Data Search on training

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Training and Development Policy Wiki

Training Evaluation

What is Training Evaluation?

Training evaluation is a continual and systematic process of assessing

the value or potential value of a training course, activity or

event. Results of the evaluation are used to guide decision-making

around various components of the training (e.g. instructional design,

delivery, results) and it's overall continuation, modification, or

elimination.To assist agencies in evaluating their training programs, OPM published

the Training Evaluation Field Guidein 2011. The Training Evaluation

Field Guide is designed to assist agency training representatives in

evaluating training effectiveness and in demonstrating training value to

stakeholders and decision makers. (Please contact us if you would like

training on how you can use of the field guide in your

[email protected])).

Reporting Training Data

The law authorizes OPM to require Federal agencies to report training

data. An important part of the evaluation process involves consideration

of training costs, and other elements not directly addressed in the typical

evaluaiton. Agencies should track and report accurate training data on

all completed training events to OPM as prescribed by the Final Rule on

Training Reporting Requirements, published on May 17, 2006, in the

Federal RegisterThe Federal Workforce Flexibility Act of 2004 (P.L. 108-

411). Seethis Sample Agency Training Report FY2010

OPM provides training data reports as an objective summary of data

gathered about various aspects or each agency training event. View this

quick video for more information on the training evaluation field guide

and ways agencies can use evaluation and training data to inform

decisions related to training investments.

What is Program Evaluation and how is it related to Training Evaluation?
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Program evaluation is a systematic study conducted to assess how well

a program is working. A program evaluation examines achievement of

program objectives in the context of other aspects of program

performance or in the context in which it occurs.Program evaluations are

often conducted by experts external to the program,either inside or

outside the agency. The Government Accountability Office (GAO) works

for Congress and regularly conducts Program Evaluations. They are

responsible for investigating how the Federal Government spends tax

dollars.

A program evaluation is used to assess and asks questions about every

aspect of a program or initiative (training programs and other types of

programs), from the inputs (what resources were used to create theprogram) and to the outcomes (program results). While the principles of

training evaluation can apply in an overall program, training evaluation is

used to assess the training/development activities within the program

(e.g training courses and events). Since programs may have activities in

addition to training (e.g. services, meetings), training evaluation data can

be used in the overall program evaluation.

Please reference thisLOGIC MODELfor further explanation of thedifferences and similarities. A logic model provides a representation of

the "theory of change" (if...then) behind a program or iniative. Logic

models can be completed for programs and initiatives and for individual

courses, events or activities. For more detailed information on logic

models, you can watch this video or take EPA'sFREElogic modeling

course.

When we evaluate...

We examine the assumptions upon which an existing or proposed

training course or program is based

We inquire, up front, about the expected results

We create then study the goals and objectives

We collect information about inputs and outcomes.

We compare it to some pre-set standards.
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We report findings in a manner that facilitates their use.

Why should we evaluate?

Agencies are required to evaluate their training programs annually to

determine how well such plans and programs contribute to mission

accomplishment and meet organizational performance goals (5 CFR

410.202). In addition, demands to demonstrate training program

efficiency, program effectiveness and public accountability are

increasing. Use of evaluation data meets these demands in various

ways:

Planning

To assess needs.

To set priorities.

To direct allocation of resources.

To guide policy

Analysis of course/program effectiveness or quality

To determine achievement of objectives.

To identify strengths and weaknesses of a program/course.

To determine the cost-effectiveness of a program/course.

To assess causes of success or failure.

Direct decision-making

To improve effectiveness.

To identify and facilitate needed change.

To continue expand or terminate a program/course.

Maintain accountability

To stakeholders.

To funding sources.


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To the general public.

When to Evaluate

There are several basic questions to ask when deciding whether to carry

out an evaluation. If the answers to these questions are "Yes", this

may be the time to evaluate.

Is the program/course important or significant enough to warrant

evaluation?

Is there a legal requirement to carry out a program evaluation?

Will the results of the evaluation influence decision-making about the

program/course?

Will the evaluation answer questions posed by your stakeholders or

those interested in the evaluation?

How To Evaluate

Once you've determined whether or not your program or

course warrants evaluation, there are various methods and

models agencies can use to evaluate their training courses. Here are afew of the most popular:

Kirkpatrick 4 Levels

The four levels of Kirkpatrick's evaluation model essentially measure:

Reaction of trainee - what they thought and felt about the training

Learning - the resulting increase in knowledge or capability

Behavior - extent of behaviour and capability improvement and

implementation/application

Results - the effects on the business or environment resulting from the

trainee's performance

All these levels are recommended for full and meaningful evaluation of

learning in organizations.

Jack Phillips' Five Level ROI Model


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Building upon the Kirkpatrack model, Jack Phillips added the fifth level

the Return On Investment (ROI) produced by a training course using the

financial formula:

Robert Brinkerhoff's Success Case Method:

Brinkerhoff's six stage model is a comprehensive evaluation model that

incorporates the results oriented aspects of the business and industry

models and also the formative, improvement-orientated aspects of

educational models (a systems perspective with an emphasis on return

on investment).

A basic assumption of the six stage model is that the primary reason for

evaluation should be to improve the program (systems perspective).

OPM's Training Evaluation Field Guide

To assist agencies in evaluating their training programs, OPM published

the Training Evaluation Field Guidein 2011. The Training Evaluation

Field Guide is designed to assist agency training representatives in
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evaluating training effectiveness and in demonstrating training value to

stakeholders and decision makers.

Field Guide Development Process

Data and information were gathered from fifteen federal agency

representatives who volunteered their time to attend a one-day working

meeting, participate in individual interviews and submit samples of their

tools and case studies. This Field Guide reflects the input from the

working group.

Key Audience and Usage

This Guide is designed for all federal employees who have a role in

training evaluation and effectiveness within their agencies.

Specific users for this field guide are:

Training managers and supervisors

Training liaisons/coordinators

Agency evaluators

Instructional designers

Training facilitators

Any others who have a significant role in training effectiveness

Training Evaluators

Both Kirkpatrick and Phillips (and maybe others) offer "certifications" in

training evaluation, however, a "certified" evaluator is not necessary to

evaluate the effectiveness of agency training. The Training Evaluation

Field Guide (linked above) and books on the various methods should

provide enough information to successfully evaluate your agency

training.

In addition, theAmerican Evaluation Association(AEA) is an

international professional association of evaluators devoted to the

application and exploration of program evaluation, personnel evaluation,

technology, and many other forms of evaluation. Evaluation involvesassessing the strengths and weaknesses of programs, policies,
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personnel, products, and organizations to improve their effectiveness.

AEA has approximately 5500 members representing all 50 states in the

US as well as over 60 foreign countries.

Other Evaluation Resources

(Please feel free to add your evaluation methods and tools to this page)

Here are sample spreadsheets designed to trackNew Employee

Orientationclasses andTrainer Customer Satisfaction.

Should you desire to look at more evaluation models, there are many to

choose from...

Daniel Stufflebeam's CIPP Model (Context, Input, Process, Product)

Robert Stake's Responsive Evaluation Model

Robert Stake's Congruence-Contingency Model

Kaufman's Five Levels of Evaluation

CIRO (Context, Input, Reaction, Outcome)

PERT (Program Evaluation and Review Technique)

Alkins' UCLA Model

Michael Scriven's Goal-Free Evaluation Approach

Provus's Discrepancy Model

Eisner's Connoisseurship Evaluation Models

Illuminative Evaluation Model

Portraiture Model

The Four Levels

Donald Kirkpatrick, Professor Emeritus at the University of Wisconsin

and past president of the American Society for Training and
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Development (ASTD), first published his Four-Level Training Evaluation

Model in 1959, in the US Training and Development Journal.

