SUMMER TRAINING PROJECT REPORT

RW Submitted in the partial fulfilment of Masters of Business Administration

Session- 2017-2019

To study the Impact of Career Planning Techniques on Employee

Development
At

Hindustan Coca Cola Beverages Pt. Ltd.

Submitted By
Mini Kumari
Roll no. 1784870037
Under the guidance of
Faculty Guide Company Guide

Ms Yati Bhardwaj Mr Dheeraj Agarwal

Assistant Professor Team leader- Capability development

PSIT College of Management

Affiliated to Dr APJAKTU
1
 Index
1. Declaration

2. Certificate from the industry

3. Certificate from the department of business administration

4. Acknowledgement

5. Executive summary

6. Content pages

7. List of figures & graphs

8. Abbreviation

2
 ACKNOWLEDGEMENT

First and foremost, I thank the Almighty God.

I express my sincere thanks to the managers of banks for granting permission to conduct

my project work in his esteemed concern and for helping and providing various information

and data.

I wish to convey my sincere gratitude to Dr Ashok Tiwari, Principal MBA PSIT COM and

Mr Durgesh Agnihotri, HOD, department of business administration. I am very much

thankful to my project guide Assistant Prof. Ms Yati Bhardwaj for showing proper direction

and giving valuable advice and suggestions for varying and completing this project work.

My sincere thanks are due to all the respondents who have helped and cooperated with me

during the course of my survey.

I am also remembering with deep appreciation and gratitude the encouragement and help

received during the preparation and completion of this project work from my beloved family

members and friends.

Mini Kumari

(1784870037)

3
 STUDENT’S DECLARATION

I, hereby declare that this submission is my own work. It contains no material previously

published or written by another person, nor has this material to a substantial extent bee accepted

for the award of any other degree or diploma of the university or other institute of higher

learning.

Mini kumari

(1784870037)

4
 Executive Summary

I have done my summer internship in Hindustan Coca Cola Beverages pt. ltd. where the

work environment is good and the company is third largest beverage company in world through

its large scale production and services. The project is aimed to cover maximum knowledge of

HR practices followed in organization and how the career planning strategies is implemented

in the organization, how primary factors are considered, how the data is maintained and finally

the strategies implemented. I have work on the topic Career planning and employee

development which refers to the career goals and career growth of the organization. A career

may be defined as ‘a sequence of jobs that constitute what a person does for a living’.

In my research I have used the research methodology named as Descriptive research in which

the details of the organization was taken. I have taken descriptive research because it is easy to

procure the details and with the help of questionnaire in which there were 100 respondents.

Convenience sampling is used in the sampling technique. And the responses are biased in

nature because employees are busy with their work.

I found that maximum number of employees are aware about career planning and development

of the employees and some employees are not aware which is not good for the individual and

organization both. Some of the employees says that organization have clear policy and most of

the employees says that career growth opportunities are average in organization. And

maximum number of employees says the organization is good for their career.

The conclusion is that the company is good in their career planning of employees and the

employees also thinks that organization is good for their career and I will recommend the

organization should implement more incentive plans and training programs so that other

employees who are not satisfied with the organization will also feel satisfaction in all areas of

improvement of the organization.

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 Contents

Part I
Chapter-1: Introduction
1.1 General introduction about the sector
1.2 Industry Profile

Chapter-2: Company Profile

2.1 Origin of the Organization
2.2 Vision and Mission
2.3 Growth and development of the organization
2.4 Present status of the organization
2.5 Organization structure and chart
2.6 Product and service of the organization
2.7 Market profile of the organization (SWOT analysis, future growth
and History)

Part-II
Chapter-3: Study of the selected Research problem
3.1 Statement & Introduction of the research problem
3.2 Introduction of topic
3.3 Review of Literature
3.4 Scope of Study
3.5 Research design
3.6 Sampling Techniques

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3.7 Data collection (Primary and Secondary)

Chapter-4: Data Analysis and Interpretation

4.1 Analysis and Interpretation of the data collected with relevant tables
and graphs

Chapter-5: Summary and Conclusions

5.1 Summary of learning experience/ findings
5.2 Conclusion & Recommendations

Limitations of Research

Bibliography

Appendices
(Annexure, Graphs and photographs)

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List of figures and graphs

Figure no: Figure title Page no.

1. Segments in FMCG 15

2. Trends in FMCG revenues over years 25

3. Growth of FMCG over next 5 to 10 years 26

4. Estimation of Net Income through RED in 2018 32

5. Percentage change in price through stock availability 33

6. Organizational structure of coca cola 34

7. Organizational structure of HCCBPL in sales 35

8. Stages of Career 51

9. Process of career planning 52

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Abbreviations

1. HCCBPL- Hindustan Coca Cola Beverages pt. ltd.

2. BOP- Base of Pyramid

3. FDI- Foreign Direct Investment

4. GDP- Gross Domestic Product

5. NRI- Non-Resident Indian

6. SSI- Small Scale Industries

7. CII- Confederation of Indian Industry

8. MNC- Multi National Corporation

9. UN- United Nations

10. GST- Goods and Service Tax

11. US- United States of America

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Chapter-1

Introduction

10
 PROFILE OF FMCG SECTOR

1.1 General introduction about the sector

FMCG: Fast Moving Consumer Goods

INTRODUCTION: Products which have a quick turnover, and relatively low cost are

known as Fast Moving Consumer Goods (F.M.C.G.). F.M.C.G. products are those that get

replaced within a year. Examples of F.M.C.G. generally include a wide range of frequently

purchased consumer products such as toiletries, soap, cosmetics, tooth cleaning products,

shaving products and detergents, as well as other non-durables such as glassware, bulbs,

batteries, paper products, and plastic goods. F.M.C.G. may also include pharmaceuticals,

consumer electronics, packaged food products, soft drinks, tissue paper, and chocolate bars.

India’s F.M.C.G. sector is the fourth largest sector in the economy and creates employment for

more than three million people in downstream activities. Its principal constituents are

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Household Care, Personal Care and Food & Beverages. The total F.M.C.G. market is in excess

of Rs. 85,000 Crores. It is currently growing at double digit growth rate and is expected to

maintain a high growth rate. F.M.C.G. Industry is characterized by a well-established

distribution network, low penetration levels, low operating cost, lower per capita consumption

and intense competition between the organized and unorganized segments.

FMCGs are products that move off the shelves of retail shops quickly, which therefore require

constant replenishing. Consumers look for the product that offers most value to them,

considering features (package, taste, price, weight), concept (features and related benefits),

information sources (for example, advertising), and intangible characteristics such as brand

image.

Fast-moving consumer goods (FMCGs) are typically high-volume, low-value items with high

public visibility and a short life span, such as food, drink, confectionery, toiletries, and

household goods. As the name would imply, it is one of the fastest growing sectors in the UK

economy and is a multi-million pound industry. It encompasses a huge range of products and

12
services in manufacturing, distribution and retailing. If you think about some of the products

you use every day like cereal, soap, washing powder, frozen food, the list is potentially endless.

As more and more new products are launched on to the market, the job opportunities continue

to grow for those wanting to pursue an FMCG graduate career.

1.3 Industry Profile

FMCGs fulfil a broad range of needs. Beverages quench thirst, provide refreshment and taste

and reflect lifestyles. Confectionery offers energy, taste, rewards and gift opportunities.

Companies cater for these fundamental needs in a range of products which offer a huge variety

of ingredients and styles.

SWOT ANALYSIS: INDIA RETAIL BUSINESS ENVIRONMENT: The

recent “India Retail Report” published by Business Monitor International Limited, covers the

scenario of Indian retail sector. The SWOT analysis of India Retail Business Environment and

India Economic as reported in the said report is reproduced as under.

STRENGTHS: India attracted US$16.9bn in foreign direct investment (FDI) inflows in

2006, according to the UN Conference on Trade and Development – a 153% year-on year

increase.  A cheap, skilled, English-speaking workforce can do the jobs of Western workers

for a fraction of the wages paid in North America or Europe.  Average annual GDP growth of

7.0% is predicted by BMI through to 2017. With the population expected to increase from

1.28bn in 2012 to 1.34bn by 2017, GDP per capita is forecast to rise 84.4% by the end of the

forecast period, reaching US$3,096.  The value of the retail segment is expected to grow from

an estimated INR24.11trn (US$573.95bn) in 2013 to INR36.15trn (US$939.06bn) by 2017, a

rise of 50.0%.

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WEAKNESSES:  The competitiveness of local firms is undermined by official red tape,

from foreign investment restrictions to inflexible labour laws.  Intellectual property rights are

poorly protected in India, one of 12 countries on the 2009 priority watch list compiled by the

US Trade Representative.  The rural population of India represents more than 70% of the total,

while almost 37% is classified as not economically active by the UN. The PepsiCo launched

their products in 2017 and it became a challenge for the coke. This is a major obstacle for

retailers seeking to rapidly expand their customer base.

OPPORTUNITIES:  India could enhance the competitiveness of the local industry through

further liberalization and deregulation. 38  Prime Minister Narendra Modi is eager to reform

the banking sector to increase the availability of long-term financing, particularly for large

infrastructure projects.  The value of the OTC drug sector is forecast to grow by almost 92%,

when it will be worth an estimated US$7.54bn. The report predicts the global over-the-counter

drug market to grow with a CAGR of 7.6% over the forecast period of 2018-2024.

THREATS:  The arrival of Western players, including management consultancy Accenture

and technology company IBM, is raising local wages in the outsourcing sector.  International

retailers are restricted by India's strict FDI regulations, although laws were relaxed in January

2012 to allow foreign investors to own up to 100% of single-brand retail trading companies in

the country. However, they must source 30% of the goods they sell in India from small and

medium enterprises (previously they could own no more than a 51% majority stake in a joint

venture with a local partner). And in recent year 2016 and 2017 indirect competitors increase

by 15%. Multi-brand retailers must still operate through a franchise or cash-and-carry

wholesale model.

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F.M.C.G. INDUSTRY ECONOMY: F.M.C.G. industry provides a wide range

of consumables and accordingly the amount of money circulated against F.M.C.G. products is

also very high. The competition among F.M.C.G. manufacturers is also growing and as a result

of this, investment in F.M.C.G. industry is also increasing, specifically in India, where

F.M.C.G. industry is regarded as the fourth largest sector with total market size of US$20.1

billion. F.M.C.G. Sector in India is estimated to grow 60% by 2011. F.M.C.G. industry is

regarded as the largest sector in New Zealand which accounts for 5% of Gross Domestic

Product (GDP).

Common F.M.C.G. Products: Some common F.M.C.G. product categories

include food and dairy products, glassware, paper products, pharmaceuticals, consumer

electronics, packaged food products, plastic goods, printing and stationery, household

products, photography, drinks etc. and some of the examples of F.M.C.G. products are coffee,

tea, dry cells, greeting cards, gifts, detergents, tobacco and cigarettes, watches, soaps etc.

