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INTRODUCTION

Training:

In the present industrial era, it is necessary to raise the skill levels and increase the versatility

and adoptability of employees. Inadequate job performance a decline in productivity or changes

resulting out of job redesigning or a technological break -through require some type of training

and development efforts.

As the jobs become more complex, the importance of employee development also increases in

a rapidly changing society.

"Employee training and development is not only an activity that is desirable but also an activity

that an organization must commit resources to if it is to maintain a viable and knowledgeable

work force."

Thus it shows that training and development has been becoming more and more important par

of any industrial undertaking. Moreover management ability does not come automatically. It

comes slowly and gradually from training experience and growth, since the days of the early

Management pioneers, training has been recognized as vital and legitimate area of corporate

concern.

Definition of Training:

Following are some of the major definitions given by various scholars:

According to Flippo," Training is the act of increasing the knowledge and skill of an

employee for doing a particular job

According to lucius, "The term training is used to indicate only a process, by which the

aptitudes, skills and abilities of the employees to perform specific jobs are increased."

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Characteristics or Nature of Training

On the basis of different given by various scholars and on the basis of general knowledge the

following facts can be presented about the nature or training and its characteristics:

Expense on Training is investment and not wastage:

The most important characteristics of training is that expenditure incurred on it is

investment and not wastage. In other words the expenses on training of employees will be a

recurring advantage for the enterprises for a long run, which will be in the form of an

increased efficiency of the employees.

It relates to special jobs:

The purpose of training is not to increase the general knowledge of the employees but to

make them proficient or skillful in a special job.

It is beneficial both to the organization and the employees:

Training is a process which benefits both the organization and the employees. on the one

hand ,the dream of the enterprise to have more production is fulfilled, and on the other

hand, because of increased proficiency the employee get better remuneration by increasing

production in less time. Because of a decrease in the numbers of accidents their life is also

safe and secured.

Training is a continuous process

Training is not a process which can give all the knowledge to an employee regarding a

particular work for all time to come. Whenever some new procedure, and new technology

are adopted in the enterprise, training becomes imperative.

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Difference between Training and Development :

Basis Training Development

Meant for Operatives Executives

Focus Current job Current and future jobs

Scope Individual employee Work group or organization

Goal Fix current skill deficit Prepare for future work demands

Initiated by Management The Individual

Content Specific job related

information

General Knowledge

Time- frame Immediate Long term

Table-1

IMPORTANCE:

BENEFITS OF THE BUSINESS BENEFITS OF THE EMPLOYESS

Trained worker works more efficiency. Training makes an employee more useful

to a firm. Hence he will find employment

more easily.

They use machines tools, materials in a

properly is thus eliminated to a large

extent.

Makes employees more efficient and

effective.

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Fewer accidents, Trained worker need

not be put under close supervision as

they know how to handle operations

properly.

Training enables employees to secure

promotions easily.

Training makes employees more loyal

to an organization. They will less in

client to leave the unit where there is

growth opportunity.

It can enable employees to cope up with

organizational social & technological

changes.

Table-2

Need for Training

Training is needed to serve the following purposes:.

Newly recruited employees require training so as to perform their tasks effectively.

Training is necessary to prepare existing employees for high level jobs. Existing employees

require refresher training so as to keep abreast of the latest developments in job operations.

In the face of rapid technological changes, this is an absolute necessity.

Training is necessary to make employees mobile and versatile.

Training is needed to bridge the gap between what the employees have and what the job

demands. Training is needed to make employees more productive and useful in long run.

Training Methods

There is a range of teaching methods available to the trainer. Each method has its advantages

& disadvantages in terms of the objective of a particular training programme or training

situation. The differences between the training methods lie mainly in terms of the trainees

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personal involvement or participation in the process of learning. This can be represented on a

continuum from least to highest involvement. It is difficult to establish whether one method of

instruction is superior, in every way, to another method. Each method of instruction has its use

in a training programme.

The choice of method is a matter of experience & competence of the instructor. It is also a

matter of his judgments of how much & what a particular group of trainees could learn from

using one method or another.

However, in management training the principal problem is not how to deal with specific

subjects & functional areas. It is much more important to:

Explain the relationship between various functions of the enterprise & highlight the

complex character of the management process;

Help participants not to take a one-function & over-simplified approach to multi-

dimensional situations in business organizations.(one-function approach means

marketing man viewing everything from marketing point of view, production man

viewing everything from production point of view etc.)

Promote general management skills, which essentially lie in an inter-disciplinary systems

approach to management.

Training method can be classified by the location of instruction. It may be divided into two

types

I. On the Job Training

II. Off the Job Training

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ON THE JOB TRAINING:

It is provided when the workers are taught relevant knowledge, skills and abilities at the actual

workplace. The widely used training methods are listed below.

1. Job Instruction Training

The JIT methods is a four step instructional process involving preparation, presentation,

performance tryout and follow up. It is used generally to teach workers how to do their current

jobs. The four steps followed in the JIT methods are:

The trainee receives an overview of the job, its purposes and its desired outcomes, with a

clear focus on the relevance of training.

The trainer demonstrates the job in order to give the employees a model to copy. The

trainer shows aright way to handle the job.

Next, the employee is permitted to copy the trainer way. Demonstrations by the trainer and

practice by the trainee are repeated until the trainee masters the right way to handle the job.

Finally, the employees does the job independently without supervision.

2. Coaching

Coaching is a kind of daily training and feedback given to employees by immediate

supervisors. It involves a continuous process of learning by doing. It may be as an informal,

unplanned training and development activity provided by supervisors and peers. In coaching,

the supervisor explain things and answers questions, he throws light on why things are done the

way they are, he offers a model for trainee to copy; conducts lot of decision making meetings

with trainees; procedures are agreed upon and the trainee is given enough authority to make

divisions and even commit mistakes.

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3. Mentoring

Mentoring is the process of shaping competencies or behaviors by providing feedback, usually

to subordinates or even peers, about how to achieve the best in life.

Mentoring is relationship in which senior manager in organization assumes responsibility for

grooming a junior person. Generally, technical, interpersonal & political skills are conveyed in

such a relationship from a more experienced person.

Objective:

1. To help identify Mentors who can train the next generation Trainees, to align and move into

the organization, thus building a talent pool in the years to come.

2. To help in institutionalizing a Mentoring system which would help nurture high potential

individuals and put them on a faster learning curve.

3. Start an initiative that would bring a different culture and space for the future managers.

Methodology

Phase 1 Identifying Mentors

1. Identify prospective Mentors.

2. Identify the Critical Competencies required for being a mentor.

3. Map the competencies of the Mentors.

4. Identify Individuals who have maturity to become Mentors.

Phase 2 Training the Mentor.

1. Train the Mentors on the key aspects of mentoring and process that aid in institutionalizing

mentoring as a system.

