CONTENTS

Prefaces
Declaration
Acknowledgement
Objective of the study
Research methodology
About VADILAL ICE CREAM
History of Vadilal ice cream in india
Introduction of the organization
Organizational set up
Products profile of Vadilal ice cream
About the topic
Analysis and interpretation
Findings of the study
Suggestions
Conclusion
Bibliography
Annexure

1
 PREFACE

In present scenario it is true that we can obtain any information regarding any matter or subject

because of the availability of different sources like books, journals, case studies, and also through

internet .we read a lot of principles, strategies, processes and different ways to do a piece of work

but a practical training or exposure teaches much more to us.

A management student can understand in better way the different types of situations of

management and market by a practical task. During their training, students come to know that

how the different decisions in different situations are taken by responsible authority. Students get

an opportunity to integrate their knowledge and theoretical concepts with work assigned to them.

In this report and attempt has been made to co-relate the theoretical aspect of the formal

procedure of HR activities .

BUSHRA KHAN

BBA IV SEM

ROLL NO.7171380002

2
 OBJECTIVE OF THE PROJECT

The basic objective of the project undertaken will be as follows: -

To know the managerial satisfaction level about Training and development and Selection

procedure.

To critically analyze the functioning of the training and development and Selection

procedure.

Different method adopted towards employees trained them and how it is followed.

To access the performance appraisal of VADILAL ICE CREAM LTD.

What factors are required to find out the training needs.

In changing scenario, what attributes are required in an individual.

To know the training procedures.

To critically analyse the functions of training.

To identify a new areas by which workers do their work more effectively.

How company survives in competitive era with respect of competence required in an

individual.

3
 RESEARCH METHODOLOGY

The purpose of the methodology is to describe the research procedure. This includes overall

research design, the sampling procedure, the data collection method, and analysis

procedure. Out of total universe 15 respondents from Vadilal ice cream have been taken for

convenience. The sample procedure chosen for this are statistical sampling method. Here

randomly employees are selected and interviewed. Information, which I collected, was based on

the questionnaires filled up by the sample employees. Under secondary method I took the help

of various

reference books which I have mentioned in bibliography and also by way of surfing through the

company website.

Primary Data

Questionnaire: Corresponding to the nature of the study direct, structured questionnaires with a

mixture of close and open-ended questions will be administered to the relevant respondents

within the Personnel and other Departments of the organisation.

Secondary Data

Organizational literature: Any relevant literature available from the organisation on the

Company profile, training and development & selection procedures, Job specifications,

4
department-wise break up of manpower strength and the organisational structure. Other

Sources: Appropriate journals, magazines such as Human Capital, relevant newspaper articles,

company brochures and articles on www sites will also be used to substantiate the identified

objectives.

Sampling Plan and Design

A questionnaire will be used for the purpose of research: Questionnaire: To test the validity and

effectiveness of the training and development and selection procedures within the organisation

and to test th validity and effectiveness of the policies and procedures within the organisation.

The basic rationale of Questionnaire is to ascertain the perception of the non-HR departments in

terms of the validity and effectiveness of the policies and procedures used by the organisation. It

is also in line with the assessment of any suggestions/recommendations that the respondents

from

these Departments might have in terms of the use of an alternative source/device of training and

development and selection, than what already forms the current practice of the HR Department.

Questionnaire would be administered to 15 respondents, holding a senior designation within the

Personnel

Department of the organisation. It will also be administered to at least 15 respondents belonging

to typical Departments within the organisation and holding senior designations within their

respective Departments. Sampling Element For the purpose of administering the Questionnaire,

the respondents would comprise of personnel holding senior designations within the Personnel

Department of the organisation. The respondents for the Questionnaire will also be preferably

5
being panel members of the Training and development & Selection Board of the organisation.

The respondents would comprise of personnel holding senior designations within certain typical

Departments

identified within the organisation, namely:

Stores

Finance Operations

COMPANY

PROFILE

6
7
 INTRODUCTION TO THE ORGANIZATION

Vadilal group has its humble beginning, more than 95 years ago, when its

founders started manufacturing Ice-cream with a hand cranked machine.

Today it is a diversified Business Group with major interests in Ice-creams, Food

Processing, Real Estate Development and Specialty Gases.

Head Quartered in Gujarat, the most industrialized State in India, the Group had a

turnover (1998-99) exceeding Rs.1500 million. Major companies of the Group are

listed in several Stock Exchanges of. India. The Group has a large investor base

and its brand name "Vadilal" commands an excellent equity.

The "Vadilal" philosophy of providing its customers with quality products and

services at affordable prices has resulted in the brand being a household name in

India.

Vadilal Industries Ltd. (VIL) is the flagship company of Vadilal Group.

VIL is a public limited company listed in major Stock Exchanges of India. VIL's

primary interests are in Ice-creams and Food Processing.

