Internship Report on

A Comparative Study on -Training & Development in Unilever & GETCO

Submitted to: Professor Md. Mosharraf Hossain PhD Internal Supervisor of the Master Paper
Department of Management Studies

Prepared By: Md. Atikul Islam Roll no: 05122361 BBA 1st Batch,
Department of Management Studies

Jagannath University, Dhaka

Date of Submission: November 20, 2011

Letter of Transmittal

November 27, 2011 Md. Mosharraf Hossain PhD Professor, Department of Management Studies Jagannath University, Dhaka
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Subject: Submission of a report on A comparative on Training & Development of Unilever & GETCO Telecommunication Limited. Dear Sir, Here is my report on T a comparative on Training & Development of Unilever & GETCO Telecommunication Limited that you have assigned me, to submit as a partial requirement for BBA Program. While preparing report I have gone through internet and newspaper, taken survey of Unilever & GETCO employees are the sources of relevant information of the assigned topic. Though I have put our best effort yet it is very likely that the report may have some mistake and that are unintentional. I hope that the report will meet your expectation. I shall be glad to answer any kind of question about any matter relating to this report and shall be pleased to provide further clarification if necessary.

Yours Faithfully, Md. Atikul Islam ID: 05122361 BBA 1st Batch Management Studies Department Jagannath University, Dhaka

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Supervisors Certificate

It is here by certified that, Md. Atikul Islam bearing the Id. No. 05122361 Department of Management Studies Compiled his Master Paper on the Assigned Topic On A comparative on Training & Development of Unilever & GETCO Telecommunication Limited. He has done it in accordance with my guidance and supervision. As far as I know he is a regular student and he did not break any academic rules and regulation. I recommend his report for accepting by the department of Management Studies, Jagannath University Dhaka.

Signature and Date . Prof. Md. Mosharraf Hossain PhD

ii.

Acknowledgement

First, it is the Almighty ALLAH who gives me the sense to understand what is right and wrong. I have to prepare with proper acknowledge and information which I get from various sources of references. After then I have to make pleased all by my own strategy, presenting our collective data appropriately.

At this point, I would like to acknowledge some of the people who have made a major contribution to prepare the report. First of all, Prof. Md. Mosharraf Hossain PhD, internal Master Paper Supervisor, who has given me the instructions to prepare the report correctly. I highly grateful to Tanvira Choudhury" who is the Leadership Development Manager of Unilever Bangladesh Ltd & M Khurshida Nayeem who is the Accounts Asst.Manager of GETCO Telecommunication Ltd. He & She help me sincerely in preparing this report although he is very in his works. His & Her help & cooperation make me easy in preparing this report.

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Executive Summary
This report is presented about the Training & Development of Unilever & GETCO employees. It also describes the companys overview about how the company performing in its business. At first I present about of the company, and then we give the Training & Development process of Unilever & GETCO employees and also show the training procedure, training needs, training methods, budget for training, evaluating training programs and training facilities etc. At last, we added the additional data which is collected from the Unilever & GETCO. The prime objective of this report writing is to illustrate a practical example through which we can get a clearing understanding about how Training & Development process help employees. The report helps us to understand about the theoretical and practical knowledge how to work at field or HRM. The last part of the report highlights the major problem or shortcomings of the companies Training and development procedure and suggests some measures to be taken to overcome it.

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List of Table & Graph:

S.L 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 Topic Name Figure 1: Unilever Training Procedure. Figure 2: Getco Training Procedure. Figure 3: Unilever Training Model Figure 4: Getco Training Model Figure 5: Unilever Training Need Figure 6: Getco Training Need Figure 7: Unilever Techniques Are Used Figure 7: Getco Techniques Are Used Figure 9: Unilever Procedure Is Sound Enough For Hr Executives Figure 10: Getco Procedure Is Sound Enough For Hr Executives Figure 11: Unilever Method Is Mostly Used Figure 12: Getco Method Is Mostly Used Figure 13: Unilever On The Job Training Method Figure 14: Getco On The Job Training Method Figure 15: Unilever Off The Job Training Method Figure 16: Getco Off The Job Training Method Figure 17: Unilever Procedure Of Employee Development Figure 18: Getco Procedure Of Employee Development Figure 19: Unilever And Getco Budget For Training Allocated Figure 20: Unilever Data Company /Bank Normally Gather Figure 21: Getco Data Company /Bank Normally Gather Figure 22: Unilever Evaluating Training Programs Figure 23: Getco Evaluating Training Programs Figure 24: Unilever Training Criteria Figure 25: Getco Training Criteria Figure 26: Unilever Amount Of Payment For Training Figure 27: Getco Amount Of Payment For Training Figure 28: Unilever Getco Internal Environment Figure 29: Unilever And Getco Logistic Support Figure30: Unilever Training Facilities It Provides Figure 31: Getco Training Facilities It Provides Figure 32: Unilever Overall Training Facilities Of Institution Figure 33: Getco Overall Training Facilities Of Institution Page No. 18 18 19 19 20 20 21 21 22 22 23 23 24 24 25 25 26 26 27 28 28 29 29 30 30 31 31 32 33 34 34 35 35

Table of Contents
Chapter SL# i. ii. iii. iv. v. Chapter One 1.0 1.1 1.2 1.3 1.4 1.5 1.6 2.0 2.1 2.2 2.3 2.4 2.5 2.6 3.0 4.0 Contents Remarks

