Evaluation of Effectiveness of Training
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EVALUATION OF EFFECTIVENESS OF TRAINING
HUMAN RESOURCE MANAGEMENT
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Evaluation of effectiveness of training a continuous cycle consisting of defining
training objectives, carrying out training needs analysis, delivering training, assessing reactions to training, and measuring the bottom-line effects of training
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Why evaluation?
To measure training is one of the key components on how a business will succeed
If a training program is proven to be effective, it will definitely yield to positive results
Training in itself is expensive and adding more components to it may not be a good idea in terms of financial capacity
to reduces cost and to improve the methodologies of the company or organization
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How to measure?
Metrics should be used to see how effective the training was. Moreover, metrics should be checked regularly to see if see if they are at par with the expectations of the company
an in-depth analysis should be done performance alignment program have a weekly or monthly product
knowledge check balance Using Kirkpatrick model
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The Kirkpatrick Model
Developed by Donald Kirkpatrick in the late 1950s
The basic structure of Kirkpatrick’s four-level model is:
Level 4: result
Level 3: behavior
Level 2: learning
Level 1: reaction
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An evaluation at each level answers whether a fundamental requirement of the training program was met
Each level provides a diagnostic checkpoint for problems at the succeeding level.
The difficulty and cost of conducting an evaluation increases as you move up the levels. So, you will need to consider carefully what levels of evaluation you will conduct for which programs
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Using Kirkpatrick model
Level 1 (Reaction)• completed participant feedback
questionnaire• informal comments from participants• focus group sessions with participants Level 2 (Learning)• pre- and post-test scores• on-the-job assessments• supervisor reports
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Level 3 (Behavior)• completed self-assessment questionnaire• on-the-job observation• reports from customers, peers and
participant’s manager Level 4 (Results)• financial reports• quality inspections• interview with sales manager
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TATA Power Company Recognized as India’s largest private sector
power utility the founder of the house, Jamshedji Nusserwanji
Tata started this venture with the establishment of a textile mill in Central India over a century ago and then consolidated by J.R.D. Tata
The core company is to generate, transmit and distribute electricity.
The company operates in two business segments: power and other.
Tata Power has a first of its kind joint venture with Power Grid Corporation of India for the 1200 km Tata Transmission Project.
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The Strategic Electronics Division of Tata Power has been in operation for over 30 years
Leveraging upon its engineering skills and understanding of the power business, Tata Power has carried out several overseas projects
Tata Power is committed to setting high standards in its pursuit of social responsibility and remaining sensitive to the issues of resource conservation, environment protection and enrichment and development of local communities in its areas of operations
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Company Profile
ChairmanR.N.Tata
Broad industryPublic industry
Managing DirectorF.A.Vandervala
Sub IndustryIntegrated Electric Utility
Executive Director Finance
S.R.Ramakrishnan
Previous NameTata Electreic
Companies
SecretaryB.J.Shroff
Installed Capacity2300MW
Employees3.400
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SWOT analysis of the Company Strengths :• Harmonious management employee
relationships• Low employee turnover• Strong sense of TATA values at all levels• Internal trade union for decades• Competence in hydro/thermal/CC
generation and HT transmission and Distribution
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Weaknesses:• Lack of performance based culture• Higher age of employees • Gaps in succession planning• Accountability:• Need to build leadership, customer
orientation, commercial and marketing competencies.
• Surplus manpower• Resistance to change
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Opportunity:• Can expand in power fields with relative
ease due to availability of skilled technical manpower
• Opportunity for top performers to move across group companies
• Can adopt to change in competitive environment when the going is good
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Threats:• Retention of young talent when
competition picks up• Competitor has an edge in retail
business talent• Low cost power generators
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Work system at TATA Power:1. Recruitment and selection2. Performance management system3. Succession planning4. Leadership development plan5. Career progression path6. Employee training and development
process7. Star process
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9. Employee retention practices
10. Rewards and recognition
11. Employee engagement process
12. Organizational transformation
13. Welfare programmes
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Training @ TATA Power
Employee Education, Training and Development:
• Conducts training workshops to help its employees achieve still higher levels of competence and come out with the best in them
• Conducts programmes on safety, health and environment
• Training needs are revisited during quarterly/half yearly reviews to keep current with changing business requirements e.g. contract labor management
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TATA management Training Centre:• TMTC has been positioned primarily as
in-house training centre for TATA group.• Its training programmes are designed to
develop leadership traits• It conducts programmes not only during
their induction and at the end of their probation period, but also during their early years with the service.
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Training Process
TPC lays stress on building competencies. Learning initiatives are designed to improve technical competence, build new skills for growth areas and inculcate behavioral pattern that are required for business expansion.
Process: 1. Need identification 2. Development of the training program3. Deliver them program4. Measuring effectiveness of the program
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ETD Process
TNI
Survey Feedbac
k
Division needs
Base Level
Needs
Individual Needs
Strategic Needs
ETD Design
Long Term
Short Term
Annual Plan
Quarterly Plan
Half Yearly Review
Training Delivery
QuarterlyReview
Monitoring Training
Effectiveness
ETD Process Review
New requirements(
org)Employe
e Skill Record
Employee feedback/sur
vey
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Training process
Individual Training needs identification
Analysis and compilation of individual needs and prepare group
training need form
Compile training needs from all the departments and Prepare training
plan
Deliver / conduct the training as per the plan
Evaluate and record training effectiveness
Is training Effective
?
end
Initial suitable action
Select alternatives
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Procedure
Sr focus
1. 40% focus on strategic objectives, low power cost, cost reduction, long term
distribution2. 40% focus on divisional/individual
performance
3. 10% on base level requirements
4. 5% on consistent high performers
5. 5% on Sr. Management
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Evaluation of Training EffectivenessThe Kirkpatrick Model of Training
Evaluation: Level 1(Reaction):• Level 1 evaluation should not just include
reaction towards the overall programme, it should also include measurement of participant’s reaction towards the specific component of the program
• Evaluation relies on the measurement of the attitudes, usually through the set of questionnaires. as in:
1. In your view, what were the 3 most important weaknesses of the program?
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2. In your view, what are the 3 most important strengths of the program?