8
Vadilal is having one fourth of the Indian Ice-cream market as its share. With its

successful track record spanning seven decades, Vadilal is synonymous with Ice-

cream in several parts of the country.

The Processed Foods Division processes and markets a wide variety and range of

fruits, vegetables and ready-to-serve Indian Foods. The Division also exports

several of these products to the European Union, the Middle East, Asia Pacific

Region and the US.

VADILAL ICECREAM

Vadilal, the name conjures up images of ice cream laden bowls and a plethora of

new flavours. Starting from one man show with a hand cranked machine in 1926 as

a small retail outlet, the ice cream division now has a production capacity of 1

lacks litters/day at 3 sophisticated plants, located at Ahmedabad, Pundhra and

Bareilly. These ISO 9002 certified plants for Pundhra and Bareilly are established

in such a way that they are in consonance with the market expansion strategies of

the division.

Vadilal has one of the largest cold chain networks in India, comprising of 15 C&F

agents, 250 distributors and 15,000 retailers. The network is kept alive by a large

fleet of refrigerated vehicles. Refrigeration equipments and retail freezers are

9
sourced from world leaders in the technology so as to deliver quality products to

the consumers, which is a commitment at Vadilal.

Vadilal has 25% of the Indian ice cream market as its share. But that's no surprise

considering that the group has the largest range of ice creams in the country in a

variety of flavours, packs and forms. The group has a product matrix of over 200

SKUs comprising of cones, cups, candies, family and party bricks and bulk packs.

Vadilal introduced the concept of "flavour of the month" under which the company

develops and markets one new flavour every month for its customers delight.

Product range

Vadilal has the maximum range of ice-cream products in India i.e. over 200 SKUs.

It has preference for tastes as per budgets. There are rich creamy ice creams for the

connoisseurs and low fat frozen desserts for the health conscious. There are plain

favourites, chocolate ecstasies, romantic ripples, nutty delight, fresh fruit fantasies

and are guaranteed to spark your taste buds. Vadilal has priced its products on the

principle of real value for money.

Quality

At Vadilal, commitment to Quality is an Attitude. Vadilal Ice Creams contains only

the best ingredients, be it cashew nuts, almonds, pistachio chocolate or fresh fruits.

10
Great pains are taken to find the finest ingredients from around the globe. State-of-

the art-technology ensures that each scoop is dense, rich and filling, with no extra

air or ice-flakes. Special care is taken during packaging, storing, transit and

delivery so that consistency in quality is maintained. This is why when the end

product reaches the customer; he is convinced that quality shines through in

everything the group does.

New Launches

Recently the group has launched Fresh Fruit Ice-cream with ripples under

the Fantasy range viz. Fresh Orange Fantasy, Fresh Mango Fantasy, Fresh

Strawberry Fantasy and Fresh Black Currant Fantasy.

Three new Koolfi's have hit the market. Namely Mango Koolfi, Mava

Koolfi and Pista Koolfi, these koolfis priced at Rs.10/- is a big hit in the

market place.

Two new Sundaes ---- Chocolate Sundae & Strawberry Sundae at Rs. 10/-

each have been introduced.

New Promotional Schemes

.1+1 scheme on cup of butter scotch, kaju kish mish, Mango cup.

11
 Mango dolly free with Bomber,& Rasb berry dolly free with CONE No 1

1+1 Party Pack Scheme: Yet another Bumper offer was the scheme of One

party pack free with one.

Purchase discount with the slab of 5%,6% & 7%

Market Reaction to Vadilal's activities

The recent promotional schemes have a tremendous response from the consumers.

Consumers have been writing letters with requests for the extension of the scheme

period. The growth in sales during the scheme period was ten times over the

normal sales.

Happinezz Parlour

Vadilal introduced exclusive ice cream parlours under the name "Happinezz

Parlours" to meet the expectations of our valued customers.

Happpinezz provides cosy, nice & cool ambience where one can enjoy world-class

ice creams, ice-cream sundae, shakes and other various ice cream concoctions to

his heart's content.

12
Presently Vadilal has 23 such parlours in India and it expects to increase its number

very soon. To open a Happinezz parlour following requirements have to be met.

13
Operational Requirements

1. A place at a prominent location with at least 15' frontage and at least 400 sq.

ft. area reserved for ice creams only.

2. Minimum two display dispensers- one storage deep freezer unit and one

soda fountain freezer unit as equipment are required.

3. Proper space for sitting or standing for serving ice creams.

4. Inside parlour walls should be clean and may have product display to

enhance the general mood and give feeling of excitement.

Translite of products with their prices and attractive photograph should be

displayed properly to create the right ambience in the parlour

14
 Training

And

Development

15
 TRAINING AND DEVELOPMENT

TRAINING& DEVELOPMENT
Training is concerned with imparting developing specific skills for a particular purpose.
Training is the act of increasing the skills of an employees for doing a particular job.
Trainingis the process of learning a sequence of programmed behaviour.

