1. Presentation on Industrial TrainingStudy on perception of employees regarding the training and development programmesConducted atJUBILANT ORGANOSYS Ltd. Gajraula.Presented By Kavita Rani MBA-2C

4. Automobile – AudiJubilant ENPRO

5. Our Vision

6. 2008 2007 2005 2004 2001 2000 1978 Acquires DRAXIS Specialty Pharmaceutical Inc. Canada Acquires Hollister Stier Laboratories in USA Enters Clinsys Clinical Research business by setting up Jubilant Clinsys Enters the medicinal chemistry arena by setting up Jubilant Chemsys New corporate identity: Jubilant Organosys Ltd Enters the Bio / chemo informatics arena by setting up Jubilant Biosys Journey So Far …. Incorporated as Vam Organic Chemicals Ltd.

7. Our Values We will carefully select, train and develop our people to be creative, empower them to take decisions, so that they respond to all customers with agility, confidence and teamwork. We stretch ourselves to be cost effective and efficient in all aspects of our operations and focus on flawless delivery to create and provide the best value to our customers. By sharing our knowledge and learning from each other and and from the markets we serve, we will continue to surprise our customers with innovative solutions. With utmost care for the environment and safety, we will always strive to excel in the quality of our processes, our products and our services.

9. Nanjangud, Karnataka, India

10. Roorkee, Uttarakhand, India

11. Samlaya, Gujarat, India

12. Nira, Maharashtra, India

13. Ambarnath, Maharashtra, India

14. Chittorgarh, Rajasthan, India

15. Bharuch, Gujarat – SEZ

16. Kirkland, Quebec, Canada

17. Salisbury, Maryland, USA

19. Proprietary Products & Exclusive Synthesis : Assets at Work

20. SWOT analysis of JOL Gajraula

24. Ratio Analysis Current Ratio = Current assets Current Liabilities

25. Quick Ratio= Quick assets Current Liabilities

26. A.L.R= Absolute Liquid Assets Current Liabilities

27. Debt-Equity Ratio = Long term debt Shareholders fund

28. Inventory turnover ratio = Cost of goods sold Average Inventory

29. Debtors Turnover Ratio= Net credit Annual sales Average Trade debtors

30. Creditors turnover ratio = Net credit annual purchase Average trade creditors

31. Gross Profit Ratio = G.P *100 Net Sales

32. Net Profit Ratio = N.P *100 Net sales

33. Trend Analysis Trend analysis of Revenue

34. Trend of Net Profit

35. Trend of Earning per Share

36. Introduction to the Project

37. Introduction to the Project

38. FOCUS AREAS EXECUTIVES & WORKERS

40. Need of Study According to the training schedule Target of 4000 “Mandays” per year. 1 Manday = 8 hrs of training 4000 Mandays = 32000 hrs of training per year = 333 Mandays per month

41. Mandays achieved in last three months at JOL Gajraula.

42. Title Study on perception of employees regarding the training and development programmes conducted at JUBILANT ORGANOSYS Ltd. Gajraula.

43. Objectives To study the awareness and satisfaction level of employees regarding different training & development programmes. To study the participation level of employees in the training & development programmes. To identify the different problems faced by employees regarding the training & development programmes.

44. Research Methodology

47. Limitations of study Company’s restrictive policies. Quality of information is highly dependent on the knowledge and mindset of the respondents. Research is based on only internal information available.

48. Data Analysis & Interpretation Awareness regarding training & development programmes. (N= 50, n=50) Figure 4.1

49. Source of information regarding details of training & development programmes (N= 50, n=67) Figure 4.2

50. Frequency of conducting training and development programmes. (N=50, n= 50) Figure 4.3

51. Frequency of attending training and development programmes ( N=50, n=50) Figure 4.4

52. Interaction of trainees with trainer during training sessions (N=50, n=50) Figure 4.5

53. Mean Value(1.08)

54. Reasons for not attending the training & development programmes. (N=41, n= 47) Figure 4.6

55. Reasons which create a negative impact during training sessions.( N=45, n= 51) Figure 4.7

56. Satisfaction level of employees. (N=50, n=50) Figure 4.8

57. Mean Value (0.88)

58. Importance of location in deciding the effectiveness of training programmes. (N= 50, n=50) Figure 4.9.1

59. Importance of training techniques in deciding effectiveness of training programmes. (N=50, n=50) Figure 4.9.2

60. Importance of practical exposure. (N=50, n=50) Figure 4.9.3

61. Importance of Areas covered. (N=50, n=50) Figure 4.9.4

62. Importance of Trainer’s skills. (N=50, n=50) Figure 4.9.5

63. Relative Importance of factors in deciding the effectiveness of Training programmes.

64. Relative Importance of factors in deciding the effectiveness of Training programmes.

65. Result & Findings Most of the employees receive information regarding T& D programmes through E-mails & notices but very less of them receive personal calls. The frequency of conducting T&D programmes is quite variable but for majority of employees it is once in 90 days. Four employees( Purchase department) responded that the frequency of conducting T & D programmes is once in 6 months.

66. Contd…. Inappropriate timings and recommendations by colleagues were the two main reasons for not attending T&D programmes. Lack of practical exposure during training sessions has created a negative impact on employees.

67. Contd…. Most of the employees are satisfied with T&D programmes being conducted at JOL. Many times the HOD’s didn’t allowed the employees to attend training programmes as there was no staff present in reserve to continue with the operations in the plant.

68. Suggestions To cover all the employees in training programmes as some of the employees complained that , they are very rarely called for training sessions. There should be manpower available in reserve to handle the plant if any employees goes for a training programme. The training programmes must be more practically oriented.

69. Contd…. More training programmes must be conducted annually. Trainees must be informed well in advance so that they can make arrangements for their appointments or work in the plant or office. Planned training schedule must be made, and the same must be forwarded to all the employees.

70. Conclusion The employees are quite satisfied with the training & development programmes conducted at JOL. More training programmes must be conducted, and efforts must be made to have maximum participation. There should be training programmes for all without any preference for anybody on any grounds.

71. Questions Any Questions ??

72. Thank You