INTRODUCTION

“MARKFED”

“PUNJAB STATE COOPERATIVE SUPPLY AND MARKETING FEDERATION LIMITED “BETTER KNOWN AS
“MARKFED” is all set to begin “Future Trading” to help farmers to gain from the variation in the
prices of their produce after the procurement season is over, that is, when the cover of the
minimum support price (MSP) is withdrawn.

Marked began its operations in 1954 with 13 members and a share capital of 6,000 USD.
Today, it has grown become the largest marketing co-operative in Asia with an annual business
turnover of over Rs. 19082 Crores with nearly 2,710 employees and 20 industrial units. At present
about 3069 member societies (2903 PACS and 166 CMS.) Are its members. Markfed has emerged as
a very solid and stable organization committed to the service of the farmer community of the state
of Punjab. Marked has been awarded National Productivity Awards in various fields like co-operative
marketing activities, food processing, cattle feed production etc., to name a few. Several innovative
incentive schemes have been introduced for the benefit of the farmers and the member co-
operative societies. Markfed has also in case of , accidental death or permanent disablement of its
farmer members.

Markfed contributes to research & development through the Punjab Agricultural University,
Ludhiana (Punjab).It also sponsors the weather forecast on India`s National TV channel telecast for
the benefit of the farmers

Markfed has been regularly distributing its profils as divided to its members, contributing to
co-operative development and the common Good Fund. A fair amount is also re-invested in the
setting up of new projects, modernization and diversification of existing plants. Markfed is also
looking for collaboration, technical know- how, high-tech processes, joint ventures, and domestic
and export oriented units with buy back arrangements in the international market in all associated
fields of interest.

MARKFED has envisaged a role for itself to address this problem too. By effecting the moment of 84
Lakh tones of food grain in 2003-04, which included an export component worth Rs 1250 crores , the
cooperative received the status of a “Trade house” within a year. Simultaneously, it also announced
the modernization of its first state of the art food grain testing laboratory at also announced the
modernization art food again testing laboratory at Ropar, which would help local users and
exporters.

By setting up a number of export oriented units to process Basmati rice, cotton, oilseeds, vegetables
and fruits, Markfed helps farmers by procuring their produce and then organizing their export. Even
the union government has recognized as Punjab`s noble agency for the export of fruits, vegetables
and food grain. Its vast range of products have found market in the united Arab emirates (UAE) The
US, Canada, Germany, Poland, Hungary, The Czech republic. Slovakia, Afghanistan, Sudan, Yemen,
The Philippines, Vietnam and Ethiopia.

MARKFED has arranged for contract farming is Sarson ka Saag, Palak and Methi in the areas
adjoining its plant in JALANDHAR last year it contracted an additional 80 hectares for the cultivation
of Sarson ka Saag and Palak. Farmers reportedly received an extra Rs 10000 an acre for cultivating
this additional crop, which was followed by their regular cycle of wheat cultivation MARKFED has
started supplying dehydrated Sarson ka Saag and Palak to the army purchase organization for
defense personnel posted at high attitudes. The turnover of the Jalandher plant increased by 50%
during 2003-04 and is expected to have doubled by the end of the last fiscal, another major
achievement of MARKFED especially during the past fiscal , another major achievement of MARKFAD
especially during the past three years, has been the establishment of Agri export zones for potatoes
and basmati rice. it established a central infrastructure at the AEZ and introduced technology for
value addition and entered into a joint venture with the jalandhar potatoes growers association for
export of 2000 tons of potatoes.

MARKFED Punjab is Asia`s largest marketing co-operative, it exists both because of and for the
farmers of this vibrant state. Their needs have shaped the purpose of MARKFED and also its future.

Our bottom line is our people –the farmers. Value, for us, is the improved quality of life of life of
millions of farmer of families of Punjab. They created history by transforming the green fields into
golden fields through the green revolution. With our support, we feel, they will also transform india
into the world`s leading agri- business player. In this endeavor we will support them with our total
might and ensure that their future is brighter by of being a part of our multifarious activities.

Genesis:

Markfed is a federation of 3069 (2903 pacs and 166 cms ) member cooperation societies ,directly
representing the interests of over one million farmers.

Markfed `s success is the true reflection of the spirit and dynamism of the people it represents the
people of Punjab.

In the September of 1954, what began with 13 member, a share capital of Rs 54,000/-, three
employees and one bicycle has today become Asia`s largest marketing cooperative, markfed.

Today, this organization employs more than 2700 persons, has a network of manufacturing units,
service centers & office crisscrossing Punjab and its operations spread around the world.
The factors that have made this Rs.8700 crores giant a magnificent success is its cooperative
structure , enlightened management, progressive plans & policies, path-breaking innovations, a
highly dedicated workforce and supreme commitment to the objectives of the cooperative
markfed`s success is the true reflection of the spirit and dynamism of the people it represents: the
people of Punjab.

Benefits:

Markfed plays a pivotal role as a catalyst for integrated development & growth in the rural areas of
Punjab.

Markfed `s cooperative philosophy which involves development based on mutual help , justice &
equality ,service above profit, democratic set-up and shared prosperity, makes it a true friend of
Punjab `s farmers.

Markfed plays a pivotal role as a catalyst for integrated development & growth in the rural areas of
Punjab. It helps in stabilizing the market rates of farm produce , ensure supply of quality goods,
helps in generating employment and contributes substantially towards earning foreign exchange.

In keeping with the latest and fast evolving trends, markfed has adopted the world`s latest
techniques like electronic data processing for online processing , analysis and dissemination of
information to the people who need it the most.

In spreading this vital information, markfed has joined hands with Punjab marketing board since
1984 to sponsor a farmers information programme “mera pind mere khet” (my land my fields)on
television.

Markfed’s contriombution to agriculture & industry has drawn applause from all quarters and has
borne fruits in many ways. It has received many national awards for special achievement in the field
of food processing and cooperative marketing.

Markfed `s cooperative philosophy which involves development based on mutal help, justice &
equality, service above profit, democratic set up and shared prosperity, makes it a true friend of
Punjab`s farmers. Employing this principle of brotherhood-, markfed has emerged a significant
contributor to various socio- economic development programs.

