Study on Skill Development of Employees at Emami Limited

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES
DECLARATION
I hereby declare that the project report entitled STUDY
ON SKILL DEVELPOMENT OF EMPLOYEES
submitted in partial fulfillment of the requirements for
the degree of Master of Business Administration in
Human Resource Management to Sikkim Manipal
University, is my original work and not submitted for the
award of any other degree, diploma, fellowship, or any
other similar title or prizes.
Place: Guwahati
Date:
(Joyeeta Roy)
MBA 4th Sem (HRM)
Regd No: 502000541
Certificate
This is to certify that the project report entitled

Conducted at Emami Limited, EPIP Complex, Amingaon, Guwahati 781031, dist:
Kamrup Assam
Submitted in partial fulfillment of requirement for the degree of Master of

Business Administration
Of
Sikkim Manipal University, DE
By
Joyeeta Roy
Regd. No: 502000541
Under my supervision and guidance and that no part of this report has been
submitted for the award of any other degree, Diploma, Fellowship or other similar
titles or prizes and that the work has not been published in any journal or
magazine.
Certified by
(Guides Name: Jaya Bahttacherjee Bharadwaza)
PREFACE
The internship project on STUDY ON SKILL DEVELPOMENT OF

EMPLOYEES is prepared to submit in partial fulfillment of requirement for the
degree of Master in Business Administration (MBA) in Human Resource
Management of Sikkim Manipal University, DE.
Project is very important part of education, which gives an opportunity to

expand our practical knowledge. In professional course like MBA, students
should have theoretical as well as practical knowledge. Students are assigned
certain project in various organizations to get an idea of practical working styles.
I was assigned to work in Emami Limited. The topic of study was STUDY
ON SKILL DEVELPOMENT OF EMPLOYEES. In order to make the data and
findings easily understandable, efforts have been made in tabular form and figures
have been made.
ACKNOWLEDGEMENT
First of all my sincere thanks to Mr. Jaswant Sethia (General

Manager), who gave me the opportunity to be a part of Emami Limited.
It indeed was a great pleasure to work here and learn a lot of marvelous
things in this work oriented environment.
I would like to express my gratitude to all those who gave me the

possibility to complete this project work. I would like to thank Sikkim
Manipal University, DE.
And lastly but not the least I am deeply indebted to my Project

Guide whose help, stimulating suggestions and encouragement helped
me in successfully completing my project report.
Place: Guwahati
(Joyeeta Roy)
Executive Summary
Project Title
STUDY ON SKILL
DEVELPOMENT OF
EMPLOYEES
Name of the Organisation
Emami Limited,
EPIP Complex,
Amingaon,
Guwahati 781031,
Dist: Kamrup Assam
Name of the Guide

and
Designation
in the Organisation
Mr. Jaswant Sethia
Name of Internal Project Guide

Area of Study
(General Manager)
Mrs. Jaya Bhattacherjee Bharadwaza
Human Resource
Table of Content
Project Overview
1. Introduction
2. Aims & Objectives
3. Problem Statement
4. Research & Methodology
5. Findings & Analysis
6. Appendix
7. Scope & Limitation
8. Recommendations
9. Suggestion & Conclusion
10. Bibliography
11. References
Page No
Index
Chapter 1 Introduction
- Company Profile
- Vision & Mission
- Ownership Pattern
- Contact Details
Chapter 2 Aims & Objectives

-
Primary Objectives
Secondary Objectives
Scopes of the study
Training
- Development
Chapter 3 Problem Statement

- Problem Statement
Chapter 4 Research Methodology
-
Meaning of Research
Research Design
Descriptive Research
Method of Research Design
Chapter 5 Findings & Analysis

- Data Analysis and Interpretation
- Tabulated Findings & Diagrams
- Statistical Tools used for Analysis
Chapter 6 Appendix
- Questionare
Chapter 7 Scopes & Limitations

- Scopes of the Study
- Limitations of the Study
Chapter 8 Recommendations
- Recommendation
Chapter 9 Suggestions & Conclusions

- Suggestions
- Conclusions
Chapter 10 Bibliography
- Bibliography
Chapter 11 References
9
- Reference
CHAPTER 1
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BRIEF INTRODUCTION OF THE ORGANISATION

