PROJECT ON TRAINING EFFECTIVENESS EVALUATION

AT MAHINDRA AND MAHINDRA ,

NASHIK PLANT

ABHIJEET TALAPATRAMBA++DEPARTMENT OF MANAGEMENT SCIENCESUNIVERSITY OF PUNE

PREVIEW

ABOUT THE COMPANY. NASHIK PLANT. TRAINING AND EFFECTIVE EVALUATION. OBJECTIVE OF THE STUDY. SCOPE OF THE STUDY. THE TRAINING PROCESS. RESEARCH ANALYSIS. PECULIAR FINDINGS. RECOMMENDATIONS.

THE MAHINDRA GROUP THE GROUP WORTH US $ 6 BILLION IS ONE OF THE TOP TEN INDUSTRIAL HOUSES IN INDIA. IT IS AMONG THE TOP THREE IN FARM SECTOR IN THE WORLD. IT IS MARKET LEADER IN MULTI UTILITY VEHICLES IN THE COUNTRY. IT HAS SIGNIFICANT PRESENCE IN :

FINANCIAL SERVICES.TRADE AND LOGISTICS.INFORMATION TECHNOLOGY.INFRASTRUCTURE DEVELOPMENT.AUTOMOTIVE COMPONENT SECTOR.

AUTOMOTIVE SECTOR ORIGINS GO BACK TO 1954 WHEN IT ENTERED INTO COLLABORATION WITH WILLYS OVERLAND CORPORATION. STARTED PRODUCING LIGHT COMMERCIAL VEHICLES IN 1965. COMPANY FOCUSED ON DEVELOPING ITS OWN MANUFACTURING CAPABILITIES.MARKET LEADERS IN UTILITY VEHICLES REPRESENTING HIGH QUALITY, RUGGEDNESS, DURABILITY, RELIABILITY, EASY MAINTENANCE AND OPERATIONAL ECONOMY.HAS ISO CERTIFIED R&D FACILITIES.

AUTOMOTIVE SECTOR

8

Auto Sector -Manufacturing Locations

Engine PlantIgatpuri

Utility Vehicles Kandivli

Utility Vehicles Nasik

LCVs & 3W & 4 Wheelers

Zaheerabad

3W & 4 Wheeler

Haridwar

Pune -Chakan

MRV (R & D)Chennai

AUTOMOTIVE SECTOR : CERTIFICATIONS

PLANTS AT NASHIK AND MUMBAI ALONG WITH R&D FACILITY AT NASHIK ISO/TS 16949 CERTIFIED. MUMBAI PLANT HAS GOT THE TPM EXCELLENCE AWARD. ENGINE PLANT AT IGATPURI HAS QS 9000 CERTIFICATION. ZAHEERABAD PLANT HAS ISO 9001:1994 CERTIFICATION. PLANTS AT MUMBAI AND IGATPURI ARE ISO 14001 CERTIFIED. ZAHEERABED AND IGATPURI PLANTS WORKING TOWARDS TS 16949 CERTIFICATION.

AUTOMOTIVE SECTOR : AWARDS AND CERTIFICATIONS

NATIONAL AWARD FOR EXCELLENCE IN WATER MANAGEMENT 2006 BY CII FOR NASHIK PLANT. STATE LEVEL AWARD FOR EXCELLENCE IN ENERGY CONSERVATION. LOK KALYAN AWARD BY NASHIK MUNICIPAL CORPORATION- NOV 2006. 2 AWARDS FOR NATIONAL PRODUCTIVITY SUMMIT 2006 BY IMTMA AT CHENNAI.FOURTH AWARD AT NATIONAL KAIZEN CONFERENCE FOR SCORPIO BODY SHOP

AUTOMOTIVE SECTOR : NASHIK PLANT

INAUGURATED ON 08 FEBRUARY 1981. HAS ROLLED OUT MORE THAN 8 LAKH VEHICLES. EMPLOYS APPROX 3700 WORKM EN , 1300 ENGINEERS WITHIN 0.5 SQ KM PLANT SITE. HAS A PRODUCTION CAPACITY OF 1.5 LAKH VEHICLES/ YEAR. PLANT BOASTS OF FULLY EQIPPED MANUFACTURING FACILITIES IN THE PRESS SHOP, BODY SHOP , CED LINE, PAINT SHOP AND ASSEMBLY.