The model was then updated in 1975, and again in 1994, when he

published his best-known work, "Evaluating Training Programs."

The four levels are:

Reaction.

Learning.

Behavior.

Results.

Let's look at each level in greater detail.

Level 1: Reaction

This level measures how your trainees (the people being trained),

reacted to the training. Obviously, you want them to feel that the training

was a valuable experience, and you want them to feel good about the

instructor, the topic, the material, its presentation, and the venue.

It's important to measure reaction, because it helps you understand how

well the training was received by your audience. It also helps you

improve the training for future trainees, including identifying important

areas or topics that are missing from the training.

Level 2: Learning

At level 2, you measure what your trainees have learned. How much has

their knowledge increased as a result of the training?

When you planned the training session, you hopefully started with a list

of specific learning objectives: these should be the starting point for your

measurement. Keep in mind that you can measure learning in different

ways depending on these objectives, and depending on whether you're

interested in changes to knowledge, skills, or attitude.

It's important to measure this, because knowing what your trainees are

learning and what they aren't will help you improve future training.


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Level 3: Behavior

At this level, you evaluate how far your trainees have changed their

behavior, based on the training they received. Specifically, this looks at

how trainees apply the information.

It's important to realize that behavior can only change if conditions are

favorable. For instance, imagine you've skipped measurement at the first

two Kirkpatrick levels and, when looking at your group's behavior, you

determine that no behavior change has taken place. Therefore, you

assume that your trainees haven't learned anything and that the training

was ineffective.

However, just because behavior hasn't changed, it doesn't mean thattrainees haven't learned anything. Perhaps their boss won't let them

apply new knowledge. Or, maybe they've learned everything you taught,

but they have no desire to apply the knowledge themselves.

Level 4: Results

At this level, you analyze the final results of your training. This includes

outcomes that you or your organization have determined to be good for

business, good for the employees, or good for the bottom line.

SYNOPSIS OF THE REPORT TRAINING AND DEVELOPMENT is a

subsystem of an organization. It ensures that randomness is reduced

and learning or behavioral change takes place in structured format. It is

concerned with the structure and delivery of acquisition of knowledge toimprove the efficiency and effectiveness of organization. Therefore,

training is a key tooptimizing utilization human intellectual technological

and entrepreneurial skills.There are four phases of training in Sahara

India-Training need analysis, Training design,Training implementation

and Training evaluation. Training evaluation is the mostimportant part of

training process which refers to activities aimed at finding out

theeffectiveness of training programme after they are conducted, against

the objective forwhich such programmes were organized. Trainingevaluation techniques give us solutionto answer questions like where


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was the capability level of learners before the programmeand where is it

now, what was intended to be achieved by particular programme

andwhere is really achieved now, and what is the monitory value of

training outcome againstthe cost incurred for conducting the training

programme. The key issues involve staffingpolicies selecting and

retaining talented employee, training and development

whilstencouraging employees to be innovative and creative, culture

barriers, and legal framework. Sahara India Pariwar provides soft skill

development training to their employees.But still they need to work on

providing product/process development training. Toevaluate the training

program, questionnaire is the most popular method in Sahara

India.Training initiatives and programs have become a priority for Human

Resources. Asbusiness markets change due to an increase in

technology initiatives, companies need tospend more time and money

on training employees. In todays business climateemployee

development is critical to corporate success and organizations are

investingmore in their employees training and development needs. Page

1

2. OBJECTIVES OF STUDYThe main objective of the study is first to

gain some practical knowledge regarding thefunctioning of MNCs andother organizations which is very necessary to fullyunderstand the

primary functions & hence it fulfill the purpose of the Summer

Internshipunder MBA course.The other objectives were:1. To study the

Importance of Training and Development.2. To study the roles of

Training and development Programme.3. To study the process and

functions of training.4. To explore the methodology and types of training

provided to the employees in an organization.5. To study the purpose,

process, principle, functions of the post training evaluation.6. To studythe different types of methods/techniques used to evaluate the training.7.

To study the level of evaluation.8. To study the relevance of the post

training evaluation/feedback for the employee as well as for an

organization.9. To know the challenges in training and development

faced by an organization. Page 2

3. CHAPTER ITHEORETICAL PRESENTATION OF THE

TOPICINTRODUCTION OF TRAINING & DEVELOPMENT Page 3


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4. TRAINING AND DEVELOPMENT is a subsystem of an organization.

It ensures thatrandomness is reduced and learning or behavioral change

takes place in structuredformat.TRAINING AND DEVELOPMENT

DEFINEDIt is concerned with the structure and delivery of acquisition of

knowledge to improve theefficiency and effectiveness of organization. It

is concerned with improving the existingskills and exploring the potential

skills of the individual i.e. upgrading the employeesskills and extending

their knowledge. Therefore, training is a key to optimizingutilization

human intellectual technological and entrepreneurial skillsTraining and

Development referred to as: Acquisition and sharpening of employees

capabilities that is required to performvarious obligations, tasks and

functions. Developing the employees capabilities so that they may be

able to discover theirpotential and exploit them to full their own and

organizational development purpose. Developing an organizational

culture where superior-subordinate relationship, teamwork, and

collaboration among different sub units are strong and contribute

toorganizational wealth, dynamism and pride to the

employees.Development defined Page 4

5. It helps the individual handle future responsibilities, with less

emphasis on present jobduties.Introduction of trainingIt is a learningprocess that involves the acquisition of knowledge, sharpening of

skills,concepts, rules, or changing of attitudes and behaviors to enhance

the performance ofemployees.INPUTS IN TRAINING AND

DEVELOPMENTAny training and development programme must contain

inputs which enable theparticipants to gain skills, learn theoretical

concepts and help acquire vision to look intothe distant future.Skills:

Training is imparting skills to employees. A worker needs skills to

operatemachines, and use other equipments with least damage andscrap. This is a basic skillwithout which the operator will not be able to

function. Employees, particularlysupervisors and executives, need

interpersonal skills.Education: The purpose of education is to teach

theoretical concepts and develop asense of reasoning and

judgment.Development: It is less skill-oriented but stresses on

knowledge. Knowledge aboutbusiness environment, management

principles and techniques, human relations, specificindustry analysis is

useful for better management of a company.Ethics: There is need forimparting greater ethical orientation to a training anddevelopment


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programme. Ethical attitude help managements make better decisions

Page 5

6. which are in the interests of the public, the employees and in the long

term-the companyitself.Attitudinal Changes: Attitude represents feelingsand beliefs of individuals towardsothers. Attitude affects motivation,

satisfaction and job commitment. Negative attitudeneed to be converting

into positive attitude. Attitude must be changed so that employeesfeel

committed to the organization, are motivated for better performance, and

derivesatisfaction from their jobs and the work environment.Decision

making and problem solving skills: It focus on methods and

techniquesfor making organization decision-making and solving work

related problems.TRAINING AND DEVELOPMENT OBJECTIVESTheprincipal objective of training and development division is to make sure

theavailability of a skilled and willing workforce to an organization. In

addition to that,there are four other objectives: Individual, Organizational,

Functional, and Societal.Individual objectives help employees in

achieving their personal goals, which inturn, enhances the individual

contribution to an organization.Organizational Objectives assist the

organization with its primary objective bybringing individual

effectiveness.Functional Objectivesmaintain the departmentscontribution at a level suitable tothe organizations needs. Page 6

7. Societal Objectives ensure that an organization is ethically and

socially responsibleto the needs and challenges of the

society.IMPORTANCE OF TRAINING AND DEVELOPMENTIt helps to

develop human intellect and an overall personality of the employees.