Figure no. 1: Segments of FMCG

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MARKET POTENTIALITY OF F.M.C.G. INDUSTRY: Some of the

merits of F.M.C.G. industry, which made this industry as a potential one, are low operational

cost, strong distribution networks, presence of renowned F.M.C.G. companies. Population

growth is another factor which is responsible behind the success of this industry.

ADVANTAGES TO THE SECTOR

 Governmental Policy: Indian Government has enacted policies aimed at attaining

international competitiveness through lifting of the quantitative restrictions, reducing excise

duties, and automatic foreign investment and food laws resulting in an environment that fosters

growth. 100% export oriented units can be set up by government approval and use of foreign

brand names is now freely permitted.

 Central & State Initiatives: Recently Government has announced a cut of 4% in excise

duty to fight with the slowdown of the Economy. This announcement has a positive impact on

the industry. But the benefit from the 4% reduction in excise duty is not likely to be uniform

across F.M.C.G. categories or players. The changes in excise duty do not impact cigarettes

(ITC, Godfrey Phillips), biscuits (Britannia Industries, ITC) or ready-to-eat foods, as these

products are either subject to specific duty or are exempt from excise. Even players with

manufacturing facilities located mainly in tax-free zones will also not see material excise duty

savings. Only large F.M.C.G.-makers may be the key ones to bet and gain on excise cut.

 Foreign Direct Investment (FDI) : Automatic investment approval (including foreign

technology agreements within specified norms), up to 100% foreign equity or 100% for NRI

and Overseas Corporate Bodies (OCBs) investment, is allowed for most of the food processing

16
sector except malted food, alcoholic beverages and those reserved for small scale industries

(SSI). There is a continuous growth in net FDI Inflow. There is an increase of about 150% in

Net Inflow for Vegetable Oils & Vanaspati.

MARKET OPPORTUNITIES

 Vast Rural Market: Rural India accounts for more than 700 Million consumers or 70%

of the Indian population and accounts for 50% of the total F.M.C.G. market. The working rural

population is approximately 400 Million. And an average citizen in rural India has less than

half of the purchasing power as compare to his urban counterpart. Still there is a 47 untapped

market and most of the F.M.C.G. Companies are taking different steps to capture rural market

share. The market for F.M.C.G. products in rural India is estimated about 52%t and is projected

to touch about 60% within a year. H.U.L. is the largest player in the industry and has the widest

market coverage.

 Export - “Leveraging the Cost Advantage”

Cheap labour and quality product & services have helped India to represent as a cost advantage

over other Countries. Even the Government has offered zero import duty on capital goods and

raw material for 100% export oriented units. Multi-National Companies outsource its product

requirements from its Indian company to have a cost advantage. It adds a cost advantage as

well as easily available raw materials.

 Sectorial Opportunities

Major Key Sectorial opportunities for Indian F.M.C.G. Sector are mentioned below:

17
• Dairy Based Products India is the largest milk producer in the world, yet only around 15 per

cent of the milk is processed. The organized liquid milk business is in its infancy and also has

large long-term growth potential. Even investment opportunities exist in value-added products

like desserts, puddings etc.

• Packaged Food Only about 10-12 per cent of output is processed and consumed in packaged

form, thus highlighting the huge potential for expansion of this industry.

• Oral Care The oral care industry, especially toothpastes, remains under penetrated in India

with penetration rates around 50%. With rise in per capita incomes and awareness of oral

hygiene, the growth potential is huge. Lower price and smaller packs are also likely to drive

potential up trading.

• Beverages Indian tea market is dominated by unorganized players. More than 50% of the

market share is capture by unorganized players highlighting high potential for organized

players.

RURAL MARKETING BY F.M.C.G. SECTOR: With the urban market saturated,

F.M.C.G. companies are now targeting the rural markets. In spite of the income imbalance

between urban and rural India, rural holds great potential since 70% of India's population lives

there. Due to the recent government measures like waiver of loans, national rural employment

guarantee scheme and 48 increasing minimum support price, disposable income in rural India

has been rapidly increasing. However, rural markets present their own sets of problems. These

include poor infrastructure, dispersed settlements, lack of education and a virtually non-existent

medium for communication. Furthermore, retailers cannot be present in all the centres as many

of them are so small that it makes them economically unfeasible.

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INDIAN COMPETITIVENESS AND COMPARISON WITH

THE WORLD MARKETS:

The following factors make India a competitive player in F.M.C.G. sector

1. Availability of Raw Materials:

Because of the diverse agro-climatic conditions in India, there is a large raw material base

suitable for food processing industries. India is the largest producer of livestock, milk,

sugarcane, coconut, spices and cashew and is the second largest producer of rice, wheat

and fruits &vegetables. India also produces caustic soda and soda ash, which are required

for the production of soaps and detergents. The availability of these raw materials gives

India the location advantage.

2. Labour Cost Comparison:

Low cost labour gives India a competitive advantage. India's labour cost is amongst the

lowest in the world, after China & Indonesia. Low labour costs give the advantage of low

cost of production. Many MNC's have established their plants in India to outsource for

domestic and export markets.

3. Presence across Value Chain:

Indian companies have their presence across the value chain of F.M.C.G. sector, right from

the supply of raw materials to packaged goods in the food-processing sector. This brings

India a more cost competitive advantage. For example, Amul supplies milk as well as dairy

products like cheese, butter, etc.

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THE FUTURE OF F.M.C.G.

Fast moving consumer goods will become Rs 400,000-crore industry by 2020. A Booz &

Company study finds out the trends that will shape its future. Considering this, the ant

ageing skincare category grew five times between 2007 and 2008. It‘s today the fastest

growing segment in the skincare market. Olay, Procter & Gamble‘s premium anti-ageing

skincare brand, captured 20 per cent of the market within a year of its launch in 2007 and

today dominates it with 37 per cent share. Who could have thought of ready acceptance

for anti-ageing creams and lotions some ten years ago? For that matter, who could have

thought Indian consumers would take oral hygiene so seriously? Mouth-rinsing seems to

be picking up as a habit — mouthwash penetration is growing at 35 per cent a year. More

so, who could have thought rural consumers would fall for shampoos? Rural penetration

of shampoos increased to 46 per cent last year. Consumption patterns have evolved rapidly

in the last five to ten years. The consumer is trading up to experience the new or what he

hasn‘t. He‘s looking for products with better functionality, quality, value, and so on. What

he ‘needs’ is fast getting replaced with what he ‘wants’? A new report by Booz & Company

for the Confederation of Indian Industry (CII), called F.M.C.G. Roadmap to 2020: The

Game Changers, spells out the key growth drivers for the Indian fast moving consumer

goods (F.M.C.G.) industry in the past ten years and identifies the big trends and factors

that will impact its future. It has been estimated that F.M.C.G. sector witnessed robust

year-on-year growth of approximately 11 per cent in the last decade, almost tripling in size

from Rs 47,000 crore in 2000-01 to Rs 130,000 crore now (it accounts for 2.2 per cent of

the country‘s GDP). Growth was even faster in the past five years — almost 17 per cent

annually since 2005. It identifies robust GDP growth, opening up of rural markets,

increased income in rural areas, growing urbanization along with evolving consumer

lifestyles and buying behaviours as the key drivers of this growth. It has been estimated

20
that the F.M.C.G. 54 industry will grow at least 12 per cent annually to become Rs 400,000

crore in size by 2020. Additionally, if some of the factors play out favourably, say, GDP

grows a little faster, the government removes bottlenecks such as the goods and services

tax (GST), infrastructure investments pick up, there is more efficient spending on

government subsidy and so on, growth can be significantly higher. It could be as high as

17 per cent, leading to an overall industry size of Rs 620,000 crore by 2020. Abhishek

Malhotra (2010) told that the Indian GDP per capita is low but many Indian consumer

segments which constitute rather large absolute numbers are either close to or have already

reached the tipping point of rapid growth. The sector is poised for rapid growth over the

next 10 years, and by 2020, the industry is expected to be larger, more responsible and

more tuned to its customers. Based on research on industry evolutions in other markets

and discussions with industry experts and practitioners, Booz & Company has identified

some important trends that will change the face of the industry over the next ten years.

1. Accelerating ‘Premiumisation’:

The rising income of Indian consumers has accelerated the trend towards

premiumisation or up-trading. The trend can be observed prominently in the top two

income groups — the rich with annual income exceeding Rs 10 lakhs, and the upper

middle class with annual income ranging between Rs 5 lakhs and Rs 10 lakhs. The rich

are willing to spend on premium products for their ‘emotional value’ and ‘exclusive

feel‘, and their behaviour is close to consumers in developed economies.

They are well informed about various product options, and want to buy products which

suit their style. The upper middle class wants to emulate the rich and up-trade towards

higher-priced products which offer greater functional benefits and experience

21
 compared to products for mass consumption. While these two income groups account

for only 3 per cent of the population, it is estimated that by 2020 their numbers will

double to 7 per cent of the total population. The rich will grow to approximately 30

million in 2020, which is more than the total population of Sweden, Norway and

Finland put together. Similarly, the upper middle segment will be a population of about

70 million in 2020, which is more than the population of the UK.

2. Evolving Categories:

Categories are evolving at a brisk pace in the market for the middle and lower-income

segments. With their rising economic status, these consumers are shifting from need-

to want-based products. For instance, consumers have moved from toothpowders to

toothpastes and are now also demanding mouthwash within the same category Also,

consumers have started demanding customised products, specifically tailored to their

individual tastes and needs. The complexities within the categories are increasing

significantly. Earlier a shampoo used to have two variants — normal and anti-dandruff.

Now, you have anti-dandruff shampoos for short hair, oily hair, curly hair, and so on.

Everything is getting customised. The trend towards mass-customization of products

will intensify with F.M.C.G. players profiling the buyer by age, region, personal

attributes, ethnic background and professional choices.

3. Value at the Bottom:

It has been defined the bottom-of-the-pyramid or Bop consumers as those who earn less

than Rs 2 lakhs per annum per household. The group constitutes about 900 to 950

million people. While the middle class segment is largely urban, already well-served

and competitive, the Bop markets are largely rural, poorly-served and uncompetitive.

A lot of the basic needs of Bop consumers are yet unmet: Financial services, mobile

22
 phones & communication, housing, water, electricity and basic healthcare. And so there

is untapped opportunity. But increasingly it will need products that deliver more value

say, Rs 5 product that serves as dinner and also delivers nutrition (vitamins, proteins

etc.) Companies like PepsiCo and Tata are working on such products. It is added that

the rural Bop population is estimated to be about 78 per cent of the total Bop population.

The segment is becoming an important source of consumption by moving beyond the

‘survival’ mode. Products such as fruit juices and sanitary pads which had no demand

in the rural markets earlier have suddenly started establishing their presence. While

most F.M.C.G. players have succeeded in establishing sufficient access to their

products in rural areas, the next wave of growth is expected to come from increasing

category penetration, development of customized products and up-trading rural

consumers towards higher-priced and better products.

