Tejas Patel Final Project

GTU’s Enrollment No: 167690592052
A
PROJECT REPORT ON
A Study on Training and Development and Talent Transformation at
“ACULIFE HEALTHCARE PRIVATE LTD.”

(NIRMA GROUP)
Submitted By
Tejas A. Patel
Submitted To
Prof. Anushree Karani
MBA PROGRAMME 2016-2018
In partial fulfillment of the requirements for Summer Internship Programme for
the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
SHRI JAIRAMBHAI PATEL INSTITUTE OF BUSINESS MANAGEMENT
AND COMPUTER APPLICATIONS (NICM-MBA)
INSTITUTE CODE: 769
Submitted to
GUJARAT TECHNOLOGICAL UNIVERSITY,
AHMEDABAD
DECLARATION
This project report entitled “Training and Development and Talent Transformation” at
Aculife Healthcare Private Limited has been submitted to Gujarat Technological
University, Ahmedabad in partial fulfillment for the award of degree of Master of Business
Administration. I undersigned hereby declare that this report has been completed by me
under the guidance of Ms. Hemaa Haran (HR Manager) and Mr. Himaanshu Jadawala
(Sr. Executive) of Aculife Healthcare Private Limited and Prof. Anushree Karani is
project Guide (Assistant Professor, Shri Jairambhai Patel Institute of Business Management
& Computer Applications, Gandhinagar.)
The report is entirely the result of my own efforts and has not been submitted either in part or
whole to any other institute or university for any degree.
Name of the Student: - Tejas A. Patel Signature: - _______________

GTU’s Enrollment No: - 167690592052
Date: 03/08/2017
Place: Ahmedabad
I
ORGANISATION’S CERTIFICATE
II
INSTITUTE’S CERTIFICATE
This is to certify that Tejas A. Patel, student of MBA

(2016-2018 batch) at Post Graduate Centre of Gujarat Technological University – MBA,
SJPI has prepared a Summer Internship Project Report on “ A project report on study on
Training and Development and Talent Transformation” in partial fulfillment of two years
full-time MBA Programme of Gujarat Technological University, Ahmedabad. This project
work has been undertaken under my supervision and found satisfactory.
Date: 03/08/2017 NAME OF FACULTY GUIDE

Place: Gandhinagar Prof. Anushree Karani
(Assistant Professor)
Dr. B.K.Nirmal
Director
MBA
III
PREFECE
The objective of the practical training is to the development of the student of clear cut
knowledge about industrial environment and the business practice over above the theatrical
study of management visiting industry.
One need to learn and acquire the skills of management and it is possible only through the
experience and practical knowledge. This can only be acquired with the help of practice and
personal visits in the company.
Today’s management concept is highly professional an individual in his/her capacity as a

professional manager. Taking an overall view of the situation will address directly to the root
cause of the problem and not necessarily hinder the other functions of the organization again.
The management concept has become impersonalized for the implementation of what is best
under a given situation for the organization.
IV
ACKNOWLEGEMENT
This internship duration helped me in developing my practical ability. I am very thankful to

Dr. B.K.Nirmal, Director of our institution who had arranged this type of summer internship
to get more and more practical aspect of the company. I express my special gratitude to the
Ms. Hemaa Haran (HR Manager) & Mr. Himaanshu Jadawala (Sr. executive) of
Aculife Healthcare Pvt. Ltd. Miss Hemaa and Mr. Himaanshu helped me to resolve doubts
& proceeds in the right direction. And also thankful to Mr. Ajoy Mohan (H.O.D-HR) who
gave us permission for the internship in Aculife Healthcare Private Ltd. And also thankful to
other executives for giving me such important information about company.
Finally, I would like to express my humble thanks to Prof. Anushree Karani (Assistant
professor) Project guide of this report, for constant guidance in particular area, support and
useful suggestions and encouragement throughout this project.
The successful completion of this report would not have been possible without co-operation
and support of my professors, friends and the employees and staff of Aculife Healthcare
Private Ltd.
V
EXECUTIVE SUMMARY
The project was carried out during the period from 17th June, 2017 to 02nd August, 2017 (45
Days) at Aculife Healthcare Private Limited in Ahmedabad and Plant Location at Sachana
(Viramgam).
This report is mainly focus on the Training and Development Policy in which it Scope,
Objectives, sources and process of Training, Kinds of Training, induction. This report has
tried its best to collect the information as much as possible about the company. It includes the
in brief analysis of various department of the company. The aim of this study is to discover
how talent management is currently being used by a diverse range of organizations and to
discern the best practices of an effective talent management program.
The survey of literature plays an important role in establishing the backup drop for any
research work. It is felt that the justification of the present study can be clarified by reviewing
the available literature on the subject to find out gaps in research before finally selecting the
objectives of Training and Development and Talent Transformation. Transformation and
Change are the only static forces of the new millennium. Once the recruitment system in any
organization is streamlined, the second phase of talent management will be proper training
and development of employees.
Analyze the data with the help of Exploratory Research design, sampling and collection of
data whenever employees were given the training and their overviews about the training
sessions. The objective of this research is “to study the effectiveness of Training and
development programs at Aculife Healthcare Pvt. Ltd.” In this research, non-probability
convenience sampling has been used. In this research primary data is collected through
directly from employees by structured questionnaire. In this research, the tool used is Excel
2010 for study and frequency and percentage are used for analysis.
Aculife Healthcare Private Limited includes various functions like Marketing, International
Marketing, Finance, Human Resource & Admin, IT, Purchase, F&D, Regulatory and Audit,
Outsource. This company produces all kind of pharmaceutical products like critical care
medicines, medical devices and many more branded Over The Counter (OTC) Products.
Human Resource Department at Aculife Healthcare is quite impressive. Various HR policies
VI
of the company are studied. Overall human resource environment of the company is
dedicated towards the employees. A critical aspect of successful human resource Training
and development programs in organizations is interest and active participation by employees.
A Training and development program designed by the company is quite helpful to the
employees to enhance their skills and knowledge. Various training program organized by
company as per schedule like communication skills, First aid & Personal Hygiene and current
good manufacturing practices.
Data Analysis found out the process is very intensive and it covers most aspect of training
and development and talent transformation. It was found that most of the employees
considered the attitude of their employers towards training and development programs neutral
and there were also few who considered it positive. Overall it can be said that the
environment provided by the employers in order to inculcate training and developing among
the employees is good. It was found that most of the employees view Training and
development as a benefit and so, they considered it to be important and essential for
employees.
It was found out that the education background did not affect the enrichment of knowledge
and skills from Training & Development and Talent Transformation. It was also found out
that the age and the perception regarding Training & Development have no relation. It was
found out that means that various designations have no impact on the perception regarding
promotion of employees due to training. It was also found out the employees perception
regarding Talent Transformation because Supervisor was given the training but actually
trainee can understand or not if employee was taken a better training so it is good but if they
having so many doubts so that affecting on their job.
The report Include final conclusion, bibliography, references, annexure and the various
websites are used for the preparation of the project at the end.
VII
TABLE OF CONTENTS
TITLE PAGE NO.
DECLARATION I
CERTIFICATE FROM THE ORGANISATION II
CERTIFICATE FROM THE INSTITUTE III
PREFACE IV
ACKNOWLEDGEMENT V
EXECUTIVE SUMMARY VI
CHAPTER-1 INTRODUCTION 1
1.1 Pharmaceutical Industry in India 2
1.2 Training and Development 7
1.3 Talent Transformation 10
1.4 Main Topics of Training given in Aculife 13
Healthcare
1.5 Production units in Aculife Healthcare Pvt. 14
Ltd.
CHAPTER-2 LITERATURE REVIEW 15
2.1 Introduction 16
2.2 Training and Development 18
2.3 Types of training and development 19
programs which are provided to the
employee
2.4 Stages of training and development 20
programs
2.5 Development 20
2.6 Talent Management & Transformation 22
CHAPTER-3 RESEARCH METHODOLOGY 24
3.1 Introduction 25
3.2 Objectives 25
3.3 Research Design 25
3.4 Sample Design 25
3.5 Sample Size 25
3.6 Data Collection 25
3.7 Statistical Tools and Techniques 26
3.8 Limitations 26
CHAPTER-4 ABOUT THE COMPANY 27
4.1 Introduction 28
4.2 Nirma group major products 28
4.3 Nirlife-Aculife Beginning 29
4.4 Nirlife-Aculife Vision & Mission 29
4.5 Belief 29
4.6 Values 30
4.7 Nirlife-Aculife Technology 30
4.8 History 31
4.9 Heritage 32
4.10 Comprehensive product range 32
4.11 International Presence 33
4.12 Partnership 35
4.13 Awards 35
4.14 Technology 35
4.15 Research and development 37
4.16 QA & QC 37
4.17 Regulatory 38
4.18 Distribution network and reach 38
4.19 Departments of Aculife healthcare Pvt. Ltd. 39
4.20 Statutory welfare schemes of Aculife 40
healthcare Pvt. Ltd.
CHAPTER-5 ANALYSIS 41
CHAPTER-6 FINDINGS AND RECOMENDATIONS 60
CHAPTER-7 LEARNING’S FROM SUMMER 63
INTERNSHIP
CHAPTER-8 CONCLUSION 65
CHAPTER-9 BIBILIOGRAPHY/ REFERENCES 67
CHAPTER-10 ANNEXURES 70
LIST OF FIGURES
Figure No Figure Name Page No
1.1 Indian Pharmaceutical sector revenue 5
1.2 Generic drugs form the largest segment of Indian pharma 5
market
1.3 Export-Import Scenario 6