Productivity Training and Development helps in increasing the

productivity of theemployees that helps the organization further to

achieve its long-term goal. Team spirit Training and Development

helps in inculcating the sense of team work,team spirit, and inter-team

collaborations. It helps in inculcating the zeal to learn withinthe

employees. Organization Culture Training and Development helps to

develop and improvethe organizational health culture and effectiveness.

It helps in creating the learningculture within the organization.

Organization Climate Training and Development helps building the

positiveperception and feeling about the organization. The employees

get these feelings fromleaders, subordinates, and peers. Quality


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Training and Development helps in improving upon the quality of work

andwork-life. Healthy work-environment Training and Development

helps in creating thehealthy working environment. It helps to build good

employee, relationship so thatindividual goals aligns with organizational

goal. Page 7

8. Health and Safety Training and Development helps in improving

the health andsafety of the organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the

workforce. Image Training and Development helps in creating a better

corporate image. Profitability Training and Development leads to

improved profitability and morepositive attitudes towards profit

orientation. Training and Development aids in organizationaldevelopment i.e. Organization getsmore effective decision making and

problem solving. It helps in understanding andcarrying out organizational

policies Training and Development helps in developing leadership skills,

motivation, loyalty,better attitudes, and other aspects that successful

workers and managers usually display. Optimum Utilization of Human

Resources Training and Development helps inoptimizing the utilization

of human resource that further helps the employee to achievethe

organizational goals as well as their individual goals. Development ofHuman Resources Training and Development helps to providean

opportunity and broad structure for the development of human resources

technicaland behavioral skills in an organization. It also helps the

employees in attaining personalgrowth. Development of skills of

employees Training and Development helps in increasing the job

knowledge and skills of employees at each level. It helps to expand the

horizons of human intellect and an overall personality of the employee

Page 8

9. MODELS OF TRAININGTraining is a sub-system of the organization

because the departments such as, marketing& sales, HR, production,

finance, etc depends on training for its survival. Training is atransforming

process that requires some input and in turn it produces output in the

formof knowledge, skills, and attitudes (KSAs).THE TRAINING

SYSTEMThe three model of training are:1. System Model2. Instructional

System Development Model3. Transitional modelSYSTEM MODEL

TRAININGThe system model consists of five phases and should be


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repeated on a regular basis tomake further improvements. The training

should achieve the purpose of helpingemployee to perform their work to

required standards. The steps involved in SystemModel of training are

as follows:1. ANALYZE and identify the training needs i.e. to analyze the

department, job,employees requirement, who needs training, what do

they need to learn, estimatingtraining cost, etc The next step is to

develop a performance measure on the basis ofwhich actual

performance would be evaluated. Page 9

10. 2. DESIGN and provide training to meet identified needs. This step

requires developingobjectives of training, identifying the learning steps,

sequencing and structuring thecontents 3. DEVELOP- This phase

requires listing the activities in the training program that will assist theparticipants to learn, selecting delivery method, examining the training

material, validating information to be imparted to make sure it

accomplishes all the goals & objectives. 4. IMPLEMENTING is the

hardest part of the system because one wrong step can lead to the

failure of whole training program. 5. EVALUATING each phase so as to

make sure it has achieved its aim in terms of subsequent work

performance. Making necessary amendments to any of the previous

stage in order to remedy or improve failure practices Page 10

11. TRANSITIONAL MODELTransitional model focuses on the

organization as a whole. The outer loop describesthe vision, mission and

values of the organization on the basis of which trainingmodel i.e. inner

loop is executed.VISION focuses on the milestones that the

organization would like to achieve afterthe defined point of time. A vision

statement tells that where the organization seesitself few years down the

line. A vision may include setting a role mode, or bringingsome internal

transformation, or may be promising to meet some other

deadlines.MISSION explain the reason of organizational existence. It

identifies the positionin the community. The reason of developing a

mission statement is to motivate,inspire, and inform the employees

regarding the organization.The mission statementtells about the identity

that how the organization would like to be viewed by thecustomers,

employees, and all other stakeholders.VALUES is the translation of

vision and mission into communicable ideals. Itreflects the deeply held

values of the organization and is independent of currentindustry


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environment. For example, values may include social

responsibility,excellent customer service, etc Page 11

12. The mission, vision, and values precede the objective in the inner

loop. This modelconsiders the organization as a whole. The objective isformulated keeping thesethree things in mind and then the training

model is further implementedINSTRUCTIONAL SYSTEM

DEVELOPMENT (ISD) MODELInstructional System Development model

was made to answer the training problems.This model is widely used

now-a-days in the organization because it is concernedwith the training

need on the job performance. Training objectives are defined on

thebasis of job responsibilities and job description and on the basis of

the definedobjectives individual progress is measured. This model alsohelps in determining anddeveloping the favorable strategies, sequencing

the content, and delivering media for Page 12

13. the types of training objectives to be achieved. The Instructional

SystemDevelopment model comprises of five stages:1. ANALYSIS

This phase consist of training need assessment, job analysis, andtarget

audience analysis.2. PLANNING This phase consist of setting goal of

the learning outcome,instructional objectives that measures behavior of

a participant after the training,types of training material, media selection,

methods of evaluating the trainee, trainerand the training program,

strategies to impart knowledge i.e. selection of content,sequencing of

content, etc3. DEVELOPMENT This phase translates design decisions

into training material.It consists of developing course material for the

trainer including handouts, Page 13

14. workbooks, visual aids, demonstration props, etc, course material for

the traineeincluding handouts of summary.4. EXECUTION This phasefocuses on logistical arrangements, such as arrangingspeakers,

equipments, benches, podium, food facilities, cooling, lighting,

parking,and other training accessories.5. EVALUATION The purpose

of this phase is to make sure that the trainingprogram has achieved its

aim in terms of subsequent work performance. This phaseconsists of

identifying strengths and weaknesses and making necessary

amendmentsto any of the previous stage in order to remedy or improve

failure practices.The ISD model is a continuous process that laststhroughout the training program. Italso highlights that feedback is an


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important phase throughout the entire trainingprogram. In this model, the

output of one phase is an input to the next phase. Page 14

15. PROCESS OF TRAINING TRAINING NEED TRAINING ANALYSIS

DESIGN TRAINING PROCESS TRAINING TRAINING EVALUATIONIMPLEMENTATI ONTRAINING NEED ANALYSIS (TNA)/TRAINING

NEEDIDENTIFICATION (TNI)An analysis of training need is an essential

requirement to the design of effectivetraining. The purpose of training

need analysis is to determine whether there is a gapbetween what is

required for effective performance and present level of performance.

Page 15

16. Training Need arises at three levels: Organizational level

Individual level Operational levelCorporate need and training need are

interdependent because the organizationperformance ultimately

depends on the performance of its individual employee and

itssubgroup.Organizational level Training need analysis at

organizational level focuses onstrategic planning, business need, and

goals. It starts with the assessment of internalenvironment of the

organization such as, procedures, structures, policies, strengths,

andweaknesses and external environment such as opportunities and

threats. After doing theSWOT analysis, weaknesses can be dealt with

the training interventions, while strengths Page 16

17. can further be strengthened with continued training. Threats can be

reduced byidentifying the areas where training is required. And,

opportunities can be exploited bybalancing it against costs. For this

approach to be successful, the HR department of thecompany requires

to be involved in strategic planning. In this planning, HR

developsstrategies to be sure that the employees in the organizationhave the required Knowledge,Skills, and Attributes (KSAs) based on the

future KSAs requirements at each level.Individual level Training need

analysis at individual level focuses on each and everyindividual in the

organization. At this level, the organization checks whether anemployee

is performing at desired level or the performance is below expectation. If

thedifference between the expected performance and actual

performance comes out to bepositive, then certainly there is a need of

training. However, individual competence canalso be linked to individualneed. The methods that are used to analyze the individualneed are:


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Appraisal and performance review Peer appraisal Competency

assessments Subordinate appraisal Client feedback Customer

feedback Self-assessment or self-appraisalOperational level Training

Need analysis at operational level focuses on the workthat is being

assigned to the employees. The job analyst gathers the information

onwhether the job is clearly understood by an employee or not. He

gathers this information Page 17

18. through technical interview, observation, psychological test;

questionnaires asking theclosed ended as well as open ended questions,

etc. Today, jobs are dynamic and keepchanging over the time.

