INTRODUCTION

Training and development has emerged as a major educational system in the last two
decades in India, it has been widely accepted as critical input for improving managerial
performance and organizational effectiveness. Every organization needs to have well-trained
and experienced people to perform activities that have to be done. If the current job occupant
can meet this requirement, training is not important. But when this is not the case, it is
necessary to raise the skills levels and increase the versatility and adaptability of employees.
Inadequate job performance or a decline in a productivity or changes resulting out of job
redesigning or a technological break-through require some type of training and development
efforts.
Training development and education are three terms frequently used. Training is a
process of learning sequence of programmed behavior. Ii is application of knowledge. It gives
people an awareness of rules and procedure to guide their behavior development is related
process. It covers not only those activities which improve job performance, but also those
which bring about growth of personality and potential capacity so that they not only become
good employees including operatives, supervisor and executive/manager in every
organization. Employees will enhance their skills, knowledge and attitude for meeting the
present as well as future job needs. Operatives, superiors and managers who occupy higher
responsibilities have key tasks to be performed in the organization. Training helps them to
perform those tasks effectively.
In simple terms, training and development refers to the imparting of specific skills,
abilities and knowledge to an employee. A formal definition of training & development is
it is any attempt to improve current or future employee performance by increasing an
employees ability to perform through learning, usually by changing the employees attitude
or increasing his or her skills and knowledge. The need for training & development is
determined by the employees performance deficiency, computed as follows:

Training & Development need = Standard performance Actual performance.

Introduction of the Company

HERITAGE FOODS INDIA LIMITED is a leading financial intermediary established in

1994. A team of experienced and qualified professionals manages Heritage across all the level
of management. Mr. Ashok Kumar Jain, a chartered Accountant having more than 20 Years of
experience in capital markets, promotes the company. Heritage has been on a growth path
under his able leadership and values of integrity and transparency have been in calculated in
all company employees. Over the years Heritage has played a successful role in clients
wealth creation. In the process Heritage also refined itself, as an investment advisor and is
poised to provide complete Investment Management Solution to its valued clientele.
Heritage values of integrity and transparency in all its transactions are embedded deep into
roots helps it to provide excellent services, steady growth and complete satisfaction to all its
clients. Heritage strongly believes that success is only the end result of clients growth.
Heritage has followed a consistent growth path and is established as one of the leading
broking houses of the country with the support and confidence of clients, investors,
employees, and associates.

COMPANY PROFILE:
HERITAGE AT A GLANCE:
The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is one of the fastest
growing Private Sector Enterprises in India, with three-business divisions viz., Dairy, Retail
and Agri under its flagship Company Heritage Foods (India) Limited (HFIL), one
infrastructure subsidiary - Heritage Infra Developers Limited and other associate Companies
viz., Heritage Finlease Limited, Heritage International Limited and Heritage Agro Merine
Private Limited. The annual turnover of Heritage Foods crossed Rs.347 crores in 2006-07
and is aiming for Rs.700 crores during 2007-08.

Presently Heritages milk products have market presence in Andhra Pradesh, Karnataka,
Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore, Chennai and
Hyderabad. Integrated agri operations are in Chittoor and Medak Districts and these are
backbone to retail operations.
In the year 1994, HFIL went to Public Issue to raise resources, which was oversubscribed 54
times and its shares are listed under B1 Category on BSE (Stock Code: 519552) and NSE
(Stock Code: HERITGFOOD)

ABOUT THE FOUNDER:

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic, Progressive and
Visionary Leaders of the 21st Century. With an objective of bringing prosperity in to the rural
families through co-operative efforts, he along with his relatives, friends and associates
promoted Heritage Foods in the year 1992 taking opportunity from the Industrial Policy, 1991
of the Government of India and he has been successful in his endeavor.
At present, Heritage has market presence in all the states of South India. More than three
thousand villages and five lakh farmers are being benefited in these states. On the other side,
Heritage is serving more than 6 lakh customers needs, employing more than 700 employees
and generating indirectly employment opportunity to more than 5000 people. Beginning with
a humble annual turnover of just Rs.4.38 crores in 1993-94, the sales turnover has reached
close to Rs.300 crores during the financial year 2005-2006.
Sri Naidu held various coveted and honorable positions including Chief Minister of Andhra
Pradesh, Minister for Finance & Revenue, Minister for Archives & Cinematography, Member
of the A.P. Legislative Assembly, Director of A.P. Small Industries Development Corporation,
and Chairman of Karshaka Parishad.
Sri Naidu has won numerous awards including Member of the World Economic Forum's
Dream Cabinet" (Time Asia), "South Asian of the Year (Time Asia), Business Person of the
Year (Economic Times), and IT Indian of the Millennium (India Today).

