young managers development programme (ymdp)

Young Managers
Development Programme
Training Manual
- 2002-03

TABLE OF CONTENTS
BACKGROUND ...........................................................................................................................1
YOUNG MANAGERS DEVELOPMENT PROGRAMME (YMDP).......................................2
A. OBJECTIVES........................................................................................................................2
B. FEATURES...........................................................................................................................2
TRAINING PROGRAMME .....................................................................................................................................................2
SUPPORT MECHANISMS ....................................................................................................................................................2
FEEDBACK & EVALUATION................................................................................................................................................3
ROLES...........................................................................................................................................4
A. MENTOR..............................................................................................................................4
B. TRAINER..............................................................................................................................4
C. REVIEW COMMITTEE ..........................................................................................................4
D. NATIONAL SALES TRAINING MANAGER .............................................................................5
E. HR DEPARTMENT................................................................................................................5
CORPORATE HR ...................................................................................................................................................................5
ZONAL/ UNIT HR....................................................................................................................................................................5
SALES & MARKETING TRAINEES.........................................................................................6
A. TRAINING OBJECTIVES.......................................................................................................6
B. COMPETENCIES..................................................................................................................6
C. PROCESS ............................................................................................................................7
D. EVALUATION .......................................................................................................................7
MEASUREMENT METRICS .................................................................................................................................................7
REVIEW PROCESS...............................................................................................................................................................7
CSCC TRAINEES........................................................................................................................8
A. TRAINING OBJECTIVES.......................................................................................................8
B. COMPETENCIES..................................................................................................................8
C. PROCESS ............................................................................................................................9
D. EVALUATION .......................................................................................................................9
MEASUREMENT METRICS .................................................................................................................................................9
REVIEW PROCESS...............................................................................................................................................................9
CPPD TRAINEES......................................................................................................................10
A. TRAINING OBJECTIVES.....................................................................................................10
B. COMPETENCIES................................................................................................................10
C. PROCESS ..........................................................................................................................10
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D. EVALUATION .....................................................................................................................10
MEASUREMENT METRICS ...............................................................................................................................................10
REVIEW PROCESS.............................................................................................................................................................11
ENGINEER TRAINEES............................................................................................................12
A. TRAINING OBJECTIVES.....................................................................................................12
B. COMPETENCIES................................................................................................................12
C. PROCESS ..........................................................................................................................12
D. EVALUATION .....................................................................................................................12
MEASUREMENT METRICS ...............................................................................................................................................12
REVIEW PROCESS.............................................................................................................................................................13
Young Managers Development Programme (2002-03) iii

BACKGROUND
Recruitment is an integral and ongoing process in any organization. This holds true for Dabur also. We have a two-
pronged approach in recruiting dynamic professionals – lateral recruitments and the Management Trainee/ Engineer
Trainee recruitments at entry level.
The Management Trainee/ Engineer Trainee Programme has been a focus area to induct young and vibrant
professionals at the entry level. With every passing year, upgradations are made to it to make the learning experience
more enriching and rigorous with a greater focus on functional and conceptual inputs and an objective learning
evaluation system.
This need led to the Young Managers Development Programme being conceived.
Young Managers Development Programme (2002-03) 1

