Training Need Analysis 3y4d4h

A PROJECT REPORT ON TRAINING NEED ANALYSIS IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF MASTERS OF BUSINESS ISTRATION SESSION (2009-2011)

SUBMITTED BY PARUL SINHA MBA-IInd SEM

UNDER GUIDANCE OF SONAL GUPTA (PROJECT GUIDE)

SHREE GANPATI INSTITUTE OF TECHNOLOGY, GHAZIABAD

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Declaration I, PARUL SINHA, hereby declare that the project work entitled “TRAINING NEED ANALYSIS” is an authenticated work carried out by me at EDM MALL, BIG BAZAAR, Under the guidance of Mr. SHARIQUE NASIM, Senior Executive HR for the partial fulfillment of the award of the degree of MASTER OF BUSINESS ISTRATION and this work has not been submitted for similar purpose anywhere else except to SREE GANPATI INSTITUTE OF TECHNOLOGY, Ghaziabad, d to Uttar Pradesh technical university, LUCKNOW.

Date: Place: PARUL SINHA

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Acknowledgement

The making of a report does not involve efforts of one single person. It is possible only because of cooperation and contri­ bution of many minds. Several eminent people in BIG BA­ ZAR (A DIVISION OF FUTURE VALUE RETAIL LTD.) have made valuable contributions to this report through their inputs. I am thankful to each one of them. I am extremely thankful to Mr. Sharique Nasim, Senior Ex­ ecutive HR for giving me an opportunity to undergo training in BIG BAZAR (A DIVISION OF FUTURE VALUE RE­ TAIL LTD.) I have been given a valuable insight into the working of in­ dustry in general, which will go in a long way in shaping my career. Lastly, I would like to thank the whole of BIG BAZAR, who treated me like one of them and offered me valuable and guidance and facilitated this experience for which I am so grateful.

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CHAPTER TABLE OF CONTENT

PAGE No.

CHAPTER 1

ORGANIZATIONAL PROFILE

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CHAPTER 2

INTRODUCTION

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CHAPTER 3 CHAPTER 4 CHAPTER 5

EXECUTIVE SUMMARY RESEARCH METHODOLOGY FINDINGS AND ANALYSES

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CHAPTER 6

CONCLUSION

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CHAPTER 7

BIBLIOGRAPHY

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CHAPTER 8

ANNEXURE

47-51

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Organizational Profile

Future Group

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Future Value Retail Limited is a large Indian retailer, which is part of the Future Group, and operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai, the company has over 1,000 stores across 71 cities in India and employs over 30,000 people, and as of 2010, it was the country's largest listed retailer by market capitalization and revenue.

FUTURE VALUE RETAIL LTD Type Industry Founded Headquarters Area served Key people Products Parent Website

Public (BSE: 523574) Retailing India Mumbai India Kishore Biyani, (MD & CEO) Discount Stores Super centers Future Group Pantaloon.com

With effect Jan. 1, the company separated its discount store business, which includes the Big Bazaar hypermarket and the Food Bazaar supermarket businesses, into Future Value Retail Ltd., its whollyowned subsidiary, so that the company may be listed independently. The company’s brands include Pantaloons, a chain of fashion outlets, Big Bazaar, a hypermarket chain and Food Bazaar, a supermarket chain. Some of the company's other regional brands include, Depot, Shoe Factory, , Brand Factory, Blue Sky, Top 10 and Star and Sitara.

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Big Bazaar Big Bazaar is a chain of hypermarkets in India, with more than 100 stores in operation. It is a subsidiary of Future Value Retail Ltd's, Fu­ ture Group.

BIG BAZAAR

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Type

Subsidiary of Future Group

Founded

2001

Headquarters

Jogeshwari, Mumbai, India

Industry

Retail

Products

Department store

Parent

Future Group

Website

http://www.bigbazaar.com

TRAINING NEED IDENTIFICATION 8

Training Need Analysis An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance.

Why training need analysis? Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the

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occasions where training might not be appropriate but requires alternate action.

Training Need arises at three levels: Organizational Level – Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Identifying the areas where training is required can reduce threats. And, opportunities can be exploited by balancing it against costs. For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes based on the future requirements at each level.

Individual Level – Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are: • •

Appraisal and performance review Peer appraisal

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• • • •

Competency assessments Subordinate appraisal Client Customer

Operational Level – Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.

Introduction of Training Training is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is activity leading to skilled behavior ●

It’s not what you want in life, but it knows how to reach it.

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It’s not where you want to go, but it knows how to get there.

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It’s not how high you want to rise, but it knows how to take off.

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It may not be quite the outcome you were aiming for, but it will be an outcome.

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It’s not what you dream of doing, but it’s having the knowledge to do it.

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It’s not the goal you set, but it’s what you need to achieve it. Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

Training Needs Analysis Purpose A Training Needs Analysis (TNA) is used to assess an organization’s

training needs. The root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organization’s objectives. The training needs assessment is best conducted up front, before training solutions are budgeted, designed and delivered. The output of the needs analysis will be a document that specifies why, what, who, when, where and how. More specifically, the document will need to answer these questions:

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● ● ● ● ● ●

Why do people need the training? What skills need imparting? Who needs the training? When will they need the new skills? Where the training may be conducted? How may the new skills be imparted?

