PROJECT REPORT

ON

TRAINING & DEVELOPMENT AT DABUR INDIA LTD.

SUBMITTED BY :

PRERNA TYAGIMBA (JULY 2009-11 BATCH)

Reg. No. 0209047

A project report submitted in partial fulfillment of the requirements for the degree of Master of Business Administration of Uttar Pradesh Technical University,

INDIA

GLOBAL INSTITUTE OF INFORMATION AND TECHNOLOGY, GREATER NOIDA

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DECLARATION

I hereby declare that the project report entitled “Training & Development at Dabur India

Ltd.” Submitted in partial fulfillment of the requirements for the degree of Masters of business

Administration to Uttar Pradesh Technical University, India, is my original work and not

submitted for the award of any other degree, diploma, fellowship, or any other similar title or

prizes. I would like to category mention that all the information that have been collected,

analyzed and known for the project is entirely authentic possession of mine .

Place: GREATER NOIDA (Prerna Tyagi)

Date: 09-07-10 Reg. No: 0209047

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CONTENTS Acknowledgement

1. Introduction

Objective of the study

Scope of the study

2. Company’s Profile

Dabur India Limited

Dabur as FMCG company

Company’s Past

Strategic Intent

Core Values

Milestone To Success

Dabur At- A- Glance

Accolades

Dabur World Wide

Corporate Governance

Centre Procurement & Planning Department

Dabur’s Products

Levels In Organisation

Dabur’s Major SBU’S

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3. Introduction to Training & Development program

Meaning of Training & Development Program

Training & Development Program Process

Methods of Training & Development program

4. Training & Development Program at Dabur

5. Human Resource

6. Research Methodology

7. Analysis and Findings

8. Limitations

9. Suggestions

10. Recommendations

11. Conclusion

12. Bibliography

13. Appendix

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ACKNOWLEDGEMENTThe Project “Training And Development“ has been developed during my

MBA summer training project.

I would like to express my utmost thanks to DABUR INDIA LTD. for granting me opportunity

to get exposure to industrial environment. I would like to thank Mr. Captain K. Santosh my

project guide for taking interest in my project and spending there valuable time for guiding me.

I would like to thank Mr. Rajul Sharma for discussing about Aspen and suggesting modifications, without his support project would not have reached its completion stage.

I extend my heartfelt thanks to Mr. Sanjeev Agrawal, Mr. Rajendra Singh and Mr.Thomos for giving me Excel guidance and clearing my doubts.

Lastly I would like to thank all the facility members of marketing department of

our institute who guided me to fulfill my project. (PRERNA TYAGI)

OBJECTIVES OF THE STUDY

To check the satisfaction level of staff regarding current training and development programme.

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To check the staff contribution in these programme.

SCOPE OF THE STUDY

The project covers the study of training & development program at staff level at the Sahibabad

unit of Dabur India Limited. The departments in which survey was conducted are as follows:

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HUMAN RESOURCE DEPT.

MAINTENANCE DEPT.

QUALITY ASSURANCE

PRODUCTION DEPT.

The employees of different departments of the organization gave full co-operation and support

by frankly answering the questions as prepared for their training & development program based

on their functions and behavior.

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COMPANY’S PROFILE

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DABUR INDIA LIMITED

Founding Thought: "What is that life worth which cannot bring comfort to others."

Vision: “Dedicated to the health and well being of every household.”

Mission: “To become a leading nature-based health and family care Products Company.”

Strategic Intent: To significantly accelerate profitable growth.

For This, The Need Of The Hour Is To:

Focus on growing core brands across categories, reaching out to new geographies,

within and outside India, and improve operational efficiencies by leveraging technology.

Be the preferred company to meet the health and personal grooming needs of target

consumers with safe, efficacious, natural solutions by synthesizing deep knowledge of

ayurveda and herbs with modern science

Provide consumers with innovative products within easy reach.

Build a platform to enable Dabur to become a global ayurvedic leader.

Be a professionally managed employer of choice, attracting, developing and retaining

quality personnel.

Be responsible citizens with a commitment to environmental protection.

Provide superior returns, relative to peer group, to shareholders.

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DABUR AS FMCG COMPANY

Today, the FMCG sector is the fourth-largest sector in the Indian economy and many FMCG

Company like HLL, ITC, Britannia, Tata Tea, Nestle, Godrej Consumer, Dabur, Marico, etc are there.

Dabur India Limited is India’s fourth largest FMCG Company. Dabur has five other subsidiaries —

Dabur Foods, Dabur Nepal, Dabur Egypt, Dabur Oncology and Dabur Pharma.

B u s i n e s s

Dabur’s product range encompasses health care, personal care, ayurvedic specialties and food

segments.

B r a n d s

Well-known brands include Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola, Lal Dant Manjan,

Nature Care, Pudin Hara & Real.

L o c a t i o n

Dabur has been marketing its products in more than 50 countries all over the world. The company has

offices and representatives in Europe, America and Africa. Manufacturing facilities are spread across

three overseas locations.

Turnover

Building on a legacy of quality and experience for over 100 years, today Dabur has a turnover of

Rs.1536.95 crore with powerful brands.

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COMPANY’S PAST

1884

 

Birth of Dabur

1896Setting up a manufacturing plant

1900s Ayurvedic medicines

1919Establishment of research laboratories

1920 Expands further

1936 Dabur India (Dr. S.K. Burman) Pvt. Ltd.

1972Shift to Delhi

1979 Sahibabad factory / Dabur Research Foundation

1986Public Limited Company

1992

Joint venture with Agrolimen of Spain

1993

Cancer treatment

1994

Public issues

1995

Joint Ventures

1996

3 separate divisions

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1997

Foods Division / Project STARS

1998

Professionals to manage the Company

2000 Turnover of Rs.1,000 crores

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STRATEGIC INTENT

To significantly accelerate profitable growth .For this, the need of the hour is to:

Focus on growing core brands across categories, reaching out to new geographies,

within and outside India, and improve operational efficiencies by leveraging technology.

Be the preferred company to meet the health and personal grooming needs of target

consumers with safe, efficacious, natural solutions by synthesizing deep knowledge of

ayurveda and herbs with modern science

Provide consumers with innovative products within easy reach.

