PROJECT REPORT-Vinay Kumar Verma

8/6/2019 PROJECT REPORT-Vinay Kumar Verma

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Submitted By

Vinay Kumar Verma

F-41

SubmittedTo Institute of Business Management & Research,

Ahmedabad



ASAS

PARTIAL FULFILLMENT FOR PARTIAL FULFILLMENT FOR THETHE

REQUIREMENTREQUIREMENT

OFOF

PGPM PROGRAMME (2008-10)PGPM PROGRAMME (2008-10)

Submitted By

Vinay Kumar Verma

F-41

2



SubmittedTo Institute of Business Management & Research,

Ahmedabad

ACKNOWLEDGEMENTACKNOWLEDGEMENT

It gives me immense pleasure, having done a project on aninteresting and knowledgeable topic like “Training and

development at PIRAMAL HEALTHCARE LIMITED.”

This project has not only widened my horizon as far asacademics are concerned but also helped me to enlarge myknowledge bank. Marketing Management and Human resourcesare not topics, which could be handled with certain amount of casualty. It requires a deep study and hard work, which is key tosuccess. There are many people associated with this projectwithout which this project would not have been possible.I thank my Institute who has given me an opportunity to showmy skills. I also thank all my nearer and dearer ones withoutwhose support this project would not been possible.

I would like to thank Mr. Sandeep Mudaliar (HR Head), whoallow me to do this project in Piramal Healthcare Limited

successfully.

I am deeply grateful to Mr. Sandeep Arya, my project guide

for his ever willing help and guidance to complete my projectsuccessfully.

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I would like to thank to other office members of PiramalHealthcare Limited for their noble inspiration, keen interest,constant supervision and ever willing help throughout the courseof this study.

Above all I would like to thank all contacted persons of firmwho took out valuable time to answer my queries and gave mefull information about pharma industry and Piramal HealthcareLimited.

I extend my sincere gratitude towards my parents, who havealways encouraged me and gave suggestions as how to work on project. They always stand by me in solving all my queries.Their support has always motivated me.

Above all it gives me immense pleasure to thank authors of various books who indirectly helped me in gaining knowledgeabout insurance industry.

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EXECUTIVE SUMMARYEXECUTIVE SUMMARY

“PEOPLE” is the most important and valuable resource every organization has inthe form of its employees. Dynamic people can make dynamic organizations.Effective employees can contribute to the effectiveness of the organization.Competent and motivated people can make things happen and enable anorganization to achieve its goals.

Organizations have now started realizing that the systematic attention to humanresources is the only way to increase organizational efficiency in terms

productivity, quality, profits and better customer orientation.

HR can help deliver organizational excellence by focusing on learning, quality,teamwork, and through various employee friendly strategies.

Today with a lot of MNC’s coming in India, the amount of competition hasincreased to such an extent that organizations have further aggrieved their stress on

proper man management. Along with being competitive, the MNC’s have broughtin a systematic approach to HR with the help of technology utilization.

My project has been accomplished in one of such MNC’s – PIRAMALHEALTHCARE LIMITED (better known as PHL). This is one of the bestcompanies in the field of clinical research.

This project has been accomplished in two parts:

The first priority was to understand the working of an HR department and hencethe first part of the project report is about the HR Processes, Policies and Systemsat PIRAMAL HEALTHCARE LIMITED (PHL). The various processes like

recruitment & selection, induction, training & development, compensation & benefit etc. have been understood by me at the site of Piramal PharmaceuticalDevelopment Services (PPDS), Ahmedabad.

The second half of the project report is focused on analyzing the trends in Trainingand Development at PHL. The report consists of a healthy analysis of Training andDevelopment at PHL.

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CONTENTSSR.

NO.

TOPIC PAGE

NO.

1 Introduction 5

2 Training & Development 73 Training & Development Objectives 8

4 Importance of Training 9

5 Models of Training 11

6 Steps Involved in Training Process 16

7 Training Need Analysis 17

8 Defining Training Objectives 20

9 Deciding Methods of Training 22

10 PROS & CONS of Training Methods 25

11 Evaluation of Training 29

12 Need of Evaluation of Training 34

13 Training Implementation 35

14 Why Training Fails? 37

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15 Industry Analysis

A. Indian Pharmaceutical Industry

B. Indian Pharmaceutical Industry Today

C. Pharma Industry Advantage India

D. About The Piramal Group

E. About The Piramal Healthcare LimitedF. PHL At Various Levels

G.Corporate Strategy

H.Acquisition Joint Ventures, Alliances &

Partnerships

I. Line of Business of Piramal Healthcare

Limited

J. Piramal Pharmaceuticals Development

Services, Ahmedabad

38

38

38

39

40

4146

49

50

52

55

16 Training & Development of employees at PPDS,

Ahmedabad Site

59

17 Data Analysis 71

18 Findings & suggestions 72

19 Bibliography 74

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1. Introduction

An organization either Business or Industrial Enterprises needs many factors for itsgrowth, further development and for its very survival. The most important factors

are Capital, Materials, Machineries and Human Resources as the success or failureof any organization depends on the effective combination of these factors.Managing all other factors are comparatively easier than managing HumanResources. The Human Resources are most important and need to be handledcarefully. Since all the others factors are handled by the human resources, theyhave to be trained in a effective manner to utilize the resources at optimal level toget the desired output and thereby to reach the organization goals. The effectivecombination of all these factors results to way for success.

Training is defined as learning that is provided in order to improve performance onthe present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavymachinery, a computer, a procedure for creating a product, or a method of

providing a service.

Oliver Sheldon says ‘No industry can rendered efficient so long as the fact remainsunrecognized that the in principally human – not a mass of machines and technical

process but a body of men. If manpower is properly utilized it causes the industryto run at its maximum optimization getting results and also work for as an climax

for industrial and group satisfaction in the relation to the work formed.Competitive advantage is therefore depend on the knowledge and skill possessed

by employee more than the finance or market structure by organization.

The employee training not only serves the purpose to develop their employers butalso safe guard organizational objectives of survival and success throughcompetitive advantages. The training function now popularly called as HumanResource

Development coordinates the provision of training and development experiences inorganization.

In recent years, the scope of Training and Development has broadened from simply providing training programs to facilitating learning throughout the organization ina wide variety of ways. There is increasing recognition that employees can andshould learn continuously, and that they can learn from experience and from eachother as well as from formally structured training programs. Nevertheless, formal

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training is still essential for most organizations or teaches them how to perform intheir initial assignment, to improve the current performance of employees whomay not be working as effectively as desired, to prepare employees for future

promotions and increased responsibilities. The Computer Application Training and New Employee Training are most popular training topics. Various Managementand supervisory skills such as leadership, performance appraisal, interviewing, and

problem solving were also commonly taught. Many organization provide ‘Train-the trainer’ courses for superiors or peers who will in turn provide on-the-jobtraining to others. Besides being one of the most important HRM functions,Training and Development is also one of the most expensive.

Meaning and Definition:

After an employee is selected, placed and introduced, he or she needs to be provided with training facilities. The training is the act of increasing the knowledgeand skill of an employee for doing the particular job. Training is a short termeducational process and utilizing systematic and organized procedure by which anemployee is learned the technical knowledge.

