A

RESEARCH PROJECT ON

TRAINING NEED ANALYSIS IN AGRO INDUSTRY

This project is submitted in partial fulfillment of the requirement of Masters of Business Administration. SUBMITTED TO: Ms. Sarika Senior Lecturer Dept. of management studies SUBMITTED BY: Sheena Ahuja MBA 0714

N.C. COLLEGE OF ENGINEERING, ISRANA (KURUKSHETRA UNIVERSITY, KURUKSHETRA)

2007-2009

ACKNOWLEDGEMENT
Perseverance, inspirit & Motivation has always played a key role in the success of Venture. In every step of achieving my goal there is need of guidance inspiration and help for inspiration part of my work, I express my sincere and deep gratitude to those who made is possible to see the light of the day. I deeply indebted to Ms. Sarika Ahulluwalia,MBA, Deptt. Of NC College of Engineering, Israna without their able guidance, necessary help & information this project would not have been successfully completed. SHEENA AHUJA

TABLE OF CONTENTS

PARTICULARS
Executive Summary Company Profile Review of Literature Justification of the Study Objectives of the Study Research Methology Introduction to Study Analysis of Data & Interpretation Suggestions & Recommendations Findings Limitations Conclusion Bibliography Annexure Questionnaire

Page. No.
1 3-7 9-11 12 13 15-17 19-29 31-45 46 47 48 49 50

51-54

EXECUTIVE SUMMARY
Today organizations are looking forward to obtain competitive edge through highly developed employee skills, distinctive organizational cultures, management processes and systems which is in contrast to traditional methods of emphasizing on transferable resources such as equipment that can be purchased any time by the competitors. The efficiency of an organization depends directly on the capability and talent of its 3

personnel, and how motivated they are. Capability of a person depends on his ability to work and type of training he or she receives, while his personal ability is evaluated through proper selection procedure. The training is taken care of by the organization after he has been employed by the organization. Since training inputs may vary from on-thejob experience to off-the-job training, most of the organization undertakes some kind of training for their employees. Identification of Training needs is a tool utilized to identify what educational course for activities should be provided to employees to improve their work productively and know the satisfaction level of employees. It is important for both the individual point of view as well as for organizational point of view.This study signifies that the identification of training needs is important from both the organization point of view as well as from individual point of view. For different departments the training requirement is different. With the help of training identification, the organization is able to reduce the perception gap between the participant and his/her boss about their needs and expectations from the training programmed. The satisfaction level of employees can be measured by identifying the training needs.Objective of the study is to study the training system and to identify the training needs in the agro industry.The study throws light on the usefulness of providing training to employees. As the satisfaction level of employees depends largely on the kind of work they undertake so it becomes all the more important to identify their needs and provide them with the right kind of training.

The Agro sector

It is relatively a new sector and development of this sector is comparatively a recent phenomenon. This sector form a substantial part of industries in state as about 10,000 unit are working in small scale and tiny sector and 74 have come up in medium and large scale sector. The agro and food processing sector offers scope for development of several industries such as solvent extraction, oleoresins, kinnow/ orange juice, malt extracts, floriculture and a host of other items. Besides these items like mushrooms, tomato processing, other processing industries based on mango, ber, pomegranate and other vegetable like onion, potato, garlic. Industries based on herbal and medicinal plants, sheep, goat ,buffalo meat processing, poultry and poultry products and non edible oil processing industries have bright export prospects. The state government on its parts, is alive to the needs of this sector with regard to training, technology upgradation, improvement in infrastructural facility and a progressing Government policy with these measures, along with support from central government and the coordinated efforts of various institutions working in the filed of agro and food products. It is expected that this industries with come to occupy its due place in the agro industrial development of Rajasthan. At present food processing industry faces both external and internal constraints. External Constraints include the cost disadvantages in the international marketing framework, while internal constraints consists following : Quality raw material Exclusive Production Tack of suitable processed technology Infrastructure for distribution Storage Marketing. Future Potentials of Agro based Industries Now, the time is ripe for another revolution, as we need to look at Agriculture from a global perspective. The state has to now look beyond the production aspects to provide a further boost to agriculture and related issues of Marketing, processing, value addition in commodities like food grains, oil seeds, fruits, vegetables, floriculture, spices, medicinal plant produce, dairy products and meat products. The demand pattern of agricultural commodities for the domestic market will shift as a result of increasing incomes, faster urbanization and changing eating habits, at the same time demand for quality production

will play a major role in the coming time for our agriculture due to advancement in the field of Bio-technology and introduction of Hi-tech cultivation practices. The state Government in extensively engaged in development of agricultural marketing and infrastructural facilities like construction of link roads , rural primary markets, rural godowns, krishi upaj mandi samities (KUMS), grower/producer/marketing cooperatives societies and post harvest management, required for efficient marketing system and optimum utililation of surplus agricultural produce, so that farmers shall get remunerative prices for their produce and protected from the exploitations of middle-men where as the consumers should also be able to obtain the quality produce and its processed products at the same time also, to enable the consumer to obtain quality produce and processed products at a reasonable prices. other important works that are entrusted are training to marketing personnel, publicity and propaganda, monitoring and market research, to initiate other works/ programmes for the benefit of the farmers.

INTRODUCTION TO INDUSTRY PROFILE

1.

PARLE Pvt. Ltd.

COMPANY DESCRIPTION:In 1929 a small company by the name of Parle Products emerged in British dominated India. The intent was to spread joy and cheer to children and adults alike, all over the country with its sweets and candies. A decade later, in 1939, Parle Products began manufacturing biscuits, in addition to sweets and toffees. Having already established a reputation for quality, the Parle brand name grew in strength with this diversification. Parle Glucose and Parle Monaco were the first brands of biscuits to be introduced, which later went on to become leading names for great taste and quality Since then, for almost 80 years, Parle Products has been Indias largest manufacturer of biscuits and confectionery. Makers of the worlds largest selling biscuit, Parle-G, and a host of other very popular brands, the Parle name symbolizes quality, nutrition and great taste. With a 40% share of the total biscuit market and a 15% share of the total confectionary market in India, Parle has grown to become a multi-million dollar company. While to consumers its a beacon of faith and trust, competitors look upon Parle as an example of marketing brilliance. Hygiene is the precursor to every process at Parle. Using the most modern equipment, ensuring the same perfect quality across the nation and abroad; we deliver the best product of long-lasting freshness. With products designed keeping both health and taste in mind, Parle appeals to both health conscious mothers and fun loving kids. The great tradition of taste and nutrition is consistent in every pack on the store shelves, even today. The value-for-money positioning allows people from all classes and age groups to enjoy Parle products to the fullest. Parle products have been shining with the golds and 7

silvers consistently at the Monde Selection ever since they were first entered in 1971. Monde Selection is an international institute for assessing the quality of foods and is currently the oldest and most representative organization in the field of selecting quality foods worldwide. Parle has more than 50 manufacturing units and equal number of distribution points spread all over India and abroad.