5.1 Gender 42
5.2 Age 43
5.3 Qualification 44
5.4 Experience 45
5.5 Have you undergone Training programs at Aculife 46
healthcare?
5.6 After undergoing training are you being able to perform your 47
duty efficiently in the organization?
5.7 After undergoing training programs, has your contribution 48
towards achieving the goal of the organization increased?
5.8 How do you view training and development as a function? 49
5.9 Was the duration of the training program sufficient? 50
5.10 Show your level of agreement for the following statements. 52
5.11 Does the organization have a policy on employee talent 53
management?
5.12 To what extent is the organization using talents effectively? 54
5.13 How often are employee talents developed by the 55
organization?
5.14 Has your talent/skills been identified by the organization? 56
5.15 How effective are these practices in managing your talents in 58
the organization?
5.16 Show your level of agreement for the following statements. 59
LIST OF TABLES
Table No Table Name Page No
1.1 Top 10 pharmaceutical company in India 3
1.2 Production Units 14
2.1 Opinions of different authors regarding Training & 21
Development
4.1 Good Export by Aculife In these countries 35
5.1 Gender 42
5.2 Age 43
5.3 Qualification 44
5.4 Experience 45
5.5 Undergone Training Program 46
5.6 Performance after training 47
5.7 Employee contribution after training 48
5.8 Employees views about training and development 49
5.9 Duration of training 50
5.10 Level of agreement regarding T&D 51
5.11 Policy of talent Management 53
5.12 Perception about usage of talent 54
5.13 Perception about talent development 55
5.14 Identification of skills 56
5.15 Perception about talent management practices 57
5.16 Perception about T&D and Talent Transformation 58

CHAPTER - 1
INTRODUCTION
Shri Jairambhai Patel Institute of Business Management Page 1

1.1 Pharmaceutical Industry in India
The Indian Pharmaceuticals sector has come a long way, being almost non-existing during
1970, to a prominent provider of health care products, meeting almost 95% of country‟s
pharmaceutical needs. London research company Global Insight estimates that India‟s share
of the global generics market will have risen from 4% to 33% by 2007. Most of the players in
the market are small-to-medium enterprises; 250 of the largest companies control 70% of the
Indian market. India‟s US$ 3.1 billion pharmaceutical industry is growing at the rate of 14
percent per year. It is one of the largest and most advanced among the developing countries.
The Indian Pharmaceutical Industry today is in the front rank of India‟s science-based
industries with wide ranging capabilities in the complex field of drug manufacture and
technology. A highly organized sector, the Indian Pharma Industry is estimated to be worth $
4.5 billion, growing at about 8 to 9 percent annually. It ranks very high in the third world, in
terms of technology, quality and range of medicines manufactured. From simple headache
pills to sophisticated antibiotics and complex cardiac compounds, almost every type of
medicine is now made indigenously. Globally, the Indian industry ranks 4th in terms of
volume and 13th in terms of value & India are also one of the top 5 Active Pharmaceutical
Ingredient (API) producers. It ranks 17th with respect to exports value of bulk actives &
dosage. Indian pharma has been relying on reverse engineering to copy international drugs.
However, it has started realizing the importance of R&D &developmental skills to tap the
US/EU markets which has led to rise in export figures of the companies. The opportunities
for the Indian players lie in both manufacturing & R&D services. The industry has been
discussed in three phases in much research report; however, the post 2005 era will be covered
in this project. The year 2005 saw a series of development for the Indian pharmaceutical
players like implementation of VAT, shift from excise based levy to MRP based levy &
recognition of product patents. While the process patent regime helped in the development of
Indian pharma in the generic drugs sector, the product patent regime has restored the
confidence of the MNCs in the Indian market. In the generic field $45 bn drugs are expected
to loose their patents protection, opening up huge opportunity for the Indian pharma
companies in the generic field.

Table-1.1 Top 10 Pharmaceuticals company in India, 2017
Rank Company Revenue Profit

(Rs.Crore) (Rs.Crore)
1 SUN Pharmaceutical Industries ltd. 30,868 7,465
2 LUPIN Limited 17,460 2,785
3 AUROBINDO Pharma Limited 11,107 1,813
4 CIPLA 11,007 990
5 Dr. Reddy‟s Laboratories 9,715 1,343
6 Cadila Healthcare 4,692 666
7 Torrent Pharma 4,513 664
8 DIVI‟S Laboratories 4,084 1,115
9 GLENMARK 3,808 1,223
10 Piramal Enterprises 3,883 1,100
(Source – www.mbaskool.com)
The Indian pharmaceutical industry has a unique amalgamation of three critical factors which
Make it so attractive for investment thereby adding impetus to growth.
• The process patent regime
• Price controls
• Exemptions to Small Scale Industries (SSIs).
India's pharmaceutical industry on course for globalization
Booming sales. India is gaining in importance as a manufacturer of pharmaceuticals.

Between 1996 and 2006, nominal sales of pharmaceuticals were up 9% per annum and thus
expanded much faster than the global pharmaceutical market as a whole (+7% p.a.). Demand
in India is growing markedly due to rising population figures, the increasing number of old
people and the development of incomes. As a production location, the country is benefiting

from its wage cost advantages over western competitors also when it comes to producing
medicines.
India has discovered the world market. Since the end of the 1980s India has been
exporting more pharmaceuticals than it imports. Over the last ten years the export surplus has
widened from EUR 370 m to EUR 2 bn. At 32% in 2006, the export ratio was about twice as
high as in 1996 and will likely rise further in the coming years (Germany: 55% at present).
New patent law necessitated reorientation. Legal changes in India in 2005 made it
considerably more difficult to produce “new” generics. Foreign pharmaceuticals, which enjoy
20 years of patent protection, can no longer be copied by means of alternative production
procedures and sold in the domestic market. Hence, a reorientation was required in India‟s
pharmaceutical industry. It now focuses on drugs developed in-house and contract research or
contract production for western drug makers.
Considerable impact of hampering factors. The sector‟s development is slowed by major

infrastructure problems. These are, above all, qualitative and quantitative shortcomings in the
energy and transport sectors.
Strong growth continues. Up until 2015, we expect pharmaceutical sales to rise by 8% p.a.
to just under EUR 20 bn, compared with an increase of 6% in the world as a whole and 5% in
Germany. But even then, India‟s share in the world pharmaceutical market would only come
to slightly over 2% (Germany: 7%). In Asia, India looks set to lose market share, as other
Asian countries are registering Booming sales. India is gaining in importance as a
manufacturer of pharmaceuticals. Between 1996 and 2006, nominal sales of pharmaceuticals
were up 9% per annum and thus expanded much faster than the global pharmaceutical.

Figure-1.1 Indian Pharmaceutical Sector Revenues Trending North
(Source: www.ibef.org)
Figure-1.2 Generic Drugs Form the Largest Segment of Indian Pharma Market
ADVANTAGE TO INDIA
Competent workforce: India has a pool of personnel with high managerial and technical
competence as also skilled workforce. It has an educated work force and English is
commonly used. Professional services are easily available.
Cost-effective chemical synthesis: Its track record of development, particularly in the area
of improved cost-beneficial chemical synthesis for various drug molecules is excellent. It
provides a wide variety of bulk drugs and exports sophisticated bulk drugs.

Legal &Financial Framework: India has a 53 year old democracy and hence has a solid
legal framework and strong financial markets. There is already an established international
industry and business community.
Information & Technology: It has a good network of world-class educational institutions

and established strengths in Information Technology.
Globalization: The country is committed to a free market economy and globalization. Above
all, it has a 70 million middle class market, which is continuously growing.
Consolidation: For the first time in many years, the international pharmaceutical industry is
finding great opportunities in India. The process of consolidation, which has become a
generalized phenomenon in the world pharmaceutical industry, has started taking place in
India.
Figure-1.3 Export-Import Scenario
India's US$ 3.1 billion pharmaceutical industry is growing at the rate of 14 percent per year.
It is one of the largest and most advanced among the developing countries.
Over 20,000 registered pharmaceutical manufacturers exist in the country. The domestic

pharmaceuticals industry output is expected to exceed Rs260 billion in the financial year
2002, which accounts for merely 1.3% of the global pharmaceutical sector. Of this, bulk
drugs will account for Rs 54 bn (21%) and formulations, the remaining Rs 210 bn (79%). In
financial year 2001, imports were Rs 20 bn while exports were Rs87 bn.
1.2 Training & Development :-

Every organization needs well-adjusted, trained and experienced people to perform its
activities. As jobs in today‟s dynamic organizations have become more complex, the
importance of employee education has increased. Employee training is a learning experience,
it seeks a relatively permanent change in employees that their improves job performance.
Training involves changing skills, knowledge, attitudes, or behavior. This may means
changing what employee know, how they work, or their attitudes toward their jobs,
coworkers, managers, and the organization. Managers, with HRM assistance, decide when
employees need training and what form that training should take.
T&D is vital part of the human resource development. It is assuming ever important role in
wake of the advancement of technology which has resulted in ever increasing competition,
rise in customer‟s expectation of quality and service and a subsequent need to lower costs. It
is also become more important globally in order to prepare workers for new jobs.
 The Company has established a “Procedure for Training”. Through this procedure, the
training needs of personnel are identified to make them competent for carrying out their
activities. The controls exercised for making the personnel competent are:
 To determine the required minimum competence for the personnel performing work affecting
product quality in terms of criticality of the process through defined “Job Description”
 To provide structured/unstructured training (i.e. on job training/coaching under the
supervision of their seniors) to the identified personnel to satisfy and meet their training
needs;
 To evaluate, after a defined period, the effectiveness of the structured / unstructured training
provided to know the progress in their achievements,
 To ensure that the company personnel are fully aware of the relevance and the importance of
their activities including their involvement and contribution to the achievement for the
identified quality objectives, and

