trainee can correct his
mistakes. Only getting information about how he is doing to achieve goals,
he can correct the deviations.
Reinforcement
The principle of reinforcement tells the behaviors that are positively
reinforced are encouraged and sustained. It increases the likelihood that a
learned behavior well be repeated.
Practice
Practice increases a trainee’s performance. When the trainee’s practice
actually, they gain confidence and are less likely to make errors or to forget
what they have learned.
Individual Differences
Individual training is costly. Group training is advantageous to the
organisation. Individuals vary in intelligence and aptitude from person to
person. Training must be geared to the intelligence and aptitude of
individual trainee.
OBJECTIVES OF TRAINING
To increase productivity
An instructor can help employees increase their level of performance on
their assignment. Increase in human performance leads to increase in the
operational productivity and also the increase in the profit of the company.
To improve quality
Better trained workers are less likely to make operational mistakes. It can be
in relationship to the company or in reference to the intangible
organizational employment atmosphere.
To help a company fulfill its future personnel needs
The organizations having good internal training and development
programmes will have to make less changes and adjustments. When the need
arises, vacancies can be easily staffed.
To improve organizational climate
An endless chain of positive reactions result from a well planned training
programme.
To improve health and safety
Proper training can prevent industrial accidents. A safer atmosphere leads to
more stable attitudes on part of the employees.
Obsolescence prevention
Training and development programmes foster the initiative and creativity of
employees and can help prevent manpower obsolescence.
Personal growth
Employees on a personal basis gain individually from their exposure to
educational expressions. Training programmes give them wider awareness
and skills.
NEED FOR TRAINING
To impart to the new entrants the basic knowledge and skills they
Need for definite tasks.
To assist employees to function more effectively in their present
positions by exposing them to new concepts.
To build a line of competent people and prepare them to occupy more
responsible positions.
To reduce the supervision time, wastage and spoilage of new material.
To reduce the defects and minimize the industrial accidents.
To ensure the economical output of the required quality.
To prevent obsolescence.
To promote individual and collective morale, responsibility and
cooperative attitudes etc.
TYPES OF TRAINING
Training is required for several purposes. Accordingly training
programmes may be of the following types:
Orientation training: Induction or orientation training seeks to adjust
newly appointed employees to the work environment. Every new
employee needs to be made fully familiar with his job, his superiors and
subordinates and with the rules and regulations of the organisation.
Induction training creates self-confidence in the employees. It is also
knows as pre-job training. It is brief and informative.
Job training: It refers to the training provided with a view to increase the
knowledge and skills of an employee for performance on the job.
Employees may be taught the correct methods of handling equipment and
machines used in a job. Such training helps to reduce accidents, waste
and inefficiency in the performance of the job.
Safety training: Training provided to minimize accidents and damage to
machinery is known as safety training. It involves instruction in the use
of safety devices and in safety consciousness.
Promotional training: It involves training of existing employees to
enable them to perform higher level jobs. Employees with potential are
selected and they are given training before their promotion, so that they
do not find it difficult to shoulder the higher responsibilities of the new
positions to which they are promoted.
Refresher training: When existing techniques become obsolete due to
the development of better techniques, employees have to be trained in the
use of new methods and techniques. With the passage of time employee
may forget some of the methods of doing work. Refresher training is
designed to revive and refresh the knowledge and to update the skills of
the existing employees. Short-term refresher courses have become
popular on account of rapid changes in technology and work methods.
Refresher or re-training programmes are conducted to avoid obsolescence
of knowledge and skills.
Remedial training: Such training is arranged to overcome the
shortcoming in the behaviour and performance of old employees. Some
of the experienced employees might have picked up appropriate methods
and styles of working. Such employees are identified and correct work
methods and procedures are taught to them. Remedial training should be
conducted by psychological experts.
PROCESS OF TRAINING
Fig3.1- Sequential Model of an
effective Training Process
This model reveals some of the
biases, beliefs and philosophies
concerning how training should be conducted in an organisation.
Data Gathering
Establish objective
Identify resourcesDevelop curriculum
Solicit Feed- Back
Data Gathering/ Evaluation
Facilities transfer of learningPerform Training
Plan objectives
METHODS OF TRAINING
Fig 3.2- Methods of Training
On-the-job techniques
On the job techniques enables managers to practice management skills,
make mistakes and learn from their mistakes under the guidance of an
experienced, competent manager. Some of the methods are as:
Job Rotation: It is also referred to as cross straining. It involves placing
an employee on different jobs for periods of time ranging from a few hours
to several weeks. At lower job levels, it normally consumes a short period,
such as few hours or one or two days. At higher job levels, it may consume
much larger periods because staff trainees may be learning complex
functions and responsibilities.
Job rotation for managers usually involves temporary assignments that
may range from several months to one or more years in various departments,
plants and offices.
METHODS OF TRAINING
ON- THE- JOB METHODS
OFF- THE- JOB METHODS
Job rotation for trainees involves several short-term assignments, that
touch a variety of skills and gives the trainees a greater understanding of
how various work areas function.
For middle and upper level management, it serves a slightly different
function. At this stage, it involves lateral promotions which last for one or
more years. It involves a move to different work environment so that
manager may develop competence in general management decision making
skills.