Employees need to prepare for these changes. The job analystalso

gathers information on the tasks needs to be done plus the tasks thatwill be requiredin the future. Based on the information collected, training

Need analysis (TNA) is done.Benefits of need assessmentTraining

programs are designed to achieve specific goals that meet felt needs.

There aremany benefits of need assessment:1. Trainers may be

informed about the broader need of the trainees.2. Trainers are able to

pitch their course inputs closer to the specific needs of the trainees.3.

Assessment makes training department more accountable and more

clearly linked to other human resource activities, which make the trainingprograms easier to sell to line managers.TRAINING-DESIGNThe design

of the training program can be undertaken only when a clear

trainingobjective has been produced. The training objective clears what

goal has to be achievedby the end of training program i.e. what the

trainees are expected to be able to do at theend of their training.

Training objectives assist trainers to design the training program.The

trainer Before starting a training program, a trainer analyzes his

technical,interpersonal, judgmental skills in order to deliver qualitycontent to trainers. Page 18

19. The trainees A good training design requires close scrutiny of the

trainees and theirprofiles. Age, experience, needs and expectations of

the trainees are some of theimportant factors that affect training

design.Cost of training It is one of the most important considerations in

designing a trainingprogramme. A training programme involves cost of

different types. These may be in theform of direct expenses incurred in

training, cost of training material to be provided,arrangement of physical


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facilities and refreshment, etc. Besides these expenses theorganization

has to bear indirect cost in the form of loss of production during

trainingperiod. Ideally, a training programme must be able to generate

more revenues than thecost involved.Training climate A good training

climate comprises of ambience, tone, feelings,positive perception for

training program, etc. Therefore, when the climate is favorablenothing

goes wrong but when the climate is unfavorable, almost everything goes

wrong. Page 19

20. TRAINING-DESIGNTrainees learning style the learning style, age,

experience, educational backgroundof trainees must be kept in mind in

order to get the right pitch to the design of theprogram.Training

strategies Once the training objective has been identified, thetrainertranslates it into specific training areas and modules. The trainer

prepares the priority listof about what must be included, what could be

included. Page 20

21. Training topics After formulating a strategy, trainer decides upon

the content to bedelivered. Trainers break the content into headings,

topics, ad modules. These topics andmodules are then classified into

information, knowledge, skills, and attitudes.Sequence the contents

Contents are then sequenced in a following manner: From simple to

complex Topics are arranged in terms of their relative importance From

known to unknown From specific to general Dependent

relationshipTraining tactics Once the objectives and the strategy of the

training programbecomes clear, trainer comes in the position to select

most appropriate tactics or methodsor techniques. The method selection

depends on the following factors: Trainees background Time

allocated Style preference of trainer Level of competence of trainer

Availability of facilities and resources, etc Page 21

22. Support facilities IT can be segregated into printed and audio

visual. The variousrequirements in a training program are white boards,

flip charts, markers, etc.Constraints The various constraints that lay in

the trainers mind are: Time Accommodation, facilities and their

availability Furnishings and equipments Budget Design of the training,

etcTRAINING IMPLEMENTATIONTo put training program into effect

according to definite plan or procedure is calledtraining implementation.Training implementation is the hardest part of the systembecause one


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wrong step can lead to the failure of whole training program. Even the

besttraining program will fail due to one wrong action. Training

implementation can besegregated into: Practical administrative

arrangements Carrying out of the trainingOnce the staff, course, content,

equipments, topics are ready, the training is implemented.Completing

training design does not mean that the work is done because

implementation Page 22

23. phase requires continual adjusting, redesigning, and refining.

Preparation is the mostimportant factor to taste the success. Therefore,

following are the factors that are kept inmind while implementing training

program:The trainer The trainer need to be prepared mentally before

the delivery of content.Trainer prepares materials and activities well inadvance. The trainer also set groundsbefore meeting with participants

by making sure that he is comfortable with coursecontent and is flexible

in his approach.Physical set-up Good physical set up is pre-requisite

for effective and successfultraining program because it makes the first

impression on participants. Classroomsshould not be very small or big

but as nearly square as possible. This will bring peopletogether both

physically and psychologically. Also, right amount of space should

beallocated to every participant.Establishing rapport with participantsThere are various ways by which a trainercan establish good rapport

with trainees by: Greeting participants simple way to ease those initial

tense moments Encouraging informal conversation Remembering their

first name Pairing up the learners and have them familiarized with one

another Listening carefully to trainees comments and opinions Telling

the learners by what name the trainer wants to be addressed Getting to

class before the arrival of learners Starting the class promptly at the

scheduled time Page 23

24. Using familiar examples Varying his instructional techniques

Using the alternate approach if one seems to bog downReviewing the

agenda At the beginning of the training program it is very importantto

review the program objective. The trainer must tell the participants the

goal of theprogram, what is expected out of trainers to do at the end of

the program, and how theprogram will run. The following information

needs to be included: Kinds of training activities Schedule Setting

group norms Housekeeping arrangements Flow of the program


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Handling problematic situationsIn general programme implementation

involves action on the following lines: Deciding the location and

organizing training and other facilities. Scheduling the training

programme. Conducting the programme. Monitoring the progress of

the trainees. Page 24

25. TRAINING EVALUATIONThe process of examining a training

program is called training evaluation. Trainingevaluation checks whether

training has had the desired effect. Training evaluationensures that

whether candidates are able to implement their learning in their

respectiveworkplaces, or to the regular work routines.Purposes of

Training EvaluationThe five main purposes of training evaluation

are:Feedback: It helps in giving feedback to the candidates by definingthe objectives andlinking it to learning outcomes.Research: It helps in

ascertaining the relationship between acquired knowledge, transferof

knowledge at the work place, and training Page 25

26. Control: It helps in controlling the training program because if the

training is noteffective, then it can be dealt with accordingly.Power

games: At times, the top management (higher authoritative employee)

uses theevaluative data to manipulate it for their own

benefits.Intervention: It helps in determining that whether the actual

outcomes are aligned withthe expected outcomes.Functions of

evaluation:There are basically two functions of evaluation:1. Qualitative

evaluations is an assessment process how well did we do? Page 26

27. 2. Quantitative evaluation is an assessment process that answers

the question How much did we do?Principles of Training

Evaluation:Training need should be identified and reviewed concurrently

with the business andpersonal development plan process.a) Evaluationmust be continuous.b) Evaluation must be specific.c) Evaluation must be

based on objective methods and standards.d) There should be

correlation to the needs of the business and the individual.e)

Organizational, group and individual level training need should be

identified and evaluated.f) Techniques of evaluation should be

appropriate.g) The evaluation function should be in place before the

training takes place.h) The outcome of evaluation should be used to

inform the business and training process.Need of evaluation ofTraining:Training cost can be significant in any business. Most


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organizations are prepared to incurthese cost because they expect that

their business to benefit from employees developmentand progress.

Whether business has benefited can be assessed by evaluation

training.There are basically four parties involved in evaluating the result

of any training. Trainer,Trainee, Training and Development department

and Line Manager. Page 27

28. The Trainee wants to confirm that the course has met personal

expectations and satisfied any learning objectives set by the T & D

department at the beginning of the programme. The Trainer concern is

to ensure that the training that has been provided is effective or not.

