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PROJECT REPORT ON

TRAINING AND DEVELOPMENT AT DABUR INDIA LIMITED (DIL)

Submitted in Partial Fulfillment of the Requirements ofBachelor of Business Administration

OfGuru Gobind Singh Indraprastha University

Submitted by: Submitted to:Name: Nishu Sharma Mr. Ankur Budhiraja Enrollment No.: 00350601710 (Project Guide)BBA – VI Semester

New Delhi Institute of Management61,Tughalakabad Institutional Area, New Delhi – 62

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Telephone : 29962605,606 Fax : 29956304

INDEX S.No TOPIC PAGE NO.1. PREFACE 32. ACKNOWLEDGEMENT 4

3. CERTIFICATE 5

4. OBJECTIVE AND SCOPE OF STUDY 65. INTRODUCTION TO TRAINING &

DEVELOPMENTCONCEPTROLE & IMPORTANCETRAINING MODELSMETHODS OF TRAINING

7-17

6. COMPANY PROFILEDABUR- A PROFILEVISION AND PRINCIPLESDABUR PRODUCTS

18-50

7. TRAINING AT DABUR INDIA LIMITEDTRAINING PROGRAMME AT DABURTRAINING PROCEDURETYPES OF TRAINING PROGRAMMESMETHOD OF TRAINING ADOPTED BY DABUR

51-84

8. RESEARCH METHODOLOGY 85-869. ANALYSIS AND FINDINGS 87-9710. LIMITATIONS OF STUDY 9811. SUGESSTIONS AND CONCLUSIONS 99-10312. APPENDIX: Questionnaire 104-

109

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13. BIBLIOGRAPHY 110-

111

PREFACE

In the field of human resource management, training and development is the

field concerned with organizational activity aimed at bettering the

performance of individuals and groups in organizational settings. Training

and development encompasses three main activities: training, education,

and development. It is a learning process that involves the acquisition of

knowledge, sharpening of skills, concepts, rules, or changing of attitudes and

behaviors to enhance the performance of employees. Training is about

knowing where you at present, and where you will be after some point of

time. Recruitment is an integral and ongoing process in any

organization. This holds true for Dabur also. They have a two-pronged

approach in recruiting dynamic professionals - lateral recruitments and the

Management Trainee / Engineer Trainee recruitments at entry level.

The Management Trainee / Engineer Trainee Programme has been a focus

area of DABUR to induct young and vibrant professionals at the entry level.

With every passing year, upgradations are made to it to make the learning

experience more enriching and rigorous with a greater focus on functional

and conceptual inputs and an objective learning evaluation system.

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ACKNOWLEDGEMENTThe Project titled “Training And Development at DABUR INDIA LIMITED “has

been prepared as a part of my VI semester COURSE CURRICULLUM of

Guru Gobind Singh IP University.

I extend my heartfelt thanks to Mr. Ankur Budhiraja , my project guide for his immense help & guidance and clearing my doubts.

I would like to thank my parents for suggesting modifications and changes in the project, without their support my project would not have reached its completion stage.

Lastly I would like to thank all other faculty members of BBA III of our institute for their help and cooperation.

Nishu Sharma

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CERTIFICATE

This to certify that Nishu Sharma is a bonafide student of three year regular course of BBA (Bachelor of Business Administration) of New Delhi Institute Of Management.The project titled “TRAINING AND DEVELOPMENT AT DABUR INDIA LIMITED (DIL)” is her original work and is submitted in partial fulfillment of the requirement of Bachelor of Business Administration (BBA). This project is based on the study carried out by her under my guidance and supervision and is completed upto my satisfaction.

Ankur Budhiraja(Project guide)

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OBJECTIVES OF THE STUDY To understand the training initiatives undertaken by Dabur India limited.

To study the new methods of training undertaken by Dabur.

To understand the importance and impact of training on employees.

To get information relating to the role of training in HRM

SCOPE OF THE STUDY

The project covers the study of training & development program at Dabur India Limited. The departments covered in the study are:

HUMAN RESOURCE DEPT. MAINTENANCE DEPT. QUALITY ASSURANCE PRODUCTION DEPT.

Exploratory research design helps to understand the theoretical aspects of various training programmes and the methods adopted to improve performance of the employees.

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INTRODUCTION TO

TRAINING&

DEVELOPMENT

THEORETICAL PERSPECTIVE OF TRAINING AND HRM

CONCEPT OF TRAINING AND DEVELOPMENT PROGRAMS

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Meaning of Training:

Working force is the most valuable asset of the business enterprise. If they have understanding, competence and skill to accomplish their piece of work faultlessly in order to develop such proficiency in the work, proper training of employees is must. Training acquaints the workers with the intricacies of the work and makes him more efficient, productive and meaningful.

The employee must have the theoretical and practice knowledge of the work, he is required to perform. The theoretical knowledge can be gained in educational institutions but for the practical knowledge training is required. In this way, the training acquaints the employee with the requisite skill, real situations of the work and helps him in the faultless accomplishments of the work. “ The term training is used here to indicate only process by which the aptitudes, skill and abilities of employees to perform specific jobs are increased”.

Jucius

“Training is the organized procedure in which people learn knowledge and / or skill for definite purpose.”

Training Defined:

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Training is defined as learning that is provided in order to improve performance on the present job.A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service

Notice that the last part of the definition states that training is provided for the present job. This includes training new personnel to perform their job, introducing a new technology, or bringing an employee up to standards.

Earlier it was stated that there are four inputs to a system: people, material, technology, and time. Training is mainly concerned with the meeting of two of these inputs -- people and technology. That is, having people learn to master a given technology.

TRAINING vs. DEVELOPMENT

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Training is an activity to increase understanding, skill and attitude to

perform specific job in better ways.While Development means the growth of employees at every level of management by planned and organized process.

The best possible performance of the specific job by the employee is the aim of training.

While Development aims at utilization of employees’ capability.

Training is the part of Development and also limited in its scope. Whereas, development is a wider term. It includes education, learning and training.

Training is imparted for a fix time period.Development is a continuing process and unending activity in the industry.

Training is mostly the result of initiatives taken by management. It is result of some outside motivation.Development is result of internal motivation.

Training seeks to meet the current requirements of the job and the individual. In other words it is a reactive process.

Development seeks to meet future needs of the job and individual, In other words, development is a proactive process. Development is future oriented where as training focuses on the personal growth of the employees.

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Typical Areas of Employee Training :

1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs.

2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.

3. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers.

4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity.

5. Ethics: Today's society has increasing expectations about corporate social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace.

6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace.

7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.

8. Safety: Safety training is critical where working with heavy equipment, hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.

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General Benefits from Employee Training and

Development

There are numerous sources of on-line information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:

1. Increased job satisfaction and morale among employees.

2. Increased employee motivation.

3. Increased efficiencies in processes, resulting in financial gain.

4. Increased capacity to adopt new technologies and methods.

5. Increased innovation in strategies and products.

6. Reduced employee turnover.

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

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Role of Training:

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Training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs. Development is a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future.

Importance of Training and Development:

• Optimum Utilization of Human Resources – Training and Development

helps in optimizing the utilization of human resource that further helps the

employee to achieve the organizational goals as well as their individual

goals.

• Development of Human Resources – Training and Development helps

to provide an opportunity and broad structure for the development of human

resources’ technical and behavioral skills in an organization. It also helps the

employees in attaining personal growth.

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• Development of skills of employees – Training and Development helps

in increasing the job knowledge and skills of employees at each level. It

helps to expand the horizons of human intellect and an overall personality of

the employees.

• Productivity – Training and Development helps in increasing the

productivity of the employees that helps the organization further to achieve

its long-term goal.

• Team spirit – Training and Development helps in inculcating the sense of

team work, team spirit, and inter-team collaborations. It helps in inculcating

the zeal to learn within the employees.

• Organization Culture – Training and Development helps to develop and

improve the organizational health culture and effectiveness. It helps in

creating the learning culture within the organization.

• Organization Climate – Training and Development helps building the

positive perception and feeling about the organization. The employees get

these feelings from leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of

work and work-life.

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• Healthy work-environment – Training and Development helps in

creating the healthy working environment. It helps to build good employee,

relationship so that individual goals aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the

health and safety of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the

work force.

• Image – Training and Development helps in creating a better corporate

image.

• Profitability – Training and Development leads to improved profitability

and more positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e.

Organization gets more effective decision making and problem solving. It

helps in understanding and carrying out organizational policies

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• Training and Development helps in developing leadership skills, motivation,

loyalty, better attitudes, and other aspects that successful workers and

managers usually display.

Training and Human Resource Management:

The HR functioning is changing with time and with this change, the

relationship between the training function and other management activity is

also changing. The training and development activities are now equally

important with that of other HR functions. Gone are the days, when training

was considered to be futile, waste of time, resources, and money. Now-a-

days, training is an investment because the departments such as, marketing

& sales, HR, production, finance, etc depends on training for its survival. If

training is not considered as a priority or not seen as a vital part in the

organization, then it is difficult to accept that such a company has effectively

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carried out HRM. Training actually provides the opportunity to raise the

profile development activities in the organization.