Enlarged and enriched job responsibilities: By giving an employee
added job duties, and increasing the autonomy and responsibilities
associated with the job, the firm allows an employee to learn a lot about
the job, department and organisation.
Job instruction training: It is also known as step-by-step training. Here,
the trainer explains the trainee the way of doing the jobs, job knowledge
and skills and allows him to do the job. The trainer appraises the
performance of the trainee, provides feedback information and corrects
the trainee. In simple words, it involves preparation, presentation,
performance, and tryout and follows up.
Coaching: The trainee is placed under a particular supervisor who
functions as a coach in training the individual. The supervisor provides
the feedback to the trainee on his performance and offers him some
suggestions for improvement. Often the trainee shares some duties and
responsibilities of the coach and relives him of his burden.
A drawback is that the trainee may not have the freedom or opportunity to
express his own ideas.
Committee assignments: Here in, a group of trainees are given and
asked to solve an actual organizational problem. The trainees solve the
problem jointly. This develops team work and group cohesiveness
feelings amongst the trainees.
Off-the-job training
It includes anything performed away from the employee’s job area or
immediate work area. Two broad categories of it are:
In house programmes
These are conducted within the organizations own training facility; either by
training specialists from HR department or by external consultant or a
combination of both.
Off-site programmes
It is held elsewhere and sponsored by an educational institution, a
professional association, a government agency or an independent training
and development firm.
The various off- the- job training programmes are as follows:
Vestibule training: Herein, actual work conditions are simulated in a
class room. Material, files and equipment those are used in actual job
performance are also used in training. This type of training is commonly
used for training personnel for clerical and semiskilled jobs. The duration
of this training ranges from few days to a few weeks. Theory can be
related to practice in this method.
Role playing: It is defined as a method of human interaction that
involves realistic behaviour in imaginary situations. This method
involves action doing and practice. The participants play the role of
certain characters, such as production manager, HR manager, foreman,
workers etc. This method is mostly used for developing interpersonal
interactions and relations.
Lecture method: The lecture is a traditional and direct method of
instruction. The instruction organizes the material and gives it to the
group of trainees in the form of a talk. To be effective, the lecture must
motivate and create interest among the trainees. An advantage of this
method is that it is direct and can be used for a large group of trainees.
Conference or discussion: It is a method in training the clerical,
professional and supervisory personnel. It involves a group of people
who pose ideas, examine and share facts and data, test assumptions and
draw conclusions, all of which contribute to the improvement of job
performance. It has an advantage that it involves two-way
communication and hence feedback is provided. The participants feel
free to speak in small groups. Success depends upon the leadership
qualities of the person who leads the group.
Programmed instruction: This method has become popular in recent
years. The subject matter to be learned is presented in a series of
carefully planned sequential units. These units are arranged from simple
to mere complex levels of instructions. The trainee goes through these
units by answering questions or filling the blanks. This method is
expensive and time consuming.
EVALUATING THE EFFECTIVENESS OF TRAINING
An Investor in People evaluates the investment in training and
development to assess achievement and improve future effectiveness.
Kearns (1994) suggests that there are four groups of ‘measures’ of
training effectiveness which are used by organisation. The groups are as
follows:
- No Measurement
- Subjective Measures
- Qualitative Measures
- Objective Measures
The first group, in which no real measurement occurs, includes
activities undertaken as an “Act of Faith”, where no form of measurement is
attempted, such as initiatives to improve communications in organisation,
which seem to make people feel good and appear to have worked in some
intangible manner.
The second group includes subjective responses from trainees/course
delegates, as exemplified by the “Happy Sheet”. The main question asked is
about how individuals feel after the training. Organisations often make the
assumption that positive responses indicate training success and therefore
value to the organisation. However, course delegates may well give strong
positive response scores for a number of reasons, including the
presentational skills of the trainer, the quality of the venue, and the “feel
good” factor of indulging in a creative work group, and so on.
Quality measures appear to be more objective than the previous
group, but are often flawed by subjectivity as well. They are typified by
questionnaires asking delegates to “put a value on” the likely benefits of a
training programme.
Objective measures are the only really meaningful ones. However,
they challenge the provider of training to demonstrate how their training
activities feed through to the “bottom line”: in terms of return on investment
and return on the capital employed. There has often been an assumption, in
times past, that training somehow “justifies itself”, because it is all about
developing people. However, it is incumbent on organisations to look
critically at the ways in which they evaluate their training activities, lest they
fall prey to the subject approach and are badly caught out when a rigorous
analysis of all the functions of the organisation’s business is called for.
A desirable, if not essential, characteristic of all training programmes
is a built-in provision for evaluation. The four main dimensions of
evaluation are:
Evaluation of contextual factors
Training effectiveness depends not only on what happens during
training, but also on what happens before the actual training and what
happens after the training has formally ended. Evaluation should, therefore,
be done of both the pre-training and post-training work. Pre- training work
includes proper identification of training needs, developing criteria of who
should be sent for training, how many at a time and in what sequence,
helping people to volunteer for training, building expectations of prospective
participants from training etc. Post- training work includes helping the
concerned managers to plan to utilize the participant’s training, and provide
the needed support to them, building linkages between the training section
and the line departments and so on.