In earlier practice, training programme focused more on preparation for improved performance
in particular job. Most of the trainees used to be from operative levels like mechanics, machines
operators and other kinds of skilled workers. When the problems of supervision increased, the
step were taken to train supervisors for better supervision.

DEVELOPMENT
Management development is all those activities and programme when recognized and
controlled have substantial influence in changing the capacity of the individual to perform his
assignment better and in going so all likely to increase his potential for future assignments.

Thus, management development is a combination of various training programme, though some

kind of training is necessary, it is the overall development of the competency of managerial
personal in the light of the present requirement as well as the future requirement.

Development an activity designed to improve the performance of existing managers and to

provide for a planned growth of managers to meet future organizational requirements
ismanagement development.

Training and development

In the field of human resource management, training and development is the field which is
concerned with organizational activity aimed at bettering the performance of individuals and
groups in organizational settings. It has been known by several names, including human
resource development, and learning and development.
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel
and Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer and
employee for those who refer to their employees as "partners" or "associates" to be comfortable
with. "Human Resource Development" was rejected by academics, who objected to the idea that
people were "resources" an idea that they felt to be demeaning to the individual. Eventually,
the CIPD settled upon "Learning and Development", although that was itself not free from

16
problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still
widely known by the other names.
Training and development (T&D) encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development,
note that these ideas are often considered to be synonymous. However, to practitioners, they
encompass three separate, although interrelated, activities.
Training: This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.
The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss
look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.

Patterns of Development

17
Patterns of development help us sort out information and shape paragraphs or essays. They can
help organize an outline, or depending on the purpose they can determine the form that a paper
will take. Remember that most paper will use a combination of methods, working together in
function of each other.

Given the topic "environmental issues," these are some examples of how the methods can help
limiting the topic, developing a thesis statement, and writing an outline.

1. Narration means to tell a story: The history of the Love Canal A narration deals with people,
places, events, dates, etc.
2. Description means to tell what something is like.
Describe the damage done by pollution to a river, lake, forest, etc. A good description will
revolve around a "dominant impression."
3. Illustration with examples means that a generalization is supported by specific instances.
Food industries do not encourage consumers to produce less litter.
4. Definition means to explain what something is.
Define "ozone layer"
5. Comparison means to identify the ways in which two "different" items are similar. Contrast
means to identify the ways in which two "similar" items are different. This means that there is no
purpose in comparing or contrasting two items that do not share some common characteristic
(apples and books). Compare the environmental advantages of paper bags as opposed to plastic
bags
6. Classification means to sort items in order to group together those with similar characteristics
and to distinguish them from those with different characteristics.
Provide examples of how we can reduce waste by reducing, reusing, recycling.
7. Causal analysis means to find the reasons that produced a certain result or to identify the
results produced by a certain phenomenon.
Effects of acid rain on vegetation
8. Argumentation means to provide enough reasons and proof to convince the reader that a
certain opinion is valid.
Industries do not receive enough incentives to reduce waste.

18
9. Process analysis means to explain how to do something.
How to start a compost pile.

Combining different methods: "Identifying plastic as a source of pollution"

How plastic was developed (narration/process)

Definition/description of plastic
Different kinds of plastic (classification/illustration)
Consequences of the use of plastic (effects)
Alternative solutions offered (argumentation/comparison)

More examples:
Thesis statements
Topic: food
1. Narration: Baking and sharing Christmas cookies is my favorite holiday tradition.
2. Description: The table at my grandmother's Thanksgiving dinner is covered with delicious,
great smelling, and colorful holiday dishes.
3. Exemplification: Because they cannot easily prepare their own food, many college students
who live in the dorms are on a diet of fast food, junk food, or snacks.
4. Definition: A pizza is a flat bread, which may be covered with tomato sauce, cheeses, and a
variety of toppings.
5. Comparison: Real Italian food, the kind that is eaten in Italy, is very different from American
Italian food.
6. Classification: Although traditionally pizza is an Italian dish, Greek pizza, Mexican pizza,
and Hawaiian are becoming increasingly popular.
7. Cause and effect: Italian food in Italy is very different from American Italian food because of
regional variations and because of availability of ingredients.
8. Process: Baking bread is a process which consists of three main steps: kneading, shaping, and
baking.

BASIC STEPS IN THE TRAINING

19
THE FOUR PROCESSES

Training is one of the most profitable investments an organization can make. No matter what
business or industry you are in the steps for an effective training process are the same and may
be adapted anywhere.

If you have ever thought about developing a training program within your organization consider
the following four basic training steps. You will find that all four of these steps are mutually
necessary for any training program to be effective and efficient.

STEP 1: ESTABLISHING A NEEDS ANALYSIS.

This step identifies activities to justify an investment for training. The techniques necessary for
the data collection are surveys, observations, interviews, and customer comment cards. Several
examples of an analysis outlining specific training needs are customer dissatisfaction, low
morale, low productivity, and high turnover.