YOUNG MANAGERS DEVELOPMENT PROGRAMME (YMDP)
The genesis of the Young Managers Development Programme is from the Management Trainee/ Engineer Trainee
Programme. YMDP has been conceived with the primary purpose of providing a more focused approach towards
functional and cross-functional training inputs. Moreover, a more integrated and scientific metric for evaluating
learning of trainees has been developed to help them evolve as better managers through constant evaluation and
feedback.
A. OBJECTIVES
1. To groom managers of tomorrow.
2. To instill a sense of camaraderie and develop a vibrant and progressive culture
B. FEATURES
TRAINING PROGRAMME
1. The YMDP has a structured approach and a fixed training schedule to standardize the training processes and
systems.
2. The YMDP has focused core functional training to develop a sound conceptual foundation for the trainees.
3. Cross-functional exposure is an integral component of this programme to develop a better sense of inter-
functional interlinkages.
4. Projects are an important focus area in the YMDP. The purpose of this being to develop a better understanding
of Dabur’s business among trainees by ensuring that they utilize their training experience, cross-functional
exposure and business concepts in providing practical solution to real business problems.
5. Classroom training provides YMDP Sales & Marketing trainees with sound conceptual inputs regarding their
core functional area and also acts as a forum for them to exchange their experiences and ideas.
6. On-job-training exposes the YMDP trainees to real life business situations along with actual responsibilities and
authority to handle them.
7. Presentations provide a summary of conceptual knowledge acquired by trainees during training.
SUPPORT MECHANISMS
1. Mentors have a vital role to play in the YMDP. They are a support mechanism for the trainees who can counsel
them regarding their training and other professional or personal issues concerning them.
2. Trainers ensure that training inputs are provided and training schedule is implemented.
3. Review Committee comprises of the senior management who comprehensively review the trainees.
Young Managers Development Programme (2002-03) 2

FEEDBACK & EVALUATION
1. The learning evaluation is done through a combination of tests, presentations and evaluation by trainer.
2. Feedback from trainees ensures that modifications can be made to the YMDP to ensure better quality training
inputs.
Young Managers Development Programme (2002-03) 3

ROLES
A. MENTOR
The mentors for YMDP Sales & Marketing trainees will be the Heads of Sales or Heads of Marketing of Family
Products Division, Health Care Products Division or Dabur Foods. The mentor for the YMDP trainees from Functions
will be the Head- HR, while the mentor for Operations will be GM (Operations). The mentor’s primarily role will be:
1. To personally interact with trainees (atleast 3 times during the training period) and provide overall guidance by
giving value adding inputs for their development.
2. To act as a support mechanism for the trainee, wherein he/ she can communicate personal/ professional
issues.
3. To interact with trainers and follow up the progress of the trainees in terms of learning and quality of training
inputs.
4. To ensure that the trainer does not only implement the training programme, but also practices in spirit.
5. To validate the objective and quality of the projects assigned to the trainee.
6. To be part of the Review Committee to provide objective and comprehensive overview of the trainee.
B. TRAINER
The trainer’s primary role will be:
1. To implement the training schedule in totality and in spirit.
2. To personally guide and provide developmental inputs to the trainee.
3. To provide objective evaluation of trainee’s learning.
4. To identify areas of improvements of their respective trainees and recommend/ implement inputs for
improvement.
5. To instill managerial and leadership qualities in trainees.
6. To ensure that quality projects are assigned to trainees.
C. REVIEW COMMITTEE
The role of the Review Committee will be:
1. To comprehensively review each trainee twice during the YMDP.
2. To recommend subsequent course of action, which may be:
� Recommending final confirmation of trainees at the end of YMDP, Or
� Recommending another review of the trainee (after 3 months) if overall learning or conduct of the respective
trainee is not as per the desired standards, Or
� Recommending consequence management if overall learning or conduct of the respective trainee is not as per
the desired standards.
Young Managers Development Programme (2002-03) 4

D. NATIONAL SALES TRAINING MANAGER
The National Sales Training Manager’s primary role will be:
1. To develop training modules for classroom training.
2. To develop tests to assess the conceptual understanding of trainees based on inputs imparted in classroom.
E. HR DEPARTMENT
CORPORATE HR
The role of Corporate HR will be:
1. To allocate trainers and mentors for individual trainees.
2. To communicate overall training expectations to the trainees and their respective trainers.
3. To track and analyze learning of the trainees.
4. To consolidate identified areas of improvement and subsequently follow-up in terms of recommended
inputs for improvement of the respective trainees.
5. To ensure that Zonal/ Unit HR does subsequent follow-ups in terms of the adherence of schedule by trainers,
collection of assessment forms from trainers and feedback given to and taken from trainees.
6. To regularly interact and counsel trainees (wherever required).
7. To ensure that the designated mentors interact and meet their respective trainees regularly.
ZONAL/ UNIT HR
The role of Zonal/ Unit HR will be:
1. To ensure that the trainers in their Zone/ Unit adhere to the training schedule in totality and in spirit.
2. To collect learning assessment forms of trainees from their respective trainers.
3. To give and take feedback from the trainees regularly.
4. To be responsible for the welfare of trainees in their respective Zone/ Unit.
Young Managers Development Programme (2002-03) 5