Company Profile:
i. History of the Company
Emami Limited is a fast moving consumer goods company. The Company is engaged in providing
Ayurvedic Medicinal Products, and Cosmetic and Toiletries. It operates in the Personal and Healthcare
segment. Its brands include Navratna oil, BoroPlus antiseptic cream, Zandu and Mentho Plus balms, Fair
and Handsome fairness cream for men, and Kesh King ayurvedic medicinal oil. It also offers Navratna
cooling talc, Navratna i-cool talk and Zandu Balm Ultra Power. It has over 2,900 distributors, a direct
coverage of approximately 0.64 million retail outlets and indirect reach across over four million retail
outlets. Its international business is driven by clusters: the Middle East, North Africa and Pakistan
(MENAP); the South Asian Association for Regional Cooperation (SAARC) nations and South East
Asia (SSEA); the Commonwealth of Independent States and Eastern European nations (CISEE), and rest
of the world (RoW).
The inception of Emami Group took place way back in mid seventies when two childhood friends, Mr.
R.S. Agarwal and Mr. R.S. Goenka left their high profile jobs with the Birla Group to set up Kemco
Chemicals, an Ayurvedic medicine and cosmetic manufacturing unit in Kolkata in 1974.
It was an extremely bold step in the early seventies when the Indian FMCG market was still dominated
by multinationals. Several such companies headquartered in Kolkata were considering shifting out of
West Bengal due to labor unrest and political problems.
But against all odds with a vision of combining the age old wisdom of Ayurveda with modern
manufacturing techniques for creating winning brands the company was started with a meager amount
of Rs. 20,000.
A dream of reaching out to the Indian middle class; a target audience whom they thought will have
increasing potential for consumption, the company started manufacturing cosmetic products as well as
Ayurvedic medicines under the brand name of Emami from a small factory in Kolkata.
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In the early days the two friends used to go around places and sell their cosmetics from shop to shop.
They piled their goods on hand pulled rickshaws and went on distribution drives making their brand
extremely popular, available and acceptable among consumers.
The first-rate quality of the products soon created a consumer pull and gradually some people were hired
to work for them. A chain of distributors was established and the sale of Emami products spread from
West Bengal to rest of Eastern India and gradually to other states.
Emami Talcum, Emami Vanishing Cream and Emami Cold Cream were great favorite brands with the
quality conscious consumers in the mid-seventies. The company soon became adept in selling beautiful
dreams to Indian women interested in finding their own identity. The signature tune of Emami played
over radio and TV became a household favorite.
In 1978, Himani Ltd (incorporated as a Private Limited Company in 1949) had become sick unit and
was up for sale. Himani, almost a 100 year old company with good brand equity in Eastern India and a
well laid out factory in Kolkata, was producing a number of cosmetics. Mr. Agarwal realized the
opportunity and acquired Himani though for their young organization it was a tough task to mobilize
resources for buying a sick unit and even tougher to turn it around to a profitable venture. The degree of
financial risk involved was enormous considering the small capital base of the company in those days.
However Mr. Agarwal, supported by Mr. Goenka decided to go ahead with the deal which later on
proved to be the turning point for the organization.
Mr. Agarwal decided to produce in the Himani factory different types of health care items and toiletries
based on Ayurvedic preparation. Ten years after commencement of the company, it launched their first
flagship brand Boroplus Antiseptic Cream under the Himani umbrella in 1984. Many additional brands
followed Boroplus including Boroplus Prickly Heat Powder which came as a brand extension of the
mother brand. Emami brands started selling in all states of North, East and West India. Today Boroplus
is not only the largest selling Antiseptic Cream in India but also in Russia, Ukraine, and Nepal.
Nineties was very eventful for Emami. The next flagship brand of the company Navratna Cool Oil came
in the nineties under the Himani Umbrella and the second factory was opened at Pondicherry to expand
production. Navratna over the years has becomea market leader in the cool oil category.
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The introduction of new brands continued and the distribution network of the company was extended to
South India with Navratna spear heading the process. In 1995, Kemco Chemicals, the partnership firm
was converted into a Public Limited Company under the name and style of Emami Ltd. In 1998, Emami
Ltd was merged with Himani Ltd and its name was changed to Emami Ltd as per fresh certificate of
incorporation dated September1, 1998.
In 2000, with a view to concentrate on its core FMCG business, Emamis investment undertaking was
demerged and Pan Emami Cosmed Ltd. issued its fully paid up shares to shareholders of Emami in the
ratio of 1:1. In 2003 a new factory unit was set up at Amingaon, Guwahati. A Public Issue of 50 lacs
Equity Shares of Rs2/- each at a price of Rs. 70 followed in 2005. The issue was oversubscribed within
few seconds of its opening with an overall over subscription of 36 times of the issue size. The share
price sold at Rs. 70 today is quoted in the stock market as Rs. 210.
In 2005 Emami created a marketing history in India by launching Fair and Handsome, the first fairness
cream for men.
In 2006 the company decided to introduce a Health Care Division and a number of new brands of
Ayurvedic OTC medicines. The company has taken up the challenge of growing this new division with a
dedicated and enthusiastic team working on this project.
Among the brands created by the company, today Navratna brand is Rs.200 crore followed by Boroplus
brand standing at Rs.150 crore and Fairness family standing at Rs.55 crore. Sona Chandi Chyawanprash
is number two and Menthoplus and Fast Relief are number two in their respective categories.
In 2006, J B Marketing & Finance Ltd., the erstwhile marketing company of the Emami Group merged
with Emami Ltd. and the total turnover of Emami including sales in domestic and export market stood at
Rs 516 crores at the end of the fiscal year 2006-07.
While Emami Limited is on lookout for acquisitions in India and abroad for inorganic growth in FMCG
sector, it has also identified Realty as another potential business opportunity. A wholly owned
subsidiary, Emami Realty Pvt. Limited, has been formed in May, 2007 to take up this business. Apart
from utilization of Emamis war chest, it would also give Realty business an independent and separate
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focus since it would be a 100 per cent subsidiary of Emami Ltd. While aggressive growth in FMCG
business would continue, Realty would further enhance profitability and shareholders wealth.
With in three decades, the company has grown into a huge Rs. 600 crore Emami Ltd under the flagship
company of the Rs.1600 crore Emami Group.
Today, Emami Limited is lead by Mr. R S Agarwal and Mr. R S Goenka with the help of the second
generation Promoter Directors from the two families. Qualified and dedicated set of professionals run
the day to day operations of the company. Recently a new corporate office Emami Tower has been
added to the history of the company which houses Emami Limited as well as all the other Group
companies in Kolkata.
ii.Vision & Mission:

Vision
Making people healthy and beautiful, naturally
Mission
To contribute whole heartedly towards the environment and society integrating all our
stakeholders into the Emami family
To make Emami synonymous with natural beauty and health in the consumers mind
To effectively manage talents by building a learning organization
To strengthen and foster in the employees, strong emotive feelings of oneness with the
company through commitment to their future

To drive growth through quality and innovation in products and services
To uphold the principles of corporate governance
To encourage decision making ability at all levels of the organization
To be part of every household in the country
To be a major player in every product category we venture into
To be one of the most respected marketer in the country
To be recognized as a global brand
Companys core values

Commitment & loyalty to institutional values and principles
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Integrity
Customer orientation
Leadership and innovation
Attention to detail
Teamwork & team environment
Simple living, high thinking
Social responsibility
Environmental safety
Commitment & Loyalty to institutional values and principles

A strong sense of ownership and commitment towards the organization and the business as a
whole is the basic premise of all actions. We believe every employee is a member of the Emami
family and as a family we shall work in the larger interest of the organization for the benefit of
all our stakeholders. The human dignity and worth of an individual is acknowledged and
maintained at all times. Nothing shall impose upon the dignity and stature of the institution
which has its roots in these articulated core values. We will not venture into any activity which
is at cross purpose to our values and principles.
Integrity
This is cherished above all within our organization and whatever we say, do, and the way we do
it, will emphasize our integrity and dependability. Our employees, products and services will
clearly communicate this strength to all our stakeholders. We will practice integrity in its real
sense in all our personal and business actions
Transparency and openness to protect stakeholder value
We are open and transparent in all that we do and say. This applies to all working relationships
and at every level. Involvement, trust and willingness to listen are the guiding principles for
decision making. We believe in open communication, offer freedom to speak ones mind &
demonstrate openness & clarity in all our actions. We exercise transparency in dealing with all
our stakeholders and we believe this is the only way to build their trust and value.
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Customer Orientation
The underlying principle being that progress can be mapped only in terms of customer
orientation, both internal and external, in all its spheres of quality, service and reliability. Our
Customer Processes are proactive & relevant and are perceived as such by our customers.
Customer delight is the vital purpose of our business. This necessitates providing quality,
reliability & a high level of service in all our business dealings.
Leadership and Innovation