The objective in establishing a needs analysis is to find out the answers to the following
questions:

- Why is training needed?

- What type of training is needed?
- When is the training needed?
- Where is the training needed?
- Who needs the training? and "Who" will conduct the training?
- How will the training be performed?

By determining training needs, an organization can decide what specific knowledge, skills, and
attitudes are needed to improve the employees performance in accordance with the companys
standards.

The needs analysis is the starting point for all training. The primary objective of all training is to
improve individual and organizational performance. Establishing a needs analysis is, and should
always be the first step of the training process.

20
STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS.
This step establishes the development of current job descriptions and standards and procedures.
Job descriptions should be clear and concise and may serve as a major training tool for the
identification of guidelines. Once the job description is completed, a complete list of standards
and procedures should be established from each responsibility outlined in the job description.
This will standardize the necessary guidelines for any future training.

STEP 3: DELIVER THE TRAINING PROGRAM.

This step is responsible for the instruction and delivery of the training program. Once you have
designated your trainers, the training technique must be decided. One-on-one training, on-the-job
training, group training, seminars, and workshops are the most popular methods.

Before presenting a training session, make sure you have a thorough understanding of the
following characteristics of an effective trainer. The trainer should have:

- A desire to teach the subject being taught.

- A working knowledge of the subject being taught.

- An ability to motivate participants to want to learn.

- A good sense of humor.

- A dynamic appearance and good posture.

- A strong passion for their topic.

- A strong compassion towards their participants.

- Appropriate audio/visual equipment to enhance the training session.

For a training program to be successful, the trainer should be conscious of several essential
elements, including a controlled environment, good planning, the use of various training
methods, good communication skills, and trainee participation.

21
STEP 4: EVALUATE THE TRAINING PROGRAM.

This step will determine how effective and profitable your training program has been. Methods
for evaluation are pre-and post- surveys of customer comments cards, the establishment of a
cost/benefit analysis outlining your expenses and returns, and an increase in customer
satisfaction and profits.

The reason for an evaluation system is simple. The evaluation of training programs are without a
doubt the most important step in the training process. It is this step that will indicate the
effectiveness of both the training as well as the trainer.

There are several obvious benefits for evaluating a training program. First, evaluations will
provide feedback on the trainers performance, allowing them to improve themselves for future
programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an
efficient way to determine the overall effectiveness of the training program for the employees as
well as the organization.

The importance of the evaluation process after the training is critical. Without it, the trainer does
not have a true indication of the effectiveness of the training. Consider this information the next
time you need to evaluate your training program. You will be amazed with the results.

The need for training your employees has never been greater. As business and industry continues
to grow, more jobs will become created and available. Customer demands, employee morale,
employee productivity, and employee turnover as well as the current economic realties of a
highly competitive workforce are just some of the reasons for establishing and implementing
training in an organization. To be successful, all training must receive support from the top
management as well as from the middle and supervisory levels of management. It is a team effort
and must be implemented by all members of the organization to be fully successful.

Development Typical Reasons for Employee Training

Training and development can be initiated for a variety of reasons for an employee or group of
employees, e.g.,:

22
 When a performance appraisal indicates performance improvement is needed

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

As part of an overall professional development program

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

role in the organization

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

To train about a specific topic (see below)

Typical Topics of Employee Training

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.

23
 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.

9. Sexual harassment: Sexual harassment training usually includes careful description of

the organization's policies about sexual harassment, especially about what are
inappropriate behaviors.

General Benefits from Employee Training and Development

There are numerous sources of online 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:

Increased job satisfaction and morale among employees

Increased employee motivation

Increased efficiencies in processes, resulting in financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

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

Risk management, e.g., training about sexual harassment, diversity training

24
Management development is based on following on assumptions.

1. Management development is a continuous process. It is not one shot programme but

continues though out the career of a manager.

2. Management development is any kind of learning, is based on the assumption that

there, always existing a gape between an individuals performance and his potential
for the performance
.
3. Management development seldom takes place in completely peaceful and relaxed
atmosphere.

4. Management development requires clear setting of goals.

5. Management development required conducive environment.

Training Need Identification for a company

Introduction

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

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

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

To differentiate between the need for training and organizational issues and bring

25
about a match between individual aspirations and organizational goals.

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

Identification of training needs is important from both the organizational point of view as
well as from an individual's point of view. From an organizations point of view it is important
because an organization has objectives that it wants to achieve for the benefit of all stakeholders
or members, including owners, employees, customers, suppliers, and neighbors. These
objectives can be achieved only through harnessing the abilities of its people, releasing potential
and maximizing opportunities for development. Therefore people must know what they need to
learn in order to achieve organizational goals.

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

26
conditions. And it is also important to see that there is a suitable match between achieving
organizational goals and providing attractive learning opportunities.

