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A

RESEARCH PROJECT

ON

TRAINING NEED ANALYSIS IN AGRO

INDUSTRY

This project is submitted in partial fulfillment of the requirement of

Masters of Business Administration.

SUBMITTED TO: SUBMITTED BY:

Ms. Sarika Sheena Ahuja

Senior Lecturer MBA 0714

Dept. of management studies

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

2007-2009

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ACKNOWLEDGEMENT

Perseverance, inspirit & Motivation has always played a key role in the success ofVenture.

In every step of achieving my goal there is need of guidance inspiration and helpfor inspiration part of my work, I express my sincere and deep gratitude to those who

made is possible to see the light of the day.

I deeply indebted to Ms. Sarika Ahulluwalia,MBA, Deptt. Of NC College of

Engineering, Israna without their able guidance, necessary help & information this

project would not have been successfully completed.

SHEENA AHUJA

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TABLE OF CONTENTS

PARTICULARS Page. No.

Executive Summary 1

Company Profile 3-7

Review of Literature 9-11

Justification of the Study 12

Objectives of the Study 13

Research Methology 15-17

Introduction to Study 19-29

Analysis of Data & Interpretation 31-45

Suggestions & Recommendations 46

Findings 47

Limitations 48

Conclusion 49

Bibliography 50

Annexure

Questionnaire 51-54

EXECUTIVE SUMMARY

Today organizations are looking forward to obtain competitive edge through highlydeveloped employee skills, distinctive organizational cultures, management processes

and systems which is in contrast to traditional methods of emphasizing on transferable

resources such as equipment that can be purchased any time by the competitors. Theefficiency of an organization depends directly on the capability and talent of its

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personnel, and how motivated they are. Capability of a person depends on his ability to

work and type of training he or she receives, while his personal ability is evaluated

through proper selection procedure. The training is taken care of by the organization afterhe has been employed by the organization. Since training inputs may vary from on-the-

job experience to off-the-job training, most of the organization undertakes some kind of

training for their employees.Identification of Training needs is a tool utilized to identify what educational

course for activities should be provided to employees to improve their work productively

and know the satisfaction level of employees. It is important for both the individual point

of view as well as for organizational point of view.This study signifies that the

identification of training needs is important from both the organization point of view as

well as from individual point of view. For different departments the training requirement

is different. With the help of training identification, the organization is able to reduce the perception gap between the participant and his/her boss about their needs and

expectations from the training programmed. The satisfaction level of employees can be

measured by identifying the training needs.Objective of the study is to study the training

system and to identify the training needs in the agro industry.The study throws light onthe usefulness of providing training to employees. As the satisfaction level of employees

depends largely on the kind of work they undertake so it becomes all the more importantto identify their needs and provide them with the right kind of training.

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The Agro sector

It is relatively a new sector and development of this sector is comparatively a recentphenomenon. This sector form a substantial part of industries in state as about 10,000 unit

are working in small scale and tiny sector and 74 have come up in medium and large

scale sector.The agro and food processing

sector offers scope for

development of severalindustries such as solvent

extraction, oleo- resins,

kinnow/ orange juice, maltextracts, floriculture and a

host of other items. Besides

these items like mushrooms,

tomato processing, other

processing industries basedon mango, ber, pomegranate

and other vegetable likeonion, potato, garlic.

Industries based on herbal and medicinal plants, sheep, goat ,buffalo meat processing,

poultry and poultry products and non edible oil processing industries have bright exportprospects. The state government on its parts, is alive to the needs of this sector with

regard to training, technology upgradation, improvement in infrastructural facility and a

progressing Government policy with these measures, along with support from central

government and the coordinated efforts of various institutions working in the filed ofagro and food products. It is expected that this industries with come to occupy its due

place in the agro industrial development of Rajasthan.At present food processing industry faces both external and internal constraints. ExternalConstraints include the cost disadvantages in the international marketing framework,

while internal constraints consists following :

Quality raw materialExclusive Production

Tack of suitable processed technology

Infrastructure for distributionStorage

Marketing.

Future Potentials of Agro based Industries

Now, the time is ripe for another revolution, as we need to look at Agriculture from aglobal perspective. The state has to now look beyond the production aspects to provide a

further boost to agriculture and related issues of Marketing, processing, value addition in

commodities like food grains, oil seeds, fruits, vegetables, floriculture, spices, medicinal plant produce, dairy products and meat products. The demand pattern of agricultural

commodities for the domestic market will shift as a result of increasing incomes, faster

urbanization and changing eating habits, at the same time demand for quality production

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will play a major role in the coming time for our agriculture due to advancement in the

field of Bio-technology and introduction of Hi-tech cultivation practices.

The state Government in extensively engaged in development of agricultural marketingand infrastructural facilities like construction of link roads , rural primary markets, rural

godowns, krishi upaj mandi samities (KUMS), grower/producer/marketing cooperatives

societies and post harvest management, required for efficient marketing system andoptimum utililation of surplus agricultural produce, so that farmers shall get remunerative

prices for their produce and protected from the exploitations of middle-men where as the

consumers should also be able to obtain the quality produce and its processed products atthe same time also, to enable the consumer to obtain quality produce and processed

products at a reasonable prices. other important works that are entrusted are training to

marketing personnel, publicity and propaganda, monitoring and market research, to

initiate other works/ programmes for the benefit of the farmers.

INTRODUCTION TO INDUSTRY PROFILE

1. PARLE Pvt. Ltd.

COMPANY DESCRIPTION:-

In 1929 a small company by the name of Parle Products emerged in British dominated

India. The intent was to spread joy and cheer to children and adults alike, all over thecountry with its sweets and candies. A decade later, in 1939, Parle Products beganmanufacturing biscuits, in addition to sweets and toffees. Having already established a

reputation for quality, the Parle brand name grew in strength with this diversification.

Parle Glucose and Parle Monaco were the first brands of biscuits to be introduced, whichlater went on to become leading names for great taste and quality Since then, for almost

80 years, Parle Products has been Indias largest manufacturer of biscuits and

confectionery. Makers of the worlds largest selling biscuit, Parle-G, and a host of othervery popular brands, the Parle name symbolizes quality, nutrition and great taste. With a

40% share of the total biscuit market and a 15% share of the total confectionary market in

India, Parle has grown to become a multi-million dollar company. While to consumers

its a beacon of faith and trust, competitors look upon Parle as an example of marketingbrilliance. Hygiene is the precursor to every process at Parle. Using the most modern

equipment, ensuring the same perfect quality across the nation and abroad; we deliver the

best product of long-lasting freshness. With products designed keeping both health andtaste in mind, Parle appeals to both health conscious mothers and fun loving kids. The

great tradition of taste and nutrition is consistent in every pack on the store shelves, even

today. The value-for-money positioning allows people from all classes and age groups toenjoy Parle products to the fullest. Parle products have been shining with the golds and

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silvers consistently at the Monde Selection ever since they were first entered in 1971.

Monde Selection is an international institute for assessing the quality of foods and is

currently the oldest and most representative organization in the field of selecting qualityfoods worldwide. Parle has more than 50 manufacturing units and equal number of

distribution points spread all over India and abroad.