Sri Naidu was chosen as one of 50 leaders at the forefront of change in the year 2000 by the
Business Week magazine for being an unflinching proponent of technology and for his drive
to transform the State of Andhra Pradesh.

FORWARD LOOKING STATEMENTS:

We have grown, and intended to grow, focusing on harnessing our willingness to experiment
and innovate our ability to transform our drive towards excellence in quality, our people first
attitude and our strategic direction.

MISSION:
Bringing prosperity into rural families of India through co-operative efforts and providing
customers with hygienic, affordable and convenient supply of Fresh and Healthy" food
products.

VISION:
To be a progressive billion dollar organization with a pan India foot print by 2012.To achieve
this by delighting customers with "Fresh and Healthy" food products, those are a benchmark
for quality in the industry.
We are committed to enhanced prosperity and the empowerment of the farming community
through our unique "Relationship Farming" Model.
To be a preferred employer by nurturing entrepreneurship, managing career aspirations and
providing innovative avenues for enhanced employee prosperity.

HERITAGE SLOGAN:
When you are healthy, we are healthy
When you are happy, we are happy
We live for your "HEALTH & HAPPINESS"

QUALITY POLICY OF HFIL:

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We are committed to achieve customer satisfaction through hygienically processed and

packed Milk and Milk Products. We strive to continually improve the quality of our products
and services through up gradation of technologies and systems.
Heritage's soul has always been imbibed with an unwritten perpetual commitment to itself, to
always produce and provide quality products with continuous efforts to improve the process
and environment.
Adhering to its moral commitment and its continuous drive to achieve excellence in quality
of Milk, Milk products & Systems, Heritage has always been laying emphasis on not only
reviewing & re-defining quality standards, but also in implementing them successfully. All
activities of Processing, Quality control, Purchase, Stores, Marketing and Training have been
documented with detailed quality plans in each of the departments.
Today Heritage feels that the ISO certificate is not only an epitome of achieved targets, but
also a scale to identify & reckon, what is yet to be achieved on a continuous basis. Though, it
is a beginning, Heritage has initiated the process of standardizing and adopting similar quality
systems at most of its other plants.

MILK PRODUCERS:
CHANGE IN LIFE STYLES OF RURAL FAMILIES IN TERMS OF:

Regular high income through co-operative efforts.

Women participation in income generation.

Saved from price exploitation by un-organized sector.

Remunerative prices for milk.

Increase of milk productivity through input and extension activities

Shift from risky agriculture to dairy farming

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Heritage

Financial support for purchase of cattle; insuring cattle

Establishment of Cattle Health Care Centers

Supplying high quality Cattle feed

Organizing "Rythu Sadasu" and Video programs for educating the farmers in dairy
farming

CUSTOMERS:

Timely Supply of Quality & Healthy Products

Supply high quality milk and milk products at affordable prices

Focused on Nutritional Foods

More than 4 lakh happy customers

High customer satisfaction

24 hours help lines ( <10 complaints a day)

EMPLOYEES:

Enhancing the Technical and Managerial skills of Employees through continuous

training and development

Best appraisal systems to motivate employees

Incentive, bonus and reward systems to encourage employees

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Heritage forges ahead with a motto "add value to everything you do"

RETURNS:
Consistent Dividend Payment since Public Issue (January 1995)

SERVICE:

Highest impotence to investor service; no notice from any regulatory authority since
2001 in respect of investor service

Very transparent disclosures

SUPPLIERS:
Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavored drinks AlfaLaval: supplier of high-end machinery and technical support Focusing on Tetra pack
association for products package.

SOCIETY:

Potential Employment Generation more than 3500 employees are working with
heritage

more than 9500 procurement agents got self employment in rural areas more than

5000 sales agents associated with the company

Employment for the youth by providing financial and animal husbandry support for
establishing MINI DAIRIES

Producing highly health conscious products for the societ

QUALITIES OF MANAGEMENT PRINCIPLES:

1. Customer focus to understand and meet the changing needs and expectations of customers.
2. People involvement to promote team work and tap the potential of people.
3. Leadership to set constancy of purpose and promote quality culture trough out the
organization.
4. Process approach to assess the efficiency and effectiveness of each process.
5. Systems approach to understand the sequence and interaction of process.
6. Factual approach to decision making to ensure its accuracy.
7. Continual improvement processes for improved business results.
8. Development of suppliers to get right product and services in right time at right place.

PRODUCT / MARKET WISE PERFORMANCE:

The total turnover is Rs 2073 Crores during the financial year 2014-15 against the turnover of
292.02 Crores in 2005-06. Today Heritage distributes quality milk & milk products in the
states of A.P, Karnataka, Kerala & Tamil nadu.