 To maintain the records of education, training, skills and experience of all personnel as
Records. These records also help in determining the need for multi-skill training
requirements, if any.
Training:
Training is an act of increasing and imparting the knowledge and skill of a worker for doing
a certain job. In other words, training is an organized procedure by which people acquire
knowledge or skill for a definite purpose.
Employee training
 A learning experience designed to achieve a relatively permanent change in an
individual that will improve the ability to perform on the job.
 Training is more present-day oriented; it focuses on individuals‟ current jobs,
enhancing those specific skills and abilities to immediately perform their jobs.
 Training helps the employee do their current job.
 The benefits of training may extend throughout a person‟s career and help develop that
person for future responsibilities.
Employee development
 Future-oriented training, focusing on the personal growth of the employee

 Development focuses on future jobs in the organization. As job and career progress,
employee need new skills and abilities.
 Help that person for future responsibilities, with little concern of current job duties.
Steps To Training & Development

1. Determining training needs
2. Training & development objectives
3. Set program content and learning principles
4. Implementation of actual program
5. Evaluating the effectiveness of T & Program

Determining training needs/Need assessment:
What is need assessment?
“A training need exists when an employee lacks the knowledge or skill to perform an
assigned task satisfactorily. It arises when there is a variation between what the employee is
expected to do on the job and what the actual job performance is.”
Identifying the training needs:

 A training need exists when an employee or group of employees lacks the knowledge or
skills to carry out their present or future job in a way that:
 Meets the standards required
 Incorporate new methods and procedures
 Need assessment diagnoses current problems and future challenges to be met through
training and development.
 Need assessment must consider each employee.
 The employee‟s needs may be determined by HR department, by supervisors, or by self-
nominations.
 Specific training need should be based on:
 Organization‟s needs
 Type of work to be done
 Skills necessary to complete the work
 Indicators of declining job performance/ Indicators of need for more training:
 Drops in productivity
 Increased rejects
 Lower quality
 Inadequate job performance
 Rise in the number of accidents
 Customer Complaints
 Unsatisfactory customer survey ratings
 Missed objectives and targets
 New facilities or technology
 The value added by training must be considered versus the cost.

 Having identified the problems and performance deficiencies, we must lay out the
difference between the costs of any proposed solutions against the cost of not implementing
the solution. Here's an economic "gap analysis":
 What are the costs of conducting programs to change the situation?
 What are the costs if no solution is applied?
Training & Development Objectives & Goals:

 Once it has been determined that training is necessary training goals must be
establishes.
 Management should explicitly state its desired results for each employee.
 It must state what change in employee knowledge, skills, attitudes, and behaviors and
also clarify what is to change and by hoe much.
 It should state the desired behavior and the conditions under which it is to occur.
 Goals should be specific, tangible, verifiable, timely, and measurable.
 Theses stated objectives then become standards against which individual performance and the
program can be measured.
 They should be clear to both the supervisor and the employee because they can be used to
evaluate their success.
 If the objectives are not met, failure gives the HR feedback on the program and the
participants.
1.3 Talent Transformation:

According to Merriam-Webster Transformation is an act, process, or instance of transforming
or being transformed, change in form, appearance, nature, or character. Transformational
(something that transforms something else) refers to an experiences, People (like a baby),
religious & spiritual events, attributes, environment & habitats, rules or policies, behavior,
words, literature, etc. and the list goes on and on of the things that can transform.
 People have talent (innate and acquired). I believe some people are more talented in areas
than others but it's the same type of talent. For instance, you can be very skilled at dancing
but someone can be even more skilled in many forms of dancing. Someone else may be
exceptional at multiple dance forms, acting, and singing. Broadway here we come.

 Some people understand how to take advantage of multiple skills to drive different outcomes,
think transformative and some people are just better doing this than others. It's just like
innovating. Using the same inventions (adding to or combining) that's been around for years
to create something different.
Talent Transformation- Every day, tremendous value is lost due to immature or
ineffective talent development, retention, evaluation, and recruitment processes. Strategic
management of organizational talent is becoming a key focus area for businesses of all sizes
and across all industries.
Talent Transformation: Why It’s Important to Keep Developing Your

Team
“Talent is cheaper than table salt. What separates the talented individual from the successful
one is a lot of hard work.” — Stephen King.
As a leader, you face the irony of having to keep your team members happy by developing
their skills and offering opportunities for advancement, only to have most move on as soon as
they have an even better opportunity. But if you don‟t develop your folks, you won‟t be able
to advance, either, because there‟s no one to replace you. Employee development, then
becomes for any ambitious team. You‟ll need to consistently provide all the development
your team members need now or might need soon to do their jobs productively.
These tips will help you get started down that road.
1. Get to know your people:

Study your team members intensely, so you know how their skills interlock, where they
believe their deficiencies lie, what they feel insecure about, where you see gaps in their
development, and where they excel beyond their current job descriptions. Listen to what they
tell you about themselves, especially in regards to their strengths and weaknesses.
Furthermore, find out if they have interest or hobbies that might apply to their jobs or future
jobs. You have to know all this before you can even get started with the rest.
2. Assign strategic tasks to help them learn:

If someone is a great writer but a poor presenter, and his job requires both, don‟t just have
him write reports. Assign him plenty of presentations, knowing he‟ll have to work hard to
improve if he wants to meet your expectations. I‟m a big believer in focusing on strengths
rather than shoring up weaknesses, but every job has some tasks that require certain
minimum standards of competence. Keep honing each skill they‟re deficient in until they
reach and exceed those standards and then have another look at their strengths.
3. Show a genuine interest in their futures:

People appreciate it when they know you care about them as individuals, rather than as cogs
in your workplace machine. Be honest and genuine about it. This alone will help boost
loyalty and engagement.
4. Urge your people to keep learning:

In addition to making sure they maintain their required skills, check in with your team
members to see what skills they think they may need in the future, or may simply want in
order to get ahead. Do what you can to provide those skills, whether by sending them to a
conference or workshop, or by paying for college-level courses.
5. Motivate them to improve themselves:

Give your people extra reasons to learn by offering incentives if they do. For example,
achieving certification in a specific specialty or computer program might automatically
qualify them for a higher salary and a title, or at least for a nice one-time bonus. Point out that
educational advancement also offers a good way to ascend the career ladder, allowing them
to obtain more power, authority, and salary.
6. Keep learning yourself:

Like it or not, you serve as a role model for your team. To some extent, they do what they see
you doing. If they see you making a deliberate effort to develop your own skills further,
they‟ll prove more likely to do so themselves.
7. Plan for succession:

Smart leaders groom talented, hard-working people for advancement whenever they find
them, for the day when they or another person in management leaves. If the organization can
promote from within, the organization can count on a smoother transition than might
otherwise occur if there was no one on hand to fill the empty shoes.
8. Never slow down:

Opportunities for career advancement are crucial to employee engagement. Without
engagement, you‟ll never maximize your team‟s productivity. You can never slack off on
talent development for your team. It must remain one of your top priorities if you want to
keep the cream rising to the top.

1.4 Main Topics of Training Given in Aculife Healthcare
1. First aid & personal hygiene

2. Quality Management System
3. Warehouse Awareness & Material Handling
4. SAP – PP/PM/MM Module
5. Change Control Management
6. Deviation Management, CAPA & Failure Investigation
7. Document & Data Control
8. Quality Risk Management
9. Validation
10. Good Documentation Practices (GDP)
11. Environment & Pollution
12. Clean Room Behavior
13. Good Engineering Practices (GEP)
14. Current Good Manufacturing Practices (cGMP)
15. Data Integrity
16. Five “S” Techniques For Housekeeping
17. Media Fill Validation
18. Qualification
19. Good Laboratory Practices (GLP)
20. Good Distribution Practices (GDP)
21. Sterilization Process

1.5 Production Units in Aculife Healthcare Pvt. Ltd.
Table 1.2 – Production Units
Utility Utility-1
Utility Utility-2
Unit-1 Fluid Therapy Division (FTD) Production / Engineering
Unit-2 Small Volume Parenteral(SVP) Production / Engineering
Unit-3 Medical Device Division(MDD) Production / Engineering
Unit-5 Injectable Production / Engineering
Unit-6 Cepha Production / Engineering
Unit-7 Beta Production / Engineering
Unit-8 Oral Production / Engineering

CHAPTER – 2
LITERATURE REVIEW

2.1 Introduction:-
Training and development is an important instrument in organization to improve performance

of its workforce and develop their competencies. It is one of the fastest growing fields and
has attracted the attention of eminent scholars, researchers, practitioners and consultants who
work in this field. They have discussed this subject from various angles. Training has played
crucial role in all ages. With the changing requirements of time, training has passed through
process of change. Various studies have been conducted at national and international level.
Thousands of books and journals have discussed about training.
In Pareek and Rao's (1981) Model, training department was treated as one of the important
subsystems. According to Pattnayak (1998), the effectiveness of HRD activities in Indian
organization depend to a great extent on training needs assessment and evaluation of training
effectiveness. He adds that to make the organization productive, it is essential that the
individual skill be developed to achieve and fulfill the organizational needs. In this critical
context, HRD, particularly training and development has an important role to play.
P.N. Singh (1989) in his book on "Training for Management Development' emphasizes on
the importance of training and management development activities in organization due to
rapid technological developments, change in style of management in recent years and
changing areas of responsibility for managers.
Dayal (1973) presented a comprehensive survey of studies on training in India as he

observed, most of the issues confronting the fields of training in India are not dissimilar to
those felt aboard. Attempts have been made to examine general issues such as conditions
conducive to effective training, techniques for assessing effectiveness of training extent of
utilization of training in practice and the extent to which training methods influence learning.
The development of high potential workers with the support of continuous training and
retraining is seen as a core element in the development of competitive advantage of the
organization by Kandula (2002).