4. Increasing Globalisation:

While many leading MNCs have operated in the country for years given the liberal

policy environment, the next 10 years will see increased competition from Tier 2 and 3

global players. In addition, larger Indian companies will continue to seek opportunities

internationally and also have an access to more global brands, products and operating

practices.

5. Decentralization:

Despite the complexity of the Indian market (languages, cultures, distances) the market

has mainly operated in a homogenous set-up. Increased scale and spending power will

result in more fragmented and tailored business models (products, branding, operating

structures.

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6. Growing Modern Trade:

Modern trade share will continue to increase and is estimated to account for nearly 30%

by year 2020. This channel will complete existing traditional trade (~8 million stores

which will continue to grow) and offer both a distribution channel through its cash &

carry model as well as more avenues to interact with the consumer.

7. Focus on Sustainability:

Global climatic changes, increasing scarcity of many natural resources (e.g. water, oil)

and consumer awareness (e.g. waste) are leading to increased concerns for the

environment. The pressure on companies to be environmentally responsible is

gradually increasing due to involvement of various stakeholders – from government

(through policy) to consumers (through brand choice) and NGOs (through awareness.

8. Technology as a Game Changer

Increased and relevant functionality coupled with lower costs will technology

deployment to drive significant benefits and allow companies to address the complex

business environment. This will be seen both in terms of efficiencies in the back-end

processes (e.g. supply chain, sales) as well as the front-end (e.g. consumer marketing).

9. Favourable Government Policy:

Many government actions – in discussions as well as planned – will help in creating a

more suitable operating environment. This will be done both on the demand side by

increased income and education as well as on the supply side by removing bottlenecks

and encouraging investments in infrastructure.

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Future Prospects of Revenues in FMCG

1. By 2020, the revenues of the sector are forecasted to reach US$ 104 billion

2. In the long run, with the system becoming more transparent and easily compliable,

demonetisation is expected to benefit organised players in the FMCG industry.

3. Direct selling sector in India is expected to reach Rs 159.3 billion (US$ 2.5 billion) by

2021, if provided with a conducive environment through reforms and regulation

4. The focus on agriculture, MSMEs, education, healthcare, infrastructure and

employment under the Union Budget 2018-19 is expected to directly impact the FMCG

sector. These initiatives are expected to increase the disposable income in the hands of

the common people, especially in the rural area, which will be beneficial for the sector.

Figure no. 2- Trends in FMCG revenues over the years

25
5. FMCG is the 4th largest sector in the Indian economy

6. Household and Personal Care is the leading segment, accounting for 50 per cent of the

overall market. Hair care (23 per cent) and Food and Beverages (19 per cent) comes

next in terms of market share.

7. Growing awareness, easier access and changing lifestyles have been the key growth

drivers for the sector

8. The number of online users in India is likely to cross 850 million by 2025.

9. Retail market in India is estimated to reach US$ 1.1 trillion by 2020 from US$ 672

billion in 2016, with modern trade expected to grow at 20 per cent - 25 per cent per

annum, which is likely to boost revenues of FMCG companies

10. People are gracefully embracing Ayurveda products, which has resulted in growth of

FMCG major, Patanjali Ayurveda, with a revenue of US$ 1.57 billion in FY17. The

company aims to expand globally in the next 5 to 10 years.

Figure no. 3- Growth in FMCG next 5 to 10 years

26
Chapter-2

Company
Profile

27
 THE COMPANY PROFILE

2.1 Origin of the Organization

The Coca-Cola Company is an American corporation, and manufacturer, retailer, and

marketer of non-alcoholic beverage concentrates and syrups.[2] The company is best known for

its flagship product Coca-Cola, invented in 1886 by pharmacist John Stith

Pemberton in Atlanta, Georgia.

28
The Coca-Cola formula and brand were bought in 1889 by As a Griggs Candler (December 30,

1851 – March 12, 1929), who incorporated The Coca-Cola Company in 1892. The company—

headquartered in Atlanta, Georgia, but incorporated in Wilmington, Delaware—has operated

a franchised distribution system since 1889: the Company only produces syrup concentrate,

which is then sold to various bottlers throughout the world who hold exclusive territories. The

company owns its anchor bottler in North America, Coca-Cola Refreshments. The company's

stock is listed on the NYSE and is part of DJIA, the S&P 500 index, the Russell 1000 Index,

and the Russell 1000 Growth Stock Index. Muhtar Kent serves as chairman of the company

with James Quincey as president and chief executive.

Hindustan Coca-Cola Beverages Private Limited is an Indian subsidiary of the US based Coca-

Cola Company. The company owned Bottling arm of the Indian Operations. Hindustan Coca-

Cola Beverages Private Limited is responsible for the manufacture, sale and distribution

of beverages across the count. Coca-Cola India is among the country’s top international

investors, having invested more than US$ 1 billion in India within a decade of its presence and

further pledged another US$ 100 million in 2003 for its operations. It is the world’s largest

selling soft drink since 1886. The Coca-Cola Company returned to India in1993 after a gap

of 16 years giving new Thumbs up to the Indian Soft Drink Market and took over the

ownership of the nation's top soft drink brands and bottling network. The vast Indian

operations comprises 25 wholly company owned bottling operations and another 24franchisee

owned bottling operations and a network of 21 contract packers also manufactures a range of

products for the Company.

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2.2 Vision and Mission

Our Mission

Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company

and serves as the standard against which we weigh our actions and decisions.

 To refresh the world...

 To inspire moments of optimism and happiness...

 To create value and make a difference.

Our Vision

Our vision serves as the framework for our Roadmap and guides every aspect of our business

by describing what we need to accomplish in order to continue achieving sustainable, quality

growth.

 People: Be a great place to work where people are inspired to be the best they can be.

 Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and

satisfy people's desires and needs.

 Partners: Nurture a winning network of customers and suppliers, together we create

mutual, enduring value.

 Planet: Be a responsible citizen that makes a difference by helping build and support

sustainable communities.

 Profit: Maximize long-term return to shareowners while being mindful of our overall

responsibilities.

 Productivity: Be a highly effective, lean and fast-moving organization.

30
History

Acquisitions

The company has a long history of acquisitions. Coca-Cola acquired Minute Maid in 1960, the

Indian cola brand Thumbs Up in 1993, and Barq's in 1995. In 2001, it acquired

the Odwalla brand of fruit juices, smoothies, and bars for $181 million. In 2007, it

acquired Fuze Beverage from founder Lance Collins and Castanea Partners for an estimated

$250 million. The company's 2009 bid to buy a Chinese juice maker ended when China rejected

its $2.4 billion bid for the Huiyuan Juice Group, on the grounds the resulting company would

be a virtual monopoly. Nationalism was also thought to be a reason for aborting the deal. In

1982, Coca-Cola purchased Columbia Pictures for $692 million. It sold the movie studio

to Sony, for $3 billion, in 1989. In 2013, Coca-Cola finalized its purchase of ZICO, a coconut

water company. In 2011, the Coca-Cola Company bought the rest of the organic tea

company Honest Tea, after buying a 40% stake in the company in 2008. In 2015, the company

took a minority stake ownership in the cold pressed juice manufacturer, Suja Life LLC.

2.3 Growth and Development of the Organization

Revenue and sales

According to The Coca-Cola Company's 2005 Annual Report, the firm at that time sold

beverage products in more than 200 countries. The 2005 report further states that of the more

than 50 billion beverage servings of all types consumed worldwide, daily, beverages bearing

the trademarks owned by or licensed to Coca-Cola account for approximately 1.5 billion. Of

these, beverages bearing the trademark "Coca-Cola" or "Coke" accounted for approximately

78% of the company's total gallon sales According to the 2007 Annual Report, Coca-Cola had

31
gallon sales distributed as follows: 43% in the United States, 37% in Mexico, India, Pakistan,

Brazil, Japan, and the People's Republic of China, and 20%

Spread throughout the rest of the world. The figure in 2010 showed that they sold 1.6 billion

drinks every day.

Figure no. 4- Estimation of Net Income through RED in 2018

In 2010, it was announced that Coca-Cola had become the first brand to top £1 billion in annual

UK grocery sales. In 2017, Coke sales were down 11% from a year ago due to consumer tastes

shifting away from sugary drinks and due to health risks associated with artificial sweeteners

in Diet drinks.

Stock

Since the 1920s, Coca-Cola has been a publicly traded company. One share of stock purchased

in 1919 for $40, with all dividends reinvested, would be worth $9.8 million in 2012, a 10.7%

annual increase, adjusted for inflation. In 1987, Coca-Cola once again became one of the 30

stocks which makes up the Dow Jones Industrial Average, which is commonly referenced as a

proxy for stock market performance; it had previously been a Dow stock from 1932 to

1935. Coca-Cola has paid a dividend, increasing each year for 49 years. Stock is available

32
from a direct purchase program, through Computershare Trust Company, but unlike many

programs, has investment fees.

Figure no. 5- Percentage Change in Price through Stock Availability

Bottlers

In general, The Coca-Cola Company and its subsidiaries only produce syrup concentrate,

which is then sold to various bottlers throughout the world who hold a local Coca-

Cola franchise. Coca-Cola bottlers, who hold territorially exclusive contracts with the

company, produce the finished product in cans and bottles from the concentrate, in combination

with filtered water and sweeteners. The bottlers then sell, distribute, and merchandise the

resulting Coca-Cola product to retail stores, vending machines, restaurants, and food service

distributors. Outside the United States, these bottlers also control the fountain business. Since

the early 1980s, the company has actively encouraged the consolidation of bottlers, with the

company often owning a share of these "anchor bottlers" Outside North America.

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2.4 Organization Structure and chart of HCCBPL

Organizational Structure of Coca Cola

Figure no. 6: Organizational structure of Coca cola

Leadership Team

 Christina Ruggiero, CEO – HCCBPL

 Shukla Wassan, Executive Director - Legal & Corporate Affairs, South

Asia

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  Harsh Kumar Bhutani, Chief Financial Officer - HCCB & Finance Head -

Region South Asia

 Dinesh Jadhav, Senior Vice President - Supply Chain

 Seema Nair, Executive Director - Human Resources

 Gaurav Khosla, Senior VP - Strategic Procurement

 Prasanna Borah, Chief Information Officer

 Kamlesh Kumar Sharma, Chief Communications Officer

 Ashish Pingle, Head - Business Transformation

 Lagan Shastri, Senior VP - Strategy and Commercial

Organizational Structure of HCCBPL in Sales

Figure no. 7: Organizational Structure of HCCBPL in sales

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2.5 Present Status of the Organization

 After Martin Luther King, Jr. won the 1964 Nobel Peace Prize, plans for an interracial

celebratory dinner in still-segregated Atlanta were not initially well supported by the

city's business elite until Coca-Cola intervened

 J. Paul Austin, the chairman and CEO of Coca-Cola, and Mayor Ivan Allen summoned

key Atlanta business leaders to the Commerce Club's eighteenth floor dining room,

where Austin told them flatly, 'It is embarrassing for Coca-Cola to be located in a city

that refuses to honor its Nobel Prize winner. We are an international business.