Preliminary Pages
Letter of Transmittal Supervisors Certificate Acknowledgement Executive Summery Table of Contents followed by list of Tables Background Statement of the research problem Objectives of the Study Methodology of the Study Literature Review Expected Contribution Limitation of the Study An Overview of the Organization of UNILEVER and GETCO Background About Unilever and Getco Corporate information Organization Structure Vision Statement Mission Statement Product/Service Scheme Practical Experiences gathered through doing Research work Collecting and Analyzing regarding the Objectives of the study including problems 4.1 4.2 4.3 identified Strategy Mostly Influences training procedure Types of training model use in institution to organize training department Identify the training need of your employees
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Chapter Two

Chapter three Chapter Four

4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 Chapter Five 5.0 5.1 5.2 5.3

Types of techniques are used to assess training needs Training procedure is sound enough for hr executives Training method is mostly used in organization On the job training method mostly influence Off the job training method mostly influence Procedure of employee development. Budget for training allocated Data company /bank normally gather. Normally considered the time of evaluating training programs. Training criteria need future improvement Satisfied with the amount of payment for training. Internal environment deliver the training practices. Logistic support regarding training normally enjoys. Logistic support regarding training normally enjoys. Findings, Conclusion and Recommendations Findings of Unilever And Getco Conclusion Recommendations Reference Questionnaire

End Matter

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Chapter: 1 INTRODUCTION

1.0Background
Md. Mosharraf Hossain PhD, Professor Department of Management Studies, has guided me to conduct a comparative Study on Training and Development Practices in Unilever and GETCO

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Telecommunication limited, which should be relevant to our practical knowledge in BBA syllabus.

1.1 Statement of the Problem

A study on: Training and Development practice in Unilever and Getco Telecommunication ltd can be able to give answer of the followings: What is the present condition of training and development of the said Company? What are the shortcomings in the existing practices? What are the measures that should be taken to overcoming these? Finally how the report will be benefitted to the stakeholder.

1.2 Objectives of the Study

The objectives of the study are: To learn the practical knowledge about T & D as a BBA Student; To find the gap in the existing strategy and policies about training and development which should be overcome; To suggest the measure to be taken to minimize the gap.

1.3 Methodology of the Study

Throughout the study different types of method have been used to find out proper and correct information and also provide a good report.

A. Population and sampling

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-To make the survey a questionnaire has been provided to the employees of the Unilever and GETCO, who are the primary sources of my report. -Sampling procedure has been completed by the help of non-probability convenience procedure to develop the sample plan. -Sample size of the report was 20-25; I will make a survey to that number of employees of the Unilever and GETCO.

B. Data collection Process

1. Direct Discussion The data has been collected both primary and secondary sources. It also collected all necessary data and information by reaching to the Unilever GETCO head Offices at Gulshan and Baridhara. 2. Telephonic Interview I have made call to the needed personnel those who are related to my research problem.

C. Data Analysis
While preparing the report, some problem may be posted during the process. Due to some limitation there can be some erroneous results. Although I tried to my best level to eliminate errors, unfortunately, I faced some limitations while working on this report. To analysis the data some test may be used such as chi-square test etc.

1.4 Expected Contribution

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This report will create the opportunity to gain knowledge of different part of the service oriented business organization like Pubali Bank limited. This report will be beneficial for the different area such as:

A. Student who will be able to gather practical HRM knowledge; B. Researcher who are interested to do further research work can get a platform C. Decision maker can make better decision to improve the companys Resources Policy D. Creditors can take decision whether they will invest in this company or not. Human

1.5 Literature Review:

Unilever was created in 1930 by the merger of British soap maker Lever Brothers and Dutch margarine producer Margarine Unite, a logical merger as palm oil was a major raw material for both margarines and soaps and could be imported more efficiently in larger quantities.

A comprehensive study was made by John Richard in 2003 named Unilever-Project. Here he found that A continuous training is conducted inside the organization to improve t h e performance of the employee. There are two types of trainings conducted a t Unilever: In-house Training External Training In-house training is customized training which is only for Unilever e m p l o y e e s . External training is carried out through trainers in training institutes. Employees at Unilever are usually trained through Rameez Allahwalla (in
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Karachi), Possibilities and Intec (two well-known training institutes). Before training Training Need Analysis (TNA) is conducted by the manager of the department, after the training feedback from the employee is taken. Compensation & Benefits: A very effective way to retain an employee is to give him compensation and benefits. At Unilever following benefits are given: Medical Facility to employee and his/her parents Paid Vacations Accommodation Facility to energetic employees. Orientation:

A newly hired employee is oriented so that he can get an idea about the organizational setup so that he may feel at home. At Unilever orientation plan covers the following points: Visits to different department of the company Companys Policies, Rules and Regulations Human Resource Information System (HRIS): At Unilever profiles of all the employees containing data relating their payroll, leaves, benefits etc is saved in a database known as HRIS. Unilever uses a locally procured HRIS which is to be upgraded using Enterprise Resource Planning (ERP). Human Resource Planning: Planning provides a guideline to accomplish an activity. At Unilever the HR team plans everything so that the outcomes and results can be perceived before the plan is actually implemented. This makes the planning more accurate and efficient; it also saves time and money.

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There was a great lacking that this report could not show how the training and development helps its sales growth which is shown in my report.