TRAINING EFFECTIVENESS EVALUATION

TRAINING EFFECTIVENESS EVALUATION

TRAINING IS ONE OF THE TOP FIVE MOTIVATING FUNCTIONS. ASTD SURVEY – TRAINING DIRECTLY PROPORTIONAL TO SUCCESS. COMPANIES ASSUME POSITIVE BENEFITS DUE TO TRAINING EFFORT. POLICY OF ‘HIT OR MISS’ BEING FOLLOWED. NO OTHER WORK PLACE ISSUE ON WHICH SO MUCH MONEY SPENT WITH LITTLE ACCOUNTIBILITY.

COMPONENTS OF ROI BASED TRAINING

TRAINING NEEDS ANALYSIS PROACTIVE. REACTIVE.

STRATEGIC ASSESSMENT OF TRAINING NEEDS. ORGANISATIONAL ANALYSIS- Where , When and Why to train ? TASK ANALYSIS – What and how to train ? PERSON ANALYSIS- Who and what to train ?

TRAINING NEED ANALYSIS

ORG ANALYSIS OBJECTIVE RESOURCE

ENVIRONMENT

IDENTITY PERFORMANCE

DISCREPANCY (PD) PC=EP -AP

TRIGGERACTUAL

ORG PERFORMANCE (AOP)< EXPECTED

ORG PERFORMANCE

PERSON ANALYSIS ACTUAL

PERFORMANCE(AP)

OPERATIONAL ANALYSIS: EXPECTED PERFORMANCE(EP)

NONTRAINING NEEDS

TRAINING NEEDS

INPUT OUTPUTPROCESS

DESIGN PHASE

LEARNING THEORY

TRAINING NEEDS

ORGANISATINAL CONSTRAINTS

DEVELOP TRAINING

OBJECTIVES

INPUT FOR REACTION

OBLECTIVES

EVALUATION OBJECTIVES

SELECT METHODS OF INSTRUCTION AND IDENTIFY

DASIGN STRATEGY

DETERMINE FACTORS THAT

FACILITATE LEARNING

AND TRANSFER

DEVELOPMENT PHASE

Developing Objectives of Training Programme

GUIDELINES FOR OBJECTIVES RELATED METRIC

Strategically Relevant Is the training programme relevant to the ultimate strategy of theOrganization?

Outcome Focused Are the participants leaving training with enough knowledge to perform a particular task successfully?

Measurable What percentage of the participants will be able to perform the task successfully?

Achievable Is completion of task attainable within eg.,six months of training? Has this changed since the program’s inception?

Cost Centric What is the cost per participant in terms of both direct and indirect costs? Is this inline with the program’s objective?

Time Bound How long after training will participants will become perfect in the task? Is this inline with the program’s objective?

IMPLEMENTATION PHASE

WHY TRAINING EVALUATION To validate training as a business tool. To justify the costs incurred in training. To help in selecting training methods. To find out whether tarining effective in knowledge transfer. To find out if outcomes of training relevant to organisational needs. To find out cost effectiveness of training.

LEVELS DESCRIPTION COMMENTS

LEVEL 1

ReactionTrainee reaction to the course. Does the trainee like the course? Usually in the form of evaluation forms, sometimes called "smilesheets".

Most primitive and widely-used method of evaluation. It is easy, quick, and inexpensive to administer. Negative indicatorscould mean difficultly learning in the course

LEVEL 2Learning Did trainees learn what was based on the course objectives?

Learning can be measured by pre- and post tests, either through written test or through performance tests.

LEVEL 3Behavior Trainee behavior changes on the job – are the learners applying what they learned?

Difficult to do. Follow-upquestionnaire or observations after training class has occurred.Telephone interview can also be conducted.

LEVEL 4 ResultsTies training to the company's bottom line.

Generally applies to training that seek to overcome a business problem caused by lack of knowledge or skill. Examples include reductions in costs, turnover, absenteeism andgrievances. May be difficult to tie directly to training

LEVEL 5 ROIFinal measure of training success

Gives returns in financial terms, by calculating total cost and total benefits

KIRK PATRICK MODEL OF TRAINING EFFECTIVENESS

OBJECTIVE OF THE STUDY TO STUDY THE CURRENT PRACTICE OF TRAINING & DEVELOPMENT IN M&M , SPECIFICALLY TRAINING EFFECTIVENESS EVALUATION.TO STUDY THE LITERATURE ON TRAINING EFFECTIVE EVALUATION AND ROI.TO STUDY THE CURRENT TREND FOLLOWED IN THE INDUSTRY.TO COME OUT WITH THE BEST POSSIBLE SOLUTIONS TO EFFECTIVE TRAINING AND ITS VALUATION METHODS FOR M & M.