History of Company:In 1929 a small company by the name of Parle products emerged in British dominated India. The intent was to spread joy and cheer to children and adults alike, all over the country with its sweets and candies. The company knew that it wouldnt be an easy task, but they decided to take the brave step. A small factory was set up in the suburbs of Mumbai, to manufacture sweets and toffees. A decade later it was upgraded to manufacture biscuits as well. Since then, the Parle name has grown in all directions, won international fame and has been sweetening people's lives all over India and abroad.

Apart from the factories in Mumbai and Bangalore Parle also has factories in Bahadurgarh in Haryana and Neemrana in Rajasthan, which are the largest biscuit and confectionery plants in the country. Additionally, Parle Products also has 14 manufacturing units for biscuits and 5 manufacturing units for confectioneries, on contract.

ABOUT PARLE
Parle Products has been India's largest manufacturer of biscuits and confectionery, for almost 80 years. Makers of the world's largest selling biscuit, Parle-G, and a host of other very popular brands, the Parle name symbolizes quality, nutrition and great taste. With a reach spanning even the remotest villages of India , the company has definitely come a very long way since its inception.Many of the Parle products - biscuits or confectioneries, are market leaders in their category and have won acclaim at the Monde Selection, since 1971. With a 40% share of the total biscuit market and a 15% share of the total confectionary market in India, Parle has grown to become a multi-million dollar company. While to consumers it's a beacon of faith and trust, competitors look upon Parle as an example of marketing brilliance.

PARLE QUALITY
Hygiene is the precursor to every process at Parle. From husking the wheat and melting the sugar to delivering the final products to the supermarkets and store shelves nationwide, care is taken at every step to ensure the best product of long-lasting freshness. Every batch of biscuits and confectioneries are thoroughly checked by expert staff, using the most modern equipment hence ensuring the same perfect quality across the nation and abroad.Concentrating on consumer tastes and preferences, the Parle brand has grown from strength to strength ever since its inception. The factories at Bahadurgarh in Haryana and Neemrana in Rajasthan are the largest biscuit and confectionery plants in the country. The factory in Mumbai was the first to be set up, followed soon by the one in 8

Bangalore, Karnataka. Parle Products also has 14 manufacturing units for biscuits and 5 manufacturing units for confectioneries, on contract.An in-depth understanding of the Indian consumer psyche has helped Parle evolve a marketing philosophy that reflects the needs of the Indian masses. With products designed keeping both health and taste in mind, Parle appeals to both health conscious mothers and fun loving kids. The great tradition of taste and nutrition is consistent in every pack on the store shelves, even today. The value-for-money positioning allows people from all classes and age groups to enjoy Parle products to the fullest.

How Parle fought to make biscuits affordable to all.

Biscuits were very much a luxury food in India, when Parle began production in 1939. Apart from Glucose and Monaco biscuits, Parle did offer a wide variety of brands. However, during the Second World War, all domestic biscuit production was diverted to assist the Indian soldiers in India and the Far East. Apart from this, the shortage of wheat in those days, made Parle decide to concentrate on the more popular brands. Thankfully today, there's no dearth of ingredients and the demand for more premium brands is on the rise. That's why, we now have a wide range of biscuits and mouthwatering confectionaries to offer.

The strength of the Parle Brand

Over the years, Parle has grown to become a multi-million US Dollar company. Many of the Parle products - biscuits or confectionaries, are market leaders in their category and Today, Parle enjoys a 40% share of the total biscuit market and a 15% share of the total confectionary market, in India. The Parle Biscuit brands, such as, Parle-G, Monaco and Krackjack and confectionery brands, such as, Melody, Poppins, Mangobite and Kismi, Be it a big city or a remote village of India, the Parle name symbolizes quality, health and great taste! And yet, we know that this reputation has been built, by constantly innovating and catering to new tastes. This can be seen by the success of new brands, such as, Hide & Seek, or the single twist wrapping of Mango bite In this way, by concentrating on consumer tastes and preferences and emphasizing Research & Development, the Parle brand grows from strength to strength.

The Marketing Strength

The extensive distribution network, built over the years, is a major strength for Parle Products. Parle biscuits & sweets are available to consumers, even in the most remote places and in the smallest of villages with a population of just 500. Parle has nearly 1,500 wholesalers, catering to 4, 25,000 retail outlets directly or indirectly. A two hundred strong dedicated field force services these wholesalers & retailers. Additionally, there are 31 depots and C&F agents supplying goods to the wide distribution network. The Parle marketing philosophy emphasizes catering to the masses. We constantly Endeavour at designing products that provide nutrition & fun to the common man. Most Parle offerings are in the low & mid-range price segments. This is based on our cultivated understanding of the Indian consumer psyche. The value-formoney positioning helps generate large sales volumes for the products. However, Parle

Products also manufactures a variety of premium products for the up-market, urban consumers. And in this way, caters a range of products to a variety of consumers.

The Customer Confidence

The Parle name conjures up fond memories across the length and breadth of the country. After all, since 1929, the people of India have been growing up on Parle biscuits & sweets. Today, the Parle brands have found their way into the hearts and homes of people all over India & abroad. Parle Biscuits and confectioneries continue to spread happiness & joy among people of all ages.The consumer is the focus of all activities at Parle. Maximizing value to consumers and forging enduring customer. Our efforts are driven towards maximizing customer satisfaction and this is in synergy with our quality pledge. "Parle Products Limited will strive to provide consistently nutritious & quality food products to meet consumers' satisfaction by using quality materials and by adopting appropriate processes.

10

Parle products
Know a little more about all the delicious Parle products. From yummy biscuits to lipsmacking sweetmeats, the Parle product range is a genuine treat for every snack lover. The biscuits alone have such variety, catering to diverse palettes, there's something for everyone. And the tantalizing array of sweetmeats is just the cherry on top.