This stands firmly on a foundation of commitment and leadership in all that we do or say.
Strong evidence is present in our actions, an emphasis laid on an opportunity to free fly and to
set standards of excellence in performance. We strongly encourage and reward innovation at all
levels. All these are manifested in an environment of innovation and leadership.
Attention to detail
Utmost importance is given to attention for details in all that we do or say. It is the diligence
which provides us with the competitive edge and also ensures quality in all our activities.
Teamwork & Team-oriented Environment
Teamwork is the cornerstone of our business that helps deliver value to our customers. We work
together across titles, jobs and organization structure to share knowledge and expertise for the
growth of the individual and the organization. We provide an environment which would foster
teamwork, cooperation and an urge to utilize knowledge and information.
Simple living, high thinking
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As an organization we will imbibe the principles of leanness and agility of a small organization
and discourage extravagant expenses in all our dealing and strive towards becoming an
organization worth emulating.
Social Responsibility
We shall continue to contribute to the communities in which we thrive and address all social
issues responsibly. We strive towards giving back to the society as a responsible institution and
aid in growing the resources around us for building a vibrant nation.
Environmental Safety
Environmental Safety makes the framework of all our activity. We strongly believe that safety
of an individual only will lead to a safer society for our forthcoming generations and we
earnestly vouch for that. All our processes, products and services aims at safeguarding our
environment.
iii.
Ownership Pattern:
Emami Limited is a Public Limited company and is listed on both the National Stock Exchange
and Bombay Stock Exchange.
Boar of Director and Management Team
Board of Directors
Mr RS Agarwal, Chairman
Mr RS Goenka, Director
Mr Sushil Goenka, Managing Director
Mr Viren Shah, Independent Director
Mr K N Memani, Independent Director
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Mr K K Khemka, Independent Director

Mr S N Jalan - Independent Director
Mr S K Todi - Independent Director
Mr Vaidya S Chaturvedi, Independent Director
Mr Mohan Goenka, Director
Mr Aditya V Agarwal, Director
Mr Harsh V Agarwal, Director
Management team
Mr Manish Goenka, Director
Ms Priti Sureka, Director
Mr Prashant Goenka, Director
Mr N Venkat, CEO and ED
Mr N H Bhansali, CFO and President
Mr Shyam Sutaria, CEO-IMD
Mr Saroj Chakraborty, CEO Foods Division
Mr R K Surana, President Operations and Commercial
vi. Product Profile:
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Fig: Products of Emami Limited
Emami has a portfolio of over 30 products derived from select and effective Ayurveduc, Natural and
herbal ingredients. Their main product categories consist of the following:
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Hair Care
Sikn Creams, Soaps and Lotions
Talcum Powder
Ayurvedic Health Care Products
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REGISTERED OFFICE:
Emami Limited
Emami Tower
687, Anandapur, E M Bypass
Kolkata -700 107, West Bengal
Phone : +91-33-6613 6264
Fax : +91-33-6613 6600
E-mail : contact@emamigroup.co
ZONAL OFFICES:
Emami Limited
Emami Limited
North Zone Office
South Zone Office
2E/26, Jhandewala Extn.
Emami Limited, R.O.
New Delhi-110055
Door No: 3-D, No: 18, Vijaya Towers,
Phone: 011-23544583
Third Floor, Halls Road, Kilpauk,
Fax: 011-3544583
Chennai60001
Emami Limited
Emami Limited
West Zone Office
East Zone Office
Emami Ltd,
8, Bentinck Street, 10th Floor,
Golden Chambers,
Taher Mansion, Kolkata 700001
5th Floor,
Phone: 033-22488654 / 8592
New Link Rd, Andheri(West),

Mumbai - 400053
Phone:022 40390000 / 022
40390013
Fax: 022 40390020 /2673 3820
FACTORIES:
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Kolkata Plant
Guwahati Plant
13 B T Road
EPIP Complex,
Kolkata - 700 056
Amingaon,
West Bengal
Guwahati,
Phone: 2564 4047/8621/1509
Assam - 781031
Fax: 25648754
Phone: (0361) 2682847, 2682852,

2682853, 2682901
Fax : 0361 - 2682852
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CHAPTER 2
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AIMS AND OBJECTIVES
Organization in recent years has been experiencing significant changes. There is a steady shift
from the hierarchy based organization to team based organization. The multitier organizational
flutter ones are replacing structure. All these changes would be effective only when employees
understand the values of their organization places in them. This requires clarity on the part of the
employee about the contribution expected from him. Identifying the contribution to be made by the
employee requires detailed understanding of the knowledge and the skill necessary to make the
contribution. A skill matrix gives an outline of various skills necessary and the level of skills possessed
by each employee. This is the first step in the skill assessment process, which aids in developing worldclass employees for world-class organization. Assessing the individual competencies is an important
process in the development and retention of employees. This assures employees about the value placed
in them. The skill matrix is a simple tool that allows assessment of skill required ranging from entire
organization to each and every individual.
PRIMARY OBJECTIVE
The primary objective of my study at Emami Limited to lay down the foundation of
training and development.
SECONDARY OBJECTIVE
The objective of my study about employees training and development to improve the
current process of employees training and development at Emami Limited.
My another objective is to apply my learning in the area of Human Resources so that I
gain significant practical and Understand the nature and importance of training and
development and identify the various inputs that should go into any programme.
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Delineate the different stages in a training and development programme and describe
each step.
Understand the need for and the ways of training for international assignments.
SCOPE OF THE STUDY

This research provides me with an opportunity to explore in the field of Human
Resources.
This research also provides the feedback of people involved in the Training and
development process apart from that it would provide me a great deal of exposure to
interact with the high profile managers of the company.
TRAINING
Training is concerned with imparting developing specific skills for a particular purpose.
Training is the act of increasing the skills of employees for doing a particular job.
Training is the process of learning a sequence of programmed behaviour.
In earlier practice, training programme focused more on preparation for improved
performance in particular job. Most of the trainees used to be from operative levels like
mechanics, machines operators and other kinds of skilled workers.
When the problems of supervision increased, the steps were taken to train supervisors
for better supervision.
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DEVELOPMENT
Management development is all those activities and programme when recognized and
controlled have substantial influence in changing the capacity of the individual to
perform his assignment better and in going so all likely to increase his potential for
future assignments. Thus, management development is a combination of various training
programme, though some kind of training is necessary, it is the overall development of
the competency of managerial personal in the light of the present requirement as well as
the future requirement.
Development an activity designed to improve the performance of existing managers and
to provide for a planned growth of managers to meet future organizational requirements
is management development.
Management development is based on following on assumptions.