Definitions:

Staimez: defines ‘Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel to learn technical knowledge and skill”

Mamoria: defines “Development covers not only the activities which improve job performance, but also those which b ring about growth of personality, helps individual in the process towardsmaturity and actualization of this potential capacities so that they become not only goodemployees but also both good men and women.

S. P. Robbins: Defines “Training is a learning process which seeks a relatively permanent

change in behavior that occurs as a result of experience.

Dale Yoder: Defines “It is that deals with the effective control and use of manpower as adistinguished from other source of man power”

Meaning:Training is part of Human Resource Development. It is concerned with concerned with training,development, and education. Training has been defined as an organized learning experience,

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conducted in a definite time period, to increase the possibility of improving job performance andgrowth. Organized means that it is conducted in a systematic way.

2. Training and development

Every organization needs to have well trained and experienced personnel to

perform the activities that have to be done. If the current or potential job occupant

can meet this requirement, training is not important. But when this is not the case,it is necessary to raise the skill levels and increase the versatility and adaptability

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

resulting out of job redesigning or technological changes require some type of

training and development efforts. As the jobs become more complex, the

importance of employee development also increases. Scope of HRM without a

doubt is vast. All the activities of employee, from the time of his entry into an

organization until he leaves, come under the horizon of HRM. The divisions

included in HRM are Recruitment, Payroll, Performance Management, Training

and Development, Retention, Industrial Relation, etc. Out of all these divisions,

one such important division is training and development.

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TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures

that randomness is reduced and learning or behavioral change takes place in

structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional approach – Most of the organizations before never used to believe intraining. They were holding the traditional view that managers are born and notmade. There were also some views that training is a very costly affair and notworth. Organizations used to believe more in executive pinching. But now thescenario seems to be changing.

The modern approach of training and development is that Indian Organizationshave realized

the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changedto create a smarter workforce and yield the best results.

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TRAINING AND DEVELOPMENT

OBJECTIVES

The principal objective of training and development division is to make sure theavailability of a skilled and willing workforce to an organization. In addition tothat, there are four other objectives: Individual, Organizational, Functional, andSocietal.

Individual Objectives – help employees in achieving their personal goals, which

in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitableto the organization’s needs.

Societal Objectives – ensure that an organization is ethically and sociallyresponsible to the needs and challenges of the society.

The chief aim of formal education for the manager is to increase his ability to

learn from experience. The second aim is to increase his ability to help his

subordinates learn from experience. According to Douglas McGregor, there arethree different purposes of learning.

1. Acquiring Intellectual Knowledge: An electrical engineer may need moreknowledge than

he now possesses about circuit design. A new employee may require knowledgeabout company policies. A foreman may require information about the new

provisions in the labour agreement. The acquisition of knowledge is a fairlystraightforward process provided the individual wants the new knowledge. It can

be made available to him in several ways. However, if he does not want theknowledge, there is considerable difficulty getting him to learn it. In industry,attempts should be made to create a 'felt need' for new knowledge.

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2. Acquiring Manual Skills: The acquisition of a manual skill requires practice or experienceaccompanied by feedback pure trial and error learning can be speeded up byguidance but theindividual cannot learn unless he performs and receives clues which tell him aboutthe success of his efforts. The necessary effort will be expanded only if there is afelt need on the part of the learner.

3. Acquiring Problem Solving Skills: Much of a manager's work is solving problems. These include organizing his own and his subordinate's activities, planning and a wide range of other decision making activities. These are skillsinvolved in diagnosing problems, interpreting relevant data, assessing alternativesolutions and getting feedback concerning the effectiveness of the solution. Theseskills can be improved and classroom education is one method utilized for this

purpose. As with any skill, practice and feedback are essential for learning. Themost widely used classroom method for improving the problem solving skills is thecase method. In the hands of a skilful teacher, it can be highly effective.

4. Importance of Training:

Training is the cornerstone of sound management, for it makes employees moreeffective and productive. It is actively and intimately connected with all the

personnel or managerial activities. It is an integral part of the whole management

programme, with all its many activities functionally interrelated. Training is a practical and vital necessity because; it enables employees to develop and risewithin the organization, and increase their "market value", earning power and jobsecurity. It also enables management to resolve sources of friction arising from

parochialism, to bring home to the employees the fact that the management is notdivisible. It moulds the employee’s attitudes and helps them to achieve a better cooperation with the company and a greater loyalty to it. Training heightens themorale of the employees, for it helps in reducing dissatisfaction, complaints,grievances and absenteeism, reduces the rate of turnover. Further, trained

employees make a better and economical use of materials and equipment.

The importance of training has been expressed as follows "training is widelyaccepted problem solving device. Indeed, our national superiority in manpower

productivity can be attributed in no small measure to the success of our educationaland industrial training programmes." This success has been achieved by a tendencyin many quarters to regard training as a panacea. It is almost traditional in Americato believe that if something is good, more of the thing is even better. Hence, we

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take more vitamin pills to solve personal health problems and more training tosolve our manpower problems. Over and under emphasis on training stems largelyfrom inadequate recognition and determination of training needs and objectives. Itstems also from lack of recognition of the professional techniques of modernindustrial training.

Thus we can find the importance of Training and Development as follows:

• Optimum Utilization of Human Resources – Training and Developmenthelps in optimizing the utilization of human resource that further helps theemployee to achieve the organizational goals as well as their individualgoals.

• Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of humanresources’ 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 helpsto expand the horizons of human intellect and an overall personality of theemployees.

• Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieveits 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 inculcatingthe zeal to learn within the employees.

• Organization Culture – Training and Development helps to develop andimprove the organizational health culture and effectiveness. It helps increating the learning culture within the organization.

• Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees getthese 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 thehealth and safety of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of thework force.

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• Image – Training and Development helps in creating a better corporateimage.

• Profitability – Training and Development leads to improved profitability andmore positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e.

Organization gets more effective decision making and problem solving. Ithelps 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 andmanagers usually display.

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5. Models of training

Some common models of training are as follows:

1. System model of training

2. Transitional model of training

3. Instructional model of training

1. System Model Training: The system model consists of five phases and should

be repeated on a regular basis to make further improvements. The training should achievethe purpose of helping employee to perform their work to required standards. The stepsinvolved in System Model of training are as follows:

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1. Analyze and identify the training needs i.e. to analyze the department, job, employees

requirement, who needs training, what do they need to learn, estimating training cost, etc Thenext step is to develop a performance measure on the basis of which actual performance would be evaluated.

2. Design and provide training to meet identified needs. This step requires developing

objectives of training, identifying the learning steps, sequencing and structuring the contents.

3. Develop- This phase requires listing the activities in the training program that will assist the

participants to learn, selecting delivery method, examining the training material, validatinginformation to be imparted to make sure it accomplishes all the goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to the

failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the

previous stage in order to remedy or improve failure practices.

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2. Transitional model of Training: Transitional model focuses on the organization

as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed.

Vision – focuses on the milestones that the organization would like to achieve after thedefined point of time. A vision statement tells that where the organization sees itself fewyears down the line. A vision may include setting a role mode, or bringing some internaltransformation, or may be promising to meet some other deadlines.

Mission – explain the reason of organizational existence. It identifies the position in thecommunity. The reason of developing a mission statement is to motivate, inspire, and informthe employees regarding the organization. The mission statement tells about the identity thathow the organization would like to be viewed by the customers, employees, and all other stakeholders.