Build a platform to enable Dabur to become a global ayurvedic leader.

Be a professionally managed employer of choice, attracting, developing and retaining

quality personnel.

Be responsible citizens with a commitment to environmental protection.

Provide superior returns, relative to peer group, to shareholders.

LOCATION OF OPERATIONS

Corporate Office

Kaushambi

Ghaziabad- 201010

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Registered Office

8/3, Asaf Ali Road, New Delhi – 110 002

Factories

o Alwar (Rajashtan)

o Baddi – Chyawanprash (H.P.)

o Baddi – Hajmola (H.P.)

o Baddi – Injectable Unit (H.P.)

o Kalyani (West Bengal)

o Katni (Madhya Pradesh)

o Narendrapur (Kolkata)

o Sahibabad Unit I & II (Ghaziabad, U.P.)

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Branch Offices

o Ahmedabad

o Bangalore

o Calcutta

o Chandigarh

o Chennai

o Delhi

o Guwahati

o Hyderabad

o Indore

o Jaipur

o Kochi

o Mumbai

o Patna

o Raipur

Overseas Offices/Factories/Subsidiaries

Dubai, UAE

Dabur International Limited 

P.O.Box 16944

Egypt

Dabur Egypt Limited

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Plot No.(5), Industrial Area (B-4)

10th of Ramadan City, Egypt

Bangladesh

Asian Consumer Care

245, Tejgaon Industrial Area, 

Dhaka 1208,

Nigeria

African Consumer Care Limited 

Ebani House

62, Marina Lagos

Nigeria.

London, United Kingdom

Dabur Oncology PLC

Lion Court

Farnham Road 

Bordon, Hampshire

GU35 0NF

Nepal

Dabur Nepal Private Limited

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Factory

Rampur Tokni, District Bara

Birgung, Nepal

Kathmandu Office:

TNT Building, Tinkune, Koteshwor

Kathmandu, Nepal

Birganj Office

Dabur Mess, Sheerpur

Birganj-14, Nepal

Dabur Nepal Nursery

Nepal Medicinal Plant Project

Nanepa, Janagal

Nepal

Subsidiaries

o Dabur Foods Ltd

Dabur Corporate Office

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4th Floor, Kaushambi-201010

Ghaziabad

Uttar Pradesh

o Others

Dabur Research Foundation

Plot No. 22, Site-IV

Sahibabad-201 010

Ghaziabad

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CORE VALUES

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People Development

Consumer Focus Team Work

Team Work

Innovation

Integrity

Ownership

Passion For Winning

MILESTONES TO SUCCESS

Dabur India Ltd. made its beginnings with a small pharmacy, but has continued to learn and

grow to a commanding status in the industry. The Company has gone a long way in popularizing

and making easily available a whole range of products based on the traditional science of

Ayurveda. And it has set very high standards in developing products and processes that meet

stringent quality norms.

1884 - Established by Dr. S K Burman at Kolkata

1896 - First production unit established at Garhia

1919 - First R&D unit established

Early 1900s – Production of Ayurvedic medicines

Dabur identifies nature-based Ayurvedic medicines as its area of specialization. It is the first

Company to provide health care through scientifically tested and automated production of

formulations based on our traditional science.

1930 - Automation and up gradation of Ayurvedic products manufacturing initiated

1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated

1940 - Personal care through Ayurveda

Dabur introduces Indian consumers to personal care through Ayurveda, with the launch of

Dabur Amla Hair Oil. So popular is the product that it becomes the largest selling hair oil

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brand in India.

1949 - Launched Dabur Chyawanprash in tin pack

Widening the popularity and usage of traditional Ayurvedic products continues. The ancient

restorative Chyawanprash is launched in packaged form, and becomes the first branded

Chyawanprash in India.

1957 - Computerization of operations initiated

1970 - Entered Oral Care & Digestives segment

Addressing rural markets where homemade oral care is more popular than multinational brands,

Dabur introduces Lal Dant Manjan. With this a conveniently packaged herbal toothpowder is

made available at affordable costs to the masses.

1972 - Shifts base to Delhi from Calcutta

1978 - Launches Hajmola tablet

Dabur continues to make innovative products based on traditional formulations that can provide

holistic care in our daily life. An Ayurvedic medicine used as a digestive aid is branded and

launched as the popular Hajmola tablet.

1979 - Dabur Research Foundation set up

1979 - Commercial production starts at Sahibabad, the most modern herbal medicines

plant at that time

1984 - Dabur completes 100 years

1988 - Launches pharmaceutical medicines

1989 - Care with fun

The Ayurvedic digestive formulation is converted into a children's fun product with the launch

of Hajmola Candy. In an innovative move, a curative product is converted to a confectionary

item for wider usage.

1994 - Comes out with first public issue

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1994 - Enters oncology segment

1994 - Leadership in health care

Dabur establishes its leadership in health care as one of only two companies worldwide to

launch the anti-cancer drug Intaxel (Paclitaxel). Dabur Research Foundation develops an

eco-friendly process to extract the drug from its plant source

1996 - Enters foods business with the launch of Real Fruit Juice

1996 - Real blitzkrieg

Dabur captures the imagination of young Indian consumers with the launch of Real Fruit

Juices - a new concept in the Indian foods market. The first local brand of 100% pure natural

fruit juices made to international standards, Real becomes the fastest growing and largest

selling brand in the country.

1998 - Burman family hands over management of the company to professionals

2000 - The 1,000 crore mark

Dabur establishes its market leadership status by staging a turnover of Rs.1, 000 crores.

Across a span of over a 100 years, Dabur has grown from a small beginning based on

traditional health care. To a commanding position amongst an august league of large corporate

businesses.

2001 - Super specialty drugs

With the setting up of Dabur Oncology's sterile cytotoxic facility, the Company gains entry into

the highly specialized area of cancer therapy. The state-of-the-art plant and laboratory in the

UK have approval from the MCA of UK. They follow FDA guidelines for production of drugs

specifically for European and American markets.