 The Coca-Cola Company does not need Atlanta. You all need to decide whether Atlanta

needs the Coca-Cola Company.' Within two hours of the end of that meeting, every

ticket to the dinner was sold.

 On April 4, 1968, former Coca-Cola president Robert W. Woodruff was meeting in the

White House with President Lyndon B. Johnson when the news was brought to them

of King's assassination in Memphis, Tennessee. Woodruff immediately arranged to

have King's body flown to Atlanta aboard the company's corporate jet and to pay all

funeral expenses. He also arranged to provide free Coca-Cola throughout Atlanta on

the day of the funeral to help ensure calm.

 Throughout 2012, Coca-Cola contributed $1,700,500 to a $46 million political

campaign known as "The Coalition against the Costly Food Labeling Proposition,

sponsored by Farmers and Food Producers". This organization was set up to oppose a

citizen's initiative, known as Proposition 37, demanding mandatory labeling of foods

containing genetically modified ingredients.

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  In 2012, Coca-Cola was listed as a partner of the (RED) campaign, together with other

brands such as Nike, Girl, American Express, and Converse. The campaign's mission

is to prevent the transmission of the HIV virus from mother to child by 2015 (the

campaign's byline is "Fighting for an AIDS Free Generation").

Advertising

Coca-Cola advertising has "been among the most prolific in marketing history", with a notable

and major impact on popular culture and society as a whole.

The logo, bottle design, and brand image are internationally recognizable. Their product is

ranked the number one soft drink, repeatedly, internationally, and has notoriety as the first soft

drink consumed by astronauts in space. Coca-Cola employs a diverse range of integrated

marketing communications to advertise through direct marketing, web based media, social

media, and sales promotions (Stringer, 2015). Now in 2018 the organization launches new

advertisement of coke in which they are telling about the feeling of sharing with someone

special.

The company carefully considers all touch points a consumer (or prospective consumer) has

with the brand as potential delivery channels for the brand's message, and makes use of all

37
relevant communication systems. This well established, long-standing, consistent approach has

created a longing for the product that by far "superseded the desire for that typically associated

with a drink to quench one's thirst".

2.6 Product and Service profile of the organization

Products and brands

The Coca-Cola Company offers more than 350 brands in over 200 countries, aside from its

namesake Coca-Cola beverage.

Non-food assets

Coca-Cola bought Columbia Pictures in 1981 owing to the low monetary value of the studio.

The film company was the first and only studio ever owned by Coca-Cola. During its

ownership of the studio, the studio released many popular films

including Ghostbusters, Stripes, The Karate Kid, and some others. However, after the 1987

film Ishtar, Columbia was sold to Tokyo-based Sony.

World of Coca-Cola

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Coca-Cola operates a soft drink themed tourist attraction in Atlanta, Georgia; the World of

Coca-Cola is a multi-storied exhibition. It features flavour sampling and a history museum,

with locations in Las Vegas, Nevada and Lake Buena Vista, Florida.

Network of Coca-Cola

19 Manufacturing Locations of HCCBPL

 Jammu

 Dasna

 Siliguri

 Varanasi

 Patna

 Goblej

 Bhopal

 Thane

 Pirangut

 Ameenpur

 Maula ali

 Guntur

 Goa

 Hospet

 Chittor

 Bidadi

 Aranya

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  Nemam

 Bhubaneswar

Brands

Tab

Tab was Coca-Cola's first attempt to develop a diet soft drink, using saccharin as a sugar

substitute. Introduced in 1963, the product is still sold today, although its sales have dwindled

since the introduction of Diet Coke. The Tab soft drink is difficult to locate in recent times, due

to its de facto replacement by Diet Coke

Other soft drinks

The Coca-Cola Company also produces a number of other soft drinks

including Fanta (introduced circa 1941) and Sprite. Fanta's origins date back to World War II

during a trade embargo against Germany on cola syrup, making it impossible to sell Coca-Cola

in Germany. Max Keith, the head of Coca-Cola's German office during the war, decided to

create a new product for the German market, made from products only available in

Germany at the time, which they named Fanta.[46] The drink proved to be a hit, and when Coke

took over again after the war, it adopted the Fanta brand as well. Fanta was originally an orange

flavoured soft drink which can come in plastic bottles or cans. It has become available in many

different flavours now such as grape, peach, grapefruit, apple, pineapple, and strawberry.

40
In 1961, Coca-Cola introduced Sprite, a lemon-lime soft drink, and another of the company's

bestsellers and its response to 7 Up Coca-Cola South Africa also released Valpre Bottled "still"

and "sparkling" water.

In 1969, the company released Simba, which was a take on Mountain Dew, and had packaging

that was African desert themed, replete with an African Lion as the symbol of the brand. The

tagline was "Simba – It Cures the African Thirst."

Also in 1969, the company released a line of products under the name of Santiba, which was

targeted for mixing cocktails and party usage, products including Quinine water and Ginger

Ale. Like the above-mentioned Simba, the Santiba line of products was short lived in the

marketplace.

2.7 SWOT analysis of Coca-Cola

Strengths in the SWOT of Coca Cola

Brand Equity – Inter brand in 2011 awarded Coca cola with the highest brand equity award.

Coca cola with its vast global presence and unique brand identity is definitely one of the

costliest brands with the highest brand equity.

Company valuation – One of the most valuable companies in the world, Coca cola is valued

around 79.2 billion dollars. This valuation includes the brand value, the numerous factories and

assets spread out across the world and the complete operations cost and profit of Coca cola.

Vast global presence – Coca cola is present in 200 countries across the world. Chances are, any

country that you go to, you will find coca cola present in that market. This vast global presence

of coca cola has also contributed to the building of the mammoth brand name.

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Largest market share – There are only 2 big competitors in the beverage segment – Pepsi and

Coca cola. Out of these 2, coca cola is the clear winner and hence has the largest market share.

Amongst all beverages, Coke, Thumbs up, Sprite, Diet coke, Fanta, Limca and Maaza are the

growth drivers for Coca Cola.

Fantastic marketing strategies – Coca cola unlike Pepsi always tries to win peoples heart.

Where Pepsi’s target is continuously changing, and is targeted towards youngsters, Coca cola

targets people of all ages. The targeting is also done by celebrities who are well liked – for

example – Amitabh Bacchan, Sachin Tendulkar, Aishwarya Rai, and Aamir Khan Etc.

Customer Loyalty – With such strong products, it is natural that Coca cola has a lot of customer

loyalty. The products mentioned above like Coca cola and Fanta have a huge fan following.

People will prefer these soft drinks over others. Because of the good taste of Coca cola, finding

substitutes becomes difficult for the customer.

Distribution network – Coca cola has the largest distribution network because of the demand in

the market for its products. On the other hand, due to this successful distribution network, Coca

cola has been able to command such a high market presence.

Weaknesses in the SWOT of coca cola

Competition with Pepsi – Pepsi is a thorn in the flesh for Coca cola. Coca cola would have

been the clear market leader had it not been for Pepsi. The competition in these two brands is

immense and we don’t think Pepsi will give up so easily.

Product Diversification is low – Where Pepsi has made a smart move and diversified into the

snacks segment with products like Lays and Kurkure, Coca cola is missing from that segment.

42
The segment is also a good revenue driver for Pepsi and had Coca cola been present in this

segment, these products would have been an additional revenue driver for the company.

Absence in health beverages – If you watch the news, you would know that obesity is a major

problem affecting people nowadays. The business environment is changing and people are

taking measures to ensure that they are not obese. Carbonated beverages are one of the major

reasons for fat intake and Coca cola is the largest manufacturer of carbonated beverages. The

inference is that the consumption of beverages in developed countries might go down as people

will prefer a healthy alternative.

Water management – Coca cola has faced flak in the past due to its water management issues.

Several groups have raised lawsuits in the name of Coca cola because of their vast consumption

of water even in water scarce regions. At the same time, people have also blamed Coca cola

for mixing pesticides in the water to clear contaminants. Thus water management needs to be

better for Coca cola.

Opportunities in the SWOT of coca cola

Diversification – Diversification in the health and food business will improve the offerings of

Coca cola to their customers. This will also ensure that they get better revenue from existing

customers by cross selling their products. The supply chain which is distributing their

beverages can also distribute these snacks thereby sharing the load of Supply chain costs.

Developing nations – Although developed nations have a high presence of Coca cola, these

countries are slowly moving towards healthy beverages. However developing countries are still

being introduced to the delight of carbonated drinks and soft drinks. Countries like India which

are developing and have a hot summer, find the consumption of cold drinks almost doubled

43
during summers. Thus the higher consumption in developing environments can be a

good opportunity to capitalize for Coca cola.

Packaged drinking water – With hygiene becoming a major factor in the consumption of water,

packaged drinking water has found its way into peoples mind. Coca cola has a presence in the

packed drinking water segment though Kinley. Although Kinley expansion is slow as of now,

Kinley has a huge potential of expansion. Thus Coca cola as a company should focus on the

expansion of Kinley as a brand and take it up to Bisleri ‘s level of trust.

Supply chain improvement – Supply chain can be a major cost sink hole with the transportation

costs always rising. Coca cola’s complete business is based on transportation and distribution.

There will always be possible improvements in this area. Thus Coca cola should keep strict

watch on its Supply chain and keep improving to bring the cost down.

Market the lesser selling products – In the product portfolio of Coca cola, there are several

products which have not found acceptance in the market. Coca Cola needs to concentrate on

the marketing of these products as well. It is understood that Coca cola has made several

expenses to launch these products. Thus, the marketing and subsequent rise of sale of these

products will help revenue of Coca cola.

Threats in the SWOT of coca cola

Raw material sourcing – Water is the only threat to Coca cola. The weakness of Coca cola was

the suspected use of pesticides or vast consumption of water. However, the threat here is that

water scarcity is on the rise. With the climate changing, and regions of various countries facing

scarcity of water, sooner or later someone might raise fingers on beverage companies. Thus,

Water sourcing is an axe which can fall anytime on the head of Coca cola. If water is limited

44
or rationed, Coca cola can experience a major downfall in their revenue and capacity of

distribution. The same can affect its arch rival Pepsi as well.

Indirect competitors – Coffee chains like Starbucks, Café coffee day, Costa coffee are on the

rise. These chains offer a healthy competition to Coca colas carbonated drinks. They might not

be a big competition for Coke, but they do give a dent to its beverage market. Similarly, health

drinks like Real and Tropicana as well as energy drinks like Red bull and Gatorade are stealing

away the market share indirectly.