To increase the commitment level of employees and growth in quality

movement (concepts of HRM), senior management team is now increasing

the role of training. Such concepts of HRM require careful planning as well as

greater emphasis on employee development and long term education.

Training is now the important tool of Human Resource Management to

control the attrition rate because it helps in motivating employees, achieving

their professional and personal goals, increasing the level of job satisfaction,

etc. As a result training is given on a variety of skill development and covers

a multitude of courses.

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COMPANY PROFILE

DABUR- A PROFILE

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Dabur India Limited  is a leading Indian consumer goods company with interests in--  Hair Care, Oral Care , Health Care, Skin Care, Home Care  and Foods. From its humble beginnings in the bylanes of Calcutta way back in 1884 as an Ayurvedic medicines company, Dabur India Ltd has come a long way today to become a leading consumer products manufacturer in India. For the past 125 years, we have been dedicated to providing nature-based solutions for a healthy and holistic lifestyle.

Through our comprehensive range of products, we touch the lives of all consumers, in all age groups, across all social boundaries. And this legacy has helped us develop a bond of trust with our consumers. That guarantees you the best in all products carrying the Dabur name.

Today, the FMCG sector is the fourth-largest sector in the Indian economy and many FMCG Company like HLL, ITC, Britannia, Tata Tea, Nestle, Godrej Consumer, Dabur, Marico, etc are there.Dabur India Limited is India’s fourth largest FMCG Company. Dabur has five other subsidiaries — Dabur Foods, Dabur Nepal, Dabur Egypt, Dabur Oncology and Dabur Pharma.

Dabur At-a glance

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G

Dabur India Limited has marked its presence with significant achievements and today commands a market leadership status. Our story of success is based on dedication to nature, corporate and process hygiene, dynamic leadership and commitment to our partners and stakeholders. The results of our policies and initiatives speak for themselves.

  Leading consumer goods company in India with a turnover of  Rs.

5,283 Crore (FY12) 2 major strategic business units (SBU) - Consumer Care Business

and International Business Division (IBD) 2 Subsidiary Group companies - Dabur International and NewU and

several step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer Care (Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care (Nigeria), Naturelle LLC (Ras Al Khaimah-UAE), Weikfield International (UAE) and Jaquline Inc. (USA)

17 ultra-modern manufacturing units spread around the globe Products marketed in over 60 countries

Wide and deep market penetration with 50 C&F agents, more than 5000 distributors and over 3.4 million retail outlets all over India

Consumer Care Business adresses consumer needs across the entire FMCG spectrum through four distinct business portfolios of Personal Care, Health Care, Home Care & Foods

Master brands:

Dabur - Ayurvedic healthcare productsVatika - Premium hair careHajmola - Tasty digestivesRéal - Fruit juices & beverages Fem - Fairness bleaches & skin care products

12 Billion-Rupee brands: Dabur Amla, Dabur

Chyawanprash, Vatika, Réal, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola, Dabur Honey, Glucose, Fem and Odonil

Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded

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honey market 

Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share.

Vatika has been the fastest growing hair care brand in the Middle East

Hajmola tablets in command with 60% market share of digestive tablets category. About 2.5 crore Hajmola tablets are consumed in India every day

Leader in herbal digestives with 90% market share Consumer Health Division (CHD) offers a range

of classical Ayurvedic medicines and Ayurvedic OTC products that deliver the age-old benefits of Ayurveda in modern ready-to-use formats

Has more than 300 products sold through prescriptions as well as over the counter

Major categories in traditional formulations include:- Asav Arishtas- Ras Rasayanas- Churnas- Medicated Oils

Proprietary Ayurvedic medicines developed by Dabur include:- Nature Care Isabgol- Madhuvaani- Trifgol

Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students

International Business Division (IBD) caters to the health and personal care needs of customers across different international markets, spanning Nepal, Bangladesh, the Middle East, North & West Africa, EU and the US with its brands Dabur & Vatika 

  Contributes to about 30% of total sales Leveraging the 'Natural' preference among local consumers to increase

share in personal care categories Focus markets:

- GCC

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- Egypt- Nigeria- Bangladesh- Nepal- US

High level of localization of manufacturing and sales & marketing

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Dabur India Ltd. - Corporate Profile

Dabur India Ltd is one of India’s leading FMCG Companies with Revenues of over Rs 6,146 Crore & Market Capitalisation of US $5 Billion. Building on a legacy of quality and experience of over 127 years, Dabur is today India’s most trusted name and the world’s largest Ayurvedic and Natural Health Care Company. 

Dabur India is also a world leader in Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products. Dabur's FMCG portfolio today includes five flagship brands with distinct brand identities -- Dabur as the master brand for natural healthcare products, Vatika for premium personal care, Hajmola for digestives, Réal for fruit juices and beverages and Fem for fairness bleaches and skin care products.

Dabur today operates in key consumer products categories like Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. The company has a wide distribution network, covering over 2.8 million retail outlets with a high penetration in both urban and rural markets.

Dabur's products also have a huge presence in the overseas markets and are today available in over 60 countries across the globe. Its brands are highly popular in the Middle East, SAARC countries, Africa, US, Europe and Russia. Dabur's overseas revenue today accounts for over 30% of the total turnover..

The 125-year-old company, promoted by the Burman family, had started operations in 1884 as an Ayurvedic medicines company. From its humble beginnings in the bylanes of Calcutta, Dabur India Ltd has come a long way today to become one of the biggest Indian-owned consumer goods companies with the largest herbal and natural product portfolio in the world. Overall, Dabur has successfully transformed itself from being a family-run business to become a professionally managed enterprise. What sets Dabur apart from the crowd is its ability to change ahead of others and to always set new standards in corporate governance & innovation.

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History

 

 

1884   Birth of Dabur1896 Setting up a manufacturing plantEarly

1900s Ayurvedic medicines1919 Establishment of research laboratories1920 Expands further1936 Dabur India (Dr. S.K. Burman) Pvt. Ltd.1972 Shift to Delhi1979 Sahibabad factory / Dabur Research &

Development Centre (DRDC)

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1986 Public Limited Company1992 Joint venture with Agrolimen of Spain1993 Cancer treatment1994 Public issues1995 Joint Ventures1996 3 separate divisions1997 Foods Division / Project STARS1998 Professionals to manage the Company2000 Turnover of Rs.1,000 crores2003 Dabur demerges Pharma Business2005 Dabur aquires Balsara2005 Dabur announces Bonus after 12 years2006 Dabur crosses $2 Bin market Cap,

adopts US GAAP2006 Approves FCCB/GDR/ADR up to $200

million2007 Celebrating 10 years of Real2007 Foray into organised retail2007 Dabur Foods Merged With Dabur India2008  Acquires Fem Care Pharma2009  Dabur Red Toothpaste joins 'Billion

Rupee Brand' club2010  Dabur makes its first overseas

acquisition2011  Dabur enters professional skin care

market2011  Dabur India acquires 30-Plus from

Ajanta Pharma

 

 

 

 

 

 

 

 

 

 

 

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Milestone

Dabur India Ltd. made its beginnings with a small pharmacy, but has continued to learn and grow to a commanding status in the industry. The Company has come a long way in popularising and making easily available a whole range of products based on the traditional science of Ayurveda. And Dabur has set very high standards in developing products and processes that meet stringent quality norms. As it grows even further, Dabur will continue to mark up on major milestones along the way, setting the road for others to follow...

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Milestones To Success1884 - Established by Dr. S K Burman at Kolkata1896 - First production unit established at Garhia1919 - First R&D unit establishedEarly 1900s - Production of Ayurvedic medicines

Dabur identifies nature-based Ayurvedic medicines as its area of specialisation. It is the first Company to provide health care through scientifically tested and automated production of formulations based on our traditional science.1930 - Automation and upgradation of Ayurvedic products

manufacturing initiated1936 - Dabur (Dr. S K Burman) Pvt. Ltd. Incorporated1940 - Personal care through Ayurveda

Dabur introduces Indian consumers to personal care through Ayurveda, with the launch of Dabur Amla Hair Oil. So popular is the product that it becomes the largest selling hair oil brand in India.1949 - Launched Dabur Chyawanprash in tin pack

Widening the popularity and usage of traditional Ayurvedic products continues. The ancient restorative Chyawanprash is launched in packaged form, and becomes the first branded Chyawanprash in India.1957 - Computerisation of operations initiated1970 - Entered Oral Care & Digestives segment

Addressing rural markets where homemade oral care is more popular than multinational brands, Dabur introduces Lal Dant Manjan. With this a conveniently packaged herbal toothpowder is made available at affordable costs to the masses.1972 - Shifts base to Delhi from Calcutta1978 - Launches Hajmola tablet