Training has been described as an international act of providing means for learning to take
place by Maheswari (1971). Virmani (1995) highlights in his book "Management Training
and Development", purpose for training of managers according to the objective of the
organization at large, objectives of the organization for enhancing personal output in terms of
job performance, individual behavior and attitude and for future development purposes and
objectives of the personnel for self-development.
Biswas (1998) conducted a study on factors affecting training effort and gave the following
findings: Firstly the training programs must be perceived as relevant for future career,
advancement, and secondly, people who have greater emotional attachment to the
organization are more likely to put in greater effort then others in the organization. Another
major finding was that the decision involvement resulted in higher levels of perceived career
utility, which, intern, affected learning efforts, when the employees were given an
opportunity to participate in the training decision they perceived it as more beneficial to their
career then when they were not given this opportunity. The finding that decision -source
credibility affects perceived career utility and commitment is consistent with a large body of
research conducted in performance appraisal feedback (e.g., Ilgen, Fisher and Taylor). These
findings suggest that organization should determine how employees view their superiors'
credibility. The superior should ensure that they have adequate knowledge about their
subordinate's' level of competency and training needs. Moreover, superior should build up
reputation for fairness and trustworthiness and concern for the future for the subordinates.
Rangnekar (1976) stressed that the basic problems of training arises because of an untrainable
top, a confused middle and a frustrated bottom. However, the situation is improving causing
commitment to training from the top management. Maheshwari (1971) collected data on
managers from banking institutions and found training program less effective with respect to their
contribution to job performance they did endorse the usefulness of formal training.

2.2 Training and Development
According to the Michel Armstrong, “Training is systematic development of the knowledge,

skills and attitudes required by an individual to perform adequately a given task or job”.
(Source: A Handbook of Human Resource Management Practice, Kogan Page, 8th Ed., 2001)
According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of
an employee for doing a particular job.” (Source: Personnel Management, McGraw Hill; 6th
Edition, 1984)
The term „training‟ indicates the process involved in improving the aptitudes, skills and
abilities of the employees to perform specific jobs. Training helps in updating old talents and
developing new ones. „Successful candidates placed on the jobs need training to perform their
duties effectively‟.
(Source: Aswathappa, K. Human resource and Personnel Management, New Delhi: Tata
Mcgraw - Hill Publishing Company Limited, 2000, p.189)
The principal objective of training is to make sure the availability of a skilled and willing
workforce to the organization. In addition to that, there are four other objectives: Individual,
Organizational, Functional, and Social.
• Individual Objectives – These objectives are helpful to employees in achieving their

personal goals, which in turn, enhances the individual contribution to the organization.
• Organizational Objectives – Organizational objectives assists the organization with its
primary objective by bringing individual effectiveness.
• Functional Objectives – Functional objectives are maintaining the department‟s
contribution at a level suitable to the organization‟s needs.
• Social Objectives – Social objectives ensures that the organization is ethically and socially
responsible to the needs and challenges of the society.
Further, the additional objectives are as follows:

• To prepare the employees both new and old to meet the present as well as the changing
requirements of the job and the organization.

• To prevent obsolescence.
• To impart the basic knowledge and skill in the new entrants that they need for an intelligent
performance of a definite job.
• To prepare the employees for higher level tasks.
• To assist the employees to function more effectively in their present positions by exposing
them to the latest concepts, information and techniques and developing the skills they will
need in their particular fields.
• To build up a second line of competent officers and prepare them to occupy more
responsible positions.
• To ensure smooth and efficient working of the departments.
• To ensure economical output of required quality.
2.3 Types of Training and Development Programs which are provided to the Employee:
Different practices are followed in different industries and in different organizations too. So,
the need of training and development programs is depending up on the requirements of the
job profile. Therefore there are various types of programs shared by different authors. The
types of training and development programs are as follows:
Types of Training:-
On-the-Job Training:
1. Job Instructions
2. Apprenticeship & Coaching
3. Job Rotation
4. Committee Assignment
5. Internship Training
6. Training through step by step
Off –the- Job Training:-
 Programmed Instructions
- Class Room Lectures
- Simulation Exercises

 Business Games
- Case Study Method
- Audio- visual Method
- Experiential Exercises
- Vestibule training
- Computer Modelling
- Behavioural Modelling
- Role Playing
- Conference/ Discussion Method
- Workshop / Seminars
2.4 Stages of Training and Development Programs:-

Training should be conducted in a systematic order so as to derive expected benefits from it.
The training system involves four stages, namely:
a. Assessment of training and development programs needs.
b. Designing the training and development programs.
c. Implementation of the training program
d. Evaluation of the training program
(Source: P. Subba Rao, “Essentials of Human Resource management and Industrial
Relations” Himalaya Publication House, 3rd Revised & Enlarged Edition 2009, Pg-199-203)
2.5 Development:
Employee Development Programs are designed to meet specific objectives, which contribute
to both employee and organizational effectiveness. There are several steps in the process of
management development. These includes reviewing organizational objectives, evaluating
the organization‟s current management resources, determining individual needs, designing
and implementing development programs and evaluating the effectiveness of these programs
and measuring the impact of training on participants quality of work life. In simple way, it
can be denoted as per the following formula.
Employee Development = Employee Education + Employee Skills +

Training Effectiveness + Employee Quality of work life

There are various authors who shared their views regarding the role of training and
development in different aspects. The following Table 2.1 provides the opinions of different
authors regarding the view of training and development.
Table 2.1
Author and Opinions of different authors regarding Training &
Year Development
Training improves a person‟s skill at a task. Training helps in socially,
Oatey (1970) intellectually and mentally developing an employee, which is very essential in
facilitating not only the level of productivity but also the development of
personnel in any organization.
Yoder (1970) Training and development in today‟s employment setting is far more appropriate
than training alone since human resources can exert their full potentials only
when the learning process goes for beyond the simple routine.
Hesseling (1971) Training is a sequence of experiences or opportunities designed to modify
behavior in order to attain a stated objective.
Kane (1986) If the training and development function is to be effective in the future, it will
need to move beyond its concern with techniques and traditional roles. He
describes the strategic approaches that the organization can take to training and
development, and suggests that the choice of approach should be based on an
analysis of the organization‟s needs, management and staff attitudes and beliefs,
and the level of resources that can be committed. This more strategic view-point
should be of use in assessing current efforts as well as when planning for the
future.
Raymond (1986) The influences of trainees‟ characteristics on training effectiveness have focused
on the level of ability necessary to learn program content. Motivational and
environmental influences of training effectiveness have received little
attention.This analysis integrates important motivational and situational factors
from organizational behavior theory and research into a model which describes
how trainees' attributes and attitudes may influence the effectiveness of training.
Adeniyi (1995) Staff training and development is a work activity that can make a very significant
contribution to the overall effectiveness and profitability of an organization.
Chris (1996) Training and development aim at developing competences such as technical,
human, conceptual and managerial for the furtherance of individual and
organization growth.
Seyler, Holton The continuous changing scenario of business world, training is an effective
III, Bates, Burnett measure used by employers to supplement employees‟ knowledge, skills and
and Carvalho behaviour.
(1998)
Akinpeju (1999) The process of training and development is a continuous one. The need to
perform one‟s job efficiently and the need to know how to lead others are

sufficient reasons for training and development and the desire to meet
organizations objectives of higher productivity, makes it absolutely compulsory.
Oribabor (2000) Training and development aim at developing competencies such as technical,
human, conceptual and managerial for the furtherance of individual and
organization growth.
Isyaku (2000) The process of training and development is a continuous one. It is an avenue to
acquire more and new knowledge and develop further the skills and techniques to
function effectively.
Tan, Hall and Companies are making huge investment on training programmes to prepare them
Boyce (2003) for future needs. The researchers and practitioners have constantly emphasised on
the importance of training due to its role and investment.
Stavrou et al., The main goal of training is to provide, obtain and improve the necessary skills in
(2004) order to help organizations achieve their goals and create competitive advantage
by adding value to their key resources – i.e. managers.
Chih , Li and Lee Training programme is dependent on the following parameters for its success (i)
(2008) perceived value of leaning programme (ii) attitude to teacher (iii) response to
learning conditions (iv) desire to learn: the degree to which trainees really want
to.
2.6 Talent Management and Transformation:

Talent Management as the name itself suggests is managing the ability, Competency and
power of employees within an organization. The concept is not restricted to recruiting the
right candidate at the right time but it extends to exploring the hidden and unusual qualities of
employees and developing and nurturing them to get the desired results.
Talent as a resource is getting into perennial or perpetual short supply, as companies are
realizing its importance to drive their business. The whole process starts with attracting and
hiring highly skilled people, developing them to suit one‟s requirements, then properly
inducting and integrating them into the existing teams and all this, while not losing sight of
the existing talent. Analysis of the Talent Management and Talent Transformation Practices
in the field of Pharmaceutical industry has attracted many of the researchers and management
practitioners around the globe. In India, research in the field of talent management and talent
transformation practices has not taken up seriously when compared to the other countries and
it is still in the minimum level. However, the contributions available from the authors and the
researchers in India and other parts of the world in the area of talent management and talent
transformation practices with special reference to Pharmaceutical industry provide insight
into the solutions for the problem. To study the Talent Management and Talent
Transformation Practices in Pharmaceutical industry and also to test the validity of the

research, research work undertaken in Aculife Healthcare Pvt. Ltd. by eminent persons in the
field of training and development, talent transformation, employee benefits, employee
retention, compensation, performance management, recruitment, organization climate,
relationship management have been reviewed.
Talent Management as the name itself suggests is managing the ability, competency and
power of employees within an organization. The concept is not restricted to recruiting the
right candidate at the right time but it extends to exploring the hidden and unusual qualities of
employees and developing and nurturing them to get the desired results.

