This document provides a report on the training and development process at Mehran Foods and Spices. It begins with an introduction to the company's history and operations. It then describes the company's HR practices, including its emphasis on training and developing employees. The report analyzes Mehran's training procedures, types of training provided, and record keeping. It finds that while training is provided, no formal evaluation methods are used. The report concludes with recommendations to improve the effectiveness of training programs.

1. HRM PROJECT REPORT
“Training and Development Process in
Mehran Food and Spices”
Prepared for:
Cdr (R) Tabbasum Nadeem PN
Prepared by:
Abid Rafique
Qurrat-ul-Ain
M Ahsan Javed
Noman Khalil
Sitwat Jahan
Dated: 09 July 2016

2. 16 July 2016
To: Sir Tabbasum Nadeem
Department of human resource management
Bahria university Karachi campus
From: Abid Rafique, Qurratulain, Ahsan javed, Nouman khalil and sitwat jahan.
Subject: A study on training and development process in Mehran Foods and spices.
Dear Sir,
Attached is the report you requested on June 11 2016 on a specific HR practice in a
company. We have tried to meet your requests as stated, and hope the report is useful for
you.
We selected the training and development function in Mehran Foods and spices, our
approach to the issue involved working in three areas: meeting with the company personnel,
taking their verbal interviews and study of the data and material the company provided us in
this regard.
Our recommendations are also presented in the later parts of the reports as well.
We hope that the report is acceptable to the department. As a group we found the
investigation interesting, challenging and most of all, hopefully rewarding in improving the
company’s respective department.
Thank you.

3. TABLE OF CONTENTS
Contents page
Acknowledgments 3
Letter of transmittal 4
Executive summary 5
Introduction 6
History 6
Vision 7
Mission 7
Chairman’s message 8
Business Model 9
Awards 9
Product line 9
HR practices at Mehran Foods 10
Training and development process 11
i. Objective and scope
ii. Responsibility
iii. Procedure
iv. Training plan
v. In-house and external training
vi. Training records
vii. Effectiveness of training
viii. Related documents
 Discussion 14
 Recommendations 14
 Conclusion 15

4. ACKNOWLEDGEMENTS
Firstly, we thank Allah for helping us complete our work as desired and on time. Next. We
would like to thank our HRM professor, Mr. Tabassum Nadeem. Who not only gave us this
interesting task to write about an HR activity of an actual organization but taught us all the
details of the subject itself. This helped us a lot in compiling our final report.
We also want to extend our special acknowledgements to MEHRAN FOODs and specially
Mr. Aziz Khan for allowing us to gather the required data and gave us their valuable time for
interviews to successfully complete the assigned task/study and compile this report.
Last but not the least; we thank our families for their unconditional love and for believing in
our ability to complete the assigned task with great competence.

5. EXECUTIVE SUMMARY
This report provides an analysis and evaluation along with relevant recommendations of the
Training and Development techniques used in the Human Resource & Administration
department of MEHRAN FOODS. We have chosen this topic because we believe that this is
the root for every business, and effective Training and Development strategies result in
improved outcomes for the organization. The main objective of this report is to study the
Training and Development practices at MEHRAN FOODs and to determine their
effectiveness. Methods of analysis include in depth interviews and questionnaires. Details of
questions are available in appendices. The source of data was mainly primary data. Sample
size was 5 due to limitation of access to employees. Results of data collected show that the
company follows strict and fair Training and Development procedures. They believe in hiring
competent individuals regardless of gender, age and other biases and provide them with
adequate training facilities. The findings also indicate that the company does not use any
formal training evaluation methods which is a major weakness when it comes to competency
of the individuals recruited and ultimately selected as well.

6. HISTORY
MEHRAN Spice & Food Industries started its journey in 1975 and within a few years of its
inception, the company grew to become one of the leading spice & food industries globally.
As time passed, the product range at Mehran increased from spices by adding ready mix
recipes, rice, pickles, chutneys and sweet items.
Mehran is a world leader in quality rice, equipped with the most advanced rice plant from
Germany. The plant, which is one of the few in Pakistan, has enabled Mehran Super Kernel
Basmati Rice to become one of the top selling basmati rice in the world.
Mehran Spice & Food Industries is an ISO 9001 & HACCP certified leader in the quality food
business. Our mission is to be a consumer oriented company with a keen insight of food
products ensuring quality, consistency and an authentic taste, backed up with state of the art
technology to obtain optimum results. We are building a business in which high standards
permeate all aspects of our company. Quality is a state of mind at Mehran Spices & Food
Industries.
Mehran Spice and Food Industries have been honored with "The Best Export Performance
Award" from FPCCI every year since 1984, besides other national and international awards.
Mehran has also been awarded the "The Best Export Brand of the Year Award" from FPCCI
for the year 2009-2010. Over the years, MEHRAN's production facilities have been set up
locally and globally.
Chronologically:
1975,
Mehran Spice & Food Industries
S.I.T.E Karachi-Pakistan
•
1988,
Pure Food Ltd.
Jebel Ali Free Zone-Dubai
2002,
Thar Roller Flour Mill Naukot,
Tharparkar District, Sindh-Pakistan
•
2003,
Mehran Spice & Food Industries
Korangi Industrial Area-Karachi-Pakistan
•
2007,
Gul Mohammed Spice Factory
Jeddah-Kingdom of Saudi Arabia
Keeping in view the global success of Mehran, the company aims to establish itself in
Pakistan as well. The spice market in Pakistan is ever expanding and penetration into such a