Dabur continues to make innovative products based on traditional formulations that can provide holistic care in our daily life. An Ayurvedic medicine used as a digestive aid is branded and launched as the popular Hajmola tablet.1979 - Dabur Research & Development Centre (DRDC) set up

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1979 - Commercial production starts at Sahibabad, the most

modern herbal medicines plant at that time1984 - Dabur completes 100 years1988 - Launches pharmaceutical medicines1989 - Care with fun

The Ayurvedic digestive formulation is converted into a children's fun product with the launch of Hajmola Candy. In an innovative move, a curative product is converted to a confectionary item for wider usage.1994 - Comes out with first public issue1994 - Enters oncology segment1994 - Leadership in health care

Dabur establishes its leadership in health care as one of only two companies worldwide to launch the anti-cancer drug Intaxel (Paclitaxel). Dabur Research & Development Centre (DRDC) develops an eco-friendly process to extract the drug from its plant source1996 - Enters foods business with the launch of Real Fruit Juice1996 - Real blitzkrieg

Dabur captures the imagination of young Indian consumers with the launch of Real Fruit Juices - a new concept in the Indian foods market. The first local brand of 100% pure natural fruit juices made to international standards, Real becomes the fastest growing and largest selling brand in the country.1998 - Burman family hands over management of the company

to professionals2000 - The 1,000 crore mark

Dabur establishes its market leadership status by staging a turnover of Rs.1,000 crores. Across a span of over a 100 years, Dabur has grown from a small beginning based on traditional health care. To a commanding position amongst an august league of large corporate businesses.2001 - Super specialty drugs

With the setting up of Dabur Oncology's sterile cytotoxic facility, the Company gains entry into the highly specialised area of cancer therapy. The state-of-the-art plant and laboratory in the UK have approval from the MCA of UK. They follow FDA guidelines for production of drugs specifically for European and American markets.2002 - Dabur record sales of Rs 1163.19 crore on a net profit of

Rs 64.4

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crore2003 - Dabur demerges Pharmaceuticals business

Dabur India approved the demerger of its pharmaceuticals business from the FMCG business into a separate company as part of plans to provider greater focus to both the businesses. With this, Dabur India now largely comprises of the FMCG business that include personal care products, healthcare products and Ayurvedic Specialities, while the Pharmaceuticals business would include Allopathic, Oncology formulations and Bulk Drugs. Dabur Oncology Plc, a subsidiary of Dabur India, would also be part of the Pharmaceutical business.Maintaining global standards

As a reflection of its constant efforts at achieving superior quality standards, Dabur became the first Ayurvedic products company to get ISO 9002 certification.Science for nature

Reinforcing its commitment to nature and its conservation, Dabur Nepal, a subsidiary of Dabur India, has set up fully automated greenhouses in Nepal. This scientific landmark helps to produce saplings of rare medicinal plants that are under threat of extinction due to ecological degradation. 2005 - Dabur aquires Balsara

As part of its inorganic growth strategy, Dabur India acquires Balsara's Hygiene and Home products businesses, a leading provider of Oral Care and Household Care products in the Indian market, in a Rs 143-crore all-cash deal.2005 - Dabur announces bonus after 12 years

Dabur India announced issue of 1:1 Bonus share to the shareholders of the company, i.e. one share for every one share held. The Board also proposed an increase in the authorized share capital of the company from existing Rs 50 crore to Rs 125 crore.2006 - Dabur crosses $2 bln market cap, adopts US GAAP.

Dabur India crosses the $2-billion mark in market capitalisation. The company also adopted US GAAP in line with its commitment to follow global best practices and adopt highest standards of transparency and governance.2006 - Approves FCCB/GDR/ADR up to $200 million

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Moving forward on the inorganic growth path, Dabur India decides to raise up to $200 million from the international market through Bonds, FCCBs, GDR, ADR, QIPs or any other securities.The capital raised will be used to fund Dabur's aggressive growth ambitions and acquisition plans in India and abroad.2007 - Celebrating 10 years of Real

Dabur Foods unveiled the new packaging and design for Real at the completion of 10 years of the brand. The new refined modern look depicts the natural goodness of the juice from freshly plucked fruits.2007 - Foray into organised retail

Dabur India announced its foray into the organised retail business through a wholly-owned subsidiary, H&B Stores Ltd. Dabur will invest Rs 140 crores by 2010 to establish its presence in the retail market in India with a chain of stores on the Health & Beauty format.2007 - Dabur Foods merged with Dabur India

Dabur India decides to merge its wholly-owned subsidiary Dabur Foods Limited with itself to extract synergies and unlock operational efficiencies. The integration will also help Dabur sharpen focus on the high growth business of foods and beverages, and enter newer product categories in this space.  2008 - Acquires Fem Care Pharma

Dabur India acquires Fem Care Pharma, a leading player in the women's skin care market. Besides an entry into the high-growth skin care market with an established brand name FEM, this transaction also offers Dabur a strong platform to enter newer product categories and markets.  2009 - Dabur Red Toothpaste joins 'Billion Rupee Brands' club

Dabur Red Toothpaste becomes the Dabur's ninth Billion Rupee brand. Dabur Red Toothpaste crosses the billion rupee turnover mark within five years of its launch.  2010 - Dabur makes its first overseas acquisition

Dabur makes its first overseas acquisition, buying Hobi Kozmetik Kozmetik Group, a leading personal care products company in Turkey, for $69 million.

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  2010 - Dabur acquired 100% equity in Namaste Lab

Dabur acquired 100% equity in Namasté Laboratories LLC of the US for $100 million. This marks Dabur’s entry into the fast-growing ethnic hair care products market in U.S., Europe and Africa.  2010 - Dabur Chyawanprash Launched Orange & Mango Flavours

Dabur launches India’s first fruit-flavoured Chyawanprash. Dabur Chyawanprash was launched in Orange and Mango flavoured variants.  2010 - Dabur Amla Hair Oils enters Limca Book of Records

Dabur Amla Hair Oils enters Limca Book of Records for achieving a record feat of hosting the longest ever non-stop head massage marathon.  2011 - Dabur enters professional skin care market

Dabur enters professional skin care market with the launch of OxyLife Professional Facial Kit, created exclusively for professional use.  2011 - Dabur launches its first-ever online shopping portal

Dabur India Ltd. launches its first-ever online shopping portal www.daburuveda.com With this, Dabur is the first Indian FMCG company to launch a dedicated online shopping portal for its beauty products range. The portal will be the online gateway for consumers to know, understand, buy and gift the exclusive Dabur Uveda range of skincare products.  2011 - Dabur India acquires 30-Plus from Ajanta Pharma

Dabur India Ltd acquired Ajanta Pharma’s over-the-counter energizer brand ’30-Plus’.  2011 - Dabur to enter Sri Lanka

Dabur India Ltdsets up new subsidiary in Sri Lanka – Dabur Lanka (Pvt.) Ltd. The company will establish a new export-oriented manufacturing facility for producing a range of fruit-based beverages in Gampaha, north of Colombo.  2011 - Dabur enters Almond Hair Oil market

Dabur India Ltd launches Dabur Almond Hair Oil, a one-of-its-kind product that offers superior nourishment for 100% damage-free hair.  2012 - Dabur crosses Billion-Dollar turnover mark

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Dabur India Ltd surpassed the Billion-Dollar Turnover mark during the 2011-12 fiscal to end the year with Net Sales of Rs 5,283.17 Crore.

Founder and Leaders

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Founding Thoughts

"What is that life worth which cannot bring comfort to others"

The doorstep 'Daktar' The story of Dabur began with a small, but visionary endeavour by Dr. S. K. Burman, a physician tucked away in Bengal. His mission was to provide effective and affordable cure for ordinary people in far-flung villages. With missionary zeal and fervour, Dr. Burman undertook the task of preparing natural cures for the killer diseases of those days, like cholera, malaria and plague.

 

Soon the news of his medicines traveled, and he came to be known as the trusted 'Daktar' or Doctor who came up with effective cures. And that is how his venture Dabur got its name - derived from the Devanagri rendition of Daktar Burman.

Dr. Burman set up Dabur in 1884 to produce and dispense Ayurvedic medicines. Reaching out to a wide mass of people who had no access to proper treatment. Dr. S. K. Burman's commitment and ceaseless efforts resulted in the company growing from a fledgling medicine manufacturer in a small Calcutta house, to a household name that at once evokes trust and reliability

Strategic Intent

The mission continues...