Evaluation of training inputs
This involves the evaluation of the training curriculum and its
sequencing.
Evaluation of the training process
The climate of the training organisation, the relationship between
participants and trainers, the general attitude, and approaches of the trainers,
training methods, etc are some of the important elements of the training
process which also needs to be evaluated.
Evaluation of training outcomes
Measuring the carry-home value of a training programme in terms of
what has been achieved and how much is the main task of evaluation. This,
however, is a complex technical and professional task. Benefits of a training
programme are not obvious and they are not readily measurable. Payoffs
from training are intangible and rather slow to become apparent. A central
problem is the absence of objective criteria and specific definitions of
relevant variables by which to measure the effectiveness either of specific
programmes or changes in employee behaviour. Nevertheless, the good
personnel managers do make an effort to systematically appraise the benefits
and results of their programmes.
In job-related training, the objective is to train people for specific job
skills so that their productivity may increase. Evaluation can be done either
to the direct criterion of increase in output or to the indirect criteria of
decrease in cost, breakage or rejects. Even more indirect are measures that
point out changes in absenteeism or turnover. The most difficult problems of
evaluation lie in the area of human relations skill training which is given to
the supervisors and middle- level managers. Supervisory and managerial
training programmes are, for this reason, less amenable to objective review
procedures. Much subjectivity enters into evaluations of these programmes,
since exact standards and criteria are hard to devise.
OVERVIEW OF THE INDUSTRY
The Indian economy continues to grow at a healthy pace with a 6.9%
growth in the financial year 2004-05 on the back of robust showing by
manufacturing and service sectors.
Within FMCG’s, the biscuit industry showed a robust volume growth
last year. The organized and branded biscuit industry in India is currently
estimated at around 900,000 tonnes having grown 12% last year, as
compared to the 7% growth of the FMCG sector. New players have entered
the market at the national level and the regional level, making the industry
dynamic and very competitive. Aggressive pricing activity, trade and
consumer promotions have pulled down the overall pricing power of the
brands in the market. This needs to be managed through the strong margin
management measures in order to sustain profitability in the industry. In last
year alone, the key input costs increased by 12-15%.
The per capita consumption continues to grow across all age groups
and socio-economic strata. Biscuits continue to maintain their position as
one of the most widely distributed and available packaged food categories in
India. 38% of the total volume comes from the rural markets though this
number varies by type of biscuit, with glucose being the most widely
distributed in rural markets at 50% overall sales. The market has also
migrated towards bulk and family packs that offer better value for money on
a per kg basis.
CHAPTER-2
RESEARCH
METHODOLOGY
OBJECTIVES OF THE STUDY
The first & foremost step in any research work is to identify the
problems or objectives on which the researcher has to work on. There are
two types of objectives met in this study, as explained below:
MAJOR OBJECTIVE
To analyze the existing training practices, its effectiveness and
recommend measures to improve the training practices in the
organisation.
MINOR OBJECTIVES
To study the frequency of training, training methods and their effects
on the trainees and recommend certain measures for improvement.
To understand the present practices enforced in respect of training at
the personnel department and recommend any changes if necessary.
To take feedback and analyze the level of satisfaction amongst the
employees in respect of training activities and suggest alternatives.
SCOPE OF THE STUDY
Training Effectiveness is the process wherein the management finds
out how effective it has been at training and developing the employees in an
organisation.
This study gives some suggestions for making the present training and
development system more effective.
It gives organization the direction, how to deal differently with
different employees.
It identifies the training & development needs present among the
employees.
MANAGERIAL USEFULNESS OF THE STUDY
The effectiveness of the training programmes can be established
through this study.
This study helps to understand, analyze & apply the core concepts of
training in an organisation.
Managers would be able to identify the need of training for its
employees.
Managers would know what employees think of the training and
development programmes and make changes if necessary.
METHODOLOGY
Every project work is based on certain methodology which is a way to
systematically solve the problem or attain its objectives. It is a very
important guideline and lead to completion of any project work through
observation, data collection and data analysis.
According to Clifford Woody,
“Research Methodology comprises of defining & redefining problems,
collecting, organizing &evaluating data, making deductions &researching
to conclusions.”
Accordingly, the methodology used in the project is as follows: -
Defining the objectives of the study
Framing of questionnaire keeping objectives in mind (considering the
objectives)
Feedback from the employees
Analysis of feedback
Conclusion, findings and suggestions.
SELECTION OF SAMPLE SIZE
The Company has a total strength of 96 officers and 403 workers. In
order to take a reasonable sample size and not to disturb the functioning of
the organisation, a sample size of 20% of the total strength of the Company
has been taken in order to arrive at the present practices of training in the
Company.
Accordingly, 20 officers and 40 workers have been selected at random
from all the departments of the organisation and feedback forms
(questionnaire) have been obtained. The data has been analysed in order to
arrive at present training practices in the organisation.
SAMPLING TECHNIQUE USED
The technique of Random Sampling has been used in the analysis of
the data.