Processing operation:

Markfed takes pride in having its own canneries, rice mills, ginning & processing plants ,HDPE sacks
plant, oil plant, sugar mill, R & D labs etc. though these state-of art manufacturing facilities markfed
products world-class products world –class products. Markfed canneries which have obtained
certification for ISO 9001 and global HACCP this year is planning for doubling the production in the
year 2003-2004. This certification by world recognized body ensures trust, confidence among
overseas buyers who are very conscious about inspections, safty and hygiene standards followed by
the manufacturing unit. Global HACCP would ensure complete documentation of the processes
followed by the plant to eliminate all risk factors.

The varied nature of markfed `s operations depend a great deal on its infrastructure. Today it takes
pride in its own oil plants, sugar mill, canneries, rice mills, and ginning & processing plants. R&D labs
etc. at this state–of-the-art manufacturing facilities. Markfed produces world –class products which
have carved a niche for themselves in several markets.

Canneries:
Markfed has set up canneries to produce heat & eat food products (especially curries), recipes of
which have been prepared by Mr. Jigs kalra, a chief of international repute. The products include
delicate like sarson ka saag, daal makhni, kadhi pakora , mutter paneer & much more, besides this it
also produces jams, ketchups, honey etc. these products are being sold all over india and are
exported to many countries around the world. Consultants from Delhi as approved by APEDA
(agriculture production export development authority) are being engaged for up-gradation and
modernization of the system. The upgradation would improve mechanization of cleaning, cutting,
chopping, and washing oerations. The packing and sterilization of retorting processes would also be
upgraded to the world level with more emphasis on automation to eliminate any human error.
Packing and stocking of the final product would be made in a further improved environment through
mechanical handling. The products for these plants are highly cherished in the over-seas market.
Markfed earlier was operating in Middle East and some countries of Europe, USA and Canada. The
markets are now expanding to areas of Africa, Australia, newzealand, Fiji and Eastern Europe where
markfed had ealier had very low presence.

Cattlefeed Manufacturing:

Markfed manufactures cattle feed at its plant gidderbaha & kapurthala, which have a combined
annual production capacity of 63,000 tones. The animal feed manufactured here is popular in
Punjab, Haryana, HP, J&K, and Rajasthan & Delhi and is sold through dealers & cooperative societies.

HDPE Sacks Plant:

The HDPE Sacks plant of markfed makes bags for cattle feed, tarpaulins, polythene covers and HDPE
bags for clients like IFFCO, KROBHCO & NFL for the packaging of urea fertilizer.

In order to ensure the use of high quality packaging material, markfed set up a packaging

Test Laboratory at mohali in 1993.

Soil Testing Laboratories:

Markfed `s eight well-equipped soil testing Laboratories at Amritsar, Bathinda , Ropar, Hoshiarpur,
kapurthala, Sangrur, Malout , and a mobile lab manned by specialists with an annual capacity to
analyze 10,000 samples of soil & water, have been rendering free service to farmers in obtaining
best results from the use of chemical fertilizers since 1969.

Sugar Mill:

Markfed has set up a new sugar mill at malout at a total cost of Rs. 300 million. With a production
capacity of 1.750 TCD and spread over 50.4 acres of land. It provides direct employment about 300
persons. Markfed has also tied up with the Punjab agricultural Univercity , Ludhiana, for the
development of better verities of sugarcane.

Vanaspati And Refined Oils:

The oil mill at khanna produces vanaspati, bakery –shortening and refined oils such has cotton seed
oil soya oil , mustard oil and vegetables oil with a total production capacity of 33,000 MT per annum
. the kapurthala unit produced 33,000 MT of cattle feed, whereas giddarbaha unit produced 15,000
MT of oil & rice bran and 30,000 MT of cattle feed .our Kachi ghani sohna brand mustard oil has
already reached the middle east &Canada and is a highly sought –after brand in the domestic market
as well. MARKFED procures mustard seed and sunflower to process them in its oil complexes at
khanna, Kapurthala and Giddarbaha.
Rice Processing:

Markfed is having ten rice mills in the state with a capacity of four tons per hour. Out of these ten
rice mills , one rice mill at Rajpura was established in year 1972-73, whereas other three rice mill at
Rajpura was established in the year 1972-73, whereas other three rice mills at Machhiwara,
Baghapurana and Nawanshar were commissioned in the year 1981-82. After having Successful
running , markfed further purchased/installed machinery for six rice mills at Goniana, giddarbaha,
jaitu, chuslewar, N.pannuan and Batala from Korea during the year 2001-02.

Presently the milling Capacity of these rice mills is approximately 1,20,000 tons per annum.Besides
custom milling of paddy , markfed modern rice mill at nawasahar is also producating basmati rice
which is known for its quality throughout the world and this unit has been given ISO-9001:2000 and
Global HSCCP.

Cotton Processing:

Markfed processes and trades in cotton, the world`s leading fable and an important cash crop in
Punjab, markfed sells cotton to the processing mills in india as well as exports cotton bales. Markfed
established its name as “quality Supplier” and is in cotton trade since 1978.

Cottonseed Processing:

Markfed `s cottonseed processing plant at giddarbaha produces cottonseed oil for the cooperative
federation`s own vanaspati plant and by products like lint, de-oiled cake and hulls for paper
manufacturers and its own cattle feed plant.

INTERNATIONAL OPERATION:

MARKFED has carved a distinct identity for itself by setting up a number of export-oriented units to
process agricultural produce like basmati rice, cotton, oil seeds, vegetable, fruits,etc. markfed helps
farmers by procuring their produce and organizing exports. It has been declared as Punjab`s nodal
agency for the export of fruits, vegetables and food grains by the government of india.

A vast range of products from markfed have found markets in the UAE, UK, US,CANADA, GERMANY,
POLAND, HUNGARY, CZECHOSLOVAKIA, AFGANISTAN etc. annually, markfed exported 2.25 million
MTs of wheat till 30/09/2003 to UAK, Sudan, yemen,Philippines,Vietnam,Bangladesh, Indonesia,
korea, oman , sri lanka and Ethiopia through,the major food players of the world like cargil, toepfer,
allanasons, noble grain,Louis dreyfus dreyfus & kotak agri, Tropical grains & feed, adani exports etc.