1. Management development is a continuous process. It is not one shot programme but
continues though out the career of a manager.
2. Management development is any kind of learning, is based on the assumption that
there, always existing a gap between an individuals performance and his potential for
the performance.
3. Management development seldom takes place in completely peaceful and relaxed
atmosphere.
4. Management development requires clear setting of goals.
5. Management development required conducive environment.
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Training Need Identification for a company
Introduction
Training need identification is a tool utilized to identify what educational courses or
activities should be provided to employees to improve their work productivity. Here the
focus should be placed on needs as opposed to desires of the employees for a
constructive outcome. In order to emphasize the importance of training need
identification we can focus on the following areas: To pinpoint if training will make a difference in productivity and the bottom line.
To decide what specific training each employee needs and what will improve his or her
job performance.
To differentiate between the need for training and organizational issues and bring about
a match between individual aspirations and organizational goals. Identification of
training needs (ITN), if done properly, provides the basis on which all other training
activities can be considered. Also requiring careful thought and analysis, it is a process
that needs to be carried out with sensitivity as people's learning is important to them,
and the reputation of the organization is also at stake. Identification of training needs is
important from both the organisational point of view as well as from an individual's
point of view. From an organisation's point of view it is important because an
organisation has objectives that it wants to achieve for the benefit of all stakeholders or
members, including owners, employees, customers, suppliers, and neighbours. These
objectives can be achieved only through harnessing the abilities of its people, releasing
potential and maximising opportunities for development. Therefore people must know
what they need to learn in order to achieve organizational goals. Similarly if seen from
an individual's point of view, people have aspirations, they want to develop and in order
to learn and use new abilities, people need appropriate opportunities, resources, and
conditions.
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Therefore, to meet people's aspirations, the organization must provide effective and
attractive learning resources and conditions. And it is also important to see that there is a
suitable match between achieving organizational goals and providing attractive learning
opportunities.
Training Process:
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Development Process:
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CHAPTER 3
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PROBLEM STATEMENT
Training and development is one of the lowest things on the priority list of most companies. When it's
organized, it is often at the persistence of the human resources department. There is, however, enormous
value in organizing proper training and development sessions for employees. Training allows employees
to acquire new skills, sharpen existing ones, perform better, increase productivity and be better leaders.
Since a company is the sum total of what employees achieve individually, organizations should do
everything in their power to ensure that employees perform at their peak.
Here are a few reasons that demonstrate the importance of training and development.
New Hire Orientation
Training is particularly important for new employees. This can be conducted by someone within the
company and should serve as a platform to get new employees up to speed with the processes of the
company and address any skill gaps.
Tackle shortcomings
Every individual has some shortcomings and training and development helps employees iron them out.
For example, at RateGain we have divided the entire headcount in several groups to provide focused
training which is relevant to those groups - sales training, first time managers, middle management,
senior leadership, executive leadership.
Improvement in performance
If shortcomings and weaknesses are addressed, it is obvious that an employee's performance improves.
Training and development, however, also goes on to amplify your strengths and acquire new skill sets. It
is important for a company to break down the training and development needs to target relevant
individuals. If I can draw examples from my organization, every department has targeted training
groups. These generally revolve around product development training, QA training, PMP among others
where internal and external process experts facilitate various programs.
Employee satisfaction
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A company that invests in training and development generally tends to have satisfied employees.
However, the exercise has to be relevant to the employees and one from which they can learn and take
back something. It will be futile if training and development become tedious and dull, and employees
attend it merely because they have to. As a company, we stress on industry specific training and send
many employees for international seminars and conferences that can be beneficial to them.
Increased productivity
In a rapidly evolving landscape, productivity is not only dependent on employees, but also on the
technology they use. Training and development goes a long way in getting employees up to date with
new technology, use existing ones better and then discard the outdated ones. This goes a long way in
getting things done efficiently and in the most productive way.
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CHAPTER 4
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RESEARCH AND METHODOLOGY