2. A three-day Role and Identity Lab: This would be designed to build up the energy required

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and the commitment to the process. Each individual would need to find a context, which

would sustain the role that he is required to play.

Phase 3 Mentee Training

A two-day workshop for all Mentees

1. To lay a context for the mentees and understand of the role that he !s required to play.

2. Create a context to understand the style and the best fit for the Mentor Mentee Match.

4. APPRENTICESHIP TRAINING

Apprenticeship training dates back to the Middle Ages, when skilled craftsmen passed on their

knowledge to others as a way of preserving the guilds. Today, apprenticeship programs are

partnerships between labor unions, employers, schools, and the government. They are most

often found in the skilled trades and professional unions such as boiler engineers, electrical

workers, pipe fitters, and carpenters. The typical apprenticeship program requires two years of

on-the-job experience and about 180 hours of classroom instruction, though requirements vary.

An apprentice must be able to demonstrate mastery of all required skills and knowledge before

being allowed to graduate to journeyman status. This is documented through testing and

certification processes. Journeymen provide the on-the-job training, while adult education

centers and community colleges typically provide the classroom training. Formal

apprenticeship programs are regulated by governmental agencies that also set standards and

provide services.

OFF THE JOB TRAINING

1. SIMULATIONS

Simulations are designed to mimic the processes, events, and circumstances of the trainee's job.

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Equipment simulators, business games, in-basket exercises, case studies, role playing, and

behavior modeling, are types of simulations.

2. EQUIPMENT SIMULATORS.

Equipment simulators are mechanical devices that incorporate the same procedures,

movements and/or decision processes that trainees must use with equipment back on the job.

Among those trained with this method are airline pilots, air traffic controllers, military

personnel, drivers, maintenance workers, telephone operators, navigators, and engineers. To be

effective the simulator and how it is used must replicate, as closely as possible, the physical and

psychological (time pressures, conflicting demands, etc.) aspects of the job site. To facilitate

this, the equipment operators and their supervisors should be involved in the simulation design

and pre-testing. This reduces potential resistance to the training and, more importantly,

increases the degree of fidelity between the simulation and the work setting

3. BUSINESS GAMES.

Business games attempt to reflect the way an industry, company, or functional area operates.

They also reflect a set of relationships, rules, and principles derived from appropriate theory

(e.g., economics, organizational behavior, etc.). Many business games represent the total

organization, but some focus on the functional responsibilities of particular positions within an

organization (e.g., marketing director, human resource manager). These are called functional

simulations. Games that simulate entire companies or industries provide a far better

understanding of the big picture. They allow trainees to see how their decisions and actions

influence not only their immediate target but also areas that are related to that target. Prior to

starting the game trainees are given information describing a situation and the rules for playing

the game. They are then asked to play the game, usually being asked to make decisions about

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what to do given certain information. The trainees are then provided with feedback about the

results of their decisions, and asked to make another decision. This process continues until

some predefined state of the organization exists or a specified number of trials have been

completed. For example, if the focus is on the financial state of a company, the game might end

when the company has reached a specified profitability level or when the company must

declare bankruptcy. Business games involve an element of competition, either against other

players or against the game itself. In using them, the trainer must be careful to ensure that the

learning points are the focus, rather than the competition.

4. IN-BASKET TECHNIQUE

The in-basket technique simulates the type of decisions that would typically be handled in a

particular position such as a sales manager or operations manager. It affords an opportunity to

assess and/or develop decision-making skills and attitudes. To begin the exercise, trainees are

given a description of their role (a current or future job) and general information about the

situation. Trainees are then given a packet of materials (such as requests, complaints, memos,

messages, and reports) which make up the in-basket. They are asked to respond to the materials

within a particular time period (usually 2 to 4 hours). When the in-basket is completed, the

trainer asks the trainee to identify the processes used in responding to the information and to

discuss their appropriateness. The trainer provides feedback, reinforcing appropriate decisions

and processes or asking the trainee to develop alternatives. A variation is to have trainees

discuss their processes in a group format moderated by the trainer. Here the trainer should

attempt to get the trainees to discover what worked well, what didn't and why.

5. CASE STUDY

Case studies are most often used to simulate strategic decision-making situations, rather than

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the day-to-day decisions that occur in the in-basket. The trainee is first presented with a history

of the situation in which a real or imaginary organization finds itself. The key elements and

problems, as perceived by the organization's key decision makers, may also be provided. Case

studies range from a few pages in length to more than a hundred. Trainees are asked to respond

to a set of questions or objectives. Responses are typically, though not always, in written form.

Longer cases require extensive analysis and assessment of the information for its relevance to

the decisions being made. Some require the trainee to gather information beyond what was in

the case. Once individuals have arrived at their solutions, they discuss the diagnoses and

solutions that have been generated in small groups, large groups, or both. In large groups a

trainer should facilitate and direct the discussion. The trainer must guide the trainees in

examining the possible alternatives and consequences without actually stating what they are.

Written and oral responses to the case are evaluated by the trainer. The trainer should convey

that there is no single right or wrong solution to the case, but many possible solutions

depending on the assumptions and interpretations made by the trainees. The value of the case

approach is the trainees' application of known concepts and principles and the discovery of new

ones. The solutions are not as important as the appropriateness with which principles are

applied and the logic with which solutions are developed.

6. ROLE PLAY.

The role play is a simulation of a single event or situation. Trainees who are actors in the role

play are provided with a general description of the situation, a description of their roles (e.g.,

their objectives, emotions, and concerns) and the problem they face.

Role plays differ in the amount of structure they provide to the actors. A structured role play

provides trainees with a great deal of detail about the situation that has brought the characters

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together. It also provides in greater detail each character's attitudes, needs, opinions, and so on.

Structured role plays may even provide a scripted dialog between the characters. This type of

role play is used primarily to develop and practice interpersonal skills such as communication,

conflict resolution, and group decision making. Spontaneous role plays are loosely constructed

scenarios in which one trainee plays herself while others play people that the trainee has

interacted with in the past (or will in the future). The objective of this type of role play is to

develop insight into one's own behavior and its impact on others. How much structure is

appropriate in the scenario will depend on the learning objectives.

Whether structured or spontaneous, role plays may also differ based on the number of trainees

involved. Single, multiple, and role-rotation formats provide for more or less participation in

the role play. In a single role play, one group of trainees role plays while the rest of the trainees

observe. While observing, other trainees analyze the interactions and identify learning points.

This provides a single focus for trainees and allows for feedback from the trainer. This

approach may cause the role players to be embarrassed at being the center of attention, leading

to failure to play the roles in an appropriate manner. It also has the drawback of not permitting

the role players to observe others perform the roles. Having non-trainees act out the role play

may eliminate these problems, but adds some cost to the training.