Best selling

Coca-Cola is the best-selling soft drink in most countries, and was recognized as the number

one global brand in 2010. While the Middle East is one of the only regions in the world where

Coca-Cola is not the number one soda drink, Coca-Cola nonetheless holds almost 25% market

share (to Pepsi's 75%) and had double-digit growth in 2003. Similarly, in Scotland, where the

locally produced Irn-Bru was once more popular, 2005 figures show that both Coca-Cola and

Diet Coke now outsell Irn-Bru. In Peru, the native Inca Kolahas been more popular than Coca-

Cola, which prompted Coca-Cola to enter in negotiations with the soft drink's company and

buy 50% of its stakes. In Japan, the best-selling soft drink is not cola, as

(canned) tea and coffee are more popular. As such, The Coca-Cola Company's best-selling

brand there is not Coca-Cola, but Georgia. In May 2016, The Coca-Cola Company temporarily

halted production of its signature drink in Venezuela due to sugar shortages. Since then, The

Coca-Cola Company has since been using "minimum inventories of raw material" to make

their signature drinks at two production plants in Venezuela.

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Sponsorship

Television

The company sponsored the popular Fox singing-competition series American Idol from 2002

until 2014.

Coca-Cola is a sponsor of the nightly talk show on PBS, Charlie Rose in the US.

Coca-Cola are also executive producers of Coke Studio (Pakistan). There are various

adaptations of Coke Studio such as Coke Studio (India) and Coke Studio (Middle East).

46
 Chapter-3

Study of Selected Research Problem

47
3.1 Statement and Introduction of Research Problem

What is Research Problem?

A research problem is a statement about an area of concern, a condition to be improved, a

difficulty to be eliminated, or a troubling question that exists in scholarly literature, in theory,

or in practice that points to the need for meaningful understanding and deliberate investigation.

Research Problem:

To study the impact of Career planning techniques on employee

Development of Hindustan Coca Cola Beverages Pt. Ltd.

Introduction of Research Problem

A career planning statement’s purpose is to provide a clear and inspiring direction for your

future. The research problem says that how has been the career planning techniques is effecting

the employee skill and development. It is affecting on the employee morale and satisfaction or

not. And how many changes have seen in employee motivation, job security, satisfaction level

and increment of salary & designation. The research problem says that the employees of HCCB

are satisfied with the organizational policies but the problem is that most of the employees are

not aware about their career goals so they simply accept the policies of organization. So it is

important to ask them and tell them that they should focus on their career and they should be

aware about the organizational policies that has been provided to them.

48
A career planning statement’s purpose is to provide a clear and inspiring direction for your

future. The research problem is solved by the various methods of career planning.

Career guidance.
A wide range of career Individual Outcomes Primary Economic
guidance interventions. Outcomes
 Human capital
 Social capital  Increased market
 Supported labour participation
 Decreased
unemployment
 Enhanced skills and
knowledge base
 Flexible and mobile
labour market

49
3.2 Introduction of the topic (Career Planning)

What is Career Planning?

 A career may be defined as ‘a sequence of jobs that constitute what a person does for

a living’.

 Career planning is the process of enhancing an employee’s future value.

 A career plan is an individual’s choice of occupation, organization and career path.

“Career planning encourages individuals to explore and gather information, which enables

them to synthesize, gain competencies, make decisions, set goals and take action. It is a crucial

phase of human resource development that helps the employees in making strategy for work-

life balance.”

Features of Career Planning and Career Development:

 It is an ongoing process.

 It helps individuals develop skills required to fulfil different career roles.

 It strengthens work-related activities in the organization.

 It defines life, career, abilities, and interests of the employees.

 It can also give professional directions, as they relate to career goals.

Objectives of Career Planning:

 To identify positive characteristics of the employees.

 To develop awareness about each employee’s uniqueness.

 To respect feelings of other employees.

 To attract talented employees to the organization.

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Stages of Career Planning

Figure no. 8: Stages of career

Benefits of Career Planning:

 Career planning ensures a constant supply of promotable employees.

 It helps in improving the loyalty of employees.

 Career planning encourages an employee’s growth and development.

 It discourages the negative attitude of superiors who are interested in suppressing the

growth of the subordinates.

 It ensures that senior management knows about the calibre and capacity of the

employees who can move upwards.

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  It can always create a team of employees prepared enough to meet any contingency.

 Career planning reduces labour turnover.

 Every organization prepares succession planning towards which career planning is the

first step.

Process of Career Planning

The Career Planning Process encompasses the stages involved in discovering a career path,

including self-assessment, research, experimentation, decision making, job searching, and

accepting a job offer.

Figure no. 9: Process of Career Planning

52
Steps in Career Planning Process

1. Self-Assessment: Careful evaluation of your individual strengths, lifestyle

preferences, passions, work style, and financial needs is a vital and often overlooked

step in planning your various potential career paths.

2. Research: Once you have articulated a sense of the satisfaction(s) you would like to

derive from your work and the skills you have to offer employers, you can begin your

research. This stage involves brainstorming possible job options and investigating them

thoroughly.

3. Experimentation: Internships and part-time jobs are an excellent way to sample a

field of interest. They provide the opportunity to perform some of the job functions,

observe others work, and evaluate the “real world” workplace environment.

4. Decision-Making: This stage involves an evaluation of the pros and cons of the

career options you have been researching. It also involves prioritizing and, for some

people, risk-taking.

5. Job Search: Once you have identified a work objective, you can begin your job

search. Most people engaged in an active job search will be involved with activities

such as professional networking, identifying prospective employers, writing cover

letters and resumes, and interviewing

6. Acceptance: Finally, after this lengthy process of self-evaluation, research,

application, and interviewing, you will be offered a job and accept employment. Ideally,

this will mark the beginning, or at least a milestone, in your exciting and varied career.

53
Career planning strategies followed in HCCBPL

Objective

Mid-Year Review Process is a structured opportunity provided to employees:

 To review progress till date on Regular Objectives (Section 1 in the Goal Setting

Form)

 To review progress till date on Leadership Behaviours (Section2 in the Goal Setting

Form)

 To clarify the actions to be taken before year end to maximize performance

1. Implement training programs: Training program conducted by the organization

and try to develop the skills of the employees which is also must for the organization

also.

2. Recruitment and Selection process: The organization have their own recruitment

and selection process after the training program so that they select the right person for

right job.

3. Exploration process: The organization tries to explore something new every year

with the help of employees and it is beneficial for both employees and organization.

4. Performance Evaluation process: The performance evaluation process is done by

the organization for evaluating the performance of the employees.

5. Performance Appraisal process: This process is done after tha performance

evaluation process to give appraisal to the employees.

6. Incentives and other benefits: The organization gives incentives and other benefits

to employees for get motivated with this plans.

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 7. Job Security and policies: The job security is given by the organization by giving

proper care to their employee family and policies make it better.

Step 1: Self-Assessment by employee

What needs to be done?

Employee reviews progress so far (first six months) on:

What is going on well in the first six months? What accomplishments is the employee most

proud of (so far)?

What could have been done better in the first six months? What are the misses that can be done

better in the second half?

Self-Assessment on each Performance Objectives under Section 1: Regular Objectives –

Provide ‘on track’& ‘off-track’ and comments on each performance objective Overall

comments on Section 1: Regular Objectives

Self-Assessment on each Leadership behaviours under Section 2: Leadership Behaviours -

Provide ‘on track’ & ‘off-track’ assessment and comments on each performance objective

Overall comments on Section 2: Leadership behaviours

Provide ‘on-track/off-track’ assessment at an overall form level

Guiding Principles

Employee to consider YTD June data while evaluating performance for H1 2017 Provide data

and examples to ensure your Manager considers your Assessment as a valuable input to the

Mid-Year Performance Review Discussion

55
Step 2: Alignment discussion between Manager and Matrix Manager

What needs to be done?

 Applicable for employees in dual reporting Manager and Matrix Manager to have a

detailed discussion on employees’ performance during the first half of performance

year 2017 and what does the employee need to do to maximize performance for the

balance of the year

 Focus on leadership behaviours – progress made the discussion to focus on: holistic

assessment of the employee for H1, and specific data and examples to substantiate the

assessment.

 In case of non-alignment between Manager and Matrix Manager - HR to facilitate a

closure.

Guiding Principles

Manager and Matrix Manager to review employee’s self-assessment before this discussion

Step 3: Mid-Year Performance Review Discussion

What needs to be done?

 Manager to set the context by explaining the purpose of the meeting and give a brief on

how the function/overall organization has performed during the first half of the

performance year 2017 .

 Provide specific data and examples so that feedback is crisp and accurate Post

discussion manager.

56
Guiding Principles

Manager to consider YTD June data while evaluating performance for H1 2017 Provide data

and specific examples to ensure employee receive structured and specific feedback and will

have clear idea of his/her current performance trend and what he/she should do to

sustain/enhance performance in H2 ,Manager to key in his/her assessment in the Mid-Year

Review Form.

Step 4: Mid-Year Validation Meeting

What needs to be done?

 Mid-Year Validation meeting will allow for additional opinions and perspectives of an

employee’s performance, consequently creating a more accurate feedback. These

meetings will allow managers to explain the reasoning for performance feedback for

the employees to a larger group – peers and manager of the people manager, and seek

additional feedback from this group.

 The Validation Meeting will be scheduled by the People Manager (Manager in case of

dual reporting). The participants for this meeting will include the respective people

manager, his/her peer group and manager of the people manager

 Validation meetings involve the presentation of employees’ performance assessment

in H1 and discussion by group participants. The discussion should involve direct

experiences and current information about employees such as performance on regular

objectives, focus on leadership behaviours, attitude towards peers, and contribution to

the team.

 People Manager to seek feedback from the larger peer group and his/her reporting

manager. Agree upon the additional feedback received from the peer group People
57
 Manager to modify the inputs/add additional inputs coming from the peer group and

the manager of the people manager and will sign off the Mid-Year Review Form of the

employee.

Guiding Principles

 Manager to modify the inputs basis the feedback received during the Mid-Year

Validation Meeting to ensure holistic feedback goes back to the employee

 Provide data and specific examples to ensure employee receive structured and specific

feedback

 Mid-Year Review Validation Meeting: Guidelines People Managers to use the

guidelines to prepare for the validation meeting. Ensure that you support employee

evaluation with examples and proof.

 Employee Order - The meeting proceeds with managers presenting an individual

employee and the group discussing whether the employee is in the correct performance

level and if the group has any additional input/feedback on employee performance

 Close session - Once everyone is in agreement with the performance levels of the

employee, the respective People Manager will document additional feedback (if any)

that has to be communicated back to the employee.

 Results – It is the responsibility of the respective People Manager to communicate the

additional feedback (if any) coming from this meeting to the employee

 Strong manager preparation is critical to a successful validation meeting. To ensure an

effective validation meeting it is critical for each people manager to complete the mid-

year review discussion and key in the evaluation in the system and SAVE the form

before the Validation meeting

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  Participants (Peer group and reporting manager of the respective People Manager) can

comment on an employee performance only after a manager has completed presenting

an employee.

 Participants must have current and direct knowledge of employees in order to engage

in discussion.