1.6 Limitations:
On the way of our study, we have faced the following problems, which may be termed as the limitations of the study. These are:

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Inadequate data: To understand the facts about the study in a realistic way and more clearly the quantitative expression of information, necessary data is required. But it was very difficult for us to collect the secondary data in all area of the study. Lack of Record: Sufficient facts and figures are not available. If these limitations were not been there, the report would have more useful and attractive. Poor Library Facility: The library of our university is not well ornamented. There are no collections of multinational sector related journals, magazines, papers, case studies etc. Lack of Experience: Experience makes a man efficient. But we have no proper experience to do this kind of report. Thats why inexperience creates obstacle to follow the systematic and logical research methodology.

Chapter: 2
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AN OVERVIEW OF THE ORGANIZATIONS

Unilever Bangladesh Limited

2.1About Unilever
Unilever Bangladesh Limited, a fast moving consumer goods company, engages in the manufacture and distribution of home care products, personal care products, and foods. It offers household care, fabric cleaning, skin cleansing, skin care, oral care, hair care, and personal
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grooming products, as well as tea based beverages. The company was formerly known as Lever Brothers Bangladesh Ltd. and changed its name in December 2004. Unilever Bangladesh Limited was founded in 1964 and is based in Dhaka, Bangladesh. Unilever Bangladesh Limited is a subsidiary of The Unilever Group.

Historical Background of Unilever

In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for Sunlight Soap his revolutionary new product that helped popularize cleanliness and hygiene in Victorian England. It was 'to make cleanliness commonplace; to lessen work for women; to foster health and contribute to personal attractiveness, that life may be more enjoyable and rewarding for the people who use our products'. This was long before the phrase 'Corporate Mission' had been invented, but these ideas have stayed at the heart of our business. Even if their language and the notion of only women doing housework has become out dated. In a history that now crosses three centuries, Unilever's success has been influenced by the major events of the day economic boom, depression, world wars, changing consumer lifestyles and advances in technology. And throughout we've created products that help people get more out of life cutting the time spent on household chores, improving nutrition, enabling people to enjoy food and take care of their homes, their clothes and themselves.

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Time Line Of Unilever 19th century 1900s Although Unilever wasn't formed until 1930, the companies that joined forces to create the business we know today were already well established before the start of the 20th century. Unilever's founding companies produced products made of oils and fats, principally soap and margarine. At the beginning of the 20th century their expansion nearly outstrips the supply of raw materials. Tough economic conditions and the First World War make trading difficult for everyone, so many businesses form trade associations to protect their shared interests. With businesses expanding fast, companies set up negotiations intending to stop others producing the same types of products. But instead they agree to merge - and so Unilever is created. Unilever's first decade is no easy ride: it starts with the Great Depression and ends with the Second World War. But while the business rationalises operations, it also continues to diversify. Unilever's operations around the world begin to fragment, but the business continues to expand further into the foods market and increase investment in research and development. Business booms as new technology and the European Economic Community lead to rising standards of living in the West, while new markets open up in emerging economies around the globe. As the world economy expands, so does Unilever and it sets about developing new products, entering new markets and running a highly ambitious acquisition programme. Hard economic conditions and high inflation make the 70s a tough time for everyone, but things are particularly difficult in the fast-moving consumer goods (FMCG) sector as the big retailers start to flex their muscles. Unilever is now one of the world's biggest companies, but takes the decision to focus its portfolio, and rationalize its businesses to focus on core products and brands. The business expands into Central and Eastern Europe and further sharpens its focus on fewer product categories, leading to the sale or withdrawal of two-thirds of its brands.

1910s

1920s

1930s

1940s

1950s

1960s

1970s

1980s

1990s

The

The decade starts with the launch of Path to Growth, a five-year strategic plan, and 21 in 2004 further sharpens its focus on the needs of 21st century consumers with its st Vitality mission. In 2009, Unilever announces its new corporate vision working to ce create a better future every day with brands that help people look good, feel good 20 nt and get more out of life.

ur y

GETCO Telecommunications Limited

Gujarat Energy Transmission Corporation Limited (GETCO) was set up in May,1999 and is registered under the Companies Act,1956.The Company has been promoted by erstwhile Gujarat Electricity Board (GEB) as its wholly owned subsidiary in the context of liberalization and as a part of efforts towards restructuring of the Power Sector.

GETCO Telecommunications Ltd. (GETCOTEL) obtained an Inter Connection Exchange (ICX) operators license from Bangladesh Telecommunications Regulatory Commission (BTRC) in February 2008. The license is valid for period of 15 years with provision of extension by another 10 years. Currently, GETCOTEL has four (4) exchanges in operations. We have two (2) exchanges in Dhaka, while other two (2) are located at Bogra (Northwest of Bangladesh) and Sylhet (Northeast of Bangladesh). The GETCO ICX will route incoming and outgoing international calls through International Gate Ways (IGWs). Inter Operator Traffic will be routed through GETCO ICX.