2002 - Dabur record sales of Rs 1163.19 crore on a net profit of Rs 64.4 crore

2003 - Dabur demerges Pharmaceuticals business

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Maintaining global standards

As a reflection of its constant efforts at achieving superior quality standards, Dabur became the

first Ayurvedic products company to get ISO 9002 certification.

Science for nature

Reinforcing its commitment to nature and its conservation, Dabur Nepal, a subsidiary of Dabur

India, has set up fully automated greenhouses in Nepal. This scientific landmark helps to

produce saplings of rare medicinal plants that are under threat of extinction due to ecological

degradation. 

Merger with Balsara

Merger of three Balsara companies – Besta Cosmetics, Balsara Hygiene Products and

Balsara Home Products to be effective from April 1, 2006.

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DABUR AT-A-GLANCE

Dabur India Limited has marked its presence with some very significant achievements and today commands a market leadership status.

 

Leading consumer goods company in India with 4th largest turnover of Rs.1536.95

crore (FY02)

2 major strategic business units (SBU) - Consumer Care Division (CCD) and

Consumer Health Division (CHD)

3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and Dabur International

and 3 step down subsidiaries of Dabur International - Asian Consumer Care in

Bangladesh, African Consumer Care in Nigeria and Dabur Egypt.

13 ultra-modern manufacturing units spread around the globe

Products marketed in over 50 countries

Wide and deep market penetration with 47 C&F agents, more than 5000 distributors

and over 1.5 million retail outlets all over India 

CCD, dealing with FMCG Products relating to Personal Care and Health Care

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Leading brands -

Dabur - The Health Care Brand

Vatika-Personal Care Brand

Anmol- Value for Money Brand

Hajmola- Tasty Digestive Brand

and Dabur Amla, Chyawanprash and Lal Dant Manjan

with Rs.100 crore turnover each

Vatika Hair Oil & Shampoo the high growth brand

Strategic positioning of Honey as food product, leading to

market leadership (over 40%) in branded honey market 

Dabur Chyawanprash the largest selling Ayurvedic medicine

with over 65% market share.

Leader in herbal digestives with 90% market share

Hajmola tablets in command with 75% market share of digestive

tablets category

Dabur Lal Tail tops baby massage oil market with 35% of total

share

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CHD (Consumer Health Division), dealing with classical Ayurvedic medicines

 Has more than 250 products sold through prescriptions as well as over the

counter

Major categories in traditional formulations include:- Asav Arishtas- Ras Rasayanas- Churnas- Medicated Oils

Proprietary Ayurvedic medicines developed by Dabur include:- Nature Care Isabgol- Madhuvaani- Trifgol

Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students 

ACCOLADES

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February 23, 2006 : Dabur India, the first company to achieve Rs 500 crore

manufacturing milestone in Uttaranchal. Also, it is the largest employer in that

region.

January 16, 2006 : Dabur bags ICSI National award for Excellence in Corporate

Governance.

September 26, 2005 , Simla : Bagged the Udyog Rants Award for Dabur’s commendable

contributions for economic development in the state of Himachal Pradesh.

July 8, 2005, Deriding : Won “Udyog Ratna” award for Dabur’s immense contribution

to the state’s economic development by the Government of Uttaranchal

2003 : Dabur India Limited gets CRISIL Corporate Governance and Value Creation

(GVC) rating.

2003 : Manufacturing facilities and systems of Dabur Nepal Pvt Ltd get certified in

January 2003 for having met the requirements of Codex Alimentarius Commission

Guidelines, Recommended International Code of Practices, and General Principles

of Food Hygiene.

2002 : Dabur Nepal Pvt Ltd gets Certificate of Hazard Analysis & Critical Control Point

(HACCP) plan verification for manufacturing of fruit juices & Tomato puree.

2001 : Dabur gets Certificate of Good Manufacturing Practices to manufacture

Ayurveda, Siddha or Unani Drugs.

2001 : Dabur Foods gets HACCP and GMP Certification in compliance with the US

Food & Drug Administration regulation.

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1995 : Dabur becomes the first Ayurvedic products company in India to get 

ISO 9002 certification.

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DABUR AS A WORLD WIDE

Dabur's mission of popularising a natural lifestyle transcends national boundaries.

Today there is global awareness of alternative medicine, nature-based and holistic

lifestyles and an interest in herbal products. Dabur has been in the forefront of

popularising this alternative way of life, marketing its products in more than 50

countries all over the world. 

Its products World Wide

Dabur have spread ourselves wide and deep to be in close touch with our overseas

consumers. 

Offices and representatives in Europe, America and Africa;

A special herbal health care and personal care range successfully selling in

markets of the Middle East, Far East and several European countries.

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Inroads into European and American markets that have good potential due to

resurgence of the back-to-nature movement.

Export of Active Pharmaceutical Ingredients (APIs), manufactured under

strict international quality benchmarks, to Europe, Latin America, Africa, and

other Asian countries. 

Export of food and textile grade natural gums, extracted from traditional plant

sources. 

Partnerships and Production

Strategic partnerships with leading multinational food and health care

companies to introduce innovations in products and services. 

Manufacturing facilities spread across 3 overseas locations to optimise

production by utilising local resources and the most modern technology

available.

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CORPORATE GOVERNANCE

In India, the Securities and Exchange Board of India (SEBI) stipulates corporate governance

standards for listed companies through the Clause 49 of the listing agreement of the stock

exchanges. SEBI, through circulars dated 29th October, 2004 and 29th March, 2005, has revised

the existing Clause 49 and has mandated listed companies to comply with the revised Clause

49by 31st December, 2005. As a Company, which is committed to ensuring good corporate

governance practices in all its dealings, Dabur has moved beyond merely meeting mandated

regulations and made concerted efforts to imbibe global standards of corporate governance. In

this pursuit, Dabur has already put in place systems and procedures and is fully compliant with

the revised Clause 49 well before it becomes mandatory. Thus at Dabur, we believe good

governance is key to a strong bond of trust between the company and all its stakeholders.

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Corporate Governance initiatives

Dabur has always gone beyond merely meeting mandated regulations and made

concerted efforts to imbibe global standards of Corporate Governance.

