Training Effectiveness and Evaluation Method

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Training Effectiveness and Evaluation Method in the context of Oil India Limited 2011

APROJECT REPORT

ON

Training Effectiveness and Evaluation Method inthe Context of Oil India Limited

Submitted to Nagaland University in partial fulfillment of the requirement ofMaster of Business Administration Curriculum of School of Management

Studies, Nagaland University.

Submitted by

Y. Abraham Konyak

Nu/Mn/17/10

Session-1st

June to 31st

July 2011

Project Guide. Mr. Vivek Brama

(Training and Development officer Oil)

Dated 24/11/11

Contact: 09436219844

Email: [email protected]


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DECLARATION

I, Y Abraham konyak, student of School of Engineering Technology and School of

management, Nagaland University (SETAM) Dimapur, solemnly declare that, I have done

my summer Project in OIL INDIA LIMITED, Duliajan, and during my summer training the

opportunity was given to me to conduct a research and to prepare a project report to know the

Training Effectiveness and Evaluation methods in context of Oil India Limited .

I further state that I have done the project with utmost sincerity and dedicationand left no stone unturned. Which are required for the completion of this project, However I

shall remain liable for any misinformation which might creep in without my knowledge. I

look forward for any ratification by any one.

Date-

Place- Y Abraham konyak

MBA 3nd semester

Nagaland University (SETAM)

...........................

Countersigned

Mr. Vivek Brahma

SR. T & D Officer Oil India LTD.


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Preface

The purpose of this report is to provide information on the method and practice to

evaluate and improve the effectiveness of training and assistance for oil India to

establish and maintain effective training programmes for oil India personal. Inthis context the term the training effectiveness means that training provides

significance added value to oil India operations by improved, safety and quality

production. While it is absolutely clear that training can provide added value, a

measure, isolated determination of training effectiveness is difficult because

personal performance depends not only on training, but also many other factors

such as supervisors, procedures, job aid, pre-job briefing, managements

expectation, and the experience and motivation of the workforce. It is assertedthat principal of effective training can be discemed and that if training programme

are develop and maintain using these principal, training will make effective

contribution to improved personal performance. Under this premise, indicator can

be monitored to provide evidence of overall training effectiveness strength and

weakness can be identified, and reinforcement or improvement can be made.

Hence they need Human resources inter alia at present and future. The processes

of human resource start with planning. Training bridge the gap between what

employees has and what the job demands. Imparting training to employee

working in all the organized sector of human activities is no longer a matter of

debate in fact the need for training has been recognized as essential activities not

only in the business organization, but also in academic institutes, professional

bodies and the government departments. We hope that this will serve as a useful

report to oil India in general and Training and development Department in

particular in identifying the needs of training and evaluation. The report is mainly

based to facilitate training and Development department in imparting effectivetraining and evaluation for oil India employee and the managerial executive. The

analysis and interpretation of this report is based on the information collected

from high level and permanent employee. The main emphasis of this report is

bring out the effectiveness of training and evaluation, as training and evaluation

has become an important aspect for all organization.


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Acknowledgement

Every projects is the blend of different people, thing are Easy to say but difficultto do it, the project work was never an easy until someone contributed they

valuable time and knowledge. I feel encourage by the widespread response fromthe interviewee. The feedback received from different source has been explicated;

in fact the project couldnt have finished without your valuable feedbacksreceived from various personal through personal interview and questionnaire. I

am grateful to all those who have help me directly and or indirectly in preparing

this project report. I express my heartfelt gratitude to Oil India Limited (Duliajan)Assam, in general and Training and Development Department in particular for

allowing me to undergo the internship for 8 weeks.

I am indebted to my project guide Sir VIVEK BURUA senior training and

development officer for providing the necessary stimulus for writing this project

report and enhancing the standard of this project report.

As, always, I am deeply appreciated to my respected parents who have assisted

me financially and morally which is needed to complete this projects report.

It will be incomplete on my part if I dont thank to HODs of my institute forsending me to this reputed company.