Get your biscuit goodies: Parle - G Krackjack Krackjack Crispy Creams Monaco Kreams Hide and Seek Hide & Seek Milano Digestive Marie Parle Marie Milk Shakti Mayfair Cookies Nimkin

Grab your sweets: Melody Mango Bite Kaccha Mango Bite Poppins Kismi Toffee Kismi Gold Orange Candy XHale Munch on snacks! Musst Bites Monaco Bites Cheeslings

11

2. NESTLE INDIA

COMPANY DESCRIPTION:Nestl India is a subsidiary of Nestl S.A. of Switzerland. With seven factories and a large number of co-packers, Nestl India is a vibrant Company that provides consumers in India with products of global standards and is committed to long-term sustainable growth and shareholder satisfaction. The Company insists on honesty, integrity and fairness in all aspects of its business and expects the same in its relationships. This has earned it the trust and respect of every strata of society that it comes in contact with and is acknowledged amongst India's 'Most Respected Companies' and amongst the 'Top Wealth Creators of Ind

HISTORY OF THE COMPANY:Nestle was founded in 1867 in Geneva, Switzerland by Henri Nestle. Nestle's first product was "Farine Lactee Nestle", an infant cereal. In 1905, Nestle acquired the AngloSwiss Condensed Milk Company. Nestle's relationship with India started 1912, when it began trading as The Nestle Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling finished products in the Indian market. After independence, in response to the then economic policies, which emphasized local production, Nestle formed a company in India, namely Nestle India Ltd, and set up its first factory in 1961 at Moga, Punjab, where the Government wanted Nestle to develop the milk economy. In Moga, Nestle educated and advised farmers regarding basic farming and animal husbandry practices such as increasing the milk yield of the cows through improved dairy farming methods, irrigation, scientific crop management practices etc. Nestle set up milk collection centres that ensured prompt collection and paid fair prices. Thus, Nestle transformed Moga into a prosperous and vibrant milk district. In 1967, Nestle set up its next factory at Choladi (Tamil Nadu) as a pilot plant to process the tea grown in the area into soluble tea. Nestle opened its third factor in Nanjangud (Karnataka) in 1989. Thereafter, Nestle India opened factories in Samalkha (Haryana), in 1993 and two in Goa at Ponda, and Bicholim in 1995 and 1997 respectively. Nestle India is now putting up the 7th factory at Pant Nagar in Uttarakhand. Today, Nestle is the world's largest and most diversified food company. It has around 2,50,000 employees worldwide, operated 500 factories in approximately 100 countries and offers over 8,000 products to millions of consumers universally.

12

PRODUCTS OF THE NESTLE INDIA

Maggi Products Maggi Suace Tamato Ketchup Maggi Noodles Maggi Soups Chilli Garlic Suace

Grab Your Sweets Kit Kat Diary Milk Diary Almonds Fruit n Nut Polo

13

REVIEW OF LITERATURE
According to Goldstein (1980) Training is defined as The acquisition of skills, concepts or attitudes that result in improved performance in an on-the-job situation. Training is concerned with the theories or principles of learning and skill acquisition. A company should be able to describe how it decides what quality education and training is needed by its employees. As all the employees are different in terms of their ability and satisfaction so it becomes all the more difficult to identify their training needs. Identification of training needs is the first step in the process of training. The study of existing literature is done so as to arrive at a conclusion about what is training, identification of training needs, training at different departments, and types of training needs. 1. Types of Need Analysis Many needs assessments are available for use in different employment contexts. Sources that can help you determine which needs analysis is appropriate for your situation are described below. Context Analysis. An analysis of the business needs or other reasons the training is desired. The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions. User Analysis. Analysis dealing with potential participants and instructors involved in the process. The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what their learning style is, and who will conduct the training. Work analysis. Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job. Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job requirements. Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of several solutions to employment problems. However, it may not always be the best solution. Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the organization that is greater than the initial investment to produce or administer the training. According to Boydell, T. H (1971): Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. The focus should be placed on needs as opposed to desires of the employees for a constructive outcome. 14

Different Levels at which it is to be Conducted

Identification of training needs can be done at three levels to ascertain three kinds of needs: Organizational needs-In this concern is on the performance of the organization as a whole. Here identification of training needs is done to find out whether the organization is meeting its current performance standards and objectives and if not, exploring ways in which training or learning might help it to do so. Sometimes organizational training needs are also identified when the organization decides that it has to adopt a major new strategy, create a new product or service, undergo a large-scale change programmed, or develop significant new relationships, such as joining with others to form new partnerships. Group Needs-Since working in groups and teams have become very much prevalent in today's corporate world that is why nowadays there is increased emphasis given on team effectiveness and team performance. So training needs are nowadays even identified at the group level. Training needs here are concerned basically with the performance of a particular group, which may be a team, department, function, sub-unit, or so on. Information about this groups performance may identify areas of need - which, again, may be for training or other interventions. It is used to find out how efficiently a particular team or group goes about its business and meets its current objectives. Individual Needs-Individual needs concern on the performance of one or more individuals (as individuals, rather than as members of a group). Here identification of training needs is about finding out to what extent individuals need to learn or be trained in order to bring their current performance up to the required level as a result of changes in methods and processes that call for new competencies and skills. It also sees to it that there is continuous improvement initiative taken by them. Moreover it also helps to find out whether individuals are comfortable in working across boundaries, with people from different backgrounds and different perspectives. This is especially important because there is so much work force diversity observed today in organizations According to DOE Order 360.1B Each organization must identify its critical training needs through a needs assessment process. These documents also require that each organization must have a training plan. In addition, each organization must identify training resources in budget submissions, prioritize training needs, and allocate resources in accordance with the priorities established in the training plan. They said training needs assessment process include the collection of data from three levels of assessment: Organizational assessment Occupational assessment Individual assessment Madge O. Ertel in his study surveyed in Coastal Zone Management and "208" programs in New England to determine the nature of their educational and experiential preparation for carrying out public participation functions, and to identify the planners' own perceptions of the relative importance of those functions and their adequacy for performing them. . The survey also revealed a predominant emphasis on activities involving direct public conduct, e.g., organizing citizen advisory groups and conducting public meetings. The results of the analysis were used to make recommendations for 15

curriculum topics that should be incorporated into the training of professional planners so that they will be better prepared to undertake public participation responsibilities.

TIMOTHY T. BALDWIN & J. KEVIN FORD found that transfer of training

is of paramount concern for training researchers and practitioners. Despite research efforts, there is a growing concern over the "transfer problem." The existing research examining the effects of training design, trainee, and work-environment factors on conditions of transfer is reviewed and critiqued. Research gaps identified from the review include the need to (1) test various operationalizations of training design and workenvironment factors that have been posited as having an impact on transfer and (2) develop a framework for conducting research on the effects of trainee characteristics on transfer. Needed advancements in the conceptualization and operationalization of the criterion of transfer are also discussed. Elena P Antonacopoulou using recent empirical findings from an in-depth study in the Financial Services Sector in the UK, this article provides new insights into the association between training and learning from the individual's perspective. The findings challenge some of the assumptions which have guided our thinking in the management training and development field. The implications of the findings for research and practice are considered.