Steps in the Organization of a Management Development Program

The following are the important steps in the organization of a management development
program:

Analysis of organizational development needs: After deciding to launch a management

development program a close and critical examination of the present and future development
needs of the organization has to be made. We should know how many and what type of managers
are required to meet the present and future requirements.

A comparison of the already existing talents with those that are required to meet the projected
needs will help the top management to take a policy decision as to whether it wishes to fill those
positions from within the organizations or from outside sources.

Appraisal of present management talents: In order to make the above suggested comparison, a
qualitative assessment of the existing executive talents should be made and an estimate of their
potential for development should be added to that. Only then can it compare with the projected
required talents.

Inventory of management manpower: this is prepared to have a complete set of information

about each executive in each position. For each members of the executive team, a card is
prepared listing such data as name age, length of service, education, work experience, health
record, psychological test results and performance appraisal data etc. The selection of individuals
for a management development program is made on the basis of the kind of background they
possess. Such information, when analyzed discloses the strengths as well as weaknesses or
deficiencies of managers in certain functions relating to the future needs of the organization.

Planning of individual development program: Guided by the results of the performance

appraisals that indicate the strengths and weaknesses of each of the executives this activity of
planning of individual development program can be performed.

27
Establishment of development programs: It is the duty of the HR department to establish
development opportunities. The HR department has to identify the existing levels of skills,
knowledge etc of various executives and compare them with their respective job requirements.
Thus, it identifies development needs and requirements and establishes specific development
programs, like leadership courses, management games, sensitivity training etc.

Evaluation of results: executive development programs consume a lot of time, money and effort.
It is therefore, essential to find out whether the program has been on track or not. Program
evaluation will cover the areas where changes need to be undertaken so that the participants
would find the same relevant and useful or enriching their knowledge and experience in future.
Opinion surveys, tests, interviews, observation of trainee reactions, rating of the various
components of training etc would be used to evaluate executive development programs.

Methods / Techniques of management development programs:

Management development programs help in acquiring and developing different types of

managerial skills and knowledge. Different types of techniques are used to acquire and develop
various types of managerial skills and knowledge. They are

Methods of Developing

Decision making skills

1) in basket
2) Business game
3) Case study

Interpersonal skills

1) Role play
2) Sensitivity training
3) Behavior Modeling

28
Job knowledge
1) On the job experiences
2) Coaching
3) Understudy

Organizational knowledge
1) Job rotation
2) Multiple management

General knowledge

1) Special courses
2) Special meetings
3) Specific readings

Specific individuals

1) Special projects
2) Committee assignments

Decision making skills:

The main job of manager is to make both strategic and routine decisions, his ability to take
effective decisions can be enhanced by developing decision making skills through various
techniques.

Training methods:
Once the training needs are recognized the method in which the training program is conducted is
decided.

29
The training programmes commonly used to train operative and supervisory personnel re as
follows:

Training Methods

On-the-Job-Methods Off-the-Job-Methods

Job Rotation Role Playing

Coaching Lecture Methods
Job instruction or Conference or Discussions
Training through Step-by- Programmed Instructions
step
Committee Assignments

On the job Methods:

This type of training, also known as job instruction training, is the most commonly used method.
Under this method, the individual is placed on a regular job and taught the skills necessary to
perform the job.

Job Rotation: This type of training involves the movement of the trainee from one job to
another. The trainee receives job knowledge and gains experience from his supervisor or
trainer in each of the different job assignments

30
 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
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 job
Committee Assignments: Under this the committee assignment, group of trainees are
given and asked to solve an actual organizational problem. It helps in developing teamwork.

Off-the-Job 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.

Role Playing: It is defined as a method of human interaction that involves realistic

behavior in imaginary situations. This method involves action, doing and practice
Lecture methods: The lecture is a traditional and direct method of instruction. The instructor
organizes the material and gives it to a group of trainees in the form of a talk.
Conference or Discussion: This method involves a group of people who pose ideas, examine
and share facts, ideas and data, test assumptions, and draw conclusions, all of which contribute
to the improvement of job performance.
Programmed Instruction: The subject matter learned is presented in a series of carefully
planned sequential units. The trainee goes through these units by answering questions or filling
the blanks.

The Training Procedure

The training procedure generally followed is:

Needs analysis
Choosing the right instructor (faculty or trainer)
Preparing the trainee

31
 Planning the training sessions
Presenting the operation
Follow-up (feedback)

TRAINING CALENDAR: Training calendar is the basis on which any type of training and
development program is conducted

Purpose
Scope
Definitions
Training needs
Methods of imparting
Evaluation and impact of training... feed back

DOCUMENTATION Need
basis
The employee is given counseling before the training programme. After the training program is
over another counseling session is conducted so as to note the views of the employee and
motivate him for further work.
The training need format is distributed to the employees. The employees fill the required data
and send it to the department head. The department head then checks all the forms and forwards
it to the HRD department; he signs the forms and forwards it to the HRD department. All the
forms are segregated according to the similarities. The training needs are further analyzed to
formulate a definite program to satisfy all the employee needs. This analysis thus becomes
fundamental in identifying needs.
The training needs format is also included in the annual appraisal forms, which are distributed to
the employees. The employees fill these forms and send them to their respective department
heads. They further check the forms and hand them over o the HRD department.
In this any employee not able to fill or who missed the needs format form is sent the form during
the annual appraisal.