In a multiple role play, all trainees are formed into groups. Each group acts out the scenario

simultaneously. At the conclusion, each group analyzes what happened and identifies learning

points. The groups may then report a summary of their learning to the other groups, followed

by a general discussion. This allows greater learning as each group will have played the roles

somewhat differently. Multiple role plays allow everyone to experience the role play role play

in a short amount of time, but may reduce the quality of feedback. The trainer will not be able

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to observe all groups at once, and trainees are usually reluctant to provide constructive

feedback to their peers. In addition, trainees may not have the experience or expertise to

provide effective feedback. To overcome this problem, video tapes of the role plays can be

used by the trainee and/or trainer for evaluation.

The role-rotation method begins as either a single or multiple role play. However, when the

trainees have interacted for a period of time, the role play is stopped. Observers then discuss

what has happened so far and what can be learned from it. After the discussion, the role play

resumes with different trainees picking up the roles from some, or all, of the characters. Role

rotation demonstrates the variety of ways the issues in the role play may be handled. Trainees

who are observers are more active than in the single role play since they have already

participated or know they soon will be participating. A drawback is that the progress of the role

play is frequently interrupted, creating additional artificiality. Again, trainees may be inhibited

from publicly critiquing the behavior of their fellow trainees.

7. BEHAVIOR MODELING

Behavior modeling is used primarily for skill building arid almost always in combination with

some other technique. Interpersonal skills, sales techniques, interviewee and interviewer

behavior, and safety procedures are among the many types of skills that have been successfully

learned using this method. While live models can be used, it is more typical to video tape the

desired behavior for use in training. The steps in behavior modeling can be summarized as

follows:

1. Define the key skill deficiencies

2. Provide a brief overview of relevant theory

3. Specify key learning points and critical behaviors to watch for

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4. Have an expert model the appropriate behaviors

5. Have trainees practice the appropriate behaviors in a structured role play

6. Have the trainer and other trainees provide reinforcement for appropriate imitation of the

model's behavior

Behavior modeling differs from role plays and games by providing the trainee with an example

of what the desired behavior looks like prior to attempting the behavior. While this method is

primarily behavioral, steps 2 and 3 reflect the cognitively oriented learning features of the

technique. Feedback to the trainee is especially powerful when video is used to record both the

model's and the trainee's performance. Through split screen devices, the performance of the

model and the trainee can be shown side by side. This allows the trainee to clearly see where

improvements are needed.

Simulations are not good at developing declarative knowledge. Some initial level of declarative

and procedural knowledge is necessary before a simulation can be used effectively. Although

some knowledge development can occur in simulations, usually other methods are required for

this type of learning. Simulations provide a context in which this knowledge is applied.

Improving the trainees' ability to apply knowledge (i.e., facts, procedures, strategies) is the

focus of simulations. Simulations do a good job of developing skills because they:

simulate the important conditions and situations that occur on the job

allow the trainee to practice the skill

provide feedback about the appropriateness of their actions

Each of the different formats has particular types of skills for which they are more appropriate:

Mechanical, machine operation and tool-usage skills are best learned through use of

equipment simulators.

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Business decision-making skills (both day to day and strategic), planning, and complex

problem solving can be effectively learned through the use of business games.

The in-basket technique is best suited to development of strategic knowledge used in

making day-to-day decisions.

Case studies are most appropriate for developing analytic skills, higher-level principles,

and complex problem-solving strategies. Because trainees do not actually implement

their decision/solution, its focus is more on what to do (strategic knowledge) than on

how to get it done (skills).

Role plays provide a good vehicle for developing interpersonal skills and personal

insight, allowing trainees to practice interacting with others and receiving feedback.

They are an especially effective technique for creating attitude change, allowing

trainees to experience their feelings about their behavior and others' reactions to it.

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SCOPE & IMPORTANCE

Scope of Training & Development

Some of the specific reasons as to why a business should train its employees are:

Future needs of employees will be met through training and development programmes.

Organizations take fresh diploma holders or graduates as apprentices or management

trainees. They are absorbed after course completion.

Training serves as an effective source of recruitment.

Training is an investment in human recourses with a promise and it serves as an

effective source of recruitment.

Training is an investment in HR with a promise of better returns in future.

Training and development programmes, as pointed out, help remove performance

deficiencies in employees.

Introduce new employees to the business (this is known as induction training) see

below

Help provide the skills the business needs (in particular making the workforce more

flexibleor being trained on new higher technology machinery)

Provide employees with better knowledge about the business and the market it operates

in

Provide support for jobs that are complex and for which the required skills and

knowledge are often changing (e.g. a firm of lawyers training staff about new

legislation)

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Support the introduction of new working methods, such as a firm introducing new lean

production techniques

Reduce the need for supervision and therefore free up valuable manager time Help

achieve a good health and safety record Help improve quality of a product or service

and lower customer complaints

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.

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.

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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.

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

organisational policies

Training and Development helps in developing leadership skills, motivation, loyalty, better

attitudes, and other aspects that successful workers and managers usually display.

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INDUSTRY PROFILE

The Indian Pharmaceutical Industry today is in the front rank of Indias science-based

industries with wide ranging capabilities in the complex field of drug manufacture and

technology. A highly organized sector, the Indian Pharma Industry is estimated to be worth $

4.5 billion, growing at about 8 to 9 percent annually. It ranks very high in the third world, in

terms of technology, quality and range of medicines manufactured. From simple headache pills

to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is

now made indigenously.

Playing a key role in promoting and sustaining development in the vital field of medicines,

Indian Pharma Industry boasts of quality producers and many units approved by regulatory

authorities in USA and UK. International companies associated with this sector have

stimulated, assisted and spearheaded this dynamic development in the past 53 years and helped

to put India on the pharmaceutical map of the world.

The Indian Pharmaceutical sector is highly fragmented with more than 20,000 registered units.

It has expanded drastically in the last two decades. The leading 250 pharmaceutical companies

control 70% of the market with market leader holding nearly 7% of the market share. It is an

extremely fragmented market with severe price competition and government price control.

The pharmaceutical industry in India meets around 70% of the country's demand for bulk

drugs, drug intermediates, pharmaceutical formulations, chemicals, tablets, capsules, orals and

injectibles. There are about 250 large units and about 8000 Small Scale Units, which form the

core of the pharmaceutical industry in India (including 5 Central Public Sector Units). These

units produce the complete range of pharmaceutical formulations, i.e., medicines ready for

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consumption by patients and about 350 bulk drugs, i.e., chemicals having therapeutic value and

used for production of pharmaceutical formulations.

Following the de-licensing of the pharmaceutical industry, industrial licensing for most of the

drugs and pharmaceutical products has been done away with. Manufacturers are free to produce

any drug duly approved by the Drug Control Authority. Technologically strong and totally self-

reliant, the pharmaceutical industry in India has low costs of production, low R&D costs,

innovative scientific manpower, strength of national laboratories and an increasing balance of

trade. The Pharmaceutical Industry, with its rich scientific talents and research capabilities,

supported by Intellectual Property Protection regime is well set to take on the international

market.