MEANING OF RESEARCH:Research as the manipulation of things, concepts of symbols for the purpose of generalizing to
extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in
the practice of an art. The Research Methodology followed for further work can be primarily
classified into two stages namely Exploratory and Descriptive. The stepwise details of the
research are as follows:
Stage - I
Exploratory Study: Since we always lack a clear idea of the problems one will meet during
the study, carrying out an exploratory study is particularly useful. It helped develop my
concepts more clearly, establish priorities and in improve the final research design. Exploratory
study will be carried out by conducting: Secondary data analysis which included studying the
website of the company and also going through the various articles published in different
sources (magazines, books,internet, newspapers) onSmall and Medium Scale Enterprises and
Training and development process. Experience surveys also conduct with Assistant-Manager
Human Resources and the General Manager and Personnel Officer of Emami Limited to gain
knowledge about the nature of Training and development process followed in the organization.
Stage II
Descriptive Study: After carrying out initial Exploratory studies to bring clarity on the
subject under study, Descriptive study will be carried out to know the actual Training and
Development method being followed. The knowledge of actual training and development
process is needed to document the process and suggest improvements in the current system to
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make it more effective. The tools used to carry out Descriptive study included both monitoring
and Interrogation.
Sample Selection : To know the Training and development process of the Company, for
identifying through Exploratory and Observational studies that the Assistant Manager Human
Resources, the General Manager at Head office and The Esteemed Managing Director of the
company are the right persons who provides training to the employees.
RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a manner that
aims to combine relevance to the research purpose with economy in procedure.
Research Design is the plan, structure and strategy of investigation conceived so as to obtain answer to
research question and to control variance.
DESCRIPTIVE RESEARCH:
Descriptive research, also known as statistical research, describes data and characteristics about
the population or phenomenon being studied. Descriptive research answers the question who, what,
where, when and how.
In short descriptive research deals with everything that can be counted and studied. But there
are always restrictions to that. Your research must have an impact to the lives of the people
around you.
METHODS OF RESEARCH DESGIN:
PRIMARY DATA: Primary data are in the form of raw material to which statistical methods are
applied for the purpose of analysis and interpretations. The primary sources are discussion with
employees, datas collected through questionnaire.
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SECONDARY DATA: Secondary datas are in the form of finished products as they have already been
treated statistically in some form or other. The secondary data mainly consists of data and information
collected from records, company websites and also discussion with the management of the organization.
Secondary data was also collected from journals, magazines and books.
CENSUS SURVEY:
The complete set or collection of a datas that are the subject to an enquiry or study is called the
population or the universe. The population or universe cans be finite or infinite. The individual members
of the population or the universe are referred to as units. A list of units is called the frame or respondent
units (or respondents /informants) of the enquiry because these provide the required information to the
investigators employed for the enquiry. A complete enumeration or collection of details from, or about,
in the universe including the collection of related demographic information.
SAMPLING TECHNIQUE:
PROBABILITY TECHNIQUE: A probability sampling scheme is one in which every unit in the
population has a chance (greater than zero) of being selected in the sample, and this probability can be
accurately determined. The combination of these traits makes it possible to produce unbiased estimates
of population totals, by weighting sampled units according to their probability of selection.
NON-PROBABILITY TECHNIQUE: Non-probability sampling is any sampling method where some
elements of the population have no chance of selection (these are sometimes referred to as 'out of
coverage'/'under covered'), or where the probability of selection can't be accurately determined. It
involves the selection of elements based on assumptions regarding the population of interest, which
forms the criteria for selection.
CONVENIENCE SAMPLING:
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A convenience sample is a sample of study subjects taken from a group which is conveniently accessible
to a researcher. The advantage of a convenience sample is that it is easy to access, requiring little effort
on the part of the researcher.
TOOLS USED FOR ANALYSIS:

Correlation Coefficient
F-Test
Weighted Average Analysis
Correlation Coefficient:
Correlation Coefficient (r), a measure of the strength of the linear relationship between two variables
that is defined in terms of the (sample) covariance of the variables divided by their (sample) standard
deviations. It is expressed as,
XY
X 2 Y 2
F-Test:
An F-test is any statistical test in which the test statistic has an F-distribution under the null hypothesis.
It is most often used when comparing statistical models that have been fit to a data set, in order to
identify the model that best fits the population from which the data were sampled. Exact F-tests mainly
arise when the models have been fit to the data using least squares.
F=
3
8
12
22
S12
n11
S2
n21
(x i X )2
n11
( y i Y )
n 21
Weighted Average Analysis:
Weighted average is any average that has multiplying factors to give different weights to data
at different positions in the sample window. Weighted averages are used extensively in
descriptive statistical analysis such as index numbers. It is also called as weighted mean.
3
9
CHAPTER 5
4
0
FINDINGS AND ANALYSIS

DATA ANLYSIS AND INTERPRETATION:
The data collected from the responses to the questionnaire was tabulated and appropriate statistically
methods were applied to it. Frequency distribution of various responses for each question was
analyzed using chart. Analysis was done by Percentage analysis, Quadrant Chart, F-test, correlation
and weighted average analysis.
TABUTALED FINDINGS AND DIAGRAMS

TABLE 1 SHOWS AGE OF THE RESPONDENTS
4
1
Particulars
No. of Respondents
Percentage (%)
Below 20 years
21years to 25 years
23
38
26 years to 30years
32
54
Above 30 years
TOTAL
60
100
CHART 1 SHOWS AGE OF THE RESPONDENTS
AGE OF THE RESPONDENT

8%
38%
Below 20 years
21years to 25 years
26 years to 30years
Above 30 years
54%
INTERPRETATION:
From the above table disclosed that 54% of the respondents are of age between 26 years to 30 years and
none of the respondent belongs to age group of below 20 years.
4
2
TABLE 2 SHOWS GENDERS OF THE RESPONDENTS
4
3
Gender
No. of Respondents
Percentage (%)
MALE
60
100
FEMALE
TOTAL
60
100
CHART 2 SHOWS GENDERS OF THE RESPONDENTS
GENDER OF THE RESPONDENTS
MALE
FEMALE
100%
INTREPRETATION:
4
4
From the above table disclosed that 100% of the respondents are male and none of the respondents are
female.
TABLE 3 SHOWS QUALIFICATION OF THE RESPONDENTS
Particulars
4
5
No. of Respondents
Percentage (%)
ITI
26
43
Diploma
30
50
Graduate
Others
TOTAL
60
100
CHART 3 SHOWS QUALIFICATION OF THE RESPONDENTS
4
6
QUALIFICATION OF THE RESPONDENT
7%
43%
ITI
Diploma
Graduate
Others
50%
INTERPRETATION:
From the above table disclosed that 50% of the respondents have a qualification of Diploma and none of
the respondent belongs to others categories.
TABLE 4 SHOWS EXPERIENCE OF THE RESPONDENTS

4
7
Particulars
No. of Respondents
Percentage (%)
6 to 12 Months
13
12 Months to 2 Years
14
23
2 Years to 4 Years
20
34
18
30
60
100
4 years and above

TOTAL
4
8
CHART 4 SHOWS EXPERIENCE OF THE RESPONDENTS

EXPERIENCE OF THE RESPONDENTS
13%
30%
6 to 12 Months
23%
12 Months to 2 Years
2 Years to 4 Years
4 years and above
34%
INTERPRETATION:
From the above table disclosed that 34% of the respondents have experience of 2 to 4 years and 13% of
the respondent has experience of 6 to 12 months.
4
9
TABLE 5 SHOWS WORKING LEVELOF THE EMPLOYEES
5
0
Particulars
No. of Respondents
Percentage (%)
Alone
31
52
Part of a Team
29
48
TOTAL
60
100
CHART 5 SHOWS WORKING LEVEL OF THE EMPLOYEES
WORKING LEVEL OF THE EMPLOYEES