Random sampling from a finite population refers to that method of
sample selection which gives each possible sample combination an equal
probability of being picked up and each item in the entire population to have
an equal chance of being included in the sample. This sampling is without
replacement, i.e. once an item is selected for the sample, it cannot appear in
the sample again.
DATA COLLECTION
To determine the appropriate data for research mainly two kinds of
data was collected namely primary & secondary data as explained below:
PRIMARY DATA
Primary data are those, which were collected afresh & for the first
time and thus happen to be original in character. However, there are many
methods of collecting the primary data; all have not been used for the
purpose of this project. The ones that have been used are:
Questionnaire
Informal Interviews
Observation
SECONDARY DATA
Secondary data is collected from previous researches and literature to
fill in the respective project. The secondary data was collected through:
Text Books
Articles
Journals
Websites
STATISTICAL TOOLS USED
The main statistical tools used for the collection and analysis of data
in this project are:
Questionnaire
Pie Charts
Tables
LIMITATIONS OF THE STUDY
The following are the limitations of the study:
The sample size was small and hence the results can have a degree of
variation.
The response of the employees in giving information was lukewarm.
Organization’s resistance to share the internal information.
Questionnaire is subjected to errors.
CHAPTER-3
COMPANY PROFILE
OVERVIEW OF BRITANNIA INDUSTRIES LTD
Baking practices were well known to Indian cuisine for thousands of
years, but the humble biscuit became a familiar and commonplace item of
diet only during the 20th century. The products and marketing strategies of
India’s premier food company Britannia Industries. Limited over the last
century have been responsible for this remarkable dietary acculturation.
The entire biscuits’ market is estimated to be 1.1 million tonnes per
annum, and valued at over Rs. 50 billion.
The biscuits segment enjoys one of the most developed markets for
any item of mass consumption, covering over 90 per cent of the overall
potential market. This implies that over 900 million Indians buy and eat
biscuits, with varying frequency in any year. The market is highly
competitive at the supply-side, with thousands of small-scale manufacturers
as well as others in the organized, large-scale sector.
The strength of the Britannia brand is demonstrated by the fact that it
stands far above all in this fiercely competitive market, with over 46 per cent
market share, by value (Source: ACNielsen ORG-MARG 2003).
ACHIEVEMENTS
Britannia is synonymous with the rise and growth of the biscuit
industry in India.
Throughout this process it has displayed an uncanny intuition about
emerging popular tastes for biscuits. This foresight, coupled with the will to
innovate and evolve new products, has been the impetus that has propelled
the Britannia brand ahead of the rest. Being the market leader, Britannia
Industries operates under an underlying principle of setting its own rules and
standards that have almost always become the adopted paradigm for the
entire biscuit industry.
It brought the health dimension to an industry that was traditionally
driven by taste alone. This is reflected in Britannia’s brand slogan,
introduced in 1997 that exhorted consumers to ‘Eat Healthy, Think Better’.
This was quickly embraced by the entire industry to come up with similar
promotional campaigns showing biscuits to be an epitome of a healthy,
happy diet.
Going beyond biscuits has been the most difficult challenge and a
litmus test for the company. Britannia entered the dairy category with the
launch of Britannia Milkman range of dairy products. With the success of
Britannia Milkman Cheese, it achieved a niche for itself in a category that
was defined by a competitor that had created the category.
- Britannia’s products retail in over 2 million outlets (Source: ACNielsen
ORG-MARG, 2003), selling approximately 200 million packs a month.
- With millions of happy consumers every month, Britannia is considered
to be one of the most trusted food brands in India (Source: ET Brand
Equity Study, 2003).
- Britannia has also successively made the Forbes List of 200 Best Small
Companies in the world for the years 1999, 2000 and 2002.
SEGMENT-WISE PERFORMANCE
The primary business segment of the company is bakery, which
consists of biscuits, bread and cakes. The overall sales have improved by
11% in volume and 10% in value during the year 2004-05.
-The Biscuit volume grew 12% and its value 10%.
-Bread volume grew 4% and its value 6%.
-Cake and Rusk volume grew 28% and their value 24%.
FACTS ABOUT BRITANNIA
Britannia products are sold in over 2 million outlets, reaching millions of
consumers who buy approximately 2.4 billion packs each year.
A small army keeps Britannia going- over 100 stock-keeping units, 3,000
employees, over 1,500 authorized whole sellers, 53 depots and 46
factories. The number of biscuits produced by Britannia in one year
would be equivalent of one pack of 12 biscuits for every two people in
the world.
Britannia has had a long association with cricket and its players. Nearly
half the members of the current Indian Cricket team serve as its brand
ambassadors.
Launched in 1997, Tiger became the largest selling Britannia biscuit
brand in just 4 months of its launch. It crossed the Rs 1 billion mark in its
very first year and is still going stronger.
PROFILE OF THE ORGANISATION
Britannia was incorporated in 1918 as Britannia Biscuits Co Ltd in
Calcutta. In 1924, Peak Freans, UK acquired a controlling stake, which later
passed on to the Associated Biscuits International (ABI) a UK based
company. During the ’50s and ’60s, Britannia expanded operations to
Mumbai, Delhi and Chennai. The exports of sea foods started in the ’70s.