History of Company:-In 1929 a small company by the name of Parle products emerged in British dominated

India. The intent was to spread joy and cheer to children and adults alike, all over thecountry with its sweets and candies. The company knew that it wouldnt be an easy task,

but they decided to take the brave step. A small factory was set up in the suburbs of

Mumbai, to manufacture sweets and toffees. A decade later it was upgraded to

manufacture biscuits as well. Since then, the Parle name has grown in all directions, woninternational fame and has been sweetening people's lives all over India and abroad.

Apart from the factories in Mumbai and Bangalore Parle also has factories in

Bahadurgarh in Haryana and Neemrana in Rajasthan, which are the largest biscuit andconfectionery plants in the country. Additionally, Parle Products also has 14

manufacturing units for biscuits and 5 manufacturing units for confectioneries, on

contract.

ABOUT PARLEParle Products has been India's largest manufacturer of biscuits and confectionery, for

almost 80 years. Makers of the world's largest selling biscuit, Parle-G, and a host of othervery popular brands, the Parle name symbolizes quality, nutrition and great taste. With a

reach spanning even the remotest villages of India , the company has definitely come avery long way since its inception.Many of the Parle products - biscuits or confectioneries,are market leaders in their category and have won acclaim at the Monde Selection, since

1971. With a 40% share of the total biscuit market and a 15% share of the total

confectionary market in India, Parle has grown to become a multi-million dollarcompany. While to consumers it's a beacon of faith and trust, competitors look upon

Parle as an example of marketing brilliance.

PARLE QUALITYHygiene is the precursor to every process at Parle. From husking the wheat and melting

the sugar to delivering the final products to the supermarkets and store shelvesnationwide, care is taken at every step to ensure the best product of long-lasting

freshness. Every batch of biscuits and confectioneries are thoroughly checked by expert

staff, using the most modern equipment hence ensuring the same perfect quality acrossthe nation and abroad.Concentrating on consumer tastes and preferences, the Parle brand

has grown from strength to strength ever since its inception. The factories at Bahadurgarh

in Haryana and Neemrana in Rajasthan are the largest biscuit and confectionery plants inthe country. The factory in Mumbai was the first to be set up, followed soon by the one in

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Bangalore, Karnataka. Parle Products also has 14 manufacturing units for biscuits and 5

manufacturing units for confectioneries, on contract.An in-depth understanding of the

Indian consumer psyche has helped Parle evolve a marketing philosophy that reflects theneeds of the Indian masses. With products designed keeping both health and taste in

mind, Parle appeals to both health conscious mothers and fun loving kids. The great

tradition of taste and nutrition is consistent in every pack on the store shelves, even today.The value-for-money positioning allows people from all classes and age groups to enjoy

Parle products to the fullest.

How Parle fought to make biscuits affordable to all.

Biscuits were very much a luxury food in India, when Parle began production in 1939.Apart from Glucose and Monaco biscuits, Parle did offer a wide variety of brands.

However, during the Second World War, all domestic biscuit production was diverted to

assist the Indian soldiers in India and the Far East. Apart from this, the shortage of wheat

in those days, made Parle decide to concentrate on the more popular brands.

Thankfully today, there's no dearth of ingredients and the demand for more premium brands is on the rise. That's why, we now have a wide range of biscuits and

mouthwatering confectionaries to offer.

The strength of the Parle BrandOver the years, Parle has grown to become a multi-million US Dollar company. Many of

the Parle products - biscuits or confectionaries, are market leaders in their category and

Today, Parle enjoys a 40% share of the total biscuit market and a 15% share of the total

confectionary market, in India. The Parle Biscuit brands, such as, Parle-G, Monaco andKrackjack and confectionery brands, such as, Melody, Poppins, Mangobite and Kismi,

Be it a big city or a remote village of India, the Parle name symbolizes quality, health

and great taste! And yet, we know that this reputation has been built, by constantlyinnovating and catering to new tastes. This can be seen by the success of new brands,such as, Hide & Seek, or the single twist wrapping of Mango bite In this way, by

concentrating on consumer tastes and preferences and emphasizing Research &

Development, the Parle brand grows from strength to strength.

The Marketing StrengthThe extensive distribution network, built over the years, is a major strength for Parle

Products. Parle biscuits & sweets are available to consumers, even in the most remote

places and in the smallest of villages with a population of just 500.

Parle has nearly 1,500 wholesalers, catering to 4, 25,000 retail outlets directly or

indirectly. A two hundred strong dedicated field force services these wholesalers &retailers. Additionally, there are 31 depots and C&F agents supplying goods to the wide

distribution network. The Parle marketing philosophy emphasizes catering to the masses.

We constantly Endeavour at designing products that provide nutrition & fun to thecommon man. Most Parle offerings are in the low & mid-range price segments. This is

based on our cultivated understanding of the Indian consumer psyche. The value-for-

money positioning helps generate large sales volumes for the products. However, Parle

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Products also manufactures a variety of premium products for the up-market, urban

consumers. And in this way, caters a range of products to a variety of consumers.

The Customer ConfidenceThe Parle name conjures up fond memories across the length and breadth of the country.

After all, since 1929, the people of India have been growing up on Parle biscuits &sweets. Today, the Parle brands have found their way into the hearts and homes of

people all over India & abroad. Parle Biscuits and confectioneries continue to spread

happiness & joy among people of all ages.The consumer is the focus of all activities atParle. Maximizing value to consumers and forging enduring customer.

Our efforts are driven towards maximizing customer satisfaction and this is in synergy

with our quality pledge. "Parle Products Limited will strive to provide consistentlynutritious & quality food products to meet consumers' satisfaction by using quality

materials and by adopting appropriate processes.

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Parle products

Know a little more about all the delicious Parle products. From yummy biscuits to lip-

smacking sweetmeats, the Parle product range is a genuine treat for every snack lover.The biscuits alone have such variety, catering to diverse palettes, there's something

for everyone. And the tantalizing array of sweetmeats is just the cherry on top.

Get your biscuit goodies: Grab your sweets:Parle - G Melody

Krackjack Mango Bite

Krackjack Crispy Creams Kaccha Mango Bite

Monaco Poppins

Kreams Kismi Toffee

Hide and Seek Kismi Gold

Hide & Seek Milano Orange Candy

Digestive Marie XHale

Parle Marie Munch on snacks!