DVANTAGE INDIA

Competent workforce: India has a pool of personnel with high managerial and technical

competence as also skilled workforce. It has an educated work force and English is commonly

used. Professional services are easily available.

Cost-effective chemical synthesis: Its track record of development, particularly in the area of

improved cost-beneficial chemical synthesis for various drug molecules is excellent. It provides

a wide variety of bulk drugs and exports sophisticated bulk drugs.

Legal & Financial Framework: India has a 53 year old democracyand hence has a solid legal

framework and strong financial markets. There is already an established international industry

and business community.

Information & Technology: It has a good network of world-class educational institutions and

established strengths in Information Technology.

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Globalisation: The country is committed to a free market economy and globalization. Above

all, it has a 70 million middle class market, which is continuously growing.

Consolidation: For the first time in many years, the international pharmaceutical industry is

finding great opportunities in India. The process of consolidation, which has become a

generalized phenomenon in the world pharmaceutical industry, has started taking place in

India.

THE GROWTH SCENARIO

India's US$ 3.1 billion pharmaceutical industry is growing at the rate of 14 percent per year. It

is one of the largest and most advanced among the developing countries.

Over 20,000 registered pharmaceutical manufacturers exist in the country. The domestic

pharmaceuticals industry output is expected to exceed Rs260 billion in the financial year 2002,

which accounts for merely 1.3% of the global pharmaceutical sector. Of this, bulk drugs will

account for Rs 54 bn (21%) and formulations, the remaining Rs 210 bn (79%). In financial year

2001, imports were Rs 20 bn while exports were Rs87 bn.

STEPS TO STRENGTHEN THE INDUSTRY

Indian companies need to attain the right product-mix for sustained future growth. Core

competencies will play an important role in determining the future of many Indian

pharmaceutical companies in the post product-patent regime after 2005. Indian companies, in

an effort to consolidate their position, will have to increasingly look at merger and acquisition

options of either companies or products. This would help them to offset loss of new product

options, improve their R&D efforts and improve distribution to penetrate markets.

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Research and development has always taken the back seat amongst Indian pharmaceutical

companies. In order to stay competitive in the future, Indian companies will have to refocus

and invest heavily in R&D.

The Indian pharmaceutical industry also needs to take advantage of the recent advances in

biotechnology and information technology. The future of the industry will be determined by

how well it markets its products to several regions and distributes risks, its forward and

backward integration capabilities, its R&D, its consolidation through mergers and acquisitions,

co-marketing and licensing agreements.

COMPANY PROFILE

Jubilant Organosys is a collaborative, innovative provider of products and services to the global

life sciences industry, striving to accelerate the process of pharmaceutical drug approval.

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We have a presence across the pharmaceuticals value chain ranging from drug discovery

services, custom research and manufacturing services, advance intermediates and fine

chemicals to active pharmaceutical ingredients, dosage forms and regulatory affairs services.

We also enjoy leadership in Industrial Products and Performance Polymers products in India.

VISION, PROMISE & VALUES

Jubilant symbolizes positivity, dynamism, triumph and joy, all of which guide and shape the

Groups collective experiences and efforts. Jubilant will always care for human needs, share its

expertise to provide a better life and help upgrade the stakeholders standard of living and

sustainable growth by dynamizing the value chain within the Group.

Our vision is to be amongst the top 10 most admired companies to work for. We want to

maintain our leadership position in our chosen area of business in India and to establish it

globally. We will endeavour to create new opportunities for growth in our strategic businesses

which give a 10 points higher rate of return than the cost of capital.

Our values determine our business path. Combined with our Promise and Vision, these values

have determined what we have achieved and they continue to guide our future.

OUR VISION

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OUR PROMISE

OUR VALUES

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We will carefully select, train anddevelop our people to be creative,

empower them to take decisions, sothat they respond to all customers

with agility, confidence andteamwork

We stretch ourselves to be costeffective and efficient in all aspects

of our operations and focus onflawless delivery to create andprovide the best value to our

customers

By sharing our knowledge and

learning from each other and fromthe markets we serve, we will

continue to surprise our customerswith innovative solutions

With utmost care for the environment

and safety, we will always strive toexcel in the quality of our processes,

our products and our services

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CORPORATE OVERVIEW

Jubilant Organosys is an integrated pharmaceutical industry player having presence across the

pharmaceuticals value chain. We are a collaborative and innovative provider of products and

services to the global life sciences industry, striving to accelerate the process of pharmaceutical

drug approval. Our range of offerings include drug discovery and development services,

custom research and manufacturing services, advance intermediates, fine chemicals, active

pharmaceutical ingredients, dosage forms and regulatory affairs services.

We are one of the largest Indian Custom Research and Manufacturing Services (CRAMS) and

Drug Discovery Services companies and a leading active pharmaceuticals ingredients company

in India.

We are a Science Active company with more than 25 years of chemistry knowledge in

producing innovative products and processes by leveraging our R&D expertise, knowledge

driven operations and global scale manufacturing capacities.

Jubilant Organosys has three subsidiary companies in India - Jubilant Biosys Ltd. for

bio/chemo informatics databases & drug discovery services, Jubilant Chemsys Ltd. for

medicinal chemistry services and Clinsys Clinical Research Ltd. for clinical research.

We have a strong international presence, having international subsidiaries in USA, Belgium

and China. PSI N.V. and PSI Supply N.V., in which Jubilant Organosys holds 80% equity, are

the Belgium based pharmaceuticals companies providing regulatory affairs services and supply

of dosage forms to European generic companies. Jubilant Pharmaceuticals, Inc., a subsidiary of

Jubilant in USA, is a generic pharmaceutical company having a US FDA approved

manufacturing facility in the USA. Clinsys Clinical Research Inc., a wholly owned subsidiary,

is a clinical research organization (CRO) operating out of the USA. Jubilant Organosys also has

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marketing subsidiaries in USA and China. Jubilant products are sold across the globe in more

than 50 countries.

Our business is organized in three business segments: Pharmaceuticals & Life Science

Products, Industrial Products and Performance Polymers.

We have four manufacturing locations in India situated at Gajraula (in Uttar Pradesh),

Nanjangud (in Karnataka), Nira (in Maharashtra) and Samlaya (in Gujarat) and a US FDA

approved manufacturing facility for dosage forms in Maryland, USA.

Globally, Jubilant Organosys is a leading manufacturer in defined product segments, including

select APIs (e.g., Carbamazepine and Citalopram), Pyridine and its derivatives, Solid polyvinyl

acetate, Vinyl Pyridine Latex and Organic Intermediates (e.g., Ethyl Acetate and Acetic

Anhydride).