The company already has a majority of seven non-promoter directors – including five

independent directors - on its Board of 11 members. Of the remaining four promoter

Directors on the Board, three Directors - the Chairman and the Vice-Chairman and one

director - are all non-executive Directors. This composition of the Board has been in

compliance with the Clause 49 of the Listing Agreement, much before it was mandated.

The Company’s sound governance practice is evident from the presence of individuals of

high integrity and stature as independent directors on the Board.

The Company’s information disclosure standards in terms of its clear demarcation of

Board and management’s responsibilities, clear responsibilities of the Chairman and

CEO, Remuneration policy, financial performance, ownership pattern, shareholders rights

and Board membership criteria traverses a long way in establishing Dabur’s commitment

towards good Corporate Governance.

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AWARD FOR EXCELLENCE IN CORPORATE GOVERNANCE

Dabur bags ICSI National award for Excellence in Corporate Governance

New Delhi, January 16, 2006: Dabur India has bagged the prestigious National Award for

Excellence in Corporate Governance for the year 2005 awarded by Institute of Company

Secretaries of India (ICSI).

Dabur bags “Best Governed Companies” award for year 2005

Selected amongst 4,000 companies evaluated this year for this

award

Award recognizes Dabur’s leadership effort and initiatives in

practicing good governance

CENTRAL PROCUREMENT & PLANNING DEPARTMENT

Introduction

Dabur has established a Central Procurement & Planning Department (CPPD) to take care of all

high value purchases across the company. The CPPD is housed at the Kaushambhi Corporate

Office (KCO) and is headed by the Head - CPPD. Low value purchases are de-centralized at the

manufacturing units. A Unit Purchase Head heads the Purchase Department at the manufacturing

units.

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Dabur India Limited has also set up a cross-functional Purchase Committee to guide and oversee

the purchasing function at the KCO. The purchase committee comprises of the following:

Head – CPPD

Head – Marketing

Deputy General Manager – Operations

Chief Financial Officer

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DABUR PRODUCTS

Dabur Health Care Product Range

HEALTH SUPPLEMENTS

Dabur Chyawanprash

Dabur Chyawanshakti

Dabur Glucose-D

DIGESTIVES

Hajmola Yumstick

Hajmola Mast Masala

Anardana

Hajmola

Hajmola candy

Pudin hara –(Liquid and pearls)

Dabur Hingoli

NATURAL CURES

Shilajit Gold

Nature Care

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Shilajit

Ring Ring

Itch Care

Back-aid

Shankha Pushpi

Dabur Balm

Sarbyna Strong

Dabur Baby Care Product Range

BABY CARE

Dabur Lal tail

Dabur baby olive oil

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Dabur Janma

Dabur Personal Care Product Range

HAIR CAIR OIL

Amla Hair Oil

Amla Lite Hair Oil

Vatika Hair Oil

Anmol Sarson Amla

HAIR CAIR SHAMPOO

Anmol Silky Black Shampoo

Vatika Henna Conditioning   Shampoo

Vatika Anti-Dandruff Shampoo

Anmol Natural Shine Shampoo

SKIN CARE

Gulabari

Vatika Fairness Face Pack

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Dabur Oral Care Product Range

ORAL CARE

Dabur Red Gel

Babool Toothpaste

Dabur Red Toothpaste

Dabur Lal Dant Manjan

Dabur Binaca Toothbrush

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Dabur Food Product Range

REAL

Real Fruit Juice

Real Active

HOMMADE

A range of culinary ingredients giving us' The taste of Indian Kitchen

LEMONEEZ

Natural Lemon Juice

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HONEY

Pure natural Honey

CAPSICO

A fiery red-pepper sauce

Dabur Ayurveda Product Range

Dashmularistha

Ashokarishta

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Lauhasava

Mahanarayan Tail

Juritap

Madhuvani

Lavan Basked Chur

Dabur Recent Launches

Hajmola Yumstick

New Dabur Lal Solid Indian Dan

Dabur Anmol Shampoo

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Dabur Vatika Fairness Face Pack

Dabur Anmol Sarso Amla Hair Oil

Dabur Anardana Churan

Hajmola Candy

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DABUR MAJOR STRATEGIC BUSINESS UNITS

In India, the Company’s business is carried out by three Strategic Business Units (SBUs) namely:

Consumer Care Division (CCD), with a share of 82% in its total sales.

Consumer Healthcare Division (CHD), with a share of 8% in its total sales.

Dabur Foods Limited as a wholly owned subsidiary with a share of 10% in its total sales.

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CCD82%

CHD8%

Foods10%

% share in Domestic Revenues

CCDCHDFoods

LEVELS IN ORGANISATION

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SR.General Manager

G.M

Executive V.P

V.P

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Addl.G.M

Sr. MANAGER

D.G.M

MANAGER

Dy. MANAGER

Sr.Executive

Asst. MANAGER

Sr.officer

Asst. OFFICER

OFFICER

SUPERVISOR/CHEMIST.

HUMAN RESOURCE

Dabur places great deal of confidence on its excellent pool of human resources, which it realizes

is the key to its further growth strategy. The company continued its efforts to further align its

H.R policies, processes & initiatives to meet the business needs.

In line with its focus on international operations, Dabur implemented a uniform H.R structure

across all the groups company’s & operations. This will enable seamless transactions between

domestic and overseas position. Also the integration of the personnel of the erstwhile Family

Products Division (F.P.D.) & Health care products Division (H.C.P.D.) was implemented

efficiently to suit the requirements well within time. Major initiatives taken were:

45

Jr. MECHANIC

MECHANIC/Jr. CHEMIST

Sr. MECHANIC/ Sr. Asst.

WORKER

Dabur implemented were performance metrics for all key positions based on two aspects

of the Balanced Score Card Approach – Financial & Internal Business Process. This

approach clearly outlines the expectations from each position, & will be up grated to

include two more aspects for key managerial positions in 2004-05.

The Company institutionalized the “Assessment & Devel0opment Centre” (A.D.C.)

approach from all positions from staff to officer cadre & also at the senior levels to

objectively identify, develop & promo0te the talent from within, & to provide individual

feedback for development of the participating employees.