Milk Shakti Musst Bites

Mayfair Cookies Monaco Bites CheeslingsNimkin

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http://www.parleproducts.com/brands/biscuits_parleg.asphttp://www.parleproducts.com/brands/confectionaries_melody.asphttp://www.parleproducts.com/brands/biscuits_krackjack.asphttp://www.parleproducts.com/brands/confectionaries_mangobite.asphttp://www.parleproducts.com/brands/biscuits_krackjack_crispy.asphttp://www.parleproducts.com/brands/confectionaries_kaccha_mangobite.asphttp://www.parleproducts.com/brands/biscuits_monaco.asphttp://www.parleproducts.com/brands/confectionaries_poppins.asphttp://www.parleproducts.com/brands/biscuits_kreams.asphttp://www.parleproducts.com/brands/confectionaries_kismi_toffee.asphttp://www.parleproducts.com/brands/biscuits_hidenseek.asphttp://www.parleproducts.com/brands/confectionaries_kismi_gold.asphttp://www.parleproducts.com/brands/biscuits_milano.asphttp://www.parleproducts.com/brands/confectionaries_orange_candy.asphttp://www.parleproducts.com/brands/biscuits_digestive_marie.asphttp://www.parleproducts.com/brands/confectionaries_xhale.asphttp://www.parleproducts.com/brands/biscuits_marie.asphttp://www.parleproducts.com/brands/biscuits_milkshakti.asphttp://www.parleproducts.com/brands/snacks_musst_bites.asphttp://www.parleproducts.com/brands/biscuits_mayfair.asphttp://www.parleproducts.com/brands/snacks_cheeslings.asphttp://www.parleproducts.com/brands/biscuits_nimkin.asphttp://www.parleproducts.com/brands/confectionaries_melody.asphttp://www.parleproducts.com/brands/biscuits_krackjack.asphttp://www.parleproducts.com/brands/confectionaries_mangobite.asphttp://www.parleproducts.com/brands/biscuits_krackjack_crispy.asphttp://www.parleproducts.com/brands/confectionaries_kaccha_mangobite.asphttp://www.parleproducts.com/brands/biscuits_monaco.asphttp://www.parleproducts.com/brands/confectionaries_poppins.asphttp://www.parleproducts.com/brands/biscuits_kreams.asphttp://www.parleproducts.com/brands/confectionaries_kismi_toffee.asphttp://www.parleproducts.com/brands/biscuits_hidenseek.asphttp://www.parleproducts.com/brands/confectionaries_kismi_gold.asphttp://www.parleproducts.com/brands/biscuits_milano.asphttp://www.parleproducts.com/brands/confectionaries_orange_candy.asphttp://www.parleproducts.com/brands/biscuits_digestive_marie.asphttp://www.parleproducts.com/brands/confectionaries_xhale.asphttp://www.parleproducts.com/brands/biscuits_marie.asphttp://www.parleproducts.com/brands/biscuits_milkshakti.asphttp://www.parleproducts.com/brands/snacks_musst_bites.asphttp://www.parleproducts.com/brands/biscuits_mayfair.asphttp://www.parleproducts.com/brands/snacks_cheeslings.asphttp://www.parleproducts.com/brands/biscuits_nimkin.asphttp://www.parleproducts.com/brands/biscuits_parleg.asp


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PRODUCTS OF THE NESTLE INDIA

Maggi Products Grab Your Sweets

Maggi Suace Kit Kat

Tamato Ketchup Diary Milk

Maggi Noodles Diary Almonds

Maggi Soups Fruit n Nut

Chilli Garlic Suace Polo

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REVIEW OF LITERATURE

According to Goldstein (1980) Training is defined as The acquisition of skills,concepts or attitudes that result in improved performance in an on-the-job situation.

Training is concerned with the theories or principles of learning and skill acquisition. Acompany should be able to describe how it decides what quality education and training is

needed by its employees. As all the employees are different in terms of their ability and

satisfaction so it becomes all the more difficult to identify their training needs.Identification of training needs is the first step in the process of training. The study of

existing literature is done so as to arrive at a conclusion about what is training,

identification of training needs, training at different departments, and types of trainingneeds.

1. Types of Need Analysis

Many needs assessments are available for use in different employment contexts. Sources

that can help you determine which needs analysis is appropriate for your situation are

described below.Context Analysis. An analysis of the business needs or other reasons the training isdesired. The important questions being answered by this analysis are who decided thattraining should be conducted, why a training program is seen as the recommended

solution to a business problem, what the history of the organization has been with regard

to employee training and other management interventions.

User Analysis. Analysis dealing with potential participants and instructors involved inthe process. The important questions being answered by this analysis are who will receive

the training and their level of existing knowledge on the subject, what their learning styleis, and who will conduct the training.

Work analysis. Analysis of the tasks being performed. This is an analysis of the job and

the requirements for performing the work. Also known as a task analysis or job analysis,this analysis seeks to specify the main duties and skill level required. This helps ensurethat the training which is developed will include relevant links to the content of the job.

Content Analysis. Analysis of documents, laws, procedures used on the job. This

analysis answers questions about what knowledge or information is used on this job. Thisinformation comes from manuals, documents, or regulations. It is important that the

content of the training does not conflict or contradict job requirements.

Training Suitability Analysis. Analysis of whether training is the desired solution.Training is one of several solutions to employment problems. However, it may not

always be the best solution.

Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective

training results in a return of value to the organization that is greater than the initial

investment to produce or administer the training.

According to Boydell, T. H (1971): Training need identification is a tool utilized toidentify what educational courses or activities should be provided to employees to

improve their work productivity. The focus should be placed on needs as opposed todesires of the employees for a constructive outcome.

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Different Levels at which it is to be ConductedIdentification of training needs can be done at three levels to ascertain three kinds ofneeds: -

Organizational needs-In this concern is on the performance of the organization as a

whole. Here identification of training needs is done to find out whether the organizationis meeting its current performance standards and objectives and if not, exploring ways in

which training or learning might help it to do so. Sometimes organizational training needs

are also identified when the organization decides that it has to adopt a major newstrategy, create a new product or service, undergo a large-scale change programmed, or

develop significant new relationships, such as joining with others to form new

partnerships.

Group Needs-Since working in groups and teams have become very much prevalent in

today's corporate world that is why nowadays there is increased emphasis given on team

effectiveness and team performance. So training needs are nowadays even identified at

the group level. Training needs here are concerned basically with the performance of a

particular group, which may be a team, department, function, sub-unit, or so on.Information about this groups performance may identify areas of need - which, again,

may be for training or other interventions. It is used to find out how efficiently aparticular team or group goes about its business and meets its current objectives.

Individual Needs-Individual needs concern on the performance of one or more

individuals (as individuals, rather than as members of a group). Here identification oftraining needs is about finding out to what extent individuals need to learn or be trained

in order to bring their current performance up to the required level as a result of changes

in methods and processes that call for new competencies and skills. It also sees to it that

there is continuous improvement initiative taken by them. Moreover it also helps to findout whether individuals are comfortable in working across boundaries, with people from

different backgrounds and different perspectives. This is especially important becausethere is so much work force diversity observed today in organizations

According to DOE Order 360.1BEach organization must identify its critical trainingneeds through a needs assessment process. These documents also require that eachorganization must have a training plan. In addition, each organization must identify

training resources in budget submissions, prioritize training needs, and allocate resources

in accordance with the priorities established in the training plan. They said training needsassessment process include the collection of data from three levels of assessment:

Organizational assessment

Occupational assessment

Individual assessmentMadge O. Ertel in his study surveyed in Coastal Zone Management and "208"programs in New England to determine the nature of their educational and experiential

preparation for carrying out public participation functions, and to identify the planners'own perceptions of the relative importance of those functions and their adequacy for

performing them. . The survey also revealed a predominant emphasis on activities

involving direct public conduct, e.g., organizing citizen advisory groups and conductingpublic meetings. The results of the analysis were used to make recommendations for

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curriculum topics that should be incorporated into the training of professional planners so

that they will be better prepared to undertake public participation responsibilities.TIMOTHY T. BALDWIN & J. KEVIN FORD found that transfer of trainingis of paramount concern for training researchers and practitioners. Despite research

efforts, there is a growing concern over the "transfer problem." The existing researchexamining the effects of training design, trainee, and work-environment factors on

conditions of transfer is reviewed and critiqued. Research gaps identified from the review

include the need to (1) test various operationalizations of training design and work-environment factors that have been posited as having an impact on transfer and (2)

develop a framework for conducting research on the effects of trainee characteristics on

transfer. Needed advancements in the conceptualization and operationalization of the

criterion of transfer are also discussed.