Values – is the translation of vision and mission into communicable ideals. It reflects thedeeply held values of the organization and is independent of current industry environment.For example, values may include social responsibility, excellent customer service, etc.

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The mission, vision, and values precede the objective in the inner loop. This model considers theorganization as a whole. The objective is formulated keeping these three things in mind and thenthe training model is further implemented.

3. Instructional Model Of Training : Instructional System Development model was

made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives aredefined on the basis of job responsibilities and job description and on the basis of the defined

objectives individual progress is measured. This model also helps in determining and developingthe favorable strategies, sequencing the content, and delivering media for the types of trainingobjectives to be achieved.

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The Instructional System Development model comprises of five stages:

1. ANALYSIS – This phase consist of training need assessment, job analysis, and targetaudience analysis.

2. PLANNING – This phase consist of setting goal of the learning outcome, instructionalobjectives that measures behavior of a participant after the training, types of training material,media selection, methods of evaluating the trainee, trainer and the training program, strategies toimpart knowledge i.e. selection of content, sequencing of content, etc.

3. DEVELOPMENT – This phase translates design decisions into training material. It consistsof developing course material for the trainer including handouts, workbooks, visual aids,demonstration props, etc, course material for the trainee including handouts of summary.

4. EXECUTION – This phase focuses on logistical arrangements, such as arranging speakers,equipments, benches, podium, food facilities, cooling, lighting, parking, and other trainingaccessories.

5. EVALUATION – The purpose of this phase is to make sure that the training program hasachieved its aim in terms of subsequent work performance. This phase consists of identifying

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strengths and weaknesses and making necessary amendments to any of the previous stage inorder to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program. It alsohighlights that feedback is an important phase throughout the entire training program. In thismodel, the output of one phase is an input to the next phase.

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6. Steps Involved In Training Process:

Step 1Training Need Analysis

Step 2Develop Training Objectives

Step 3Review Available Training Methods

Step 7Measure Training Results

Step 4Design/Select Training Methods

Step 6Implement Training Programmes

Step 5Design Training Evaluation Approach

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7. 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 requiredfor effective performance and present level of performance.

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

Training Need arises at three levels:

Corporate need and training need are interdependent because the organization performance

ultimately depends on the performance of its individual employee and its subgroup.

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 theorganization such as, procedures, structures, policies, strengths, and weaknesses and externalenvironment such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while

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strengths can further be strengthened with continued training. Threats can be reduced byidentifying the areas where training is required. And, opportunities can be exploited by balancingit against cost.

For this approach to be successful, the HR department of the company requires to be involved instrategic planning. In this planning, HR develops strategies to be sure that the employees in theorganization have the required Knowledge, Skills, and Attributes (KSAs) based on the futureKSAs requirements at each level.

This level includes:• Define Organization’s Short Term Goals/Objectives• Define Organization’s Long Term Goals/Objectives• Human Resource Analysis• Efficiency Indexes Assessment• Assessment of the organizational climate

The organizational needs analysis should translate the organization's objectives into an accurateestimate of the demand for human resources. Efficiency indexes including cost of labor, quantity

of output (productivity), quality of output, waste, and equipment use and repairs can provideuseful information. The organization can determine standards for these indexes and then analyzethem to evaluate the general effectiveness of training programs.

Individual Level – This can be either broad or narrow in scope. The broader approach comparesactual performance with the minimum acceptable standards of performance. The narrower approach compares an evaluation of employee proficiency on each required skill dimension withthe proficiency level required for each skill. The first method is based on the actual, current job performance of an employee; therefore, it can be used to determine training needs for the current job. The second method, on the other hand, can be used to identify development needs for future jobs. 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 desiredlevel 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.Whether the focus is on performance of the job as a whole or on particular aspects of the job,several approaches can be used to identify the training needs of individuals:

1. output measures: Performance data (e.g., productivity, accidents, customer complaints), as well as

performance appraisal ratings, can provide evidence of performance deficiencies. Person needsanalysis can also consist of work sample and job knowledge tests that measure performancecapability and knowledge.

2. self assessed training needs: The self-assessment of training needs is growing in

popularity. Here top managers require the employee and his or her supervisor to identifywhat the business needs are for the department and the business, as well as the skill needsand deficiencies of the individual. Self assessment is premised on the assumption thatemployees, more than anyone else, are aware of their weaknesses and performancedeficiencies. Therefore, they're in the best position to identify their own training needs.

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3. attitude surveys: Attitude surveys completed by a supervisor's subordinates or by

customers or by both also can provide information on training needs. For example, when onesupervisor receives low scores regarding her or his fairness in treating subordinates, comparedwith other supervisors in the organization, the supervisor may need training in that area.

Similarly, if the customers of a particular unit seem to be particularly dissatisfied compared withother customers, training may be needed in that unit. Thus, customer surveys can serve a dualrole:• providing information to management about service• pinpointing employee deficiencies.

Individual competence can also be linked to individual need. The methods that are used toanalyze the individual need are:

• Appraisal and performance review• Peer appraisal

• Competency assessments• Subordinate appraisal• Client feedback • Customer feedback • Self-assessment or self-appraisal

Operational or Functional Level – Training Need analysis at operational level focuses onthe work that is being assigned to the employees. The job analyst gathers the information onwhether the job is clearly understood by an employee or not. He gathers this informationthrough technical interview, observation, psychological test; questionnaires asking the closedended 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 gathersinformation 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.

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8. Defining Training Objectives

Training objective is one of the most important parts of training program. While some peoplethink of training objective as a waste of valuable time. The counterargument here is thatresources 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 objectivesfocus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee thatwhat is expected out of him at the end of the training program. Training objectives are of greatsignificance from a number of stakeholder perspectives,

1. Trainer 2. Trainee3. Designer 4. Evaluator

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

Trainee – The training objective is beneficial to the trainee because it helps in reducing theanxiety 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 trainingsuccessful. The objectives create an image of the training program in trainee’s mind that actuallyhelps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then thelikelihood 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 besuccessful in training.

Beneficiaries

of

Training

Objectives

TraineeTrainer

Evaluator

Designer

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Designer – The training objective is beneficial to the training designer because if the designer isaware what is to be achieved in the end then he’ll buy the training package according to thatonly. The training designer would then look for the training methods, training equipments, andtraining content accordingly to achieve those objectives. Furthermore, planning always helps indealing 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 interpersonalskills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there isa defect in a product or when a customer is angry. Therefore, without any guidance, the trainingmay 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 animportant to tool to judge the performance of participants

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9. Deciding Methods of Training

There are various methods of training, which can be divided into 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.

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 verbalinformation, demonstrate relationships among concepts, etc. These methods are associated withchanges 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. Thesemethods 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

o IN-BASKET TECHNIQUE

o ROLE PLAYS

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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 attemptto instill sound reasoning processes.

Management development method is further divided into two parts:

ON THE JOB TRAINING – The most frequently used method in smaller organizations that ison-the-job training. This method of training uses more knowledgeable, experienced and skilledemployees, such as mangers, supervisors to give training to less knowledgeable, skilled, andexperienced employees. OJT can be delivered in classrooms as well. This type of training oftentakes place at the work place in informal manner.