16

JUSTIFICATION OF THE STUDY

Review of literature indicates that many studies have been conducted in this area but no study one has in depth made study about on identification of training needs in agro sector. This study help to determine the present & future requirement of the training in organization s decision making. In this study various forms and methods of training are studied in detail.and also It is Studied that why identification of training needs is necessary for organization success and for its effective working at minimum cost.This study signifies that the identification of training needs is important from both the organization point of view as well as from individual point of view. For different departments the training requirement is different. With the help of training identification, the organization is able to reduce the perception gap between the participant and his/her boss about their needs and expectations from the training programmed. The satisfaction level of employees can be measured by identifying the training needs.Agro industry is related to food which requires a lot of quality control which can be done through proper training system.

17

OBJECTIVES OF THE STUDY

1.To study the training system and to identify the training needs in agro industry. 2.To judge the satisfaction level of different employees 3.To judge the importance of training need analysis in agro industry. 4.To know how often training need analysis done. 5.To know what training methods are adopted in the industry. 6.To know the Problems that occurs while training. 7. To judge the training need analysis at individual,group and organisational level.

18

19

RESEARCH METHODOLOGY
Research as we know is an art of scientific investigation. It refers to the systematic method consisting of enunciating the problem formulating a hypothesis, collection the facts or data analyzing the fact and reaching certain conclusions either in the form of solutions towards the concerned problems or in certain generalization for some theoretical formulation. In short, search for through objectives and systematic method of finding solution to the problem is research. A research methodology is a way to systematically solve the research problem. In research methodology we study the various steps that are generally adpoted by researcher in studying his research problem along with the logic behind them. Research is a scientific and systemic process on a specific topic. Research process includes research design, which tells about the nature of the study. The inquisitiveness is the mother of all knowledge and method, which a man employs for obtaining the knowledge of whatever is known, can be termed as research. Research comprises defining and redefining problems, and suggested solutions, collection, organizing a devaluating data, making deductions and reaching conclusion. This research is an exploratory and descriptive research based on the primary and secondary data and the following methodology has been adopted. Reseach in common paralance refers to a search for knoweledge. Information is the life blood of managerial decision making. The purpose of methodology section is to describe the researh procedure by which the relevent information is gathered. This section comprises the research design the data collection method., the sampling procedures and analysis procedures. Research Methodology includes:Reseach Design Sample Design Collection of sample Analysis of Data

RESEARCH DESIGN-A research design is the arrangement of conditions for

collection and analysis of data in a manner that aims to combine relevance to the resesrch purpose with economy in procedure. Research design is the conceptual structure within which research is conducted. It is the overall operational pattern or framework of the project that stipulates what information is to be collected from which sources by which procedures. This project is based on the primary and secondary data in the form of questionnaire, surveys, interviews, articles, journals and in other forms so it is an exploratory and descriptive research.

Research design includes the following steps: Formulate the objectives of the study. 20

Collection of the primary and secondary data. Interpreting the data and drawing the conclusions. Depending upon the objective of the study, there are three research designs available:Exploratory research Descriptive research Experimental research Exploratory research: to gain familiarity with a phenomena or to achieve new in sight into it. Studies with this object in view are termed as exploratory or formulative research studies.

Exploratory research has been done for the project SAMPLE DATA-How to take sample:Define the Universe:- the first problem in my sampling procedure ius to be defined the
universe. The defination of the target po-pulation is determined solved by resarcher objective of the investigation.It is the entire groop of items which the researchers wishes to study and which he plans to generalise the finding. (to identify if a particuar individual is qualified to the member of the target population or not). Sample Frame:- a frame in some sense is a set of boundaries, circumscribing the universe it may be in the form of lists, indicies, maps, directories, population records electoral rolls, city tax rols, student s entrolled in a university etc. Specifying the Sampling: the sample unit is the basic unit containing the elements of the population to be a sampled e.g. city blocks, households, a business organization, customers, working executives etc. Methods of Sampling: it is the procedure of selecting units in the sample. There are two basic mw\ethods of sampling mainely:Probability Sampling:-in this method of sampling each unit of the population has a definite chance of being include in the sample. Non-Probability Sampling Methods:- here no particular method for selecting the units of the sample is adopted. The basis of selection can be simply opportunity convenience and purpose. sample size is150 employees from agro industry.

DATA COLLECTION-After research problem has been defined the next step is to
collect the data. It is of two types: Primary data: it consist of original information collected for the specific purpose. secondary data: these are those data which have already been collected by some one else and have been passed through statistical purpose. Both Primary & Secondary data has been collected. Methods of secondary data collection these are several method of data collection. Some of them are: From the company From the consultant

21

From the reference Questionnaries Review of relevant literature Direct observation interviews

ANALYSIS OF DATA-After collecting the data, researcher has to analysis it.

Analysis of data includes categorizing the raw data,tabulation, graph and then drawing statistical inferences.

22

23

INTRODUCTION TO STUDY
Today organizations are looking forward to obtain competitive edge through highly developed employee skills, distinctive organizational cultures, management processes and systems which is in contrast to traditional methods of emphasizing on transferable resources such as equipment that can be purchased any time by the competitors. The efficiency of an organization depends directly on the capability and talent of its personnel, and how motivated they are. Capability of a person depends on his ability to work and type of training he or she receives, while his personal ability is evaluated through proper selection procedure. The training is taken care of by the organization after he has been employed by the organization. Since training inputs may vary from on-thejob experience to off-the-job training, most of the organization undertakes some kind of training for their employees. Training need identification is a tool utilized to identify what educational course for activities should be provided to employees to improve their work productively and know the satisfaction level of employees. It is important for both the individual point of view as well as for organizational point of view.

Concept of training
Training is the process of increasing the knowledge and skills for doing a particular job. It is an organized procedure by which people learn knowledge and skill for a definite purpose. The purpose of training is basically to bridge the gap between job requirements and present competence of an employee. Training is aimed at improving the behavior and performance of a person. It is a never ending or continuous process. Training is closely related with education and development but needs to be differentiated from these terms.

Need for training

Job requirements- employees selected for a job might lack the qualifications required to perform the job effectively. New and inexperienced employees require detailed instruction for effective performance on the job. in some cases, the past experience, attitudes and behavior patterns of experienced personnel might be inappropriate to the new organization. Remedial training should be given to such people to match the needs of the organization. New employees need to provided orientation training to make them familiar with the job and the organization. Technological changes-technology is changing very fast. Now automation and mechanization have are being increasingly applied in offices and service sector. Increasing use of fast changing techniques requires training into new technology. For instance, staff in public sector bank is being trained due to computerization of banking operations. No organization can take advantage of latest technology without well trained personnel. New jobs require new skills. Thus, both new and old employees require training.