Elena P Antonacopoulouusing recent empirical findings from an in-depth study inthe Financial Services Sector in the UK, this article provides new insights into the

association between training and learning from the individual's perspective. The findings

challenge some of the assumptions which have guided our thinking in the managementtraining and development field. The implications of the findings for research and practice

are considered.

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JUSTIFICATION OF THE STUDY

Review of literature indicates that many studies have been conducted in this area but nostudy one has in depth made study about on identification of training needs in agro sector.

This study help to determine the present & future requirement of the training in

organization s decision making. In this study various forms and methods of training arestudied in detail.and also It is Studied that why identification of training needs is

necessary for organization success and for its effective working at minimum cost.This

study signifies that the identification of training needs is important from both theorganization point of view as well as from individual point of view. For different

departments the training requirement is different. With the help of training identification,

the organization is able to reduce the perception gap between the participant and his/herboss about their needs and expectations from the training programmed. The satisfaction

level of employees can be measured by identifying the training needs.Agro industry is

related to food which requires a lot of quality control which can be done through proper

training system.

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OBJECTIVES OF THE STUDY

1.To study the training system and to identify the training needs in agro industry.

2.To judge the satisfaction level of different employees

3.To judge the importance of training need analysis in agro industry.

4.To know how often training need analysis done.

5.To know what training methods are adopted in the industry.

6.To know the Problems that occurs while training.

7. To judge the training need analysis at individual,group and organisational level.

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RESEARCH METHODOLOGY

Research as we know is an art of scientific investigation. It refers to the systematic

method consisting of enunciating the problem formulating a hypothesis, collection the

facts or data analyzing the fact and reaching certain conclusions either in the form of

solutions towards the concerned problems or in certain generalization for sometheoretical formulation. In short, search for through objectives and systematic method of

finding solution to the problem is research.

A research methodology is a way to systematically solve the research problem. Inresearch methodology we study the various steps that are generally adpoted by researcher

in studying his research problem along with the logic behind them.

Research is a scientific and systemic process on a specific topic. Research processincludes research design, which tells about the nature of the study. The inquisitiveness is

the mother of all knowledge and method, which a man employs for obtaining the

knowledge of whatever is known, can be termed as research. Research comprisesdefining and redefining problems, and suggested solutions, collection, organizing a

devaluating data, making deductions and reaching conclusion. This research is anexploratory and descriptive research based on the primary and secondary data and the

following methodology has been adopted.

Reseach in common paralance refers to a search for knoweledge. Information is the life

blood of managerial decision making. The purpose of methodology section is to describethe researh procedure by which the relevent information is gathered.

This section comprises the research design the data collection method., the samplingprocedures and analysis procedures.Research Methodology includes:-

Reseach DesignSample DesignCollection of sample

Analysis of Data

RESEARCH DESIGN-A research design is the arrangement of conditions forcollection and analysis of data in a manner that aims to combine relevance to the resesrch

purpose with economy in procedure. Research design is the conceptual structure withinwhich research is conducted. It is the overall operational pattern or framework of the

project that stipulates what information is to be collected from which sources by which

procedures.

This project is based on the primary and secondary data in the form of questionnaire,surveys, interviews, articles, journals and in other forms so it is an exploratory and

descriptive research.

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

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Collection of the primary and secondary data.

Interpreting the data and drawing the conclusions.

Depending upon the objective of the study, there are three research designs available:-Exploratory research

Descriptive research

Experimental researchExploratory research: to gain familiarity with a phenomena or to achieve new in sightinto it. Studies with this object in view are termed as exploratory or formulative research

studies.

Exploratory research has been done for the project

SAMPLE DATA-How to take sample:-

Define the Universe:- the first problem in my sampling procedure ius to be defined theuniverse. The defination of the target po-pulation is determined solved by resarcherobjective of the investigation.It is the entire groop of items which the researchers wishes

to study and which he plans to generalise the finding. (to identify if a particuar individualis qualified to the member of the target population or not).

Sample Frame:- a frame in some sense is a set of boundaries, circumscribing theuniverse it may be in the form of lists, indicies, maps, directories, population records

electoral rolls, city tax rols, student s entrolled in a university etc.

Specifying the Sampling: the sample unit is the basic unit containing the elements of the population to be a sampled e.g. city blocks, households, a business organization,

customers, working executives etc.

Methods of Sampling: it is the procedure of selecting units in the sample. There are twobasic mw\ethods of sampling mainely:-

Probability Sampling:-in this method of sampling each unit of the population has adefinite chance of being include in the sample.

Non-Probability Sampling Methods:- here no particular method for selecting the unitsof the sample is adopted. The basis of selection can be simply opportunity convenience

and purpose.

sample size is150 employees from agro industry.

DATA COLLECTION-After research problem has been defined the next step is tocollect the data. It is of two types:

Primary data: it consist of original information collected for the specific purpose.secondary data:these are those data which have already been collected by some one elseand have been passed through statistical purpose.

Both Primary & Secondary data has been collected. Methods ofsecondary data collection these are several method of data collection. Some of them are:

From the companyFrom the consultant

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From the reference

Questionnaries

Review of relevant literatureDirect observation

interviews

ANALYSIS OF DATA-After collecting the data, researcher has to analysis it.Analysis of data includes categorizing the raw data,tabulation, graph and then drawing

statistical inferences.

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INTRODUCTION TO STUDY

Today organizations are looking forward to obtain competitive edge through highly

developed employee skills, distinctive organizational cultures, management processes

and systems which is in contrast to traditional methods of emphasizing on transferable

resources such as equipment that can be purchased any time by the competitors. Theefficiency of an organization depends directly on the capability and talent of its

personnel, and how motivated they are. Capability of a person depends on his ability to

work and type of training he or she receives, while his personal ability is evaluatedthrough proper selection procedure. The training is taken care of by the organization after

he has been employed by the organization. Since training inputs may vary from on-the-

job experience to off-the-job training, most of the organization undertakes some kind oftraining for their employees.

Training need identification is a tool utilized to identify what educational course for

activities should be provided to employees to improve their work productively and knowthe satisfaction level of employees. It is important for both the individual point of view as

well as for organizational point of view.

Concept of trainingTraining is the process of increasing the knowledge and skills for doing a particular job.

It is an organized procedure by which people learn knowledge and skill for a definite

purpose. The purpose of training is basically to bridge the gap between job requirementsand present competence of an employee. Training is aimed at improving the behavior and

performance of a person. It is a never ending or continuous process. Training is closely

related with education and development but needs to be differentiated from these terms.

Need for trainingJob requirements- employees selected for a job might lack the qualifications required to perform the job effectively. New and inexperienced employees require detailed

instruction for effective performance on the job. in some cases, the past experience,

attitudes and behavior patterns of experienced personnel might be inappropriate to thenew organization. Remedial training should be given to such people to match the needs

of the organization. New employees need to provided orientation training to make them

familiar with the job and the organization.