CHAPTER - 3
RESEARCH
METHODOLOGY

3.1 Introduction:
The present research study sheds light on the effectiveness of training and development
activities in the Aculife Healthcare Pvt. Ltd. The chief objective of the study is to find out the
training and development and talent transformation process in the organization under
research and the present chapter deals with the methodology followed for discovering the
objectives, collection of the data and analyzing the same for arriving at the conclusion.
3.2 Objectives:
1. To study the training and development practices at Aculife Healthcare Pvt. Ltd.
2. To study the employee‟s perception regarding training and development practices at
Aculife Healthcare Pvt. Ltd.
3. To study the employee‟s perception regarding talent transformation practice at
4. To study the relationship between training and development practices and talent
transformation practice at Aculife Healthcare Pvt. Ltd.
3.3 Research Design

Here, in this research, the research design is exploratory where the data has been explored by
researcher.
3.4 Sample Design: In this research, non-probability- convenience sampling has been
used.
3.5 Sample Size: The sample size for current research is 31 employees of Aculife
Healthcare Pvt. Ltd.
3.6 Data Collection:

Collection of data began when the research topic was finalized and research plan was chalked
out. Data which was collected had a mix of primary data and secondary data.

Primary Data: Primary data has collected directly from employees through structured
questionnaire (Individual sample units).
Secondary Data: Secondary data has collected from the various magazines, journals,
websites of Aculife Healthcare (nirlife) and various other related websites.
Data Collection Method & instrument: Self-administered personal survey method was
used to collect the necessary data. For this purpose appropriate questionnaire were designed.
3.7 Statistical Tools & Techniques:

Statistical tool used for the study is Excel 2010 and frequency and percentage has been used
for analysis.
3.8 Limitations:
1. Time constraint as stipulated by university norms and project guide.
2. The survey was conducted only among the senior and middle level employees. Lower level
workers were not included.
3. The results of research are limited to Aculife Healthcare Pvt. Limited.

CHAPTER - 4
ABOUT THE COMPANY

4.1 Introduction:-
Aculife Healthcare Private Limited has been demerged from the Healthcare Division of
Nirma Limited. This demerger will enable Aculife to achieve greater operational efficiency
and to cater to the emerging needs of the healthcare industry.
Established in 1969, Nirma has earned a strong presence in millions of households within as
well as beyond Indian frontiers. And today this name spells unparalleled growth and absolute
reliability, with a market leader position in one of the largest economies of the world. Nirma
draws its inspiration from its customer-centric vision, and is committed to offer quality
products and services that maximize value to its valued customers.
Nirma is a group of companies based in the city of Ahmedabad in western India that
manufactures products ranging from cosmetics, soaps, detergent, salt, soda ash, cement, LAB
and injectables. Karsanbhai patel, an entrepreneur and philanthropist of Gujarat, started
Nirma as a one-man operation. Today Nirma Has over 15,000 employees and a turnover of
over Rs.3550 crores.
AcuLife has the objective to make high quality healthcare products easily accessible to
masses. Over the years the healthcare division of Nirma Limited has expanded into infusions,
injectables, medical devices and oral formulations with exports to 70 countries and over 4000
dedicated employees under the flagship brand, „Nirlife‟.
Nirlife offers high quality healthcare products with a goal to create healthier generations of
mankind. After all, health is happiness.
Aculife healthcare private limited turnover is Rs.600 crores annually.
4.2 Nirma Group Major Product:-

Soda ash, Soaps, Detergent, Edible & Industrial salt, Infusions, Injectable, Critical care
products, Medical Disposables, Sugar, Cement, Single Super Phosphate, Paper & Plastic cups,
Injection molding.

4.3 Nirlife–Aculife Beginning:-
Aculife, a healthcare division of NIRMA, was founded by acquiring a pioneer Parenteral
manufacturing giant, with a sterling track record of two decades. The objective here is to make
high quality healthcare products easily accessible to masses. Eventually, Aculife as on date has
evolved as one of world's largest manufacturer of Parenteral, Medical Devices and
Pharmaceutical formulation under one roof.
Today, Aculife is widely acknowledged as a savior of millions of lives across the world.
Beginning its tryst with healthcare with parenteral products, Aculife soon diversified and
expanded its capabilities to offer a basket of 1000 plus healthcare and wellness products.
This includes Hospital care products, Disposable Medical Devices, Critical care medicines like
Anesthesia products, Plasma Volume Expanders, Total Parenteral Nutrition, Antibiotics,
Blood related products and Pharmaceutical formulations like Pain Management products,
Gastric preparations, Gynecological preparations, Hormones, Anti-rheumatoid, Anti-allergy,
Anti-Asthmatics, Growth Preparations, Vasodilators, Diagnostics, Steroids, and many more
branded Over The Counter (OTC) products.
All products are produced with care, with the belief that a quintessential component of a happy
life is good health.
4.4 Nirlife–Aculife Vision and Mission:

Vision:
To be a leading player in the field of healthcare by manufacturing and supplying high quality
healthcare products and thus contribute to the well being of humankind and offering health
and thus Happiness.
Mission:
To provide high quality healthcare products to masses at affordable price.
4.5 Belief:
“Health is Happiness”

4.6 Values:
 Continuous exploration & development of new products & processes
 Laying emphasis on cost effectiveness
 Maintaining effective Quality Management System
 Complying with safety, environment and social obligations
 Imparting training to all involved on a continuous basis
 Team work and active participation all around
 To instill a sense of belonging among the employee and evoking exemplary behavior towards
the organization, its goals and objectives.
4.7 Nirlife– Aculife Technology:

For Parenteral preparation(Large volume and small volume), Aculife has world's best
single step technology – BLOW FILL SEAL (BFS) technology, Switzerland wherein the
bottles are first blown then filled and finally sealed inside the machine in a controlled and
aseptic environment leaving absolutely no scope for human intervention.
Aculife believes in investing into world class technologies, which enables us to achieve high
quality healthcare products. State of the art manufacturing facility is equipped with latest
generation technologies from world major suppliers.
These all put together ensure high quality healthcare products at every stage of production.
Company Category: Company limited by share
Class of Company: Private
Date of Incorporation: 28th July, 2014
Age of Company: 3 years
Activity: Manufacture of other chemical products
Share Capital: 1) Authorized Capital:- Rs. 5000,000,000/-
2) Paid up Capital:- Rs. 4114,777,090/-

4.8 History
The Founder
The man behind the Nirma phenomenon – Dr. Karsanbhai Patel is universally recognized for
his ability, acumen and wisdom. He has been bestowed with various awards viz.
 Padmashri 2010
 Udyog Ratna by Federation of Association of Small Scale Industries of Gujarat, New Delhi
 Outstanding Industrialist of the 80s by Gujarat Chamber of Commerce and Industry,
Ahmedabad in 1990
 Gujarat Businessman Award (1998) by Gujarat Chamber of Commerce and Industry,
Ahmedabad
 Excellence in Corporate Governance Award (2000) by Rotary International District.
He has been inducted in the A&M Hall of Fame and awarded an Honorary Doctorate by
Florida Atlantic University, in 2001 in recognition of his exceptional accomplishments as a
philanthropist and businessman. He has also served as Chairman for 2 terms to Government
of India‟s Development Council for soaps and detergents. He was a member of Bureau of
Indian Standards Committee for Soaps and Detergent Industries and the President of Gujarat
Detergent Manufacturers Association.
4.9 Heritage:
In scorching heat of 1969, a son of small-time farmer
was trying to mix Soda Ash and few other
intermediaries, to make a detergent produce. He was a
qualified Science graduate and was working as Junior
Chemist in Government laboratory. As a moonlighting
activity, he was making detergents in the 100 Sq. Ft.

back yard of his home, using bare hands and bucket. Once the mixture is ready, he used to
pack them in polythene bag and was selling door-to-door… Gradually, the product became
well accepted in the consumer community, and the rest is known to one and all…This is a
success saga of a first generation entrepreneur, on his way to create history in the Indian
marketplace –that was Dr. Karsanbhai Patel.
In a short span, he captured the domestic market, with a quality product. He swiftly
crafted low-to-medium consumer pockets – a whole new consumer segment for detergent
category. He took on mighty multi-nationals and rewrote the marketing rules. In true sense,
he spearheaded the market revolution by offering innovative, 'value-for-money' products, and
changed the cloth-washing habit of Indian housewives - the revolution called …"Nirma".
From initial days, Nirma believed in value-for-money equation, in creating and maintaining
long-lasting relationships. It has always remained committed to offer better products, at better
value, for better living…
4.10 Comprehensive Product Range:-

Aculife‟s healthcare products include hospital care products, medical devices, critical care
medicines like anesthesia products, plasma volume expander, total parenteral nutrition,
advanced antibiotics, blood related products, pharmaceutical formulations like pain
management products, gastric preparations, gynecological preparations, hormones,
anti-rheumatoids, anti-allergy, anti-asthamatics, anti-malarials, antivirals, neutraceuticals,
growth preparations, vasodilators, diagnostics, steroids and many more branded Over The
Counter (OTC) products.
The manufacturing facility adheres to stringent evaluation parameters and is WHO, GMP, CE
and ISO certified.
All products are produced with utmost care, with the belief that the quintessential
component of a happy life is good health. Health Equals Happiness, a theory that needs
no hypothesis.
The manufacturing facility is WHO GMP, CE and ISO certified. The set-up is equipped with
quality systems and processes to adhere to stringent evaluation parameters and to sustain
growth through innovation, R&D and state-of-art analytical infrastructure in the healthcare
segment.