THE TRAINING FLOWCHART

Performance Appraisal SystemTraining/Development Needs Identification

Collation of Training NeedsDeveloping Training Calendar

Budget AllocationScheduling Training ProgrammesConducting Training Programmes

Feedback & Evaluation Process

SCOPE OF THE STUDY

ACCENTURE

COGNIZANT

SATYAM

INFOSYS

WIPRO

TCS

DR.REDDY

ONGC

RESEARCH METHODOLOGY

KNOWLEDGE BASE  

INDUSTRY SURVEY 

DATA ANALYSIS AND COMPILATION

BUDGET FOR TRAINING EMPLOYEES

COMPANY BUDGET

ACCENTURE ABOVE 60 LACS

COGNIZANT ABOVE 60 LACS

INFOSYS ABOVE 60 LACS

TCS ABOVE 60 LACS

DR.REDDY NOT DISCLOSED

SATYAM ABOVE 60 LACS

WIPRO ABOVE 60 LACS

ONGC ABOVE 60 LACS

MAHINDRA & MAHINDRA ABOVE 60 LACS

FREQUENCY OF TRAINING FEEDBACK TAKEN BY COMPANIES

COMPANY FREQUENCY OF TRAINING FEEDBACK

ACCENTURE BEFORE, AFTER TRAINING

COGNIZANT BEFORE, AFTER TRAINING

INFOSYS BEFORE,DURING AND JUST AFTER TRAINING

TCS BEFORE,AFTER TRAINING

DR.REDDY JUST AFTER TRAINING

SATYAM JUST AFTER TRAINING FOR SOME PROGRAMS, EFFECTIVENESS SURVEYS AFTER THREE TO SIX MONTHS

WIPRO JUST AFTER TRAINING

ONGC BEFORE, JUST AFTER TRAINING AND AFTER 1,3,6 MONTHS

MAHINDRA & MAHINDRA JUST AFTER TRAINING AND AFTER 2 MONTHS FOR COURSES OF TWO OR MORE DAYS

ASSESSMENT OF LEARNING THROUGH TRAINING

COMPANY COMPANY LEARNING ASSESSMENT

ACCENTURE PRE AND POST TEST, ON-THE-JOB ASSESSMENTS, SUPERVISOR REPORTS

COGNIZANT PRE AND POST TEST, ON-THE-JOB ASSESSMENTS, SUPERVISOR REPORTS

INFOSYS PRE AND POST TEST, ON-THE-JOB ASSESSMENTS, SUPERVISOR REPORTS

TCS PRE AND POST TEST, ON-THE-JOB ASSESSMENTS, SUPERVISOR REPORTS

DR.REDDY PRE AND POST TEST, SUPERVISOR REPORTS

SATYAM PRE AND POST TEST, SUPERVISOR REPORTS

WIPRO PRE AND POST TEST, SUPERVISOR REPORTS

ONGC PRE AND POST TEST, SUPERVISOR REPORTS

MAHINDRA & MAHINDRA PRE AND POST YESTS , ON-THE-JOB ASSESSMENTS, SUPERVISOR REPORTS

 CONDUCT OF POST TESTS

COMPANY TECHNICAL TRAINING SOFT SKILLS TRAINING

ACCENTURE JUST AFTER, 1,3 MONTHS AFTER 3-6 MONTHS AFTER

COGNIZANT JUST AFTER, 1,3 MONTHS AFTER 3-6 MONTHS AFTER

INFOSYS JUST AFTER --------------

TCS JUST AFTER -

DR.REDDY 4 WEEKS -

SATYAM JUST AFTER BUT ONLY FOR SELECT PROGRAMMES -

WIPRO JUST AFTER -

ONGC JUST AFTER AFTER 3 MONTHS

MAHINDRA & MAHINDRA DURING ASSESSMENT CENTRES DURING ASSESSMENT CENTRES

REVIEW OF TRAINING EFFECTIVENESS

COMPANY TRAINING REVIEW

ACCENTURE AFTER 12 WEEKS

COGNIZANT AFTER 12 WEEKS

INFOSYS AFTER 12 WEEKS

TCS AFTER 12, 24, 90 WEEKS

DR.REDDY AFTER 12 WEEKS

SATYAM AFTER 24 WEEKS

WIPRO AFTER 12 WEEKS

ONGC AFTER 12 WEEKS

MAHINDRA & MAHINDRA AFTER 8 WEEKS FOR COURSES OF TWO OR MORE DAYS

COMPANIES LINK THE TRAINING RETURNS WITH FINAL RESULTS

 