In this method, the trainee is placed on the job and the manager or mentor shows the trainee howto do the job. To be successful, the training should be done according to a structured programthat uses task lists, job breakdowns, and performance standards as a lesson plan.

Pros: The training can be made extremely specific to the employee's needs. It is highly practicaland reality based. It also helps the employee establish important relationships with his or her supervisor or mentor.

Cons: Training is not standardized for employees. There is often a tendency to have a personlearn by doing the job, providing no real training.

Some key points on On-the-Job Training

On-the-Job Training is characterized by following points

• It is done on ad-hoc manner with no formal procedure, or content

• At the start of training, or during the training, no specific goals or objectives aredeveloped

• Trainers usually have no formal qualification or training experience for training

• Training is not carefully planned or prepared

• The trainers are selected on the basis of technical expertise or area knowledge FormalOJT programs are quite different from informal OJT. These programs are carried out byidentifying the employees who are having superior technical knowledge and caneffectively use one-to-one interaction technique.

The procedure of formal on-the-job training program is:

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1. The participant observes a more experienced, knowledgeable, and skilled trainer (employee)

2. The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks

3. When the trainee is prepared, the trainee starts performing on the work place

4. The trainer provides continuing direction of work and feedback

5. The trainee is given more and more work so that he accomplishes the job flawlessly

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

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

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10. PROS & CONS OF TRAINING METHODS

• Conference• Lecture

• Seminar

• Demonstration

• Panel

• Role Playing

• Case Studies

• Simulations

• Self-Discovery

• Movies/Videos/Computer based Trainings

• On-the-job training

• Mentoring

Conference: The conference training method is a good problem solving approach. A group

considers a specific problem or issue and they work to reach agreement on statements or solutions.

• Pros: There is a lot of trainee participation. The trainees build consensus and the trainer canuse several methods (lecture, panel, seminar) to keep sessions interesting.

• Cons: It can be difficult to control a group. Opinions generated at the conference may differ

from the manager’s ideas, causing conflict.

Lecture : A lecture is the method learners often most commonly associate with college and

secondary education. Yet, it is also considered one of the least effective methods to use for adultlearners. In this method, one person (the trainer) does all of the talking. He or she may usehandouts, visual aids, question/answer, or posters to support the lecture. Communication is primarily one-way i.e. from the instructor to the learner.

• Pros: Less time is needed for the trainer to prepare than other methods. It provides a lot of information quickly when it is less important that the trainees retain a lot of details.

• Cons: Does not actively involve trainees in training process. The trainees forget muchinformation if it is presented only orally.

Seminar: Seminars often combine several group methods: lectures, discussions, conferences,

demonstrations.

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• Pros: Group members are involved in the training. The trainer can use many group methods as part of the seminar activity.

• Cons: Planning is time-consuming. The trainer must have skill in conducting a seminar. Moretime is needed to conduct a seminar than is needed for many other methods.

Demonstration : Demonstration is very effective for basic skills training. The trainer shows

trainees how to do something. The trainer may provide an opportunity for trainees to perform thetask being demonstrated.

• Pros: This method emphasizes the trainee involvement. It engages several senses: seeing,hearing, feeling, touching.

• Cons: It requires a great deal of trainer preparation and planning. There also needs to be anadequate space for the training to take place. If the trainer is not skilled in the task being taught, poor work habits can be learned by the trainee.

Panel: A panel provides several points of view on a topic to seek alternatives to a situation.

Panel members may have differing views but they must also have objective concerns for the purpose of the training. This is an excellent method for using outside resource people.

• Pros: Trainees often find it interesting to hear different points of view. The process invitesemployees to share their opinions and they are challenged to consider alternatives.

• Cons: It requires a great deal of preparation. The results of the method can be difficult to

evaluate.

Role Playing: During a role play, the trainees assume roles and act out situations connected

to the learning concepts. It is good for customer service and sales training.

• Pros: Trainees can learn possible results of certain behaviors in a classroom situation. They getan opportunity to practice people skills. It is possible to experiment with many differentapproaches to a situation without alienating any actual customers.

• Cons: A lot of time is spent making a single point. Trainers must be skilled and creative in

helping the class learn from the situation. In some role play situations, only a few people get to practice while others watch.

Case Studies : A case study is a description of a real or imagined situation which contains

information that trainees can use to analyze what has occurred and why. The trainees recommendsolutions based on the content provided.

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• Pros: A case study can present a real-life situation which lets trainees consider what theywould do. It can present a wide variety of skills in which applyingknowledge is important.

• Cons: Cases can be difficult to write and timeconsuming to discuss. The trainer must becreative and very skilled at leading discussions, making points, and keeping trainees on track.

Simulations: Trainees participate in a reality-based, interactive activity where they imitate

actions required on the job. It is a useful technique for skills development.

• Pros: Training becomes more reality-based, as trainees are actively involved in the learning process. It directly applies to jobs performed after training. Simulations involve yet another learning style, increasing the chance that trainees will retain what they have learned.

• Cons: Simulations are time-consuming. The trainer must be very skilled and make sure thattrainees practice the skills correctly. Only perfect practice makes perfect.

Projects: Projects require the trainees to do something on the job which improves the business

as well as helps them learn about the topic of training. It might involve participationon a team, the creation of a database, or the forming of a new process. The type of project willvary by business and the skill level of the trainee.

Pros: This is a good training activity for experienced employees. Projects can be chosen whichhelp solve problems or otherwise improve the operation. Trainees get first-hand experience in thetopic of the training. Little time is needed to prepare the training experience.

• Cons: Without proper introduction to the project and its purpose, trainees may think they aredoing somebody else’s work. Also, if they do not have an interest in the project or there is no

immediate impact on their own jobs, it will be difficult to obtain and maintain their interest.

Common individual training methods include:

Self-discovery: Trainees discover the competencies on their own using such techniques as

guided exercises, books, and research.

• Pros: Trainees are able to choose the learning style that works the best for them. They are ableto move at their own pace and have a great deal of ownership over their learning.

• Cons: Trainees can easily get side-tracked and may move slower than the trainer desires. It isalso more difficult to measure the employee’s progress.

Movies/videos/computer based training: Content for the training experience comes

primarily from a videotape or computer-based program.

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• Pros: It is easy to provide this training and the trainer can follow-up with questions anddiscussion. It is also easy to assure that the same information is presented to each trainee.

• Cons: It is expensive to develop. Most trainers choosing this option must purchase the trainingfrom an outside vendor, making the content less specific to their needs.

Mentoring: A mentor can tutor others in their learning. Mentors help employees solve

problems both through training them in skills and through modeling effective attitudes and behaviors. This system is sometimes known as a buddy system.

Pros: It can take place before, during, or after a shift. It gives the trainee individual attention andimmediate feedback. It also helps the trainee get information regarding the business culture andorganizational structure.

Cons: Training can be interrupted if the mentor moves on. If a properly trained mentor is notchosen, the trainee can pick up bad habits. When choosing from among these methods, thetrainer must decide which one best suits the trainees, the environment, and the investmentsavailable. Many trainers will choose to combine methods or vary them. Others will select asingle method that works best for them and never vary. With so many options, a trainer is limitedonly by his or her creativity.