MILK SALES:
23% growth was recorded in AP 2.38 lakhs liters per day(LLPD) in 2006-07 against 1.93
LLPD in 2005-06. 13% growth was recorded in Tamilnadu-1.53 LLPD in 2006-07 against
1.35 LLPD in 2005-06. Overall growth of 6% was recorded- 5.49 LLPD in 2006-07 against
5.16 LLPD. Flavored milk sales recorded a growth rate of 77% over 2005-06. Butter milk
sales have gone up by 45% over 2005-06.

OUTLOOK:

Considering the growth potential in the liquid milk market, the company has drawn plans to
increase its market share in the existing markets and to enter into new markets there by
doubling revenues in dairy business in the next 3 years. To achieve this object, company is
undertaking major expansion in dairy business by inverting over Rs20 crores during 2006-07
and over Rs10 crores during the current year to strengthen the milk procurement.

BRANCHES OF HFIL:
HFIL HAS 3 WINGS. THEY ARE
1.

Dairy

2.

Retail

3.

Agribusiness

1. DAIRY:
It is the major wing among all. The dairy products manufactured by HFIL are
Milk, Curd, Butter, Ghee, Flavored Milk, Paneer, Doodhped & Ice Cream.

2. RETAIL:
In the retail sector HFIL has outlets namely Fresh. In those stores the products sold are
vegetables, milk& milk products, grocery, pulses, fruits etc.
In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4 respectively are there.
Totally there are 26 retail shops are there.
Fresh is a unique chain of retail stores, designed to meet the needs of the modern Indian
consumer. The store rediscovers the taste of nature every day making grocery shopping a
never before experience.

The unique& distinctive feature of Fresh is that it offers the widest range of fresh fruits and
vegetables which are directly handpicked from the farms. Freshness lies in their merchandise
and the customers are always welcomed with fresh fruits and vegetables no matter what time
they walk in.

3. AGRI BUSINESS:
In this business HFIL employees will go to farmers and have a deal with them. Those farmers
will sell their goods like vegetables, pulses to HFIL only. And HFIL will transport the goods
to retail outlets.
The agricultural professors will examine which area is suitable to import vegetables from and
also examine the vegetables, pulses and fruits in the lab. And finally they report to the HeadAgribusiness. Representatives as per the instructions given by the agri professors will
approach the farmers directly and make a deal with them. It is the process of registering the
farmers.

ORGANISATIONAL HIERARCHY

Chairman and Managing Director

Sr. Vice Presidents

Vice President

Sr. General Manager and Manager

Dy. General Manager

Asst. General Manager

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Manager

Dy. Manager

Asst. Manager

Executive

Staff

Workmen

HR DEPARTMENT CHART

Vice President (HR & Legal)

Dy. Manager (Legal)

Sr. General Manager

Confidential Executive
11

Dy. Manager (HR)

Security Executive

Assistance Manager (HR)

Executive (HR)

Superviso
r

Security Guard

TRAINING AND DEVELOPMENT

NATURE:
Training can be viewed as a continuous process with definable strengths and weaknesses. The
necessity of training is to orient the employee for higher responsibility and tasks. Training
does not begin and end training regulates itself. Training to be more effective should be in
responsible to needs of organization. In all training there is education and in all education
there is training and these two processes cannot be separated from development.

TRAINING IS THE RESPONSIBILITY OF FOUR MAIN GROUPS:

Top management which plans the instructional programs.

The personal department-which the instructional programs.

Supervisors who implement and apply development procedure.

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Employees who provide feedback, suggestions for corporate endeavor.

Training is a powerful tool, which will have a major impact on both employee productivity
and morale. As the job becomes complex, the importance of employee development also
increases. Training attempts to improve the employee performance on the current job or
prepare them for an intended job.
Training refers to the teaching /learning activities carried on for the primary purpose of
helping the employee of an Training is the organization to acquire and apply the knowledge,
skills, abilities need by that organization the effective functioning of any organization
requires that employees learn to perform their job at a satisfactory level of proficiency.
Activity of increasing the knowledge and skill of an employee for doing a particular job.
Training is a short-term educational process and utilizing a systematic and organization
procedure by which employees learn technical knowledge and skills for definite purpose.
Training benefits management by raising the standards of quality, building the organization
structure but also heightens the morale of employees, reduces dissatisfaction and enables
them to develop and rise within the organization by earning power and job security.
Training courses are most effective when they are intensive and are held over a few days
away from the office. This helps in getting feedback on all aspects of organization as well as
vital check on training itself.
The HERTIAGE

LTD - PSPD management keeps all this in view and provides their

employees right kind of training at right time to meet with the environmental changes.
Organizations effectiveness is dependent on its ability to accomplish the following three
objectives:
1.

To achieve its goals

2.

To maintain itself internally

3.

To adapt to its environment

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TRAINING INPUTS:
There are three primary types of inputs:

Skill

Attitudes

Knowledge

SKILL:
Training activities encompass activities ranging from acquisition of a simple mechanical skill
to a complex administrative one.