JUBILANT HISTORY

2005 - Acquires Target Research Associates, Inc, renamed Clinsys Inc; a USA based Clinical

Research Organization (CRO) Acquires Trinity Laboratories, Inc. and its wholly owned

subsidiary, Trigen Laboratories Inc, renamed Jubilant Pharmaceuticals, Inc, a generic

pharmaceutical Company in USA having a US FDA approved formulation manufacturing

facility. Enters clinical research business by setting up wholly owned subsidiary Jubilant

Clinsys Ltd.

2004 - Sets up medicinal chemistry services business through wholly owned subsidiary Jubilant

Chemsys Ltd.Enters formulations and regulatory affairs businesses by acquiring

Pharmaceutical Services Incorporated, N. V. and PSI supply N. V., the pharmaceutical

companies in Europe.

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2003 - Sets up a new state-of-the-art Research & Development Centre in Noida, near New

Delhi. Equipped with all latest scientific instruments.

2002 - Acquires the active pharmaceutical ingredients business.

2001- New corporate identity. Jubilant Organosys Ltd reflects changed corporate and business

profile.

2000 - Enters the Bio/ Chemo informatics arena by setting up Jubilant Biosys Ltd.

1998 - Enters high school value added Pyridine derivatives HBR and Cyano Pyridine Plants.

Forms marketing subsidiary in the USA. Acquires acetyl plant in western India.

1997 - Commission first Multi-purpose fine chemicals plants. Plant for food polymer

Commissioned.

1995 - Gets ISO 9001 certification

1990 - Commissions Pyridine & Picoline plant.

1988 Launches its first branded product. Vamicol, an adhesive product.

1987 Introduces new products in Performance Chemicals segments. Poly vinyl acetate

Emulsion for paint, textile, paper & packaging and woodworking industry.

1985 Research & Development center gets recognition from Government of India.

1983 Commercial production of Vinyl Acetate Monomer (VAM).

1981 Initial Public Offering. Listing on leading stock exchanges in India.

1978 Incorporated as Vam Organic Chemical Ltd.

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BOARD OF DIRECTOR

Shyam S Bhartia

Chairman & Managing

Director

Hari S Bhartia

Co-Chairman & Managing

Director

Dr. J M Khanna

Executive Director &President - Life Sciences

S N Singh

Executive Director -Chemicals

S Bang

Executive Director -Manufacturing & SupplyChain

Ajay Relan

Director

Abhay Havaldar

Director

Bodhishwar Rai

Director

Arabinda Ray

Director

Dr. Naresh Trehan

Director

Surendra Singh

Director

H K Khan

Director

MANUFACTURING FACILITIES

Jubilant's manufacturing capabilities are one of its key differentiators. The Company has

vertically integrated manufacturing facilities for its range of Custom Research and

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Manufacturing Services, APIs, Dosage Forms, Industrial Products and Performance Polymers

businesses.

Jubilant Organosys has geographically diversified manufacturing facilities in eight locations:

Gajraula (UP), Nanjangud (Karnataka), Roorkee (Uttarakhand), Nira (Maharashtra), Udaipur

(Rajasthan), Samlaya (Gujrat), Salisbury, state of Maryland (USA) and Spokane, state of

Washington (USA). The Company's manufacturing facility in Maryland, USA, is US FDA

approved . The Indian cGMP compliant facility for manufacturing finished dosage forms in

Roorkee, Uttarakhand is operational and readying to undergo inspection by USFDA,

UKMHRA and other regulatory bodies

AWARDS

Jubilant's rapid progress across all corporate aspects has consistently been acknowledged by

various industry bodies, government and non-government agencies in the form of awards and

certifications.

Golden Peacock award for Innovation Management - 2003

Six-sigma Quality Award at the All India CII Convention -2004

The Greentech Foundation Award for Environment Excellence

The Energy Conservation Award (Chemical sector) from the Government of India for

the Gajraula unit

Best Managed Manufacturing Plant for Single super phosphate by FAI - 2003

Best HR Practices Award by Centre for International Businesses - 2004

P C Acharya Award for Development of Indigenous Technology by ICMA - 2004

Top 5 Best Managed Workforce in India - Hewitt Award

The DSIR Award for Innovation in Chemicals & Allied Industries

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JUBILANT CORPORATION

Jubilant Group is a well-diversified conglomerate having business interests in four sectors of

activity:

Pharmaceuticals, Life Sciences and Speciality Chemicals

Oil & Gas (Exploration and Production)

Food

Services

The Group has a strong global presence in pharmaceuticals and chemicals business

The Group is now enhancing its presence in services sectors with focus on Oil & Gas (E&P),

Food and Transport. Jubilant Group had a sales turnover of US$ 615 million in financial year

2005

INNOVATION

Jubilant believes that, only an innovative firm will continue to achieve success in scientific,

technological and social arenas in the coming years.

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Innovation is about instilling a mindset of entrepreneurial thinking, flexibility, and organic

growth - at every level of the organisation. The organisation must learn to evolve continuously

to meet, the customer and market needs and create competitive advantage in this age of rapid

change.

Jubilant is creating a culture of innovation to give a free rein to the creative potential of our

employees in order to develop fresh solutions and bring tangible results in the fields of R&D,

Contract Management and Human Resources.

R & D FACILITIES

Jubilant is an innovative firm that leverages R&D, its potential and capabilities to exploit the

existing and potential markets. We believe that R&D can contribute to establish criteria for

quality and develop methods to verify them. R&D can cooperate to find solutions to production

and customers' problems.

Research, Development and Application studies form the backbone of Jubilant Organosys' local

and global presence. Over the last fifteen years most of the Advance Intermediates, Fine

Chemicals, APIs, Dosage Forms and Performance products have been developed in our R&D

laboratories. We have well equipped laboratories and pilot plant facilities that synthesise

organic compounds and polymers. The sophisticated instrumental facilities provide for

complete analysis of products and their structures.

Our R&D facilities are interdisciplinary -- they include technical, marketing and economics

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skills generating new products/processes/services. Our research and experimental development

comprises of creative yet systematic work, increasing the pool of knowledge in devising new

applications.

Our laboratories spread over a combined area of 300,000 sq. ft., have over one thousand and

twenty five skilled scientists and engineers engaged in research on new products, process

developments and their possible applications across diverse industries.

R&D has now assumed a wider role of managing technological change. We have entered an

age of innovation explosion, where the number of new developments across the

pharmaceuticals value chain appears visible. At Jubilant our research and development effort

fulfils four basic objectives, which are:

The development of new products

Improvement in the quality and performance of our existing products

Increasing efficiencies in our manufacturing processes

Supporting the customer through product application

Our R&D works closely with direct customers using specialized skill sets, to ensure that new

product development remains focused on the customer's current and future needs, and

supported by strong technical support services. The focus on the customer equips our team to

understand and meet the needs of the Pharmaceuticals and Life Sciences industry.