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11. Evaluation of Training

The process of examining a training program is called training evaluation. Training evaluationchecks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking itto learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not effective, thenit can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the evaluativedata to manipulate it for their own benefits.

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• Interview• Self diaries• Self recording of specific incidents

Criteria for Evaluation of Training (based on Kirkpatrick, 1976):

1. Reactions: Just as the word implies, evaluation at this level measures how participants in a training programreact to it. It attempts to answer questions regarding the participants' perceptions - Did they likeit? Was the material relevant to their work? This type of evaluation is often called a “smilesheet.”According to Kirkpatrick, every program should at least be evaluated at this level to provide for the improvement of a training program. In addition, the participants' reactions have importantconsequences for learning (level two). Although a positive reaction does not guarantee learning,a negative reaction almost certainly reduces its possibility.

2. Learning: To assess the amount of learning that has occurred due to a training program, level twoevaluations often use tests conducted before training (pre-test) and after training (post-test).

Learning can be measured informally with self-assessments, team assessments, or facilitator assessments, or formally with objective tests, performance testing, or simulations.

Learning self-assessments may ask participants to rate the following items:

• Understanding of the skills/knowledge acquired• Ability to use the skills/knowledge acquired• Confidence in the use of skills/knowledge acquired

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The ROI calculation for a training program is identical to the ROI ratio for any other businessinvestment:

ROI (%) = ((benefits - costs]/costs) x 100

A benefit-cost ratio may also be calculated by dividing costs into benefits.

Intangible benefits:

Intangible benefits are measures that are intentionally not converted to monetary values becausethe conversion to monetary data would be too subjective.

It is important to capture and report intangible benefits of the training program, such as:

• increased job satisfaction• reduced conflicts• reduced stress• improved teamwork

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12. Need of Evaluation of Training:

Training cost can be significant in any business. Most organizations are preparedto incur these cost because they expect that their business to benefit from employeesdevelopment and progress

There are four parties involved in evaluating the result of any training. Trainer,Trainee, Training and Development department and Line Manager.

The Trainee wants to confirm that the course has met personal expectations andsatisfied any learning objectives set by the T & D department at the beginning of the

Programme.

The Trainer concern is to ensure that the training that has been provided iseffective or not.

Training and Development want to know whether the course has made the bestuse of the resources available.

The Line manager will be seeking reassurance that the time hat trainee has spent

in attending training results in to value and how deficiency in knowledge and skill redressed.

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13. Training Implementation

To put training program into effect according to definite plan or procedure is called trainingimplementation. Training implementation is the hardest part of the system because one wrongstep can lead to the failure of whole training program. Even the best training program will faildue to one wrong action.Training implementation can be segregated into:

• Practical administrative arrangements

• Carrying out of the training

Implementing Training

Once the staff, course, content, equipments, topics are ready, the training is implemented.Completing training design does not mean that the work is done because implementation phaserequires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind whileimplementing training program:

The trainer – The trainer need to be prepared mentally before the delivery of content. Trainer

prepares materials and activities well in advance. The trainer also set grounds before meetingwith participants by making sure that he is comfortable with course content and is flexible in hisapproach.

Physical set-up – Good physical set up is pre-requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be verysmall or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant.

Establishing rapport with participants – There are various ways by which a trainer canestablish good rapport with trainees by:

• Greeting participants – simple way to ease those initial tense moments• Encouraging informal conversation• Remembering their first name• Pairing up the learners and have them familiarized with one another • Listening carefully to trainees’ comments and opinions• Telling the learners by what name the trainer wants to be addressed• Getting to class before the arrival of learners• Starting the class promptly at the scheduled time• Using familiar examples

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• Varying his instructional techniques• Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the training program it is very important to reviewthe program objective. The trainer must tell the participants the goal of the program, what isexpected out of trainers to do at the end of the program, and how the program will run. Thefollowing information needs to be included:

• Kinds of training activities• Schedule• Setting group norms• Housekeeping arrangements• Flow of the program• Handling problematic situations

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C.PHARMA INDUSTRY ADVANTAGE INDIA

Competent workforce: India possesses a skillful work force with high managerial and technicalcompetence. Cost-effective chemical synthesis: The track record for development, particularly in the area of improved cost-beneficial chemical synthesis for various drug molecules is excellent.

Legal & Financial Framework: India is a democratic country with a solid legal framework andstrong financial markets. There is already an established international industry and businesscommunity.

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

established strengths in Information Technology.Globalization: The country is committed to a free market economy and globalization. Above all,it has a 70 million middle class market, which is constantly growing.

Consolidation: After many years, the international pharmaceutical industry has discovered greatopportunities in India. The process of consolidation, which has become a popular phenomenon inthe world pharmaceutical industry, has started taking place in the Indian pharmaceutical

industry as well. The Indian pharmaceutical industry which is worth US $ 3.1 billion isgrowing at the rate of 14 percent per annum.

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D. About the Piramal Group

Mr. Ajay Piramal

Mission: Making a difference to the quality of life by reducing the burden of disease.

Vision: To become the most admired pharmaceutical company in India with leadership inmarket share, research and profits.

Value: Continually enhancing value for our customers with quality products and services tomeet their changing needs.

Spanning a broad spectrum of industries and formats (healthcare, contract manufacturing,diagnostics, original drug discovery, glass manufacturing, real estate etc.) the Piramal Group iscommitted to achieving excellence and leadership by practicing its core values of knowledge,

action and care. It adheres to ethically sound, innovative and value-driven practices in itsdiverse business ventures and initiatives. Spearheaded by one of India’s most dynamic business

visionaries, Mr. Ajay Piramal , Piramal Group believes to exist to care for the world. Aiming tooffer sustainable support to populations in need through programmes in disease prevention,education, hygiene and access to healthcare, the Group is wholly committed to the fight globally pervasive problems like poverty and exclusion by reducing the burden of disease.

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E. About the Piramal Healthcare Ltd.

Piramal Healthcare Ltd. is one of the largest pharmaceutical companies in India with a growthtrack record of above 30% CAGR since 1988 and consolidated revenues of US$ 602 million in2006-07. The Company is currently ranked 4th in the Indian market with a diverse product portfolio of products spanning 17 therapeutic areas. It is also one of the largest contractmanufacturing organizations with a global footprint of assets across North America, Europe andAsia. The Company operates two divisions: Healthcare solutions and Pharma solutions.

Healthcare solutions aims to build a differentiated and a profitable pharmaceutical business witha dominant market share in each segment in which it operates. It has manufacturing plants atBaddi in Himachal Pradesh and Mulund in Maharashtra and a presence at the Head Office inMumbai.

Pharma solutions, a leading contract manufacturing organization, aims to provide clients low-cost drug development services carried out at par with world-class standards of quality,reliability and compliance. Pharma Solutions caters to end-patient orientated solutions withformulations and packaging innovations with facilities at Mahad and Thane in Maharashtra,Ennore in Tamil Nadu, Digwal in Andhra Pradesh, Pithampur in Madhya Pradesh, Morpeth,Grange mouth, Huddersfield and Billingham in the U.K. and Torcan in Canada and a presence atthe Head Office in Mumbai.