Technological changes-technology is changing very fast. Now automation and

mechanization have are being increasingly applied in offices and service sector.

Increasing use of fast changing techniques requires training into new technology. Forinstance, staff in public sector bank is being trained due to computerization of banking

operations. No organization can take advantage of latest technology without well trained

personnel. New jobs require new skills. Thus, both new and old employees requiretraining.

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Organizational viability-in order to survive and grow an organization must continually

adopt itself to the changing environment. With increasing economic liberalization and

globalization in India, business firms are experiencing expension, growth anddiversification. in order to face international competition, the firms must upgrade their

capabilities. Existing employees need refresher training to keep them abreast of new

knowledge. Training programmers foster the initiative and creativity of employees andhelp to prevent obsolescence of skills. An organizational can build up a second line of

command through training in order to meet its future needs for human resources. Trained

staff is the most valuable asset of a company.

Internal mobility-training becomes necessary when an employee moves from one job to

another due to promotion and transfer. Employees chosen for higher level jobs need to be

trained before they are asked to perform the higher responsibilities. Training is widelyused to prepare employees for higher level jobs.

Training may be broadly categorized into two types:

On-the-job TrainingOff-the-job Training

Training need identification is a tool utilized to identify what educational courses oractivities should be provided to employees to improve their work productivity. Here the

focus should be placed on needs as opposed to desires of the employees for a constructive

outcome. In order to emphasize the importance of training need identification we canfocus on the following areas: -

To pinpoint if training will make a difference in productivity and the bottom line.

To decide what specific training each employee needs and what will improve his or her

job performance.To differentiate between the need for training and organizational issues and bring about a

match between individual aspirations and organizational goals.Identification of training needs (ITN), if done properly, provides the basis on which allother training activities can be considered. Also requiring careful thought and analysis, it

is a process that needs to be carried out with sensitivity as people's learning is important

to them, and the reputation of the organization is also at stake.Identification of training needs is important from both the organizational point of view as

well as from an individual's point of view. From an organizations point of view it is

important because an organization has objectives that it wants to achieve for the benefit

of all stakeholders or members, including owners, employees, customers, suppliers, andneighbors. These objectives can be achieved only through harnessing the abilities of its

people, releasing potential and maximizing opportunities for development. Therefore

people must know what they need to learn in order to achieve organizational goals.Similarly if seen from an individual's point of view, people have aspirations, they want to

develop and in order to learn and use new abilities, people need appropriate

opportunities, resources, and conditions. Therefore, to meet people's aspirations, the

organization must provide effective and attractive learning resources and conditions. And

it is also important to see that there is a suitable match between achieving organizationalgoals and providing attractive learning opportunities.Also in order to bring

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synchronization between organizational and individual objectives people need to question

the way they do things. And this is precisely the hidden objective behind any training

need identification process. It should ideally be a long-term process of encouragingemployees to take an active involvement in their own development, thus increasing their

commitment to learning, to their work, and to the organization as a whole.

Different Levels at which it is to be ConductedIdentification of training needs can be done at three levels to ascertain 2 kinds of needs: -

Organizational Needs-These concern the performance of the organization as a whole.

Here identification of training needs is done to find out whether the organization ismeeting its current performance standards and objectives and if not, exploring ways in

which training or learning might help it to do so. Sometimes organizational training needs

are also identified when the organization decides that it has to adopt a major new

strategy, create a new product or service, undergo a large-scale change programmed, ordevelop significant new relationships, such as joining with others to form new

partnerships.

Group Needs-Since working in groups and teams have become very much prevalent in

today's corporate world that is why nowadays there is increased emphasis given on teameffectiveness and team performance. So training needs are nowadays even identified at

the group level. Training needs here are concerned basically with the performance of a particular group, which may be a team, department, function, sub-unit, or so on.

Information about this groups performance may identify areas of need - which, again,

may be for training or other interventions. It is used to find out how efficiently aparticular team or group goes about its business and meets its current objectives.

How to determine training needsTypes of need analyses

TechniquesChecklist for evaluating a test.

The identification of training needs is the first step in a uniform method of instructionaldesign.

1. Types of Needs AnalysesMany needs assessments are available for use in different employment contexts. Sources

that can help you determine which needs analysis is appropriate for your situation aredescribed below.

Context Analysis. An analysis of the business needs or other reasons the training is

desired. The important questions being answered by this analysis are who decided thattraining should be conducted, why a training program is seen as the recommended

solution to a business problem, what the history of the organization has been with regard

to employee training and other management interventions.

User Analysis. Analysis dealing with potential participants and instructors involved inthe process. The important questions being answered by this analysis are who will receive

the training and their level of existing knowledge on the subject, what their learning style

is, and who will conduct the training.

Work analysis. Analysis of the tasks being performed. This is an analysis of the job and

the requirements for performing the work. Also known as a task analysis or job analysis,

this analysis seeks to specify the main duties and skill level required. This helps ensurethat the training which is developed will include relevant links to the content of the job.

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Content Analysis. Analysis of documents, laws, procedures used on the job. This

analysis answers questions about what knowledge or information is used on this job. This

information comes from manuals, documents, or regulations. It is important that thecontent of the training does not conflict or contradict job requirements. An experienced

worker can assist (as a subject matter expert) in determining the appropriate content.

Training Suitability Analysis. Analysis of whether training is the desired solution.Training is one of several solutions to employment problems. However, it may not

always be the best solution. It is important to determine if training will be effective in its

usage.

Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective

training results in a return of value to the organization that is greater than the initial

investment to produce or administer the training.

2. TechniquesSeveral basic Needs Assessment techniques include:

Direct observation

QuestionnairesConsultation with persons in key positions, and/or with specific knowledge

Review of relevant literatureInterviews

Focus groups

Tests

Records & report studies

Work samples

3.Checklist for Training Needs AnalysisIt is helpful to have an organized method for choosing the right test for your needs. A

checklist can help you in this process. Your checklist should summarize the kinds ofinformation discussed above. For example, is the test valid for your intended purpose? Isit reliable and fair? Is it cost-effective? Is the instrument likely to be viewed as fair and

valid by the test takers? Also consider the ease or difficulty of administration, scoring,

and interpretation given available resources. A sample checklist that you may find usefulappears on the following page. Completing a checklist for each test you are considering

will assist you in comparing them more easily.

4.Importance of trainingHigher productivity- training helps to improve the level of performance. Trained

employees perform better by using better method of work. Improvements in manpower

productivity in developed nations can be attributed in no small measure to their

educational and industrial training programmers.Better quality of work- In formal training, the best methods are standardized and taught

to employees. Uniformity of work methods and procedures help to improve the quality of

product or services. Trained employees are less likely to make operational mistakes.

Less learning period- a systematic training programmed helps to reduce the time and

cost involved in learning. Employees can more quickly reach the acceptable level of

performance. They need not waste their time and efforts in learning through trial anderror.

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Cost reduction- trained employees made more economical use of materials and

machinery. Reduction in wastage and spoilage together with increase in productivity help

to minimize cost of operations per unit. Maintenance cost in also reduced due to fewermachine breakdown and better handling of equipments. Plant capacity can be part to the

optimum use.