There are so many ways for conducting a Training Needs Analysis, depending on your situation. One size does not fit all. Is the purpose of the needs assessment to? • • •

• • •

Lead in to a design of a specific purpose improvement initiative (e.g., customer complaint reduction) Enable the design of the organization’s training calendar Identify training and development needs of individual staff during the performance appraisal cycle The answer to these questions will dictate: Who will conduct the TNA How the TNA will be conducted, and What data sources will be used?

Training Needs Analysis Method Below are three scenarios in which we may find our self-wanting to conduct a Training Needs Analysis. This is not an exhaustive treatment; however, it will give us some tips on what to do. Employee Performance Appraisal In many organizations, each employee’s manager discusses training and development needs during the final part of the performance appraisal discussion. This method suits where training needs are highly varied amongst individual employees. Typically, the manager constructs an employee Performance Development Plan in

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collaboration with the employee being appraised. The Plan takes into consideration: • • • • • •

The organization's strategies and plans Agreed employee goals and targets The employee’s performance results The employee’s role description from internal/external customers and stakeholders, and The employee’s stated career aspirations The employee’s completed Performance Development Plan should document the area that requires improvement, the actual development activity, resource requirements, expected outcomes and an agreed time frame in which the development outcome will be achieved.

Improvement Project Most, if not all, improvement projects have some employee training associated with them. Examples of improvement projects include planned and structured attempts to reduce the incidence of product defects, increase sales volume and decrease the number of customer complaints. Here, the Training Needs Analysis begins by clarifying the measurable organizational improvement targets and the employee behaviors required to meet these targets. For example, the organization might set a target of a 50 percent reduction in customer complaints by the end of the year. Employee behaviors required to achieve this target might be: • •

Empathetic listening to customer complaints Regular follow up of complaint resolution

Data Sources

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In conducting our training needs analysis, we may have a variety of data sources available to us. Which data sources we use will depend on a number of factors. These factors include: • • • • •

The amount of time available The human resources available The level of accuracy require The reliability of each data source The accessibility of each data source

The data sources that we have available may include: • • • • • • • • •

Interviews/surveys with supervisors/managers Interviews/surveys with employees Employee performance appraisal documents Organization’s strategic planning documents Organization/department operational plans Organization/department key performance indicators Customer complaints Critical incidents Product/service quality data

For example, if we are considering providing training in project management to project managers, we may want to interview the prospective participants, the project managers, and their managers on what problems they are facing. It may also pay to review planning and a procedural document to ascertain what project management methodology and tools our organization is using, or is planning on using. Data sources that may show light on where the training needs to focus the most are project performance data and post-implementation reviews. Which sources we will actually use and how much time and effort we expend on each will depend on our particular circumstances. Needless to say, there is no magic formula and we will need to exercise a fair amount of judgment in most cases.

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Although there are no hard and fast rules in conducting a Training Needs Analysis, we have outlined above some general guidelines and helpful hints.

EXECUTIVE SUMMARY

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Executive Summary

Executive Summary The main purpose of the study was to find out that which kind of training is required for the employees working within an organization, either behavioral or technical or both. The study was taken under Mr.Sharique Nasim, Senior Executive HR. For this purpose, the sample survey was conducted and data was collected through primary sources (employees) by the questionnaire method. The data collected was to it’s almost accuracy. During the survey, it was ensured that the data was collected from each sections of the organization. The total population of the organization was 180 and the sample size taken was

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approx.40% of the total population that is 70.The survey include the personal interaction with all the employees. The major difficulties during the complete study were the interaction with the front line staff during the sales hours. All the employees were very busy with their customers.

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Research Methodology

Research Methodology: Objective: The objective was to find out that which kind of training is required for the employees working within an organization, either behavioral or technical or both. Research: exploratory Research Data Source: Primary and secondary data

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Research Approach: Interviews and Survey Research Research Instrument: Questionnaire Sampling Unit: Employees Sample Size: 180 Sample Survey: The sample survey was conducted and data was collected through primary sources (employees). In order that the sample size is a proper representative of the universe of each site. It was ensured that while doing the survey the respondents were chosen from all sections.

Determination of sample size: Ideally speaking, the sample size should be 30% of the entire population (universe). Our total population was 180 and taken the sample size of approx.40% that is 70. Research Design: Step 1: For the training need analysis purpose first we prepare a questionnaire in which all close-ended questions were included.

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Step 2: The total strength of the employees in Big Bazaar is 180 and we have taken the sample size of approx.40% that is 70. Step 3: In the questionnaire, behavioral and technical questions were included, so that the needs of the training for the employees were analyzed. Step 4:Behavioral training include personality development, communication effectiveness, basic etiquettes, team management and technical training include SAP, REM, offer updation, DAD, SOP, VM etc. Step 5: Then after the questionnaires were filled by interacting each employee personally. Step 6: When the whole questionnaires were filled, then through analysis, we came to know that which training is required for the employees, either behavioral or technical.