To encourage learning the Company is planning to set-up a learning centre, which will be

equipped with a library & I.T & Web-based sources of knowledge.

Dabur is committed to attract & nature fresh talent. Towards this end, the company

required over 20 candidates from leading management & engineering institutes in the

country, who will be inducted.

HUMAN RESOURCE PROCESS IN ORGANIZATION

Human Resource Recruitment SelectionPlanning

Training & SerializationDevelopment

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Performance Promotion, Transfers,Appraisal Demotions & Separations

47

INTRODUCTION TO

TRAINING&

DEVELOPMENT

CONCEPT OF TRAINING AND DEVELOPMENT PROGRAMS

48

Meaning of Training:

Working force is the most valuable asset of the business enterprise. If they have

understanding, competence and skill to accomplish their piece of work faultlessly in order to

develop such proficiency in the work, proper training of employees is must. Training acquaints

the workers with the intricacies of the work and makes him more efficient, productive and

meaningful.

The employee must have the theoretical and practice knowledge of the work, he is required to

perform. The theoretical knowledge can be gained in educational institutions but for the practical

knowledge training is required. In this way, the training acquaints the employee with the

requisite skill, real situations of the work and helps him in the faultless accomplishments of the

work.

“ The term training is used here to indicate only process by which the aptitudes, skill and abilities

of employees to perform specific jobs are increased”.

- Jucius

“ Training is the organized procedure in which people learn knowledge and / or skill for definite

purpose.”

- Dale, S. Beach

Thus training is an organised procedure by which the knowledge, ability, competence, skill

personality and productivity is increased.

Training Defined:

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Training is defined as learning that is provided in order to improve performance on the present

job.

A person's performance is improved by showing her how to master a new or established

technology. The technology may be a piece of heavy machinery, a computer, a procedure for

creating a product, or a method of providing a service

Notice that the last part of the definition states that training is provided for the present job. This

includes training new personnel to perform their job, introducing a new technology, or bringing

an employee up to standards.

Earlier it was stated that there are four inputs to a system: people, material, technology, and time.

Training is mainly concerned with the meeting of two of these inputs -- people and technology.

That is, having people learn to master a given technology.

Features of Training:

Employee Training and Development:

Reasons and Benefits :

Training involves an expert working with learners to transfer to them certain areas of

knowledge or skills to improve in their current jobs. Development is a broad, ongoing multi-

faceted set of activities (training activities among them) to bring someone or an organization up

to another threshold of performance, often to perform some job or new role in the future.

Typical Reasons for Employee Training and Development

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Training and development can be initiated for a variety of reasons for an employee or group of

employees, e.g.:

a.) When a performance appraisal indicates performance improvement is needed.

b) To "benchmark" the status of improvement so far in a performance improvement effort.

c) As part of an overall professional development program.

d) As part of succession planning to help an employee be eligible for a planned change in role in

the organization.

e) To "pilot", or test, the operation of a new performance management system.

f) To train about a specific topic .

Typical Areas of Employee Training :

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1. Communications: The increasing diversity of today's workforce brings a wide variety of

languages and customs.

2. Computer skills: Computer skills are becoming a necessity for conducting administrative and

office tasks.

3. Customer service: Increased competition in today's global marketplace makes it critical that

employees understand and meet the needs of customers.

4. Diversity: Diversity training usually includes explanation about how people have different

perspectives and views, and includes techniques to value diversity.

5. Ethics: Today's society has increasing expectations about corporate social responsibility.

Also, today's diverse workforce brings a wide variety of values and morals to the workplace.

6. Human relations: The increased stresses of today's workplace can include misunderstandings

and conflict. Training can people to get along in the workplace.

7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,

benchmarking, etc., require basic training about quality concepts, guidelines and standards for

quality, etc.

8. Safety: Safety training is critical where working with heavy equipment, hazardous chemicals,

repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.

General Benefits from Employee Training and Development

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There are numerous sources of on-line information about training and development. Several of

these sites (they're listed later on in this library) suggest reasons for supervisors to conduct

training among employees. These reasons include:

1. Increased job satisfaction and morale among employees.

2. Increased employee motivation.

3. Increased efficiencies in processes, resulting in financial gain.

4. Increased capacity to adopt new technologies and methods.

5. Increased innovation in strategies and products.

6. Reduced employee turnover.

7. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics

training).

DEVELOPMENT:

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The modern business environment requires that the business enterprise should go on developing

its own employees to take up higher positions. It is rightly said that development of employees,

capable of efficiently taking higher position is more important producing goods at cheaper rates.

According to Peter. F. Drucker, “ An institution which cannot its own managers will die. From

an overall point of view the ability of an institution to produce managers is more important than

its ability to produce goods efficiently and cheaply.”

Development of Personnel includes:

a) Training of employees;

b) Evaluation of employee qualities;

c) Transfer of employees;

d) Promotion of employees;

Thus, Development of employees is planned and organised process and programme of

employees training and growth at every level of management. Employees’ development is thus

an organised activity of employees’ professional growth.

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TRAINING vs. DEVELOPMENT

Training is an activity to increase understanding, skill and attitude to perform specific job

in better ways.

While Development means the growth of employees at every level of management by

planned and organised process.

The best possible performance of the specific job by the employee is the aim of training.

While Development aims at utilization of employees capability.

Training is the part of Development and also limited in its scope.

Where as Development is a wider term. It includes education, learning and training.

Training is imparted for a fix time period.

Development is a continuing process and unending activity in the industry.

Training is mostly the result of initiatives taken by management. It is result of some

outside motivation.

Development is result of internal motivation.

Training seeks to meet the current requirements of the job and the individual. In other

words it is a reactive process.

Development seeks to meet future needs of the job and individual, In other words, development

is a proactive process. Development is future oriented where as training focuses on the personal

growth of the employees.

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PRINCIPLES OF TRAINING

1. Principle of Motivation: The trainee must learn to work with courage, patience and aspirations. If the learner is

himself unwilling to learn nobody can make him learn. Therefore it is necessary that the

trainee should be told the objective of the work and benefits he will derive with the

successful completion of training, so that he may be motivated to contribute his best

efforts in learning the job.