COMPANY LINKS WITH FINAL RESULTS

ACCENTURE YES

COGNIZANT YES

INFOSYS NO

TCS YES BUT FOR SOME SPECIAL/ NEW PROGRAMMES ONLY

DR.REDDY NO

SATYAM NO

WIPRO YES BUT FOR SOME SPECIAL/ NEW PROGRAMMES ONLY

ONGC YES

MAHINDRA & MAHINDRA YES, ONLY FOR SELECT COURSES

 DO THE COMPANIES

CALCULATE ROI

 

COMPANY DO THEY CALCULATE ROI

ACCENTURE YES

COGNIZANT YES

INFOSYS NO

TCS YES BUT ONLY FOR TECHNICAL PROGRAMS

DR.REDDY NO

SATYAM NO

WIPRO YES BUT ONLY FOR TECHNICAL

ONGC YES

MAHINDRA & MAHINDRA NO

SOME PECULIAR FINDINGS

RECOMMENDED MODEL

RECOMMENDATIONS…

EXPECTATIONS SHOULD BE CLEAR TO MANAGEMENT DURING TNA.

GOAL ANALYSIS ONLY AFTER TNI.PROVIDE TRAINEES WITH POST TRAINING REMINDERS.LINK PERFORMANCE AFTER TRAINING TO PAS. TRAINING TO BE GIVEN A STRATEGIC FACE WITH

CONTINUOUS FOLLOW-UP. LEVEL OF MEASUREMENT OF EACH TRAINING PROGRAMME

SHOULD BE CLEAR AT THE TIME OF DESIGNING ITSELF..

…RECOMMENDATIONS

ACTUAL EFFECTIVENESS OF SPECIAL PROGRAMMES CAN BE CALCULATED BY MEASURING INCREASED SALES , INCREASE IN QUALITY ASPECTS , REDUCING WASTAGE RATE , COST REDUCTION , TIME REDUCTION ETC.

PERIODIC REVIEW OF PROGRAMMES OBJECTIVES SHOULD BE DONE.

FACULTY SHOULD BE MADE AWARE ANOUT THE GROUND REALITIES OF WORKING ENVIRONMENT.

DEGREE OF ENHANCEMENT OF WORK COMPETENCY DUE TO TRAINING COULD BE DISCUSSED AFTER 3-4 MONTHS.

Developing Objectives of Training Programme

GUIDELINES FOR OBJECTIVES RELATED METRIC

Strategically Relevant Is the training programme relevant to the ultimate strategy of theOrganization?

Outcome Focused Are the participants leaving training with enough knowledge to perform a particular task successfully?

Measurable What percentage of the participants will be able to perform the task successfully?

Achievable Is completion of task attainable within eg.,six months of training? Has this changed since the program’s inception?

Cost Centric What is the cost per participant in terms of both direct and indirect costs? Is this inline with the program’s objective?

Time Bound How long after training will participants will become perfect in the task? Is this inline with the program’s objective?

THE TRAINING FLOWCHART

Performance Appraisal SystemTraining/Development Needs Identification

Collation of Training NeedsDeveloping Training Calendar

Budget AllocationScheduling Training ProgrammesConducting Training Programmes

Feedback & Evaluation Process

IMPLEMENTATION PHASE

THE TRAINING FLOWCHART

Performance Appraisal SystemTraining/Development Needs Identification

Collation of Training NeedsDeveloping Training Calendar

Budget AllocationScheduling Training ProgrammesConducting Training Programmes

Feedback & Evaluation Process

THE TRAINING FLOWCHART

Performance Appraisal SystemTraining/Development Needs Identification

Collation of Training NeedsDeveloping Training Calendar

Budget AllocationScheduling Training ProgrammesConducting Training Programmes

Feedback & Evaluation Process

THE TRAINING FLOWCHART

Performance Appraisal SystemTraining/Development Needs Identification

Collation of Training NeedsDeveloping Training Calendar

Budget AllocationScheduling Training ProgrammesConducting Training Programmes

Feedback & Evaluation Process

THE TRAINING FLOWCHART

Performance Appraisal SystemTraining/Development Needs Identification

Collation of Training NeedsDeveloping Training Calendar

Budget AllocationScheduling Training ProgrammesConducting Training Programmes

Feedback & Evaluation Process