Training and Development want to know whether the course has made

the best use of the resources available. The Line manager will beseeking reassurance that the time hat trainee has spent in attending

training results in to value and how deficiency in knowledge and skill

redressed. The problem for many organizations is not so much why

training should be evaluated but how. Most of the organizations overlook

evaluation because financial benefits are difficult to describe in concrete

terms. The process of evaluation is central to its effectiveness and helps

to ensure that: Whether training budget is well spent To judge the

performance of employee as individual and team. To establish cultureof continuous learning and improvement. PROCESS OF TRAINING

EVALUATION Before Training: The learners skills and knowledge are

assessed before the training program. During the start of training,

candidates generally perceive it as a waste of resources because at

most of the times candidates are unaware of the objectives and learning

outcomes of the program. Once aware, they are asked to give their

opinions on the methods used and whether those methods confirm to

the candidates preferences and learning style Page 28

29. During Training: It is the phase at which instruction is started. This

phase usuallyconsist of short tests at regular intervals.After Training: It is

the phase when learners skills and knowledge are assessed againto

measure the effectiveness of the training. This phase is designed to

determine whethertraining has had the desired effect at individual

department and organizational levels.There are various evaluation

techniques for this phase.Techniques of evaluationThe various methods

of training evaluation are: Observation Questionnaire Interview Self


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diaries Self recording of specific incidentsWHAT TO EVALUATE/LEVEL

OF EVALUATIONDonald Kirkpatrick developed four level models to

assess training effectiveness.According to him evaluation always begins

with level first and should move throughother levels in sequence. Page

29

30. Reaction Level: The purpose is to measure the individual reaction

to the training activity. The benefit of Reaction level evaluation is to

improve Training and Development activity efficiency and effectiveness.

Learning Level: The basic purpose is to measure the learning transfer

achieved by the training and development activity. Another purpose is to

determine to what extent the individual increased their knowledge, skills

and changed their attitudes by applying quantitative or qualitativeassessment methods Behavior Level: The basic purpose is to measure

changes in behavior of the individual as a result of the training and

development activity and how well the enhancement of knowledge, skill,

attitudes has prepared than for their role. Result Level: The purpose is

to measure the contribution of training and development to the

achievement of the business/operational goals. Page 30

31. CHAPTER IIORGANIZATIONAL PROFILE OF THE COMPANY

Page 31

32. COMPANYS PROFILESahara India- a corporate, which believe that

quality, is never an accident it is a result ofplanning, team work and a

commitment of excellence. Sahara India Pariwar is a multi-business

conglomerate with diversified business interest that includes finance,

real estate,media & entertainment, tourism & hospitality, and service &

trading. Sahara India PariwarYear 2005, headquarter in 1978 in

Gorakhpur, India lucknow IndiaWorkers 3 9.10 lackDependents 15 45.50lackAsset 2000 Over 50,000 croreEstablishments 1 1707 No Trade

union No ownerImportant points The employees at Sahara India

Pariwar greet each other by saying Sahara Pranam Every year,

republic day and independence day is celebrated as Bharat Parv

( national festival) and Sahara India Pariwar celebrates it as the biggest

event of the pariwar( family). Sahara India Pariwar has been the official

sponsors of the Indian cricket team and Indian hockey team. Page 32


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33. Sahara India Pariwar in often referred as the worlds largest family

910,000 workers/ employees and no trade union Its five star hostel

Sahara Star near Mumbai airport has the worlds largest pillar less

clear-to-sky dome of its kind Holds the Guinness world record for

planning 125,256 trees by 1400 volunteers in 6 hours and 35 minutes 0n

5th June 1988 at amby vally city Hold the record in India for 25%-50%

hike in the gross salary of all of its employees at one go. Conducts

mass marriage ceremony of 101 underprivileged girls every year

Subrato Roy Sahara is also referred as Saharasri Profit Sharing

SAHARA INDIA PARIWAR OVERVIEW Page 33

34. Sahara India Pariwar is a major entity on the corporate scene having

diversifiedbusiness interests that include Finance, Infrastructure &Housing, Media &Entertainment, Consumer Products, Manufacturing,

and Services & Trading.Quality is our essence and we, at Sahara India

Pariwar , have always stressed on theQualitative aspect. Consequently

in this run for quality, quantity has always pursued us.We look forward to

reaching the zenith and reaffirm our commitment to the process ofsound

nation-building.CORE COMMITMENTS - OUR STRENGTH Emotion

Discipline Duty No discrimination Quality Give respect Self-respect

Truth Collective Materialism Religion Absolute Honesty Page 34

35. WhatA commitment of Sahara India Pariwar to the genuine needs

and rights of anybody &everybody - Be it to a depositor, newspaper

reader, consumer.... all business associatesand Sahara India Family

Members.NeedIndia needs effective consumer protection and protection

of workers genuine rights.There are various agencies, promising

protection & action. But no external body canprovide justice unless the

company becomes QUALITY CONSCIOUS WITHSTRICTLY NO

DISCRIMINATION POLICY AND JUSTICE CONSCIOUSNESS asits

very dominating nature.MottoWe not only believe but practice NO

DISCRIMINATION, JUSTICE & HIGHQUALITY - means enthusiastic,

productive performance of duty "KARTAVYA towardsthe consumer,

workers genuine satisfaction.AimTo provide justice - be it a matter of the

tiniest imperfection or injustice in ourCOMMITMENT - products or

services. direct or indirect, short term or long term.WhereKindly rush

your grievances/suggestions or any queries related to Sahara India

Pariwar tothe nearest Sahara establishment and/or to: Page 35


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36. Response Will Never Be Delayed And Justice Will Never Be Denied

BUSINESS ENTITIES SAHARA INDIA PARIWA R Infrastructure Media

and Consumer Services and Finance Manufacturing and housing

entertainment products Trading. Page 36

37. CHAPTER IIIRESEARCH METHODOLOGY Page 37

38. DATA COLLECTIONData collection is a term used to describe a

process of preparing andcollecting business data - for example as part

of a process improvement or similarproject.Data collection usually takes

place early on in an improvement project, and is oftenformalized through

a data collection Plan which often contains the following activity. 1. Pre

collection activity Agree goals, target data, definitions, methods 2.

Collection data collection 3. Present Findings usually involves some

form of sorting analysis and/or presentation.There are two methods of

data collection which are discussed below: DATA COLLECTION

PRIMARY DATA SECONDARY DATA (Data collection

techniques)QUESTIONNAIRE INTERVIEW EXTERNAL INTERNET

INTERNAL SOURCE SOURCE Unstructure Page 38

39. PRIMARY DATAIn primary data collection, you collect the data

yourself using methods such as interviewsand questionnaires. The keypoint here is that the data you collect is unique to you andyour research

and, until you publish, no one else has access to it.I have tried to collect

the data using methods such as interviews and questionnaires. Thekey

point here is that the data collected is unique and research and, no one

else hasaccess to it. It is done to get the real scenario and to get the

original data of present.DATA COLLECTION

TECHNIQUEQuestionnaire:Questionnaire are a popular means of

collecting data, but are difficult to design and oftenrequire many rewritesbefore an acceptable questionnaire is produced. The featuresincluded in

questionnaire are: Theme and covering letter Instruction for

completion Types of questions LengthInterview:This technique is

primarily used to gain an understanding of the underlying reasons

andmotivations for peoples attitudes, preferences or behavior. The

interview was done byasking a general question. I encourage the

respondent to talk freely. I have used an Page 39


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40. unstructured format, the subsequent direction of the interview being

determined by therespondents initial reply, and come to know what is its

initial problem is.SAMPLING METHODOLOGYSampling

technique:Initially, a rough draft was prepared keeping in mind the

objective of the research. Apilot study was done in order to know the

accuracy of the questionnaire. The finalquestionnaire was arrived only

after certain important changes were done. Thus mysampling came out

to be judgmental and continent.Sampling Unit:The respondents who

were asked to fill out questionnaires are the sampling units.