Development and change are constant in life. Science has decoded the "book of human life'' by

gene mapping. To continue the ongoing scientific, technological and social endeavours, the role

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of research and development (R&D) cannot be overstated. We believe innovation is necessary

to generate new ideas, in design quality and process control, in technical assistance to

production and customers, or just pure research.

FINANCIAL INFORAMTION

Profit & Loss Account

Particulars

FY

2008

FY

2007

FY

2006

FY

2005

FY 2004

Gross Sales 16242.9 12737.0 9456.7 7853.9 6598.2Excise 1189.4 1034.3 864.7 719.5 649.4

Net Sales 15053.5 11702.7 8592.0 7134.4 5948.8Domestic Sales 9102.1 7501.0 6304.7 5161.1 4766.3

International Sales 5951.4 4201.7 2287.3 1973.3 1182.5

Other Income 196.9 166.4 99.5 39.3 44.1Total Income 15250.4 11869.1 8691.5 7173.7 5992.9

Expenditure

Cost of materials 8158.9 6177.7 4443.7 3649.1 3118.5Manufacturing expenses 1597.0 1394.4 1171.0 929.6 841.4

Selling, general and administrative expenses 3127.1 2054.0 1426.7 1313.3 1153.3Total Expenditure 12883.0 9626.1 7041.4 5892.0 5113.2

PBIDTA 2367.4 2243.0 1650.1 1281.7 879.7

Depreciation 513.4 381.4 326.2 237.5 255.8PBIT 1854.0 1861.6 1323.9 1044.2 623.9

Interest 172.7 220.4 357.6 402.5 411.1PBDT 2194.7 2022.6 1292.5 879.2 468.6PBT 1681.3 1641.2 966.3 641.7 212.8

Tax 392.4 431.6 179.0 160.6 -19.4PAT 1288.9 1209.6 787.3 481.1 232.2

Share of Profit / (Loss) in Associate 0.00 0.00 -8.9 -0.3 0.00Minority Interest 7.8 -17.7 4.0 0.00 0.00PAT after share of profit / loss in associate

and minority interest

1296.7 1191.9 782.4 480.8 232.2

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Balance Sheet

Particulars FY 2008 FY 2007 FY 2006 FY 2005 FY 2004

SOURCES OF FUNDS

Shareholders Fund

Share Capital 142.5 129.6 117.3 73.3 73.3Reserves & Surplus 8114.8 4915.3 1980.7 1408 1033.5Total Shareholders Fund 8257.3 5044.9 2098 1481.3 1106.8

Deferred Tax Liabilities (Net) 1042 857.9 741.7 564.1 307.9Minority Interest 150.9 50.5 39.1 0.00 0.00Loan Funds

Secured Loans 3344.9 2056.2 3857.7 3473.2 2584.9

Unsecured Loans 3875.4 1662.6 352.3 655.9 831.1Total Loan Funds 7220.3 3718.8 4210 4129.1 3416

Total Sources 16670.5 9672.1 7088.8 6174.5 4830.7

APPLICATION OF FUNDS

Total Fixed Assets 11531.3 7268.8 4950.1 4244.4 3273.2

Investments 2.2 2.1 0.00 161.8 84.2Current Assets, Loans &

AdvancesInvestories 3116.9 1937.5 1314.3 1350 1030.2Sundry Debtors 2479.2 1765.3 1421 815.2 768.8Cash & Bank Balances 1389.6 375.7 227.5 106.3 101.5Loans & Advances 1963.4 1219.9 768.7 760.3 550.4Total Current Assets, Loans &

Advances

8949.1 5298.4 3731.5 3031.8 2450.9

Less Current Liabilities &

ProvisionsLiabilities 2692.6 2222.8 1386.2 1079.7 880Provisions 1151.7 730 228.5 185 97.5Total liabilities & provisions 3844.3 2952.8 1614.7 1264.7 977.5

Net Current Assets 5104.8 2345.6 2116.8 1767.1 1473.4

Miscellaneous Expenditure (to 32.2 55.6 21.9 1.2 0.00

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the extent not written off or

adjusted)

Total Applications 16670.5 9672.1 7088.8 6174.5 4830.8

JUBLIANT ORGANOSYS LIMITED TRAINING & DEVELOPMENT

PROCEDURE

TRAINING PROCESS

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Model of the Training Process

STEP1: Need Analysis

Identification of Training Need:

1.1 For Executive: Key duties & responsibilities are mentioned position wise, after that

required competency to carry out those duties & responsibilities which are mentioned

(generic, behavioral & technical). Thereafter competence level of each individual is taken.

1.2 For workers: It is recommended by the concerned H.O.D.

1.3 Organizational Need Basis: It is recommended by H.O.D. HR

STEP 2: Training Design:

Preparation of Training Calendar:

Yearly calendar

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NEEDANALYSIS

DESIGN(TRAININGMETHODSEXAMINED)

DEVELOPMENT(TRAININGMETHODAPPLIED)

EVALUATION

IMPLEMENTATION

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Monthly training calendar

2.2 Identification of Training Faculty:

According to the training program, training faculty is identified

STEP 3: Training Implementation:

3.1 Imparting Training

a) As per training need attached nomination are received from concerned HOD for

seminar/external specialized training program. Approvals are to be obtained for the

training programs (out house training ) from H.O.D. HR

b) Attendance sheet is filled during the training program.

c) Training feedback is obtained at the end of the training program.

STEP 4: Training Evaluation

Training evaluation is to be made on the basis of the feedback given by the HOD. This is to be

done within 3 months after the training. Then the training records are maintained.

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Results and conclusions

The training need of the executives and workers were found with recommendation from HODs

and analysis of their job responsibilities.

The needs identified were associated with the competencies which the employees need to

develop to effectively to carry out their job responsibilities.

The training also aims to honor their existing skills to work in a productive manner. The

training imparted is not just limited to the technical specification of their work but also one of

its objectives was to develop the personality and attitude in the employees. This was done to

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NEEDANALYSIS

CONDUCT OFTHE SESSIONS

TRAININGEVALUATION

DESIGNINGTHE PROGRAM

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keep in mind the comprehensive nature of the training imparted and increased emphasis on the

human resource of the company.

For the period April 07-Mar 08 the number of training programs were only 84, But for the

period Apr07-Mar08 the number of training programs have been increased to 200 with more

emphasis on the safety training .Out of these 200 programs 40% were of safetytraining, 2% for

Induction training, 16% for IT training, 12% for behavioral training, 15% for Core function

training.

Some of the findings from the TNI exercise are as follows:

It was found that in the company safety is the top priority as the training programs for

safety are maximum i.e. 40%.