In 1987, Nabisco Brands Inc, a well known European food company,
acquired ABI. In 1989, J M Pillai, a Singapore based NRI businessman
along with the Groupe Danone acquired Asian operations of Nabisco, thus
acquiring controlling stake in Britannia. Later, Groupe Danone and Nusli
Wadia took over Pillai’s holdings.
In 1977, the Government reserved the industry for small scale sector,
which constrained Britannia's growth. Britannia adopted a strategy of
engaging contract packers (CP) in the small scale sector. This led to several
inefficiencies at the operating level. In April ’97, the Government deserved
the industry for small scale sector, which constrained Britannia's growth.
Britannia adopted a strategy of engaging contract packers (CP) in the small
scale sector. This led to several inefficiencies at the operating level.
In April ’97, the Government deserved the biscuit sector from small
scale. Britannia has expanded captive manufacturing facilities and has
modernized and upgraded its facilities in the last five years. Today Britannia
is an organisation having its presence in both the national and international
markets and heading towards a bright future.
PARENT GROUP
Britannia's controlling stake is jointly with Groupe Danone and Nusli
Wadia. Groupe Danone is one of the leading players in the world in bakery
products business. It acquired interest in Britannia Industries in 1989 and
acquired controlling stake in 1993. Nusli Wadia group is one of the leading
industrial houses in the country, with interests mainly in textiles and
petrochemicals.
Britannia's plants are located in the 4 major metro cities - Kolkata,
Mumbai, Delhi and Chennai. A large part of products are also outsourced
from third party producers. Dairy products are out sourced from three
producers - Dynamix Dairy based in Baramati, Maharashtra, and Modern
Dairy at Karnal in Haryana and Thacker Dairy Products at Howrah in West
Bengal.
Britannia as a company was started in 1892 in Calcutta .The Britannia
brand was introduced about 80 years ago, and today enjoys a status of the
strongest food brand in the country with a net sales growth of 10%.
Britannia, as a company, is guided by the benefits of the long tradition
coupled with the most modern management practices.
The seeds of success are rooted in variety of factors. Britannia has an
excellent distribution network of over 100 stock- keeping units, 3000
employees, over 1500 authorized whole-sellers, 53 depots and 46 factories.
Britannia sells around 1.50 lakhs tones of biscuits, over 4500 tonnes of
breads and cakes and 3,000 tonnes of dairy products. Britannia products are
sold in over 2 million outlets, reaching millions of consumers who buy
approximately 2.4 billion packs every year.
Throughout its existence, Britannia has operated on the principle of
providing products to consumer that are healthy and tasty. This is brought
about by the use of high quality ingredients with a string focus on
“naturalness” and modern manufacturing practices. The company today has
a wide range of bakery products in the biscuit, bread and cake segments.
With its pioneering role in bakery sector, Britannia’s products are today has
excellent value wholesome and hygiene products for the consumer.
However, Britannia sees its role as being larger than just this. The company
has a commitment to the health of Indian masses, and this commitment is
especially strong in the context of children.
As the market leader, Britannia understands its responsibility of
providing the possible products to the consumers. No effort is spread in
acquiring the finest technology and products ideas, either indigenously or
from the internal associates, Group Danone of France.
In the last few years, the company has made a strong entry into the
mass-market segment with tiger brand. A range of products has been
introduced which, apart from the goodness of wheat, also provide the
benefits of milk, glucose and calcium. The brand has been welcomed by the
consumer in all markets and by all consumer types.
Britannia brand name has always stood for good wholesome food
values. Britannia is the epitome of health, hygiene and nutrition. It has
undergone a change, which is truly comprehensive in nature. The dynamic
new motto “EAT HEALTHY,THINK BETTER” is designed to captures the
very essence of purity, energy and freshness, implicit in all its food products
along with the existing products they have also expanded their portfolio with
the introduction of Britannia cheese and cheese spreads, Britannia butter and
Britannia dairy whitener. All of which have already created quite a stir in the
market.
Today, after over seven decades of being an in separable part of life in
India, Britannia is now set to usher its customers into a healthier and tastier
future.
BRITANNIA’S MILESTONE
1892
A humble beginning is made to manufacture biscuits in a small house in
central Calcutta with an investment of Rs 295.
1897
The Gupta Brothers acquired the business, and moved the operations to
Dum Dum, a suburb of Calcutta, under the name of V.S.Brothers.
1910
Advent of electricity helps mechanize the operations.
1914
V.S Brothers secure an initial order for 100 tonnes of “services”.
1918
Gupta Brothers take Mr. C.H. Holmes, an English businessman in Calcutta,
as a partner. The Britannia Biscuit Company limited is registered on March
21, 1918 and the brand name “Britannia” launched.
1919
Sales turnover was Rs 4, 60,896.
1921
New imported machinery is introduced and Britannia Biscuit Company
becomes the first company to install.
1924
Mumbai factory is set up. Peek Prean, U.K acquired a controlling interest in
Britannia Biscuit Company Limited.
1939-44
Sales increased to Rs 16, 27, 202, the business received a big fillip during
World War II” service biscuits are supplied in large quantities.