Reduced supervision- well-trained employees need to be self-reliant and motivated.They need less guidance and control. Therefore, supervisory burden is reduced and the

span of supervision can be enlarged.

Low accident rate- trained personnel adopt the right work methods and make use of theprescribed safety devices. Health and safety of employees can be improved.

High morale- proper training can develop positive attitudes among employees. Job

satisfaction and morale are improved due to a rise in the earnings and job security of

employees.

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

Benefits of training to employeesSelf confidence- training helps to improve the self confidence of an employee. It enables

him to approach and perform his job with enthusiasm.

Higher earnings- trained employees can perform better and thereby earn more.

Safety- training helps employees to use various safety devices. He can handle the

machines safely and becomes less prone to accidents.

Adaptability- training enables an employee to adopt to change in work procedures andmethods.

Promotion- through training employees can develop him and earn quick promotion.New skills- training develops new knowledge and skills among employees. The newskills are valuable assets of an employee and remain permanently with him.

Designing s training programmeTo indicate the companys intention to develop its employees

To guide the design and implementation of training programmed

To identify the critical areas where training is to be given on a priority basisTo provide appropriate opportunities to employees for their own betterment.

A sound policy clearly defines the following issues:

The results expected to be achieved through training.The responsibility for the training function.

The priorities for training.

The type of training required.The time and place for training.

The payment to be made to employees during the training period.

The outside agencies to be associated with the training.Relationship of training to the companys labor policy.

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PROCESS OF TRAINING/ ORGANIZATIONS NEEDS

IDENTIFICATION

Process of Training/ Organization's needs identification

Organization Needs Identification Methodology

A cross functional team or a team consisting of HR persons will be formed for the

purpose of carrying out the Needs Identification exercise

A three-day training programmed will be carried out for the team by the consultant.Besides training a detailed action plan will also be drawn up

A toolkit will be provided by the consultant to the team

The team will carry out the exercise of identifying the organization needs

The consultant will meet the team once a week to provide guidance/ hand holding

VARIOUS TRAINING METHODS USED IN AGRO INDUSTRYCommon group training methods include:

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Lecture- A lecture is the method learners often most commonly associate with college

and secondary education. Yet, it is also considered one of the least effective methods to

use for adult learners. In this method, one person (the trainer) does all of the talking. Heor she may use handouts, visual aids, question/answer, or posters to support the lecture.

Communication is primarily one-way: from the instructor to the learner.

Pros: Less time is needed for the trainer to prepare than other methods. It provides a lotof information quickly when it is less important that the trainees retain a lot of details.

Cons: Does not actively involve trainees in training process. The trainees forget much

information if it is presented only orally.

Demonstration- Demonstration is very effective for basic skills training. The trainer

shows trainees how to do something. The trainer may provide an opportunity for trainees

to perform the task being demonstrated.

Pros: This method emphasizes the trainee involvement. It engages several senses: seeing,hearing, feeling, touching.

Cons: It requires a great deal of trainer preparation and planning. There also needs to be

an adequate space for the training to take place. If the trainer is not skilled in the task

being taught, poor work habits can be learned by the trainee.Seminar- Seminars often combine several group methods: lectures, discussions,

conferences, demonstrations.

Pros: Group members are involved in the training. The trainer can use many group

methods as part of the seminar activity.

Cons: Planning is time-consuming. The trainer must have skill in conducting a seminar.

More time is needed to conduct a seminar than is needed for many other methods.

Conference -The conference training method is a good problem-solving approach. A

group considers a specific problem or issue and they work to reach agreement on

statements or solutions.

Pros: There is a lot of trainee participation. The trainees build consensus and the trainer

can use several methods (lecture, panel, and seminar) to keep sessions interesting.

Cons: It can be difficult to control a group. Opinions generated at the conference maydiffer from the managers ideas, causing conflict.

Panel -A panel provides several points of view on a topic to seek alternatives to a

situation. Panel members may have differing views but they must also have objectiveconcerns for the purpose of the training. This is an excellent method for using outside

resource people.

Pros: Trainees often find it interesting to hear different points of view. The process

invites employees to share their opinions and they are challenged to consider alternatives.

Cons: It requires a great deal of preparation. The results of the method can be difficult to

evaluate.

Role Playing -During a role play, the trainees assume roles and act out situationsconnected to the learning concepts. It is good for customer service and sales training.

Pros: Trainees can learn possible results of certain behaviors in a classroom situation.

They get an opportunity to practice people skills. It is possible to experiment with manydifferent approaches to a situation without alienating any actual customers.

Cons: A lot of time is spent making a single point. Trainers must be skilled and creative

in helping the class learn from the situation. In some role play situations, only a few

people get to practice while others watch.

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Case Studies -A case study is a description of a real or imagined situation which contains

information that trainees can use to analyze what has occurred and why. The trainees

recommend solutions based on the content provided.

Pros: A case study can present a real-life situation which lets trainees consider what they

would do. It can present a wide variety of skills in which applying knowledge is

important.Cons: Cases can be difficult to write and time-consuming to discuss. The trainer must be

creative and very skilled at leading discussions, making points, and keeping trainees on

track.

Simulations -Trainees participate in a reality-based, interactive activity where they

imitate actions required on the job. It is a useful technique for skills development.

Pros: Training becomes more reality-based, as trainees are actively involved in the

learning process. It directly applies to jobs performed after training. Simulations involve

yet another learning style, increasing the chance that trainees will retain what they havelearned.

Cons: Simulations are time-consuming. The trainer must be very skilled and make surethat trainees practice the skills correctly. Only perfect practice makes perfect.

Projects -Projects require the trainees to do something on the job which improves the

business as well as helps them learn about the topic of training. It might involve

participation on a team, the creation of a database, or the forming of a new process. Thetype of project will vary by business and the skill level of the trainee.

Pros: This is a good training activity for experienced employees. Projects can be chosen

which help solve problems or otherwise improve the operation. Trainees get first-handexperience in the topic of the training. Little time is needed to prepare the training

experience.

Cons: Without proper introduction to the project and its purpose, trainees may think theyare doing somebody elses work. Also, if they do not have an interest in the project or

there is no immediate impact on their own jobs, it will be difficult to obtain and maintain

their interest.

Common individual training methods include:

Self-discovery -Trainees discover the competencies on their own using such techniques

as guided exercises, books, and research.

Pros: Trainees are able to choose the learning style that works the best for them. Theyare able to move at their own pace and have a great deal of ownership over their learning.

Cons: Trainees can easily get side-tracked and may move slower than the trainer desires.

It is also more difficult to measure the employees progress.

Movies/videos/computer-based training -Content for the training experience comes

primarily from a videotape or computer-based program.

Pros: It is easy to provide this training and the trainer can follow-up with questions anddiscussion. It is also easy to assure that the same information is presented to each trainee.

Cons: It is expensive to develop. Most trainers choosing this option must purchase the

training from an outside vendor, making the content less specific to their needs.

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On-the-job training -This is the most common method of training. The trainee is placed

on the job and the manager or mentor shows the trainee how to do the job. To be

successful, the training should be done according to a structured program that uses tasklists, job breakdowns, and performance standards as a lesson plan.

