SYNOPSIS OF THE PROJECT

EMPLOYER BRANDING
In
JUPITER BIO SCIENCE
LIMITED

In partial fulfillment of requirement for the award of Degree of

BY
K.ANUSHA
08951E0002

Under the supervision of

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 TABLE OF CONTENTS

Sl.No Particulars Page Numbers

1 Introduction 3

2 Objectives of the study 13

3 Need for the study 14

4 Scope of the study 14

5 About the company 15

6 Sources of data 16

7 Bibliography 16

INTRODUCTION TO TRAINING AND DEVEOPMENT

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 Every organization needs to have well-trained and experienced people to perform
the activities that have to be done in organization and individuals should develop and
progress simultaneously for their survival and attainment of mutual goal. Every Modern
management has to develop the organization through human resource development. In
adequate job performance or a decline in productivity or changes resulting out of job
resigning or a technological break through require some type of training and development
efforts. The jobs become more complex and the importance of employee development
also increases.
MEANING
After an employee is selected, placed and introduced he or she must be provided
with training facilities. It is used for increasing the knowledge and skills of an employee
for doing a particular job. It is a short term educational process and utilizing a systematic
and organized procedure by which employees learn technical knowledge & skills for
definite purpose.
Dale S Beach defines the Training as “the organized procedure by which people
learn knowledge, skill, behavior, aptitude, and attitude to the requirements of the job and
organization.
DISTINCTION BETWEEN TRAINING & DEVELOPMENT
Learning Dimensions Training Development
“Who” is learning Non-Managerial Managerial personnel
personnel
“What” is learned Technical and mechanical Theoretical, conceptual ideas
operations General knowledge
“Why” such learning take Specific job-related
place; purpose Long-term
“When” learning occurs Short-term

Table: 1

TRAINING AND DEVELOPMENT

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Definition of training and development

Training and development is any attempt to improve current or future employee

performance by increasing an employee’s ability to perform through learning, usually by

changing the employee’s attitude or increasing skills and knowledge.

Inputs in Training and Development

Any training and development program me must contain inputs which enable the

participants to gain skills, learn theoretical concepts and help acquire vision to look into

the distant future. In addition to these, there is a need to impart ethical orientation,

emphasize on attitudinal changes and stress upon decision-making and problem-solving

abilities.

Skills

Training is imparting skills to employees. A worker needs skills to operate machines,

and use other equipment with least damage and scrap. This is a basic skill without which

the operator will not be able to function. There is also the need for motor skills. Motor

skills refer to performance of specific physical activities. These skills involve learning to

move various parts of one’s body in response to certain external and internal stimuli.

Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball,

and driving a car. Motor skills are needed for all employees from the janitor to the

general manager. Employees, particularly supervisors and executives, need interpersonal

skills popularly known as the people skills. Interpersonal skills are needed to understand

oneself and others better, and act accordingly. Examples of interpersonal skills include

listening, persuading, and showing an understanding of others’ feelings.

Education

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 The purpose of education is to teach theoretical concepts and develop a sense of

reasoning and judgment. That any training and development programme must contain an

element of education is well understood by HR specialists. Any such programme has

university professors as resource persons to enlighten participants about theoretical

knowledge of the topics proposed to be discussed. In fact, organizations depute or

encourage employees to do courses on a part-time basis. Chief Executive Officers are

known to attend refresher courses conducted by business schools. Education is more

important for managers and executives than for lower-cadre workers.

Development

Another component of a training and development programme is development which

is less skill oriented but stresses on knowledge. Knowledge about business environment,

management principles and techniques, human relations, specific industry analysis and

the like is useful for better management of a company.

Concept of Training
Training is the process of increasing the knowledge and skills for doing a particular

job. It is an organized procedure by which people learn knowledge and skill for a definite

purpose. The purpose of training is basically to bridge the gap between job requirements

and present competence of an employee. Training is aimed at improving the behavior and

performance of a person. It is never-ending or continuous process .Employee training is

distinct from management development. Training is a short term process utilizing a

systematic and organized procedure by which non-managerial personnel learn technical

knowledge and skills for a definite purpose. It refers to instructions in technical and

mechanical operations of a machine. It is designed primarily for managers. It is for a

short duration and for a specific job related purpose.

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 On the other hand, development is a long-term education process utilizing a

systematic and organized procedure by which managerial personnel learn conceptual and

theoretical knowledge for general purpose.. It involves broader education and its purpose

is long-term development.

Differences between Training and Development

“Training is short-term process utilizing a systematic and organized procedure by

which non-managerial personnel learn technical knowledge and skills for a definite

purpose.”