1952
Calcutta factory is relocated from Dum-dum to present site at Taratola road,
Delhi Biscuit Company is acquired.
1954
BBCo acquired the Delhi Biscuit Co and began the manufacture of sliced
and wrapped bread in Delhi.
1966
New Delhi plant is set up at the present site at Lawrence road and R&D
department is set in Mumbai factory.
1967
Chennai factory commences production.
1968
Britannia Biscuit Company celebrates golden jubilee.
1971
Seafood’s division is set up.
1973
An integrated processing and freezing plant for seafood was commissioned
at Thane.
1975
Public issue- Indian share –holdings distribution fro parry’s
1978
Company name changed to Britannia Industries Limited.
1982
Nabisco brand Inc. U.S.A becomes major foreign share holder.
1983
Sales crossed Rs 100 crores
1986
Soya products trial commences.
1989
The Executive office is moved from Mumbai to Bangalore. B.S.N acquires
stake in BIL through ABIL, U.K
1991
Soya unit at Vidisha divested.
1992
BIL celebrates its platinum jubilee.
1993
Wadia group acquires stake in ABIL U.K and becomes an equal partner with
Group Dan one in BIL.
1994
Sales crossed 10000 tonnes of biscuits.
1997
New Corporate identify “EAT HEALTHY THINK BETTER” launched.
BIL enters the dairy products market.
1998
Sales crossed Rs 10,000 million. (235 MN. Used)
1999
Opened a new category: SNACKING PRODUCTS.
2000
Sales increase by 14.43%, total sale of 1338.10 crores.
2001
Profit of 70.5 crores, an increase of 38.24%.
2004
The creation of a centralized set-up for payables processing, accounting and
MIS systems in the corporate office at Bangalore.
B RITANNIA LOGO
Logo consists of the Company name and slogan.
The logo along with the corporate statement is as:
“EAT HEALTHY, THINK BETTER” aims at positioning Britannia as the
most credible source of healthy yet tasty food product. The corporate
statement captures the Indian concept of unity of body and mind. The
colours used in the logo have it own significance.
Written in three colours:-Red, White and Green.
Red denotes Energy and Vitality.
White denotes Purity.
Green stands for Nutrition and Freshness.
Also there is green stroke beneath the company name, which denotes
surety for health and quality products.
The Hindi rendition of slogan “SWASTH KHAO, TAN MAN
JAGAO”.
MISSION OF THE COMPANY
“To dominate the food and beverage market in India through a
profitable range of tasty yet healthy products.”
Regarding the basis of setting mission and vision statement, Britannia
gives top most priority to “customer satisfaction”, followed by quality,
market leadership, increased profit variety, sales turnover and profit
maximization.
“Our markets are poised for exciting times. As a successful organisation, we
must not only keep pace with consumer expectation, but also anticipate
them. Our new identity is to lay the base to project our future as a successful
'food' company, a company that provides high quality and tasty, yet healthy
foods and beverages".
-Nusli Wadia, Chairman, Britannia Industries Limited.
"I conform to the view that there are three kinds of companies - those that
watch things happen; those that make things happen; and those that wonder
what happened. We certainly wish to make things happen…..My personal
commandment is Do unto others what you don't wish done unto you. It's not
the big who swallow the small; it is the fast that swallow the slow".
-Sunil Alagh, CEO, Britannia Industries Limited.
OBJECTIVES OF THE COMPANY
The objectives of the Company are:
Reduction in consumer complaints.
To start documentation of market returns dealer wise.
To empower the workmen on individual work area to ensure that only
quality products are passed onto the next stage of production.
Continuous training for the development of the human resources.
To minimize the accident rate.
Providing the minimum training base for manpower.
PRINCIPLES AND POLICIES OF THE COMPANY
The Principles and Policies of the Company are:
Derives from the company mission, vision and cherished values.
Build stronger bond between people.
Generating motivation to excel.
Enabling continuance learning and renewal of skills.
Providing opportunities to perform and potential to growth.
Generating a climate of trust, respect and team work.
Installing a sense of pride and belongingness.
Creating a happy climate for work.
Providing a base for retraining of manpower.
SOCIAL RESPONSIBILITY
Britannia recognizes its social responsibilities, and these are
manifested in the following various ways:-
Tsunami Relief- The Britannia family responded to the process of relief and
rehabilitation by voluntary donations from the employees that were matched
with cash contribution by the company and given to the Indian Red Cross
Society. The Company also supplied products and other articles of need to
the affected people.
Britannia – IMG- Britannia has been sporting the Indian Music Group at St
Xavier College at Mumbai for 20 years now. The annual festival, which
takes place around January, has been recognized as one of the most
significant music festivals in the country. Apart from this it also support the
Britannia IMG music centre in the college premises, which is a boasts of a
splendid music library and listening facilities.
Theatre- Britannia has been supporting theatre arts, a Bangalore-based
company, for the production of high quality English theatre. The latest
production, “the kiss of the Spiderwoman” was greeted with rave review in
Bangalore.
The Britannia Amritraj Tennis Scheme-This is a scheme sponsored by
Britannia, which is committed to producing high quality tennis players of
India. The scheme has already produced several champions such as Leander
Paes who have brought laurels to the country. The scheme is fully residential
program. Training is being provided by the highest quality coaches both
Indian and from overseas.