2. Principle of Cooperation: The effective training can be imparted by developing a sense of fellow feeling with the

trainee. He should be provided with the tools and equipments he requires, guidance he seeks

and the treatment he deserves.

3. Principle of Reinforcement: After evaluation of progress in training, the trainee should be reward for better

performance and punished for the substandard performance. This arrangement will

enable workers to render better performance to get rewards.

4. Principle of practice: Practice definitely makes a man perfect. The human mind learns with practice only.

5. Principle of feedback: A human can anytime make an error; as such the employee will commit mistakes. His fault

should be pointed out and he should be shown the correct way. He should be explained

correctly about his mistake.

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NEED AND IMPORTANCE OF TRAINING

Newly recruited employee requires training so as to perform their tasks effectively.

Training is necessary to prepare existing employees for higher-level jobs (promotion).

Existing employees require the fresher trainings as to keep abreast of the latest

developments in job operations.

Training is necessary when a person moves from one job to another (transfers).

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TRAINING PROGRAM AT DABUR:

A general criteria to carry out training program at Dabur is as follows:

Over the period, various training programs are organized at Dabur India Limited .The

purpose of these programs was to bring awareness among the employees on the latest techniques

& technical up gradation &enhancement of their knowledge to improve the productivity,

efficiency, best resources utilization & built positive attitude and culture in the organization.

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Training Objective

Evaluation & follow up

Training needs Assesment

Planning a training program

Implementing the program

TRAINING PROCEDURE AT DABUR INDIA LTD:

In order to achieve the desired objectives the Training procedure at Dabur can be divided into

three phases. These are explained as follows:

PHASE 1: NEEDS ASSESMENT AND DEVELOPING THE TRAINING CALENDER.

This phase can be discussed as follows:

1. Needs assessment or identification of the training needs :

Needs assessment diagnoses present problems and future challenges to be met through

training and development in the company. This is done to systematically determine who

in the organization require training and in what areas. After the annual appraisal process

is complete, the areas of training for each individual are taken from the appraisal forms of

the personnel and a Data bank is prepared with the help of the same. This exercise is a

continuous and an ongoing process. Dabur spends vast amount of money on Training and

development of the employees. At times external guide is also called to give training to

the employees, as in Kaizen training program.

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2. Developing the Training Calendar:

After identifying the need of training a major activity is developing the training

Programme Calendar.Dabur every year modify its training calendar in accordance with

the needs of the employee. Based on the data bank, a list is prepared of the areas in which

most of the people require training these banks are then incorporated in the training

Calendar on the priority basis.

Training calendar consists the following details:

a) Listing of the training program during the year

b) Faculty assigned to give the training

c) Target group to which training has to be given.

d) Dates are to be mentioned on which the training program has to be accomplished.

The training needs records will be maintained in a manner suitable as decided by the HR

department..

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This training calendar is strictly followed and training program is conducted accordingly, to

fulfill the individual needs and the job requirement. The program can sometimes be Proponed or

Postponed keeping in the view the organization’s constraints. However the same will be

conducted whenever possible.

PHASE 2: CONDUCTION OF THE TRAINING PROGRAMMES

Two types of training programs are conducted in Dabur:

1. Internal Training programs

2. External Training programs

A. Conduction of the Internal Training Programs:

The Human Resource department of the company conducts the Internal or In-house

training programs. The following steps can do it

The participant’s list is drawn up from the data bank listing, the individuals who require

training in that particular area subject to their availability on the dates concerned.

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For conducting the Training programs either In house training faculty is used or

External faculty is invited to take some sessions like in Kaizen, an external trainer

Mr.J.M. Pant gives the training to the employees

Participants are informed about the training through Emails sent by the concerned

department heads giving the details about the time and venue of the of the programme,

the faculty, the schedule and the final list of the participants at least three days before

the conduction of the programme

Any sudden changes in the training program are accordingly informed to the concerned

department heads, to the participants and to the faculty

The various methods used to impart training are:

a) Short sessions by the Faculty

b) Presentations through LCD projectors

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c) PowerPoint slides

d) Group discussions

e) Video presentation

f) Role plays

g) Lectures

B. Conduction of the external training programmes:

Besides the internal training programmes there are various External training programmes,

which are been given to the employees. Procedure for the occurrence of the external training

programme is discussed as follows:

The Human Resource Department receives the communication from various sources such

as Training Institutes in the form of Brochures and letters. This information is being

recorded for references.`

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The training programmes are either technical or non technical such as-

Health safety management

Six sigma

Creativity &innovation

TPM (Total Productivity Manufacture)

Telephone skills for building the right company image

Training related to RO water treatment etc.

These training have been given to the employees. Organizers for these training

were from various reputed organizations like CII, ASSOCHAM, Tetratech, India

Habitat center etc.

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If the program is of a Technical subject, the brochure is sent to the concerned

department head for the nominations. If the programs on a Non-technical subject, then

the participants are selected from the data bank and the possible names are sent to the

concerned departmental heads. Subject to the availability of the person on the

concerned dates, the departmental head to the HRD confirms his nomination.

The nomination number bearing the code number unique to the participant, are

dispatched by HRD and have information about the individual being sponsored, his

designation and department along with details of the training Program.

Copies of these nomination letters are sent one to each: -

The organizer of the program.

The Participants

The concerned head of the department.

The Time office (to account for the attendance).

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The Accounts department (requesting them to make a cheque for the participation

fee) and,

One copy is retained for the records for future reference.

PHASE 3 : EVALUATION OF THE TRAINING PROGRAMMES

After the completion of the training program, the participants are given feedback forms to fill

up in which they evaluate: -

The course content

Objectives met by the training program

Applicability and feasibility of the program to their job

Techniques used by the trainer

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The Faculty

Time limit of the program

Employees also give their suggestions for the organized training program, they tell about

the scope of improvement in the program. Based on the suggestions given by the employees,

necessary amendments are done for the future. The respective employees duly attest

evaluation forms and the records of the feedback summary are maintained as a part of the

training records.