SALES & MARKETING
TRAINEES
A. TRAINING OBJECTIVES
To develop the competencies in a trainee to
independently manage a sales system and field
force by developing a sound understanding of:
1. Sales and marketing fundamentals of Dabur
2. Objectives and tasks of sales and marketing
functions
3. Roles of the sales managers and field force
4. Role of the marketing organization
5. Channels of distribution, structure and dealing
with the trade of different SBU
6. Nature and organization of resources and how
they can be optimized
7. Field force management
8. Linkages between the sales and marketing
functions and other functions.
9. Practical application of marketing mix
fundamentals
B. COMPETENCIES
Sales planning and management
� Preparation of sales plan
� Techniques to utilize resources as per plan (for
e.g. appointing merchandisers, designing local
level promotions etc.)
� Fundamental understanding of sales structure
and systems
� Development of sales systems
� Improve sales efficiency index
� Distribution pipeline monitoring and control
� Sales skew analysis
� Strengthening distribution systems through
innovative ideas
Field force management
� Leadership skills
� Team development
� Communication
� Motivation
� Conflict resolution and counseling
Cost control
� Wastage identification in distribution system
� Develop systems to monitor and control costs
Brand implementation
� Implementing brand plan
� Developing critical path analysis for each
activity
� Coordination with other departments
� Resource allocation techniques
Consumer and trade promotions development
� Identification of type of promotion
� Timeliness of promotions
� Development of plan as per budget
� Knowledge of sales fundamentals
� Developing systems and control to track and
measure effectiveness
� Flexibility in responding to changing business
scenarios
Advertising
� Understand working of Ad agency
Marketing research
� Identification of type of research methodology
� Understanding of different MR techniques and
Young Managers Development Programme (2002-03) 6
tools

C. PROCESS
1. Orientation 3 days
2. Conceptual overview – I 3 days
3. Sales training – I 15 weeks
4. Cross-functional 1 week
5. Marketing 14 weeks
6. Presentation – I 2 days
7. Conceptual overview – II 3 days
8. Sales training – II 8 weeks
9. Sales project 4 weeks
10. Presentation – II 2 days
11. On-job-training 8 weeks
D. EVALUATION
52 weeks
The role of the learning evaluation system in the
YMDP is to ensure objective tracking and
measurement of every trainee’s learning and also
validate the quality of training inputs through
different sources and instruments.
MEASUREMENT METRICS
The YMDP Sales & Marketing trainees will be
evaluated on:
1. Functional & conceptual knowledge
2. Behavioural attributes
These metrics will be evaluated through a
combination of tests, presentations and overall
learning on the sales and marketing training stints.
REVIEW PROCESS
Comprehensive review of all Sales & Marketing
trainees will be done twice during the YMDP by the
Review Committee at the time of Presentation I &
Young Managers Development Programme (2002-03) 7
II.
The final confirmation of the YMDP trainees will be
on the basis of the Review Committee’s
recommendations.
If the overall learning of the trainee is not as per the
desired standards, this committee may either
recommend review of the trainee’s learning after 3
months from the current review or termination of the
employment contract of the trainee.