ATTITUDE:
Through orientation programs the organization has to mould and build up favorable attitude
of the employee towards the organizational goals.
Training program therefore, should mould the employees attitudes supporting
company activities. The primary purpose of training is the optimum man-task
relationship.

KNOWLEDGE:
EMPLOYEE SHOULD POSSESS:
Knowledge about the job, factory, industry and its organization in general specific knowledge
about the job, knowledge about the particular disciplines relating to the job. Training aimed at
imparting knowledge to employees that the organization provides for understanding of all the
modern industry.
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The primary purpose of training is to establish a sound relationship between employee and
his job. This purpose can be served when the workers attitude is in the favor of the job, when
the workers knowledge regarding the job and organization is adequate, and when the worker
possesses the required skill.

AREAS OF TRAINING:

Training in company policies and procedures (production training)

Training in particular skills.

Training in human relations.

Training in problem solving

Managerial and supervisory skills

Apprentice training.

TRAINING POLICY:
A Companys training policy represents the commitment of its top management to training
and is expressed in the rules and procedures, which govern or influence the standard and
scope of training in the organization.

TRAINING POLICIES ARE MUST FOR THE FOLLOWING

REASONS:

To highlight the firms approach to the training function, provide guidance for design and
execution, and to provide information regarding programs to all employees.

Formulation of policy helps in identification of priority areas in training, and since

resources are scarce, they are prioritized according to felt needs.

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A training policy document helps to communicate the firms intent regarding an

employees career planning, and also gives the employee the opportunity to better his
prospects through training
Definition of Training and Development is any attempt to improve current or future employee
performance by increasing an employee s ability to perform through learning, usually by
changing the employees attitude or increasing his or her skills and knowledge. The need for
training and development is determined by the employees performance deficiency, computed
as follows:
Training and Development need =Standard performance-Actual performance.
We can make a distinction among Training, Education and Development.such distinction
enables us to acquire a better perspective about the meaning of the terms. Training, as was
stated earlier, refers to the process of imparting specific skills. Education, on the other hand,
is confined to theoretical learning in classrooms.

TRAINING AND EDUCATION DIFFERENTIATED:

Training

Education

Application

Theoretical Orientation

Job Experience

Classroom Learning

Specific Tasks

General Concepts

Narrow Perspective

Broad Perspective

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Though training and education differ in nature and orientation, they are complementary. An
employee who undergoes training is presumed to have had some formal education. No
training is complete without an element of education. In fact, the distinction between training
and education is getting increasingly blurred nowadays. As more and more employees are
called upon to exercise judgment and to choose alternative solutions to the job problem,
training programs seek to broaden and develop the individual through education. For
instance, employees in well paid jobs and or employees in the service industry may be
required to make independent decisions regarding their work and their relationships with
clients. Hence, organizations must consider elements of both education and training while
planning their training programs.
Development refers to those learning opportunities designed to help employees grow.
Development is not primarily skills-oriented. Instead, it provides general knowledge and
attitudes, which will be helpful to employees in higher positions. Efforts towards
development often depend on personal drive and ambition. Development activities, such as
those supplied by management developmental programs, are generally voluntary.
To bring the distinction among training, education and development into sharp focus, it may
be stated that training is offered to operatives, whereas developmental programs are meant for
employees in higher positions. Education however is common to all the employees, there
grades notwithstanding.

IMPORTANCE OF TRAINING:
The importance of Human resource management to a large extends depends on human
resource development and training is its most important technique. No organization can get a
candidate who exactly matches with the job and the organization requirements. Hence,
training is important to develop the employee and make him suitable to the job. Training
works towards value addition to the company through HRD.
Job and organizational requirements are not static, they are changed from time to time in
view of technological advancement and change in the awareness of the total quality and
productivity management (TQPM). The objectives of the TQPM can be achieved only
through training, which develops human skills and efficiency. Trained Employees would be
17

valuable assets to an organization. Organizational efficiency, productivity, progress and

development to a greater extend depend on training. If the required training is not provided, it
leads to performance failure of the employees. Organizational objective like viability stability
and growth can be achieved through training. Training is important as it constitutes a
significant part of management control. Training enhances four Cs for the organisation.viz.

Competence

Commitment

Creativity and

Contribution.

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development program must contain inputs, which enable the participants to
gain skills, learn theoretical concepts and help acquire vision to look into the distant future. In
addition to these, there is a need to impart ethical orientation, emphasize on attitudinal
changes and stress upon decision-making and problem solving ability

Inputs

Specific

Operatives

job

Lower-Level

Middle-Level

Top-Level

Managers

Managers

Managers

Yes

Yes

Yes

Yes

Yes

Skills

Motor Skills

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Interpersonal

Yes

Yes

Yes

Yes

Education

Yes

Yes

Development

Yes

Yes

Ethics

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Skills

Attitudinal
Changes

Decision
-Making And
Problem
Solving

BENEFITS OF TRAINING:
HOW TRAINING BENEFITS THE ORGANIZATION?