32
If the training programs do not satisfy the employees, then the training needs are formulated
based on the performance appraisal of the employees.

Annual employee appraisal:

This is the appraisal form of the employees, filled by the superiors. Two people are involved in
the evaluation of an employee, the unit chief and the HR & OD head. The employee is evaluated
on the following dimensions:

Work output
Quality of work
Attendance and punctuality
Planning and organizing skills
Decision-making
Evaluation and impact of training... feed back

Documentation
Need basis
The employee is given counseling before the training programme. After the training program is
over another counseling session is conducted so as to note the views of the employee and
motivate him for further work.The training need format is distributed to the employees. The
employees fill the required data and send it to the department head. The department head then
checks all the forms and forwards it to the HRD department; he signs the forms and forwards it
to the HRD department. All the forms are segregated according to the similarities. The training
needs are further analyzed to formulate a definite program to satisfy all the employee needs.
This analysis thus becomes fundamental in identifying needs.
The training needs format is also included in the annual appraisal forms, which are distributed to
the employees. The employees fill these forms and send them to their respective department
heads. They further check the forms and hand them over o the HRD department.In this any
employee not able to fill or who missed the needs format form is sent the form during the annual
appraisal.If the training programs do not satisfy the employees, then the training needs are
formulated based on the performance appraisal of the employees.

33
The annual appraisal form also includes a self-appraisal form, which is filled by the employee
himself. This gives an opportunity to the employee to assess himself and put forward his
positive and negative points. Here the employee is required to write down his achievements, any
problems if faced, factors which contributed to his growth etc. as an employee is the best judge
of himself he is also required to identify the regions in which he would want any training.
Hence with the help of the appraisal forms filled by the supervisors and the employees, a
complete picture of the areas in which training programmed is to be conducted is known. A
similar procedure is followed in all the departments. All the forms are then further analyzed and
a common program satisfying all the requirements is conducted for the benefit of the employees.

34
The Factors Purpose relationship training is as follows:

FACTORS PURPOSES

Technological Advances

Improved Productivity

Organizational Complexity

Prevention of

Obsolescence Job Requirement

Preparation of Higher Jobs

Level

Human Relations

Top Management Support

Learning Principles
Improved Morale
Personal Functions

Training program is conducted every month on an average.

When a new employee is recruited into the company, he is given on-the-job training, followed by
off-the-job training in the form of lectures and seminars doubt.

Training is not something that is done once to new employees; it is used continuously in every
well-run establishment. Further, technological changes, automation, require up-dating the skills
and knowledge. Training need arises due to the following reasons:

35
1) To match the employee specifications with the job requirements and organizational needs

2) Organizational viability and transformation process

3) Technological advances

4) Organizational complexity

5) Human relations

6) Change in job assignments

36
Training Need Analysis(TNA)

An analysis of training need is an essential requirement to the design of effective

training. The purpose of training need analysis is to determine whether there is a gap

between What is required for effective performance and present level of performance.

Training need analysis is conducted to determine whether resources required are available or
not.

It helps to plan the budget of the company, areas where training is required, and also
highlights

The occasions where training might not be appropriate

Training Need arises at three levels:

37
Corporate need and training need are interdependent because the organization performance
ultimately depends on the performance of its individual employee and its sub group.

Organizational Level Training need analysis at organizational level focuses on strategic

planning,

business need, and goals. It starts with the assessment of internal environment of the
organization

such as, procedures, structures, policies, strengths, and weaknesses and external environment
such

as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while

strengths can further be strengthened with continued training. Threats can be reduced by
identifying

the areas where training is required. And, opportunities can be exploited by balancing it against
costs.

For this approach to be successful, the HR department of the company requires to be involved in

strategic planning. In this planning, HR develops strategies to be sure that the employees in the

organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future
KSAs

38
requirements at each level.

Individual Level Training need analysis at individual level focuses on each and every
individual in the

organization. At this level, the organization checks whether an employee is performing at

desired level

or the performance is below expectation. If the difference between the expected performance
and actual

performance comes out to be positive, then certainly there is a need of training.

However, individual competence can also be linked to individual need. The methods that are
used to analyze the individual need are:

Appraisal and performance review

Peer appraisal

Competency assessments

Subordinate appraisal

Client feedback

Customer feedback

Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the work that is being

assigned to the employees. The job analyst gathers the information on whether the job is clearly

39
understood by an employee or not. He gathers this information through technical interview,
observation

, psychological test; questionnaires asking the closed ended as well as open ended questions, etc.
Today

, jobs are dynamic and keep changing over the time. Employees need to prepare for these
changes. The

job analyst also gathers information on the tasks needs to be done plus the tasks that will be
required in

the future.Based on the information collected, training Need analysis (TNA) is done.