24

Organizational viability-in order to survive and grow an organization must continually adopt itself to the changing environment. With increasing economic liberalization and globalization in India, business firms are experiencing expension, growth and diversification. in order to face international competition, the firms must upgrade their capabilities. Existing employees need refresher training to keep them abreast of new knowledge. Training programmers foster the initiative and creativity of employees and help to prevent obsolescence of skills. An organizational can build up a second line of command through training in order to meet its future needs for human resources. Trained staff is the most valuable asset of a company. Internal mobility-training becomes necessary when an employee moves from one job to another due to promotion and transfer. Employees chosen for higher level jobs need to be trained before they are asked to perform the higher responsibilities. Training is widely used to prepare employees for higher level jobs.

Training may be broadly categorized into two types:

On-the-job Training Off-the-job Training Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. Here the focus should be placed on needs as opposed to desires of the employees for a constructive outcome. In order to emphasize the importance of training need identification we can focus on the following areas: To pinpoint if training will make a difference in productivity and the bottom line. To decide what specific training each employee needs and what will improve his or her job performance. To differentiate between the need for training and organizational issues and bring about a match between individual aspirations and organizational goals. Identification of training needs (ITN), if done properly, provides the basis on which all other training activities can be considered. Also requiring careful thought and analysis, it is a process that needs to be carried out with sensitivity as people's learning is important to them, and the reputation of the organization is also at stake. Identification of training needs is important from both the organizational point of view as well as from an individual's point of view. From an organizations point of view it is important because an organization has objectives that it wants to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbors. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximizing opportunities for development. Therefore people must know what they need to learn in order to achieve organizational goals. Similarly if seen from an individual's point of view, people have aspirations, they want to develop and in order to learn and use new abilities, people need appropriate opportunities, resources, and conditions. Therefore, to meet people's aspirations, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities.Also in order to bring

25

synchronization between organizational and individual objectives people need to question the way they do things. And this is precisely the hidden objective behind any training need identification process. It should ideally be a long-term process of encouraging employees to take an active involvement in their own development, thus increasing their commitment to learning, to their work, and to the organization as a whole.

Different Levels at which it is to be Conducted

Identification of training needs can be done at three levels to ascertain 2 kinds of needs: Organizational Needs-These concern the performance of the organization as a whole. Here identification of training needs is done to find out whether the organization is meeting its current performance standards and objectives and if not, exploring ways in which training or learning might help it to do so. Sometimes organizational training needs are also identified when the organization decides that it has to adopt a major new strategy, create a new product or service, undergo a large-scale change programmed, or develop significant new relationships, such as joining with others to form new partnerships. Group Needs-Since working in groups and teams have become very much prevalent in today's corporate world that is why nowadays there is increased emphasis given on team effectiveness and team performance. So training needs are nowadays even identified at the group level. Training needs here are concerned basically with the performance of a particular group, which may be a team, department, function, sub-unit, or so on. Information about this groups performance may identify areas of need - which, again, may be for training or other interventions. It is used to find out how efficiently a particular team or group goes about its business and meets its current objectives.

How to determine training needs

Types of need analyses Techniques Checklist for evaluating a test. The identification of training needs is the first step in a uniform method of instructional design. 1. Types of Needs Analyses Many needs assessments are available for use in different employment contexts. Sources that can help you determine which needs analysis is appropriate for your situation are described below. Context Analysis. An analysis of the business needs or other reasons the training is desired. The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions. User Analysis. Analysis dealing with potential participants and instructors involved in the process. The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what their learning style is, and who will conduct the training. Work analysis. Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job. 26

Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content. Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of several solutions to employment problems. However, it may not always be the best solution. It is important to determine if training will be effective in its usage. Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the organization that is greater than the initial investment to produce or administer the training. 2. Techniques Several basic Needs Assessment techniques include: Direct observation Questionnaires Consultation with persons in key positions, and/or with specific knowledge Review of relevant literature Interviews Focus groups Tests Records & report studies Work samples

3.Checklist for Training Needs Analysis

It is helpful to have an organized method for choosing the right test for your needs. A checklist can help you in this process. Your checklist should summarize the kinds of information discussed above. For example, is the test valid for your intended purpose? Is it reliable and fair? Is it cost-effective? Is the instrument likely to be viewed as fair and valid by the test takers? Also consider the ease or difficulty of administration, scoring, and interpretation given available resources. A sample checklist that you may find useful appears on the following page. Completing a checklist for each test you are considering will assist you in comparing them more easily.

4.Importance of training
Higher productivity- training helps to improve the level of performance. Trained employees perform better by using better method of work. Improvements in manpower productivity in developed nations can be attributed in no small measure to their educational and industrial training programmers. Better quality of work- In formal training, the best methods are standardized and taught to employees. Uniformity of work methods and procedures help to improve the quality of product or services. Trained employees are less likely to make operational mistakes. Less learning period- a systematic training programmed helps to reduce the time and cost involved in learning. Employees can more quickly reach the acceptable level of performance. They need not waste their time and efforts in learning through trial and error. 27

Cost reduction- trained employees made more economical use of materials and machinery. Reduction in wastage and spoilage together with increase in productivity help to minimize cost of operations per unit. Maintenance cost in also reduced due to fewer machine breakdown and better handling of equipments. Plant capacity can be part to the optimum use. Reduced supervision- well-trained employees need to be self-reliant and motivated. They need less guidance and control. Therefore, supervisory burden is reduced and the span of supervision can be enlarged. Low accident rate- trained personnel adopt the right work methods and make use of the prescribed safety devices. Health and safety of employees can be improved. High morale- proper training can develop positive attitudes among employees. Job satisfaction and morale are improved due to a rise in the earnings and job security of employees.

Personal growth- training enlarges the knowledge and skills of the participants. Training helps to develop people for promotion to higher posts and to develop future managers.

Benefits of training to employees

Self confidence- training helps to improve the self confidence of an employee. It enables him to approach and perform his job with enthusiasm. Higher earnings- trained employees can perform better and thereby earn more. Safety- training helps employees to use various safety devices. He can handle the machines safely and becomes less prone to accidents. Adaptability- training enables an employee to adopt to change in work procedures and methods. Promotion- through training employees can develop him and earn quick promotion. New skills- training develops new knowledge and skills among employees. The new skills are valuable assets of an employee and remain permanently with him.

Designing s training programme

To indicate the companys intention to develop its employees To guide the design and implementation of training programmed To identify the critical areas where training is to be given on a priority basis To provide appropriate opportunities to employees for their own betterment. A sound policy clearly defines the following issues: The results expected to be achieved through training. The responsibility for the training function. The priorities for training. The type of training required. The time and place for training. The payment to be made to employees during the training period. The outside agencies to be associated with the training. Relationship of training to the companys labor policy.

