The document discusses conducting a performance assessment and developing a long-term training needs assessment plan for Advanced Chemical Industries Limited. It provides an overview of the company, details their current performance levels, and outlines a 7-step process for effective training and development. Methods of needs assessment are described, including surveys, observation, and focus groups. Key factors for analyzing long-term training needs at the task, individual, and organizational levels are also highlighted. The conclusion recommends using performance assessments and feedback to improve worker performance.

1. 小田 @ www.iloveppt.org
“Determination of Current Level of
Performance and Developing a Long-
term Training Need Assessment Plan:
A Study on Advanced Chemical
Industries (ACI) Limited”

2. Group 3
Sl No Name ID

3. Zumur Sen
ID:

4. Background of the Study
• Performance appraisal is the key ingredient of the performance management as well
as an important tool of human resource department.
• It includes all the procedures used to evaluate personalities and contributions and
potentials of group members in a working organization.
• It helps to identify the strengths and weaknesses of an employee. And for this
training and development program must be required.
• Effective training programs helps in constructing a more conducive learning
environment for the workforce and train the employees to cope with the upcoming
challenges more easily and in time.
• So, there is a close linkage between performance management and training need
assessment of an organization.

5. Statement of the Problem

6. Research Questions
To understand the mechanism of performance appraisal and training need
assessment with regard to this organization (ACI Limited), the following
research questions have been formulated:
• What is the organizational overview of ACI Limited?
• What is the organogram of the organization?
• What is the current level of performance of the organization?
• What is the long-term plan of training need assessment of the people?
• What are the methods of improving performance of the employees?

7. Objectives
Primary Objective:
• To assess the current level of performance of the workers at manufacturing unit of
the product category ‘Savlon’ and to formulate the long-term plan for
training need assessment.
Secondary Objectives:
• To draw an organizational overview of ACI Limited.
• To develop a long term training need assessment plan
• To suggest ways for improving the performance of the workers.

8. Rationale of the Study

9. Limitations of the Study

10. MD. ASHRAFUZZAMAN
ID-

11. Organizational Profile
ACI Limited

12. History
• In 1992, Imperial Chemical Industries (ICI) Bangladesh Manufacturers Limited
divested its shareholding through a local management takeover and the company name
was changed to Advanced Chemical Industries (ACI) Limited.
• ACI Limited is differentiated into four concentration business groups and they are:
Pharmaceuticals, Consumer Brands, Logistic (Swapno) and Agribusiness.
• ACI Limited is the first company in Bangladesh who achieved both ISSO9001
certification of Quality Management System in 1995 and ISO14001 certification for
Environment Management System in 2000.

13. Mission and Vision
Mission
ACI Limited's mission is to enrich the quality of life of people through responsible
application of knowledge, skills and technology.
Vision
• Position of leadership
• High level of productivity
• Encouraging empowerment and rewarding innovation
• Environment for learning and personal growth
• Products and services of high and consistent quality
• Qualitative improvement of the services
• Harmonious relationship with the community and promote greater environmental
responsibility

14. Product Categories and Brands of ACI
Limited
• Business Units- Pharmaceuticals, Consumer Brands and
Commodity Products
• Subsidiaries
• Joint Ventures

15. SWOT Analysis
• Strengths- Maintain its growth above the market growth, First company
to obtain Quality Management Certification , High quality products, Wide
range of products and services , Strong management.
• Opportunities- Growing demand, High potentiality in both domestic
and international market, Power of supplier and buyers to bargain is low,
Opportunity for new products and services.
• Weaknesses- Reliance on imports, Future low profit margin, Higher
cost in establishing new products.
• Threats- Number of competitors on similar sectors are increasing,
Change in world economy may affect the export sector.

16. Organogram of ACI Limited

17. Kazi Rima Akter
ID- 253

18. Performance Appraisal Method
Performance
Management
• Performance management is an integral part of the
workplace as it provides a platform for supervisors and
managers to measure employee performance and determine
whether employees are meeting the company's
expectations.
Performance
Standard
• Performance standards tell the employee what is to be done
and provide the employee with specific performance
expectations for each major job duty.

19. Performance Appraisal Method
• Graphic Rating Scales
A rating scale consists of a list of job duties, performance standards
and a scale usually from 1 to 5 for rating employee performance
• Management by Objectives
MBOs start with identifying employee goals, and from that point the
employee and her manager list the resources necessary to achieve those
goals. The next section of MBOs consists of the timelines for achieving
each goal.
• Forced Ranking
Forced ranking measures employees' achievements against those of their
peers, instead of comparing the employee's current evaluation period
against the employee's own past performance.

20. Performance Standards at ACI Limited
 Based on the position, not the individual
 Observable, specific indicators of success
 Meaningful, reasonable, and attainable
 Describe "fully satisfactory" performance once trained
 Expressed in terms of Quantity, Quality, Timeliness,
Cost, Safety, or Outcomes
The standards of performance are usually developed in collaboration
with the employee who performs the tasks or functions and are
explained to new employees within their first month on the job.