I thankfully acknowledge the assistance of Mr. Rabin Saikia Well Logging Dept

and Mr. Ben Ngullie Dy. SUPDG Engineer Oil India Limited Duliajan, for the

arrangement of accommodation for the sojourn.

Finally, my sincere thanks to all my friends who have been so supportive during

the 8 weeks internships which ultimately lead in bringing out this project report

successfully.


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Executive Summary

Project Title:A study on Training Effectiveness and Evaluation method in the context of

oil India limited, Duliajan (Assam).

Duration: 1st June-31st July, 2011

About the Project:

The study was conducted with the aim to know the training effectiveness and evaluation

method used in oil India.

Every Organization big or small, productive or non-productive, economic or social, Old or

newly established should provide training to all employees irrespective of their qualification,

skill, suitability for the job etc. thus no. organization can choose whether or not to trainemployees. Training is not something that is done once to new employees. it is used

continuously in very well run establishment. Oil India like any other company has its own

full-fledge training and development department which consist of two house Management

training Development Centre (MTDC) and Employee training Development Centre (ETDC).

The following things have been come into light from the study:

(i)Oil training and Development process involve five stages: Assessment of individualstraining needs by department; preparation of training calendar on the basic of annual

training plans; execution of training plan; nominations and evaluation of trainingeffectiveness.

(ii)The T&D process aim at prioritizing effectiveness of training and strengthens theplanning and implementation.

(iii)The T&D follows two type of Evaluation method.(iv)Oils training policy clearly states how training is expected to contribute to theachievement of goals of the organization. This policy is also periodically revised and

updated to meet the ever changing needs of the organization.

(v) T& D department extend short duration training required as a part of their curriculumto hundreds of management and engineering students of various professional institutes.

Every organization needs to have well trained and experienced people to perform the

activities that have to be done. The training and Development department is responsible for

the development of human Resource in Oil.


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CONTENTS

Declaration

PrefaceAcknowledgements

Project proposal sheet

1.1 Objective...1-3

1.2 Scope

1.3 Limitations

Research Methodology......................................4-6

1.1 Preliminary studies.

1.3 Sampling method.

1.4 Source of Data.

1.5 Questionnaires Design.

1.6 Sample area.

1.7 Sample Size.

1.8 Contact method.

1.9 Statistical tools used.

1.10 Analysis tool use.

Organization Preview .7-15

1.1 Introduction

1.2 History of Oil India1.3 Awards & Accolades1.4 Executive Profile

1.5 Objectives, Mission, Vision of Oil India Limited1.6 Departments of Oil India Limited1.87Organization Setup


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Training Effectiveness and Evaluation method (In General)...16-23

1.1 Concept of Training, Development and evaluation1.2Training effectiveness1.3 Importance of Training and Development1.4 Purpose of Training Evaluation1.5Techniques of Evaluation1. 6 Role of Trainee1.7 Role of Trainer

Training effectiveness and evaluation method in the context of Oil India..24--38

1.1Training and Development Department1.2 Infrastructure:-1.3 Structures of T&D Department:-1.4 Training and Development Policy 2007:-1.5 T&D Process

1.6 Types of Training Programs:-

1.7 Objectives, Scope and Limitation

SOWT Analysis39-42

1.1 Strengths

1.2 Weakness

1.3 Opportunities

1.4 Threat

1.1 Analysis & findings43-70

1.2 Suggestion

1.3 conclusions

1.4 Annexure

1.5 Bibliography


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SECTION: I

1.1 Objective

1.2 Scope

1.3 Limitations


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1.1 OBJECTIVES OF THE STUDY

Primary objectives:

To study the Training Effectiveness and Evaluation method in the context of Oil India

Limited.

Secondary Objectives:

1) To study the Effectiveness of training programs provided in Oil India Limited.2) To study the purpose of training evaluation programs.3) To study about the awareness of various methods of training evaluation process as

mentioned in the training and development policy 2007

4) To find out the importance of evaluation process among in Oil India limited.5) To find out at which stage it is of most important in evaluation process.6) To determine whether the organization as a whole are executive staff. Updating the

skill knowledge with the fast changing scenario.