CUSTOM MANUFACTURING GROUP (CMG) is uniquely positioned to become the

partner of choice for global innovator pharmacos and will provide end-to-end custommanufacturing solutions across the entire pharma value chain.The CMG leverages PHL's Strengths in IPR protection and manufacturing of both APIs and pharmaceutical finished dosage forms to provide customized products / services to international pharmacos. Growth through acquisitions and joint ventures over the last 15 years has enabledPHL to forge strong relationships with global pharmacos on the basis of mutual trust and IPR protection.

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Company Journey Of Piramal Healthcare Limited (PHL)

-PHL is India’s second largest Pharmaceutical Healthcare Company.

-PHL is a leader in the Cardio-vascular segment.

-PHL came into existence in 1988 when it acquired Nicholas Lab from Sara Lee.

-PHL core strengths are its 2700-strong field force that offers it the depth & width in the Indianmarket.

-Today PHL, together with its joint ventures, has 16 brands among the top 300 in the IndianPharma Industry.

-PHL also has major investments in R&D within India & abroad, which focus on formulationdevelopment, new chemical entity research & clinical research.

- PHL which has been in the pharma business for just 20 yrs, has grown through an aggressivestrategy of successfully managed acquisitions, mergers & alliances.

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MANAGEMENT TEAM

1. Ajay G. Piramal (Chairman )

2. Vijay Shah (Chief Operating Officer )

3. Harsh Piramal (Chief Operating Officer )

4. Dr.(Mrs.) Swati A. Piramal (Director-Strategic Alliances and Communications )

5. N.Santhanam (Group President-Finance and Legal and CFO )

6. J.C. Saigal (Executive Director –International )

7. Dr.Somesh Sharma (Chief Scientific Officer )

BOARD OF DIRECTORS

1. Ajay G. Piramal, Chairman, Executive

2. G.P.Goenka, Independent

3. C.M.Hattangdi, Non-Executive

4. Rajesh Khanna, Independent

5. Y.H.Malegam, Independent

6. Dr. Swati A. Piramal, Director-Strategic Alliance & Comm.

7. Urvi A. Piramal, Non-Executive

8. S.Ramadorai, Independent

9. R.A.Shah, Independent

10. Vijay Shah, Chief Operating Officer, Executive

11. Deepak Satwalekar, Independent

12. M.R.Shroff, Independent

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F. PHL AT VARIOUS LEVELS

PHL at Global level-

Piramal Healthcare Ltd. is the leader in pharmaceutical contract manufacturing. The PiramalGroup has interests spanning several industry spectrums ranging healthcare, glass manufacturing,original drug discovery, private equity and real estate. Healthcare constitutes approximately 50%of the Group’s revenues with pharmaceutical contract manufacturing forming a significant portion.

Pharma Solutions (a division of Piramal Healthcare Ltd.) is one of the world’s leading pharmaceutical manufacturing company offering a unique full lifecycle partnership and drug

development services to small/virtual and big pharma companies.

Piramal’s integrated capabilities include:

• Process Development, synthesis and scale-up of API for Clinical phase studies• Flexible, cost efficient commercial manufacturing of APIs at global network of facilities

spread across India, UK and North America• Fully integrated drug development services including preformulations studies,

formulations development, CTM supply, clinical packaging & distribution and clinicaltrials at in-house CROs

• Commercial manufacturing of finished dosage forms (including hormonal products)across global network of sites

• Contract packaging, artwork management, product launch and distribution services

Integrated drug development services at Piramal Healthcare help us provide customers withgreater flexibility, speed and cost effectiveness whilst minimizing supplier complexity. Its globalnetwork of sites helps us offer customers the optimal solution for the needs of drugs indiscovery, launch or late lifecycle.

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PHL’s Global footprint and summary of services is presented below

Customers can partner with Pharma Solutions in any of the discrete activities for API/Formulations or leverage our bundle of services provided from our global network of development sites and manufacturing centres.

Clinical Phase API and Formulations development can be carried out at Torcan (Toronto) andUK for quick project turnaround times and can be moved to India for later phases to reap benefits of cost competitiveness. Development of late life cycle generics under cost pressures can be carried out of our development and scale up centres in India

As the product moves across its life cycle, Piramal can move the services across the globe with

established processes of internal tech transfer and also register the products from a number of sites to provide greater supply reliability

PHL fully respect the IP of our partners, customers and competitors. Our IP policy is not toknowingly infringe on any IP and also abstain from any Para IV or first to file generics.

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PHL at Indian level-

Piramal Healthcare Limited (PHL) is India's second largest Pharmaceutical and Healthcarecompany. PHL is a leader in the Cardio-vascular segment, and has a strong presence in

Antibiotics and Respiratory segments, Pain management, Neuro-psychiatry and Anti-Diabeticssegments. In 2005-06 its revenues stood at Rs 14.1 billion and PAT at Rs 1.7 billion.

PHL which has been in the pharma business for just 15 years has grown through an aggressivestrategy of successfully managed acquisitions, mergers and alliances. PHL's core strengths are its2700-strong field force; successful brand building - today 16 of its brands are among the top 300in the Indian pharma industry; state-of-the-art manufacturing plants - PHL's Hyderabad plant isthe only one in India to have USFDA approval for the entire facility and its unique ability tosuccessfully manage partnerships in the business which is respected globally. PHL has alsoemerged as one of the leading custom manufacturing organizations in the world. PHL also hasmajor investments in R&D within India and abroad which focus on formulations development,

new chemical entity research, clinical research.

PHL is part of the Rs. 2500 crore (US $ 500 million) Piramal Enterprises (PEL), one of India'slargest diversified business houses. The Group is headed by Mr. Ajay Piramal, who is also theChairman of PHL.

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G. Corporate Strategy

PHL’s medium-term business model envisages achieving leadership in the domestic pharmaceuticals market, and building a strong de-risked international business around its core

strengths in manufacturing, marketing and R&D.

PHL has some of the strongest brands in India and a demonstrated ability to build brands andleadership through markets characterized by intense competition. The company's strategy of leveraging its competencies, built assiduously over the years through a growing domestic market,and addressing manufacturing opportunities in the developed global pharmaceutical marketssharply defines our strategic intent.

The Indian domestic market is significant since it represents the base on which PHL is building a

global business model. India represents a sixth of humanity. Although buying power and pharmaceuticals penetration is currently lower than some of the more developed markets, it isexpected to grow to US $ 25 billion by the year 2010.

Piramal Healthcare Limited has an unmatched record of managing JointVentures/Alliances/Partnerships and a proven commitment to IPR. Capabilities include sales &marketing, a US FDA site-approved plant for on-and-off patent APIs and Intermediates, BasicResearch, process innovation, Custom Chemical Synthesis, Formulations R&D, NDDS, and aworld-class Clinical Research Organisation.

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H. Acquisition Joint Ventures, Alliances &

Partnerships

Piramal’s Major Acquisition:

RxElite Inc

RocheProducts Ltd.

Boehringer Mannheim India Ltd.

Hoechst Marrion Roussel Ltd. Research Centre

ICI India Ltd.’s Pharma Division

Joint Ventures, Alliances & Partnerships

PHL is well positioned as a partner of choice for any multinational company looking at theIndian market. It has an unmatched record of managing Joint Ventures/Alliances/Partnershipsand a proven commitment to IPR. Capabilities include strong brand management, sales andmarketing, a US FDA site-approved plant for on-and-off patent APIs and Intermediates, BasicResearch, process innovation, Custom Chemical Synthesis, Formulations R&D, NDDS, and aworld-class Clinical Research Organisation.