Leads to improve profitability and /or more positive attitudes towards profit orientation

Improves the job knowledge and skills at all levels of the organization

Improves the morale of the work force

Helps people identify with organizational goals

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Helps Create a better corporate image

Fosters authenticity openness and trust.

Improves relationship between Boss and subordinate

Aids in organizational development

Learn from the trainee

Helps prepare guidelines for work.

Aids in understanding and carrying out organizational police.

Provides information for future needs in all areas of the organization.

Organization gets more effective decision making and problem solving skills

Aids in developing Leadership skills, Motivation, loyalty, Better Attitudes and other
aspects that the successful workers and managers usually display.

Aids in increasing productivity and or Quality of work.

Aids to development for promotion from within.

Helps keep costs down in many areas.

Develops a sense of responsibility

to the organization for being competent and

knowledgeable

Improves labor management relations.

Reduces outside consulting costs by utilizing competent internal consultation.

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Stimulates primitive management as opposed to putting out fires.

Eliminates suboptimal behavior

Creates an appropriate climate for growth, communication.

Aids in improving organizational communication

Helps employees adjust to change.

Aids in handling conflict, theyre by helping to prevent stress and tension.

BENEFITS TO THE INDIVIDUAL, WHICH IN TURN ULTIMATELY

SHOULD BENEFIT THE ORGANIZATION:

Helps the individual in making better decisions and effective problem solving

Through training and development, Motivational Variables of recognition, Achievement,

Growth, Responsibility and advancement are internationalized and operational zed.

Aids to encouraging and achieving self-development and self-confidence.

Helps a person handle stress, Tension, Frustration and conflict.

Provide information for improving leadership, knowledge, communication skills and

attitudes.

Increases job satisfaction and recognition.

Moves a person towards personal goals while improving interactive skills

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Satisfies personal needs of the trainer

Provides the trainee an avenue for growth and say in his/her own future.

Develops a sense of growth in learning.

Helps a person develop speaking and listening skills also writing skills when exercise are
required

Helps eliminate fear in attempting new tasks.

BENEFITS IN PERSONAL AND HUMAN RELATIONS, INTRAGROUP

AND INTERGROUP RELATIONS AND POLICY IMPLEMENTATION:

Improves communication between groups and individuals.

Aids in orientation for new employee and those taking new job s through transfer or
promotion.

Provides information on equal opportunity and affirmative action.

Provides information on other government laws and administrative polices.

Improves interpersonal skills.

Makes organizational polices rules and regulations viable.

Improves morale.

Builds cohesiveness in-groups.

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Provides a good climate for learning growth and coordination.

Makes the organization a better place to work and live.

It is the intentional act of providing means for learning; this act enhances the knowledge and
skill of an employee for doing a particular job

NEED FOR TRAINING:

Every organization big or small, old or newly established should provide training to all
employees irrespectively of their qualification, skill, and suitability for the job etc. Thus, no
organization can choose whether or not to train employees.

SPECIFICALLY, THE NEED FOR TRAINING ARISES DUE TO THE

FOLLOWING REASONS:

To match the Employee specifications with the job requirement and organizational needs:
An employees specifications may not exactly suit to the requirements of the job and
organization irrespective of his past experience, qualifications, skills, knowledge etc. Thus
management may find deviations between employees present specification and job
requirements and organization needs.

ORGANIZATIONAL

VIABILITY

AND

TRANSFORMATION

PROCESS:
The primary goal of most of the organizations is there viability and efficiency. But
environmental pressures continuously influence the organizational viability. If the
organization does not adapt itself to the changing factors of the environment, it will lose its
market share. if the organization desires to adopt to these changes, first it has to train
employees to impact specific skill and knowledge in order to contribute to the organizational
efficiency and to copy with changing environment the productivity of the organization can be
23

improved by increasing the efficiency and to cope of transformation process, which in turn
depends on enhancement of existing levels of skills and knowledge of the employees.
Employee effectiveness can be secured by proper training.

TECHNOLOGICAL ADVANCES:
Every organization, in order to survive and to be effective, should adopt the latest technology
i.e. mechanization, computerization and automation. Technology alone does not guarantee
success unless people possessing required skills and knowledge from time to time support it.

ORGANIZATIONAL COMPLEXITY :
With the emergency of increased mechanization and manufacturing of multiple products and
by products or dealing in services of diversified lines, extension of operation to various
regions of the country or in overseas countries, organization of most of the companies has
become complex. This leads to the growth in number and kind of employees and layers in
organizational hierarchy. This in turn creates the problems of coordination and integration
and adaptability to the requirements of growth diversification and expansion. Training is
responsible for much of the planned change and effective of the organization.