BRITANNIA-THE CORPORATE CITIZEN
Britannia constantly enriches the lives of so many people through its
philanthropic efforts.
Missionaries of Charity: Support has been consistently provided to the
Missionaries of Charity (Mother Tersa) in Calcutta. A special programme
called “We Care” was run to provide opportunities to the under privileged.
Donations of biscuits, uniforms etc. are provided regularly.
Spastic’s Society of Karnataka: Britannia also supports the Spastic’s
Society of Karnataka. In its continuous endeavour to contribute to society,
the company brought forth a unique concept of redressing its regular
stationery and donating the savings made on greeting cards to this worthy
cause.
CORPORATE CULTURE OF BRITANNIA
The Company promotes:
High degree of consumer satisfaction.
Open, interactive, convivial (lively) and innovative work atmosphere.
Result driven at all level but with sense of fairness.
Development of employees and continues renewal of skills.
ORGANISATION CHART
Fig 1.1- the flowchart of Organization
PERSONNEL MANAGEMENT CHART
Fig 1.2- The flowchart of Personnel Department
PERSONNEL MANAGER
SALES MANAGER
STANDARDS MANAGER
FINANCE MANAGER
PRODUCTION PLANNING MANAGER
SYSTEM MANAGER
UNIT HEAD
SECRETARY TO R.P.MANAGER
PERSONNEL OFFICERS
ASSISTANT PERSONNEL OFFICERS
REGIONAL PERSONNEL MANAGER
PRODUCTS
BISCUITS
CAKES
BREAD
BRAND DESCRIPTION
CREAM TREAT Sandwich Cream Biscuit
CHEKKERS Wafer Cream Biscuit
GOOD DAY Biscuits with Real Butter
NUTRI CHOICE Health Biscuits
MILK BIKIS Milk Biscuits
TIGER Health Force Biscuits
MARIEGOLD Semi sweet, Light, Teatime Biscuits
LITTLE HEARTS Sugar Glazed Puffed Pastry Biscuits
50-50 Sweet and Salt Crackers
SNAX Flaky Salted Crackers
MERRI CAKE Single Slice Cakes
Sliced Bar Cakes
PREMIUM BAKE Sliced Sandwich Bread
Soft, White Bread
PROBLEMS OF THE ORGANISATION IN RESPECT OF THE
TRAINING NEEDS
The training department of the Company is confronted with the
following problems:
- There is no regular training schedule for the officers and staff.
- The training given to the employees is not standardized.
- No work study has been done on the requirement of training.
- No in-house training programmes have been conducted.
CHAPTER-4
DATA ANALYSIS
QUESTIONNAIRE ANALYSIS FOR WORKERS IN BIL
1) How many training programmes have you attended during the last year?
No of programmes No. of Respondents
Upto 2 25
3-5 10
6-8 4
More than 8 1
Total 40
INTERPRETATION
35% of the workers have attended 3-8 training programmes in the last year which is the
clue of a useful training policy of the organisation. However, 62% of the workers have
attended only 0-2 training programmes, which should be effectively seen by the
organisation. Also, every worker should be given chances to attend as many training
programmes as possible.
2) The training given is useful to you.
Options No. of Respondents
Strongly agree 19
Moderately agree 10
Can’t say 5
Moderately disagree 5
Strongly disagree 1
Total 40
INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13% respondents
could not comment on the question and 16% think that the programmes were irrelevant to
their objective of being useful. The organisation must ensure programmes that are useful
and prove to cater to the developmental needs of the workers.
3) The time limit of the training programme was sufficient.
Options No. of Respondents
Strongly agree 7
Moderately agree 14
Can’t say 5
Moderately disagree 6
Strongly disagree 8
Total 40
INTERPRETATION
42% respondents feel that the time limit of the training programme was adequate but 35%
feel that it was insufficient. Also, 13% could not comment on the question. All the
respondents though felt that increase in time limit of the programmes would certainly be
advantageous and the organisation should take some steps in this direction.
4) The time limit of the training programme, if increased would make it more effective.
Options No. of Respondents
Strongly agree 18
Moderately agree 8
Can’t say 4
Moderately disagree 8
Strongly disagree 2
Total 40
INTERPRETATION
65% respondents feel that the increase in the duration of the training programmes would
be beneficial but 25% differ to this opinion. Going by the majority, the organisation
should make required changes to increase the duration of the programmes and also take
the opinion of the workers to have an effective training session.
5) The training was effective in improving your on-the-job efficiency.
Options No. of Respondents
Strongly agree 15
Moderately agree 10
Can’t say 5
Moderately disagree 6
Strongly disagree 4
Total 40
INTERPRETATION
62% respondents believe that the training programmes increase their job efficiency but
25% disagree to this. The respondents were of the opinion that having current topics for
the training programmes and also some sessions by an external faculty would help them
increase their on the job efficiency.
6) The training aids used were effective in improving the overall effectiveness of the
programme.