CSCC TRAINEES
A. TRAINING OBJECTIVES
To develop the competencies in a trainee to
manage a supply chain system by developing a
sound understanding of:
1. Supply chain fundamentals
2. Objectives and tasks of Central Supply Chain
Cell
3. Sales fundamentals of Dabur
4. Production units, processes, capacities etc.
5. Channels of sales distribution, structure and
dealing with the trade of different SBU
6. Nature and organization of resources and how
they can be optimized
7. Linkages between CSCC and other functions.
B. COMPETENCIES
Forecasting
� Forecasting techniques
� Scenario analysis techniques
� Data interpretation
Logistics management
� Freight rates and structures
� Knowledge of sales tax/ excise and other
related legal requirements
� Shortest path analysis
� Knowledge of Decision Support Systems
C&FA management
� Knowledge of C&FA operations
� Inventory management techniques
� Knowledge of order management and invoicing
process
MIS management
� Knowledge of BaaN
� Knowledge of MFG-PRO
� Knowledge of DOS
� Knowledge of different sales & marketing MIS
formats
Sales & distribution fundamentals
� Sales planning – Rolling Sales Forecast (RSF)
� Sales resource allocation techniques
� Fundamental understanding of sales structure
and systems
� Distribution pipeline monitoring and control
� Sales skew analysis
Marketing fundamentals
� Implementing brand plan
� Marketing resource allocation techniques
� Consumer and trade promotions development
� Timeliness of promotions
� Developing systems and control to track and
measure effectiveness
Production fundamentals
� Knowledge of production process
� Production planning – Rolling Production Plan
(RPP)
� Production scheduling (as per RPP)
Budgeting & cost control
� Costing fundamentals
� Techniques for wastage identification in
distribution system
� Develop systems to monitor and control costs
� Cost benefit analysis techniques
Miscellaneous
� Inter-departmental coordination
� Written and verbal communication skills
� Negotiation skills
Young Managers Development Programme (2002-03) 8

C. PROCESS
1. Orientation 3 days
2. Conceptual overview 3 days
3. Sales training 10 weeks
4. Cross-functional 4 days
5. Operations training 4 weeks
6. Marketing training 2 weeks
7. Presentation – I 1 day
8. On-job-training 34 weeks
9. Presentation – II 1 day
D. EVALUATION
52 weeks
The role of the learning evaluation system in the
YMDP is to ensure objective tracking and
measurement of every trainee’s learning and also
validate the quality of training inputs through
different sources and instruments.
MEASUREMENT METRICS
The YMDP CSCC trainees will be evaluated on:
1. Functional & conceptual knowledge
2. Behavioural attributes
These metrics will be evaluated through a
combination of tests, presentations and overall
learning on the sales and on-job training stints.
REVIEW PROCESS
Comprehensive review of CSCC trainees will be
done twice during the YMDP by the Review
Committee at the time of Presentation I & II.
The final confirmation of the YMDP trainees will be
on the basis of the Review Committee’s
recommendations.
If the overall learning of the trainee is not as per the
desired standards, this committee may either
recommend review of the trainee’s learning after 3
months from the current review or termination of the
employment contract of the trainee.
Young Managers Development Programme (2002-03) 9

CPPD TRAINEES
A. TRAINING OBJECTIVES
To develop the competencies in a trainee to
manage a purchase and procurement system by
developing a sound understanding of:
1. Purchase and procurement fundamentals of
Dabur
2. Objectives and tasks of CPPD
3. Channels of procurement, structure and
dealing with the vendors of commodities and
packaging materials
4. Nature and organization of resources and how
they can be optimized
5. Linkages between CPPD and other functions.
B. COMPETENCIES
Forecasting
� Designing forecasting models
� Scenario analysis techniques
� Data interpretation
Logistics management
� Freight rates and structures
� Knowledge of excise and other related legal
requirements
� Shortest path analysis
� Knowledge of Decision Support Systems
MIS management
� Knowledge of BaaN
� Knowledge of MFG-PRO
� Knowledge of different MIS formats
Sales & distribution fundamentals
� Sales planning – Rolling Sales Forecast (RSF)
� Sales resource allocation techniques
Marketing fundamentals
� Implementing brand plan
� Marketing resource allocation techniques
� Consumer and trade promotions development
� Timeliness of promotions
Budgeting & cost control
� Costing fundamentals
� Wastage identification in distribution system
� Develop systems to monitor and control costs
� Cost benefit analysis techniques
Production fundamentals
� Knowledge of production process
� Production planning – Rolling Production Plan
(RPP)
� Production scheduling
Miscellaneous
� Inter-departmental coordination
� Written and verbal communication skills
� Negotiation skills
� Knowledge of commodity markets & packaging
materials
� Basic understanding of technical equipments
for packaging materials
C. PROCESS
1. Orientation 3 days
2. On-job-training 44 weeks
3. Presentation – I 1 day
(After 22 weeks of on-job-training)
4. Presentation – II 1 day
5. Cross-functional 3 weeks
6. Operations training 4 weeks
D. EVALUATION
52 weeks
The role of the learning evaluation system in the
YMDP is to ensure objective tracking and
measurement of every trainee’s learning and also
validate the quality of training inputs through
different sources and instruments.
MEASUREMENT METRICS
The YMDP CPPD trainees will be evaluated on:
Young Managers Development Programme (2002-03) 10