CHANGE IN THE JOB ASSIGNMENT:

Training is also necessary when the existing employee is promoted to the higher level in the
organization or where there is some new job or operation due to transfer. Training is also
needed to equip to old employees with the advanced disciplines, techniques or technology.

TRAINING IS ALSO NEED FOR:

Increased productivity

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Improve quality of the product/ service

Help a company to fulfill its future personnel needs

Improve health and safety

Prevent obsolescence

Effect personnel growth

Minimum the resistance to change

ASSESSMENT OF TRAINING NEEDS:

Training needs are identified on the bases of organizational analysis and man analysis.
Training program, training methods and course content are to be planned on the basis of
training needs. Training needs are those aspects necessary to perform the job in the
organization in which employee.
Training needs = job and organization requirements employee specifications.
Training needs can be identified through identified the organizational needs based on:
Strengths and weakness in areas likes accidents, excessive scrap, frequent breakage of
machinery, excessive labor turnover, market share and marketing areas, quantity and quality
of the output, production schedule, raw materials and other production areas personal finance.
Department strength and weaknesses including specific problems of the department or a
common problem of a group of employees like acquiring skill and knowledge in operating
computer by accounting personnel.

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THE FOLLOWING METHODS ARE USED TO ASSESS THE

TRAINING NEEDS:

Organizational requirements & weakness

Departmental strength & weakness

Job specification and employee specification

Identifying specific problems

Anticipating future problems

Managements request

Observation

Interviews

Group conferences

Questionnaire surveys

Test or examinations

Checklists

Performance appraisal
A healthy organization climate represents its commitment and expresses it through successful
and smooth training policy, which will govern and influences the standard of program it
undertakes. Training needs have to be related both in terms of organization needs and
individual demand.

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TRAINING METHODS
As results of research in the field of training a number a number of programs are available.
Some of these are new methods while other improvements over traditional methods. The
training programs commonly used to train operative and supervisory personnel are discussed
below. These programs are classified into on-the-job training programs and off-the-job
training programs.

ON-THE-JOB METHODS:
This type of training, also known as job instruction training, is most commonly used
methods. Under this method, the individual is placed on a regular job and taught the skills
necessary to perform that job.
The trainee learns under the supervision and guidance of a qualified worker or instructor.
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A)

JOB ROTATION:
This type of training involves the movement of the training involves the movement of the
trainee from of one job to another. The trainee receives job knowledge and gains experience
from his supervisors or trainer in each of the different job assignment.
Through this type of training is common in training managers for general management
positions, trainees can also be rotated from job to job in workshops jobs. This method gives
an opportunity to the trainee to understand the problems of employees on other jobs and
respect them.

B) COACHING:
The trainee is placed under a particular supervisor who functions as a coach in training the
individual. The supervisor provides feedback to the trainee on his performance and offers him
some suggestions for improvement. Often the trainee shares some of the duties and
responsibilities of the coach and relives him burden. A limitation of this method of training is
that the trainee may not have the freedom or opportunity to express his own ideas.

C) JOB INSTRUCTION:
This method is also known as training through step by step. Under this method, 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 as shown below
Step 1. Prepare the employee for instruction.
Step 2. Present the job.
Step 3. Have him to do the job.

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Step 4. Follow through

D) COMMITTEE ASSIGNMENTS:
Under this group of trainees are given and asked to solve an actual organization problem. The
trainees solve the problem jointly. It develops teamwork.

OFF THE - JOB TRAINING METHODS:

Under this method of training, trainee is separated from the job situation and his attention is
focused upon learning the material related to his future job performance. Since the trainee is
not distracted by job rather than spending his time in performing it. There is an opportunity
for freedom of expression for the trainees. Off - the - job -training methods are as follows.

A)

VESTIBULE TRAINING:
In this method of training, actual work conditions are stimulated in a classroom. Material,
files equipment those are used in training. This type of training is commonly used for clerical
and semiskilled jobs.

B) ROLE-PLAYING:
It is defined method of human interaction that involves action, doing and
practice. The participants play the role of certain characteristics, such as
production manager, mechanical engineers, superintendents and the like. This
method is mostly used for developing interpersonal interactions and relations.

C) LECTURE METHOD:
This lecture is traditional and direct method of instruction. The instructor organizes the
material and gives it to group of trainees in the form of a talk. To be effective, the lecture
must motive and create interest among the trainees.

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An advantage of lecture method is that it is a direct and can be used for a large group of
trainees. Thus the cost and time involved are reduced. The major limitation of the lecture
method is that it does not provide for transfer of training effectively.