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2.2Corporate Information
Unilever Bangladesh receives prestigious Global Award 21/10/2010: Unilever Bangladesh Ltd (UBL) has won the prestigious Unilever Compass into Action (CIA) Award at the Senior Leadership event on October 21st in London

Unilever Bangladesh receives prestigious Global Award Unilever Bangladesh Ltd (UBL) has won the prestigious Unilever Compass into Action (CIA) Award at the Senior Leadership event on October 21st in London. The Global Unilever Compass Awards, introduced for the first time in 2010, recognizes the outstanding achievement of Unilever operating companies in sustainable delivery on The Compass - Unilevers new global vision and strategy. The award for overall winner was presented to Unilever Bangladesh (UBL) amongst the numerous contenders within Unilever, for outstanding achievement across all areas of The Compass and consistent all-round performance. Rakesh Mohan, Chairman and Managing Director, Unilever Bangladesh received the award from Paul Polman, CEO, Unilever at the grand event in London witnessed by leaders across the Unilever world. Unilever Bangladesh Ltd, formed in 1973 as Lever Brothers Bangladesh Ltd, with a 39.25% stake of Govt of Bangladesh, is the largest Fast Moving Consumer Goods company in Home and Personal Care and Foods,constantly introducing new and world-class products for the Bangladeshi consumers and adding vitality to their lives.Over 90% of the countrys households

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use one or more of Unilever products. The Company hasmarket leadership in 7 out of the 8 categories in which it operates. Commitment to the environment 30/09/2009 : Unilever Bangladesh reinforces its commitment to the environment Unilever Bangladesh Limited (UBL) today kicked off its tree plantation program. The aim of this program is to promote environmental care and raise environmental awareness. As a start, this year itself, the Company is planting 10,000 trees that will be scaled to higher numbers in the coming years. For the successful execution of this plantation program, Unilever partnered with Thengamara Mohila Sabuj Shanga (TMSS), a well known NGO with strong experience in managing such projects. Under this project, campaigns will also be run in the locality to raise the level of environmental awareness and educate the community so that they may take ownership and reap benefit from the plantation.
Flying Club

30/03/2009: Unilever Bangladesh recognizes top Distributors of Unilever Bangladesh Limited (UBL), in a recent ceremony at Baton Rouge, Dhaka, recognized Distributors who achieved quality sales and exceptional growth in 2008. In the programmed dubbed The Flying Club, a total of 34 distributors were rewarded with tickets for overseas trips in recognition of their excellent performance in 2008. Performance of these distributors has been key to the business and hence, the award is recognition of their hard work and dedication to the business. Mr Rakesh Mohan, Chairman & Managing Director of UBL was present at the occasion and handed over the tickets to the winners. Also present at the occasion was Mr Mizanur Rashid, Customer Development Director. At
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the program, distributors were awarded with tickets for two to destinations such as Singapore, Chiang Mai, Kunming, Kuala Lumpur, Kathmandu and Calcutta

2.3 Organizational Structure

Unilever Executive director Paul Polman Chief Executive Officer Paul Polman, Chief Executive Officer, was appointed an Executive Director to the Boards of Unilever PLC and Unilever NV in October 2008, the first time an external candidate was chosen for the role. Non-executive directors: 1. Michael Treschow Chairman Unilever N.V. and PLC 2. Louise Fresco
3. Ann Fudge 4. Charles E Golden 5. Dr Byron E Grote 6. Hixonia Nyasulu 7. The Rt Hon Sir Malcolm Rifkind, MP 8. Kees J Storm 9. Jeroen van der Veer 10. Paul Walsh

Unilever executive (UEx): 1. Douglas Anderson Baillie President of Western Europe 2. Professor Genevive Berger Chief Research & Development Officer
3. Jean-Marc Hut - Chief Financial Officer 4. Dave Lewis - President, Americas 5. Harish Manwani President, Asia Africa, CEE

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6. Michael B. Polk President Global Foods, Home & Personal Care 7. Pier Luigi Sigismondi - Chief Supply Chain Officer 8. Keith Weed - Chief Marketing and Communication Officer

Senior corporate officers:

1. Alan Johnson - Chief Auditor 2. Charles Nichols - Group Controller 3. Stephen Williams General Counsel and Chief Legal Officer

Getco:

Directors K. M. Khaled Gole Afroz Banu

Key Personnel Siddique Ali Miah, P.Eng Shawkat Osman Hafizur Rahman K. M. Rakib Hasan

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2.4 Vision Statement

Unilever
Unilever's corporate vision working to create a better future every day with brands that help people look good, feel good and get more out of life.

Getco
To Build, Operate and maintain an efficient Power Transmission System. Participative Work Culture Excellence Being Ethically and Socially Responsive.

3.5Mission Statement:
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Unilever
In the last five years, we have built our business by focusing on our brands, streamlining how we work, and improving our insight into the evolving needs and tastes of consumers. Now we are taking the next step in simplification - by aligning ourselves around a clear common mission.

We recognise that the world in which we operate is changing. Consumers are increasingly bringing their views as citizens into their buying decisions, demanding more from the companies behind the brands. They want companies and brands they trust. Unilever embraces these new expectations. Our heritage of good governance, product quality and long experience of working with communities gives us a strong base.We aim to build on this by taking the next step in transparency and accountability. We will stand visibly as Unilever, behind our products and everything we do, everywhere. Every day 150 million people in over 150 countries choose our products. Already, most of our brands give the benefits of feeling good, looking good and getting more out of life. Bertolli, for example, conjures up the Italian zest for life and Becel/Flora keeps hearts healthy. Sunsilk helps you feel happier because your hair looks great. Our laundry brand, Omo, encourages children to get dirty so they can experience more of life. In the future, our brands will do even more to add vitality to life. Our vitality mission will focus our brands on meeting consumer needs arising from the biggest issues around the world today ageing populations, urbanisation, changing diets and lifestyles. We see growing consumer need for:

a healthy lifestyle more variety, quality, taste and enjoyment time, as an increasingly precious commodity helping people to feel good, look good and get more out of life will enable us to meet these needs and expand our business.