28

PROCESS OF IDENTIFICATION

TRAINING/

ORGANIZATIONS

NEEDS

Process of Training/ Organization's needs identification

Organization Needs Identification Methodology

A cross functional team or a team consisting of HR persons will be formed for the purpose of carrying out the Needs Identification exercise A three-day training programmed will be carried out for the team by the consultant. Besides training a detailed action plan will also be drawn up A toolkit will be provided by the consultant to the team The team will carry out the exercise of identifying the organization needs The consultant will meet the team once a week to provide guidance/ hand holding

VARIOUS TRAINING METHODS USED IN AGRO INDUSTRY

Common group training methods include:

29

Lecture- A lecture is the method learners often most commonly associate with college and secondary education. Yet, it is also considered one of the least effective methods to use for adult learners. In this method, one person (the trainer) does all of the talking. He or she may use handouts, visual aids, question/answer, or posters to support the lecture. Communication is primarily one-way: from the instructor to the learner. Pros: Less time is needed for the trainer to prepare than other methods. It provides a lot of information quickly when it is less important that the trainees retain a lot of details. Cons: Does not actively involve trainees in training process. The trainees forget much information if it is presented only orally. Demonstration- Demonstration is very effective for basic skills training. The trainer shows trainees how to do something. The trainer may provide an opportunity for trainees to perform the task being demonstrated. Pros: This method emphasizes the trainee involvement. It engages several senses: seeing, hearing, feeling, touching. Cons: It requires a great deal of trainer preparation and planning. There also needs to be an adequate space for the training to take place. If the trainer is not skilled in the task being taught, poor work habits can be learned by the trainee. Seminar- Seminars often combine several group methods: lectures, discussions, conferences, demonstrations. Pros: Group members are involved in the training. The trainer can use many group methods as part of the seminar activity. Cons: Planning is time-consuming. The trainer must have skill in conducting a seminar. More time is needed to conduct a seminar than is needed for many other methods. Conference -The conference training method is a good problem-solving approach. A group considers a specific problem or issue and they work to reach agreement on statements or solutions. Pros: There is a lot of trainee participation. The trainees build consensus and the trainer can use several methods (lecture, panel, and seminar) to keep sessions interesting. Cons: It can be difficult to control a group. Opinions generated at the conference may differ from the managers ideas, causing conflict. Panel -A panel provides several points of view on a topic to seek alternatives to a situation. Panel members may have differing views but they must also have objective concerns for the purpose of the training. This is an excellent method for using outside resource people. Pros: Trainees often find it interesting to hear different points of view. The process invites employees to share their opinions and they are challenged to consider alternatives. Cons: It requires a great deal of preparation. The results of the method can be difficult to evaluate. Role Playing -During a role play, the trainees assume roles and act out situations connected to the learning concepts. It is good for customer service and sales training. Pros: Trainees can learn possible results of certain behaviors in a classroom situation. They get an opportunity to practice people skills. It is possible to experiment with many different approaches to a situation without alienating any actual customers. Cons: A lot of time is spent making a single point. Trainers must be skilled and creative in helping the class learn from the situation. In some role play situations, only a few people get to practice while others watch.

30

Case Studies -A case study is a description of a real or imagined situation which contains information that trainees can use to analyze what has occurred and why. The trainees recommend solutions based on the content provided. Pros: A case study can present a real-life situation which lets trainees consider what they would do. It can present a wide variety of skills in which applying knowledge is important. Cons: Cases can be difficult to write and time-consuming to discuss. The trainer must be creative and very skilled at leading discussions, making points, and keeping trainees on track. Simulations -Trainees participate in a reality-based, interactive activity where they imitate actions required on the job. It is a useful technique for skills development.

Pros: Training becomes more reality-based, as trainees are actively involved in the learning process. It directly applies to jobs performed after training. Simulations involve yet another learning style, increasing the chance that trainees will retain what they have learned. Cons: Simulations are time-consuming. The trainer must be very skilled and make sure that trainees practice the skills correctly. Only perfect practice makes perfect. Projects -Projects require the trainees to do something on the job which improves the business as well as helps them learn about the topic of training. It might involve participation on a team, the creation of a database, or the forming of a new process. The type of project will vary by business and the skill level of the trainee. Pros: This is a good training activity for experienced employees. Projects can be chosen which help solve problems or otherwise improve the operation. Trainees get first-hand experience in the topic of the training. Little time is needed to prepare the training experience. Cons: Without proper introduction to the project and its purpose, trainees may think they are doing somebody elses work. Also, if they do not have an interest in the project or there is no immediate impact on their own jobs, it will be difficult to obtain and maintain their interest. Common individual training methods include: Self-discovery -Trainees discover the competencies on their own using such techniques as guided exercises, books, and research. Pros: Trainees are able to choose the learning style that works the best for them. They are able to move at their own pace and have a great deal of ownership over their learning. Cons: Trainees can easily get side-tracked and may move slower than the trainer desires. It is also more difficult to measure the employees progress. Movies/videos/computer-based training -Content for the training experience comes primarily from a videotape or computer-based program. Pros: It is easy to provide this training and the trainer can follow-up with questions and discussion. It is also easy to assure that the same information is presented to each trainee. Cons: It is expensive to develop. Most trainers choosing this option must purchase the training from an outside vendor, making the content less specific to their needs.

31

On-the-job training -This is the most common method of training. The trainee is placed on the job and the manager or mentor shows the trainee how to do the job. To be successful, the training should be done according to a structured program that uses task lists, job breakdowns, and performance standards as a lesson plan. Pros: The training can be made extremely specific to the employee's needs. It is highly practical and reality-based. It also helps the employee establish important relationships with his or her supervisor or mentor. Cons: Training is not standardized for employees. There is often a tendency to have a person learn by doing the job, providing no real training. Mentoring -A mentor can tutor others in their learning. Mentors help employees solve problems both through training them in skills and through modeling effective attitudes and behaviors. This system is sometimes known as a buddy system. Pros: It can take place before, during, or after a shift. It gives the trainee individual attention and immediate feedback. It also helps the trainee get information regarding the business culture and organizational structure. Cons: Training can be interrupted if the mentor moves on. If a properly trained mentor is not chosen, the trainee can pick up bad habits. When choosing from among these methods, the trainer must decide which one best suits the trainees, the environment, and the investments available. Many trainers will choose to combine methods or vary them. Others will select a single method that works best for them and never vary. With so many options, a trainer is limited only by his or her creativity.

32

33

ANALYSIS OF DATA & INTERPRETATION ORGANIZATION LEVEL:

Question: 1)

Is Training Need Analysis (TNA) important ?

Yes 49 No 1

Respond No. of employees

50 45 40 35 30 25 20 15 10 5 0

No. of employees

Yes

No

Interpretation: As per the findings 98 % of the employees believe that TNA is important for them where as 2% of the employees are against TNA.

34

Question: 2) How

often is Training Need Analysis done?