 Managers cannot reference information from previous performance cycles.

 All anecdotal evidence provided by participants must be supported by evidence.

3.3 Review of Literature

A literature review is a description of the literature relevant to a particular field or topic. It

gives an overview of what has been said, who the key writers are, what are the prevailing

theories and hypotheses, what questions are being asked and what methods and methodologies

are appropriate and useful. As such, it is not in itself primary research, but rather it reports on

other findings.

Definition:

According to Schermerborn, Hunt, and Osborn, ‘Career planning is a process of

systematically matching career goals and individual capabilities with opportunities for their

fulfilment’.

A career is a sequence of separate but related work activities that provide continuity, order

and meaning to a person’s life.

-Flippo

Career planning is the set of policies and practices an organization uses to provide for its

human resources requirements.

59
-J.A. Sonnenfeld et al

Career planning is the deliberate process through which someone becomes aware of personal

skills, interests, knowledge, motivations, and other characteristics and establishes action plan

to attain specific goals.

-Gary Dessler

1. Sobia Shujaat – ‘Impact of Career Development on Employee

Satisfaction in Private Banking Sector’- (2011)

It is couched that employees‟ job satisfaction is dependent on career development opportunities

in their respective organizations in the banking sector. It can be generally concluded that

banking sector in Karachi is providing career development opportunities. Employees agreed

they may leave their organization if they feel lack of career development activities. Private

Banking sectors are practicing all career development activities as they want to increase

employees’ job satisfaction which ultimately leads to higher work efficiency and productivity.

The study finds high efforts by management to attain satisfy and attract existed employees.

2. Dr. K. Balaji Mathimaran & Prof. Dr. A. Ananda Kumar – ‘Career

Planning Strategies – An Empirical Research’- (2017)

The growing needs for organizations to retain its best employees in the face of competition, the

findings of the study suggest that certain variables are crucial in influencing the employees’

decision to either leave or remain in an organization. Such variables include training and

Development, recognition/reward for good performance, a competitive salary package and job

security. Nonetheless, the importance of other variables should not be Under- estimated when

formulating a retention policy. It is only a comprehensive blend of intrinsic and extrinsic

60
motivational variables that can enhance retention and reduce the high rate of employee turnover

in our various organizations.

3. Khadijetou wane – ‘Effect of career development programs on

employee retention in international non-governmental organizations

in Kenya’- (2016)

The study concluded that Career planning is a fundamental human resource policy in

INGOs in Kenya. Additionally, the study concluded that employee coaching and mentoring is

a fundamental human resource policy in INGOs in Kenya. The study concluded that Career

counselling is a fundamental human resource policy in INGOs in Kenya. The study also

concluded that training is a fundamental human resource policy in INGOs in Kenya.

4. Liette Goyer – ‘Career Development in SMEs’- (2010)

This report provides a profile of career-development practices offered by organizations,

particularly Canadian SMEs. In the literature consulted, the professional development practices

that have a career impact can take various shapes and forms. While organizations offer a range

of practices aimed at skills development and maintenance, it is difficult to identify the contexts

in which they are effective. Although the results of this documentary search remain modest,

this synthesis was prepared with a view to supporting the reflections of the people involved in

the implementation of career development practices, particularly within SMEs.

61
 5. Sarah Namuganza Ondimu- ‘The influence of employee career

development programmes on employee commitment’- (2013)

In as much as the study reveals that employee commitment at Oxfam International in Kenya is

positively impacted on by the presence of career development programs, it is important to note

that employee commitment is not only influenced by one factor and hence the existence of

career development programs is just one factor and the study did not take into account these

other factors.

Furthermore what motivates staff will vary depending on the level of the staff with regards to

their status within their profession. Simply put, whereas a non-managerial staff is motivated by

the prospects of an employer awarding them career growth opportunities coupled with the

capacity building element, a Chief Executive Officer or President of the same origination may

not be motivated by the same prospects.

6. Precious Bupe Mubiana- ‘Career maturity, career knowledge, and self-

knowledge among psychology honours students: An exploratory

study’- (2010)

This study was aimed at exploring career maturity, career knowledge and self-knowledge

among psychology students. According to the findings, respondents in this study showed

adequate career maturity as well as self-knowledge. However, regarding career knowledge,

scores on the CDDQ revealed that there were moderate difficulties being experienced by

respondents on this scale. Therefore, there is a need for promotion and provision of career

information to students to enable them to make good and effective career decisions. The

qualitative section revealed that respondents had considered future career plans which mostly

included clinical psychology as a first choice followed by research psychology. As part of their

62
plan B respondents indicate that if not selected for the Masters Programme the first time round,

they would go and find work in the related field gaining experience and re-applying at a later

stage to get a better chance of being selected. This indicates career planning on the part of

students. Overall, the results of this research highlight the need for more comprehensive and

effective career guidance programmes to encourage students in engaging in activities such as

career exploration that will aid them in making good and effective career decisions. However,

it should be kept in mind that the effectiveness of any programme will depend on the proper

and accurate assessment of the needs of these students.

7. Dr. A.R. Kanagaraz, S.Archana and K.Malathi- ‘A Study on Employee

Career Planning and Development’- (2009)

An organization is nothing without human resources. The modern manager has to bring

employees into contact with organization in such a way the objectives of both group are

achieved. The study concludes that almost all the respondents are satisfied towards the

opportunities provided by the organization to enhance the employees’ career development and

skill development.

3.4 Statement of the Research Objective

Research Objective: Before conducting a market research, your research

objectives needs to be defined. Research objectives quite simply answer a simple question –

Why are you conducting this market research?

Primary Objectives

63
 1. To identify the effect of career development programs on employee retention in HCCB.

2. To analyse the awareness of the employees about their career and its development.

3. To determine the relationship between career development opportunities available to

employees and their job satisfaction.

4. To find out the career planning strategies of employees followed in the organization.

3.5 Scope of the Study

This study is made to know the Career Planning & Development Programs in FMCG industry

that may have planned and implemented for the betterment of employees. It also attempts to

analyse the views and attitudes of Executives on such programs. The research study was limited

to career planning. This will be helpful for the management to know their employees’ mind set

towards their job. The recommendation and suggestion of the study can also be applied to

similar project. It will be helpful for the management to identify the needs of employees in

order to retain them in the organization. The study is done for finding out the strategies of

career planning used in HCCB and how the employees are working. This is done to identify

the training and development programs implemented in the organization.

 The scope of career planning does not ends here, it also helps in measuring the

satisfaction level of employees. And it also creates awareness about the career goals of

the employee.

 The role of career planning mainly helps in employee as well as organization

development.

 It reflects the past and future of the employees.

64
  The purpose of this study is that the employees of HCCB have been developing with

the policies of the organization or not.

 It also tells about the performance of the employees which helps in giving the incentives

to the employees.

3.6 Research Design

Research Methodology

Research comprises defining and redefining problems, formulating, hypothesis or suggested

solutions; collecting, organizing and evaluating data, making deductions and at last carefully

testing the conclusions to determine whether they fit the formulating hypothesis or not.

Research is an important pre-requisite for a dynamic organization. The research methodology

is a written game plan for conducting research. It may be understood as science of studying. In

it the various steps are described that are adopted by a researcher in studying his

research problems.

What is Research Design?

A research design according to Andrew B kirumbi (2018) is the set of methods and procedures

used in collecting and analysing measures of the variables specified in the research

problem research. The design of a study defines the study type (descriptive, correlation, semi-

experimental, experimental, review, meta-analytic) and sub-type (e.g., descriptive-

longitudinal case study), research problem, hypotheses, independent and dependent

variables, experimental design, and, if applicable, data collection methods and a statistical

65
analysis plan. A research design is a framework that has been created to find answers to

research questions.

Type of Research

The type of research carried out for this project is Descriptive in nature.

Descriptive research is used to describe characteristics of a population or phenomenon being

studied. It does not answer questions about how/when/why the characteristics occurred.

Thus, descriptive research cannot be used as the basis of a causal relationship, where one

variable affects another. They are those studies, which are concerned with specific predictions,

with narration of facts and characteristics concerning individual, group or situation or used to

describe the phenomena already exists.

The main characteristic of this method is that the researcher has no control over the variables;

he can only report what has happened or what is happening. The methods of research utilized

in descriptive research are survey methods of all kinds, including comparative and co relational

methods.

We have taken descriptive research design because it is helpful in finding the core details of

the research and it designs the research. The framework that has been used to find the answers

of the questions or the problems that we have found in the study of research problem. And the

data collected from this research would be easily analysed.

66
3.7 Sampling Techniques

Area of Study

The units selected for the purpose of study are hundred employees (100) from different

departments of organization (HCCB).

Sampling Technique/Design

A sample design is a definite plan for obtaining a sample from a given population. The sample

of 100 employees is taken. The population: - the employees were categorized as middle level

and low level employees.

This refers to procedure by which the samples have been chosen for the purpose of data

collection.

We have chosen the Convenience Sampling Technique. Convenience sampling is a non-

probability sampling technique where subjects are selected because of their convenient

accessibility and proximity to the researcher.

It gives the data conveniently and most probably the employees are not so much interested to

fill the questionnaire so it will be more helpful at that time.

Sampling Unit

Individual employees from different departments of the organization (HCCB).

Sample Size

The samples size of the population or employees is 100 and the conclusion is find out from this

sample size of the organization (HCCB).

67
3.8 DATA COLLECTION (Primary and Secondary)

Data collection- The task of data collection begins after a research problem is being defined

and research design chalked out.

STEPS OF METHODOLOGY USED

1. Collection of data

2. Organisation of data

3. Presentation of data

4. Analysis of data.

Primary Data

Primary data means original data that has been collected specially for the purpose in mind.

It means someone collected the data from the original source first hand. Data collected this

way is called primary data. ... Research where one gathers this kind of data is referred to as

field research.

The primary source of collecting the data was through interview method in which I

personally interviewed the respondents. Direct observation was made to understand the

commitment among employees .Each respondent was asked to fill a questionnaire covering the

personal data of the respondents such as age, year of experience, income. The questionnaire

also included dimensions relating to organizational commitment among employees. The time

duration to fill the questionnaire was 15-20 minutes.

Secondary Data

Secondary data refers to data that was collected by someone other than the user. Common

sources of secondary data for social science include censuses, information collected by

68
government departments, organisational records and data that was originally collected for

other research purposes.

The secondary data are those which have already been collected by someone and which have

already been passed through the statistical process.

Data is also collected from:-

i. HR Manual

ii. Various Books, Magazines.

iii. Internet

69
 Chapter-4

Data Analysis and Interpretation

70
 4.1 Analysis and Interpretation of the Data collected

 Demographic detail:

 Gender

Count of gender

25%

Gender :
male
75%
female

Figure no. 1: Details of gender

Interpretation: In the above chart it is shown that 25% are the female employees and 75%

are the male employees.

From this chart I found that male employees are more in comparison of female employees in

the organization which is quite embarrassing for HCCBPL.