Sarson Ka Saag-A Delicacy On Foreign Shores:

About 1.5 million cans containing ready-to-eat sarson-ka-saag a Punjabi delicacy & other Indian
vegetables curries are exported to many regions which include the USA, Canada, Europe, middle
east and the south pacific. In addition to these, markfed deals in many other ethnic food products.

Agri Export Zone For Potatoes:

Potato is considered as the third major cash crop and plays a pivotal role in crop diversification. India
is the fourth largest producer of potatoes in the world.markfed helps farmers by procuring potatoes
and organizing exports. The government of india has sanctioned an agri-export zone for potatoes in
Punjab. Being set up in collaboration with APEDA, the zone will be established in Patiala with
satellite centers in jalandher, Ludhiana, batala and muktsar. The objective of the project is to provide
remunerative returns to the farmers and also to help farmers in producing quality which is at par
with intetnational market. Markfed has been declared the nodal agency for setting up this AEZ (agri-
export zone) to facilitate potato export from Punjab. The zone entails partnership of farmers,
processors, exporters,the state and the government agencies to coordinate for end to end
development of potatoes and its processed output from farm to consumers.

The project will be implemented in the phases costing Rs 10.41 crores and Rs. 100 crores
respectively.

Markfed, the nodal agency for the project would coordinate the efforts of various organization like
NHB,NFPI, APEDA, ICAR, MOA, Revenue department and the various state government agencies like
the department of agriculture and industries will also act as the main link between central state
agencies and the stake holders who are farmers, exporters and processors.

Markfed already started exports of potatoes to Middle East and Canada since july 2002 under the
agri export zone for potatoes. Major customers include lulu hyper market which owns the biggest
chain of super markets in dubai and other gulf countries.

Potato Processing Unit:

Punjab markfed has signed a mou with Canadian manufacturing company Ltd. Vancouver, Canada
for setting up a joint venture to manufacture potato French fries / potato flakes/ granules/ vodka.
The cost of the project is approximate Rs. 70 crore.

The project will be put up in Patiala. The company will provide the technical know- how to
process potatoes grown in Punjab and will assist I marketing the project both in domestic and
international markets.

Potato Cultivation in Sri Lanka:

In a novel move, markfed has taken on lease a 1,000 acre farm in Sri Lanka, offered by the Sri Lankan
Government, for the cultivation of seed / tableware potatoes. The federation has agreed to
undertake this project to spread awareness about Punjab`s agro products gain in reputation and,
establish a market presence.

Agri Export Zone For Basmati Rice:

This AEZ will facilitate increased production of basmati rice accounting for almost 60% of the world
export. The AEZ will be set up in Punjab covering gurdaspur , Amritsar, kapurthala, jalandher,
hoshiarpur and nawanshahar areas. The main objectives of this AEZ will be:

1) Providing remunerative returns to farmers on a sustained basis by improved access to

exports.

2) Interlinking the various constituents of the chain from farmers to consumer.

3) Establishing backward linkage with rice millers.

4) Standardization of agronomical practices.

5) Making quality seeds available.

6) Setting up of DNA based laboratory. The total project cost is estimated at Rs. 42.32 Crores.
Food Grain Storage And Handling:

A MoU was signed by markfed with CMC Canada for providing various options/models to handle
food grains produced in the state of Punjab and to work out the logistics of post- harvest handling of
food grains. International standard silo storage complexes are envisaged to safeguard quality of food
grains in bulk to the consuming areas.

CMC would be a partner in this joint venture pilot project to be set up in the state. CMC
would also transfer the technology for grains collection, storage, preservation and transportation In
bulk. The silo project with a capacity of 1 lakh MT`s would cost around Rs. 50 crore. The joint venture
partners from Canada would invest in the equity of the project and will also help to market the food
grains in the world market. The project is assisted by Canada international development agency
(CIDA).

Stock Points:

Markfed has been allowed to create stock points at the port towns of vishakhatnam, kakinanda,
Jamnagar, mundra and kandla by government of india. Markfed is the only procurement agency of
the state has been allowed to create infrasture for the storage of good grains at these port towns.
With the creation of these stocks which would increase the exports of wheat. It will give assured
delivery to the exporters without delays. Markfed would maintain the central pool stocks up to
50,000 MTs at each port on rotational basis and would thus be able to offer the same to the
exporters without any lead time.

PROJECTS:

Markfed is actively involved in the industrialization of Punjab and has embarked on an ambitious
expansion plan with a motive of value addition to agriculture produce for export and domestic
market.

State of Art Food Processing Unit:

*Proposes to enhance share of markfed in domestic and overseas markfed for ready to eat, ready to
cook, frozen and bottle-lines projects.*Proposes unit to be in public private partnership model.

Marketing of Fresh Fruits & Vegetables:

*marketing of fresh fruit & vegetables to be undertaken in an organized manner. *TO help marginal,
small and medium farmers to sell their produce at better remuneration. *Public private partnership
and cash.

6TPH STATE OF ART BASMATI RICE PROCESSING UNIT:

*Plans to establish rice mills with shelling capacity of 6 Ton/ Hr. at Rajpura *Aims to integrate back-
end net-work of paddy growers.*process their produce with latest technology and market it in
Domestic & overseas market.
INTEGRATED COLD STORE CUM PACK HOUSE:

LOCATION: DHANDARI KALAN; DISTRICT: LUDHIANA DESCRIPTION: markfed has undertaken to set
up an integrated cold store cum pack house for fruits and vegetables at village dhandari kalan, distt.
Ludhiana, which includes following 1.Pre-cooling unit—1No—3MT 2. Washing, sorting&grading line
for potate—10 MT/per hour 3. Shrink Wrap Unit –1-2.5MT/per hour 4.cold stores –2NosX 1000 MTs;
1No CACS STORE—100 MT; 5 NosX100MT—400 MT; total 2500MT.

Worldwide Network:

Markfed has grown out of its regional character and emerged as a distinct export entity. Due to the
commendable job in the field of exports, markfed has been accorded the status of an exports house
by the government of india.