“Development is a long-term educational process utilizing a systematic and organized

procedure by which managerial personnel learn conceptual and theoretical knowledge for

general purpose.” “Training” refers only to instruction in technical and mechanical

operations, while “Development” refers to philosophical and theoretical educational

concepts. Training is designed for non-managers, while development involves managerial

personnel. In the words of Campbell, “training courses are typically designed for a short-

term, stated set purpose, such as the operation of some pieces of machinery, while

development involves a broader education for long-term purposes.”Training and

development differ in four ways:

 “What” is learned;

 “Who” is learning;

 “Why” such learning takes place;

 “When” learning occurs.

Table.2

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 AREA TRAINING DEVELOPMENT

Content Technical skills, knowledge Managerial and behavioral skills

Purpose Specific job-related Conceptual and general

Duration Short-term Long-term

For whom Mostly technical and non- Mostly for managerial personnel
Managerial personnel

Training Objectives

Once the training needs are identified, the next step is to set training objective terms

and decide the strategies to be adopted to achieve these objectives. The overall aim of a

training programme is to fill the gap between the existing and the desired pool of

knowledge, skills and attitudes. Objectives of training express the gap between the

present and desired performance levels. Definition of training objectives in both

quantitative and qualitative terms will help to evaluate and monitor the effectiveness of

training. Involvement of top management is necessary to integrate the training objectives

with the organizational objectives.

IMPORTANCE OF TRAINING:
Training is most important technique of human resource development. As stated,
no organization can get a candidate who exactly matches with the job and the
organizational requirements. Hence training is important to develop the employee and
make him suitable to the job. Training is the corner stone of sound management.

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Job and organizational requirements are not static, they change from time to time in view
of technological advancement and change in the awareness of the Total Quality and
Productivity Management (TQPM).
TQPM can be achieved only through training as training develops human skills and
efficiency.
“Trained employees would be valuable asset to an organization”
It is an integral part of the whole management programme with all its many activities
functionally inter related.
Training is a widely accepted problem-solving device. Indeed, our national superiority in
manpower productivity can be attributed in no small measure to the success of our
educational and Industrial training programmers.

Benefits of Training
How Training Benefits in the organization:
• Leads to improved profitability and/or more positive attitudes towards profits
orientation
• Improves the job knowledge and skills at all levels of the organization
• Improves the morale of the work force
• Helps people identify with organizational goals
• Helps create a better corporate image
• Fasters authenticity, openness and trust
• Improves the relationship between boss and subordinate
• Aids in organizational development
• Helps prepare guidelines for work
• Learns from the trainee
• Aids in understanding and carrying out organizational policies
• Provides information for future needs in all areas of the organization
• Organization gets more effective decision-making and problem solving
• Aids in development for promotion from within

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 • Aids in developing leadership skills, motivation, loyalty, better attitudes, and
other aspects that successful workers and managers usually display
• Aid in increasing productivity and/or quality of work
• Help keep costs down in many areas, e.g., production, personnel, administration,
etc.
• Develops a sense of responsibility to the organization for being competent and
knowledgeable
• Improves Labour-Management relations
• Reduces outside consulting costs by utilising competent internal consulting
• Stimulates preventive management as apposed to putting out fires
• Eliminates sub-optimal behaviour (such as hiding tools)
• Creates an appropriate climate for growth communication
• Aids in improving organizational communication
• Helps employees adjust to change
• Aids in handling conflicts, there by helping to prevent

EXECUTIVE DEVELOPMENT

Executives are the most valuable assets of any organization. The manager is the

dynamic life-giving element in the organization. The success and growth of organization

depends on caliber and performance of the executive. It is essential to train develop

executives who can succeed the managers of today.

Concept of Executive Development

Executive Development or management development is a systematic process of learning

and growth by which managerial personnel gain and apply knowledge, skills, attitudes

and insights to manage the work in their organizations effectively and efficiently. It is an

educational process through which Executive learn conceptual, theoretical knowledge

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and managerial skills in an organized manner. The main aim of formal education for

manager is to increase his ability to learn from experience.

Executive development consists of all the means by which executives learn to improve

their behaviors and performance. It is designed to improve the effectiveness of managers

in their present jobs and to prepare them for higher job in future. According to Flippo,

“management development includes the process by which managers and executives

acquire not only skills and competency in their present jobs but also capabilities for

future managerial tasks of increasing difficulty and scope”. Thus, executive development

is any planned effort to improve current and future managerial performance. It is an

attempt at improving an individual’s managerial effectiveness through a planned and

deliberate process of learning.

An analysis of these definitions reveals the following characteristics of executive

development:

• Executive development is a planned and organized process of learning rather than

an accident or trail and error approach.

• It is an ongoing or never-ending exercise rather than a ‘one shot’ affair. It

continues throughout an executive’s entire professional career because there is no

end to learning.

• Executive development is a long-term process, as managerial skills cannot be

developed overnight.

• Executive development aims at preparing managers for better performance and

helping them to realize their full potential.