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We intend to significantly accelerate profitable growth. To do this, we will:

Focus on growing our core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology

Be the preferred company to meet the health and personal grooming needs of our target consumers with safe, efficacious, natural solutions by synthesizing our deep knowledge of ayurveda and herbs with modern science

Provide our consumers with innovative products within easy reach Build a platform to enable Dabur to become a global ayurvedic leader Be a professionally managed employer of choice, attracting,

developing and retaining quality personnel Be responsible citizens with a commitment to environmental protection Provide superior returns, relative to our peer group, to our

shareholders

Dabur Real Targets New Segment

Dabur Foods Ltd. has a new strategy up its sleeve; it''''s trying to target kids with its Real Fruit Juices. "So what''''s new?" you''''ll say. It was always being targeted at kids! While the positioning

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for Real is unchanged and the target audience is also the same i.e. kids, Dabur seems to have seen an untapped opportunity in the market. The erstwhile-untapped kids school lunchbox segment, which has always seen kids and moms grumping, could now prove to be a turning point in Dabur''''s sales curve Unraveling the strategy, says Amit Burman, CEO, Dabur Foods Ltd, "A research conducted by us gave us two important findings. One, that Real Fruit Juices were seen as equivalent to Fruit, and two, that kids loved the flavor of Real Fruit Juices. So we shrunk the size of Real Fruit Juice tetra pack to 200ml and made them available in a packaging that included 6, 200ml packs. Since Real is seen as an equivalent to fruit, we targeted it to mothers who want to pack a healthy snack for their school going kids and made Real available in packs of 6- one for each school day. So the new strategy used the research findings to targets both school going kids and their moms, giving them dual benefits of health and flavor."Explaining the campaign rationale, Nikhil Rungta, Account Director, Dhar and Hoon, the agency handling Dabur Real, says, "The client came to us with an image problem, vis-à-vis Tropicana. When researched, we concluded that unlike Tropicana, Real is more sweet and hence gels better with the Indian palate. Also it is seen as equivalent to fruit. To establish this fact, the latest TVCs, show a kid looking through a microscope at a bowl of fruit and sees Real Fruit Juice instead. He puts his hand through the microscope and pulls out the Real Fruit drink. This emphasizes the equivalency of Real with fruit."The extension of packaging as well usage for Real has soared the sales turnover expectations of Dabur. And while the new strategy seems promising, according to Dhar and Hoon, the communications has been getting a good response too. So, although till now everything seems fall in place for Real, with

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many launches in the non carbonated beverages category, one will have to wait a little while for the final scorecard

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Hair Serums

Dabur Amla Frizz Control Hair Serum Do you have Dry, Frizzy, Flyaway Hair?

Discover perfectly healthy, radiant hair with New Dabur Amla Frizz Control Hair Serum. Enriched with the natural

extracts of Amla, Almond and Aloe Vera to give you unbelievably shiny, stylish hair!

Dabur Amla Extreme Shine Hair Serum Are your hair Dull and Lifeless?

Discover perfectly healthy, radiant hair with New Dabur Amla Extreme Shine Hair Serum. Enriched with the natural

extracts of Amla, Grapeseed and Aloe Vera to give you unbelievably shiny, stylish hair!

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Dabur Amla Repair Therapy Hair Serum Are you hair damaged and lifeless?

Discover perfectly healthy, radiant hair with New Dabur Amla Repair Therapy Hair Serum. Enriched with the

natural extracts of Amla, Jojoba and Rosemary to give you unbelievably shiny, stylish hair!

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Dabur Amla Cooling Hair Oil New Dabur Amla Cooling Hair Oil combines the soothing oils of Sandalwood, Menthol and Almond with the

miraculous properties of Amla to help you discover unparalleled scalp relaxation. Available in 200ml size.

Dabur Red Toothpaste Dabur brings to you the miracle of 13 powerful herbs to give your teeth TOTAL PROTECTION. Dabur Red is a

radically different toothpaste that’s nothing like anything you’d have ever used. Discover for yourself today!

Available in 100 and 200gm sizes.

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Dabur Chyawanprash Dabur brings to you the elixir of Ayurveda! Trusted for over a millennia, Chyawanprash is one of the most

powerful rejuvenators known. Packed full of anti-oxidants, Dabur Chyawanprash is vouched for by millions of

satisfied consumers over many decades for it’s immuno-building and health giving properties.

More Details

Dabur Rose Water Dabur Premium Rose Water is made from the extract of garden fresh roses to bring you the freshness of this

wonderful flower, in a bottle. Available in 250 ml size

Dabur Keora Water Dabur Premium Keora Water is made from the extract of pandanus odoratissimus flower. Available in 250ml sizes

s

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Dabur Rose Syrup Dabur Rose Syrup is an exotic rose drink concentrate. Available in 710 ml size

Dabur Mustard Oil Dabur Authentic Indian Mustard Oil. Available in 250 and 500 ml sizes

Dabur Cadamom Extract Dabur Pure Premium Cardamom Extract is made from select green cardamom to give you the power of exotic

flavouring in a convenient, easy to use bottle. Available in 60ml size.

Dabur Amla Gold Hair Oil

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Dabur Amla, world’s largest hair oil brand brings to you the premium Dabur Amla Gold Hair Oil. Enriched with

some of the most powerful herbs like Amla, Almonds and Henna, Dabur Amla Gold Hair Oil is one of the most

premium Hair oils on the market. Available in 200 and 300 ml sizes.

Dabur Amla Jasmine Hair Oil Discover the goodness of Dabur Amla Hair Oil with the enchanting fragrance of Jasmine! Available in 200ml size.

Dabur Amla Hair Oil Dabur Amla is the world’s largest selling hair oil! Enriched with the powerful goodness of the amla extract, Dabur

Amla Hair Oil has been the secret of beautiful hair for millions of women the world over!

Available in 100, 200 & 300 ml sizes.

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Dabur expands oral care portfolio; launches new toothpaste

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NEW DELHI: FMCG firm Dabur India today said it has expanded its oral care portfolio in the country with the launch of 'Dabur Super Babool+Salt Power Toothpaste'.

The new toothpaste combines salt and Babul 'Acacia Arabia' extracts in a unique formulation that has anti- bacterial power to fight against germs, Dabur India said in a statement.

Dabur launches Vatika Styling Gel Cream in Middle East with first-of-its-kind 2 in 1 gel + cream combination

- Vatika Styling Gel Cream delivers the styling hold of a gel to keep hair style intact and the nourishment of a cream to maintain healthy hair

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May 8, 2013

Dabur International, one of the most trusted and recognized personal and healthcare companies in the world, has announced the recent Middle East launch of Vatika Styling Gel Cream, a first-of-its-kind gel and cream combination that delivers the styling hold of a gel to keep hair style intact and the nourishment of a cream to maintain healthy hair. Enriched with extracts of natural herbs, Vatika Styling Gel Cream also stands out with its alcohol-free formulation that makes it even more effective in preventing dry, damaged hair.

Vatika Styling Gel Cream is available in three variants: “Wave” for wet look styling, “Slick” for strong hold, and “Spike” for extreme hold. Vatika Styling Gel Cream – Wave with Splash Effect delivers

"out of shower" wet and shiny look, while also providing essential nourishment to prevent hair damage,

flakiness and frizz. Wave is enriched with extracts of Aloe Vera, which nourishes and strengthens hair and reinforces the hair shaft for more manageable hair; Honey, a good humectant that moisturises and conditions for healthy and shiny-looking hair; and Jarjeer, which provides nourishment from root to tip.

Vatika Styling Gel Cream – Slick with Smooth Shape offers long-lasting superior hold and glossy shine, while also providing essential nourishment to prevent hair damage, flakiness and frizz. It is enriched with extracts of Lemon, which gives natural shine and makes hair healthy and strong; Henna, which coats hair fibre and transforms its surface giving intense shine; and Olive, which nourishes hair for extra shine and helps control hair fall.

Vatika Styling Gel Cream – Spike with Sculpted Shape gives hair “gravity-defying”, long-lasting extreme hold and intense shine, along with intensive nourishment to help protect hair from breakage and hair fall. It is formulated with extracts of Cactus, which revitalises the hair and gives it shine even as its natural properties that give it natural resistance in hostile environment

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helps create long-lasting styling that can endure various conditions; Olive, which nourishes hair for extra shine and helps control hair fall; and Nettle, which penetrates, moisturises and strengthens hair, giving it extra volume and shine.

Vivek Dhir, Chief Marketing Officer, Dabur International, said: “The launch of Vatika Styling Gel Cream marks another important breakthrough in personal care in the Middle East as consumers can finally enjoy the benefits of a hairstyling gel without the risk of damaging their hair. The unique and innovative 2 in 1 combination makes the Vatika Gel Cream an obvious choice, particularly among those who are deeply concerned about the harmful effects of ordinary styling gels. A large section of the young consumers in the Arab World feel that though the styling hair gel gives hold, their hair remains undernourished leading to dandruff and hair fall. Vatika 2 in 1 gel cream provides the perfect solution for a great hair style and nourished hair. Dabur International is firmly committed to delivering products that are safe and offer health benefits to consumers and we are confident that Vatika Gel Cream further strengthens our brand as a leading innovator in this category.”

Dabur International Ltd. has its headquarter in Dubai and its product portfolio spans in over 100 countries. With its commitment to provide safe and nature based solution Dabur International today is one the most trusted and recognized personal and health care companies with consumers. In a short span of 8 years Dabur International has reached a remarkable mile stone of AED 1 Billion.