Models of Training

40
Training is a sub-system of the organization
because the departments such as, marketing &
sales HR, production, finance, etc depends on
training for its survival. Training is a
transforming

process that requires some input and in turn it

produces output in the form of knowledge,
skills,

and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts

that must work together to perform a particular
function. An organization is a system and
training is a sub system of the organization.

The System Approach views training as a sub

system of an organization. System Approach
can be used

to examine broad issues like objectives,

functions, and aim. It establishes a logical
relationship

between the sequential stages in the process of

training need analysis (TNA), formulating,
delivering, and evaluating.

There are 4 necessary inputs i.e. technology,

man, material, time required in every system
to

produce products or services. And every

system must have some output from these 41
inputs in
order to survive. The output can be tangible or
intangible depending upon the organizations

requirement. A system approach to training is

planned creation of training program. This

approach uses step-by-step procedures to solve

the problems. Under systematic approach,

training is undertaken on planned basis. Out of

this planned effort, one such basic model of

five steps is system model that is explained

below.

Data analysis and

interpretation

42
1. How long have you been working in the organization?

Option
Response
less than 1 year 11
1 to 4 year 15
more than 4 year 24

response

less than 1 year; 22%

more than 4 year; 48%

1 to 4 year; 30%

43
2. Were you aware of the company brand before applying for a position?

response
yes 46
no 4

response

no; 8%

yes; 92%

44
3. Were you satisfied with the training and development process?

respon
se
yes 37
no 4
could have
been better 9

response
yes no
could have been better

18%
8%

74%

45
4. Do you think the present profile / position will help you to grow individually ?

respon
se
yes 40
no 3
can't
say 7

response

can't say; 14%

no; 6%

yes; 80%

46
5. Which internal source of training and development is followed by the company and
given more priority?

respon
se
internal
promotion 22
employee
referrals 24
transfer 4

response

transfer; 8%

internal promotion; 44%

employee referrals; 48%

47
6. Which source of training and development is relied upon when immediate
requirement arises?

respon
se
interna
l 35
extern
al 15

response

external; 30%

internal; 70%

48
7. What would be your primary reasons for leaving the company ?

respon
se
benefits & salary 11
better job opportunity elsewhere 24
conflict with co-worker/ higher
authority/management 1
working conditions 3
job expectations 10
poor performance evaluation 1

response
25
20
15
10
5
Axis Title
0

49
8. Do you clearly understand the basis on which your performance is judged?

respon
se
yes 34
no 7
not
sure 9

response
yes no not sure

18%

14%
68%

50
 9. Which quality of candidate your organization looks while selecting a candidate for a
job?

respons
e
knowledg 37
e
nature 1
past 6
experien
ce
team 3
work
others 3

response
40
35
30
25
20
response
15
10
5
0

51
 10. Which of the following methods does your company choose for sourcing ?

respon
se
campus 15
consultants 5
walk in 6
advertisem
ent 5
job fair 7
portals 3
employee
referrals 9

response
16
14
12
10
8
6 response
4
2
0

52
 11. Have you ever observed or experienced any kind of harassment at this company?

respon
se
caste harassment 3
working hours
harassment 4
required leave
harassment 4
none of these 39

response

40
35
30
25
20
15
10 response
5
0

53
 12. Do you satisfied with the health welfare and safety schemes of the company?

respon
se
strongly
satisfied 13
strongly
dissatisfied 8
little bit 20
none of
these 9

response

20
18
16
14
12
10
8 response
6
4
2
0

54
 ANALYSIS AND FINDINGS

The analysis of the various sources of training and development and selection devices is

presented on the following pages. The response entailed from the HR Department (as analysed

from Questionnaire) represents current practice within the organisation in terms of the sources of

training and development and selection devices used. The analysis of the response entailed from

all the other

departments (as analysed from Questionnaire) forming the sample, represents the perception of

the respondents from these Departments in terms of the validity and effectiveness of the various

sources/devices of training and development /selection (specific to these Departments) The

analysis further entails any suggestions/recommendations given by these non-HR Departments

(forming the sample for administering Questionnaire), in terms of any training and development

source and/or selection device that should be deployed by the organisation International Journal

of Innovation,Management and Technology, Vol. 1, No. 4, October 2010

55
 RECOMMENDATIONS FOR THE

IMPROVEMENTOF THE

TRAINING AND DEVELOPMENT AND SELECTION PROCEDURE

Based on the survey analysis and suggestion from the respondents, the following are the

proposed recommendation to improve the existing system and practices of training and

development and selection procedures:

Training and development Policy

Apart from the director of the company, the operational head should have the authority

for sanctioning the vacancy of a right to recruit the candidates as per the decisions.