It was also seen that the thrust on training for quality improvement was a lot sighting.

It reveals the fact that the organization is pretty open to new techniques of production

which are also environment friendly.

The thrust by executives on behavioral training and that of workers on technical was quite

understandable.

The analysis of training calendar gives the following results:

The total number of employees trained for the year AprO8- March 08ound 3931 covering a

total of 25840 hours and 3230 number of man days (1 man day = 8 hours).

The man days planned for this period were 3800 of which 85% were achieved.

Purpose of Training

Successful candidates placed on the job needs training to perform their duties effectively.

Workers must be trained to operate machines, reduce scrap and avoid accident.

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After an employee is selected, placed and introduced he or she must be provided with training

facilities. Training is the act of increasing the knowledge and skill of an employee for doing a

particular job. Training is a short-term educational process and utilizing a systematic and

organized procedure by which employees learn technical knowledge and skills for a definite

purpose. Dale S. Beach define the training as "... the organized procedure by which people

learn knowledge and/or skill for a definite purpose.

In other words training improves, changes, moulds the employee's knowledge, skill, -behavior,

aptitude, and attitude towards the requirements of the job and organization. Training refers to

the teaching and learning activities carried on for the primary purpose of helping members of

an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a

particular job and organization.

It is not only the workers who need training. Supervisors, managers and executives also need to

be developed in order to enable them to grow and acquire maturity of thought and action.

Training and development constitute an ongoing process in any organization.

In simple terms, training and development refer to the imparting of specific skills, abilities and

knowledge to an employee. A formal definition of training and development is:

It is any attempt to improve current or future employee performance by increasing an

employees ability to perform through learning usually by changing the employees or

increasing his or her skills and knowledge. The need for training and development is

determined by the employees performance deficiency, computed as follows:

Training and Development Need = Standard Performance Actual Performance

In the modern corporate environment, the necessity of training may arise for different reasons

as follows:

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Achieve higher productivity

Reduce supervision time

Develops the potential ability of workmen

Minimizes spoilage and wastage of material

Improve the efficiency of work performance by employees

Adopt the existing methods and techniques to changing needs

Enables existing employees and recruits to undertake operations involving new

technology

Creating a pool of readily available & adequate replacements for personnel who may

leave/move up in the organization.

Enhancing the companys ability to adopt & uses advances in technology because of a

highly knowledgeable staff.

Building a more efficient, effective & highly motivated team, which enhances the

companys competitive position & improves employee morale.

Ensuring adequate human resource for expansion into new programme.

Objectives of Training:

Generally line managers ask the personnel manager to formulate the training policies. The

personnel Manager formulate the following training objectives in keeping with the Company's

goals and objectives:

(a) To prepare the employee both new and old to meet the present as well as the changing

requirements of the job and the organization.

(b) To prevent obsolescence.

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(c) To impart the new entrants the basic knowledge and skill they need for an intelligent

performance of definite job.

(d) To prepare employees for higher level tasks.

(e) To assist employees to function more effectively in their present positions by exposing

them to the latest concepts, information and techniques and developing the skills they will need

in their particular fields.

(f) To prepare them to occupy more responsible positions.

(g) To develop the potentialities of people for the next level job.

(h) To ensure smooth and efficient working of a department.

(i) To ensure economical output of required quality.

(j) To promote individual and collective morale, a sense of responsibility, co-operative attitudes

and good relationships.

In other words, the various objectives of Training & Development are as follows:

Lowers the absenteeism

Increases the job satisfaction

Improves the employees self-esteem

Improve the quality of product

Lowers the cost of wastage and equipments maintenance

Assist employees to perform their task more efficiently

Impart the knowledge of skill performance of tasks to new entrants

Bridges the gap between the existing performance and potential performance.

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Planning & Training Activities:

The following steps must form the basis of any training activity:

Determine the training needs & objectives.

Translate them into programme that meets the needs of the selected trainees.

Evaluate the results.

Training should be seen as a long-term investment in HR using the equation given below:

Performance = (ability) (motivation)

Training can have an impact on both these factors. It can heighten the skills & employees

ability & their motivation by increasing their sense of commitment & encouraging them to

develop & use new skills. It is a powerful tool that can have a major impact on both employee

productivity & morale, if properly used.

McGhee & Thayer recommend the following 3-tier approach to determine the training

needs:

1. Organizational Analysis :

It is to determine where training emphasis should be placed within the organization.

2. Operational analysis :

It is to decide what the training should consist of requiring a study of what a person

should be taught if he is to perform his task with the maximum effectiveness.

3. Man analysis:

It is to determine who needs to be trained & what skills, knowledge or attitudes should be

augmented / improved.

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Training Objectives

Training objective is one of the most important parts of training program. While some people

think of training objective as a waste of valuable time. The counterargument here is that

resources are always limited and the training objectives actually lead the design of training. It

provides the clear guidelines and develops the training program in less time because objectives

focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee

that what is expected out of him at the end of the training program. Training objectives are of

great significance from a number of stakeholder perspectives,

1. Trainer

2. Trainee

3. Designer

4. Evaluator

Trainer The training objective is also beneficial to trainer because it helps the trainer to

measure the progress of trainees and make the required adjustments. Also, trainer comes in a

position to establish a relationship between objectives and particular segments of training.

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Trainee The training objective is beneficial to the trainee because it helps in reducing the

anxiety of the trainee up to some extent. Not knowing anything or going to a place which is

unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep

the participants aware of the happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make the training

successful. The objectives create an image of the training program in trainees mind that

actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating,

then the likelihood of achieving those goals is much higher than the situation in which no goal

is set. Therefore, training objectives helps in increasing the probability that the participants will

be successful in training.

Designer The training objective is beneficial to the training designer because if the designer

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is aware what is to be achieved in the end then hell buy the training package according to that

only. The training designer would then look for the training methods, training equipments, and

training content accordingly to achieve those objectives. Furthermore, planning always helps in

dealing effectively in an unexpected situation. Consider an example; the objective of one

training program is to deal effectively with customers to increase the sales. Since the objective

is known, the designer will design a training program that will include ways to improve the

interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e.

when there is a defect in a product or when a customer is angry.

Therefore, without any guidance, the training may not be designed appropriately.

Evaluator It becomes easy for the training evaluator to measure the progress of the trainees

because the objectives define the expected performance of trainees. Training objective is an

important to tool to judge the performance of participants.

1. Models of Training

Training is a sub-system of the organization because the departments such as, marketing &

sales, HR, production, finance, etc depends on training for its survival. Training is a

transforming process that requires some input and in turn it produces output in the form of

knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular

function. An organization is a system and training is a sub system of the organization. The

System Approach views training as a sub system of an organization. System Approach can be

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used to examine broad issues like objectives, functions, and aim. It establishes a logical

relationship between the sequential stages in the process of training need analysis (TNA),

formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man,

material, time required in every system to produce products or services. And every system must

have some output from these inputs in order to survive. The output can be tangible or intangible

depending upon the organizations requirement. A system approach to training is planned

creation of training program. This approach uses step-by-step procedures to solve the problems.