1.2 SCOPE OF THE STUDY:

The scope of this project is defined by the objectives themselves. The study was done

basically for the fulfillment of the objectives. This means that the scope of the study basically

an attempt to find out The training evaluation process and its effectiveness in the context ofOil India Limited.

1.3 LIMITATIONS OF THE STUDY:

1) The study is being totally dependent on primary data, has gained considerable amountvulnerability.

2) The busy schedule of the executives hindered data collection process.3) The sample size taken may actually be too small to represent the whole population.4) Lack of cooperation from executives in regards of giving interview because they felt it

to be time consuming.


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5) The project has been completed within a limited period of time, which can also act as alimitation of the study

6) The survey was limited to few departments in the organization.7) Unavailability of executives in their cabins as they were engaged in field work at that

time.

8) Availability of executives work persons and but not interested in filling up thequestionnaire because of heavy work load.

9) There is a possibility of occurrence of false judgment due to the biased responses bysome of the executives staff while giving answer facts & figures.

10) Since the report is based on the primary data and personal interview, occurrenceof personal bios cannot be ruled out.


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SECTION: IIResearch Methodology

1.1 Preliminary studies.1.3 Sampling method.

1.4 Source of Data.

1.5 Questionnaires Design.

1.6 Sample area.1.7 Sample Size.

1.8 Contact method.

1.9 Statistical tools used.

1.10 Analysis tool use.


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1.1 Preliminary studies

The project study was undertaken through literature survey, general discussion andinformal interviews with some of the executives and workmen of OIL India Limited,

(Duliajan) to get knowledge about various training and training needs identification

related issue.

1.2 Sampling method:

Random sampling,

1.3 Source of data

The data was collected by means of both the sources i.e

PrimaryThe datas were collected through personal observation and through direct

communication with respondents. Well structure questionnaire were also used for getting

additional information

Secondary- the secondary datas were gathered through companys manual. Magazines, handbooks, journals, annual reports, internets and company home page. Extensive survey of

literature was also done for the purpose of collection of data

1.4 Questionnaire design

The question was framed as per the requirements of the study. The questionnaire contains

mostly close ended, open ended and Dichotomous questionnaires.

1.5 Sample size:67.

1.6 Sample area

The questionnaire was distributed in the various departments of OIL, (Duliajan).


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1.7 Contact method:

All the employees from the various respective departments were approached directly and

personally.

1.8 Statistical tools used

1. Bar diagram2. Percentage

1.9 Analysis tool used

The data collected from the executives were analyzed using standard statisticaltechniques and method. Accordingly recommendation and conclusions were made on

the basis of analysis and observation that are collected from the respondents.

Analysis: each question is analysis separately and observations are written down on theresponse given by the respondent. Diagrams like bar diagram have been included in the

analysis to make the analysis easier and easily understandable.


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SECTION: IIIOrganization Preview

1.1 Introduction.

1.2 History of Oil India.

1.3 Awards & Accolades.1.4 Executive Profile.

1.5 Objectives, Mission,

vision of Oil India.

1.6 Department of Oil India

Limited

1.7 Organization Setup.


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1.1 Introduction

OIL is a premier National oil company, engaged in the business of Exploration, Production,

and Transportation of crude oil and Natural gas. Oil India Limited is a Schedule A Companyunder the ministry of Production and Natural Gas, Government of India.