1. Functional & conceptual knowledge
2. Behavioural attributes
These metrics will be evaluated through a
combination of tests, presentations and overall
learning on the on-job training stints.
REVIEW PROCESS
Comprehensive review of CPPD trainees will be
done twice during the YMDP by the Review
Committee at the time of Presentation I & II.
The final confirmation of the YMDP trainees will be
on the basis of the Review Committee’s
recommendations.
If the overall learning of the trainee is not as per the
desired standards, this committee may either
recommend review of the trainee’s learning after 3
months from the current review or termination of the
employment contract of the trainee.
Young Managers Development Programme (2002-03) 11

ENGINEER TRAINEES
A. TRAINING OBJECTIVES
To develop the competencies in a trainee to
manage an operations system by developing a
sound understanding of:
1. Operations fundamentals of Dabur
2. Objectives and tasks of Operations
3. Nature and organization of resources and how
they can be optimized
4. Linkages between Operations and other
functions.
B. COMPETENCIES
Production fundamentals
� Knowledge of production process
� Production planning – Rolling Production Plan
(RPP)
� Production scheduling
� Knowledge of GMP
� Knowledge of different production lines and
process
� Basic understanding of engineering
equipments in production
Logistics management
� Understanding logistics and its complexities
MIS management
� Knowledge of BaaN
� Knowledge of MFG-PRO
� Knowledge of different MIS formats
Sales & distribution fundamentals
� Sales planning – Rolling Sales Forecast (RSF)
Marketing fundamentals
� Implementing brand plan
� Marketing resource allocation techniques
Budgeting & cost control
� Wastage identification in distribution system
� Develop systems to monitor and control costs
� Cost benefit analysis techniques
Miscellaneous
� Inter-departmental coordination
� Written and verbal communication skills
� Negotiation skills
� Knowledge of statutory laws governing factory
and labour
C. PROCESS
1. Orientation 3 days
2. Cross functional 17 weeks
3. Operations training – I 14 weeks
4. Presentation – I 1 day
5. Operations training – II 20 weeks
6. Presentation – II 1 day
D. EVALUATION
52 weeks
The role of the learning evaluation system in the
YMDP is to ensure objective tracking and
measurement of every trainee’s learning and also
validate the quality of training inputs through
different sources and instruments.
MEASUREMENT METRICS
The YMDP Engineer trainees will be evaluated on:
1. Functional & conceptual knowledge
2. Behavioural attributes
These metrics will be evaluated through a
combination of tests, presentations and overall
learning on the on-job training stints.
Young Managers Development Programme (2002-03) 12

REVIEW PROCESS
Comprehensive review of Engineer trainees will be
done twice during the YMDP by the Review
Committee at the time of Presentation I & II.
The final confirmation of the YMDP trainees will be
on the basis of the Review Committee’s
recommendations.
If the overall learning of the trainee is not as per the
desired standards, this committee may either
recommend review of the trainee’s learning after 3
months from the current review or termination of the
employment contract of the trainee.
Young Managers Development Programme (2002-03) 13