Advantages:• It will help us to know the participants feel about
the training event.• It may point out content areas that trainees felt
were missing from the training event.• It can provide information about the overall
participants reaction as well as participants feedback and evaluation of specific aspects of training event
• Detailed level 1 can provide information that can be used to improve future versions of the training program
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Level 2(Learning):• The goal is to determine what the training
program participants learned during the training event
• This should be done immediately after the training event to determine if participants gained knowledge, skills, or attitude. A couple of issues are here:
1. How shall one measure knowledge, skills and attitude?
2. What research design should be used to demonstrate important in level 2 outcomes?
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Level 2 evaluation is done by conducting test and questionnaires.
Advantages:• Demonstrating participants learning helps
trainers in promoting their training program
• It helps in interpreting the result of level 3 evaluation
• Detailed level 1 can provide information that can be used to improve future versions of the training program
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Level 3(Behaviour):• The goal is to find out if training participants
change their on-the-job-behaviour (OBJ) as a result of their having attended and participated in the training program.
• It specifically involves measuring the transfer of knowledge, skills, and attitudes from the training context to the workplace
• This level is often harder to evaluate because behavioral changes at workplace are often harder to measure than reaction and learning
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Process adopted for level 3 at TATA is:1. Level 3 evaluation is done 3 months after the
training is imparted2. The program are short listed based on the
criteria3. Program specific questionnaires are then
prepared for short listed (keeping in mind the objectives and course content)
4. The questionnaires consists of 10 questions based on the initiatives taken by the participant to use the knowledge gained, the conceptual clarity and support provided by superiors and peers.
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5. Questionnaires are made on a four scale, 1 being the least and 4 being the highest.
6. These questionnaires are sent to the participants and asked to respond
7. The effectiveness index for each program is calculated from the responses received
8. The effectiveness index for the month is the average of the indexes of all the programs considered for the month.
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Level 4(Result):• The goal is to find out if the training program
led to final results, especially business results that contributing to the “bottom line”
• Level 4 outcomes can include other major results that contribute to the well functioning of an organization
• These outcomes are either changes in variables that should have a relatively direct effect on the financial outcomes at some point of time in future
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The outcomes of level four are:• Improved quality of work• Higher productivity• Reduction in turnover• Improved quality of work life• Improved human relations (e.g. improved
vertical and horizontal communication)• Increased sales• Fewer grievances
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• Lower absenteeism• Higher work morale• Fewer accidents• Greater job
satisfaction• Increased profit
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Research Methodology
Primary data:It is collected mainly through questionnaires
which is sent to trainees Secondary data:Secondary data is collected mainly through
existing data available in the company record
Questionnaire type:An open-ended questionnaire is sent to
managing staff through e-mail. For every question there are 4 options-strongly agree, agree, disagree and strongly disagree
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Sampling size:
A sample size of 25 employees are selected from each training programme conducted
Limitations• Difficulty in obtaining relevant materials from
the company• Reluctance on the part of the company to
give away their closely guarded policies of evaluating the training effectiveness
• Difficulty in getting back the response to the questionnaire from the trained employees regarding the program
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Training programs conducted in July’05
SR NO.
PROGRAMMES
1. Problem Solving
2. Building Winning Teams
3. SAP MM Module
4. Financial Management for Electrical Distribution
5. Team Building
6. 7 Q C Tools
8. Sharpening Customer Focus
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9. Enhancing Managerial Effectiveness
10. Team Building
11. VAT-SED Bangalore
12 Reduction in T & D Losses
13. Reactive Power Management
14. Develop yore own Potential
15. Excellence in Executing Change
16. Lead Auditors Course
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Data Analysis & Effectiveness The training programmes, which were conducted during the months
of July, august and September 2005, are taken for evaluation. TRAINING EFFECTIVE QUESTIONNAIRE (DATE:
…………)
Program Name: SAP MM Module
Name: ……………….. Division:…………………….. Grade:…………….
Dear Respondent,
Please mark your responses to the following questions as given below:
Attribute Rating
Strongly disagree 1
Disagree 2
Agree 3
Strongly agree 4
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ITEM RATING
The program helped me understand the concept of SAP MM Module
The program increased ma awareness about the SAP MM Module
I shared the knowledge I gained with my other colleagues
The program helped me perform better at work
The program taught me the ways & means through which the work can be done
My superiors and colleagues have acknowledged my improved knowledge in the field
I believe I have been able to take more effective decisions after undergoing the course
I could apply all the knowledge I gained
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Conclusion
Training is conducted very effectively at TATA power
Training effectiveness index up to September ‘05 82%.
Training is successfully selected and ensures that it meets the needs of TATA power
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PRESENTED BY:DEEPALI CHOUDHARY
DFT-IIINIFT GANDHINAGAR
THANK YOU
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Systemanalyse programmentwicklungGerman for system analysis and program development benefit is It standardizes the process and support across a company