71
  Demographic detail

 Age:

Count of age
45
40
35
30
25
20
15
10
5
0
Age: 16-25 26-35 36-45 46-55 55 and above

Figure no. 2: Details of age

Interpretation: In the above chart it is shown that the age belong to 16-25 is 10.6%, 26-35 is

38.1%, 36-45 is 26.5%, 46-55 is 19.5% and 55 & above is 5.3% in which maximum number

of employees belong to 26 to 35 age.

From this chart I found that most of the employees are young in age which is very beneficial

to both the employee and organization. And also it helps in growth and development of the

organization.

72
  Demographic detail:

 Education level

Education level

22% 23%
Bachelor Degree
Postgraduate Studies
19% Primary Education
28%
8% Professional Studies
Secondary Education

Figure no. 3: Details of Education level

Interpretation: In the above chart it is shown that 28% employees having postgraduate

studies, 23% employees have bachelor degree, 22% employees have secondary education, 19%

employees have professional studies and 8% employees have primary education.

From this chart I found that the maximum number of employees have postgraduate studies and

after that bachelor degree have second highest number which is good for the adapting the

changes in organization.

73
  Demographic detail:

 Monthly Income

Count of Monthly income :

30
27
24
25

20 18

14
15
12
9
10

0
Less than RS. More than RS. RS. 12,000 - RS. 16,000- RS. 20,000 - RS. 24000 -
1,2000 28,000 RS. 16,000 RS. 20,000 RS. 24,000 RS. 28,000

Figure no. 4: Detail of monthly income

Interpretation: In the above chart it is shown that the income level of employees. The

employee who earn 24000 to 28000 is 27%, who earn 16000 to 20000 is 24%, who earn 20000

to 24000 is 18%, who earn more than 28000 is 14%, who earn 12000 to 16000 is 12% and who

earn less than 12000 is 9% in a month.

From this chart I found that the maximum number of employees in HCCBPL earns more than

18000 per month and most of the employees earn more than 24000 in a month which is good

for the non-metro cities.

74
  Demographic detail:

 Department of work

Total

Finance / Accounting
Department
14% 20% Human Resource
Department
Logistics Department
13%

6% Marketing / Sales
47% Department
Route to Market Department

Figure no. 5: Detail of working department

Interpretation: In the above chart it is shown that 47% employees work in Marketing/ sales

department, 20% employees work in Finance/ accounting department, 14% employees work in

RTM department, 13% employees work in HR department and 6% employees work in

Logistics department.

From this chart I found that maximum number of employees work in marketing or sales

department because HCCBPL belongs to FMCG sector and this sector needs more sale as per

the criteria of company.

75
  Demographic Detail:

 How many years have you worked in this company?

How many years have you worked in this

company?
50 47
45
40
35
30
23 24
25
20
15
9
10
5 1
0
0-3 4-7 8-11 12-15 16 and above

Figure no. 6: Detail of years of working in company

Interpretation: In the above chart it is shown that the employees who have been working

from 4 to 7 years are 47%, who have working from 8 to 11 years are 24%, who have working

from 0 to 3 years are 23%, who have working from 12 to 15 years are 9% and who have

working above 16 years are only 1%.

From this chart I found that maximum number of employees have been working from more

than five years which is counted in long term it means company is having better opportunities

and good growth and development.

76
Objective 1- To analyse the awareness of the employees about their

career and its development

 Question no.1: Each employee is aware of his/her career path in the

organization.

Each employee is aware of his/her

career path in the organization.

14%

yes
no
86%

Figure no. 7: Awareness of career path

Interpretation: In the above chart it is shown that 86% employees says yes that they are aware

about the career path in the organization and 14% employees says no to this question.

From this chart I found that maximum number of employees are aware about their career path

in the organization which is good for individual and organization both.

77
Question no. 2: The Organization creates awareness on the existence of a formal

career plan on regular basis.

The Organization creates awareness on the existence of a

formal career plan on regular basis.

18%

yes

82% no

Figure no. 8: Awareness on existence of formal career plan

Interpretation: In the above chart it is shown that 82% employees says yes to the existence

of a formal career plan on regular basis and 18% employees says no that organization does

create awareness on regular basis of career plan.

From this chart I found that the organization must create awareness on regular basis because it

increases the motivation level of employees and also it creates interest among them.

78
Question no. 3: Action plans are prepared to improve employee Career plans and

development.

Action plans are prepared to improve employee Career

plans and development

22%
yes
no

78%

Figure no. 9: Representing action plans

Interpretation: In the above chart it is shown that 78% employees says yes that action plans

are prepared to improve employee career planning and development and 22% employees says

no to this.

From this chart I found that action plans should be prepared to improve employee career

planning and development because if it will not came in action then it is difficult to retain the

employees in the organization and also less development takes place.

79
Question no. 4: Organization have a clear policy on career planning and employee

development?

Organization have a clear policy on career

planning and employee development?
50
45 43
40
35 33
30
25 23
20
15
10
4
5 1
0
Agree Disagree Neutral Strongly agree Strongly disagree

Figure no. 10: Organizations have clear policy or not

Interpretation: In the above chart it is shown that 43% employees strongly agree to this

question, 33% employees are neutral, 23% employees are agree with this, 4% employees

disagrees with this and 1% employee strongly disagree.

From this chart I found that organization have clear policy on employee career planning and

development because if the employees are not aware about the organizational policies then how

would they suggest others to join their organization.

80
Objective 2- To identify the effect of career development programs on

employee retention in HCCB

Question no. 1: Thinking about the job you have, how would you rate your own

career planning given by the organization against the following factors:

[Job security]

2%

44% Average
54%
Good
Poor

Figure no. 11: count of job security

Interpretation: In the above chart it is shown that 54% employee says that job security is

good, 44% employees says that it is average and 2% employees says that job security is poor

in organization.

From this chart I found that HCCBPL have good job security and employees are happy with

this and also it effects on the employee development and growth of the organization.

81
Question no. 2: Thinking about the job you have, how would you rate your own

career planning given by the organization against the following factors:

[Feeling of accomplishment]

14%
Average
19% Good

67% Poor

Figure no. 12: Count of feeling of accomplishment

Interpretation: In the above chart it is shown that it is shown that 67% employees have

average feeling of accomplishment, 19% employees have good feeling of accomplishment and

14% employees have poor feeling.

From this chart I found that thinking about the job the employees have average feeling of

accomplishment in their organization which is not good for both the employees and

organization so it should be maintained.

82
Question no. 3: Thinking about the job you have, how would you rate your own

career planning given by the organization against the following factors:

[Effective management]

8%
Average

36% Good
56%
Poor

Figure no. 13: Count of effective management

Interpretation: In the above chart it is shown that 56% of the employees says that the

organization have effective management, 36% employees says that it is good and 8%

employees says that it is poor.

From this chart I found that more than half of the employees feels that the organization have

average effective management and the organization should focus on this because management

is key role of career planning.

83
Question no. 4: Thinking about the job you have, how would you rate your own

career planning given by the organization against the following factors:

[Reputable organization]

3%
Average
44% 53% Good
Poor

Figure no. 14: Count of reputable organization

Interpretation: In the above chart it is shown that 53% employees says that HCCBPL is

average in terms of reputable organization, 44% employees says it is good and 3% employees

says that it is poor in terms of reputation.

From this chart I found that HCCBPL is a reputable organization because it is connected with

the international brand and from many years it has been working for the public.

84
Objective-3: To determine the relationship between career

development opportunities available to employees and their job

satisfaction.

Question no. 1: Relationship between career development opportunities and their

job satisfaction:

[Career growth opportunities are available in our

organization]
60
53
50 46

40

30

20

10
4
1
0
Agree Disagree Neutral Strongly agree

Figure no. 15: count of career growth opportunities

Interpretation: In the above chart it is shown that 53% employees are strongly agree, 46%

employees are agree, 4% employees are neutral and 1% employees are disagrees that career

growth opportunities are available in our organization.

From this chart I found that the organization have maximum number of career growth

opportunities and the employees are satisfied with these opportunities.

85
Question no. 2: Relationship between career development opportunities and their

job satisfaction:

[My employer offers career development

opportunities to all employees]
80 76

70
60
50
40
30
21
20
10 4 2 1
0
Agree Disagree Neutral Strongly agree Strongly disagree

Figure no. 16: count of offering of career development opportunities

Interpretation: In the above chart it is shown that 76% employees strongly agree, 21%

employees neutral, 4% employees agree, 2% employees disagrees and 1% employees strongly

disagree that their employer offers career development opportunities to all employees.

From this chart I found that the employer offers career development opportunities to maximum

number of employees in the organization.

86
Question no. 3: Relationship between career development opportunities and their

job satisfaction:

[Staff retrenchment takes place every year]

50 46
45
40
35
30 27 27
25
20
15
10
4
5
0
Agree Disagree Neutral Strongly agree

Figure no. 17: count of staff retrenchment

Interpretation: In the above chart it is shown that 46% employees strongly agree, 27%

employees neutral, 27% employees agree and 4% employees disagrees that staff retrenchment

takes place every year in the organization.

From this chart I found that staff retrenchment is very important term and it should take place

every year because with the help of it we can evaluate the performance of the employees.

87
Question no. 4: Relationship between career development opportunities and their

job satisfaction:

[Our organization plans for the career and development

of employees.]
70

60 58

50

40

30
24

20 16

10 5
1
0
Agree Disagree Neutral Strongly agree Strongly disagree

Figure no. 18: count of organization plans for career development

Interpretation: In the above chart it is shown that 58% employees strongly agree, 16%

employees neutral, 24% employees agree, 5% employees disagrees and 1% employees strongly

disagree that our organization plans for the career development of employees.

From the above chart I found that HCCBPL plans for the career and development of employees

and maximum number of employees agree with this.

88
Question no. 5: Relationship between career development opportunities and their

job satisfaction:

[I am satisfied with the freedom I have to do what

I want on my job.]
60
53
50

40

30
24
20
20

10 6
1
0
Agree Disagree Neutral Strongly agree Strongly disagree

Figure no. 19: count of satisfaction with freedom

Interpretation: In the above chart it is shown that 53% employees strongly agree, 20%

employees neutral, 24% employees agree, 6% employees disagrees and 1% employees strongly

disagree that they are satisfied with the freedom they have to do what they want on their job.

From the above chart I found that the employees of HCCBPL are satisfied with the freedom

they are having in the organization and they are free to do what they wanted in their job.

89
Question no. 6: Relationship between career development opportunities and their

job satisfaction:

[I am satisfied with the opportunities my job

provides me to interact with others.]
60
53
50

40

28
30
19
20

10
3
1
0
Agree Disagree Neutral Strongly agree Strongly disagree

Figure no. 20: count of satisfaction on job opportunities

Interpretation: In the above chart it is shown that 53% employees strongly agree, 19%

employees neutral, 28% employees agree, 3% employees disagrees and 1% employees strongly

disagree that they are satisfied with the opportunities of their job provides them to interact with

others.