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"Dedicated to the health and well being of every household"

This is our company. We accept personal responsibility, and accountability to meet business needs.

We all are leaders in our area of responsibility, with a deep commitment to deliver results. We are determined to be the best at

doing what matters most.

People are our most important asset. We add value through result driven training, and we encourage & reward excellence.

We have superior understanding of consumer needs and develop products to fulfill them better.

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We work together on the principle of mutual trust & transparency in a boundary-less organization. We are intellectually honest in

advocating proposals, including recognizing risks.

Continuous innovation in products & processes is the basis of our success.

DABUR- PRODUCTS

DABUR HEALTH CARE

Dabur's Health Care range brings for you a wide selection of Ayurvedic and natural products that offer complete care for varying individual needs. 

DABUR PERSONAL CARE

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Dabur presents a range of Herbal & Ayurvedic Personal Care products, created to make you look and feel good. Bringing together the gentle touch of nature and Ayurveda's wisdom.

DABUR FOODS

A range of leading brands to choose from - Réal Fruit Juice, Réal Activ Fruit & Vegetable Juice, Burst Fruit Beverage, HomEmade, Lemoneez and Capsico.

DABUR HOME CARE

Dabur India Ltd has a portfolio of superior products that help take care of your home. The range of Home Care products have been carefully developed to ensure that your living space not only looks good, but also smells good, all day long. And more importantly, they help keep your family healthy.

CONSUMER HEALTH-OTC

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Dabur India Ltd has introduced a slew of Ayurvedic Over the Counter (OTC) products, offering traditional Ayurvedic remedies in ready-to-use formats.

CONSUMER HEALTH-ETHICAL

For over 125 years, Dabur has mastered the art of producing Ayurvedic preparations, blending traditional knowledge of drug manufacturing with scientific update. Today, Dabur's Consumer Health Division -- which looks after marketing of Ayurvedic medicines and Ayurvedic Over-The-Counter products -- has redefined the Ayurvedic market and healthcare promotion activities

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TRAININGAT

DABUR INDIA LIMITED

TRAINING PROGRAM AT DABUR:

A general criterion to carry out training program at Dabur is as follows:

Training Objective

Training needs Assessment

Planning a training program

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Over the period, various training programs are organized at Dabur India Limited .The purpose of these programs was to bring awareness among the employees on the latest techniques & technical up gradation &enhancement of their knowledge to improve the productivity, efficiency, best resources utilization & built positive attitude and culture in the organization.

TRAINING PROCEDURE AT DABUR INDIA LTD:In order to achieve the desired objectives the Training procedure at Dabur can be divided into three phases. These are explained as follows:

PHASE 1: NEEDS ASSESMENT AND DEVELOPING THE TRAINING CALENDER.

This phase can be discussed as follows:

1. Needs assessment or identification of the training needs :

Needs assessment diagnoses present problems and future challenges to be met through training and development in the company. This is done to systematically determine who in the organization require training and in what areas. After the annual appraisal process is complete, the areas of training for each individual are taken from the appraisal forms of the personnel and a Data bank is prepared with the help of the same. This

Evaluation & follow up

Implementing the program

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exercise is a continuous and an ongoing process. Dabur spends vast amount of money on Training and development of the employees. At times external guide is also called to give training to the employees, as in Kaizen training program.

2. Developing the Training Calendar:

After identifying the need of training, a major activity is developing the training Programme Calendar. Dabur every year modify its training calendar in accordance with the needs of the employee. Based on the data bank, a list is prepared of the areas in which most of the people require training these banks are then incorporated in the training Calendar on the priority basis.

Training calendar consists of the following details:

Listing of the training program during the yearFaculty assigned to give the trainingTarget group to which training has to be given.Dates are to be mentioned on which the training program has to be accomplished.

The training needs records will be maintained in a manner suitable as decided by the HR department.

This training calendar is strictly followed and training program is conducted accordingly, to fulfill the individual needs and the job requirement.

PHASE 2: CONDUCTION OF THE TRAINING PROGRAMMES

Two types of training programs are conducted in Dabur:

Internal Training programsExternal Training programs

A. Conduction of the Internal Training Programs:

The Human Resource department of the company conducts the Internal or In-house training programs. The following steps can do it:

1. The participant’s list is drawn up from the data bank listing, the individuals who require training in that particular area subject to their availability on the dates concerned.

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2. For conducting the Training programs either In house training

faculty is used or External faculty is invited to take some sessions like in Kaizen, an external trainer gives the training to the employees

3. Participants are informed about the training through Emails sent by the concerned department heads giving the details about the time and venue of the of the programme, the faculty, the schedule and the final list of the participants at least three days before the conduction of the programme

4. Any sudden changes in the training program are accordingly informed to the concerned department heads, to the participants and to the faculty

The various methods used to impart training are:

Short sessions by the FacultyPresentations through LCD projectorsPowerPoint slidesGroup discussionsVideo presentationRole playsLectures

B. Conduction of the external training programmes:

Besides the internal training programmes, there are various external training programmes, which are been given to the employees. Procedure for the occurrence of the external training programme is discussed as follows:

1. The Human Resource Department receives the communication from various sources such as Training Institutes in the form of Brochures and letters. This information is being recorded for references.`

2. The training programmes are either technical or non technical such as-

Health safety managementSix sigma

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Creativity &innovationTPM (Total Productivity Manufacture)Telephone skills for building the right company imageTraining related to RO water treatment etc.

These training have been given to the employees. Organizers for these training are from various reputed organizations like CII, ASSOCHAM, Tetratech, India Habitat center etc.

3. If the program is of a Technical subject, the brochure is sent to the concerned department head for the nominations. If the programs on a Non-technical subject, then the participants are selected from the data bank and the possible names are sent to the concerned departmental heads. Subject to the availability of the person on the concerned dates, the departmental head to the HRD confirms his nomination.

4. The nomination number bearing the code number unique to the participant, are dispatched by HRD and have information about the individual being sponsored, his designation and department along with details of the training Program.

5. Copies of these nomination letters are sent one to each: -The organizer of the program.The ParticipantsThe concerned head of the department.The Time office (to account for the attendance).The Accounts department (requesting them to make a cheque for the participation fee) and One copy is retained for the records for future reference.

PHASE 3: EVALUATION OF THE TRAINING PROGRAMMES

After the completion of the training program, the participants are given feedback forms to fill up in which they evaluate: -

The course contentObjectives met by the training programApplicability and feasibility of the program to their jobTechniques used by the trainerThe FacultyTime limit of the program

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Employees also give their suggestions for the organized training program, they tell about the scope of improvement in the program. Based on the suggestions given by the employees, necessary amendments are done for the future. The respective employees duly attest evaluation forms and the records of the feedback summary are maintained as a part of the training records.

In the event of an immediate need of the training to be provided to an individual whereby the standard procedure cannot be followed the required training will be provided to an individual on the discretion of the head of the department and the Manager-HR.

TRAINING RECORDS MAINTAINANCE:

The training records maintained are: -

The performance Appraisal forms which are maintained as a part of the personal files of the individual till his/her service.

List of the participants for every training programme is maintained as a part of the training records for a period two years.

Signed Attendance sheet of each participant for every programme conducted is maintained as a part of the training records for a period of again two years.

Feedback forms filled by the participants are maintained as a part of the training file for concerned programme for a period of one year.

TYPES OF TRAINING PROGRAMMES UNDERTAKEN

BY DABUR

1. Personality development:

Personality development training programs is oriented towards

developing better personality in adapting internal environment and

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external environment of the organization. Personality Development

syllabus includes Goal setting, anger management, nature’s positive

forces, budget master, time management, effective listening, habits of

great people, pareto principle, etc. The objective of this training program

is to increase confidence level, positive attitude, better career planning,

leadership skills, memory level etc.

2. Office management/Secretarial:

This training program is oriented towards developing better personnel in

handling day-to-day routine task in the official setting. This includes

operating technical equipments, handling requests, writing minutes,

reports etc in the real time setting.

3. Project Management;

This training program will acquaint you with Project management basics

in the contemporary environment. It includes planning, organizing each

and every activity in a data-flow-diagram co-coordinating and controlling.

4. Human resource management :

This training program is expected to familiarize you with up-to-date human

resource tools and techniques to increase labor productivity. It includes

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assessing human resource needs for the company to training and

development, reward system and others.

5. Research and Development :

This training is expected to facilitate you in identifying basics of research

and development applied in every sector. It covers assessing research

needs, data analysis to report writing.

6. Sales and Marketing:

This training is expected to gain an insight about sales and marketing in

current situation of Nepal. It covers basics of sales and marketing, market

research, tools and techniques uses in sales and marketing.

TRAINING METHODS ADOPTED BY DABUR

1.COGNITIVE METHODS:

1.1 LECTURES

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It is one of the oldest methods of training. This method is used to create

understanding of a topic or to influence behavior, attitudes through lecture.