Aculife (Nirlife) offers a complete range of medical disposable devices under brand name
'Oneuse' and thus contributes to fight against the reuse of syringes and other products - a
major cause of blood transmitted diseases.
The name "Oneuse" itself, reflects the company's objective of creating awareness for "Single
Use", and thus ensuring the "Safety, Hygiene and Care" of patients.
The "Oneuse" range comprises: 2 piece and 3 piece syringes, needles, Insulin syringes,
Intravenous Infusion sets, Blood Transfusion sets, Micro Drip Sets, Measured Volume Sets,
Adult diapers, Examination gloves and Surgical gloves, Scalp vein sets etc.
Our products are manufactured in a fully integrated and highly automated state of the art
manufacturing facility (featuring fully automatic injection molding, online inspection during
assembly of components, and 100% EO sterilization), making the 'Oneuse' range widely
acknowledged for its offering of "Safety, Hygiene and Care".
LVP & SVP Medical Devices
Critical care products Pharma formulations
4.11 International Presence:

Nirlife has built dedicated and effective domestic and international distribution networks, to
cater the need of its valued customer worldwide. Nirlife has devleoped strong market
presence in more than 70 countries through its dedicated distribution network world wide.
Through its extensive and effective supply channels, Nirlife ensures timely and regular
supply of its products anywhere in the world in time.

Table-4.1 Goods Export by Aculife in these countries
Latin America
MIDDLE
ASIA AFRICA CIS (Central
EAST
America)
Philipines Angola Yemen Russia Argentina
Myanmar Congo UAE Uzbekistan Belize
Vietnam Ivory Coast Iraq Kazakhstan Brazil
Combodia Ghana Jordan Kyrgyzstan Chile
India Nigeria Ukraine Colombia
Nepal and
Kenya Costa Rica
Bhutan
Thailand Uganda Cuba
Dominican
Tanzania
Republic
Ethiopia Ecuador
Malavi El Salvador
Mozambique Guadeloupe
Sudan Guatemala
Libya Guyana
Zambia Haiti
Zimbawe Honduras
Burkina Faso Jamaica
Mauritania Mexico
Botswana Nicaragua
Peru
Puerto Rico
Uruguay
Venezuela

4.12 Partnership :-
Nirlife is a preferred supplier to almost all government and semi-government institutions,
NGOs, Corporate hospitals, Nursing homes and other pharmaceutical manufacturer for the
last 20 years with an unmatched assurance of a trustworthy partner in pursuit of successful
medical treatment.
Nirlife is cherishing a good relationship with national and international players, MNCs,
UNICEF and other aid agencies
Nirlife is a trusted partner for many MNCs by offering various product range through
contract manufacturing and related services
4.13 Awards :-
The healthcare division of Nirma Limited which has been transferred and merged into
Aculife has won following awards for excellence.
 “Best Supplier Award” for year 2010 by SPC Srilanka
 “Certificate of Excellence for 3rd largest Volumes as Exporters” in term of TEUs at ICD
Khodiyar – Year 2011-12
 “Certificate of Excellence for 3rd largest Volumes as Importers” in terms of TEUs at ICD
Khodiyar- Year 2011-12
4.14 Technology :-
For Parenteral preparation (Large volume and small volume), Aculife (Nirlife) has world‟s
best single step technology – BLOW FILL SEAL (BFS) Technology, Switzerland wherein
the bottles are first blown then filled and finally sealed inside the machine in a controlled and
aseptic environment leaving absolutely no scope for human intervention.

Aculife (Nirlife) believes in investing in world-class technologies that enable us to achieve
high quality healthcare products. Our state-of-the-art manufacturing facility is equipped with
latest new generation technologies from the world‟s major suppliers.
The production of IV fluid bottle around 6 lakhs bottles per day and FTD production
having 9 machines to produce and SVP having 18 machines to produce and 21 parallel lines
to packing bottles and Large space of go-down for storage the bottles daily produce.
These all put together ensure high quality healthcare products at every stage of production.

4.15 Research and Development :-
The state-of-the-art, in-house Research and Development facility of Aculife is equipped with
latest technologies from the world‟s major suppliers and is backed by a specialized, trained
and experienced scientific team. Drawing on these resources, the Company has developed
more than 1000 products at its development facility, which are marketed in the domestic and
international markets successfully.
They have unmatched combination of technical resources & competent team which offers
Formulation & Development services to develop new formulation of sterile and non-sterile
pharmaceuticals.
Their qualified workforce with well-equipped laboratory nurtures every single project from
its initial stage of developing till its commercial production.
4.16 QA & QC:
Full-fledged Quality Assurance and Quality Control departments are equipped with the latest
technology, advanced instruments from world majors like HPLC (Japan), UPLC (USA), AAS
(Japan), GCMS (Japan), LCMS (Japan), GCMS (Japan), LCMS (Japan), TOC (Japan), thus
enabling all Pharmacopoeial testing in-house. Specialized, trained and experienced quality
management professionals, rigorous testing regimens cutting across all production stages, in-
house quality control standards (more stringent than pharmacopoeial requirements) – all put
together ensure high quality healthcare products at every stage of production.

4.17 Regulatory:
At Aculife, we have a dedicated and qualified team which handles various functions of
regulatory affairs. Some of our identified strengths are:
Providing a complete range of regulatory documents suitable to the client‟s requirement,

preparing and filing dossiers in consultation with the client‟s regulatory group for semi-
regulated and advanced markets, tracing the submission with different regulatory bodies &
client‟s regulatory group, liaison with FDA & other governing bodies for getting necessary
product permission & other quality related certificates and approvals. We have more than 500
products registration.
4.18 Distribution Network and Reach :-

Driven by the desire to contribute wellness to the humankind, Aculife has built dedicated and
effective domestic and international distribution networks to cater to the needs of its valued
customers worldwide.
Aculife‟s range of products is made widely and timely available through a nationwide
network of 4000 plus dedicated distributors, who in turn cater to the requirement of all
customers in every nook and corner across India. Aculife has also developed a strong market
presence (in more than 70 countries) through its dedicated distribution network worldwide.
We are the preferred suppliers to almost all government and semi-government institutions,
NGOs, corporate hospitals, nursing homes & other pharmaceutical manufacturers for the last

20 years with an unmatched assurance of a trustworthy partner in pursuit of successful
medical treatment.
4.19 Departments of Aculife Healthcare Private Ltd :-

MARKETING & INTERNATIONAL MARKETING:
Marketing department set the strategy to increase company‟s revenue. They do market
research, advertisement, promotion, product planning & management.
PURCHASE DEPARTMENT:
Purchase department purchase the raw materials and other stationary of company.
PERFORMANCE MANAGEMENT TEAM:
PMT‟s work is to observe marketing department. It checks performance of marketing

department and provide new schemes to the marketing department.
PRODUCT MANAGEMENT DEVELOPMENT:
PMD‟s work is to make logos of medicines, designing & labels of medicines.
REGULATORY AND AUDIT:
R&A looking regions like Latin America, Africa, Asia, Middle East, & CIS. R&A make
dossier preparation & compilation according to guideline of different countries. R&A
resolved queries arise from Ministry of Health (MOH) of different countries. R&A
communication with Quality Assurance, Quality Control, PMT department. Review of
documents. R&A do preparation of legal documents like certificate of pharmaceutical
products, free sale certificate.
HUMAN RESOURCE DEPARTMENT:
Here, HR & Admin department takes care of manpower planning, recruitment & selection,
Induction program, training & development, performance appraisal, TDS. In the report main
focus on training & development of aculife. Here, two types of Training & Development
which are Class Room Training and On the Job Training. Induction program is for 3 days.

4.20 Statutory welfare schemes of Aculife Healthcare Private Ltd:
 Drinking water: - Aculife provides at all the working places safe hygienic drinking water.
 Facilities for sitting: - They provide suitable seating arrangements if any guest come in the
company.
 First aid appliances: - They provide first aid appliances so that in case of any minor accident
initial medication can be provided to the needed employee.
 Latrines and Urinals: - There is a sufficient number of latrines and urinals are provided.
 Canteen facilities: - They provide canteen facility, so employees were take their lunch there.
 Lighting: - They provide proper and sufficient lights for employees so that they can work
safely during the night shifts.

CHAPTER – 5
DATA ANALYSIS

Demographic profile of Respondents
Table 5.1 Gender
Particular Respondents
Male 27
Female 4
Figure-5.1
Gender
male female
13%
87%
5.1 In this Figure there are more male employees than female. In these company at senior
level mainly male employees were preferred because company plant is far than the residential
area so female employees staff company were not preferred.

Table 5.2 Age
21 to 25 years 1
26 to 30 years 12
31 to 35 years 9
Above 35 years 9
Figure-5.2
Age
12
9 9
1
21 to 25 years 26 to 30 years 31 to 35 years Above 35 years
5.2 The company recruit the experienced as well as freshers candidates but experienced
employees do not want to more training sessions and fresher candidates want to know
everything about the field and its production process and how to work in field that all
parameters they necessarily want to know because of increase the company sales.

Table 5.3 Qualification
HSC 3
Graduate 11
Post graduate 12
Others, please specify 5
Figure-5.3
Qualification
12
11
5
3
HSC Graduate Post Graduate Others, Please

Specify
5.3 There are highly educated and qualified employees because employees are conceptually
clear about their ideas or knowledge so they can improve yourself. Mainly at senior level as
well as worker level employees are educated because they easily know the given task and
achieve their target with positively.

Table 5.4 Experience
Less than 1 year 0
02 to 05 years 7
06 to 10 years 11
10 to 15 years 7
Above 16 years 6
Figure-5.4
Experience
Less than 1 year
0%
Above 16 years 02 to 05 years

19% 23%
10 to 15 years
23%
06 to 10 years
35%
5.4 Maximum percentage of experience is 35% of 6 to 10 years and minimum is 19% of

Above 16 years because there are main objective of the company to select the experienced
candidates who are perform very well in the organization.