Pros: The training can be made extremely specific to the employee's needs. It is highly

practical and reality-based. It also helps the employee establish important relationshipswith his or her supervisor or mentor.

Cons: Training is not standardized for employees. There is often a tendency to have a

person learn by doing the job, providing no real training.

Mentoring -A mentor can tutor others in their learning. Mentors help employees solve

problems both through training them in skills and through modeling effective attitudes

and behaviors. This system is sometimes known as a buddy system.

Pros: It can take place before, during, or after a shift. It gives the trainee individualattention and immediate feedback. It also helps the trainee get information regarding the

business culture and organizational structure.

Cons: Training can be interrupted if the mentor moves on. If a properly trained mentor is

not chosen, the trainee can pick up bad habits.When choosing from among these methods, the trainer must decide which one best suits

the trainees, the environment, and the investments available. Many trainers will choose tocombine methods or vary them. Others will select a single method that works best for

them and never vary. With so many options, a trainer is limited only by his or her

creativity.

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ANALYSIS OF DATA & INTERPRETATION

ORGANIZATION LEVEL:

Question: 1) Is Training Need Analysis (TNA) important ?

Respond Yes No

No. of employees 49 1

Interpretation: As per the findings 98 % of the employees believe that TNA is important

for them where as 2% of the employees are against TNA.

0

5101520253035404550

Yes No

No. ofemployees

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Question: 2) How often is Training Need Analysis done?

Respond Monthly Quarterly Half yearly AnnuallyNo.of employees 22 1 3 24

Interpretation: Out of 50 employees, 48% told that Training need analysis is done

annually, 44% told that it is done monthly where as 2% and 6% told that it is done

quarterly and half yearly.

]

0

5

10

15

20

25

30

Monthly

Qu

arte

rly

Halfy

early

Annu

ally

No. of employees

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Question: 3) How is the Training Need Analysis conducted ?

Technique No. of employeesSelf / Requisition forms 12Observation 8

QuestionnaireInterview 28Assessment centers

Peer evaluationPerformance management data

Job analysis

Annual survey 2

Interpretation: 56% of the employees said that Training needs analysis is conducted

through questionnaire, 24% said its through self requisition forms, 16% said its throughobservation whereas 4% said TNA is conducted through annual survey.

128

28

2

05

10

15

20

25

30

T ec

hn

iq ue

2.

Observation

4.

Interview

6.

Peer

evaluation

8.

Job

analysis

No. ofemployees

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Question: 4) Indicate how effective each of the following processes are for theTraining Need Analysis process?

1.Not

effective

2.Somewhat

effective

3.Effective4.Highly

effective1. Company strategy /Goals& objectives

13

2. Manpower Inventory 6

3. Skill inventory 7

4.Organization climate 12

5. Analysis of EfficiencyIndices

1

6. Changes in system orsub-system

3

7. Management requests ormanagement Interrogation 4

8. Exit Interviews 2

9. MBO / Work planning &review systems

2

Interpretation: When asked about the various processes whether they are effective ornot for the training need analysis process,26% of the employees said it is the company

strategy goal and objectives that are highly effective process,24% said it is the

organizational climate that is highly effective, 14% employees said that skill inventory iseffective, 12% said manpower inventory is effective,8% employees said management

requests and management interrogation are effective, 6% of the employees said it is the

1

6 7

34

2 2

1312

0

2

4

68

10

12

14

. i.

.

1.Not effective

2.Somewhat effective3.Effective4.Highly effective

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system and sub system change that is effective, but 4% employees said it is the exit

interview andQuestion 5) who initiates the Training Need Analysis?

No. of employees

Supervisor 28

Employees

Staff DepartmentTraining Department 22External consultantsIf others please mention

No.of employees

No.of

employees, 28,

56%

No.of

employees, ,

0%

No.of

employees, ,

0%

No.of

employees, 22,

44%

No.of

employees, ,

0%

No.of

employees, ,

0%

1. Supervisor

2.

Employees

3. Staff

Department

4. Training

Department

5. External

consultants

6. If others please

mention

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

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Question: 6) In the past two years, has your organization changed the way theyconduct the Training Need Analysis?

Respond Yes No


Interpretation: As per my findings 88 % of the employees believe that organization

changed the way of conducted training need analysis where as 12% of the employees are

against that organization not change the way of conduct TNA.

No. of employees

No. ofemployees,

Yes, 44

No. ofemployees, No,

6

YesNo

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GROUP LEVEL:Question: 1) Are the following operational data used for TNA (Training NeedAnalysis)?

No. of employees

Job description 27

Job specification

Performance standard 5

Performance on the Job 10

Perception of the Job by the Job Holder

Perception of the Job by the supervisor

Perception of the Job by management

Input from training committees 8

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No.of employees

27, 54%

, 0%, 0%5, 10%

10, 20%

, 0%, 0%, 0%, 0%, 0%8, 16%

1. Job description

2. Job specification

3. Performance standard

4. Performance on the

Job

5. Perception of the Job

by the Job Holder

6. Perception of the Job

by the supervisor

7. Perception of the Jobby management

8. Input from training

committees

Interpretation: out of 100 employees, 54% employees operational data for TNA through

Job Description, 20% employees told through Performance on the Job whereas 16%employees told through input from training committees, 10% employees told through

Performance Standard.

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Question: 2) What operating problems determine Training Need Analysis?

No. of employees % of employeesDown time reports 37 74%Waste

RepairsLate deliveriesQuality control 13 36%

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

No.of employees

No.ofemployees, 37,

No.ofemployees, ,

No.ofemployees, ,

No.ofemployees, ,

No.ofemployees, 13,

1. Down timereports

2.Waste

3.Repairs

4. Latedeliveries

5. Qualitycontrol

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INDIVIDUAL LEVELQuestion: 1) How nomination for a Training Program done?

No. of employeesSelf Requisition 28Supervisor 12

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

through Supervisor.

No.of employees

No.ofemployees, 1.

SelfRequisition

, 28,

No.ofemployees, 2.Supervisor

, 12,

1. SelfRequisition

2.Supervisor

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Question: 2) How is Training Need Analysis determined?

Technique No. of employees

Performance Appraisal data 16

Supervisor Observation 10Peer feedbackWork samplingInterview 13Questionnaire 8Tests of Job Knowledge/ Skills/Achievements 2Training Progress chartsCritical IncidentsAssessment Center Feedback 1Coaching FeedbackMBO or work planning and review system

Interpretation: 32% employees told TNA is determined through Performance Appraisal

data, 26% employees told it is determined through Interview, 24% employees told it is

determined through Superior observation, 16% employees told it is determined through

Questionnaire, 4% of employees told it is determined through Tests of Job

knowledge/skills/Achievements whereas 2% employees told it is determined throughAssessment Center Feedback.

1610

138

2 102468

1012141618

1.

3.

.7

9. 1

1. No.of employees

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Question: 3) Do you consider Training Need Analysis to be a form filling exercise?

Respond Yes No


% of employees 46% 92%

Yes

Yes, No. of

employees,

4, 8%

Yes, % of

employees,

46, 92%

No. of employees

% of employees

Interpretation: As per the findings 46 % of the employees believe that TNA is to be

form of filling exercise for them where as 92% of the employees are against TNA filling

exercise.