A lecture can be in printed or oral form. Lecture is telling someone about

something. Lecture is given to enhance the knowledge of listener or to give

him the theoretical aspect of a topic. Training is basically incomplete without

lecture. When the trainer begins the training session by telling the aim, goal,

agenda, processes, or methods that will be used in training that means the

trainer is using the lecture method. It is difficult to imagine training without

lecture format. There are some variations in Lecture method. The variation

here means that some forms of lectures are interactive while some are not.

Straight Lecture: Straight lecture method consists of presenting information,

which the trainee attempts to absorb. In this method, the trainer speaks to a

group about a topic. However, it does not involve any kind of interaction

between the trainer and the trainees. A lecture may also take the form of

printed text, such as books, notes, etc. The difference between the straight

lecture and the printed material is the trainer’s intonation, control of speed,

body language, and visual image of the trainer. The trainer in case of

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straight lecture can decide to vary from the training script, based on the

signals from the trainees, whereas same material in print is restricted to

what is printed.

A good lecture consists of introduction of the topic, purpose of the lecture,

and priorities and preferences of the order in which the topic will be covered.

Some of the main features of lecture method are:

Inability to identify and correct misunderstandings

Less expensive

Can be reached large number of people at once

Knowledge building exercise

Less effective because lectures require long periods of trainee

inactivity

1.2 DISCUSSION TRAINING METHOD

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This method uses a lecturer to provide the learners with context that is

supported, elaborated, explains, or expanded on through interactions both

among the trainees and between the trainer and the trainees. The

interaction and the communication between these two make it much more

effective and powerful than the lecture method. If the Discussion method is

used with proper sequence i.e. lectures, followed by discussion and

questioning, can achieve higher level knowledge objectives, such as problem

solving and principle learning.

The Discussion method consists a two-way flow of communication i.e.

knowledge in the form of lecture is communicated to trainees, and then

understanding is conveyed back by trainees to trainer.

Understanding is conveyed in the form of verbal and non-verbal feedback

that enables the trainer to determine whether the material is understood. If

yes, then definitely it would help out the trainees to implement it at their

workplaces and if not, the trainer may need to spend more time on that

particular area by presenting the information again in a different manner.

Questioning can be done by both ways i.e. the trainees and the trainer.

When the trainees ask questions, they explain their thinking about the

content of the lecture. A trainer who asks questions stimulates thinking

about the content of the lecture. Asking and responding questions are

beneficial to trainees because it enhance understanding and keep the

trainees focused on the content.

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1.3 DEMONSTRATION

This method is a visual display of how something works or how to do

something. As an example, trainer shows the trainees how to perform or how

to do the tasks of the job. In order to be more effective, demonstration

method should be should be accompanied by the discussion or lecture

method.

To carry out an effective demonstration, a trainer first prepares the lesson

plan by breaking the task to be performed into smaller modules, easily

learned parts. Then, the trainer sequentially organizes those modules and

prepares an explanation for why that part is required. While performing the

demonstration, trainer:

Demonstrates the task by describing how to do, while doing

Helps the focusing their attention on critical aspects of the task

Tells the trainees what you will be doing so they understand what you

will be showing them

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The difference between the lecture method and the demonstration method is

the level of involvement of the trainee. In the lecture method, the more the

trainee is involved, the more learning will occur.

The financial costs that occur in the demonstration method are as follows:

Cost of training facility for the program

Cost of materials that facilitate training

Food, travel, lodging for the trainees and the trainers

Compensation of time spent in training to trainers and trainees

Cost related to creating content, material

Cost related to the organization of the training

After completing the demonstration the trainer provide feedback, both

positive and or negative, give the trainee the opportunity to do the

task and describe what he is doing and why.

1.4 PROGRAMMED INSTRUCTIONS

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Programmed instruction is a Computer-based training that comprises of

graphics, multimedia, text that is connected to one another and is stored in

memory.

Programmed instruction is the procedure of guiding the participants

strategically through the information in a way that facilitates the most

effective and efficient learning. It provides the participant with content,

information, asks questions, and based on the answer goes to the next level

of information i.e. if the trainee gives the correct answer; one branch moves

the trainee forward to the new information. And if the trainee gives the

wrong answer then different branch is activated, taking the trainee back to

the review relevant information in more elaborate manner.

This method allows the trainees to go through the content according to the

individual speed, and capability. Those trainees, who respond better, move

through the content rapidly.

Programmed Instruction also comes in

Printed form i.e. books

Tape

Interactive Video

Other formats :

In programmed instruction, trainees receive information in substantial

amount and then tested on their retention of information. If the trainees are

not able to retain the information, they are referred back to the original

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information. If the trainees retain the information, they are referred to the

next log of information that is to be learned.

Features of Programmed Instruction:

Some of the features of programmed instructions are:

It provides immediate feedback to trainee response

It frequently reviews the content

It programs small learning steps that results in fewer response errors

It allows trainees to move through the content at their own speed, or

capability

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2.BEHAVIORAL METHODS:

2.1 GAMES AND SIMULATION

Games and Simulations are structured and sometimes unstructured, that are

usually played for enjoyment sometimes are used for training purposes as an

educational tool. Training games and simulations are different from work as

they are designed to reproduce or simulate events, circumstances,

processes that take place in trainees’ job.

A Training Game is defined as spirited activity or exercise in which trainees

compete with each other according to the defined set of rules.

Simulation is creating computer versions of real-life games. Simulation is

about imitating or making judgment or opining how events might occur in a

real situation.

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It can entail intricate numerical modeling, role playing without the support of

technology, or combinations.

Training games and simulations are now seen as an effective tool for training

because its key components are:

Challenge

Rules

Interactivity

These three components are quite essential when it comes to learning.

Some of the examples of this technique are:

Trainees can therefore experience these events, processes, games in a

controlled setting where they can develop knowledge, skills, and attitudes or

can find out concepts that will improve their performance.

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2.2 CASE STUDY METHOD

Case Studies try to simulate decision-making situation that trainees may find

at their work place. It reflects the situations and complex problems faced by

managers, staff, HR, CEO, etc. The objective of the case study method is to

get trainees to apply known concepts and ideologies and ascertain new ones.

The case study method emphasize on approach to see a particular problem

rather than a solution. Their solutions are not as important as the

understanding of advantages and disadvantages.

Procedure of the Case Study Method

The trainee is given with some written material, and the some complex

situations of a real or imaginary organization. A case study may range

from 50 to 200 pages depending upon the problem of the organization.

A series of questions usually appears at the end of the case study.

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The longer case studies provide enough of the information to be

examined while the shorter ones require the trainee to explore and

conduct research to gather appropriate amount of information.

The trainee then makes certain judgment and opines about the case

by identifying and giving possible solutions to the problem.

In between trainees are given time to digest the information. If there is

enough time left, they are also allowed to collect relevant information

that supports their solution.

Once the individuals reach the solution of a problem, they meet in

small groups to discuss the options, solutions generated.

Then, the trainee meets with the trainer, who further discusses the

case.

Case Study method focuses on:

Building decision making skills

Assessing and developing Knowledge, Skills and Attitudes (KSAs)

Developing communication and interpersonal skills

Developing management skills

Developing procedural and strategic knowledge

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2.3 ROLE PLAY METHOD

Role play is a simulation in which each participant is given a role to play.

Trainees are given with some information related to description of the role,

concerns, objectives, responsibilities, emotions, etc. Then, a general

description of the situation, and the problem that each one of them faces, is

given. For instance, situation could be strike in factory, managing conflict,

two parties in conflict, scheduling vacation days, etc. Once the participants

read their role descriptions, they act out their roles by interacting with one

another.

Role Plays helps in

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Developing interpersonal skills and communication skills

Conflict resolution

Group decision making

Developing insight into one’s own behavior and its impact on others

2.4 COACHING

Coaching is one of the training methods, which is considered as a corrective

method for inadequate performance. According to a survey conducted by

International Coach Federation (ICF), more than 4,000 companies are using

coach for their executives. These coaches are experts most of the time

outside consultants.

A coach is the best training plan for the CEO’s because

It is one-to-one interaction

It can be done at the convenience of CEO

It can be done on phone, meetings, through e-mails, chat

It provides an opportunity to receive feedback from an expert

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It helps in identifying weaknesses and focus on the area that needs

improvement This method best suits for the people at the top because

if we see on emotional front, when a person reaches the top, he gets

lonely and it becomes difficult to find someone to talk to. It helps in

finding out the executive’s specific developmental needs. The needs

can be identified through 60 degree performance reviews.

Procedure of the Coaching

The procedure of the coaching is mutually determined by the

executive and coach. The procedure is followed by successive

counseling and meetings at the executive’s convenience by the coach.