Monthly 22 Quarterly 1 Half yearly 3 Annually 24

Respond No.of employees

30 25 20 15 10 5
Q ua rte rly An nu al ly ea rly

No. of employees

0
M on th l y

Interpretation: Out of 50 employees, 48% told that Training need analysis is done annually, 44% told that it is done monthly where as 2% and 6% told that it is done quarterly and half yearly.

H al

fy

35

Question: 3)

How is the Training Need Analysis conducted ?

Technique Self / Requisition forms Observation Questionnaire Interview Assessment centers Peer evaluation Performance management data Job analysis Annual survey

No. of employees 12 8

28

T ec hn iq ue Observation

30 25 20 15 10 5 0

28 No. of employ ees 2

12 8

Peer evaluation

Job analysis . 8

Interview

. 4

Interpretation: 56% of the employees said that Training needs analysis is conducted through questionnaire, 24% said its through self requisition forms, 16% said its through observation whereas 4% said TNA is conducted through annual survey.

. 2

. 6

36

Question: 4)

Indicate how effective each of the following processes are for the Training Need Analysis process?

1.Not 2.Somewhat effective effective 1. Company strategy /Goals & objectives 2. Manpower Inventory 3. Skill inventory 4.Organization climate 5. Analysis of Efficiency Indices 6. Changes in system or sub-system 7. Management requests or management Interrogation 8. Exit Interviews 9. MBO / Work planning & review systems 1

3.Effective

4.Highly effective 13

6 7 12

3 4

2
2

14 12 10 8 6 4 2 0

13

12 1.Not effective 2.Somewhat effective 3.Effective 4.Highly effective 2 2

7 3 4

Interpretation: When asked about the various processes whether they are effective or not for the training need analysis process,26% of the employees said it is the company strategy goal and objectives that are highly effective process,24% said it is the organizational climate that is highly effective, 14% employees said that skill inventory is effective, 12% said manpower inventory is effective,8% employees said management requests and management interrogation are effective, 6% of the employees said it is the

37

system and sub system change that is effective, but 4% employees said it is the exit interview and Question 5) who initiates the Training Need Analysis?
No. of employees Supervisor Employees Staff Department Training Department External consultants If others please mention
N.o e p y e o f mlo e s

28

22

1. S p r is r u ev o

N.o o f e p y e,, mlo e s 0 % N.o o f e p y e,2, mlo e s 2 4% 4

2 . E p ye mlo e s

3S f . taf Dp r e t e atmn N.o o f e p y e,2, mlo e s 8 5% 6

4 Ta in . r in g Dp r e t e atmn

N.o o f e p y e,, mlo e s 0 %

5 E ten l . x ra c nu n o s lta ts

6 I o esp a e . f th r le s mn n e tio

Interpretation: out of 100, 56% employees said training need analysis is done through supervisor, whereas 44% employees said through training department.

38

In the past two years, has your organization changed the way they conduct the Training Need Analysis?
Question: 6) Respond No. of employees Yes 44 No 6

No. of employees

No. of employees, No, 6 Yes No No. of employees, Yes, 44

Interpretation: As per my findings 88 % of the employees believe that organization changed the way of conducted training need analysis where as 12% of the employees are against that organization not change the way of conduct TNA.

39

GROUP LEVEL:
Question: 1)

Are the following operational data used for TNA (Training Need

Analysis)?

No. employees Job description Job specification Performance standard Performance on the Job Perception of the Job by the Job Holder 5 10 27

of

Perception of the Job by the supervisor

Perception of the Job by management Input from training committees 8

40

No.of employees

1. Job description 2. Job specification

3. Performance standard 4. Performance on the Job

8, 16% , 0% 10, 20% 5, 10%, 0% 27, 54%

5. Perception of the Job by the Job Holder

6. Perception of the Job by the supervisor 7. Perception of the Job by management 8. Input from training committees

Interpretation: out of 100 employees, 54% employees operational data for TNA through Job Description, 20% employees told through Performance on the Job whereas 16% employees told through input from training committees, 10% employees told through Performance Standard.

41

Question: 2) What

operating problems determine Training Need Analysis?

No. of employees 37 % of employees 74%

Down time reports Waste Repairs Late deliveries Quality control

13

36%

No.of employees 1. Down time reports 2. Waste 3. Repairs 4. Late deliveries 5. Quality control

No.of employees, 13, No.of employees, , No.of employees, , No.of employees, , No.of employees, 37,

Interpretation: 74% employees told operating problem of TNA determine at the time of report time whereas 36% employees told at the time of Quality Control.

42

INDIVIDUAL LEVEL
Question: 1) How

nomination for a Training Program done?

No. of employees 28 12

Self Requisition Supervisor

No.of employees No.of employees, 2. Supervisor , 12, No.of employees, 1. Self Requisition , 28, 1. Self Requisition 2. Supervisor

Interpretation: out of 100 employees, 56% employees told nomination for a training programme is done through Self Requisition whereas 24% employees told it is done through Supervisor.

43

Question: 2) How

is Training Need Analysis determined?

No. employees 16 10 13 8 2 1 of

Technique Performance Appraisal data Supervisor Observation Peer feedback Work sampling Interview Questionnaire Tests of Job Knowledge/ Skills/Achievements Training Progress charts Critical Incidents Assessment Center Feedback Coaching Feedback MBO or work planning and review system

18 16 14 12 10 8 6 4 2 0

1.

3.

9.

10

Interpretation: 32% employees told TNA is determined through Performance Appraisal data, 26% employees told it is determined through Interview, 24% employees told it is determined through Superior observation, 16% employees told it is determined through Questionnaire, 4% of employees told it is determined through Tests of Job knowledge/skills/Achievements whereas 2% employees told it is determined through Assessment Center Feedback.

11.

16

13

No.of employees

44

Question: 3) Do Respond

you consider Training Need Analysis to be a form filling exercise?

Yes 4 46%
Ys e

No 8 92%

No. of employees % of employees

Y s, N . o e o f e p ye s, m lo e 48 , % N . o e p ye s o f m lo e %o e p ye s f m lo e Y s, %o e f e p ye s, m lo e 4 ,9 % 6 2

Interpretation: As per the findings 46 % of the employees believe that TNA is to be form of filling exercise for them where as 92% of the employees are against TNA filling exercise.

45

Question: 4) Does

Training Need Analysis lead to training effectiveness?

Respond No. of employees % of employees

Yes 4 46%

No 8 92%

No. of employees Yes No

No. of employees, No, 8%, 2%

No. of employees, Yes, 4, 98%

Interpretation: As per the findings 46 % of the employees believe that TNA is lead to training effectiveness for them where as 92% of the employees are against TNA training effectiveness.