53%
52%
52%
51%
50%
PERCENTAGE
49%
WORKING LEVEL OF THE EMPLOYEES

48%
48%
47%
46%
45%
Alone
Part of a Team
PARTICULARS
INTERPRETATION:
From the above table disclosed that 52% of the employees have a skill to work alone and remaining
48% of the employees can work as a part of team.
5
1
TABLE 6 SHOWS GOAL-FOCUSED LEVEL OF THE

RESPONDENTS
5
2
Particulars
No. of Respondents
Percentage (%)
Yes
60
100
No
TOTAL
60
100
CHART 6 SHOWS GOAL-FOCUSED LEVEL OF THE

RESPONDENTS
GOAL-FOCUSED INDIVIDUAL
120%
100%
100%
80%
PERCENTAGE
60%
GOAL-FOCUSED INDIVIDUAL
40%
20%
0%
0%
No
Yes
PARTICULARS
INTERPRETATION:
From the above table disclosed that 100% of the employees are goal-focused individual.
5
3
TABLE 7 SHOWS EMPLOYEES REQUIREMENT OF

TECHNICAL KNOWLEDGE FOR THEIR JOB
5
4
Particulars
No. of Respondents
Percentage (%)
Yes
60
100
No
TOTAL
60
100
CHART 7 SHOWS EMPLOYEES REQUIREMENT OF

TECHNICAL KNOWLEDGE FOR THEIR JOB
REQUIREMENT OF TECHNICAL KNOWLEDGE
120%
100%
100%
80%
PERCENTAGE
60%
REQUIREMENT OF TECHNICAL KNOWLEDGE
40%
20%
0%
0%
No
Yes
PARTICULARS
INTERPRETATION:
5
5
From the above table disclosed 100% of the employees say yes that they require high degree of technical
knowledge for their job.
TABLE 8 SHOWS EMPLOYEE SUGGESTION MADE AT WORK

WAS IMPLEMENTED
5
6
Particulars
No. of Respondents
Percentage (%)
Yes
60
100
No
TOTAL
60
100
CHART 8 SHOWS OF EMPLOYEE SUGGESTION MADE AT

WORK WAS IMPLEMENTED
SUGGESTIONS MADE AT WORK
100%
90%
80%
70%
60%
PERCENTAGE
50%
SUGGESTIONS MADE AT
WORK
100%
40%
30%
20%
10%
0%
Yes
PARTICULARS
5
7
0%
No
INTERPRETATION:
From the above table disclosed 100% of the employees say yes that their suggestions made at work were
implemented.
TABLE 9 SHOWS KNOWLEDGE OF GENERAL RAW

MATERIAL DEFECT OF THE RESPONDENTS
5
8
Particulars
No. of Respondents
Percentage (%)
Yes
60
100
No
TOTAL
60
100
CHART 9 SHOWS KNOWLEDGE OF GENERAL RAW

MATERIAL DEFECT OF THE RESPONDENTS
KNOWLEDGE OF RAW MATERIAL DEFECT
120%
100%
80%
PERCENTAGE
60%
KNOWLEDGE OF RAW MATERIAL DEFECT
100%
40%
20%
0%
0%
No
Yes
PARTICULARS
5
9
INTERPRETATION:
From the above table disclosed 100% of the employees say yes as they have knowledge on general
raw material defect.
TABLE 10 SHOWS TIME MANAGEMENT OF THE

EMPLOYEES
6
0
Particulars
No. of Respondents
Percentage (%)
Strongly Agree
51
85
Agree
15
Neutral
Disagree
Strongly Disagree
Total
60
100
CHART 10 SHOWS TIME MANAGEMENT OF THE

EMPLOYEES
6
1
TIME MANAGEMENT OF EMPLOYEES

90%
85%
80%
70%
60%
50%
40%
PERCENTAGE
TIME MANAGEMENT OF
EMPLOYEES
30%
20%
15%
10%
0%
0%
0%
0%
PARTICULARS
INTERPRETATION:
From the above table disclosed 85% of the employees strongly agree that they can completed the work
as scheduled and 15 % of the employees agree that they can completed the work as schedule.
TABLE 11 SHOWS ABILITY OF EMPLOYEES TO WORK WITH

LIMITED SUPERVISION
6
2
6
3
Particulars
No. of Respondents
Percentage (%)
Strongly Agree
36
60
Agree
21
35
Disagree
15
Strongly Disagree
Total
60
100
CHART 11 SHOWS ABILITY OF EMPLOYEES TO WORK

WITH LIMITED SUPERVISION
ABILITY TO WORK WITH LIMITED SUPERVISION
70%
60%
60%
50%
40%
35%
ABILITY TO WORK WITH

LIMITED SUPERVISION
PERCENTAGE
30%
20%
15%
10%
0%
Strongly Agree
Disagree
0%
PARTICULARS
INTERPRETATION:
From the above table disclosed 60% of the employees strongly agree that they can able to work with
limited supervision and 15 % of the employees neither agree nor disagree that they can able to work
with limited supervision.
6
4
TABLE 12 SHOWS EMPLOYEES AWARENESS ON

EMERGENCY SITUATION
6
5
Particulars
No. of Respondents
Percentage (%)
Yes
60
100
No
TOTAL
60
100
CHART 12 SHOWS EMPLOYEES AWARENESS ON

EMERGENCY SITUATION
EMPLOYEES AWARENESS ON EMERGENCY SITUATION

120%
100%
100%
80%
60%
PERCENTAGE EMPLOYEES AWARENESS ON EMERGENCY SITUATION
40%
20%
0%
0%
No
Yes
PARTICULARS
INTERPRETATION:
6
6
From the above table disclosed 100% of the employees say yes as they can make action if any
emergency situation arises.
TABLE 13 SHOWS EMPLOYEES ATTITUDE TO LEARN NEW

THINGS
6
7
Particulars
No. of Respondents
Percentage (%)
Strongly Agree
55
92
Agree
Neutral
Disagree
Strongly Disagree
Total
60
100
CHART 13 SHOWS EMPLOYEES ATTITUDE TO LEARN NEW