7. huge market is an arduous task. Nevertheless, Mehran was up to the challenge and
established effective distribution networks successfully all over Pakistan. Today by the
Almighty's grace & support from our valuable customers, Mehran enjoys a leading position in
the market place.
"The world knows MEHRAN, now it's your turn."
VISION
To become the best food products company locally & globally, that has and will continue to
provide quality food products to its valuable consumers.
MISSION
To promote & maintain MEHRAN Spice & Food Industries as a quality food products
company, that is welcomed into the hearts & minds of kitchens everywhere, locally and
globally.
Committed to serving customers globally

8. CHAIRMAN'S MESSAGE
Gull Mohammad Lot
At Mehran, we aim to provide our customers with the highest quality & hygiene standards.
Our raw materials are procured from the most purest resources, our hi tech eco friendly
machinery is imported from all over Europe allowing Mehran to process & pack our products
with virtually untouched human hands.
"The Customer is always right, and deserves the best"

9. BUSINESS MODEL:
Mehran food and spices is leading their organization because of their wide range of products
and the availability of the products in different regions of the world. The major competitors
are Shan foods and National Foods. Whose product line is similar to that of MEHRAN’s.
AWARDS:
Since 1984, Mehran has consistently won the "Best Export Award" from the FPCCI.
PRODUCT LINE:
Straight spices:
Curry powder, chili powder, black pepper powder etc
Recipe mixes:
Biryani, Qorma, Butter Chicken etc
Pickles and Chutneys:
Mix pickle, Garlic pickle, Green chutney etc
Desserts:
Badam kheer, sheerkhorma mix etc
Rice:

10. Wide range of rice from Basmati to tota.
Pastes:
Garlic paste, red chili paste etc
All these products are available in polybag or Pet jar.
HUMAN RESOURCE MANAGEMENT AT MEHRAN FOODS AND
SPICES:
Mehran Spice & Food Industries takes pride in hiring the most talented and educated people
of the country in order to achieve excellence. The Company is continuously emphasizing on
human resource development through various performance management systems,
information induction schemes and employee enhancement and development plans. For a
company to survive in today’s competitive, corporate environment; it is mandatory to hire and
retain positive people who contribute to the overall growth of the company, country and the
community at large.
Success is dependent upon the collective energy and intelligence of all our team members.
Company strives to create a work environment, where motivated team members can flourish
and succeed in reaching their highest potential. At Mehran, company appreciates teams'
efforts and reward results accordingly.
Self-Responsibility
Company takes responsibility for successes and failures. Company celebrates success and
sees failures as opportunities for growth.
Self-Driven Teams
The fundamental work unit of the company is the self-driven team. Teams meet regularly to
discuss issues, solve problems and appreciate each others' contributions. Every Team
Member belongs to a Team.
Open & Timely Information
Company believes knowledge is power and support team members' right to access
information that impacts their jobs. The books are open to our team members, including
annual individual compensation report. Company also recognizes everyone's right to be
listened to and heard regardless of their point of view.
Incremental Progress
Company continually improves through unleashing the collective creativity of all team
members. It recognizes that everyone has a contribution to make and by allowing them to
contribute, thus evolve as an organization.

11. Shared Fate
Company recognizes there is a community of interest among all of our stakeholders. There
are no entitlements; and share a collective fate. Company rewards our employees through
different means: a salary cap that limits the compensation (wages plus profit incentive
bonuses) of any team member to nine times the average total compensation of a full-time
team member in the company.
Training and Development process in Mehran Foods and Spices
Training and skills development Training and skills development comprises a broad range of
activities and arrangements, including formal and informal training, job-rotation, traditional
class-room courses, internal vs external training, cooperation with e.g. universities,
competence mapping, (personal) training plans (development plans), special (introductory)
training for newly recruited people, mentoring and the use of new organizations or
technologies in training, such as E-learning. One other important issue is the question of the
cost/benefits of training and how to measure and evaluate the outcome of training activities.
The importance of training is stressed by a growing gap between existing competences and
skills and those competences and skills that are required to meet future challenges and
ensure a successful modernization of official statistics. A framework of skills/capabilities
begins with a gap analysis and a description of how to close the gap. Lack of resources is a
major barrier. To stay updated competences of employees need to be assessed and trained
regularly. This is sometimes referred to as competence management, other times as
development plans. The key issue is that the management regularly assesses the skills and
knowledge of the employees in a systematic way and follow-up on this. E-Learning offers
possibilities of training that are less restricted by space and time and which can be used for
both general training or more specific purposes or for specific groups of staff, for training in
regional offices. It also has potential for use across countries since the same E-learning
course could be offered to different countries and hence be available for much more people
than would be possible in traditional class room training. E-learning can be developed at
relative low costs compared to traditional training, but there is also evidence that it may be
less efficient and that it should be followed up closely or complemented with face-to-face
activities.
Procedure for Training
1.1 Objective & Scope:
The purpose of this procedure is:

12. a) To identify the training needs and ensure that entire workforce has necessary
knowledge and skills to carry out their activities.
b) To enable all personal to reach their full potential.
c) To improve efficiency and effectiveness of all company activities.
d) To enable new techniques and skills to be introduce in a timely manner.
1.2 Responsibility:
HR Manager is responsible for implementing and maintaining effective control of the
procedure.
1.3 Procedure:
3.1 Identification of training needs:
3.1.1 The training need assessment (TNA) is conducted to identify the training
needs and to enhance technical skills and professional capabilities to staff, which ultimately
improves the efficiency and effectiveness of company activities.
3.1.2 Training needs are identified on “Training Need Assessment Form” by
concerned Domain Manager at the end of each financial year and that of Managerial Staff by
Senior GM. For a new employee concerned Domain Manager assesses training needs.
3.1.3 Training need can also be identified as and when required to enhance the
professional capabilities using Training Needs Assessment form.
3.2 Training Plan:
3.2.1 Based on TNA HR prepares “Annual Training Plan” after consultation with
Domain Managers. In case of any change “Annual Training Plan” is updated by HR. The
former “Annual Training Plan” is cancelled by writing “Cancelled” , otherwise it will updated at
the end of each financial year, after getting fresh TNA by Domain Manager.
3.3 In-house and External Training:

13. 3.3.1 This training plan cover in house training of staff and external training as well, which is
based on the training programs being by various institution.
3.3.2 HR will ensure all necessary arrangements for in-house training after
consultation with Domain Manager. For external training GM administration is final deciding
authority.
3.3.3 Training are selected either from different domain within company keeping
in view their level of competency in the field of training or external trainers can be called in
the company keeping in view their market reputation and cost of training.
3.4 Training Records:
3.4.1 Generally the in house training records are filled in Training Attendance Form where as
these records are kept and maintained by HR who is overall responsible for updating the
training records of the employees.
3.4.2 These training records are maintained in the separate folder for one year.
3.5 Effectiveness of Training:
3.5.1 Domain managers monitor the training imparted by the trainers. After proper testing
and getting the recommendation of the trainer about the trainees, the evaluation of the
training imparted is done by the domain manager. The respective
“Training Need Assessment Form” may be filled for any weakness remained in any employee
by the respective domain manager.
1.4 Related Documents:
5.1 Training Need Assessment Forms MSFI/3/HR/018
5.2 Annual Training Schedule MSFI/3/HR/019
5.3 Training Attendance Form MSFI/3/HR/020

14. Discussion:
The literature and analysis provide adequate knowledge about the Training and Development
processes at MEHRAN FOODs. Based on that analysis, it has been observed and
concluded that Training and Development activity indeed acts as a baseline for all other HR
activities and company should not compromise its standards in this regard. The Management
needs to implement effective employee training and development program. It will benefit
MEHRAN FOODs in longer run because if the company will take care of Training needs of
employees then employees will direct their energies towards achieving organizational goals
more effectively. The company needs to develop effective procedures of Training that are
applicable to their businesses as per their requirement and strategic goals. Furthermore,
managers at all levels are provided training in terms of developing Job Descriptions and
helping the HRD to recruit and select the most suitable candidate. It is imperative for the
organization to evaluate and rate its training procedures in order to timely correct and/ or
improve them. International standards of Training and Development needs to be
implemented by MEHRAN FOODs in order to further enhance the working methodology of
the company.
Recommendations:
The report suggests the following recommendations for improvement in the training and
development program of Mehran Foods and spices:
1- Training must include job description preparation at each level to enhance effective
recruitment.
2- More effective procedures should be developed for training to meet the strategic
goals.
3- Regular rating and evaluation of the training programs for future needs.
4- The training and development programs should be matched with international
standards.
5- Incentives should be provided to employees for motivation.

15. Conclusion:
This report provides an analysis and evaluation along with relevant recommendations of the
Training and Development techniques used in the Human Resource & Administration
department of MEHRAN FOODS. We have chosen this topic because we believe that this is
the root for every business, and effective Training and Development strategies result in
improved outcomes for the organization. The main objective of this report is to study the
Training and Development practices at MEHRAN FOODs and to determine their
effectiveness. Methods of analysis include in depth interviews and questionnaires. Details of
questions are available in appendices. The source of data was mainly primary data. Sample
size was 5 due to limitation of access to employees. Results of data collected show that the
company follows strict and fair Training and Development procedures. They believe in hiring
competent individuals regardless of gender, age and other biases and provide them with
adequate training facilities. The findings also indicate that the company does not use any
formal training evaluation methods which is a major weakness when it comes to competency
of the individuals recruited and ultimately selected as well.