Que.1 Have you undergone training programs at Aculife Healthcare?
Table 5.5
Yes 31
No 0
Figure-5.5
Undergone Training Program

35
30
25
20
15
10
0
Yes No
5.5 In this company every employee is given training and it is compulsory because they know
about their work by theoretically and practically and during the job efficiently and effectively
do their work because of training.

Que.2 After undergoing training are you being able to perform your duty efficiently in
the organization?
Table 5.6
Yes, very much 31
Somewhat 0
Almost 0
Not at all, it‟s Highly 0
ineffective
Figure-5.6
Performance after training
31
0 0 0
Yes, very much Somewhat Almost Not at all, it‘s highly
ineffective
5.6 There are mostly employees are efficiently do their work because of training sessions. If
someone is don‟t know or any doubts than supervisor or concern HOD solve their doubts.

Que.3 After undergoing training programs, has your contribution towards achieving
the goal of the organization increased?
Table 5.7
Yes, absolutely 28
I have made significant 3
contribution
My contribution has remained 0
the same
Figure-5.7
Employee contribution after training

30
25
20
No. of Employees
15
10
0
Yes, absolutely I have made significant My contribution has
contribution remained the same
5.7 After training sessions employees contribution towards the organization is positive and
effectively. Employees are clear about their work and they can fulfill the company‟s
objective.

Que.4 How do you view training and development as a function?
Table 5.8
Standard Practice 22
A benefit 4
Must do 5
Figure-5.8
Employee Views about Training & Development
Standard practice A benefit Must do
16%
13%
71%
5.8 Most of employees are take training as a standard practice because their intension is only
improving their efficiency in the organization. 13% of employees are take training as a
benefit because they want some benefits from it. And rest of employees are take training as a
function of must do because that employees are do not want to go for training sessions.

Que.5 Was the duration of the training program sufficient?
Table 5.9
Yes 31
No 0
Figure-5.9
Duration of Training
35
30
25
20
15
10
5
0
Yes No
5.9 The company given the 1, 1.30 and 2 hours training sessions as per the training topic and
schedule. Employees are sufficient with these time duration and effectively they learn in this
duration.

Que.6 Show your level of agreement for the following statements.
Table 5.10
Particular Strongly Disagree Neutral Agree Strongly

Disagree Agree
T&D process has imparted proper 2 0 1 23 5
knowledge in me
The duration of training has an impact on 1 1 3 21 5
the outcome of training program
The techniques used for Training and 0 2 5 14 10
development has an impact on outcome of
training program
Training enriches the technical 1 1 3 14 12
knowledge of employees
Training and development has an impact 0 2 0 12 17
on the effectiveness of the processes
Training and development has an impact 1 0 2 11 17
on the efficiency of employees
I can clearly see my improved 2 0 1 14 14
performance after training sessions
My supervisor is cooperative during 0 2 2 12 15
training period and clarify all the doubts
Training and development 0 2 8 14 7
programs can built a sense of
commitment among employees
towards the organization
Training and development programs help 0 1 1 16 13
in motivating employees
Training and development helps to build 0 2 3 18 8
the relationship among the employees
Employers are responsible for the career 1 0 4 19 7
development of employees
Career counseling helps the 1 0 11 10 9
employees discuss their career
goals with HR managers
Attitude of my employers towards 0 1 0 22 8
the training programme is positive
and supportive
Training should be the continuous 0 1 1 12 17
process

Figure-5.10
Level of agreement regarding T&D
25
20
15
10
Storngly Disagree Disagree Neutral Agree Strongly Agree
5.10 In this Figure, training and development process has imparted proper knowledge about
training topic and mostly employees were agreeable. Importance of training and to what
extent company can give the training to employees and employees are what to learn from
training that all topics mention in the above Figure so every employee must require training
because it is improve a skill, talent, confidence and motivation.

Que.7 Does the organization have a policy on employee talent management?
Table 5.11
Yes 4
No 27
Don‟t Know 0
Figure-5.11
Policy of talent management

Yes No Don't Know
0% 13%
87%
5.11 In this organization specially employee talent management facility is not available but
every employee is given talent programs by external trainers as well as senior level managers.
How to give your potential to the organization.

Que.8 To what extent is the organization using talents effectively?
Table 5.12
Extremely High 1
High 3
Moderate 10
Small 5
Extremely small 12
Figure-5.12
Perception about usage of talent
10 12
3 5
1
Extremely High Moderate Small Extremely
high small
5.12 As per the survey organization using talents moderately and extremely small.

Que.9 How often is employee talent developed by the organization?
Table 5.13
Annually 7
Semi-annually 0
Quarterly 2
Monthly 22
Figure-5.13
Perception about Talent Development
Monthly 22
Quarterly 2
Semi-annually 0
Annually 7
5.13 As per above figure company schedule the training sessions as per training tracker.
Tracker covering all department employees with relevant topics of training.

Que.10 Has your talent/skills been identified by the organization?
Table 5.14
Yes 31
No 0
Figure-5.14
Identification of skills
31
Yes No
5.14 As per employees view point every year their performance identified by the concern
HOD and they give promotion and Increment on the basis of yearly performance. In sampling
there are every employees skills been identified by the organization.

Que.11 How effective are these practices in managing your talents in the organization?
Table 5.15
Statements Strongly Disagree Neutral Agree Strongly

Disagree Agree
Talent Management practices of 0 1 10 19 1
organization has enhanced my talent
My challenging job description in finding 0 0 8 21 2
my talent in my current organization
I have undergone regular training 0 0 6 20 5
programs
I get proper career guidance from my 0 1 2 22 6
superiors periodically
Performance management system has 0 3 8 17 3
helped me in enhancing my performance
Feedback from my supervisor helped me in 0 0 7 19 5
enhancing my talent.
My organization cares for the betterment 0 1 2 24 4
of its employees
My organization carefully observe the exit 0 2 4 16 9
interviews
I am able to work at the maximum capacity 0 0 4 17 10
because of training sessions
I get proper reward based on my 0 1 0 21 9
performance

Figure-5.15
Perception about Talent mangement practice
25
20
15
10
5.15 Organization given training by senior level managers. There are talent management
program not conduct in the company every month that program sometimes arrange annually
or semi-annually. Almost employees were agree and strongly agree with the statements of
talent management.
Que.12 Show your level of agreement for the following statements.
Table 5.16
Statements Strongly Disagree Neutral Agree Strongly
Disagree Agree
Training and development has helped 0 0 5 23 3
me in identifying areas of
improvement
I think my abilities has enhanced 5 0 4 17 5
because of talent management
programme
Due to training programs my hidden 0 1 10 7 13
talent has come out

Proper feedback after training helped 0 1 3 23 4
me in improved performance
Development programmes are one of 0 2 15 12 2
reason of my retention in this
organization
My knowledge and abilities have 0 0 2 20 9
increased after training sessions
I feel that I have enriched my talent 0 0 1 18 12
after every training feedback sessions.
Figure-5.16
Perception about T&D and Talent Transformation
25
20
15
10
0
Training and I think my Due to Proper Development My I feel that I
development abilities has training feedback after programmes knowledge have enriched
has helped enhanced programs my training are one of and abilities my talent
me in because of hidden talent helped me in reason of my have after every
identifying talent has come out improved retention in increased training
areas of management performance this after training feedback
improvement programme organization sessions sessions.
5.16 There are employees perception about the training and development and the talent
transformation is agreeable but employees hidden talent don‟t come out so organization need
to think about the employees hidden talent and give them opportunity to show their talent in
the organization. Employees are able to increase knowledge because of training. Employees
easily identify yourself and know which kinds of skills require.

CHAPTER - 6
FINDINGS AND
RECOMMENDATIONS

On the basis of responses obtained from the questionnaire:
Objective – 1.To study the training and development practices at Aculife Healthcare Pvt.
Ltd.
 Training was given to each and every employee but specifically those who need more
training, emphasis was more given to them.
 I have attended training sessions and training was given by concern HODs. The
employees were taking positively all the training sessions because of that they were
able to achieve the set goals. Employees were also satisfied with the duration of
training.
 After completion of training HODs gave evaluation sheet to employees and they fill
then return it to the trainer. Based on that how much employees understand about the
training topics is known by trainer and they were rated from poor to excellent in the
organization.
 The findings also suggest that after training program, all the employees were able to
perform their duty efficiently.
 When it was asked about their contribution after training programme, 90 per cent
were of the opinion that their contribution was increased and 10 per cent opined that it
increased significantly.
 When it was asked that how they view training and development practice in the
organization, 71 per cent viewed it as standard practice, 13 per cent were taking as a
benefit and 16% were taking as Must do activity.
Objective – 2. To study the employee‟s perception regarding training and development at

 After training sessions employees are easily achieved their goals in the organization.
 They efficiently work better after training sessions.
 The duration of training is sufficient for all employees.
 Training program organized every month as per departmentation.
 Training session has imparted proper knowledge and skill to the employees

 Employees can clearly show their improved performance after taking training
sessions.
 Employees are motivated, responsible for their work, built relationship with superior
and subordinates, effectively and efficiently work and progress after training.
Objective – 3.To study the employee‟s perception regarding talent transformation practice at
 The employees were unaware of the term talent transformation but when they were
asked that their talent was utilized efficiently by the employer, the response was quite
positive.
 Talent management practices of organization has enhanced to employees because of
training.
 Employees were regularly attending training program because of which their
efficiency of work increased.
 Employees‟ performance areas were identified by the organization which may
generate training needs.
 Concern HOD carefully observed because betterment of its employees, if employees
having any doubts so concern HOD was easily clear their doubts.
 Employees were able to work at the maximum capacity because of training program.
 Employees felt that their talent was utilized not to the great extent in the organization.
Objective – 4.To study the relationship between training and development practices and
talent transformation practice at Aculife Healthcare Pvt. Ltd.
 When it was asked about how training and development impact their talent. The
response was very positive. Association by the way training and development and
talent transformation was strongly correlated.
 Training program helps to employees in identifying their areas of improvements.
 Most of employees are strongly agree because after training their hidden talent has
come out.
 Employees‟ knowledge and skills have improved after training sessions.
 Employees felt that after training program their improved talent was managed quite
positively in the organization

CHAPTER - 7
LEARNING’S FROM
SUMMER INTERNSHIP

• I learn training and development, performance appraisal and Recruitment procedures
of company.
• I was doing majority of work about Training and Development.
• I have managed all next month training sessions as per departmentation.
• I have learnt how to develop evaluation sheets for training and methods of evaluation
through HRMS software
• I have learnt good documentation and filing all training records. (i.e. Job description,
Training evaluation sheets, Training attendance sheets)
• I have attended training sessions and learnt how professional trainers were imparting
training.
• I have learnt the documentation for Audit purpose.
• I have also learnt how to upload Performance Appraisal file and how to give ratings to
employees in the HRMS software.
• I was exposed to recruitment procedure of the company.
• This was my first encounter with the professional trainers and I have learnt how to
work in the HR domain with sincerity and punctuality.
• I have also understood the relationship management among Employer and Employees
and peers in the organization.