D) CONFERENCE OF DISCUSSION METHOD:

It is a method in training the clerical, professional and supervisory personnel. This method
involves a group of people who assumptions, and draw conclusion, all of which contribute to
the improvement of job performance. Discussion has the distinct advantage over the lecture
method in that the discussion involves two-way communication and hence feedback is
provided. The participants feel free to speak in small groups. The success of this method
depends on the leadership qualities of a person who leads the group.

E) PROGRAMMED INSTRUCTION:
In recent years this method had become popular. The subject matter to be learned is presented
in a series of carefully planned sequential units. These units are arranged from simple to more
complex level of instruction. The trainee goes through these units by answering questions or
filling the blanks. The method is expensive and time consuming.

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TRAINING PROCEDURES

TRAINING PROCEDURE IS DONE AS FOLLOWS:

PREPARING THE INSTRUCTOR:

The instructor is made to make to know both job to be taught and how to teach it. The job is
divided into logical parts so that each can be taught at a proper time without the trainee losing
prospective of the whole. This becomes a lesson plan. For each part one should have in mind
the desired technique of instruction, that is, whether a particular point is best taught by
illustration, demonstration or explanation.

PREPARING THE TRAINEE:

As in interviewing, the first step in training is to put the trainee at ease, most people are
somewhat nervous when approaching an unfamiliar task. Though the instructor may have

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executed this training procedure, many times he or she never forgets its newness to the
trainee. The quality of empathy is a mark of the good instructor.

GETTING READY TO TEACH:

THIS STAGE OF THE PROGRAM IS CLASS HOUR TEACHING

INVOLVING THE FOLLOWING ACTIVITIES:

Planning the program

Preparing the instructors outline

Does not try to cover too much material

Keeping the session moving along logically,

Discussing each item in depth,

Repeat, but in different words.

Take the material from standardized tasks when it is available.

When the standardized text is not available, developing the program and course content based
on group approach. Group consists of employer, skilled employees, supervisors, trade union
leaders and others familiar with job requirements, group prepares teaching material.
Teaching about the standards for the trainee like quality, quantity, waste or scrap.
Ability to work without supervision, knowledge of procedures, safety rules, human relations
etc.

Remembering the standards, before he / she teach.

Taking periodical progress of the trainees, and application onto account.

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PRESENTING THE OPERATION:

There are various alternative ways of presenting the operation viz., explanation
demonstration etc. An instructor mostly uses the method of explanation. In addition one may
illustrate various points through the use of pictures, charts, diagrams and other training aids;
demonstration is an excellent device when the job is essentially physical in nature. The
following sequence is a favorite with these company instructors.

Explain in the sequence of the entire job

Do the jobs step by step according to the procedure.

Explain each step that he is performing.

Have each step that he is performing.

TRY OUT THE TRAINEES PERFORMANCE:

The trainee should now be asked to start the job independently. Here the instructors prefer
that the trainee explains each step before doing it, particularly if the operation involves any
danger, the trainee, through repetitive practice, will acquire more skill.

FOLLOW UP:
The final step in training procedures is that of follow-up. When people are involved in any
problem or any procedure, it is unwise to assume that things are always constant. Followupon is adapted to a variable reinforcement schedule as suggested in the discussion of
learning principles. The follow up system should provide feedback on training effectiveness
and on total value of training system.

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Training and Development in HERTIAGE PSPD, Bhadrachalam unit

OBJECTIVES OF TRAINING & DEVELOPMENT:

Competency Up gradation of all.

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A P P R O A C H T O T R A IN IN G & D E V E L O P M E N T
R o le D e s c r ip t io n
K & S I d e n t if ic a t io n
T r a in in g M e t h o d
I d e n t if ic a t io n
A c t . P r o f ile M a t c h in g
G a p A n a l y s is
T r a in in g P la n
T r a i n in g E f f e c t i v e n e s s
M e a s u re m e n t

Preparing

multi-skilled

workforce

Building Climate for Learning and Involvement of one & all.

In Approach to Training & Development, they will first know about the job they have to do.
After knowing about the job their knowledge (K) and skill (S) level will be identified. Basing
on the K & S levels of the new entrant the suitable training method identification will be
done. . Then their K & S levels will be matched with the job requirements. Next, the Gap
Analysis will be done, i.e., finding out the gap between the job requirements and K&S of the
new entrant. According to that training plan will be prepared. Basing on the training plan the
training programs will be conducted. After completion of training programs, the evaluation of
training effectiveness will be done.

MANAGERS TRAINING:
In HERTIAGE -PSPD, Managers training is given in four stages:

35

1.

Managerial Skill

2.

Computer Based Training

3.

Skill Development

4.