Branded Products:

Markfed `s sohna Basmati Rice exports have continually increased to the UAE, Australia, USA and
Hong kong over the past few years. The Exotic sohna sarson ka saag is very popular in UAE, USA, UK,
CANADA, AUSTRALIA, PHILIPPINES, and MAURITIUS AND SINGAPORE. Various products of the sohna
ethnic foods variety are in perpetual demand in countries like the UAE, USA and Australia just to
name a few. Markfed is nodal agency for exports of fruits and vegetables and also organizes food
festivals in the USA, UK, Canada and Dubai on a regular basis to promote its products.

UNBRANDED PRODUCTS:

MARKFED was declared canalizing agency for export in the month 2001 at par with STC, MMTC, AND
PEC.

Markfed started export of wheat in the month of april 2001 and has emerged as one of the leading
exporters of wheat in india.

Markfed exports to Indonesia, UAE, Vietnam, Philippines,Bangladesh, Sri Lanka, Yemen, Sudan,
South Korea, Oman etc. The major clients for wheat exports are:-

1. Cargill international, Geneva.

2. Cargill international, Singapore.

3. Emirates grain products company LLC, UAE.

4. Toepfer international limited, Singapora.

5. Noble Grain PTE Limited, Singapore.

6. LMJ international.

7. SARA international limited.

8. Louis Dreyfus Asia PTE Limited, Singapore.

Markfed is Asia`s largest marketing federation limited-

• Business turnover of marketing is Rs. 18025 Crores, (2009-10).

• Markfed is federation of 3069 member societies, (2903 PACS & 166 CMS).

• It is India`s largest cooperative with an annual turnover of Rs. 4850 Crores.

• Markfed begin its operations in 1954 with 13 members and a share capital of 600 USD.
Today it has grown to become the largest marketing cooperative Asia with annual business turnover
of over 1.1 billion USD with nearly 4000 employees and 12 industrial units.

• Markfed has been awarded national productivity awards in various fields like cooperative
marketing activities, food processing, and cattle feed production etc.

• Markfed is also looking for collaboration, technical know-how, high tech processes, joint
ventures, domestic and export oriented units with buy-back arrangements in the field of interest.

• Markfed contributes to research and development through the PUNJAB AGRICULTURE

UNIVERSITY, LUDHIANA (PUNJAB). IT also sponsors the weather forcast on india`s national TV
channel telecast for the benefit of the farmers.

• Markfed has been regularly distributing its profits dividends to its members, contributing to
cooperative development and the common food fund. A fair amount is also reinvested in the setting
up of new projects, modernization and diversification of existing plants.

MOTTO OF MARKFED

MARKFED is not just an agriculture products procurement agency; it walks on the live policy of
national development and provides new opportunities that lead to higher quality and remunerative
price. Markfed, which always share its knowledge, resource and service to keep in building the
country, we now call it: “MARKFED HOUSE”. The cooperative philosophy, principle of brotherhood,
help to farmers, latest modern know how, research and development have given wide acclaim to
markfed.

MARKFED COTTONSEED

PROCESSING PLANT

GIDDERBAHA

GIDDERBAHA PLANT AT A GLANCE

• Markfed Cottonseed Processing Plant established in 1974.

• Subsequently a Oil refinery, Solvent Extraction Plant, Cotton Factory, Rice Mill and
Cattlefeed Plant were set up

• Oil Refinery, Solvent Extraction plant and Cottonseed Processing Unit were dismantled in
2006-07.

• Markfed Rice Mill is now close and under the purview of District Office, Muktsar.

• Capacity of cattlefeed plant increased from 100 TPD to 150 TPD in 2010.

• Number of products manufactured : 2

• Regular staff : 49
 Training and development

Employee training tries to improve skills, or add to the existing level of knowledge so that Employee
is better equipped to do his present job, or to prepare him for a higher position with increased
responsibilities. However individual growth is not and ends in itself. Organizational growth need to
be measured along with individual growth. Training refers to the teaching /learning activities done
for the primary purpose of helping members of an organization to acquire and apply the knowledge
skills, abilities and attitude needed by that organization to acquire and apply the same. Broadly
speaking training is the act of increasing the knowledge and skill of an employee for doing a
particular job.

The principal objective of training and development division is to make sure the availability of a
skilled and willing workforce to an organization. In addition to that, there are four other objectives:
Individual, organizational, functional, and societal Individual objectives – help employees in
achieving their personal goals, which in turn, enhances the individual contribution to an
organization. Organizational objectives- assist the organization with its primary objective by bringing
individual effectiveness.

Functional objectives - maintain the department‘s contribution at a level suitable to the

organization‘s needs.
Societal objectives- ensure that an organization is ethically and socially responsible to the needs and
challenges of the society.

Training objective is one of the most important parts of training program. While some people think
of training objective as a waste of valuable time. The counterargument here is that resources are
always limited and the training objectives actually lead the design of training. It provides the clear
guidelines and develops the training program in less time because objectives focus specifically on
needs. It helps in adhering to a plan.

OBJECTIVE OF TRAINING AND DEVELOPMENT

The principal objective of training and development division is to make sure the availability of a
skilled and willing work force to an organizational. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Societal.

Individual objectives: Helps employees in achieving their personal goals, which in turn, enhances the
individual contribution to an organization.

Organizational objectives: Assist the organization with its primary objective by bringing individual
effectiveness.

Functional objectives: Maintain the department's contribution at a level suitable to the

organization's need.

Societal objectives: Ensure that an organization is ethically and socially responsible to the need and
challenges of the society.

Training and development is methods

There are several T&D methods available. The use of a particular method depends which method
accomplishes the training needs and objectives. Training methods can be classified into two
categories:
I. On-the-Job Methods

This refers to the methods of training in which a person learns a job by actually doing/performing it.
A person works on a job and learns and develops expertise at the same time.

1. Understudy

In this the employee is trained by his or her supervisor. The trainee is attached with his or her senior
and called understudy or assistant. For example, a future manager might spend few months as
assistant to the present manager.

2. Job rotation

This refers to shifting/movement of an employee from one job to another on regular intervals.