From the above chart I found that maximum number of employees are satisfied with their job

in HCCBPL and they have a good environment to interact with others.

90
Question no. 7: Compensation plays significant role in attracting and developing

your career.

Compensation plays significant role in attracting

and developing your career.
60 55

50

40

30
20 21
20

8
10

0
Agree Disagree Neutral Strongly agree

Figure no. 21: count of compensation role

Interpretation: In the above chart it is shown that 55% employees strongly agree, 21%

employees neutral, 20% employees agree and 8% employees disagrees that compensation plays

significant role attracting and developing your career.

From this chart I found that number of employees agrees that compensation has a major role

in in developing, attracting and maintaining the career of the employees.

91
Objective-4: To identify the career planning strategies followed in the

organization.

Question no. 1: Is there a clear understanding of the strategic objectives of the

organization?

Is there a clear understanding of the strategic

objectives of the organization?

7%

yes
no
93%

Figure no. 22: count of clear strategic objectives

Interpretation: In the above chart it is shown that 93% employees says yes about the clear

understanding of the strategic objectives of the organization and 7% employees says no to this.

From this chart I found that strategic objectives of the organization are clear to employees and

it is about the development of the organization.

92
Question no. 2: Do you think your organization good for your career?

Do you think your organization good for your

career?

22%

Yes

78% No

Figure no. 23: Perception of employees towards organization

Interpretation: In the above chart it is shown that 78% employees says yes to organization

that it is good for the career of employees and 22% employees says no to this.

From the above chart I found that the employees are agree with the statement that the

organization is good for their career because it have better opportunities.

93
Question no. 3: A good corporate culture and communication is a key in

employee career planning in the organization.

A good corporate culture and communication is a

key in employee career planning in the
organization.

10%

yes
No
90%

Figure no. 24: count of good corporate culture and communication

Interpretation: In the above chart it is shown that 90% employees says yes to a good

corporate culture and communication is a key in employee career planning in the organization

and 10% employees says no to this.

From this chart I found that a good corporate culture is a key in employee career planning in

HCCBPL and it should be available in organizations so that employees feel stressed free.

94
Question no. 4: Training need assessment/counselling is done before framing

career planning graph for individual or not.

Training need assessment/counselling is done before

framing career planning graph for individual or not.

15%

yes
no
85%

Figure no. 25: count of framing career planning through training

Interpretation: In the above chart it is shown that 85% employees says yes to the question

asked for training and 15% employees says no to this.

From this chart I found that training need assessment and counselling done before framing the

graph for individual and its effects on the strategies of career planning.

95
Question no. 5: Through training that employees become more flexible in their

choice of career options in the organization.

Through training that employees become more

flexible in their choice of career options in the
organization.

20%

yes

80% no

Figure no. 26: count of choice of career options

Interpretation: In the above chart it is shown that 80% employees says yes to flexibility in

their choice of career options in organization but 20% employees says no to the flexibility of

career choice.

From this chart I found that choice of career options should be available in the organization

because it impacts well on the organization and individual both.

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Question no. 6: The organization corporate growth plans are not kept secret.

The organization corporate growth plans are not

kept secret.

35%

yes
65%
no

Figure no. 27: count of corporate growth plans

Interpretation: In the above chart it is shown that 65% employees says that corporate growth

plans are not kept secret and 35% employees says no to this question.

From this chart I found that number of employees agrees for the question and in my opinion

the organization can kept secret their corporate growth plans.

97
Question no. 7: Career planning to provide avenues for growth to its employees

in this organization.

Career planning to provide avenues for growth to

its employees in this organization.

32%

yes
68%
no

Figure no. 28: count of providing avenues for growth of employees

Interpretation: In the above chart it is shown that 32% employees says no to providing

avenues for growth of employees in the organization and 68% employees says yes to this.

From this chart I found that the organization should provide avenues for growth of employees

because it plays a major role in the employee career planning and development.

98
 Chapter-5

Summary and Conclusion

99
5.1 Summary of learning experience or Findings

 More than half of the employees agree that they are aware about the career path in the

organization and some are saying no to it.

 Some of the employees says that the Organization creates awareness on the existence

of a formal career plan on regular basis but most of the employees are agree.

 Most of the employees says yes to Action plans are prepared to improve employee

Career plans and development.

 Some of the employees neutral to the Organization have a clear policy on career

planning and employee development but most of the employees are agree with this.

 Some of the employees says that feeling of accomplishment is poor in the organization

but majority is saying it is average.

 Most of the employees says that effective management of the organization is average

but number of employees says it is good.

 Most of the employees are strongly agree that career growth opportunities are available

in HCCB but some employees disagrees.

 Number of employees are neutral that their employer offers career development

opportunities to all employees but majority is strongly agree to it.

 Most of the employees are strongly agree that staff retrenchment takes place every year

in HCCBPL but some employees disagrees to it.

 Some of the employees disagrees that their organization plans for the career and

development of the employees most of the employees are neutral to this question.

 Most of the employees agrees that they are satisfied with the opportunities they

provided them to interact with others but some employees disagrees to it.

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 Some of the employees says no that there is a clear understanding of the strategic

objectives of the organization.

 More than half of the employees says yes that their organization good for their career.

 Most of the employees strongly agree that compensation plays significant role in

attracting and developing your career.

 Some of the employees says no to a good corporate culture and communication is a key

in employee career planning in the organization but majority is saying yes to this.

5.2 Conclusion and Recommendation

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 Conclusion

Career planning and development programs as we find from the study plays

crucial role in employee as well as organizations development. Career planning

is an integral part of every organization. It motivates and inspires the employee

to work harder and keeps them loyal towards the organization. Career planning

helps an employee know the career opportunities available in organization. This

knowledge enables the employee to select the career most suitable to his potential

and this helps to improve employees’ morale and productivity. On the basis of

questionnaire it was found that employees are interested in good corporate culture

and they also wanted to work with long term involvement in HCCBPL. And the

career planning have major role is that the employees’ think of more designations

in the organization. The career planning strategies followed in HCCBPL are very

action oriented. Training and mid-year review process is conducted for the

employees and the performance appraisal is done on the basis of trainings in the

organization. Career planning effect on the management system of the

organization so the management support should be better for both individual and

organization.

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 Recommendations

1. The organization should work on their career planning process because number of

employees are not aware about the process and it effect on the individual and

organization both.

2. The organization try to find out the career goals of the employees working in logistics

department which is named as RTM (route to market).

3. New incentive plans and review process should be programmed quarterly so the

employees can show their performance.

4. The core location of the organization should be changed so that employees feel

convenient in reaching immediately and procure complementary things for themselves.

5. More career opportunities should be provided to employees so that they get motivation

and satisfaction.

6. Awareness programs should be conducted on weekly basis so that existence of formal

career plans on regular basis followed by the employees.

7. More organizational plans should be made for the career planning and development of

the employees.

8. Individual performance should be recognized through training programs in

organization.

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 Limitations of the Study

 The sample area and sample size has been limited due to time constraints.

 The employees were biased to give the information.

 Few employees sometime felt disturbed when they were giving their response to

questionnaire as they were busy with their work.

 The answers given by the respondents highly depend on the mood and interest and thus

the accuracy fluctuates sometime.

 It is difficult to make information based a rich report in a short period of time.

 The company policies of not disclosing some data and information for obvious reason

which would have been very much useful for the report.

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 Bibliography

Websites

http://www.marketing91.com

http://www.scribd.com

http://www.slideshare.com

http://www.hccbpl.com

http://www.strategicjournals.com

Books

 V.S.P. Rao- Human Resource Management: Published in 1st December 2010 by

Excel Books

 Gupta C. B. - Human Resource Management: Published in 2017 by Sultan Chand

& Sons

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 Annexure

Dear sir/ma'am,

I am a MBA student. As a part of my curriculum I am working on my project with company

Hindustan Coca Cola beverages PVT. Ltd. . Please give your feedback or opinion on to the

questions given below related to the career planning or development of employee. The

information provided by you would be kept highly confidential and will be used by me strictly

for an analysis only.

1. Gender :

( ) Male ( ) Female

2. Age :

( ) 16 – 25 ( ) 26 – 35 ( ) 36 – 45 ( ) 46 – 55

( ) 55 and above

3. Education level :

( ) Primary Education ( ) Secondary Education

( ) Diploma

( ) Bachelor Degree ( ) Postgraduate Studies

( ) Professional Studies

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4. Monthly income :

( ) Less than RS. 1,2000 ( ) RS. 12,000 – RS. 16,000

( ) RS. 16,000– RS. 20,000 ( ) RS. 20,000 – RS. 24,000

( ) RS. 24000 – RS. 28,000 ( ) More than RS. 28,000

5. Which department / division do your work in?

( ) Human Resource ( ) Finance / Accounting Department

Department

( ) Marketing / Sales ( ) Route to Market Department

Department

( ) Logistics Department ( ) Others.

Please specify :

6. How many years have you worked in this company?

( ) 0–3 ( ) 4–7 ( ) 8-11 ( ) 12 – 15

( ) 16 and above

7. Thinking about the job you have , how would you rate your own career planning given

by the organization against the following factors:

Serial Good Average Poor

no

1. Job security

2. Feeling of accomplishment

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 3. Effective management

4. Reputable organization

8. A good corporate culture and communication is a key in employee career planning in

the organization.

a) Yes

b) No

9. Training need assessment/counselling is done before framing career planning

graph for individual or not.

a) Yes

b) No

c) Sometimes

10. Compensation plays significant role in attracting and developing your career.

a) Agree

b) Strongly agree

c) Neutral

d) Disagree

e) Strongly disagree

11. Each employee is aware of his/her career path in the organization.

a) Yes

b) No

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12. The Organization creates awareness on the existence of a formal career plan on regular

basis.

a) Yes

b) No

13. Action plans are prepared to improve employee Career plans and development

a) Yes

b) No

14. Organization have a clear policy on career planning and employee development?

a) Agree

b) Strongly agree

c) Neutral

d) Disagree

e) Strongly disagree

15. .Relationship between career development opportunities and their job satisfaction :

Serial Agree Strongly Neutral Disagree Strongly

no. agree disagree

1. Career growth

opportunities are

available in our

organization

2. My employer offers

career development

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 opportunities to all

employees

3. Staff retrenchment takes

place every year

4. Our organization plans

for the career and

development of

employees.

5. I am satisfied with the

freedom I have to do

what I want on my job.

6. I am satisfied with the

opportunities my job

provides me to interact

with others.

16. Is there a clear understanding of the strategic objectives of the organization?

a) Yes

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 b) No

17. Do you think your organization good for your career?

a) Yes

b) No

18. Through training that employees become more flexible in their choice of career options

in the organization.

a) Yes

b) No

19. The organization corporate growth plans are not kept secret.

a) Yes

b) No

20. Career planning to provide avenues for growth to its employees in this organization.

a) Yes

b) No

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