rahul final ppt ndpl

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ANALYSIS AND EVALUATION OF

TRAINING EFFECTIVENESS

SUBMITTED BY-

RAHUL AGARIAYA


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PRESENTATION OUTLINE

Introduction: Objective, Deliverables and Scope

Summary

Kirkpatrick Model Of Training Evaluation

Research Methodology Assumptions

Data Analysis

Limitations

Suggestions

Conclusions

References

2A TATA POWER and DELHI GOVERNMENT JOINT VENTURE


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INTRODUCTION

OBJECTIVE:To provide information on methods

and practices to:

Evaluate and improve the effectiveness of training

and assistance for NDPL managers.

To establish and maintain effective training programs

for NDPL personnel.

In this context, the term training effectiveness meansthat training leads to enhanced knowledge and

significant value addition to NDPL operations by

improved productivity, quality and safety.

A TATA POWER and DELHI GOVERNMENT JOINT VENTURE

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OBJ

ECTIVES


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DELIVERABLES OF THE PROJECT

To design a questionnaire that may be used in future for

measuring training effectiveness.

To gather information: suggestions , comments and

constructive criticism about training programs and

organizational environment by one to one interaction with

employees as to improve ,redesign and maintain

effectiveness of programs.

To evaluate the effectiveness of training programs conducted

at CENPEID for NDPL employees and to suggest measures to

increase effectiveness of training programs, making NDPL

employees more efficient.and effective at work.


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Training Evaluation

Training effectiveness refers to the benefits that the company and the

trainees receive from training

Training outcomes or criteria refer to measures that the trainer and the

company use to evaluate training programs

Training evaluation refers to the process of collecting the outcomes

needed to determine if. Training evaluation determines a training program's

effectiveness in meeting its intended purpose, which mainly is producing

more competent employeesEvaluation design refers to from whom, what, when, and how information

needed for determining the effectiveness of the training program will be

collected


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Reasons for Evaluating Training

Training evaluation provides the data needed to demonstrate that training

does provide benefits to the company. training is evaluation is a critical

component of analyzing, designing, developing, and implementing an

effective training program. This report addresses the key elements of

determining training effectiveness through evaluation activities

Companies are investing millions of dollars in training programs to help

gain a competitive advantage

Training investment is increasing because learning creates knowledgewhich differentiates between those companies and employees who are

successful and those who are not

Because companies have made large dollar investments in training and

education and view training as a strategy to be successful, they expect the

outcomes or benefits related to training to be measurableA TATA POWER and DELHI GOVERNMENT JOINT VENTURE6


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The Evaluation Process


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Conduct a Needs Analysis

Develop Measurable Learning Outcomes

and Analyze Transfer of Training

Develop Outcome Measures

Choose an Evaluation Strategy

Plan and Execute the Evaluation


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ORGANIZATIONAL HIERARCHY


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Sr. Officers and AboveExecutive

Officers and BelowNon-Executive

BA EmployeesOutsourced


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Why Measure Training Effectiveness?

Measuring the effectiveness of training programs consumes valuable time

and resources. As we know all too well, these things are in short supply in

organizations today. Why should we bother?

Many training programs fail to deliver the expected organizational benefits.

Having a well-structured measuring system in place can help you determinewhere the problem lies. On a positive note, being able to demonstrate a real

and significant benefit to your organization from the training you provide

can help you gain more resources from important decision-makers.

Consider also that the business environment is not standing still. Your

competitors, technology, legislation and regulations are constantly

changing. What was a successful training program yesterday may not be a

cost-effective program tomorrow. Being able to measure results will help

you adapt to such changing circumstances.


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DONALD KIRKPATRIK MODEL OF

TRAINING EVALUATION

The training effectiveness matrix is based on the work ofDonald L.

Kirkpatrick, who introduced a four-level approach to training evaluation

in 1959 .These four levels have become commonly known as:


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REACTION

LEARNING

BEHAVIOUR

RESULTS


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How do you conduct a training evaluation?

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

Level 3 (Behavior)

completed self-assessment questionnaire

on-the-job observation

reports from customers, peers and participants manager

Level 4 (Results)

financial reports

quality inspections

interview with sales manager


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RESEARCH METHODOLOGY

In this report simple, random, convenience sampling is used.

Here sample size is 617 and is chosen randomly from the

trainees master list for FY 2010-11 and convenient

locations(based on proximity and ease of transportation) were

selected for survey.

Survey was conducted from 25th May To 25th June,2011.

Total 1000 questionnaires were filled for 41 training

programs.

4 Circles,12 Districts and 24 zones of NDPL were covered

during the survey.

In questionnaire scale of 4 was used so as to avoid Central

Tendency.A TATA POWER and DELHI GOVERNMENT JOINT VENTURE

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CONTD.

FORMULA USED:

TRAINING EFFECTIVENESS INDEX(T) =

SUM TOATAL OF RANKINGS

100MAXIMUM POSSIBLE RANKING TOTAL NO. OF QUESTIONS OR RESPONSES

AVERAGE = SUM TOTAL /TOTAL NO.


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Questionnaire


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Questionnaire


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Reporting Officer Data Analysis


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(12) DRUM: Distribution Loss Reduction


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81.3

87.5

81.3

93.8

81.3

93.8

85.0

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

Reporting Officer

81.3

87.5

81.3

93.8

81.3

87.5 87.5

93.8

85.7

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

Participant


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(22) Hands-on Training on MV Switchgears and RMU


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78.682.1

91.7 92.9

82.185.7 85.5

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

Reporting Officer

78.682.1

91.7 92.9

82.1

96.4 96.4

85.788.6

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

Participant


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(45) Reactive Power Management


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83.3 83.3

75.0

83.3

75.0

83.380.0

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

Reporting officer

83.9 82.1 80.483.9

80.883.9 85.7 85.7 83.0

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

Participant


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(60) Workshop On Safety, Fire Fighting and

Disaster Management


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68.8 68.8

75.0

68.8

75.0

68.871.3

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

Reporting officer

79.3 77.3 76.6

86.7

75.0

81.378.5 77.0 79.2

0.0

10.020.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

Participant

Programme not found very effective.


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TECHNICAL COMBINED

ANALYSIS


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Programme # 4, 14, 23 & 60 needs improvement in design & delivery.


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OVERALL TECHNICAL PROGRAM

DATA


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OVERALL TECHNICAL ANALYSIS


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Overall,

a very good score,

much above target

score of 75.


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ConclusionsBased on Findings &

Discussions with the Cenpeid Team

Overall, effectiveness found very high for both technical & non-

technical (managerial / leadership / general) programmes

Some programmesin both category of tech & non-techfound

less effective. Cenpeid has an ongoing process of reviewing itsprogrammes effectiveness based on feedback, PER and

interactions with participants & Reporting Officers. Cenpeid has

taken corrective actions in necessary programmes / cases.

Hands-on training (HOT) or/and Demo-based training in Tech

programmes being emphasized now at Cenpeid

Role Plays, Psychometric Tools, Games, etc. being used extensively

as per need & context of the programmein various non-Tech

programmes, now at Cenpeid.

A TATA POWER and DELHI GOVERNMENT JOINT VENTUR


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