Options No. of Respondents
Strongly agree 10
Moderately agree 4
Can’t say 12
Moderately disagree 8
Strongly disagree 6
Total 40
INTERPRETATION
35% respondents believe that the training aids were effective in improving the overall
efficiency of the programme. Contrary to this, 35% disagree and 30% could not comment
on the issue. The organisation should ensure positive awareness about the training aids
used. Also, the use of better presentation aids should be facilitated.
7) The number of training programmes organized for workers in a year is sufficient.
Options No. of Respondents
Strongly agree 7
Moderately agree 6
Can’t say 4
Moderately disagree 15
Strongly disagree 8
Total 40
INTERPRETATION
33% respondents believe that the number of training programmes organized in a year is
sufficient, but a majority of 57% disagrees to this. The organisation should ensure
multiple programmes for the workers and hence enable them in improving their skills and
knowledge.
8) The participation of workers in training programme would help increase its
effectiveness.
Options No. of Respondents
Strongly agree 20
Moderately agree 9
Can’t say 5
Moderately disagree 4
Strongly disagree 2
Total 40
INTERPRETATION
72% respondents feel that participative and interactive training session could provide
more awareness and knowledge in a small span of time as compared to classroom
teaching. 13% respondents could not comment on this and 15% disagree to it.
9) Please suggest any changes you would like to have in the existing training
programmes.
The major suggestions for changes in the existing training programmes are as
follows:-
The workers were of the opinion that external faculty should be appointed for the
training programmes.
The period of the training sessions should be augmented.
The rate of the training programmes organized in a year should be increased.
Every one should get a chance to attend the training programmes.
Documentaries and other films relating to issues of motivation, team building
should be screened.
Practical examples should be used to make things easy to understand during the
training sessions.
Better technological aids and methods should be used to make the training
sessions exciting.
CHAPTER-5
FINDINGS
FINDINGS
The major findings of the project are enumerated as follows:
Training is considered as a positive step towards augmentation of the knowledge base
by the respondents.
The objectives of the training programmes were broadly known to the respondents
prior to attending them.
The training programmes were adequately designed to cater to the developmental
needs of the respondents.
Some of the respondents suggested that the time period of the training programmes
were less and thus need to be increased.
Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.
Some respondents believe that the training sessions could be made more exciting if
the sessions had been more interactive and in line with the current practices in the
market.
The training aids used were helpful in improving the overall effectiveness of the
training programmes.
The training programmes were able to improve on-the-job efficiency.
Some respondents also recommended that the number of training programmes be
increased.
CHAPTER-6
RECOMMENDATIONS
RECOMMENDATIONS
Based on the data collected through the questionnaire and interactions with the
Officers and Workers of BIL the following recommendations are made for consideration:
The organisation may utilize both subjective and objective approach for the training
programmes.
The organisation may consider deputing each employee to attend two training
programmes each year.
The In-house training programmes will be beneficial to the organisation as well as
employees since it will help employees to attend their official work while undergoing
the training.
The organisation can also arrange part time training programmes in the office
premises for short durations, spanning over a few days, in order to avoid any
interruption in the routine work.
The organisation can arrange the training programmes department wise in order to
give focused attention towards the departmental requirements.
ANNEXURES
QUESTIONNAIRE FOR THE WORKERS OF BIL
1) How many training programmes have you attended during the last year?
No of programmes No. of Respondents
Upto 2 25
3-5 10
6-8 4
More than 8 1
Total 40
2) The training given is useful to you.
Options No. of Respondents
Strongly agree 19
Moderately agree 10
Can’t say 5
Moderately disagree 5
Strongly disagree 1
Total 40
3) The time limit of the training programme was sufficient.
Options No. of Respondents
Strongly agree 7
Moderately agree 14
Can’t say 5
Moderately disagree 6
Strongly disagree 8
Total 40
4) The time limit of the training programme, if increased would make it more effective.
Options No. of Respondents
Strongly agree 18
Moderately agree 8
Can’t say 4
Moderately disagree 8
Strongly disagree 2
Total 40
5) The training was effective in improving your on-the-job efficiency.
Options No. of Respondents
Strongly agree 15
Moderately agree 10
Can’t say 5
Moderately disagree 6
Strongly disagree 4
Total 40
6) The training aids used were effective in improving the overall effectiveness of the programme.
Options No. of Respondents
Strongly agree 10
Moderately agree 4
Can’t say 12
Moderately disagree 8
Strongly disagree 6
Total 40
7) The number of training programmes organized for workers in a year are sufficient.
Options No. of Respondents
Strongly agree 7
Moderately agree 6
Can’t say 4
Moderately disagree 15
Strongly disagree 8
Total 40
8) The participation of workers in training programme would help increase its effectiveness.
Options No. of Respondents
Strongly agree 20
Moderately agree 9
Can’t say 5
Moderately disagree 4
Strongly disagree 2
Total 40
9) Please suggest any changes you would like to have in the existing training programmes.
---------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------- ----------------------------------------------------------------------------------------------------------
BIBLIOGRAPHY
BIBLIOGRAPHY
Effective Planning in Training and Development Leslie Rae
World Class Training Kaye Thorne
Training in Practice Blackwell
Human Resource Management C.B.Gupta
Human Resource Management T.N.Chabra
Human Capital Journal