Findings and Analysis 21

Items of the questionnaire pertaining to the 2 clauses S.No I

CLAUSES BEHAVIOURAL

1 2

Grooming Etiquettes

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Awareness

ITEMS Q(2)Awareness of the term Grooming Q(3)Awareness of the term Body Language Q(4)Wish customers Namaste Q(5)Awareness about Fun zone Q(7)Visit to CSD Q (9) Their weekly and daily target. Q(12)Effectiveness of their team Q(6)Customer interaction

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Interpersonal Skills

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Ownership

II

TECHNICAL

Q(8)Difficulties while interacting with customers Q(11)Informal meetings with peers and colleagues Q(14)Extra initiative rather than defined by their dept.manager Q1(5)Full form of REM Q(16)Difference between EAN and BARCODE Q(17)Process of DAD outward Q(18)The use of F-11 during billing Q(19)Permanent promotions in a month Q(20)MB-52 and MCBA in SAP

Age

Gender

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Q10. Do you enjoy informal meetings with your peers and colleagues?

Can’t Say

21% of the population are unaware.

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ANALYSES

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Analyses 1. The majority falls into the slabs of 18-23.This shows that majority are freshers and therefore they do not have pre-conceived notions, so they are open to suggestions and learnings. 2. 63% of them are below 2yrs.Therefore majority needs training. 3. 73% of the population understands of grooming but they deliberately sometime ignore. Therefore training for right attitude is needed. 4. 73% of the population understands of grooming and 64% knows about correct body posture but they deliberately sometime ignore. Therefore training for right attitude is needed. 5 79% of the population adhere to the ritual but 21% of the population needs reiteration of the ritual training.

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6.Front line staff needs aware of Funzone,CSD,weekly and daily target, about their team because 11% of the population are not aware of Fun zone, 9% population interact only 0-5 customers daily,7% population never go to CSD, and 29% of the population do not know their target. 7. Front line staff needs training for interpersonal skill as 46% of population never enjoy informal meetings with their peers and colleagues and 14% population never seek of their peers and colleagues. 8. Front line staff needs technical training regarding REM, EAN and BAR CODE, process of DAD outward, F-11, permanent promotions, MB-52and MCBA because 49% of the population are not aware of REM, 23% are not aware of EAN and BAR CODE, 51% are aware of the process of DAD outward, 21% are not aware of F -11, 39% are aware of permanent promotions and 765 are not aware of MB-52 and MCBA.

CONCLUSION

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CONCLUSION The above analyses show that the majority of the population requires behavioral and technical training as they lack some behavioral and technical skills. Some specific training module should be prepared for them according to which schedule is prepared and training must be imparted as per schedule.

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BIBLIOGRAPHY 35

Bibliography 1. www.futuregroup.com 2. www.wikipedia.org/wiki/TNA 3. www.futuregroup.net/csr/CSRfiles

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ANNEXURE

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Questionnaire for the survey of Training Need Analysis

Age:

Gender:

Section:

Q1) Since how long you are working in Big Bazaar? a) 0-6months 2yrs

b) 6months- 1year

c) 1-2years

d) more than

Q2) How much do you understand by the term “GROOMING”? a) Fully

b) Partially

c) Null

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Q3) How much do you understand by the term” BODY LANGUAGE”? a) Fully

b) Partially

c) Null

Q4) Do you wish your customers “NAMASTE” regularly? a) Always

b) Sometimes

c) Never

Q5) How much aware you are about your Fun zone? a) Fully

b) Partially

c) Null

Q6) How many customers do you interact daily? a) 0-5

b) 5-10

c) 10-15

d) 16 and more

Q7) How often do you go to Customer Service Desk to solve Customer’s problems? Cite an Example. a) Often

c) Sometimes

d) Never

Q8) What difficulties do you find while interacting with customers? a) Communication b) Understanding the need of Customer

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c) Customer behavior d) Product related

Q9) Do you know your target for the week and for today? a) Yes

b) No

Q10) Do you enjoy informal meetings with your peers and colleagues? a) Always

b) Sometimes

c) Never

Q11) How effective is your team? a) Very effective

b) Good

C) Just Fine

Q12) Do you seek of your peers and colleagues? a) Always

b) Sometimes

c) Never

Q13) How much extra work you do other than defined by your dept manager? a) Not at all

b) Just extra

Q14) Do you know the full form of “REM”?

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c) Much extra

a) Yes

b) No

Q15) Do you know the difference between “EAN” and “BARCODE”? a) Yes

b) No

Q16) Do you know the process of DAD outward? a) Yes

b) No

Q17) Do you know the use of F-11 during billing? a) Yes

b) No

Q18) Do you know about the permanent promotions in a month? a) Yes

b) Partially

c) No

Q19) Do you understand what is MB-52 and MCBA in SAP? a) Yes

b) No

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