OIL is having over 1 lakh Sq. km. of PEL/ML areas for its exploration and Production

activities. Majority of OILs activities is being taken up in the north east from where its entirecrude oil production is coming. Rajasthan is the other producing area of oil from where it isproducing10% of its total gas production. The companys exploration activities are spreadover onshore areas of Ganga valley and Mahanadi in addition to its onshore areas in North

east and Rajasthan.In recent years, OIL has stepped up exploration and production activities

significantly including Gas monetization in the North east India. OIL has set up North East

Frontier (NEF) project to intensify its exploration activities in the frontier areas in the North

east, which are logistically very difficult and geologically complex. Presently, seismic

surveys are being carried out in Manbhum, Pasighat and other Trust belt areas. The company

operators a crude oil pipeline in the north east for transportation of crude oil produced by

both OIL and ONGC in the region to feed Numligarh, Guwahati, Bongaigaon and Burauni

refineries and a branch line to feed Digboi refinery. The company is currently in process of

constucting a 600 KM long product pipeline from Numligarh to Siliguri. After restructuring

into Strategic business units, OIL has also ventured into offering rig package , expertise and

services in E & P sector and signed a contract with premier OIL , a ompany registered in

Netherlands for Drilling of well in their Jaipur block in Assam. OIL has also carried out

work over jobs for Great Eastern Energy corporation limiteds Coal Bed Methanee Wells.


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1.2 HISTORY OF OIL INDIA

The story of Oil India Limited (OIL) traces and symbolises the development and growth ofthe Indian petroleum industry. From the discovery of crude oil in the far east of India at

Digboi, Assam in 1889 to its present status as a fully integrated upstream petroleum

company, OIL has come far, crossing many milestones.

On February 18, 1959, Oil India Private Limited was

incorporated to expand and develop the newly

discovered oil fields of Naharkatiya and Moran in the

Indian North East. In 1961, it became a joint venture

company between the Indian Government and Burmah

Oil Company Limited, UK. In 1981, OIL became a

wholly-owned Government of India enterprise. Today, OIL is a premier Indian National Oil

Company engaged in the business of exploration, development, and production of crude oil

and natural gas, transportation of crude oil and production of LPG. OIL also provides various

E&P related services and holds 26% equity in Numaligarh Refinery Limited.

The Authorized share capital of the Company is Rs.

500 Crores. The Issued, Subscribed and Paid share

capital of the company is Rs. 240.45 Crores. At present,

The Government of India, the Promoter of theCompany is holding 78.43% of the total Issued & Paid-

up Capital of the Company. The balance 21.57% of the

Equity capital is held by others. OIL has over 1 lakh sq

km of PEL/ML areas for its exploration and production

activities, most of it in the Indian North East, which accounts for its entire crude oil

production and majority of gas production. Rajasthan is the other producing area of OIL,

contributing 10 per cent of its total gas production.

Additionally, OILs exploration activities are spread over onshore areas of Ganga Valley andMahanadi. OIL also has participating interest in NELP exploration blocks in Mahanadi

Offshore, Mumbai Deepwater, Krishna Godavari Deepwater, etc. as well as various overseas

projects in Libya, Gabon, Iran, Nigeria and Sudan.

In a recent CRISIL-India Today survey, OIL was adjudged as one of the five best major

PSUs and one of three best energy sector PSUs in the country.


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1.3 Awards & Accolades

Rated No. 1 Public Sector Company, 2006 by the Department of Public Enterprises,Government of India based on performance

"Excellent" performance rating by Government of India for past 4 years Performance Excellence Award, 2005-06 by the Indian Institution of Industrial

Engineering (IIIE) Counted among the 5 Best Public Sector Undertakings and the 3 Best in the Energy

Category by the India Today-CRISIL Survey in 2005 Best Project Award for Corporate Social Responsibility, 2005 by TERI, among 130

participating companies Corporate Social Responsibility Award, 2003-04, by TERI for good corporate

citizenship and sustainable initiatives among companies with turnover above Rs 500core

Green Tech Award for Environment Management, 2002 Golden Peacock Award for Corporate Social Responsibility, 2002 Special Commendation Award for Human Resource Management, 2001-2002 by

National Petroleum Management Programme - for OILs continuously evolvingtechnology and business environment and the Companys initiatives to enhance safetyin operations and quality of work life via good practices

Excellent Performing Public Sector Enterprise Award, 1998-99 "Excellent" performance rating by Government of India for 1997-98, 1998-99 and