Unilever is in a unique position to understand the interrelationships between nutrition, hygiene and personal care. We can do this thanks to our strong science capability and our locally rooted consumer insight. It is by bringing all this together that we can strive to contribute to quality of life and wellbeing - adding vitality to life. The long-term success of our business is intimately interconnected with the vitality of the environment and the communities in which we operate. The environment provides us with our
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raw materials and the ingredients we need to make our products. Healthy, prosperous communities provide us with a healthy, growing consumer base

Getco
Largest trade directory of Getco Mission wholesale suppliers, distributors, manufacturers, importers and wholesalers in Bangladesh. To Achieve Global Standards in Transmitting Reliable and Quality Power.

3.6 Product and Service Scheme:

Unilever Unilever is one of the world's leading suppliers of fast-moving consumer goods. Here are some recent highlights from our three global divisions - Foods, home care and personal care.

Foods

The acquisition of Best foods in 2000 brought us leadership in the culinary category. Knorr is now our biggest brand, with 2.3 billion sales in over 100 countries and a product range covering soups, bouillons, sauces, noodles and complete meals.

In the branded olive oil category we are a leader, the most important brand being Bertolli. Appealing to consumers' taste for Mediterranean food, we have launched Bertolli pasta sauces and dressings. 28

brands.

Home & personal care

lead the home care market in much of the world, which includes cleansing and hygiene products. Many of our home care products are market leaders including Brilhante, Cif, Comfort, Domestos, Omo, Skip and Snuggle.

Within the personal care market, we are global leaders in products for skin cleansing, deodorants and antiperspirants.

Our global core brands in the personal care market are Axe, Dove, Lux, Pond's, Rexona and Sunsilk.

Unilever's contribution

Unilever Bangladesh is one of the largest contributors to the government exchequer through duties, taxes and dividends. 72% of the companys value addition is distributed to the Government of Bangladesh.

Their operations provide employment to over 10 000 people through factories, dedicated distributors and exclusive suppliers.

Improving the quality of life

Whether through better hygiene, relief from daily chores or a refreshing cup of tea, our brands have raised the quality of life in Bangladesh. Through innovations and our relentless pursuit of efficiencies we constantly seek to add value to our consumers. Our focus and initiatives on quality and consumer safety have earned us Class A rating from Unilever a feat most Unilever companies try hard to achieve.

Business of fulfilling dreams

The diversity of our brand portfolio poses a unique challenge to understand consumers with varied background, education, income and lifestyle. We extensively use market research to understand consumer trends and complement that with insights from direct consumer contacts. 90% of Bangladeshi households use one or more of our products.
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Aspiration beyond means

Responding to the aspirations of millions of people living with less than a dollar a day, Unilever Bangladesh pioneered the introduction of sachet or mini packs of fast moving consumer goods for the consumers in Bangladesh. We are today to provide same quality products with low cash outlays even to the lowest income households. able

Education
Education and training are key to personal development, whether inside our company or in the community. Our commitment to high quality standards in workplace has enabled us to share management practices and transfer skills outside the Company. These programs address vastly differing socio-economical needs around Bangladesh. We promote employee volunteer teacher projects for children in schools that UBL supports. We also promote several health and hygiene awareness programs in remote corners of the country. Education for all UBL sponsored a free primary school for underprivileged children because education should be for everybody. the

Chevening Scholarship The Chevening Scholarships are prestigious scholarships awarded by the UKs Foreign and Commonwealth offices to provide opportunity for post-graduate study in the UK for young professionals in their early or mid-career positions

Women Empowerment
UBL believes it is necessary that women, comprising half of the country's population, be progressively brought into the mainstream of economic activities to bolster development. Here we talk about some of our initiatives.

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Project Aparajita Project Joyeeta and Aparajita is helping rural women stand on their own two feet and enabling them to be financially empowered. Fair & Lovely Foundation Unilever Bangladesh's social initiative to encourage women's economic empowerment through information and resources in the areas of Career, Education and Enterprise, has created waves across the country. Fair & Lovely Scholarship Programme Under this scholarship scheme, 200 women who have passed their HSC each received a Taka 25,000 scholarship to support her tertiary level education.

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Part: 3
COLLECTING and ANALYZING

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Training and Development in unilever

We're looking for Unilever's future leaders. It's as simple as that. If you've got the potential, we'll provide all the trainings & supports you need to launch your management career in just two to three years.

Three core elements

However, training doesnt stop when you complete the programme although the emphasis changes slightly to focus more on leading and managing people. In the early stages of your career, there are three core elements to training and development: Onthe-job, Professional Training and Personal Development.

Your development
Youre fresh out of university; youre joining a huge, global company; and youre in a role thats affecting the business virtually straight away. How will you know where to improve? How will you realise all that potential weve seen in you?