M E T H O D O L O G Y -M A N A G E R S
M a n a g e r s T r a in in g
M a n a g e r ia l
S k ill s

C o m p u te r B a s e d
T r a i n in g

G e n e ra l
MDP
D e p t . r e q u ir e m e n t
T h r o u g h A p p r a is a l

S k ill
D e v e lo p m e n t

J M T 's
&
M T 's

W e b b a s e d t r a in in g

A p p r a is a l

I n d u c t io n

P S P D V i d y a la y a

D e p a rtm e n t

E x p e r ie n c e d

F re s h e r

D e p a rtm e n t

L o n g T e rm
I n d u c t io n

N e w t e c h n o lo g y
N e w e q u ip m e n t

S u p p lie r s

M e ch
E le c
In s t

JMTs & MTs

36

P ro c e s s
T e c h n ic a l c e ll

P u lp M ill, S R P

P a p e r M a c h in e

F in is h in g H o u s e

IN MANAGERIAL SKILL STAGE, THEY WILL COVER ABOUT:

General topics like safety awareness, Environment etc. which are useful in day to day life
and safety programs those are to be followed in industry. These topics are covered in
Management Development Program.

In Department they will know about the department requirements and they will give
training on the requirements of the department.

From Appraisal given by Managers they will know about the requirements of managers
and they will help them to develop the needed requirements in training.
In Computer based training, they will get the total information of company and also they can
get the training material in PSPD Vidyalaya.
In Skill Development, Management Skills are given on the basis of department requirement
and Appraisal feedback. If managers are not familiarize about the equipment then training is
given on how to use it and also information is given about suppliers. External training is
given if there is any need. External faculty is also called for conducting training programs.
Since 2nd July 2007, Vidyalaya Quiz modules were made available to all. These modules are
mandatory for all fresh managers.
In their initial familiarization program they will tell about organization values, Vision etc. and
also to get acquainted with the remaining employees. It takes place for one week after this
program, experienced managers are sending to their concerned departments. But for freshers
there is a long-term training program

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M E TH O D O LO G Y - E M P LO YE ES
E m p lo y e e T r a in in g
B e h a v io r a l

S k ill d e v e lo p m e n t

E D P

T r a in in g
r e q u ir e m e n t
T a s k a n a l y s is
U n iq u e p o s it io n

M u lt i S k ill
T o p r o c e s s f o r M a in t e n a n c e
T o p r o c e s s f o r d if f . p o s it io n s
T o M a in t e n a n c e f o r p r o c e s s

EMPLOYEES TRAINING:

Employees Training Includes Behavioral, Skill Development And Multi Skill Development
Stages.
In Behavioral training, they will teach how to behave in an Industry in Employee
Development Program.

SKILL DEVELOPMENT:
Training needs for Skill Development of Employees are identified through Task Analysis and
Training Requirement List by Respective Departments.
Following training methods are adopted:

Classroom Training(Internal)

Classroom Training (External)

One Point Lessons

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On Job Training

CDs and Video.

MULTI SKILLING TRAINING TO EMPLOYEES INCLUDES:

1.

Maintenance (Mech., Elec. & Inst.) Training to all Process Based, Intermediate trainers,
Worker Trainees and Process Employees.

2.

Process Training to all the Operators to work in all the positions in their Department.

3.

Basic Process Training to Maintenance people.

In Multi-skilling training one - week classroom lecture on different subjects of maintenance,
two-week practical under a guiding manager will be done.
A Test is conducted on the subjects covered in the classroom lecture.
After going back to respective workplace monitoring the progress through reports signed by
HOD / Shift incharge will be done.

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CONCLUSION

The report in training and development in HERITAGE FOODS INDIA LIMITED has
brought into light the total picture of the employees attitude towards training and
development.

Most of the respondents have expressed that they are interested in the on- the- job method.

The employee in the organization are well participated in the training program.

The training is being given to the employees at regular interval.

Most of the employees are very much satisfied about the selection of the candidates for
training.

Most of the employees are expressed that the training programme is imparting the latest
technology in the market.

Most of the employees agree with the training programme meet pre-specified objectives.

Most of the employees are respond positive with the training programme conducted in the
organization.

It is found that some of the employees are not aware or the training policy in HERITAGE
FOODS INDIA LIMITED. Hence they are made to be aware.

Most of the employees agree with the training help you to upgrade soft skills like
communication skills, leadership, team building etc.

Most of the employees agree with the organization provide training for both present and new
employees.

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BIBLIOGRAPHY

https://en.wikipedia.org/wiki/Heritage_Foods
http://www.heritagefoods.in/
http://profit.ndtv.com/stock/heritage-foods-ltd_heritgfood/reports
http://business.mapsofindia.com/food-industry/dairy/heritage-foods.html
http://www.hrwale.com/general-hr/training-development/
http://hrcouncil.ca/hr-toolkit/learning-implementing.cfm
http://www.inc.com/encyclopedia/training-and-development.html
http://www.businessdictionary.com/definition/training-and-development.html

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