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 Executive development is guided self-development. An organization can provide

opportunities for development of executive himself. Executive development is possible

only when the individual has the desire to learn and practice what he learns. No amount

of coercion can lead to development. Executive development is eventually something that

executive has to attain himself. But he will do this better if his company gives him

encouragement, guidance and opportunity.

Objectives of Executive Development

Any programme of executive development aims at achieving the following ways.

 To improve the performance of managers at all levels in their present jobs.

 To sustain good performance of managers throughout their careers by exploiting

they’re full potential i.e., to prepare managers for higher jobs in future.

 To prevent obsolescence of executive by exposing them to latest contest and

techniques in their respective areas of specialization.

 To replace elderly executives who have risen from the ranks by highly competent

and academically qualified professionals.

 To provide opportunities to executives to fulfill there career aspirations.

 To ensure that the managerial resources of the organization are utilized optimally.

Executive development objectives at Three Levels of Authority

1. Top Management

2. Middle Line Management

3. Middle Functional Executives and specialists

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Top Management

• Top improve through process and analytical ability in order to uncover and

examine problems and take decisions in the best interests of the country and

organization

• To think through problems which may confront the organization now or in the

future

• To understand economic, technical and institutional forces in order to solve

business problem; to acquire knowledge about the problems of human relations.

Middle Line Management

• To establish a clear picture of executive functions and responsibilities;

• To bring about an awareness of the board aspects of management problem;

Middle Functional Executive Management

• To understand the functions performed in the company.

• To understand industrial relation problems and

• To develop the ability to analyze problems in one’s area or functions.

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OBJECTIVES OF THE STUDY

• To understand what is training and development testing and study the various

types of tests.

• To study various training needs of employees.

• To understand Principles of training and development.

• To study some of the most commonly used training and development tools in the

tool kit of human resource managers and departments.

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 NEED FOR THE STUDY

• To study the concept of Training and development.

• To study the theoretical concepts design for managers.

• To know how the training programs fulfill the needs of

personnel.

• To analyse the organization Behaviour.

• To understand the ethical issues involved in the use of these training and

development tools by the human resources department.

• To have an idea of how companies are actually using these tests/tools

SCOPE OF THE STUDY

The scope of the study is limited to the Jupiter Bio Science Pvt Ltd , Marredpally,

Hyderabad. Further the study focuses on the employees in the Organisation.

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ABOUT THE COMPANY

Jupiter Bioscience Limited is one of the few companies in the world to have
competency in synthesis of peptides starting from the basic stage to finished peptides.
The company’s product portfolio further includes specialty and fine chemicals, drug
intermediates, bulk drugs and nutraceuticals. With expertise on multiple technology
platforms and processes based on advanced organic chemistry, chiral chemistry, peptide
chemistry and biotechnology the company is geared to provide solutions for the global
pharmaceutical and the biotechnology industry
Jupiter Bioscience Limited has a vast range of products to service the
requirements of the global pharmaceutical Industry. Jupiter Bioscience has strong
expertise in the manufacturing of amino acids and its derivatives spanning more than a
decade. We are manufacturing more than 700 different products under this category. The
company has developed cost effective processes for manufacturing these products from
kilogram levels going upto several tons. Jupiter has capabilities to undertake customized
synthesis of amino acid derivatives, research and bulk peptides. For more than two
decades, Jupiter Bioscience Ltd has offered custom manufacturing services for complex
and challenging products to pharmaceutical industry and research Institutions. With a
wide expertise on several reactions our experts in synthetic organic chemistry generate
novel routes of synthesis and new purification methodologies to improve manufacturing
yields. We provide custom synthesis services for making new complex organic
molecules, chiral intermediates and peptides.
The company today has an R&D team of over 150 people with 10 Ph.D’S and
75 Post Graduates. The R&D activities are focused in following areas:
• Peptide Chemistry
• Chiral Chemistry
• Biotechnology
• Organic Chemistry
The R&D facilities are equipped with necessary infrastructure including
analytical, semi-preparative and preparative HPLC systems, Reactors, Lyophilizers,
Centrifuges, Solidphase Peptide Synthesizers, chilling units, Deepfreezers, Autoclaves,.

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SOURCES OF DATA

1. PRIMARY SOURCE: INTERNET

2. SECONDARY SOURCE: NEWS PAPERS, BOOKS AND MAGAZINES

Bibliography

BOOKS
1. L.M.Prasad, Human Resource Management, Sultanchand& Sons, New Delhi

2. P. Subba Rao, Personnel & Human Resource Management, Himalaya

Publishing house, Mumbai.

3. K.Aswathappa, human resource, Tata Mc Graw- Hill, New Delhi

WEBSITES
• www.google.com.

• www.training and development.com

• www.hr.com

• www.google.com
• www.citehr.com/64348-employee-engagement.html 12 Aug, 2007
• www.managementpradise.com
• www.scribd.com
• www.docstoc.com
• www.jupiter science.com

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