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Question: 4) Does Training Need Analysis lead to training effectiveness?

Respond Yes No


% of employees 46% 92%

No. of employees

No. of

employees,

Yes, 4,

98%

No. of

employees,

No, 8%, 2%

Yes No

Interpretation: As per the findings 46 % of the employees believe that TNA is lead to

training effectiveness for them where as 92% of the employees are against TNA training

effectiveness.

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Recommendations and Suggestions

1. . While conducting TNA(training need analysis) in the organization questionnaireand peer evaluation should be given importance.

2. TNA should be initiated by employees as well because sometimes employees cantrain their peers in a more effective way.

3. When TNA is determined peer feedback and MBO should be considered.

4. TNA can be conducted in the most effective way when each and every employee

of the organization is taken into consideration.

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FINDINGS OF THE STUDY

1.As per the findings 98 % of the employees of agro industry believe that Training needassessment (TNA)is important for them where as 2% of the employees are against it.

2.56% of the employees said that Training needs analysis is conducted throughquestionnaire, 24% said its through self requisition forms, 16% said its through

observation whereas 4% said TNA is conducted through annual survey. So questionnaire

method is effective for TNA.

3.Mostly training need analysis is done through supervisor, but sometime through

training department

4.Organization changed the way of conducted training need analysis

5.Nomination for a training programme is done through Self Requisition but sometime

through Supervisor.TNA is determined through Performance Appraisal data,Interview,Superior observation, Questionnaire,tests of Job

knowledge/skills/Achievements .but sometime through Assessment Center Feedback.

6. As per the findings 46 % of the employees of agro believes that TNA is to be form of

filling exercise for them where as 92% of the employees are against TNA filling exercise.

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LIMITATIONS OF THE STUDY

The limitations which were faced during project were

1.Time was the biggest constraint but all effort was made to get all the relevant

information required for the study.

2.The primary data collected might be biased.

3.The study conducted is restricted to FMCG industry only.

4.Due to shortage of time it was not possible to go into deep and collect all the

informations about the department.

5.Employees used an internal network system. Which was not allowed to use network.

6.In the HR department data is very much secret, so trainer did not allow to accesswithout permission of the boss.

7.Without intermixes card no one allow in the office & no one go anywhere in the office.

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CONCLUSION

The learner often thinks they know what they need/want - but are often misinformed. So,

the training professional needs to keep the training needs questions focused on the need,as opposed to the perceived solution.

A Training Needs Analysis (TNA) is used to assess an organizations training needs. The

root of the TNA is the gap analysis. This is an assessment of the gap between theknowledge, skills and attitudes that the people in the organization currently possess and

the knowledge, skills and attitudes that they require to meet the organizations objectives.

Why do people need the training, who needs the training, when will they need thetraining and where may the training be conducted? The first step in the training process is

to conduct a training needs analysis.

This is a step which can sometimes be overlooked, especially when the time frame to

complete training is demanding. However, skipping the training needs analysis can cause

many problems in the long run. Valuable resources may be wasted on training that is notneeded, or effective

For agro industry training needs identification is very important. Training need analysis isdone at monthly and annually. Training program determines whether training is needed

and, if needed, at what level. TNA is determines training needs at three levels:

Organization levelGroup level

Individual level

Therefore, training needs analysis (TNA) is an effective way to identify any gap between

the skills your business needs and those your employees have.It involves gathering information to identify areas where your employees could improve

their performance. The company can use self acquisition forms, observe the activities ofemployees, questionnaire or can do annual surveys to collect this information.The various processes like Company strategy /Goals & objectives, Manpower Inventory,

Skill inventory, Organization climate are also very helpful for the process of training

need analysis.Training needs analysis is mostly initiated by the supervisor and training department.

TNA is determined with the help of job description, performance on the job and inputs

from the training committee, Performance Appraisal data, Supervisor Observation,Interview, and Questionnaire etc.

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BIBLIOGRAPHY

Books:

Boudreau Milkovich, Human Resource Management, New Delhi,Business

Publications,Inc;1994

Kothari, C.R., Quantitative Techniques, New Delhi, Vikas Publishing House Ltd.,

1978.

Sahu,R.K., Training for Development, New Delhi, Excel Books, 2006.

Websites:

www.humanlinks.com

www.citehr.com

www.amazon.com

www.bookfista.com

www.parleproducts.com

www.nestle india.com

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ANNEXURE

QUESTIONNAIRE

ORGANIZATION LEVEL:

1. Is Training Need Analysis done in your organization? [Mark 1 or 2]1. Yes2. No

Your choice:

2. How often is Training Need Analysis done? [Mark 1, 2, 3, 4]

1. Monthly2. Quarterly3. Half-yearly4. Annually

Your choice:

3. How is the TNA conducted in your organization? (Mark as per the instruction)[1-most frequently followed..10-once in a while][Mark NA if not at all done]

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

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4. Indicate how effective each of the following processes are for the Training Need Analysisprocess? Mark your choice as Y

1.Noteffective

2.Somewhateffective

3.Effective4.Highlyeffective

5.Not applicable

1. Companystrategy /Goals &objectives

2. Manpower Inventory

3. Skill inventory

4.Organizationclimate

5. Analysis of Efficiency Indices

6. Changes in systemor sub-system

7. Managementrequests or managementInterrogation

8. Exit Interviews

9. MBO / Workplanning & reviewsystems

5. Who initiates the Training Need Analysis in your organization?

(Put a tick mark against the options available)

1. Supervisor ---------------2. Employees ---------------3. Staff Department ---------------4. Training Department ---------------5. External consultants ---------------6. If others please mention ---------------

6. in the past two years, has your organization changed the way they conduct the Training NeedAnalysis?

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7. How was it done earlier and how is it done now?

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GROUP LEVEL:

1. Are the following operational data used for TNA (Training Need Analysis)?

(Mark 1 if it is used, 2 if it is not used, 3 if the practice will be used shortly)

1. Job description

2. Job specification

3. Performance standard

4. Performance on the Job

5. Perception of the Job by the Job Holder

6. Perception of the Job by the supervisor

7. Perception of the Job by management

8. Input from training committees

2. What operating problems determine TNA?(Rank in order of preference: 1 highest preference)

1. Down time reports ---------------2. Waste ---------------3. Repairs ---------------4. Late deliveries ---------------5. Quality control ---------------

INDIVIDUAL LEVEL

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

1. Self Requisition ---------------2. Supervisor ---------------3. Combination of both ---------------4. If others specify ---------------

7. How is TNA determined?

(Put a tick mark against the options available)

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1. Performance Appraisal data ---------------2. Supervisor Observation ---------------3. Peer feedback ---------------4. Work sampling ---------------5. Interview ---------------

6. Questionnaire --------------7. Tests of Job Knowledge/ Skills/Achievements ---------------8. Training Progress charts ---------------9. Critical Incidents ---------------10. Assessment Center Feedback ---------------11. Coaching Feedback ---------------12. MBO or work planning and review system ---------------

9. Do you consider TNA to be a form filling exercise?

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10 In your opinion does Training Need Analysis lead to training effectiveness?

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11. Which is the most effective way of conducting a Training Need Analysis according to you?

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training needs[1] (1)

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