Few Indian Pharmaceutical have as strong and consistent record in successfully and ethicallymanaging JVs/Alliances and Partnerships as PHL has.

Its policy of respecting IPR and managing partnerships, in keeping with both the letter and the

spirit of written agreements, has been widely respected and commended by its partners.

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Today, PHL has JVs/Alliances with some of the finest global names in the

Pharmaceutical and Healthcare industry. Its major current partnerships

(including JVs/Alliances) are:

In-licensing agreements:In-licensing agreements:

Gilead Sciences, USA Biogen IdecInc.

Genzyme Corporation Laboratories PierreFabre

Ethypharm Biosyntech Inc.

Cheisi, Italy

JVs for Indian Market:JVs for Indian Market:

Allergan Inc., USA Boots Plc., UK

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I. LINE OF BUSINESS OF PIRAMAL HEALTHCARE

LIMITED

a. Domestic Formulations :

This business accounted for 80% of PHL’s sales in 2002-03.

PHL has emerged among the leaders in the domestic formulations business with aunique mix of inorganic & organic growth fuelled through a strategy of acquisitions, brand building & focused selling, manufacturing.

The company has one of the widest product portfolios in India, spanning ninemajor therapeutic areas, including cardio-vascular, neuropsychiatry, oncology,diabetes reparatory, anti-invectives, gastro-intestinal, dermatology & NSAIDS.

Major brands are Phensedyl, Stemetyl, Supradyn, and Valium.

b. Vitamins and Fine Chemicals (VFCD)


PHL’s division has been manufacturing and selling Vitamin A for the last 40years.

c. Diagnostics :


PHL is a premier diagnostics company in India, with unrivalled breadth and depthof technology and broad products and services offering to match customer needs.

PHL Diagnostics Division

PHL is a premier diagnostics company in India, with unrivalled breadth and depth of technologyand broad products and service offerings to match customer needs.

The Indian diagnostic industry scenario is rapidly changing. Therefore constantly striving for faster, more accurate and sensitive technologies, economic and convenient diagnostic solutions,

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Products:

Domestic Formulations:

Analgesic/Anti-inflammatory

Antibiotics

Anti Fungal

Antihistamines

Antiseptics

Cardiovascular

Central Nervous SystemDiabetes

Dermatology

Endocrinology

Gastroenterology

Multivitamins/Nutraceuticals

Critical Care

Pulmonary/Respiratory

Trauma/Emergency

The International Formulation Business:

The International Formulation Business of Piramal Healthcare Limited focuses on the

manufacture, distribution (supply) and marketing of anesthetic and parenteral products

used in the operating rooms and critical care units.

With the acquisition of Rhodia’s anesthetic business, Piramal Healthcare Limited now

has access to over 90 countries for exports, from state of the art manufacturing facilities

in the United Kingdom and India.

The following products are currently manufactured and exported

Halothane-Inhalation anaesthetic

Isoflurane- Inhalation anaesthetic

Polygeline – Plasma volume expander

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http://www.nicholaspiramal.com/pro_formulations_therapeutic_analgesic-anti-inflamatory.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_antibiotics.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_antihistamines.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_antiseptics.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_cardiovascular.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_central-nervous-system.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_diabetes.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_dermatology.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_endocrinology.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_gastroenteritis.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_multivitamins-nutraceuticals.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_oncology.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_pulmonary-respiratory.htm

http://www.isofluranenicholas.com/

http://www.polygelinenicholas.com/

http://www.nicholaspiramal.com/pro_formulations_therapeutic_antibiotics.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_antihistamines.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_antiseptics.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_cardiovascular.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_central-nervous-system.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_diabetes.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_dermatology.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_endocrinology.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_gastroenteritis.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_multivitamins-nutraceuticals.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_oncology.htm

http://www.nicholaspiramal.com/pro_formulations_therapeutic_pulmonary-respiratory.htm

http://www.isofluranenicholas.com/

http://www.polygelinenicholas.com/

http://www.nicholaspiramal.com/pro_formulations_therapeutic_analgesic-anti-inflamatory.htm



J. PIRAMAL PHARMACEUTICAL DEVELOPMENT

SERVICES PVT. LTD., AHMEDABAD

Pharma Solutions offers customers its state-of -the Art Solid dose Formulations DevelopmentCentre at Ahmedabad in India. Set up over 50,000 square feet of space, the centre is located inthe Pharma Special Economic Zone (SEZ) in the industrial state of Gujarat.

Focusing on solid dose development, the centre in its first phase will be staffed by 63 Scientistsincluding 17 formulators and 20 analysts. Piramal expect the staffing levels to increase to 109

scientists by Q4 of 2010. Scientists will work in two shift operations at the development centreand be able to reduce project execution timelines and also be accessible to our customers acrossdifferent time zones. While development work has already started, GMP operations are expectedto start from July 2009.

The centre provides a suite of services such as:

Formulations development and supply of GMP Clinical Trials Material

• Granules, Pellets• Immediate release Tablets and Capsules

• Controlled release tablets, pellets, capsules

Analytical Services

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• Method development and validation• Stability services

Packaging and Labeling for Phase I or First in Human Dose requirements

The centre has been equipped with the latest equipment to support formulation development,robustness studies and GMP supply to support upto Phase II trials

• Glatt Fluid Bed Granulators (GPCG 2.0, GPCG 30)• Fitzpatrick IR220A Roller Compactor with micro change parts• Korsch instrumented tabletting press• Diosna type High Shear Granulators• Automated Capsule filler for filling Granules and Pellets• Extruder and Spheronisers• Aqueous Coating• Blenders up to 100L capacity

The Centre has 10 GMP suites with dedicated Air Handling Units and has the capacity to addanother 10 suites in a short time span. Additional features include a dedicated High potency suitecapable of handling substances upto 1 .g/m3 exposure levels and a dedicated Low Humidityrooms with < 20% RH for development of effervescent products and hygroscopic API handling

Being part of the Pharma Special Economic Zone (SEZ) in Ahmedabad provides the centre taxincentives and waiver of import duty for materials and equipment, thereby ensuring long termcompetitiveness. The Ahmedabad operations also perfectly dovetail with Piramal’s capabilities

for Preformulations studies at Mumbai and scale up and commercial supply from FDA approvedsite of Pithampur.

FUNCTIONAL ORGANOGRAM OF PPDS

AHMEDABAD

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63

SITE HEAD

SUPPORTFUNCT.

PRE. FORM. F & D ADL &MICRO PILOT

PROJECTS EHS FINANCE HR ADMIN. IT SCM

QA PROG.

MGMT

STORES R



PPDS AHMEDABAD SNAPSHOT

-New PDS formulation site-Solid dosage forms-Development & Clinical Manufacturing-Small batch focus-Analytical support-ICH stability studies-First Development work starts 1Q09-First Clinical/GMP batch early 2Q09-Meeting US-FDA standards

PPDS AHMEDABAD INTRODUCTION

-PDS to Phase II

-PDS outsourcing growing-Decision to set up a dedicated facility-Labs and GMP suites Co-located-Analytical and Stability Co-located-Construction ~ 50K Sq Feet.-Recruitment ~ 109 (83 Scientists)-Two Shift Operation

PPDS AHMEDABAD Location

-Capital of Gujarat-Top Business School-Top Pharma Colleges-Infrastructure-Cost of Living-SEZ Tax Benefits-New Airport-Business-Friendly Govt.