3. Special projects

The trainees' may ask to work on special projects related with departmental objectives. By this, the
trainees will acquire the knowledge of the assigned work and also learn how to work with others.

4. Experience

It refers to learning by doing. This is one of the oldest methods of on-the-job training. Although this
is very effective method but it also very time-consuming and wasteful. Thus it should be followed by
other training methods.

5. Committee assignment

In this, the trainees become members of a committee. The committee is assigned a problem to
discuss and make recommendations.

6. Coaching

In this, the supervisor or the superior acts as a guide and instructor of the trainee. This involves
extensive demonstration and continuous critical evaluation and correction.

II. Off-the-Job Methods

These methods require trainees to leave their workplace and concentrate their entire time towards
the training objectives. These days off-the-job training methods have become popular due to
limitations of the on-the-job training methods such as facilities and environment, lack of group
discussion and full participation among the trainees from different disciplines, etc. In the off-the¬job
methods, the development of trainees is the primary task rest everything is secondary. Following are
the main off-the-job training methods:

1. Special courses and lectures

These are the most traditional and even famous today, method of developing personnel. Special
courses and lectures are either designed by the company itself or by the management/professional
schools. Companies then sponsor their trainees to attend these courses or lectures. These are the
quick and most simple ways to provide knowledge to a large group of trainees.

2. Conferences and seminars

In this, the participants are required to pool their thoughts, ideas, viewpoints, suggestions and
recommendations. By attending conferences and seminars, trainees try to look at a problem from
different angles as the participants are normally from different fields and sectors.

3. Selected reading

This is the self-improvement training technique. The persons acquire knowledge and awareness by
reading various trade journals and magazines. Most of the companies have their own libraries. The
employees become the members of the professional associations to keep abreast of latest
developments in their respective fields.

4. Case study method

This technique was developed by Harvard Business School, U.S.A. It is used as a supplement to
lecture method. A case is a written record of a real business situation/problem faced by a company.
The case is provided to the trainees for discussion and analysis. Identification and diagnose of the
problem is the aim in case study method. Alternate courses of action are suggested from
participants.

5. Programmed instruction/learning

This is step-by-step self-learning method where the medium may be a textbook, computer or the
internet. This is a systematic method for teaching job skills involving presenting questions or facts,
allowing the person to respond and giving the learner immediate feedback on the accuracy of his or
her answers."

6. Brainstorming

This is creativity-training technique, it helps people to solve problems in a new and different way. In
this technique, the trainees are given the opportunity to generate ideas openly and without any fear
of judgement. Criticism of any idea is not allowed so as to reduce inhibiting forces. Once a lot of
ideas are generated then they are evaluated for their cost and feasibility.

7. Role-playing

In this method, the trainees are assigned a role, which they have to play in an artificially created
situation. For example, a trainee is asked to play the role of a trade union leader and another trainee
is required to perform the role of a HR manager. This technique results in better understanding of
each other's situation by putting foot in other's shoes.

8. Vestibule schools

Large organisations frequently provide what are described as vestibule schools a preliminary to
actual shop experience. As far as possible, shop conditions are duplicated, but instruction, not
output is major objective." A vestibule school is operated as a specialised endeavor by the personnel
department. This training is required when the amount of training that has to be done exceeds the
capacity of the line supervisor; a portion of training is evolved from the line and assigned to staff
through a vestibule school." The advantage of a vestibule school is specialisation.

9. Apprenticeship training

This training approach began in the Middle Ages when those who wanted to learn trade skill bound
themselves to a master craftsman and worked under his guidance. Apprenticeship training is a
structured process by which people become skilled workers through a combination of classroom
instruction and on-the-job training.

10. In-basket exercise

In this technique, the trainees are provided background information on a simulated firm and its
products, and key personnel. After this, the trainees are provided with in-basket of memos, letters,
reports, requests and other documents related with the firm. The trainee must make sense out of
this mass of paperwork and prepare memos, make notes and delegate tasks within a limited time
period."

11. Business games

Business games involve teams of trainees. The teams discuss and analyse the problem and arrive at
decisions. Generally, issues related with inventories, sales, R&D, production process, etc. are taken
up for consideration.

12. Behaviour modeling

This is structured approach to teach specific supervisory skill. This is based on the social learning
theory in which the trainee is provided with a specific model of behaviour and is informed in
advance of the consequences of engaging in that type of behaviour.

13. Sensitivity (T-group) training

In this type of training, a small group of trainees consisting of 10 to 12 persons is formed which
meets in an unstructured situation. There is no set agenda or schedule or plan. The main objectives
are more openness with each other, increased listening skills, trust, support, tolerance and concern
for others. The trainers serve a catalytic role. The group meets in isolation without any formal
agenda. There is great focus on inter-personal behaviour. And, the trainer provides honest but
supportive feedback to members on how they interacted with one another.

14. Multiple management

This technique of training was first introduced by McCormick, President of McCormick & co. of
Baltimore in 1932. He gave the idea of establishing a junior board of directors. Authority is given to
the junior board members to discuss any problem that could be discuss in senior board and give
recommendations to the senior board. Innovative and productive ideas became available for senior
board.
Process of Training and development

1) Assess Training Needs: The first step in developing a training program is to identify and assess
needs. Employee training needs may already be established in the organization’s strategic, human
resources or individual development plans. If you’re building the training program from scratch
(without predetermined objectives) you’ll need to conduct training needs assessments.

2) Set Organizational Training Objectives: The training needs assessments (organizational, task &
individual) will identify any gaps in your current training initiatives and employee skill sets. These
gaps should be analyzed and prioritized and turned into the organization’s training objectives. The
ultimate goal is to bridge the gap between current and desired performance through the
development of a training program. At the employee level, the training should match the areas of
improvement discovered through 360 degree evaluations.

3) Create Training Action Plan: The next step is to create a comprehensive action plan that includes
learning theories, instructional design, content, materials and any other training elements.
Resources and training delivery methods should also be detailed. While developing the program, the
level of training and participants’ learning styles need to also be considered. Many companies pilot
their initiatives and gather feedback to make adjustments before launching the program company-
wide.