Understand the participant’s job, the knowledge, skills, and attitudes,

and resources required to meet the desired expectation

Meet the participant and mutually agree on the objective that has to

be achieved

Mutually arrive at a plan and schedule

At the job, show the participant how to achieve the objectives, observe

the performance and then provide feedback

Repeat step 4 until performance improves

For the people at middle-level management, coaching is more likely done by

the supervisor; however experts from outside the organization are at times

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used for up-and-coming managers. Again, the personalized approach assists

the manger focus on definite needs and improvement.

2.5 MENTORING

Mentoring is an ongoing relationship that is developed between a senior and

junior employee. Mentoring provides guidance and clear understanding of

how the organization goes to achieve its vision and mission to the junior

employee.

The meetings are not as structured and regular than in coaching. Executive

mentoring is generally done by someone inside the company. The executive

can learn a lot from mentoring. By dealing with diverse mentee’s, the

executive is given the chance to grow professionally by developing

management skills and learning how to work with people with diverse

background, culture, and language and personality types.

Executives also have mentors. In cases where the executive is new to the

organization, a senior executive could be assigned as a mentor to assist the

new executive settled into his role. Mentoring is one of the important

methods for preparing them to be future executives. This method allows the

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mentor to determine what is required to improve mentee’s performance.

Once the mentor identifies the problem, weakness, and the area that needs

to be worked upon, the mentor can advise relevant training. The mentor can

also provide opportunities to work on special processes and projects that

require use of proficiency.

2.6 JOB ROTATION

For the executive, job rotation takes on different perspectives. The executive

is usually not simply going to another department. In some vertically

integrated organizations, for example, where the supplier is actually part of

same organization or subsidiary, job rotation might be to the supplier to see

how the business operates from the supplier point of view. Learning how the

organization is perceived from the outside broadens the executive’s outlook

on the process of the organization. Or the rotation might be to a foreign

office to provide a global perspective.

For managers being developed for executive roles, rotation to different

functions in the company is regular carried out.

This approach allows the manger to operate in diverse roles and understand

the different issues that crop up. If someone is to be a corporate leader, they

must have this type of training. A recent study indicated that the single most

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significant factor that leads to leader’s achievement was the variety of

experiences in different departments, business units, cities, and countries.

An organized and helpful way to develop talent for the management or

executive level of the organization is job rotation. It is the process of

preparing employees at a lower level to replace someone at the next higher

level. It is generally done for the designations that are crucial for the

effective and efficient functioning of the organization.

Benefits of Job Rotation :

Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments,

business units, functions, and countries

Identification of Knowledge, skills, and attitudes (KSAs) required

It determines the areas where improvement is required

Assessment of the employees who have the potential and caliber for

filling the position

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3.NEW TRAINING METHODS:

3.1 JOB INSTRUCTION TECHNIQUE

Job Instruction Technique (JIT) uses a strategy with focus on knowledge

(factual and procedural), skills and attitudes development.

Procedure of Job Instruction Technique (JIT)

JIT consists of four steps:

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Plan – This step includes a written breakdown of the work to be done

because the trainer and the trainee must understand that

documentation is must and important for the familiarity of work. A

trainer who is aware of the work well is likely to do many things and in

the process might miss few things. Therefore, a structured analysis

and proper documentation ensures that all the points are covered in

the training program. The second step is to find out what the trainee

knows and what training should focus on

Then, the next step is to create a comfortable atmosphere for the

trainees’ i.e. proper orientation program, availing the resources,

familiarizing trainees with the training program, etc.

Present – In this step, trainer provides the synopsis of the job while

presenting the participants the different aspects of the work. When the

trainer finished, the trainee demonstrates how to do the job and why is

that done in that specific manner. Trainee actually demonstrates the

procedure while emphasizing the key points and safety instructions.

Trial – This step actually a kind of rehearsal step, in which trainee tries

to perform the work and the trainer is able to provide instant feedback.

In this step, the focus is on improving the method of instruction

because a trainer considers that any error if occurring may be a

function of training not the trainee. This step allows the trainee to see

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the after effects of using an incorrect method. The trainer then helps

the trainee by questioning and guiding to identify the correct

procedure.

Follow-up – In this step, the trainer checks the trainee’s job frequently

after the training program is over to prevent bad work habits from

developing.

3.2 SENSITIVITY TRAINING

Sensitivity training is about making people understand about themselves and

others reasonably, which is done by developing in them social sensitivity and

behavioral flexibility.

Social sensitivity in one word is empathy. It is ability of an individual to

sense what others feel and think from their own point of view.

Behavioral flexibility is ability to behave suitably in light of

understanding.

Procedure of Sensitivity Training:

Sensitivity Training Program requires three steps:

Unfreezing the old values –It requires that the trainees become

aware of the inadequacy of the old values. This can be done when the

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trainee faces dilemma in which his old values is not able to provide proper

guidance. The first step consists of a small procedure:

An unstructured group of 10-15 people is formed.

Unstructured group without any objective looks to the trainer for its

guidance

But the trainer refuses to provide guidance and assume leadership

Soon, the trainees are motivated to resolve the uncertainty

Then, they try to form some hierarchy. Some try assume leadership

role which may not be liked by other trainees

Then, they started realizing that what they desire to do and realize the

alternative ways of dealing with the situation

Development of new values – With the trainer’s support, trainees

begin to examine their interpersonal behavior and giving each other

feedback. The reasoning of the feedbacks are discussed which motivates

trainees to experiment with range of new behaviors and values. This process

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constitutes the second step in the change process of the development of

these values.

Refreezing the new ones – This step depends upon how much

opportunity the trainees get to practice their new behaviors and values at

their work place.

3.3 KAIZEN

Kaizen ( 改 善 ), Japanese for "improvement" or "change for the better",

refers to philosophy or practices that focus upon continuous improvement

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of processes in manufacturing, engineering, supporting business processes,

and management. It has been applied in healthcare, psychotherapy, life-

coaching, government, banking, and many other industries. When used in

the business sense and applied to the workplace, kaizen refers to activities

that continually improve all functions, and involves all employees from

the CEO to the assembly line workers. It also applies to processes, such as

purchasing and logistics that cross organizational boundaries into

the supply chain.

Kaizen is a daily process, the purpose of which goes beyond simple

productivity improvement. It is also a process that, when done correctly,

humanizes the workplace, eliminates overly hard work ("muri"), and

teaches people how to perform experiments on their work using

the scientific method and how to learn to spot and eliminate waste in

business processes. People at all levels of an organization participate in

kaizen, from the CEO down to janitorial staff, as well as external

stakeholders when applicable. The format for kaizen can be individual,

suggestion system, small group, or large group. At Toyota, it is usually a

local improvement within a workstation or local area and involves a small

group in improving their own work environment and productivity. This

group is often guided through the kaizen process by a line supervisor;

sometimes this is the line supervisor's key role. Kaizen on a broad, cross-

departmental scale in companies, generates total quality management, and

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frees human efforts through improving productivity using machines and

computing power

3.4 SIX SIGMA

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Six Sigma is a business management strategy widely used in many sectors of industry, although its use is not without controversy. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects and minimizing variability in manufacturing and processes.It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction or profit increase). The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield, or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects (3.4 defects per million). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a byword for the management and engineering practices used to achieve it.

3.5 TOTAL PRODUCTIVE MAINTENANCE

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In TPM, the machine operator is thoroughly trained to perform much of the simple maintenance and fault-finding. Eventually, by working in "Zero Defects" teams that include a technical expert as well as operators, they can learn many more tasks - sometimes all those within the scope of an operator. Tradesmen are also trained at doing the more skilled tasks to help ensure process reliability.

TPM is a critical adjunct to lean manufacturing. If machine uptime is not predictable and if process capability is not sustained, the process must keep extra stocks to buffer against this uncertainty and flow through the process will be interrupted. Unreliable uptime is caused by breakdowns or badly performed maintenance. If maintenance is done properly (Right First Time), uptime will improve - as will "OEE" (Overall Equipment Effectiveness - basically how many "sellable" items "are" actually produced as opposed to how many the machine "should" produce in a given time).

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RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

1. Sample size and sampling technique

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For the purpose of this study a sample of was taken. A questionnaire having questions was administered to them to ask about the effectiveness of training they have recently undergone.

2. Data collection

For the study, both primary and secondary data were collected.For primary data, a questionnaire uses developed & administered to 30 respondents (managers) of Dabur at Sahibabad to effectiveness of training they have recently undergone.

For secondary Date, existing literature in magazines, company’s handbook; website & newspaper were consulted.

3. Data presentation tools

For the Data collected through questionnaire were presented by way of pie charts, bar Graphs & Table

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ANALYSIS

&

FINDINGS

DATA ANALYSIS AND FINDINGS

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The analysis on the basis of the questionnaire collected through secondary

sources reveal the following:

Q.1 Are you aware about training and development programs?

Q.2. Do you think that training and development programs are essential for all employees of D.I.L.?

Q.3.Who are the trainers in D.I.L.?

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Q.4.What may be the different reason for conducting T/D programs by organization?

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Q.5. Which method of T/D is being used in D.I.L.?

Q.6.When training is provided by D.I.L.?