46

Recommendations and Suggestions

1. . While conducting TNA(training need analysis) in the organization questionnaire and peer evaluation should be given importance. 2. TNA should be initiated by employees as well because sometimes employees can train their peers in a more effective way. 3. When TNA is determined peer feedback and MBO should be considered. 4. TNA can be conducted in the most effective way when each and every employee of the organization is taken into consideration.

47

FINDINGS OF THE STUDY 1.As per the findings 98 % of the employees of agro industry believe that Training need assessment (TNA)is important for them where as 2% of the employees are against it. 2.56% of the employees said that Training needs analysis is conducted through questionnaire, 24% said its through self requisition forms, 16% said its through observation whereas 4% said TNA is conducted through annual survey. So questionnaire method is effective for TNA. 3.Mostly training need analysis is done through supervisor, but sometime through training department 4.Organization changed the way of conducted training need analysis 5.Nomination for a training programme is done through Self Requisition but sometime through Supervisor.TNA is determined through Performance Appraisal data, Interview,Superior observation, Questionnaire,tests of Job knowledge/skills/Achievements .but sometime through Assessment Center Feedback. 6. As per the findings 46 % of the employees of agro believes that TNA is to be form of filling exercise for them where as 92% of the employees are against TNA filling exercise.

48

LIMITATIONS OF THE STUDY The limitations which were faced during project were 1.Time was the biggest constraint but all effort was made to get all the relevant information required for the study. 2.The primary data collected might be biased. 3.The study conducted is restricted to FMCG industry only. 4.Due to shortage of time it was not possible to go into deep and collect all the informations about the department. 5.Employees used an internal network system. Which was not allowed to use network. 6.In the HR department data is very much secret, so trainer did not allow to access without permission of the boss. 7.Without intermixes card no one allow in the office & no one go anywhere in the office.

49

CONCLUSION
The learner often thinks they know what they need/want - but are often misinformed. So, the training professional needs to keep the training needs questions focused on the need, as opposed to the perceived solution. A Training Needs Analysis (TNA) is used to assess an organizations training needs. The root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organizations objectives. Why do people need the training, who needs the training, when will they need the training and where may the training be conducted? The first step in the training process is to conduct a training needs analysis. This is a step which can sometimes be overlooked, especially when the time frame to complete training is demanding. However, skipping the training needs analysis can cause many problems in the long run. Valuable resources may be wasted on training that is not needed, or effective For agro industry training needs identification is very important. Training need analysis is done at monthly and annually. Training program determines whether training is needed and, if needed, at what level. TNA is determines training needs at three levels: Organization level Group level Individual level Therefore, training needs analysis (TNA) is an effective way to identify any gap between the skills your business needs and those your employees have. It involves gathering information to identify areas where your employees could improve their performance. The company can use self acquisition forms, observe the activities of employees, questionnaire or can do annual surveys to collect this information. The various processes like Company strategy /Goals & objectives, Manpower Inventory, Skill inventory, Organization climate are also very helpful for the process of training need analysis. Training needs analysis is mostly initiated by the supervisor and training department. TNA is determined with the help of job description, performance on the job and inputs from the training committee, Performance Appraisal data, Supervisor Observation, Interview, and Questionnaire etc.

50

BIBLIOGRAPHY
Books: Boudreau Milkovich, Human Resource Management, New Delhi,Business Publications,Inc;1994 Kothari, C.R., Quantitative Techniques, New Delhi, Vikas Publishing House Ltd., 1978. Sahu,R.K., Training for Development, New Delhi, Excel Books, 2006.

Websites: www.humanlinks.com www.citehr.com www.amazon.com www.bookfista.com www.parleproducts.com www.nestle india.com

51

ANNEXURE QUESTIONNAIRE
ORGANIZATION LEVEL:
1. Is Training Need Analysis done in your organization? [Mark 1 or 2] 1. Yes 2. No Your choice: 2. How often is Training Need Analysis done? [Mark 1, 2, 3, 4] 1. Monthly 2. Quarterly 3. Half-yearly 4. Annually Your choice: 3. How is the TNA conducted in your organization? (Mark as per the instruction) [1-most frequently followed..10-once in a while][Mark NA if not at all done]

1. Self / Requisition forms

2. Observation 3. Questionnaire 4. Interview 5. Assessment centers 6. Peer evaluation 7. Performance management data/ interview/ discussion 8. Job analysis 9. Annual survey 10. If others please mention

---------------------------------------------------------------------------------------------------------------------------------------------

52

4. Indicate how effective each of the following processes are for the Training Need Analysis process? Mark your choice as Y 1.Not effective 1. Company strategy /Goals & objectives 2. Inventory Manpower 2.Somewhat effective 3.Effective 4.Highly 5.Not applicable effective

3. Skill inventory 4.Organization climate 5. Analysis Efficiency Indices of

6. Changes in system or sub-system 7. Management requests or management Interrogation 8. Exit Interviews 9. MBO / Work planning & review systems 5. Who initiates the Training Need Analysis in your organization? (Put a tick mark against the options available) 1. Supervisor 2. Employees 3. Staff Department 4. Training Department 5. External consultants 6. If others please mention -------------------------------------------------------------------------------------

6. in the past two years, has your organization changed the way they conduct the Training Need Analysis? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------7. How was it done earlier and how is it done now? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

53

GROUP LEVEL:
1. Are the following operational data used for TNA (Training Need Analysis)? (Mark 1 if it is used, 2 if it is not used, 3 if the practice will be used shortly) 1. Job description 2. Job specification 3. Performance standard 4. Performance on the Job

5. Perception of the Job by the Job Holder 6. Perception of the Job by the supervisor 7. Perception of the Job by management
8. Input from training committees

2. What operating problems determine TNA? (Rank in order of preference: 1 highest preference) 1. 2. 3. 4. 5. Down time reports Waste Repairs Late deliveries Quality control -----------------------------------------------------------------------

INDIVIDUAL LEVEL
6. How is nomination for a Training Program done? (Rank in order of preference: 1 highest preference)

1. 2. 3. 4.

Self Requisition Supervisor Combination of both If others specify

---------------------------------------------------------

7. How is TNA determined? (Put a tick mark against the options available)

54

1. Performance Appraisal data 2. Supervisor Observation 3. Peer feedback 4. Work sampling 5. Interview 6. Questionnaire 7. Tests of Job Knowledge/ Skills/Achievements 8. Training Progress charts 9. Critical Incidents 10. Assessment Center Feedback 11. Coaching Feedback
12. MBO or work planning and review system 9. Do you consider TNA to be a form filling exercise?

------------------------------------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------10 In your opinion does Training Need Analysis lead to training effectiveness? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------11. Which is the most effective way of conducting a Training Need Analysis according to you? -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

55