In the event of an immediate need of the training to be provided to an individual whereby

the standard procedure cannot be followed the required training will be provided to an

individual on the discretion of the head of the department and the Manager-HR.

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TRAINING RECORDS MAINTAINANCE:

The training records maintained are: -

The performance Appraisal forms which are maintained as a part of the personal files of

the individual till his/her service.

List of the participants for every training programme is maintained as a part of the

training records for a period two years.

Signed Attendance sheet of each participant for every programme conducted is

maintained as a part of the training records for a period of again two years.

Feedback forms filled by the participants are maintained as a part of the training file

for concerned programme for a period of one year.

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VARIOUS LEVELS AT WHICH TRAINING IS PROVIDED AT DABUR INDIA LTD.

There are five grades at which the training is given these are as follows:

GRADE VI : Supervisors

GRADE VII : Senior Assistants.

GRADE VIII : Assistants

GRADE IX : Junior Assistants

GRADE X : Permanent workers

Subdivisions of these groups are:

OC : Assistant officer

OB : Officer

OA : Senior Officer

7C : Senior Executive

7B : Assistant Manager

7A : Deputy Manager

6B : Manager

6A : Senior Manager

Grade OC and above are high-grade employees, they are also provided with the training e.g. On

‘Attitudinal changes’.

Now for the next one year i.e. 2007 Dabur is focusing on Kaizen, which is discussed in detail in

the later sections.

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RESAERCH METHODOLOGY

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RESEARCH METHODOLOGY

DATA SOURCES:

Primary data was collected by survey of executives of the company.

Secondary data was collected from historical records and websites of the company.

PRIMARY SOURCES

Questionnaire: A questionnaire was developed to know the training & development programs

needs at Dabur. It contains the questions and these questions were pertaining to the job, task,

duties & responsibilities, leadership, discipline etc. It was given to each employee as to provide

the answer of the relevant questions. Thus the relevant information related to the assessment

parameters was helpful to know the training & development programs requirement of the staff.

SECONDARY SOURCES

Historical records: Data regarding the origin and the history of the organization were obtained

from the historical records of the organization.

Websites: www.dabur.com from the intranet

SAMPLE SIZE: 20

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NATURE OF RESEARCH :

Exploratory research design.

RESEARCH APPROACH:

Primary data was collected by survey of executives of the company.

Secondary data was collected from historical records and websites of the company.

RESEARCH INSTRUMENT:

The data was collected through a structured questionnaire developed to gather information from

the staff

TYPE OF QUESTIONNAIRE:

Structure and Undisguised.

SAMPLING PLAN:

Various department of company like H.R, production, quality assurance, and maintenance.

DATA ANALYSIS:

Percentage method & through the help of charts.

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ANALYSIS

&

FINDINGS

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ANALYSIS & FINDINGS

Data collected through various manuals & information obtained through questionnaire reveal the

following major analysis and findings regarding the training effectiveness:

1. Company prepares the annual TRAINING CALENDAR for proper training.

2. The internal faculties in the classroom give most of the trainings. So relevant and work-

oriented examples are given and trainees can more easily relate it to their job.

3. According to the survey of employees result comes out that most of the trainings are given in

the area of social skills and knowledge then in the area technical skills. DIL provide trainings for

the techniques also.

4. DIL gives both types of trainings i.e. on the job trainings & off the job trainings.

5. According to survey 100% employees said that DIL provides training to all employees.

6. The training programs have been integrated with relevant job areas.

7. Due to the very interactive training sessions the trainees have become to clear their doubts.

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8. DABUR provides trainings on other topics also like world environment day etc.

9. After studying the qualifications and the designation of the employees of the different

departments, it was concluded that selections of employees are done very carefully. There was

no major deviation in the qualifications and their designations and hardly any mismatched was

found.

10. For the behavioral training internal trainings are generally preferred.

Are you aware about training and development programs?

100%

YesNo

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Do you think that training and development programs are essential for all employees of D.I.L.?

100%

YesNo

Who are the trainers in D.I.L.?

50%

5%5%

40%Manager

Supervisor

Training Experts

Professional Trainer

Outside faculty

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What may be the different reason for conducting T/D programs by organization?

35%

30%20%

15%

To improve quality & quan-tity of product

To improve knowledge & technical skills

To boost up the morale of an employee

To make familiar with the job

To minimize the accident

Which method of T/D is being used in D.I.L.?

45%

20%

35%

On the job Off the jobBoth

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When training is provided by D.I.L.?

35%

45%

10%10%

At the time of selection

At the time of performance appraisal

At the time of promotion

At the time of any change

Is D.I.L. provided training to the employees?

100%

YesNo

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At what time period D.I.L. provide training to the workers?

15%

65%

20%

6_12 month1_3 yearsAs per requirementNot decided

After T/D programs, how would you rate training program?

25%

50%

25%

Good

Outstanding

Satisfactory

Unsatisfactory

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Is there any method of giving feedback of the T/D coordinator after the T/D programs?

100%

YesNo

If yes what method does you use:

95%

5%

QuestionnaireDiaryReportInterview

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In the changing business scenario there is need for multi-skill T/D for the innovative category, do you think that all innovative person should be exposed to this type of training program?

100%

YesNo

Does D.I.L. need any change in its T/D programs in the view of fast changing technology?

60%

40%

YesNo

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What are the facilities given to the D.I.L. employees for effective T/D programs?

20%

20%

5%

55%

Refer to outside organisation

Refer to abroad

Lectures by the experts

All

What are the limitations of the T/D programs in D.I.L.?

55%35%

10% Limited counseling

Limited time

Without proper schedule

The benefits of training are not clear to top management

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Are you satisfied with the T/D programs, which have given to you by D.I.L.?

85%

15%

Fully satisfied

To some extent

To great extent

Not satisfied

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LIMITATIONS

&

SUGGESTIONS

LIMITATION OF THE STUDY

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Like any other things this study also suffers from various limitations. Out of them some major

limitations of this survey are listed bellow:-

This survey was conducted in the Sahibabad unit of Dabur so the findings are

applicable to this unit only and cannot generalized to the whole of DABUR.