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4.0 Questionnaire for gathering information

4.1: STRATEGY MOSTLY INFLUENCES TRAINING PROCEDURE.
TYPE INTERNAL GROWTH EXTERNAL GROWTH CONCENTRATION DISINVESTMENT ALL Unilever 10 0 0 0 0 GETCO 0 6 4 0 0

Figure 2: UNILEVER TRAINING PROCEDURE.

The graph shows that the respondents UNILEVER comments that strategy mostly influence training procedure 100% internal growth. Because they think that business growth is main things.

Figure 2: GETCO TRAINING PROCEDURE.

The graph shows that the respondents of GETCO comments that strategy mostly influence training procedure 60% external growth and 40% concentration.

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4.2: TYPES OF TRAINING MODEL USE IN INSTITUTION TO ORGANIZE TRAINING DEPARTMENT

TYPE FACULTY MODEL CUSTOMER MODEL MATRIX MODEL CORPORATE UNIVERSITY MODEL ANY OTHER Unilever 10 0 0 0 0 GETCO 0 7 3 0 0

Figure 3: UNILEVER TRAINING MODEL

The graph shows that the respondents of UNILEVER comments that training model use in institution to organize training department they use 1000% Faculty model. Unilevers training department depends on their experts decision.

Figure 4: GETCO TRAINING MODEL

The graph shows that the respondents of GETCO comments that training model use in institution to organize training department they use 30% matrix model, 70% customer model. GETCO fill up the training needs of one function of the company.

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4.3: IDENTIFY THE TRAINING NEED OF YOUR EMPLOYEES.

TYPE ORGANIZATIONAL ANALYSIS PERSON ANALYSIS TASK ANALYSIS ALL OF THE ABOVE NONE ANY OTHER Unilever 3 5 2 0 0 0 GETCO 0 5 5 0 0 0

Figure 5: UNILEVER TRAINING NEED

The graph shows that the respondents of UNILEVER comments that identify training needs of employees they use 50% person analysis, 30% organization analysis and 20% Task analysis. Unilever use the total training needs analysis.

Figure 6: GETCO TRAINING NEED

The graph shows that the respondents of GETCO comments that identify training needs of employees they use 50% person analysis and 50% Task analysis. GETCO use some part of training needs analysis.

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4.4: TYPES OF TECHNIQUES ARE USED TO ASSESS TRAINING NEEDS.

TYPE OBSERVATION QUESTIONNAIRE INTERVIEWS FOCUS GROUPS ANY OTHER Unilever 6 2 2 0 0 GETCO 0 5 0 5 0

Figure 7: UNILEVER TECHNIQUES ARE USED

The graph shows that the respondents of UNILEVER comments that types of techniques are used to assess training needs they use 60% observation, 20% interview, 20% questionnaire.

Figure 7: GETCO TECHNIQUES ARE USED

The graph shows that the respondents of GETCO comments that types of techniques are used to assess training needs they use, 50% focus groups, 50% questionnaire.

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4.5: TRAINING PROCEDURE IS SOUND ENOGH FOR HR EXECUTIVES

TYPE STRONGLY AGREE AGREE NEITHER AGREE NOR DISAGREE DISAGREE STRONGLY DISAGREE Unilever 10 0 0 0 0 GETCO 0 7 3 0 0

Figure 9: UNILEVER PROCEDURE IS SOUND ENOGH FOR HR EXECUTIVES

The graph shows that the respondents of UNILEVER comments that are 100% strongly agree. Unilever training procedures are made by experts advice.

Figure 10: GETCO PROCEDURE IS SOUND ENOGH FOR HR EXECUTIVES

The graph shows that the respondents comments that are 70% agree, 30% neither agree nor disagree.

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4.6: TRAINING METHOD IS MOSTLY USED IN ORGANIZATION.

TYPE ON THE JOB OFF THE JOB BOTH NONE ANY OTHER Unilever 0 0 10 0 0 GETCO 3 0 7 0 0

Figure 11: UNILEVER METHOD IS MOSTLY USED

The graph shows that the respondents of UNILEVER comments that training method are mostly used in organization follow 100%both Unilever follows the 70% on the job training and 20% off the job training 10% formal training.

Figure 12: GETCO METHOD IS MOSTLY USED

The graph shows that the respondents of GETCO comments that training method are mostly used in organization follow 70% both, 30% on the job.

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4.7: ON THE JOB TRAINING METHOD MOSTLY INFLUENCE

TYPE JOB INSTRUCTION JOB ROTATION APPRENTICESHIP TRAINING COACHING ANY OTHER Unilever 3 3 2 2 0 GETCO 0 4 0 4 2

Figure 13: UNILEVER ON THE JOB TRAINING METHOD

The graph shows that the respondents of unilever comments that on the job training method mostly influence 30% job instruction, 20% coaching, 20% apprenticeship training and job rotation 30%.

Figure 14 GETCO ON THE JOB TRAINING METHOD

The graph shows that the respondents of getco comments that on the job training method mostly influence 40% job rotation, 40% coaching and 20% any other.

4.8: OFF THE JOB TRAINING METHOD MOSTLY INFLUENCE

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TYPE LECTURES VIDEO PRESENTATION CASE STUDY VESTIBULE TRAINING ANY OTHER

Unilever 0 4 0 0 6

GETCO 4 0 6 0 0

Figure 15: UNILEVER OFF THE JOB TRAINING METHOD

The graph shows that the respondents of Unilever comments that off the job training method mostly influence 40% video presentation, 60% any other.