Training and development of summer/in-plant trainees

There should be a provision for the training and development of summer/in-plant

trainees in the organization.

Internet Training and development

Advertisement of jobs on Internet should be an accessible to maximum job seekers.

Service portal like monster.com, jobsahead.com, naukri.com etc should be used.

Sources of training and development

Company must recruit the individuals through valuable sources of training and

development .

56
Selection Policy

Test developed by the company for the purpose of selection of the candidates should not

be of complex nature.

There must be proper communication between the interviewer and interviewee at the time

of interview.

The reference procedure if adopting, should be analyzed properly before training and

development them.

Selection Process

During the selection process not only the experienced candidates but also the fresh

candidate should be selected so as to avail the innovation and enthusiasm of new

candidates. These candidates should be kept on the job for some time period; if suitable they

should be recruited. During the selection process, the candidates should be made relaxed

and at ease.

Summer/In plant Management Trainees

In the organization where summer/in-plant/management training facility prevailing then

such kind of practices must be adopted so that the student can learn and again from their

practical views.

57
Steps of Training and development and Selection

Company should follow all the steps of training and development and selection for the

selection of the candidates. Selection process should be less time consuming.

Interview

The interview should not be boring, monotonous. It should be made interesting. There must

be proper communication between the Interviewer and the Interviewee any the time of

interview.

Evaluation and Control

Evaluation and control of training and development and selection should be done fair

judgment.

Methods

Methods used for selection of candidates should be done carefully and systematically.

Fair Selection

The attainment of goals and objective of any organization depend on the type and quality

of its manpower. To have right type of men at right job and at right time, the training and

development and selection procedure should be fair and impartial.

58
 Group Discussion for better assessment

This is indeed an important suggestion and authorities concerned should immediately look

into it and try to implement it.

The Problems and Limitations of the Study

Even though every effort has been done to minimize the variations and present a factual

picture with the help of statistical method, but still there are some limitations: -

Availability of less time in meager economical support also acted as a constraint towards

improving the quality of the report.

Due to busy schedule of the HR Officers, they were not able to give more time and

attention.

Certain important information was kept secret; this is because of the reason certain

hypothesis were taken.

The respondents may not have marked all responses honestly, being apprehensive of

adverse management reaction.

59
 CONCLUSION

Based on the analysis through the questionnaire responses the following is the conclusion of the

study.

The organization follows the rules and regulation involved in their Training and development

and Selection Procedure of the organization. However, there is some scope for improvement with

regard to following:

1. The managers are fully satisfied with the existing Training and development and

Selection procedure.

2. The training and development and Selection procedure should not be lengthy.

3. To some extent a clear picture of required candidates should be made in order to search

for appropriate candidates.

4. The Training and development and Selection procedure should be impartial.

5. In VADILAL ICE CREAM, a proper Training and development and Selection procedure

is followed.

60
61
 BIBLIOGRAPHY
S. S. Khanka, Organisational Behaviour, Third Edition, S. Chand

& Company

C. R. Kothari, Research Methodology, Second Revised Edition,

New Age International Publishers

Fred Luthans, Organisational Behaviour, Eighth Edition, Mc

Graw Hill

Stephen p. Robbins & Seema Sanghi, organizational Behaviour,

Eleventh Edition, Pearson Education

WEB SITES:

www.google.com

www.managementparadise.com

www.naukri.com

www.citehr.com

www.wikipedia.com

www.hr.com

62
 QUESTIONNAIRE
1. How long have you been working in the organization?

less than 1 year

1 to 4 year
more than 4 year

2. Were you aware of the company brand before applying for a position?

yes
no

3. Were you satisfied with the training and development process?

yes
no
could have
been better

4. Do you think the present profile / position will help you to grow individually ?

yes
no
can't
say

5. Which internal source of training and development is followed by the company and
given more priority?

internal
promotion
employee
referrals
transfer

63
6. Which source of training and development is relied upon when immediate
requirement arises?

internal
externa
l

7. What would be your primary reasons for leaving the company ?

benefits & salary

better job opportunity elsewhere
conflict with co-worker/ higher
authority/management
working conditions
job expectations
poor performance evaluation

8. Do you clearly understand the basis on which your performance is judged?

yes
no
not
sure

9. Which quality of candidate your organization looks while selecting a candidate for a
job?

knowledg
e
nature
past
experien
ce
team

64
 work
others
10.

65
11. Which of the following methods does your company choose for sourcing ?

campus
consultants
walk in
advertiseme
nt
job fair
portals
employee
referrals

12. Have you ever observed or experienced any kind of harassment at this company?

caste harassment
working hours
harassment
required leave
harassment
none of these

13. Do you satisfied with the health welfare and safety schemes of the company?

strongly
satisfied
strongly
dissatisfied
little bit
none of
these

66