THINGS
ATTITUDE TO LEARN NEW THINGS
100%
92%
90%
80%
70%
60%
50%
40%
PERCENTAGE
30%
ATTITUDE TO LEARN NEW THINGS
20%
10%
0%
8%
0%
PARTICULARS
6
8
0%
0%
INTERPRETATION:
From the above table disclosed that 92% of the employees strongly agree that they work with an attitude
to learn new things and 8% of the employees agree that they work with an attitude to learn new things.
TABLE 14 SHOWS SKILL LEVEL OF EMPLOYEES TO

TROUBLESHOOT MACHINE IN ABSENCE OF SUPPORT
Particulars
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
6
9
No. of Respondents
36
23
1
0
0
60
Percentage (%)
60
38
2
0
0
100
CHART 14 SHOWS SKILL LEVEL OF EMPLOYEES TO

TROUBLESHOOT MACHINE IN ABSENCE OF SUPPORT
TROUBLESHOOT THE MACHINE IN ABSENCE OF SUPPORT
70%
60%
60%
50%
40%
38%
30%
20%
PERCENTAGETROUBLESHOOT THE MACHINE IN ABSENCE OF SUPPORT
10%
2%
0%
0%
0%
PARTICULARS
INTERPRETATION:
From the above table disclosed that 60% of the employees strongly agree that they can trouble shoot the
machine in absence of support and 2% of the employees can neither agree nor disagree that they can
trouble shoot the machine in absence of support.
7
0
STATISTICAL TOOLS USED FOR ANALYSIS

CORRELATION
AIM:
To test the relationship between the experience and skill level of the employees.
Factor
6 to 12
12 Months 2 Years to 4
Months
to 2 Years
Years
and Above
Experience (X)
14
20
18
Factor
Strongly
Agree
Disagree
Strongly
Agree
4 Years
Disagree
Able to work with

limited supervision(Y)
7
1
36
21
Correlation coefficient table shows relationship between the experience and skill
level of each employees in the organization.
r=
X2
Y2
XY
36
64
1296
288
14
21
196
441
294
400
60
18
324
X=60
Y=60
=984
=1446
XY=642
n XY X Y
n X ( X)2 n Y 2(Y )2
2
r=
34920
55436.7 83157.3
r=
34920
235.45 (288.37)
34920
r = 67897.8
7
2
r = 0.5143
INFERENCE:
The correlation is highly positive and there is a relationship between the experience and skill level for
the employees.
F-TEST
AIM:
To test the relationship between experience and skill level of each employee.
NULL HYPOTHESIS (
H o ):
H o : There is the relationship between the experience and skill level of the employees.
ALTERNATIVE HYPOTHESIS (
H 1 ):
H 1 : There is no relationship between the experience and skill level of the employees.
Strongly
Factor
7
3
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Work with attitude to learn

new things (X)
Can trouble shoot machine in
absence of support (Y)
55
36
23
FORMULA:
12
22
F=
S12
n11
S2 2
n21
( x i X )2
n11
( y i Y )2
n 21
Using F-Test,
S1
1
(5512)2 + (512)2 +(012)2+(012)2 +( 012)2 }
{
51
1
4
S 12
S 12=
2330
4
S 22
7
4
{1849+49+144+144+144}
= 582.5
1
2
2
2
2
2
(3612) + (2312) +(212) +(012) +(012) }
51 {
1
4
S 22
S 22=
1085
4
F-test; F
{576+121+100+144+144}
= 271.25
12
22
582.5
271.25
F=
= 2.14
n11
51
= n21 = 51 = 1
METHOD:
Tabulated
F for (1,1) degree of freedom at 5% level of Significance is 161
The calculated value > or < tabulated value i.e. 2.14< 161
INFERENCE
Since the calculated value is lesser than the tabulated value, Null hypothesis (
H o ) is accepted.
Therefore, there is a relation between the experience & skill level.
FINDINGS:
Majority of the respondent, about 54% belongs to the category of 26 years to 30 year.
It is found that 100% of the respondents are male.
It is found that 34% of the respondents have been of 2 to 4 years experience.
7
5
50% of the respondents have completed Diploma.

52% of the respondents have a skill to work alone.
100% of the respondents are goal-focused individual.
100% of the respondents say yes that they require high degree of technical knowledge for their
job.
100% of the respondents say yes that their suggestions made at work were implemented.
100% of the respondents say yes as they have knowledge on general raw material defect.
85% of the respondents strongly agreeing that they can complete the work as scheduled.
60% of the respondents strongly agreeing that they can able to work with limited supervision.
100% of the respondents say yes as they can make action if any.
92% of the respondents strongly agreeing that they work with an attitude to learn new things.
60% of the respondent strongly agreeing that they can trouble shoots the machine in absence of
support.
CHAPTER 6
7
6
APPENDIX
QUESTIONNAIRE
A Study on evaluating the Study of Skill Development of Employees and improving the
existing skill matrix in Emami Limited.
Name:
Date:
Function:
Designation:
Qualification:
Age:
Experience: A) 6 to 12 Months
B) 12 Months to 2 Years
Gender: Male/Female
C) 2 Years to 4 Years D) 4 years and above

The questionnaire is sent to you as a part of my MBA project I am undertaking in this organization on
the topic Study of Skill Development of Employees from Human Resource perspective. This
questionnaire is meant for the study of skill matrix on employee performance. Please indicate your
extent of agreement for following factors.
Section I
1. How do you work?
A) Alone
B) Part of a team
2. Are you a goal-focused individual?

A) Yes
B) No
3. Do you require high degree of technical knowledge for your job?

A) Yes
B) No
4.Have your suggestion made at work was implemented?

A) Yes
B) No
5.Knows general raw material defect

A) Yes
B) No
6. Timely plan the works and complete them as scheduled.

7
7
A) Strongly Agree B) Agree C) Neutral
D) Disagree E) Strongly Disagree
7. Able to work with limited supervision.

8. Can make action if any emergency situation arises.

A) Yes
B) No
9. Works with an attitude to learn new things.

10.Can troubleshoot machine in the absence of support.