CHAPTER - 8
CONCLUSION

As a part of the project work, I had visited the ACULIFE HEALTHCARE PRIVTE LTD.
Aculife Healthcare is very well managed Company. It has many units all over India
Company also Export its product as Well. Firm is well known in International market as
prominent manufacture & Exporter of medicines, Medicare products. I got great experience
from the company during project report in the company. I had prepared a project report on
Training and development Policy and talent transformation. The employees were satisfied
with the training and development policy of the organization and there perception was
positive towards training and development. Employees were not much aware about the talent
transformation as a concept but through the survey, it was proven that the talent of each
employee was developed in the organization and they were positive about their
transformation of talent. The association between training and development was also found
positive relationship.

CHAPTER - 9
BIBLIOGRAPHY AND
REFERENCES

BIBLIOGRAPHY
I referred some websites to prepare this project. And websites are as follows:
 www.aculife.co.in
 www.ibef.org
 www.mbaskool.com
 www.trendingtopmost.com
 www.researchersworld.com
 www.eremedia.com
 www.dictionary.com
 http://www.nirlifehealthcare.com/
 http://www.nirlifehealthcare.com/index.php?option=com_content&view=article&id=46&Ite
mid=53
mid=37
mid=80
 http://www.pwc.in/press-releases/india-pharmaceutical-industry-is-on-a-good-growth-
path.html
 http://www.ibef.org

REFERENCES
1. Michel Armstrong (2001), “A Handbook of Human Resource Management Practice”,

Kogan Page, 8th Editon.
2. Aswathappa, K. (2000), “Human resource and Personnel Management”, Tata Mcgraw-

Hill Publishing Company Limited, New Delhi.
3. Oatey, M. (1970) The Economics of training with respect to the firm. British journal of
industrial relations, 8(1), 1-21.
4. Noe, Raymond.A.(1986). Trainees‟ attributes and attitudes: Neglected influences on

training effectiveness. Academy of management review, 11(4), 736-749.
5. Olaniyan, D. A. & ojo, L. B. (2008) staff training and development: a vital tool for
organisational effectiveness. European journal of scientific research 24(3), 326-331.
6. Seyler, D.L., Holton, III, E.F. Bates, R.A. Burnett, M. F. & Carvalho, M.A. (1998).
Factors affecting motivation to transfer training. International journal of training and
development, 2(1), 16-16.
7. Tan, J.A. Hall, R.J. , & Boyce, C. (2003). The role of employee reactions in predicting
training effectiveness. Human resource development quarterly, 14(4), 397-411.

CHAPTER - 10
ANNEXURE

QUESTIONNAIRE
RESPONDENT’S PROFILE
1. Gender: [ ] Male [ ] Female
2. Age: [ ] 21 to 25 years
[ ] 26 to 30 years
[ ] 31 to 35 years
[ ] Above 35 years
3. Qualification: [ ] HSC [ ] Graduate
[ ] Post graduate [ ] Others, please specify
4. Experience: [ ] Less than 1 year
[ ] 02 to 05 years
[ ] 06 to 10 years
[ ] 10 to 15 years
[ ] Above 16 years
5. Current Position: _________________________________
----------------------------------------------------------------------------------------------------------------
1. Have you undergone Training and development programs at Aculife healthcare ?

a. Yes b. No
2. Please describe training and development programs undergone by you.
3. After undergoing Training and development are you being able to perform your duty in the
organization?
a. Yes, very much b. Somewhat

c. Almost d. Not at all, it„s highly ineffective
4. After undergoing Training and development program, has your contribution towards
achieving the goal of the organization increased?
a. Yes, absolutely
b. I have made significant contribution
c. My contribution has remained the same
5. How do you view training and development as a function?

a. Standard practice b. A benefit c. Must do

6. For how much duration, have you undergone training and development programs?
_______________________________________________________________
7. Was the duration of the training and development program sufficient?

a. Yes b. No
8. Show your level of agreement for the following statements.

No. Questionnaire Strongly Disagree Neutral Agree Strongly
Disagree Agree
1 T&D process has imparted proper knowledge
in me
2 The duration of Duration and development has
an impact on the outcome of training program
3 The techniques used for Training and
development has an impact on outcome of
training program
4 Training enriches the technical knowledge of
employees
5 Training and development has an impact on
the effectiveness of the processes
6 Training and development has an impact on
the efficiency of employees
7 I can clearly see my improved performance
after training sessions
8 My supervisor is cooperative during training
period and clarify all the doubts
9 Training and development programs can built
a sense of commitment among employees
towards the organization
10 Training and development programs help in
motivating employees
11 Training and development helps to build the
relationship among the employees
12 Employers are responsible for the career
development of employees
13 Career counseling helps the employees discuss
their career goals with HR managers
14. Attitude of my employers towards the training
programme is positive and supportive
15. Training should be the continuous process
9. Does the organisation have a policy on employee talent management?

a. Yes b. No c. Don‟t Know
10. To what extent is the organisation using talents effectively?

Extremely high High Moderate Small Extremely small
11. How often are employee talents developed by the organization?

a. Annually b. Semi-annually
c. Quarterly d. Monthly
12. Has your talent/skills been identified by the organisation?

a. Yes b. No
13. How effective are these practices in managing your talents in the organisation?
From a scale of 1-5, please indicate your response in the boxes provided.
Strongly Disagree=1 Disagree=2 Neutral=3 Agree=4 Strongly Agree=5
Statements 1 2 3 4 5
Talent Management practices of organization has enhance my talent
My challenging job description in finding my talent in my current
organization
I have undergone regular training and development
I get proper career guidance from my superior
Performance management system has helped me in enhancing my
performance
Feedback from my supervisor helped me in enhancing my talent.
My organization cares for the betterment of its employees
My organization carefully observe the exit interviews
I am able to work at the maximum capacity because of training
sessions
I am able to work at the maximum capacity because of training
sessions
I get proper reward based on my performance
14. Show your level of agreement for the following statements.

From a scale of 1-5, please indicate your response in the boxes provided.
Strongly Disagree=1 Disagree=2 Neutral=3 Agree=4 Strongly Agree=5
Statements 1 2 3 4 5
Training and development has helped me in identifying areas of
improvement
I think my abilities has enhanced because of talent management
programme
Due to training programme my hidden talent has come out
Proper feedback after training helped me in improved performance
Development programmes are one of reason of my retention in this
organization
My knowledge and abilities have increased after training sessions
I feel that I have enriched my talent after every training feedback
sessions.

Tejas Patel Final Project

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GTU’s Enrollment No: 167690592052

“ACULIFE HEALTHCARE PRIVATE LTD.”

Name of the Student: - Tejas A. Patel Signature: - _______________

This is to certify that Tejas A. Patel, student of MBA

Date: 03/08/2017 NAME OF FACULTY GUIDE

Today’s management concept is highly professional an individual in his/her capacity as a

This internship duration helped me in developing my practical ability. I am very thankful to

1.3 Export-Import Scenario 6

4.1 Good Export by Aculife In these countries 35

5.5 Undergone Training Program 46

5.6 Performance after training 47

5.7 Employee contribution after training 48

5.8 Employees views about training and development 49

5.9 Duration of training 50

5.10 Level of agreement regarding T&D 51

5.11 Policy of talent Management 53

5.12 Perception about usage of talent 54

5.13 Perception about talent development 55

5.14 Identification of skills 56

5.15 Perception about talent management practices 57

5.16 Perception about T&D and Talent Transformation 58

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Rank Company Revenue Profit

• The process patent regime

• Exemptions to Small Scale Industries (SSIs).

India's pharmaceutical industry on course for globalization

Booming sales. India is gaining in importance as a manufacturer of pharmaceuticals.

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Considerable impact of hampering factors. The sector‟s development is slowed by major

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Information & Technology: It has a good network of world-class educational institutions

Figure-1.3 Export-Import Scenario

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1.2 Training & Development :-

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 Future-oriented training, focusing on the personal growth of the employee

Steps To Training & Development

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Identifying the training needs:

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Training & Development Objectives & Goals:

1.3 Talent Transformation:

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Talent Transformation: Why It’s Important to Keep Developing Your

1. Get to know your people:

2. Assign strategic tasks to help them learn:

3. Show a genuine interest in their futures:

4. Urge your people to keep learning:

5. Motivate them to improve themselves:

6. Keep learning yourself:

7. Plan for succession:

8. Never slow down:

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1. First aid & personal hygiene

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Table 1.2 – Production Units

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Training and development is an important instrument in organization to improve performance

Dayal (1973) presented a comprehensive survey of studies on training in India as he

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