21. ID
Nilima Tasnim

22. 1. Qualitative Measurement of Performance
2. Quantitative Measurement of Performance

23. Graphic Rating
Scale
The graphic rating scale, a behavioral
method of evaluation. It lists traits
required for the job and asks
the source to rate the individual on
each attribute.

24. ACI Limited uses the continuous scale for
evaluating the performance of the workers.
It is the
immediate supervisor who
makes this evaluation based on his direct
observation of the performance of the
workers.
Poor — — — — — — — — Excellent

25. Machine production
time per unit.
Number of defective
products
manufactured per
day by individual
worker.
Production per day
by individual worker

26. Current Performance Level
Product Line Savlon Liquid Antiseptic (500 ml)
Performance Indicators Standard Performance Actual Average
Performance
Machine production time per unit 10 minutes 40 seconds 12 minutes 48 seconds
Number of defective products
manufactured per day by individual
worker
3 units per 1000 unit
production
5 units per 1000 unit
production
Production per day by individual
worker
48 unit 37 units (approx.)

27. Development of Long-term
Training Need Assessment Plan
Vobatosh Chakraborty
ID-

28. Effective training and development system
composes of 7 steps
 Developing and determining training needs assessment
 Ensuring trainee motivation for the training
 Creating a learning environment conducive for training initiatives
 Ensuring transfer of training
 Developing an evaluation plan for training effectiveness and efficiency
measurement
 Selecting type of training and implementing
 Monitoring and improving initiatives

29. Methods of Needs Assessment
Employee Focus Groups
Surveys and Questionnaires
Observation
A focus group discussion (FGD) is a good way to gather
together people from similar backgrounds or experiences
to discuss a specific topic of interest.
Surveys and questionnaires are standard tools in the needs-
assessment process. Depending on the size of our company,
surveys may represent the most cost-effective approach to needs
assessment.
Simply observing how employees are performing on the job and
taking note of the problems they’re experiencing can often give
the insight into their training needs

30. Analyzing training needs occur at three broad levels-
Task
Individual
Organizational

31. The success of any training program depends on the perfect Training
Need Assessment and perfect Training Need Assessment depends on
the right answers of the following questions-
1. Identification of the right person who is in need of training?
2. Whether that person has the quality to acquire that knowledge,
skill and aptitude which will be given/ impart in the training?
3. Whether the topic of the training will bring positive change in
productivity?
4. Whether the training will help the incumbent to do that job in a
more efficient way with less input.
5. Whether the supervisor has that right knowledge to find out the
gap between expected/ required skill, knowledge and aptitude
and existing knowledge skill and aptitude of the incumbent?

32. KHUSNOOR MAHZABEEN
ID-

33. Analyzing Long-term Training Needs
The success of any training program depends on the perfect Training Need
Assessment and perfect Training Need Assessment depends on the right answers of
the following questions-
 Identification of the right person who is in need of training?
 Whether that person has the quality to acquire that knowledge, skill and aptitude
which will be given/ impart in the training?
 Whether the topic of the training will bring positive change in productivity?
 Whether the training will help the incumbent to do that job in a more efficient
way with less input.
 Whether the supervisor has that right knowledge to find out the gap between
expected/ required skill, knowledge and aptitude and existing knowledge skill
and aptitude of the incumbent?

34. Analyzing Long-term Training Needs
While assessing the training needs of the employees, as an evaluator we will consider
the following circumstances:
• Promotion
If management has any plan to give the employee promotion
he must perform some additional responsibility.
• Job Enrichment
To perform increasing work volume employees should be provided with proper
training.

35. • Job Rotation
In factory level, job rotation is a natural phenomenon . But before an employee is
rotated to another section, he/she has to be trained well.
• Technological Advancement
Technological advancement is a dynamic and inevitable process. ACI has to upgrade
the machines as well as employees need to be trained on that new things.

36. Rema Akter
ID:

37. Conclusion
Employee training is a tool that managers can utilize to help employees’ bridge the gap
between their present level of performance and their desired level of performance. The
organization uses internal or external trainers, the managers need to study training needs
systematically using a problem-solving method. Trainers will design the training activities
and test them on a few employees before offering them to the larger group of workers and
managers will be assisting the training to ensure that the activities being learned in the
training program will contribute effectively in improving the performance of the
employees.

38. Recommendations
As managers we can use the following ways to improve the performance of
the workers:
• Use of the performance appraisal document
• Provide feedback
• Communicate clear goals and expectations to your employees
• Share information and numbers
• Encourage open communication
• Not communicating or communicating late can damage engagement

39. Mahuya Talukder
ID-

40. Recommendations
• Actively promote organizational effectiveness, reputation,
values and ethics
• Culture
• Let staff tell their own stories
• Trust
• Build engagement
• Encourage innovation

41. • Creating a strong team environment
• Sense of belonging
• Supporting employees in their work and
growth
• Collaborate and share on problem-solving
• Delegation
• Incentives
• Celebrating both financial and non-financial
achievements