4) Implement Training Initiatives: The implementation phase is where the training program comes to
life. Organizations need to decide whether training will be delivered in-house or externally
coordinated. Program implementation includes the scheduling of training activities and organization
of any related resources (facilities, equipment, etc.). The training program is then officially launched,
promoted and conducted. During training, participant progress should be monitored to ensure that
the program is effective.

5) Evaluate & Revise Training: As mentioned in the last segment, the training program should be
continually monitored. At the end, the entire program should be evaluated to determine if it was
successful and met training objectives. Feedback should be obtained from all stakeholders to
determine program and instructor effectiveness and also knowledge or skill acquisition. Analyzing
this feedback will allow the organization to identify any weaknesses in the program. At this point,
the training program or action plan can be revised if objectives or expectations are not being met.
Importance of training and development

Training is a one of the most important parts of training program. While some people think of
training objective as a vaste of valuable time. The counterargument here is that resources are always
limited and training objectives actually ead the design of training. It provides clear guidelines and
develop the training program in less time because objectives focus specifically on need. It helps in
adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of
the training program. Training program are of great significance from a number of stakeholder
prepectives.

1. Trainer

2. Trainee

3. Designer

4. Evaluator

Trainer- The training objectives is also benifical to trainer because it helps the trainer to measures
the program of trainees and make the required adjustment. Also, trainer comes in a position to
establish a realtionship between objectives and particular segments of training.

Trainee-The training objective is benifical to the trainee because it helps in reducing the anxiety of
the trainee up to some extent. Not knowing anything or going to a place which is unknown creates
anxiety that can negatively affect learning. Therefore, it is important to keep the participent aware
of the happenings< rather then keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial facter to make the training
succesful. The objectives create an image of the training program in trainee's mind that actuallyhelps
in gaining attention. Thirdly, if goals set to be challenging and motivating, then the likehood of
achieving those goals in much higher then the sitaution in which no goal is set. Therefore, training
objectives helps in increasing the probability that the participent will be succesful training.

Designer- The traning objectives is beneficial to the training designer because if the designer is
aware what is to be achieved in the end then he'll buy the training package according to that only.
The training designer would then look for the training methods, training equipments, and training
content accordingly to achieve those objectives.

Furthermore, planning always helps in dealing effectively in an unexpected situation.

Evaluator- It becomes easy for the training evalutor to measure the progress of the trainees because
the objectives define the expected performance of trainees. Training objectives is an important to
tool to judge the performance of participants.

TRAINING AND HUMAN RESOURCE MANAGEMENT

The HR functioning is changing with time and with this change, the relationship between the training
function and other management activity is also changing. The training and development activities
are now equally important with that of other HR functions. Gone are the days, when training was
considered to be futile, waste of time, resources, and money. Now-a-days, training is an investment
because the departments such as, marketing& sales, HR, production, finance etc depends on training
for its survival. If training is not considered as a priority or not seen as a vital part in the organization,
then it is difficult to accept that such a company has effectively carried out HRM. Training actually
provides the opportunity to raise the profile development activities in the organization.

To increase the commitment level of employees and the growth in quality movement (concepts of
HRM), senior management team is now increasing the role of training. Such concept of HRM
requires carefully planning as well as greater emphasis on employee development and long term
education. Training is now the important tool of HRM to control the attrition rate because it helps in
motivating employees, achieving their professional and personal goals.

Role of HRD professionals in training

. This is the era of cut-throat competition and with this changing scenario of business; the role of HR
professionals in training has been widened. HR role now is:

Active involvement in employee education.

1. The rewards for improvement in performance.

2. Rewards to be associated with self esteem and self worth.

3. Providing pre- employment market oriented skill development education and post
employment support for advanced education and training

MODELS OF TRAINING

Training is a sub-system of the organizational because the departments such as, marketing& sales,
HR, production, finance, etc depends on training for its survival. Training is a transforming process
that requires some input and in turn it produces output in the form of knowledge, skills, and
attitudes (KSAs).

THE TRAINING SYSTEM

A system is combination of things or part that must work together to perform a particular function.
An organization is a system and is a sub -system of the organization. The system approach views
training as a sub- system of an organizational.

System approach can be used to examine board issues like objectives, functions and aim. It
establishes a logical relationship between the sequential stages in the process of training need
analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology,
man material, time required in every system to produce product and services. And every system
must have some output from these inputs in order to survive.

The output can be tangible or intangible depending upon the organization’s requirement. A system
approach to training is planned creation of training program. This approach uses step-by-step
procedure to solve the problem. Under systematic approach, training is undertaken on planned
basis. Out of his planned effort, one such basic model of five steps is system model that is explained
below.

Organization are working in open environment i.e. there are some internal and external forces, that
poses threat and opportunity, therefore, trainers need to be aware of these forces which may
impact on the content, form and conduct of the training efforts .

The internal forces are the various demand of the organization for a better learning environment;
need to be up to date with the latest technologies..

The three model of training are:

1. System model

2. Instructional system Development model

Objectives of the study

The broad objective of the study of training policies in Think next is to study the impact of training
on the overall skill development of workers. The specific objectives of the study are:

1. To examine the training and development program in Markfed.

2. To study the perception of employees regarding training and development programmes.

3. Updating employee skills.

Review of literature

Training is an important component of most capacity development in initiatives targeting the public
sector as well as the community level. However not all training interventions lead to the desired
changes. This review of literature explores the different stages of the training process and synthesis
research findings in order to broaden understanding of what constitutes good training practices.

For Horton Alexakietal. (2003:158) organizational capacities refer to an organization’s potential to

perform; to its ability to define and realize goals effectively, efficiently, and in a relevant and
sustainable manner’. Thus, organizational capacity development is the process by which an
organization increases its ability to formulate and achieve relevant objectives. They identify to types
of capacities which deserve to be strengthened: operational (needed to carry out day-to-day
activities) and adaptive (learn and change in response to changing circumstances).

Capacity development must be purpose-fit to the needs and circumstances of the specific
organization. It cannot be down according to blueprints imported from elsewhere because capacity
development involves much more than awareness of technical subjects and general organizational
principles, it needs to be imbedded in the context where it takes place(UNDP,2006).Development
organizations generally recognize that ‘capacity’ involves three levels: individual, organizational and
the enabling environment (Missika, 2006, UNDP, 2006b, DFID,2002). These levels are
interdependent. Therefore, training aimed at developing organizational capacity must also take into
consideration the characteristics of the individuals targeted by training activities as well as the
enabling environment in which they function.