Thesecomprise of kartavyayogis of corporate HR,S ahara India Pariwar ,

who had attended thepersonality development workshop.Sampling Size:

20 SECONDARY DATAAll methods of data collection can supply

quantitative data (numbers, statistics orfinancial) or qualitative data

(usually words or text). Quantitative data may often bepresented in

tabular or graphical form. Secondary data is data that has already

beencollected by someone else for a different purpose to yours. Page 40

41. Need of using secondary data1. Data is of use in the collection of

primary data.2. They are one of the cheapest and easiest means of

access to information.3. Secondary data may actually provided enough

information to resolve the problem being investigated.4. Secondary datacan be a valuable source of new ideas that can be explored later

through primary research.Limitation of secondary data1. May be

outdated.2. No control over data collection.3. May not be reported in the

required form.4. May not be reported in the required form.5. May not be

very accurate.6. Collection for some other purpose. Page 41

42. DATA ANALYSIS & INTERPRETATION Page 42

43. ANALYSIS OF SECONDARY DATA T& D FUNCTIONS IN SAHARAINDIA PARIWAR TEAM-HEAD TNI Training calander Training budget

Training feedback Training manuals Approvals/concept paper PDW

CCT-2009 CCT Networking TEAM TEAM TEAM MEMBER3 MEMBER 1

MEMBER 2 TEAM Training MEMBER4IT support Module design

initiativeProject/Summer Module Internal Library mgmttraining

development External BooksInduction Internal TNI Concept

Journalmanual/ppt External TNI Development NewspaperPD e-manual

Product/Process Write-ups& Dak(In/out)CCT-2009 Training BriefingdatabaseTraining feedback Oorja Training Recordor Project/Summer


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Evaluation Maintenance evaluation training PD e-manual Admin

followAdmin task HRIS support Oorja UpDatabase Best HR

Project/summe Bulletin/Boardmanagement practices r training

managementMIS-T&D Bulletin/Board Management Page 43

44. The major activities performed by the Training and Developing

function in Sahara IndiaPariwar are as follows:(1) Training needs

identification/ assessment: From employees through

interviews,questionnaires, etc. and secondly through HOD

recommendation. TNI IN SAHARA INDIA PARIWA R HOD TNI

RECMMEND EXERCISE/SU ATION RVEY(2) Training

(Internal/External): Training depends upon its scope, whether needs

ofthe training can be met within the organization or whether has to betaken to anenvironment outside the organization.(3) Certified corporate

trainer: Certified corporate trainers are the employees of thecompany

itself. It is their voluntary involvement. If they feel like in their service

tenurethat they can, for some time, train the employees of the company

on the base of their Page 44

45. experience, then send in their CVs and on approval by the

respective authority, becomecertified corporate trainers.(4) Types of

training given in Sahara India Pariwar: Induction/Orientation training

Soft skill development training Project

trainingINDUCTION/ORIENTATION TRAININGThese terms are

interchangeably used to give a friendly welcome to the new

employeesas members of the organization so also to introduce the new

employee with the availableinstallations (plant and machineries,

systems), work norms, organizational objectives andthe job position of

the employee.Content: The company size, structure of the organization,

history, market share Achievements, objective and mission. Product

training Shop floor-rules and regulations Personnel policies Union

contract Company services Service department Page 45

Business etiquettes and corporate grooming PERSONALITY Stress

management and work-life balance Team building and leadership

Business communication Personality and positive attitude 46. SOFT

SKILL DEVELOPMENT TRAININGModules of soft skill development

training in Sahara India Pariwar: & POSITIVE ATTITUDEAbout theModulePersonality as a whole cannot be defined without the positive


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attitude. It is the positiveattitude of a person that plays an important role

in various decision making process andreaction to responsibilities and

challenges in work and life. The module has beendeveloped to help the

individual to develop the understanding that how individualpersonalities

can influence the organizational development & the organizational

success.Objective of the ModuleTo understand the concept of

Personality & positive attitude in relation to

organizationalsuccess.Coverage of the Module What is personality

Attributes of personality Page 46

47. Three levels of Personality Personality is uniqueness Internal &

External Qualities What are the determinants of personality What is a

Organizational Personality Linking personality and organizationseffectiveness How Positive Attitude can influenced Personality

BUSINESS COMMUNICATIONBackgroundEffective communication is

very crucial in the business success. It is the lifeblood of anbusiness

organization. It includes conveying messages to other people clearly

andunambiguously. Its also about receiving information that others are

sending to you, withas little distortion as possible.Doing this involves

effort from both the sender of the message and the receiver. And itsa

process that can be fraught with error, with messages muddled by thesender, ormisinterpreted by the recipient. When this isnt detected, it can

cause tremendousconfusion, wasted effort and missed opportunity Page

47

48. Objective of the ModuleTo understand the importance of Business

Communication in order to enhance thecapabilities of understanding and

implementing the correct communication channel tobring the

effectiveness of the organization in order to succeed in business, and

maintaingood relationships with clients, customers and

employeesCoverage of the Module What is communication? Need of

communication Communication flow Types of Communication Barriers

of Communication Overcoming tips of barrier Essentials of effective

communication TEAM BUILDING & LEADERSHIPBackgroundIn the

context of globalization only high performing managers can survive,

grow andexcel. This calls for continuous enhancement of the dynamics

of leadership capabilitiesof managers. Todays managers will have to

demonstrate positive leadership capabilities Page 48


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49. by creating and sustaining trust, shared vision as well as synergy to

achieveorganizational goals.Objective of the Module Understanding the

role of leadership, teamwork and team-building. Improving business

results by managing team dynamics; flexibility and resilience, self

management and emotional maturityCoverage of the Module Team Vs.

Group Team & Team Work The essentials of winning Team A good

team player Stages of Team Building Leadership, teamwork & team-

building Leader Vs. Manager Improving performance STRESS

MANAGEMENT & WORK LIFE BALANCEBackground Page 49

50. During the last 20 years, the nature of jobs across globe has

changed substantiallyresulting in jobs becoming less and less physically

demanding. Coupled with this, thechange in life style, has led to stresslevel increasing day by day, both at work place andat home. It is

therefore of utmost importance to understand the various

transientsaffecting health and fitness levels of individuals. In view of this,

the module will help totake a proactive approach to stress management

in order to establish a work environmentthat is healthy, stress-free and

fit.Objective of the ModuleTo understand the stress level, its symptoms

and various impacts and to developa better work life balance strategies

for leading a better life.Coverage of the Module What is stress?Reasons of stress Symptoms of stress Impact ofstress Managing

Stress ABC Strategy Tips of de-stressing Page 50

51. BUSINESS ETIQUETTE & CORPORATE

GROOMINGBackgroundSelfimprovement and selfdevelopment has

become imperative for survival in thechanging and competitive

environment. Business Etiquette is a very important factor indetermining

the success or failure of a business or a person. This module will guide

toenhance the focus for Business Etiquette & Corporate

Grooming.Objective of the ModuleTo understand the importance of

Corporate grooming, Power Dressing and how to makeour body

language effective in order to enhance personal effectiveness with

goodmanners and etiquettes in order to succeed in your business, be

liked by people andmaintain good relationships with clients, customers

and employees.Coverage of the Module Business etiquette Corporate

grooming Corporate ground rules Social niceties Work norm Page 51


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52. Meeting protocol Dining etiquettePROJECT TRAININGProject

trainings are the time-to-time held training sessions held by the

organization andwith the help of experienced and learned employees to

train students outside theorganizations, in various practical fields, for the

accomplishments of their compulsoryprojects(5) Training evaluation:

Page 52

53. ANALYSIS OF PRIMARY DATA1. What do you understand by

training?Learning 0Enhancement of knowledge, skill &attitude 4Sharing

information 0All of the above 16ANALYSISThe above result shows that

most of the kartavyayogis of corporate HR are well aware ofthe definition,

inputs and purpose of the training program. They are self motivated to

Page 53

54. attend such training program as it will result in their skill

enhancement & improving their interpersonal skill. 2. Training is must for

enhancing productivity and performance. Completely agree 17 Partially

agree 3 Disagree 0 Unsure 0ANALYSIS:The above result shows that

mostly all the kartavyayogis of corporate HR are well aware ofthe role

and importance of the training. It means somewhere their productivity

andperformance has been improved after the training program attended

by them and it helpedthem to achieve their goal. Page 54

55. 3. (i). Have you attended any training program in the last 01

year?Yes 20No 0ANALYSIS:100% respondents had attended training

program in the last 01 year. It means incorporate HR, Sahara India

Pariwar, time to time training is provided to all thekartavyayogis and it is

continuous process. Page 55

56. (ii). If yes, which module of soft skill development

training?Personality and positive attitude 3Business communication

2Team building and leadership 0Stress management and work-life

balance 2Business etiquettes and corporate grooming 0All of above 13If

any other ,please specify 0ANALYSIS: Page 56

57. 65% respondents had attended all the five modules of soft skill

development training. Butbesides soft skill development training,

Corporate HR Sahara India Pariwar should alsoprovide product/process

or skill based training to enhance the employability.4.(i). After the training,have you given feedback of it?Yes 20No 0ANALYSIS:100% respondent


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had given feedback after attending the training. It means each andevery

respondent are well aware of the importance of giving feedback. They

know thattheir feedback is very important to identify the effectiveness

and valuation of trainingprogram. Page 57

58. (ii). If yes, through which method? Questionnaire 16 Interview 1

Supplement test 1 Any other 0ANALYSIS:The above result shows that

the questionnaire is the most popular method of evaluating thetraining

program and other methods are not very much in practice in corporate

HR, SaharaIndia Pariwar But since there are various other methods of

evaluation of training programlike interviews, supplement test, self

diaries& observation so it should also implement Page 58

59. the other methods also to identify the ROI (return on investment) &

effectiveness andvaluation of the training program. 5. Which method of

post training feedback according to you is more appropriate?

Observation 5 Questionnaire 3 Interviews 8 Self diaries 3 Supplement

test 1ANALYSIS: Page 59

60. I. Corporate HR, Sahara India Pariwar, mostly use the questionnaire

to get the feedback of trainees but only 15% respondents are in favor of

questionnaire because in it there is a possibility of getting inaccuratedata and in this responding conditions are also not controlled.II. On the

other side 40% respondents feel that interview is the most appropriate

method of evaluating the training program because it is more flexible

method, and in this they can get the opportunity for clarification and the

most important thing is that in the interview, personal interaction is also

possible.III. 25% are in favor of observation because this is non-

threatening and is excellent way to measure the behavioral changes.IV.

Beside this, 15% are in favor of self diaries and 5% are in the favor ofsupplement test. It means that Corporate HR, Sahara India Pariwar

should also try to use other method of evaluation of training program.

Page 60

61. 6.(i). Do you think that the feedback can evaluate the

trainingeffectiveness?Yes 20No 0ANALYSIS:100% respondents think

that the feedback can evaluate the training effectiveness. Itmeans that

kartavyayogis in the Corporate HR, Sahara India Pariwar are well aware

ofthe importance of taking feedback after the training. Page 61


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62. (ii).If yes, how can the post training feedbacks can help the

participants? Improve job performance 1 An aid to future planning 3

Motivate to do better 2 All of the above 14 None 0ANALYSIS:70%

respondent feel that the post training feedback can help the participants

to improvetheir job performance, is an aid to future planning and can

motivate to do better. It meansthat they are benefited by giving feedback

of the training, attended by them. Page 62

63. 7. Post training evaluation focus on result rather than on the effort

expended in conducting training. Completely agree 14 Partially agree 6

Disagree 0 Unsure 0ANALYSIS:70% respondents are completely agree

and 30% respondents are partially agree with thestatement that post

training evaluation focus on result rather than on the effort expendedinconducting training program. It means that all the respondent are well

aware of the purposeand objective of the post training evaluation. Page

63

64. 8. What should be the approach of post training evaluation?Trainer

centered 2Trainee centered 2Subject centered 8All of the above

8ANALYSIS:I. 40% respondents feel that the approach of post training

evaluation should be subject centered and 40% respondent also feel

that it should be trainer, trainee and subject centered.II. 10%

respondents are in favor of trainee centered approach and 10%

respondents are in favor of trainer centered approach.It means that the

evaluation procedure should be implemented concerning trainer,

traineeand subject. Page 64

65. 9. What should be the ideal time to evaluate the training? Immediate

after training 6 After 15 days 7 After 1 month 4 Cant say 3

ANALYSIS:35% respondent feel that training should be evaluate after 15days.30% feel that it shouldbe immediate after training. 20% feel that

ideal time to evaluate the training is after 1month and 15% are

unsure.Since each respondent had attended different training program.

So the ideal time ofevaluation of training depends on types of training. It

could be vary for different training. Page 65

66. 10. Should the post training evaluation procedure reviewed and

revised periodically? Yes 16 No 2 Cant say 2ANALYSIS:80%

respondents feel that the post training evaluation procedure should be


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reviewed andrevised periodically. It means that it has to be a continuous

process and be taken regularlyby the line manager/Reporting manager

of the participants. It could also be taken by peergroup.Still 10% feel that

the post training evaluation procedure should not be reviewed

andrevised periodically. It means they are satisfied with the post training

evaluation procedure,followed by Corporate HR, Sahara India Pariwar.

Page 66

67. 11. Is the whole feedback exercise after the training worth the

time,money and effort?Yes 18No 2Cant say 0ANALYSIS:90%

respondents feel that the whole feedback exercise worth the time,

money and effortand 10% respondent are not agree with this. It means

that feedback exercise is valuableand worthful for the participant toachieve their personal goal as well as for theorganization.Still 10% are

unsure about it. So there is a need to create awareness among them

thathow much the feedback exercise is important to identify the

effectiveness and valuation Page 67

68. of the training program, to identify the ROI(return on investment),to

identify the need ofretraining and identify the points to improve the

training.12.The post training feedback can be used:To identify the

effectiveness and valuation of training program 3To identify the

ROI(return on investment) 2To identify the need of retraining 0To

provide the points to improve the training 0All of above

15ANALYSIS:75% respondents feels that post training feedback can be

used to identify theeffectiveness and valuation of training program, to

identify the ROI, to identify the needof retraining and to provide the

points to improve the training. And others are also awareof the

importance of post training feedback. Page 68

69. CHAPTER IVFINDINGS, SUGGESTIONS, CONCLUSION &

LIMITATIONS Page 69

70. KEY FINDINGS Mostly all the kartavyayogis of corporate HR are

well aware of the role and importance of the training They are self

motivated to attend such training program as it will result in their skill

enhancement & improving their interpersonal skill. Corporate HR,

Sahara India Pariwar , time to time training is provided to all the

kartavyayogis and it is continuous process. Two types of training is


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provided to the kartavyayogis by Corporate HR Sahara India Pariwar -

induction training and soft skill development training. Questionnaire is

the most popular mean of evaluating the training program in Sahara

India Pariwar. Most of the kartavyayogis feel that interview is the most

appropriate method of evaluating the training program. Post training

evaluation focus on result rather than on the effort expended in

conducting the training and it worth the time, money and effort. Most of

the participants are benefitted by giving feedback after attended the

training. It motivated them to do better, helped them to increase their job

performance and is an aid to future planning. In Sahara India Pariwar,

post training evaluation is used to identify the effectiveness and

valuation of training program, to identify the ROI(return on Page 70

The evaluation procedure must be implemented concerning trainer,

trainee and subject. Page 71 Besides questionnaire other methods of

post training evaluation should also be used like interviews, self diaries,

observation and supplement test. Skill based training (product/process

training) should also be provided. Ensure that there is proper linkage

among organizational, operational and individual training needs. Ensure

that a comprehensive and systematic approach to training exists, and

training and retraining are done at all levels on a continuous andongoing basis. Ensure that training contribute to competitive strategies

of the firm. Different strategies need different HR skill for implementation.