Under systematic approach, training is undertaken on planned basis. Out of this planned effort,

one such basic model of five steps is system model that is explained below. Organization are

working in open environment i.e. there are some internal and external forces, that poses threats

and opportunities, therefore, trainers need to be aware of these forces which may impact on the

content, form, and conduct of the training efforts. The internal forces are the various demands

of the organization for a better learning environment; need to be up to date with the latest

technologies.

The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model

2. Methods of Training

There are various methods of training, which can be divided in to cognitive and behavioral

methods. Trainers need to understand the pros and cons of each method, also its impact on

trainees keeping their background and skills in mind before giving training.

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Cognitive methods are more of giving theoretical training to the trainees. The various methods

under Cognitive approach provide the rules for how to do something, written or verbal

information, demonstrate relationships among concepts, etc. These methods are associated with

changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

LECTURES

DEMONSTRATIONS

DISCUSSIONS

COMPUTER BASED TRAINING (CBT)

o INTELLEGENT TUTORIAL SYSTEM(ITS)

o PROGRAMMED INSTRUCTION (PI)

o VIRTUAL REALITY

Behavioral methods are more of giving practical training to the trainees. The various methods

under Behavioral approach allow the trainee to behavior in a real fashion. These methods are

best used for skill development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

o

BEHAVIOR-MODELING

o BUSINESS GAMES

o CASE STUDIES

o EQUIPMENT STIMULATORS

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o IN-BASKET TECHNIQUE

o ROLE PLAYS

Both the methods can be used effectively to change attitudes, but through different means.

Another Method is MANAGEMENT DEVELOPMENT METHOD

MANAGEMENT DEVELOPMENT

The more future oriented method and more concerned with education of the employees. To

become a better performer by education implies that management development activities

attempt to instill sound reasoning processes.

Management development method is further divided into two parts:

ON THE JOB TRAINING

The development of a managers abilities can take place on the job. The four techniques for on-

the job development are:

COACHING

MENTORING

JOB ROTATION

JOB INSTRUCTION TECHNIQUE (JIT)

OFF THE JOB TRAINING

There are many management development techniques that an employee can take in off the job.

The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

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STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

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.

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

ofhuman 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.

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Quality Training and Development helps in improving upon the quality of work and

work-life.

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

Steps in Training Programme:

The figure outlines the important steps in a typical training process:

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Organizational objectives &

strategies

Assessment of training needs

Establishment of training goals

Designing training programme

Implementation of training

programme

Evaluation of results

Figure-1

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1. Organizational objectives and strategies:

The first step in the training process in an organization is the assessment of its objectives &

strategies. What business are we in? At what level of quantity do we wish to provide this

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product or service? Where do we want to be in the future? After assessing this organization

can analyze the strength & weaknesses of its human resource.

2. Needs assessment :

Needs assessment diagnoses present problems& future challenges to be met through

training & development.Organization spends vast sums of money on training &

development. Before committing such huge resources, organizations would do well to

assess the training needs of the employees. Needs assessment occurs at two levels: group

& individual. An individual obviously needs training when his/her performance falls short

of standards i.e. when there is performance deficiency. Inadequacy in performance may be

due to lack of skills or knowledge, faulty selection, poor job design or some personal

problems may also result in poor performance.

Figure-2

Assessment of training needs must also focus on anticipated skills of an employee. Technology

changes fast & new technology demands new skills. It is necessary that the employee be trained

to acquire new skills. Individuals may also require new skills because of possible job transfers.

Assessment of training needs occurs at the group level too. Any change in the organization

strategy necessitates training of group of employees.

3. Designing training & development programme

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PERFORMANCE DEFICIENCY

LACK OF SKILL OR KNOWLEDGE

KNOWLEDGE

OTHER CAUSES

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Every training & development programmes must address certain vital issue:

Who participates in the programme?

Who are the trainers?

What methods & techniques are to be used for training?

What should be the level of training?

What learning principles are needed?

Where is the programme conducted?

a) Who are the trainees? Trainees should be selected on the basis

of self nomination, recommendations of the supervisors or by the HR department itself.

b) Who are the trainers? T&D programmes may be conducted by

several people including the following:

Immediate supervisors

Co-workers

Members of the personal staff

Outside consultants

Industry associations

Faculty members at universities.

Large organizations generally maintain their own training departments whose staff

conducts the programmes.

c) Methods & techniques of training: A multitude of methods of

training are used to train employees. Training methods are categorized into 2 groups (i)

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on-the-job & (ii) off-the job methods. On the job methods refer to methods that are

applied in the workplace,

d) While the employee is actually working. Off the job methods are

used away from workplaces. Training techniques represent the medium of imparting

skills & knowledge to employees. Thus training techniques are the means employed in

the training methods. The most commonly used techniques are lectures, films,

audiocassettes, role playing, video tapes etc.

e) Level of training: It is important to decide the level of learning.

The inputs passed on to trainees in T & D programmes are education, skills & the like.

There are 3 basic levels at which these inputs can be taught. At the lowest level the

employee must acquire fundamental knowledge i.e. developing a basic understanding of

a field. The goal of the next level is skills development. The highest level aims at

increased operational proficiency.

f) Learning principles : Training & Development programmes are

more likely to be effective when they incorporate the following principles of learning:

Employee motivation

Recognition of individual differences

Practice opportunities

Reinforcement

Transfer of learning

Goals

Feedback

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g) Conduct of training: A final consideration is where the training &

development programme is to be conducted. The decisions comes down to the following:

At the job itself

On site but not the job- e.g. in a training room in the

company

Off the site- e.g. in a university/college

classroom/hotel/resort/conference centre.

4) Implementation of the training programme :

Once the training programme has been designed, it needs to be implemented. Implementation

is beset with certain problems. In the first place, most managers are action-oriented & secondly,

availability of trainers is a problem. Training & development requires a higher degree of

creativity than, perhaps, any other personnel specialty.

Programme implementation involves action on the following lines:

Deciding the location & organizing training & other facilities

Scheduling the training programme

Conducting the programme

Monitoring the progress of trainees.

5) Evaluation of the programme :

This is the last stage in the T&D process. Since huge sum of money are spent on T &D

programme, how far the programme has been useful must be judged. Evaluation helps

determine the results of the training & development programme. In practice, however,

organizations either overlook or lack facilities for evaluation.

Essentials of a good Training Programme:

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Organization of training programme

Planning the programme

Selection of trainees &instructors

Adherence to principles of learning