For Phillips (1983), it is essential to consider the sheer volume and complexity of the learning task
when deciding the type of training (on-site, classroom or distance) that well be provided.

Research Methodology

Research in common parlance refers to a search for knowledge. One can also define research as a
scientific and systematic search for pertinent information on a specific topic. The word research has
been derived French word Researcher means to search.

FRENCIES RUMMER defined “Research: It is a careful inquiry or examination to discover new

information or relationship and to expand or verify existing knowledge.

Research is the solution of the problem, whether created or already generated. When research is
done, some new outcome, so that the problem (created or generated) to be solved.
RESEARCH DESIGN:

Research design is the conceptual structure within which research is conducted. It constitutes the
blueprint for collection, measurement and analysis of data. The design will be used for carrying out
this research is EXPLORATORY, DESCRIPTIVE AND DIAGNOSTIC.

DATA TYPE: In this research the type of data collection will be

• Primary data

• Secondary data

DATA SOURCE: The sources of collection of secondary data will be:

• Questionnaire

• Books

• Websites

• Magazine

• Brochure

SAMPLING PLAN:

It is difficult to collect information from every member of a population. As time and costs are the
major limitation that the researcher faces. A sample of was taken, the sample size of 35 employees
will be selected on the basis of convenient sampling technique. The individual will be selected in the
random manner to form sample and data will be collected from them for the research study.

SAMPLE UNIT: 100 Employees

SAMPLE SIZE: 100

Markfed Gidderbaha

ANALYSIS AND INTERPRETATION:

Data collection through questionnaire and personal interview will be resulted in availability of the
desired information but these were useless until there were analyzed. Various steps required for this
purpose will be editing, coding, tabulating. Tabulating refers to bringing together similar data and
compiling them in an accurate and meaningful manner. The data will be collected by questionnaire
was analyzed, interpreted with the help of table, pie chart.
DATA INTERPRETATION AND ANALYSIS

1) Does your organization consider training as a part of organizational strategy? Table no:-1

Options No of respondent Percentage

Strongly agree 25 25%%

Agree 27 27%%

Neutral 30 30%%

Disagree 12 12%%

Very disagree 6 6%

Total 100 100

GRAPH No:-1

Interpretation: 25% employees strongly agree, 27%agree, 30%neutral, 12% disagree and 6% very
disagree

2) How many training programmed you attend in a year?

Table No: 2

Options No of Respondent Percentage

1-2 76 76%

3-4 19 19%

More than 5 5 5%

Total 100 100

Interpretation: 76% employee say 1-2, 19% say 2-3 and 5%say more than5
3) To whom is the training given to more in your organization?

TABLE NO.3

Options No of respondent Percentage

Senior staff 10 10%

Junior staff 28 28%

New staff 30 30%

Based on requirement 12 12%

All of above 20 20%

Total 100 100%

GRAPH NO.3

Intetpretation: 10% say senior staff, 30%say new staff, 12%say based on requirement, 30%say junior
staff, 20% say all of above

4) What type of training is being imported for new recruitments in your organization?

TABLE NO: 4

Options No of respondent Percentage

Technical training 25 25%

Management training 30 30%

Presentation skill 15 15%

Specified training 12 12%

Leadership training 8 8%

Formal meeting procedure 10 10%

Total 100 100%

Group 4
Interpretation: 25%say technical skills, 30%management skills, 15%say presentation skills, 12%say
specified training, 8%say leadership training,10%say formal meeting procedure

5) How well is the training facility is organized?

TABLE NO .5

Options No of respondent Percentage

Excellent 23 23%

Good 19 19%

Average 33 33%

Bad 17 17%

Very bad 8 8%

Total 100 100%

GRAPH NO: 5

Interpretation: 30% employees say excellent, 19%say good, 33%say average, 17% say bad,8%say
very bad

6) The training session conducted in your organization is useful?

TABLE NO: 6

Options No of respondent Percentage

Strongly agree 37 37%

Agree 18 18%

Neutral 20 20%

Disagree 15 15%

Very disagree 10 10%

Total 100 100%

GRAPH NO: 6

Interpretation: 33% employees are strongly agree,18% agree, 20% neutral,15% disagree, 10% very
disagree
7) Is enough practice given to you during training session?

TABLE NO.7

Options No of respondent Percentage

Strongly agree 20 20%

Agree 35 35%

Neutral 30 30%

Disagree 9 9%

Very disagree 6 6%

Total 100 100%

GRAPH NO.7

Interpretation: 20% employee strongly agree, 35% agree, 30% neutral,9% disagree,6% very disagree

8) What are the important barriers to training and development in your organization?

TABLE NO: 8

Options No of respondent Percentage

Time 30 30%

Money 20 20%

Lack of interest by staff 25 25%

Non availability of skilled trainer 25 25%

Total 100 100

Group 8

Interpretation: 30% say time, 20% say money, 25% say lack of interest by staff, 25%non availability
by staff

9) Employees are given appraisal in order to motivate them to attend the training. Do you agree with
this statement?

TABLE NO: 9

Options No of respondent Percentage

Strongly agree 20 20%

Agree 25 25%

Neutral 30 30%

Disagree 13 13%

Very disagree 12 12%

Total 100 100%

Group no:9

Interpretation: 20% employees strongly, 25% agree, 30% neutral,13% disagree, 12% very disagree

10) What training and development do you need to make your career aspirations come true?

TABLE NO: 10

Options No of respondent Percentage

Leadership training 22 22%

Specified training 28 28%

Formal meeting procedures 32 32%

Management training 18 18%

Total 100 100%

GRAPH NO: 10

Interpretation: 22% say leadership training, 28% say specified training, 32% say formal meeting, 18%
say management training

11) What are the skills that the trainer should process to make the training effective?