Considering the short time duration the sample had to be restricted to 20 respondents.

The most difficult task was to get the valuable time of the industry personnel for the

face-to-face interview, which was an essential part of the project.

SUGGESTIONS

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Based on the analysis of data and the organizational structure the training process recommended is as follows:

1. In the beginning of every year Training Need Analysis Forms will be sent to every Senior Manager and General manger to fill for their immediate reporters. The filled forms should return to India Region Human Resources within 21 days of sending the forms.

2. Human Resources Manger will analyze the forms and according to clusters, nominate the person for the training and will get this approved by Director- India Region HR.

3. Training Invitation Letters will be sent to the employees stating the description of the training program chosen for him and asking him the availability for the program.

4. After getting the confirmation from the employee , the nominations will sent to the respective institute.

5. A Training Card will be given to each employee, stating which training he/she has attended till now and where. This card will be for the record of the person and HR department that which training programs a specific person has attended and what is the feedback of specific faculty.

6. Training Feedback will be taken from each employee and evaluate

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87

RECOMMENDATIONS

&CONCLUSIONS

RECOMMENDATIONS

Following points can be recommended for the growth and development of staff as on the

basis of their evaluation-

In case of job knowledge the staff is well aware about their duties and responsibilities and

handles hazards and additional responsibilities with great confidence & ease. So job

enlargement should be done as to motivate them and perform a variety of jobs

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Employees have self-dependence qualities as they require occasional supervision so a

Self-Directed-Work (only the employee is responsible for the whole work) should be

assigned to them. It will create leadership qualities in them.

Employees feel comfortable in case of changing working-conditions so periodic job

changes are required as to improve their interdepartmental co-operation and they will be

able to solve each other’s problems easily.

Most of the staff is in the favor of implementing new technologies and desire to learn

new concepts so new technologies should be implemented for their training &

development programmes as to expand their capabilities, knowledge, skills, etc.

As employees have the ability to take responsibilities for taking decision & feel

comfortable with their co-workers so some team-work should also be assigned to them.

It will be helpful in establishing leadership qualities & they also aware about each other’s

problems.

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CONCLUSIONS

In the new millennium when the corporate world is designing newer techniques for developing

employees and retaining them, the Dabur India Limited is no way behind and the

organizational structure is such that people works hand in hand to align the organizational goals

with the individuals’ goals. A lot of improvements can be brought about in the company with the

help of effective training and coaching.

Training & development program is helpful as to strengthen the employee’s productivity, their

promotion, transfer, training & developments needs etc. This is also helpful for the employees

for Self-evaluation. The organization provides training & development program to employees

not only to knowledge of the job but also for their increment & promotion. By training &

development programs we come to know that the whole staff also performs their job according

to the requirements of job.

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APPENDIX

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TRAINING & DEVELOPMENT PROGRAM DABUR INDIA L.T.D.(SAHIBABAD)

{QUESTIONNAIRE}

NAME ……………………………….

DEPARTMENT ……………………..

DESIGNATION……………………...

AGE ………………………………….

GENDER……………………………..

1. Are you aware about training & development programs?

A. Yes ( ) B. No ( )

2. Do you think that training & development is essential for the employees of D.I.L.?

A. Yes ( ) B. No( )

3. Who are the trainers in D.I.L.?

A. Managers ( ) B. Supervisors ( )

C. Training Experts ( ) D. Professional Trainer( )

E. Outsiders Faculty ( )

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4. What may be the different reason for conducting T/D programs by organization?

A. To improve quality & quantity of product ( )

B. To improve knowledge & technical skills ( )

C. To boost up the morale of an employee ( )

D. To make familiar with the job ( )

E. To minimize the accident ( )

5. Which method of T/D is being used in D.I.L.?

A. On the job ( ) B. Off the job ( ) C. Both ( )

6. When training is provide by D.I.L.?

A. At the time of selection ( )

B. At the time of performance appraisal ( )

C. At the time of promotion ( )

D. At the time of any change ( )

7. Are D.I.L. provide training to the employees?

A. Yes ( ) B. No ( )

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8. At what time period D.I.L provide training to the workers?

A. 6_12 month ( )

B. 1_3 years ( )

C. As per requirement ( )

D. Not decided ( )

9. After T/D programs, how would you rate training program?

A. Good ( )

B. Outstanding ( )

C. Satisfactory ( )

D. Unsatisfactory ( )

10. Is there any method of giving feedback of the T/D coordinator after the T/D programs?

A. Yes ( ) B. No ( )

I. If yes what method does you use:

i) Questionnaire ( )

ii) Diary ( )

iii) Report ( )

iv) Interview ( )

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11. In the changing business scenario there is need for multi-skill T/D for the Innovative

category, do you think that all innovative person should be exposed to this type of training

program:

A. Yes ( ) B. No ( )

12. Does D.I.L. need any change in its T/D programs in the view of fast changing technology?

A. Yes ( ) B. No ( )

13. What are the facilities given to the D.I.L. employees for effective T/D programs?

A. Refer to outside organization ( )

B. Refer to abroad ( )

C. Lectures by the experts ( )

D. All ( )

14. What are the limitations of the T/D programs in D.I.L.?

A. Limited counseling ( )

B. Limited time ( )

C. Without proper schedule ( )

D. The benefits of training are not clear to the top management ( )

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15. Are you satisfied with the T/D programs, which have given to you by D.I.L.?

A. Fully satisfied ( ) B. To some extent ( )

C. To Great extent ( ) D. Not satisfied ( )

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BIBLIOGRAPHYBIBLIOGRAPHY

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BIBLIOGRAPHY

Books Referred-

• Human Resource Management-V S P Rao Reprint:2006 189-216 

• Human resource and personnel management-K Aswathappa Second edition 189-217 

• Research Methodology – C.R. Kothari Second edition 95 - 111 

Websites:

• www.dabur.com  

•  http://en.wikipedia.org/wiki/Training_and_development  

• http://www.osp.state.nc.us/manuals/manual99/trng&dev.pdf  

•  http://commerce.idaho.gov/Portals/37/Publications/workforce_ training_fund.pdf  

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