Figure 16: GETCO OFF THE JOB TRAINING METHOD

The graph shows that the respondents of gecto comments that off the job training method mostly influence 60% case study, 40% lecture.

4.9: PROCEDURE OF EMPLOYEE DEVELOPMENT.

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TYPE STONGLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED STRONGLY DISSATIESFIED

Unilever 10 0 0 0 0

GETCO 0 7 3 0 0

Figure 17: UNILEVER PROCEDURE OF EMPLOYEE DEVELOPMENT

The graph shows that the respondents of Unilever comments that the procedure of employee development 100% strongly satisfied.

Figure 18: GETCO PROCEDURE OF EMPLOYEE DEVELOPMENT

The graph shows that the respondents of getco comments that the procedure of employee development 30% neither satisfied nor dissatisfied,70% strongly satisfied. 4.10: BUDGET FOR TRAINING ALLOCATED
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TYPE VERY GOOD GOOD AVERAGE BAD VERY BAD

Unilever 0 7 3 0 0

GETCO 0 4 6 0 0

Figure 19: UNILEVER AND GETCO BUDGET FOR TRAINING ALLOCATED

The graph shows that the respondents of Unilever comments that budget for training 70% good, 30% average. The graph shows that the respondents of GETCO comments that budget for training 40% good, 60% average.

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4.11: DATA COMPANY /BANK NORMALLY GATHER.

TYPE PROCESS DATA OUTCOME DATA JOB BEHAVIOUR DATA ANY OTHER Unilever 0 0 3 7 GETCO 0 8 1 1

Figure 20: UNILEVER DATA COMPANY /BANK NORMALLY GATHER

The graph shows that the respondents of Unilever comments that they are gathering 70% any other data, 30% job behavior data.

Figure 21: GETCO DATA COMPANY /BANK NORMALLY GATHER

The graph shows that the respondents of getco comments that they are gather 80% outcome data,10% job behavior data,10% any other data.

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4.12: NORMALLY CONSIDERED THE TIME OF EVALUATING TRAINING PROGRAMS.

TYPE COGNITITIVE OUTCOMES SKILL BASED OUTCOMES AFFECTIVE OUTCOMES RESULTS RETURN ON INVESTMENT. ALL ANY OTHER Unilever 0 0 0 10 0 0 0 GETCO 0 6 2 2 0 0 0

Figure 22: UNILEVER EVALUATING TRAINING PROGRAMS

The graph shows that the respondents of Unilever comments that they are considered the time of evaluating training programs 100% in results oriented.

Figure 23: GETCO EVALUATING TRAINING PROGRAMS

The graph shows that the respondents of GETCO comments that they are considered the time of evaluating training programs 60% in Skill based outcomes 20% in results and 20% in affective outcomes oriented.

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4.13: TRAINING CRITERIA NEED FUTURE IMPROVEMENT.

TYPE STONGLY AGREE AGREE NEITHER AGREE NOR DISAGREE DISAGREE STRONGLY DISAGREE Unilever 0 0 0 10 0 GETCO 4 6 0 0 0

Figure 24: UNILEVER TRAINING CRITERIA

The graph shows that the respondents of Unilever comments that they are 100% disagree for further improvement.

Figure 25: GETCO TRAINING CRITERIA The graph shows that the respondents of GETCO comments that they are 40% strongly agree and 60% agree for further improvement.

4.14: SATISFIED WITH THE AMOUNT OF PAYMENT FOR TRAINING.

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TYPE VERY GOOD GOOD NEITHER GOOD NOR POOR POOR VERY POOR

Unilever 0 6 4 0 0

GETCO 0 4 6 0 0

Figure 26: UNILEVER AMOUNT OF PAYMENT FOR TRAINING

The graph shows that the respondents of Unilever comments that they are payment of amount for training are 60% good, 40% neither good nor poor.

Figure 27: GETCO AMOUNT OF PAYMENT FOR TRAINING

The graph shows that the respondents of GETCO comments that they are payment of amount for training are 40% good, 60% neither good nor poor.

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4.15: INTERNAL ENVIRONMENT DELEVER THE TRAINING PRACTICES.

TYPE STONGLY AGREE AGREE NEITHER AGREE NOR DISAGREE DISAGREE STRONGLY DISAGREE Unilever 10 0 0 0 0 GETCO 0 6 1 3 0

Figure 28: UNILEVER GETCO INTERNAL ENVIRONMENT

The graph shows that the respondents of Unilever comments that they are internal environment deliver the training practices are 100% strongly agree The graph shows that the respondents of GETCO comments that they are internal environment deliver the training practices are 60% agree, 30% disagree, 10% neither agree nor disagree.

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4.16: LOGISTIC SUPPORT REGARDING TRANING NORMALLY ENJOYS.

TYPE EXCELLENT VERY GOOD GOOD SATISFACTORY DISSATISFACTORY Unilever 0 0 10 0 0 GETCO 0 0 6 4 0

Figure 29: UNILEVER and GETCO LOGISTIC SUPPORT

The graph shows that the respondents of Unilever comments that they are logistic support regarding training are 100% good. The graph shows that the respondents of GETCO comments that they are logistic support regarding training are 60% good, 40% satisfactory.

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4.17: TRAINING FACILITIES IT PROVIDES OTHER FOREIGN AND LOCAL INSTITUTION.