TABLE NO: 11

Options No of respondent Percentage

Should possess only technical skills 20 20%

People skills 30 30%

Generalist & specialist 30 30%

Soft skills 20 20%

Total 100 100%

GRAPH NO: 11

Interpretation: 20% say technical skill,30% say people skill, 30% say generalist and 20% say soft skills

12) Is the time duration given for the training period adequate?

TABLE NO.12

Options No of respondent Percentage

Very satisfied 23 23%

satisfied 27 27%

neutral 20 20%

dissatisfied 17 17%

Very dissatisfied 13 13%

Total 100 100%

GRAPH NO: 12

Interpretation: 23% very satisfied, 27% satisfied, 20% neutral, 17% dissatisfied, 13% very dissatisfied

13) Have you ever come across any problem during the training session conducted in your
organization?

TABLE NO: 13

Options No of respondent Percentage

Yes 25 25%

NO 75 75%

Total 100 100%

GRAPH NO: 13

Interpretation: 25% say yes and 75% say no

14) What are general complaints about the training session?

Table no: 14

Option No of respondent Percentage

Take away precious time of employee 20 20%

Too many gap between sessions 15 15%

Training sessions are unplanned 10 10%

Boring 20 20%

Not useful 20 20%

Not enough material provided 15 15%

total 100 100%

.Graph no-14

Interpretation: 20% say take away precious time of employee, 15% too many gap between sessions,
10% say tr4aining session are unplainned, 20% say boring, 20% say not useful

15) Reasons for shortage of skilled manpower at workplace-

Table no-15

option No of respondent percentage

Lack of planning 20 20%

Lack of support from senior staff 30 30%

Lack of proper guidance 15 15%

training 35 35%

total 100 100%

Graphno-1
Interpretation: 20% say lack of planning, 30% say lack of senior staff, 15% say lack of guidance, 35%
say training.

Finding

1. Markfed has a well defined organization structure.

2. There is a harmonious relationship is exist in the organization between

employees and management.

3. The employees are really motivated by the management. The employees are satisfied with the
present incentive plan of the company.

4. Most of the workers agreed that the company is eager in recognizing and acknowledging
theirwork. 5.
The study reveals that there is a good relationship exists among employees.

6. Majority of the employees agreed that there job security to their present job.

7. The company is providing good safety measures for ensuring the employees safety.

8. The incentives and other benefits will influence the performance of the employees.

1. Training programmes helps the employees to improve their skills and knowledge

Conclusion
The study concludes that, the training and development procedure in MARKFED is highly effective.
The study on training and development highlighted so many factors which will help to motivate the
employees to take part in the training and development programmes. The study was conducted
among 100 employees and collected information through structured questionnaire. The study
helped to findings which were related to training and development programs which are provided in
the organization.

The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his
satisfaction too. The organization can still concentrate on specific areas which are evolved from this
study in order to make the training and developments programs more effective. Only if the
employees are properly trained - they work well and only if they work well the organization is going
to benefit out it. Steps should be taken to improve the training and development programs
procedure in the future. The suggestions of this report may help in this direction.

Limitations of the study

The data was collected through questionnaire. The responds from the respondents may not be
accurate.

• The sample taken for the study was only 100 and the results drawn may not be accurate.

• Since the organization has strict control, it acts as another barrier for getting data.

• Another difficulty was very limited time-span of the project.

• Lack of experience of Researcher.

 Recommendation

Training policy enumerated above has been formulated keeping in perspective the goal of
establishing the training organizational of Markfed as a system driven organization rather people
driven organization. While it is important to have such a structure and practices that enables
Markfed to become learning organizational but at the same time it is equally important that such
structure must be in place for the entire organization of Markfed
Suggestions

Training should be provided to the employees on regular basis.

There should be more training and development activities for the employees.

Skills of the employees should be appreciated and provide further opportunities to improve
their skills.

Better career opportunities should be provided to employees.

Provide some bonus and incentives to those employees who attend the training and
development activities.

Motivate the employees to take more participation in these kind of activities.

Improve the communication with the employees.

Bibliography

BOOKS

Humanresourcemanagement-Aswathappa

Humanresourcemanagement-V.S.Rao

Humanresourcemanagement-Garydessler

Personnelmanagement-C.B.mamoria

Evaluatingmanagementtraininganddevelopment-B.R.virmanipremilaSeth

Strategichumanresourcemanagement-Srinivas.R.Kandula

INTERNET

WEBSITES:

www.google.com

www.citehr.com

www.slideshare.com

ANNEXURE

1. Does your organization considers training as a part of organizational strategy ?

Strongly agree

Agree

Neutral

Disagree

Very disagree

2. To whom the training is given more in your organization?

 Senior staff

Junior staff

New staff

Based on recruitment

3) What type of training is being imported for new recruitments in your organization?

Technical training

Management training

Presentation skill

Specified training

Leadership training

Formal meeting procedure

4) How well is the training facility organized?

Excellent

Good

Average

Bad

Very bad

5) The training session conducted in your organization is useful.

Strongly agree

Agree

Neutral

Disagree

Very disagree

6) Is enough practice given to you during training session?

Strongly agree

Agree
 Neutral

Disagree

Very disagree

7) What are the important barriers to training and development in your organization?

Time

Money

Lack of interest by staff

Non availability of skilled trainer

8) Employees are given appraisal in order to motivate them to attend the training. Do you
agree with this statement?

Strongly agree

Agree

Neutral

Disagree

Very disagree

9) What training and development do you need to make your career aspirations come true?

Leadership training

External degree study

Formal meeting procedures

Other

10) How many training programmer will you attend in a year?

1-2

2-3

More than 5

11) What are the skills that the trainer should pocess to make the training effective?

Should process only technical skills

 People skills

Soft skills

Generalist

Specialist

12) Is the time duration given for the training period adequate?

Very Satisfied

Satisfied

Neutral

Dissatisfied

Very dissatisfied

13) Have you ever come across any problem during the training session conducted in your
organization

Yes

No

14) What are general complaints about training session?

Take away precious time of employee

Too many gaps between sessions

Training session are unplanned

Boring

Not useful

Not enough material provided

15) Reasons for shortage of skilled manpower at workplace are-

Lack of planning

Lack of support from senior staff

Lack of proper guidance

Training