Let training help employees at all levels acquire the needed skill. The

management must commit itself to allocate major resources and

adequate time to training.71. investment), to identify the need of

retraining and to provide the points to improve the training.

SUGGESTIONS AND RECOMMENDATIONS

Post training feedback has to be continuous and should also be taken

from line manager/superior72. & from peers to find out the

effectiveness and valuation of training. CONCLUSIONProfessional

competence describes the state-of-the-art, Area- knowledge, expertise

andskill relevant for performing excellently within a specific functional

department. Thiscompetence insures that technical knowledge is both

present and used within a firm forthe welfare of its stake-holders. To

develop this competence regular Training andDevelopment isrequiredTherefore, Training initiatives and programs have become a


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priority for HumanResources. As business markets change due to an

increase in technology initiatives,companies need to spend more time

and money on training employees. In todaysbusiness climate employee

development is critical to corporate success and organizationsare

investing more in their employees training and development

needs.Training evaluation is the important part of training process. It

provides a feedback andhelp the sponsors and the resource persons for

improvement at the level of individualperformance and in the strategy

formulation for training and development. Post trainingevaluation can be

used to identify the effectiveness and valuation of training programme,to

identify the ROI (return on investment), to identify the need of retraining

and toprovide the points to improve the training. Page 72

73. LIMITATION OF THE STUDY1. The study is limited to the Corporate

HR, SAHARA INDIA PARIWAR LUCKNOW. So the study is subject to

the limitation of area.2. The time period of the study was only two six

weeks which may provide a deceptive picture in comparison of the study

based on long run.3. Sampling size was of only 20, because only these

people had attended soft skill development training.4. Corporate HR,

Sahara India Pariwar only provides soft skill development training, not

skill based (product/process) training. So how can one evaluate the skillbased training is still unresolved.5. The study is based only on

secondary & primary data so lack of keen observations and interactions

were also the limiting factors in the proper conclusion of the study. Page

73

74. ANNEXURE Page 74

75. QUESTIONNAIREDear Madam/Sir,I, , an MBA student pursuing my

course from As a part of my curriculum I amundergoing summer trainingat Corporate Please give your views/opinions in thespace given below

about the post training feedback in SAHARA INDIA PARIWAR.The

information provided by you will be kept highly confidential& will be used

byme strictly for an analysis only.1) What do you understand by

training?a) Learningb) Enhancement of knowledge, skill and aptitudec)

Sharing informationd) All of above2) Training is must for enhancing

productivity and performance.a) Completely agreeb) Partially agreec)

Disagreed) Unsure3) (i) Have you attended any training programme in


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the last 01 year? a) Yes b) No (ii) If yes ,which module of soft skill

development training? a) Personality and positive attitude Page 75

76. b) Business communication c) Team building and leadership d)

Stress management and work-life balance e) Business etiquettes andcorporate grooming f) All of above g) If any other please specify

___________________________4) (i) After the training ,have you given

feedback of it? a) Yes b) No (ii) If yes, through which method?(can select

more than one) a) Questionnaire b) Interview c) Supplement test d) If

any other please specify _______________5) Which method of post

training feedback according to you is more appropriate?a) Observationb)

Questionnairec) Interviewsd) Self diariese) Supplement test6) (i) Do you

think that the feedback can evaluate the training effectiveness? a) Yes b)No (ii) If yes, how can the post training feedbacks can help the

participants?(can select more than one) a) Improve job performance b)

An aid to future planning c) Motivate to do better d) All of the above e)

None7) Post training evaluation focus on result rather than on the effort

expended in conducting training.a) Completely agreeb) Partially agree

Page 76

77. c) Disagreed) Unsure8) What should be the approach of the post

training evaluation?(can select more than one)a) Trainer centeredb)

Trainee centeredc) Subject Centeredd) All of the above9) What should

be the ideal time to evaluate the training?a) Immediate after trainingb)

After 15 daysc) After 1 monthd) Cant say10) Should the post training

evaluation procedure reviewed and revised periodically?a) Yesb) Noc)

Cant say11) Is the whole feedback exercise after the training worth the

time, money and effort?a) Yesb) Noc) Cant say12) The post training

feedbacks can be used :a) To identify the effectiveness and valuation of

the training programmeb) To identify the ROI( return on investment)c) To

identify the need of retrainingd) To provide the points to improve the

traininge) All of above13) Any suggestion for improving the post training

feedback procedure exists inSahara India Pariwar? Page 77

) S.NO ATTRIBUTES NEEDS EXCELLENT GOOD AVERAGE

IMPROVEM ENT Kartavyayogis attitude towards his 1 subordinates and

co-workers Kartavyayogis ability to fullfil 2 expected job requirements

Page 7878. SIGNATURE Your Views MatterDear Madam/SirWe wouldappreciate your views sharing with us. This will help us to improve more.


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Please giveyour views/opinions in the space provided below about this

kartavyayogi and evaluate theimprovements after the

training.Kartavyayogis Details Name E.C. Cadre DepartmentTraining

Programme Name of the module Date Duration VenueKartavyayogis

evaluation after training Rating Please tick (

) S.NO ATTRIBUTES NEEDS EXCELLENT GOOD AVERAGE

IMPROVEM ENT 7 Ability to work in a team 8 Ability of taking initiative 9

Motivational skill 10 Patience and tolerance level 11 Stress management

skill 12 Ability to work under pressure Business etiquettes of the 13

kartavyayogi Dressing sense of the 14 kartavyayogi Mannerism and

behaviour of the 15 kartavyayogi 16 Punctuality at work placeAny other

area where you would like to recommend this kartavyayogi to Undergotraining?Whether this training is relevant to the present requirement of

your Department ? Yes NoWould you recommend this training to

other kartavyayogis in your Department? Yes No Page 7979.

Communication skill of the 3 kartavyayogi. 4 Listening skill of the

kartavyayogi 5 Writing skill of the kartavyayogi 6 Conflict resolving skills

Rating Please tick (

80. Any suggestions for improving the effectiveness of the training.

SIGNATURE BIBLIOGRAPHY 1. BOOKS/MAGAZINES: Human

Resource Management by L. M. Prasad Human Resource

Management by Dipak. k. Bhattacharya Human Resource

Management by K. Ashwathapa 2. WEBSITES:

http://www.sahara.co.in http://www.sahara.org

http://www.managementhelp.org/search/management_help_search.html?

zoom_query=training+and+development

http://www.inc.com/magazine/19930201/3393_pagen_7.html

http://humanresources.about.com/od/trainingtrends/Future_Education_a

nd_Traini ng_Trends.htm

http://humanresources.about.com/od/training/Training_Development_an

d_Educat ion_for_Employees.htm

http://traininganddevelopment.naukrihub.com/ Page 80

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