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16. TRAINING AND DEVELOPMENT OF

EMPLOYEES AT PPDS AHMEDABAD SITE

Training Need

Identification

Scheduling Training

Calendar

Conducting TrainingProgramme

Conducting Post Training Evaluation

&

Maintaining Attendance Record

Preparing Training

Feedback

Re-Training (If

needed)

Individual Training

Record

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1. Training Needs is identified by concerned Group Leader/Head of departmenttwice in a year in the month of December and June (Annexure-1).

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ANNEXURE-1

TRAINING NEED IDENTIFICATION FORM

DEPARTMENT NAME:

_______________________________________________________________

PERIOD: FROM __________________________ TO

___________________________

Sr.

No.

Trainings Identified Target Group

(Band1/2/3

Employees)

Period for

Conducting

Training

(Month in the

calendar year)

Fac

(Inte

Exte

cGMP/GLP Trainings

Functional Trainings

SOP Trainings

Environment, Health and Safety

Trainings

Soft Skills Training

Signature of HOD: ____________________ Signature of QA In-

charge:_______________________

Signature of HR: _______________________________

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2. training needs is identified in following areas depending on the area of operation of concerned employee

Good laboratory practices

Good manufacturing area

Good warehouse practices

Standard operating procedure

Safety measures at work place

Various regulatory guidelines

Soft skills like communication skills, leadership skills, teambuildingand motivation

External training programmes / seminars

3. Based on the training needs identified, detailed training calendar (annexure-2) is prepared & same is published in the last week of December and Juneevery year.

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ANNEXURE - 2

TRAINING CALENDER

(PERIOD - )

Sr.

No.

Topic Of

Training

Date of

Training

Department (s) Target

Group

Faculty

Prepared by / Date Reviewed by / Date Approved by / Date

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4. Training needs identified is authorized by QA (Quality Assurance).

5. Training calendar includes details related to Training Topics, Date & Timeof Training, Faculty and Target Group.

6. The training calendar is made effective in January and July every year.

7. Identification of trainer and training material is approved by QA for alltechnical training programmes. HR approves the trainer and training

material for all soft skills training programmes.

8. Training programme is organized as per the schedule mentioned in theTraining Calendar published during the beginning of the period(January/July).

9. Training Calendar & Programme is reviewed every 3 months to ensureeffectiveness of the Calendar in line with the changing Training Needs.

10.Training Attendance is recorded in the prescribed format as defined and published by HR (Annexure-3).

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ANNEXURE - 3

TRAINING ATTENDANCE AND EVALUTION SHEET


Training Programme :Faculty :Date :Time :Venue :

*Competency Evaluation Criteria :

E – (Excellent) More than 90%, A(Very Good) – 75%-90%, B-(Good) 60%-70%, C-

(Average) Below 60%

*Grade C indicates Re-training

Sr.No. Name Designation Department

Signature

of

Participant

Signature

of

Trainer

Competenc

evaluation

(In Grade)

Signature / Date of the Trainer / Evaluator

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11.All training programmes except on the job training and SOP training isfollowed by an evaluation that measures the overall learning of employees.

12.This evaluation is done through Oral Test, Mock Drill or A DetailedQuestionnaire defined by HR (Annexure-4) for various categories of Training.

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ANNEXURE - 4

QUESTIONNAIRE FORMAT FOR INTERNAL TRAINING

NAME OF THE TRAINING PROGRAMME______________________________


Name of the Participant : Department : Date :

QUESTIONS

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14.Evaluation Grade of an individual trainee is recorded in the AttendanceSheet and Individual Training Record.

15.Retraining procedure is followed for all employees whose post trainingevaluation falls below 60%.

16.Record for Retraining is also recorded in the individual training recordsheets.

17.Records of Training Programmes conducted as per the Calendar are

maintained by HR Department.

18.Each Group Leader/HOD maintains the Individual Training Records of employees working in the group/dept.

19.At the end of training programme HR collects the feedback on training programme from each participant (Annexure-6).

20.If overall rating in the feedback form is below 75% then the appropriatecommunication is given to the Trainer by the HR dept.

21.HR dept. plans for Retraining of all such programme.

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17. DATA ANALYSIS

The available data for last training sessions is as follows:

Date of Training

Total No. of Respondent

Average RatingTo Trainer ByEmployee (in%)

No. of Respondents Who WereRated By Trainer(After Evaluation)As Grade

A B C E

15 April,2009

19 68 5 14

17 April,2009

15 74 5 1 9

23 April,2009

45 75 27 12 6

23 April,2009

32

29 April,2009

44 71 15 29

13 May,2009

11

13 May,

2009

33 71 (Only 26

persons ratedthe trainer)

26

14 May,2009

18 83 11 7

27 May,2009

14

Grade A – 76 % to 90%

Grade B - 60% to 75%

Grade C - Below 60 %

Grade E -Above 90%

Total no. of employees at PPDS, Ahmedabad: 109

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18. FINDINGS & SUGGESTION

• Training and development programme at Piramal PharmaceuticalsDevelopment Services (PPDS) is aimed at systematic developmentof knowledge, skills, attitude and team work.

• After the training programme conducted, it is very necessary tohave feedback. It is also done at PPDS. The Training Feedback

form also includes the headings “remarks” & “feedback”. Sometrainees respond it but not all. It should be responded by all thetraining and trainer also should suggest trainees to respond it.

• Age of any trainee or trainer is not written on any type of trainingdocument. There is no problem arises from it but if it would bementioned there then it will make the training process easier andeffective because if there will be mentioned age of persons then we

can find the much experienced person the elder employees havemuch experience than younger ones usually.

• Some Training subjects like “Emergency Planning, Preparednessand Response” needs a mock drill after training programmeconducted but at PPDS it is not done. To make the training on suchtype of subject more effective there should be mock drill.

•

At PPDS, Ahmedabad, employees attend the training programmesregularly and respond regularly but not all employees are involvedin it. All the employees should attend and respond the training

programme regularly according to their subject of training.

• Training should be given to employees by recognizing their area of deficiency.

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• The return on investment made on the training and developmentare not measured properly.

• More experienced and senior executives should be involved intraining sessions and for experience sharing sessions.

• The duration of training programme should increase.

• Training should be more relevant to the job and need contribute to

trainees’ knowledge to the fullest extent.

• Training also to impart to the employee based on giving promotion, not just only for the employees who are foundinefficient. This helps in motivating the employees and maintainsthe effectiveness of training.

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19. BLIOGRAPHY

Human Resource Management - V.S. Rao

Human Resource Management – K. Ashwatthapa

Organizational Behavior – Stephen P. Robbins

Company Profile Reference: Literature of PIRAMAL

PHARMACEUTICAL DEVELOPMENT SERVICES

PRIVTAE LIMITED (HR Manual)

Internet

News papers

PROJECT REPORT-Vinay Kumar Verma

Documents

Transcript of PROJECT REPORT-Vinay Kumar Verma