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Q.7. Is D.I.L. provided training to the employees?

Q.8. At what time period D.I.L. provide training to the workers?

Q.9.After T/D programs, how would you rate training program?

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Q.10. Is there any method of giving feedback of the T/D coordinator after the T/D programs?

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Q.11. If yes what method do you use:

Q.12. In the changing business scenario there is need for multi-skill T/D for the innovative category, do you think that all innovative person should be exposed to this type of training program?

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Q.13.Does D.I.L. need any change in its T/D programs in the view of fast changing technology?

Q.14. What are the facilities given to the D.I.L. employees for effective T/D programs?

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Q.15. What are the limitations of the T/D programs in D.I.L.?

Q.16.Are you satisfied with the T/D programs, which have given to you by D.I.L.?

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FINDINGS

Data collected through various manuals & information obtained through

questionnaire reveal the following major analysis and findings regarding the

training effectiveness:

1. Company prepares the annual TRAINING CALENDAR for proper training.

2. The internal faculties in the classroom give most of the trainings. So

relevant and work-oriented examples are given and trainees can more easily

relate it to their job.

3. According to the survey of employees result comes out that most of the

trainings are given in the area of social skills and knowledge then in the area

technical skills. DIL provide trainings for the techniques also.

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4. DIL gives both types of trainings i.e. on the job trainings & off the job

trainings.

5. According to survey 100% employees said that DIL provides training to all

employees.

6. The training programs have been integrated with relevant job areas.

7. Due to the very interactive training sessions the trainees have become to

clear their doubts.

8. DABUR provides trainings on other topics also like world environment day

etc.

9. After studying the qualifications and the designation of the employees of

the different departments, it was concluded that selections of employees are

done very carefully. There was no major deviation in the qualifications and

their designations and hardly any mismatched was found.

10. For the behavioral training internal trainings are generally preferred.

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Dabur was listed as a “Great Place to Work”, in a survey conducted by Grow

Talent & Company and Great Place to Work Institute, USA. Dabur was listed

as the 10th “Great Place to Work”. The results were published in Business

World dated February 2006 Dabur has adopted an innovative HR program of

offering ESOPs to new engineering and management trainees at the time of

joining. Also in 2005, Dabur gave Bonus to its employees after 12 years. This

boosted the employee morale further. Various training and development

programs like Young Manager Development Program, Prays, Leading and

Facilitating Performance, Campus to Corpora and a Balanced scorecard

approach to performance evaluation, helps employees realize their potential.

LIMITATIONS

Like any other things this study also suffers from various limitations. Out of

them some major limitations of this survey are listed below:-

The

analysis is purely on the basis of the secondary data, hence it may

suffer from accurate statistics and may have the limitation due to

the absence of first hand information.

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Explor

atory research fails to give a specific detailed analysis of the

training techniques.

This

survey was conducted in the Sahibabad unit of Dabur so the

findings are applicable to this unit only and cannot generalize to the

whole of DABUR.

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SUGESSTIONS

&CONCLUSIONS

SUGESSTIONS

Systematically Assess Training Needs

The job skills required to be successful are constantly evolving due to

changes in technology and customer needs. Carefully conducted "training

needs assessments" identify gaps in employee skills. The organization can

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then focus on what type of training employees really need rather than on

what training employees would like to have.

Evaluate Training Programs

Unfortunately, a very small percentage of training programs is systematically

evaluated. To do so requires the following three steps:

Identify the objectives of the training program;

Establish a benchmark prior to the training; and

Compare the before and after results.

If, for example, your objective is to increase customer satisfaction by

improving the telephone skills of your staff, only by comparing the before

and after customer satisfaction results will it become clear that the effort

was worthwhile. Without such studies, senior management often feels that

they are just wasting their money on training.

Invest in Training during Down Periods

Senior management must change their mindset from viewing training as an

expense, to viewing it as an important investment in their business. Training

budgets are often the first to be cut during challenging economic times. It

makes more sense, however, to focus on training when there is a lull in

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business. When business is slow, employees are more able to take time from

their work to attend training sessions.

Encourage Employees to be Open and Honest about their Needs

Employees have a tendency to say that they don’t need training even if they

know that they really do. Consequently, they say nothing, leaving

management in the dark. Employees need to take responsibility to say to

their supervisors, "I need training and here’s why."

Use Methods other than Classroom Instruction

Traditional classroom instruction is often not the best way to teach job skills.

Computer-assisted instruction, web-based training programs, and audio or

video training are some of the many techniques that enable individuals to

work at their own pace and learn more than they would in a classroom

setting.

Make Certain Supervisors Support the Transfer of Training

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Supervisors must be open to change. Very often supervisors discourage and

even chastise employees for using the new skills that they were taught in

training programs. It is no surprise that those skills are, therefore, not used

back on the job.

In summary, management must view training as an important business

investment. "Training needs assessments" and "training program

evaluations" are the two critically important methods for ensuring that

employees receive the training that they really need and that the training is

effective.

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CONCLUSION

In the new millennium when the corporate world is designing newer

techniques for developing employees and retaining them, the Dabur India

Limited is no way behind and the organizational structure is such that

people works hand in hand to align the organizational goals with the

individuals’ goals. A lot of improvements can be brought about in the

company with the help of effective training and coaching.

Training & development program is helpful as to strengthen the employee’s

productivity, their promotion, transfer, training & developments needs etc.

This is also helpful for the employees for Self-evaluation. The organization

provides training & development program to employees not only to

knowledge of the job but also for their increment & promotion. By training &

development programs we come to know that the whole staff also performs

their job according to the requirements of job.

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APPENDIX

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SAMPLE QUESTIONNAIRE

Dear respondents,I am a student of BBA( bachelor of business administration). I’ am working on the project “TRAINING AND DEVELOPMENT AT DABUR INDIA LIMITED (DIL)”. You are requested to fill in the questionnaire to enable me to undertake the study on the said project.

1. Are you aware about training & development programs?

A. Yes ( ) B. No ( )

2. Do you think that training & development is essential for the employees of

D.I.L.?

A. Yes ( ) B. No( )

3. Who are the trainers in D.I.L.?

A. Managers ( ) B. Supervisors ( )

C. Training Experts ( ) D. Professional Trainer( )

E. Outsiders Faculty ( )

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4. What may be the different reason for conducting T/D programs by

organization?

A. To improve quality & quantity of product ( )

B. To improve knowledge & technical skills ( )

C. To boost up the morale of an employee ( )

D. To make familiar with the job ( )

E. To minimize the accident ( )

5. Which method of T/D is being used in D.I.L.?

A. On the job ( ) B. Off the job ( ) C. Both ( )

6. When training is provide by D.I.L.?

A. At the time of selection ( )

B. At the time of performance appraisal ( )

C. At the time of promotion ( )

D. At the time of any change ( )

7. Are D.I.L. provide training to the employees?

A. Yes ( ) B. No ( )

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8. At what time period D.I.L provide training to the workers?

A. 6_12 month ( )

B. 1_3 years ( )

C. As per requirement ( )

D. Not decided ( )

9. After T/D programs, how would you rate training program?

A. Good ( )

B. Outstanding ( )

C. Satisfactory ( )

D. Unsatisfactory ( )

10. Is there any method of giving feedback of the T/D coordinator after the

T/D programs?

A. Yes ( ) B. No ( )

I. If yes what method does you use:

i) Questionnaire ( )

ii) Diary ( )

iii) Report ( )

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iv) Interview ( )

11. In the changing business scenario there is need for multi-skill T/D for the

Innovative category, do you think that all innovative person should be

exposed to this type of training program:

A. Yes ( ) B. No ( )

12. Does D.I.L. need any change in its T/D programs in the view of fast

changing technology?

A. Yes ( ) B. No ( )

13. What are the facilities given to the D.I.L. employees for effective T/D

programs?

A. Refer to outside organization ( )

B. Refer to abroad ( )

C. Lectures by the experts ( )

D. All ( )

14. What are the limitations of the T/D programs in D.I.L.?

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A. Limited counseling ( )

B. Limited time ( )

C. Without proper schedule ( )

D. The benefits of training are not clear to the top management ( )

15. Are you satisfied with the T/D programs, which have given to you by

D.I.L.?

A. Fully satisfied ( ) B. To some extent ( )

C. To Great extent ( ) D. Not satisfied ( )

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BIBLIOGRAPHYBIBLIOGRAPHY

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BIBLIOGRAPHY

Books Referred-

• Human Resource Management-V S P Rao Reprint:2006 189-216 

• Human resource and personnel management-K Aswathappa Second edition 189-217 

• Research Methodology – C.R. Kothari Second edition 95 - 111 

Websites:

• www.dabur.com  

•  http://en.wikipedia.org/wiki/Training_and_development  

• http://www.osp.state.nc.us/manuals/manual99/trng&dev.pdf  

•  http://commerce.idaho.gov/Portals/37/Publications/workforce_ training_fund.pdf