Section II
Q1. Has your company organizes a training and development programme?
.Yes
. No
Q2. If your organisation identifies the training needs for the employees?
. Yes
. No
Q3. On an average, how much time did it used to take for training and development
programme?
. One Month
. Two Month
. Three Month
Q4. How much training programs has been made in the past one year?
. One
7
8
. Two
. Three
Q5. Do you have any training programs in the coming financial year?
. Yes
. No
Q6. Do your top management take feed back?
. Yes
. No
Q7. What do you think the training programs will be run in future?
. Yes
. No
Q8. Do employee development programs raise unrealistic expectations about promotions?
. Yes
. No
Q 9. Do the Executive Director engage development activities for him/herself?
. Yes
. No
Q10. Do you feel trust in your supervisors?
. Yes
. No
Q11. Do the practice's supervisors use positive attitude with employees?
7
9
. Yes
. No
Q12. Does the practice have a consistent, timely and fair method for evaluating individual
performance?
. Yes
. No
Q13. Do you feel, you are being paid fairly?
. Yes
. No
Q14. Does your practice's equipment (everything from computers to scales) work properly?
. Yes
. No
Q15. Does your company use a specific training process?
. Yes
. No
Q16. Do you require a high degree of technical knowledge for your job?
. Yes
. No
Q17. Are office conditions comfortable?
. Yes
. No
8
0
Q18. Do you satisfy with organizational training and development programmme?

. Yes
. No
CHAPTER 7
8
1
8
2
SCOPES AND LIMITATIONS

SCOPE OF THE STUDY:
Skill Development is a tool to assess the analysis the performance level of each employees and
training needs. It helps the company to access where the Operators are lacking. It is a table that shows
skills of individuals in a team and any gaps between the skills of employees and the job roles they have.
It is also known as a competency framework. If behind the maximum level, retrain and evaluate.
Critical skills are those minimum skills required to successfully accomplish the assigned
work/job. If skill of worker or employees lies below the critical skill, then the productivity of workers is
hampered and the organizational output will be affected. During the study the researcher was directly in
contact with the Operators and Supervisors and has got a remarkable practical experience.
LIMITATIONS OF THE STUDY:
8
3
This study is limited to the company Infastech Fastening Technologies India Pvt Ltd in Chennai.
All data collected are generally limited by the method adopted.
The method of data collection being a questionnaire, data is limited to the extent of
data generation available through the method.

The busy schedule of Operators and supervisors is also a limitation.
CHAPTER 8
8
4
RECOMMENDATIONS
After skill mapping of the employees of operation section of the Emami Limited. Production
department, the following are our recommendations to this department:
The exercise should be carried out in 360 degrees as it would strengthen the authenticity of the ratings
and would give a clearer picture as to the exact skill of the employees.
Use of occasional skill tests within the department could help the employees keep a track of where
exactly they stand and thus would help them put more authentic ratings when asked to.
The mapping is done by the supervisors of the department. Thus it should be shared with all the
operators so that they come to know about their skill level and try to improve it.
The critical skill mapping study reveals the various skills of workers in which they are expert or they
are lacking. Special training program should be arranged for those employees who are lacking in
their respective modules.
The experts in the ratings marked green should be further investigated in detail and if found
satisfactory should be made use of as in house trainers. This would cut the trainer costs for the
company.
More emphasis on ON-THE-JOB training should be given. It must have equal proportion of
technical and managerial inputs.
Program can be made more interesting during the theoretical sessions by discussions of actual case
study.
So this would improve the cross education, helping and cohesiveness among the employees. This would
further help in the strengthening of the bonds between the employees, thus strengthening the manpower
asset of the organization as a whole.
8
5
CHAPTER 9
8
6
SUGGESTIONS AND CONCLUSION

Suggestions: The skill development programme of employees were successfully analyzed
for all the teams of Emami Limited (Amingaon Unit). The data provided can be used by the organization
for forecasting the employees skill level and planning its training and development programmes. The
project was carried out in a good manner and has met the expectations of the Organization. Critical Skill
mapping helps to indicate the image of management in the mind of employees as well as their
capabilities and attitudes. It has been found out from the survey and its analysis that the training
program in this department is effective.
Conclusions:
The future of an organization largely depends upon its productivity;
productivity depends upon its employees. Thus employees should be trained in best possible way to
increase the productivity. For this purpose the organisation possesses an effective training centre that
takes the responsibility of training the employees.
One of the reasons for this project was to discover the skills possessed by the operators. The
evaluation of these data would help the company to critically analyze the skills in their employees and
recognize the need of training. Research into all these factors which tends to improve the quality of
work.
8
7
CHAPTER 10
8
8
BIBILIOGRAPHY
GOOGLE
INTERNAL GUIDE
ORGANISATION MANAGEMENT
EMPLOYEES OF THE ORGANISATION
8
9
CHAPTER 11
9
0
REFERENCES
EMAMI LIMITED, AMINGAON, GUWAHATI
WWW.EMAMILIMITED.IN
WWW.GOOGLE.COM
MBA STUDY MATERIALS PROVIDED FROM SMU
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Study on Skill Development of Employees at Emami Limited

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STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

Submitted in partial fulfillment of requirement for the degree of Master of

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

(Guides Name: Jaya Bahttacherjee Bharadwaza)

The internship project on STUDY ON SKILL DEVELPOMENT OF

Project is very important part of education, which gives an opportunity to

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

First of all my sincere thanks to Mr. Jaswant Sethia (General

I would like to express my gratitude to all those who gave me the

And lastly but not the least I am deeply indebted to my Project

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

Name of the Organisation

Name of the Guide

Mr. Jaswant Sethia

Name of Internal Project Guide

Mrs. Jaya Bhattacherjee Bharadwaza

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

Chapter 2 Aims & Objectives

Chapter 3 Problem Statement

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

Chapter 5 Findings & Analysis

Chapter 7 Scopes & Limitations

Chapter 9 Suggestions & Conclusions

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

BRIEF INTRODUCTION OF THE ORGANISATION

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

ii.Vision & Mission:

company through commitment to their future

Companys core values

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

Commitment & Loyalty to institutional values and principles

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

Leadership and Innovation

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

Mr K K Khemka, Independent Director

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

Fig: Products of Emami Limited

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

North Zone Office

South Zone Office

2E/26, Jhandewala Extn.

Emami Limited, R.O.

Door No: 3-D, No: 18, Vijaya Towers,

Third Floor, Halls Road, Kilpauk,

West Zone Office

East Zone Office

8, Bentinck Street, 10th Floor,

Taher Mansion, Kolkata 700001

Phone: 033-22488654 / 8592

New Link Rd, Andheri(West),

STUDY ON SKILL DEVELPOMENT OF EMPLOYEES

Kolkata - 700 056

Phone: 2564 4047/8621/1509