TYPE VERY GOOD TRAINING GOODTRAINING AVERAGETRAINING BAD TRAINING VERY BAD TRAINING Unilever 0 3 7 0 0 GETCO 0 6 3 1 0

Figure30: UNILEVER TRAINING FACILITIES IT PROVIDES

The graph shows that the respondents of Unilever comments that they are training facilities it provide other foreign and local institution are good training 30% and Averagetraining70%.

Figure 31: GETCO TRAINING FACILITIES IT PROVIDES

The graph shows that the respondents of GETCO comments that they are training facilities it provide other foreign and local institution are good training 60% bad training10% and Averagetraining30%.

4.18: OVERALL TRAINING FACILITIES OF INSTITUTION

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TYPE EXCELLENT GOOD AVERAGE SATISFACTORY DISSATISFACTORY

Unilever 2 6 2 0 0

GETCO 0 5 3 2 0

Figure 32: UNILEVER OVERALL TRAINING FACILITIES OF INSTITUTION

The graph shows that the respondents of Unilever comments that they are training facilities of institution are 20% excellent, 60% good and 20% average.

Figure 33: GETCO OVERALL TRAINING FACILITIES OF INSTITUTION

The graph shows that the respondents of GETCO comments that they are training facilities of institution are 50% good, 20% satisfactory, 30%average.

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Chapter: 5

FINDINGS CONCLUSIONS and RECOMMENATION

5.1Findings of Unilever and Getco

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Training and development is main fact of all organization. Multinational companies give their employee the best as they deserved. The private sectors employees are much concern about his or her training and that helps for career development. In the present world the employees the best to give their higher productivity. So the owners take care about it, and needs to give the training. Employees are the resource of the organization. Training and development system helps to decision making skills, improved working relationship, overcome crisis situation, mark stronger and weaker points, Increased productivity, Improved status, raised personal goals and levels of aspiration, knowledge and skill, confident and better equipped, improved overall performance and evaluate the satisfactory level of the Multinational companies employees. In there most of employees write down they are agree and satisfied. So that means and survey outcomes say most of satisfied with training and development system in Multinational sectors.

Findings of Unilever:
There some findings of Unilever Bangladesh Ltd. Are given bellow; Unilever internal growth strategy mostly influences training procedure. Unilever use Faculty training model in institution to organize training department. Unilever use the total training needs analysis. Unilever follows the 70% on the job training and 20% off the job training 10% formal training. Unilever in the procedure of employee development is strongly satisfied. Unilever gathering other data and job behavior data.
Unilever considered the time of evaluating training programs in results oriented.

Unilever they are disagree for further improvement in training criteria. Unilever training facilities it provide other foreign and local institution are Average training. Unilever overall training facilities good.
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Findings of GETCO
There some findings of GETCO Telecommunication Ltd. Are given bellow; GETCO external growth and concentration strategy mostly influence training procedure. GETCO use matrix model and customer model. GETCO use some part of training needs analysis.
GETCO used mostly in both training methods.

GETCO in the procedure of employee development slightly backward. GETCO gathering outcomes data and job behavior data. GETCO considered the time of evaluating training programs in Skill based outcomes, results and in affective outcomes oriented. GETCO they are agree for further improvement in training criteria. GETCO training facilities it provide other foreign and local institution are good training. GETCO overall training facilities good.

5.2 Conclusion
Most organization has developed their own training methods tailored to suit the nature of their work. Every organization needs an internal training department called Training and Development, which prepares modules to hone functional and managerial skills. Most of training program encompass strategizing, planning and buying, and help develop work and soft skills, in addition to competency-based training, which involves understanding the media business. Organizations generally rope in internal and external faculties for training. Most faculties are specialized and bring to the table expertise in a particular area. A lot of fresh
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knowledge is created, Centre of learning to empower managers with updated knowledge and decision-making skills.

5.3 Recommendations
I recommendate that can be made is to organize seminars and workshops. This can create a path for better communication between employees and owner. The general apprehension that employees have towards productivity, awareness in the training and Development other such hindrances to the development in multinational sectors,

Recommendation for Unilever:

Unilever need to external growth strategy also follow for training procedure. Unilever need to use customer and matrix training model also. Unilever need to gathering outcome data also.
Unilever need to consider the time of evaluating training programs in others types also.

Unilever need to agree for further improvement in training criteria. Unilever need to training facilities it provide other foreign and local institution is very good training. Unilever need to overall training facilities excellent.
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Recommendation for GETCO:

GETCO need to use faculty model also. GETCO need to use total training needs analysis. GETCO need to upgrade in the procedure of employee development. GETCO need to gather other data also. GETCO need to strongly agree for further improvement in training criteria. GETCO need to overall training facilities excellent.

Reference:
Books: 1. Patrick J. Montana and Bruce H. Charnov (2000). "Training and Development", Management. Barron's Educational Series, 225. 2. Rosemary Harrison (2005). Learning and Development. CIPD Publishing, 5. Web Site: 1. http://fliiby.com/file/835515/jhapapzbeq.html 2. www.google.com 3. www.wikipedia.com 4. www.unilever .com 5. www.getcotelecommunication.com

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6. http://www.unilever.com.lk/careers/whyjoinus/graduates/traininganddevel opment/ Direct Communication: Head offices of Unilever at Gulshan and GETCO at Baridhara.

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