1999-2000 Longest Accident Free Period - 1997-98, 1998-99 Excellent Performing Public Sector Enterprise Award, 1998-99 Excellence in Riverbed Survey Award, 1998-99 Best Oil & Gas Processing Unit Award, 1997-98 International Green Land Society National Award, 1997-98 for best energy

conservation and implementation Corporate Performance Award 1985 from Harvard Business School Association ofIndia and Economic Times Ranked 1 fir Profitability in terms of paid-up capital, net assets and sales from 1981-82

to 1983-84 by the Indian Institute of Public Opinion, among 100 largest corporateenterprises in India


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Accreditations

ISO-9000:2000 Certification (Quality Management System) : LPG Plant ISO-9001:2000 Certification : Gas Based Power Plant ISO-9000:2000 (Quality Management System) : Trunk Pipeline ISO:9001:2000 : OIL Hospital at Duliajan ISO-14001 (Environment Management) : Trunk Pipeline OHSAS 18001 (Occupational Health and Safety Assessment Series) : Trunk Pipeline ISO/IEC 17025 : 2005 accreditation by NABL, Government of India for OILs R&D

Department, the first among E&P company laboratories to get this accreditation

1.4 PRESENT EXECUTIVE PROFILE

Chairman & Managing Director: Mr.NayanMani Borah

Director(Finance): Mr.T.K Ananth Kumar

Director ( Exploration &Development): Mr. B.N Talukdar

Director ( Human Resources and Business Development): Mr. Nripendra Kumar Bharali

Director(Operations): Mr.Satchidananda Rath

Government Nominee Director: Mr.D.N. Narasimha Raju

Government Nominee Director: Dr.(Smt.)Archana Saharya Mathur

Independent Director: Mr.Ghanshyambhai Hiralal Amin

Independent Director: Mr.Sushil Khanna

Independent Director: Mr.Arun Kumar Gupta

Independent Director: Mr. AlexanderK Luke

Independent Director: Mr.Vinod Kumar Misra

Independent Director: Mr.Pawan Kumar Sharma


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1.5 OBJECTIVES, MISSION, VISION OF OIL INDIA LIMITED

Core Purpose:

The fastest growing energy company with aglobal presence value to the shareholders.

Basic Objectives: To achieve self sufficiency in Hydrocarbon resources. To get adequate return on capital. To promote training and development in Hydrocarbon Exploration. To encourage technological advantage for import use of Non conventional energy

resources.

To built excellent management team. To built and project an efficient corporate image.

Towards employees: To establish personnel policies for the well being of its employees. To induct and develop competent persons at all levels. To provide training and development opportunities to enhance skills for optimum

contribution.

To evolve a system of closer association in involvement of employees to encouragesports, culture and other activities.

Towards people: Social and community development Development of ancillary and small scale industry Promotion of population environment Health interaction with the users and business associates


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OILs Mission: Balance between our investment in the E & P section and other low risk diversification

opportunities with the objective of optimizing our asset portfolios. Continuously upgrade manpower skills, processes and technologies and thereby

consistently improve operational and financial performance which adhering to thehighest standards business conducts.

Grow with unwavering concern for the community and all over stick holders. Have unstinted faith in our employees to enable them to make quick and informed

decision through adequate training and to improve then to do so.

OIL's Vision

Oil India is the fastest growing Energy Company with highest profitability. Oil India delights the customers with quality products and services at competitive

prices. Oil India is a Learning Organization, nurturing initiatives, innovations and aspirations

with best practices. Oil India is a team, committed to honesty, integrity, transparency and mutual trust

creating employee pride. Oil India is fully committed to safety, health and environment. Oil India is a responsible corporate citizen deeply committed to socio-economic

development in its areas of operations.


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Table: 1

DEPARTMENTS OF OIL INDIA LIMITED-The different departments of OIL are-

1 Administrative 16 Material

2 Chemical 17 Engineering

3 Civil 18 Mechanical

4 Contracts 19 Medical

5 Drilling 20 OIL and Gas pipeline

6 Electrical 21 Pipeline

7 Finance and accounts 22 Planning

8 General engineering 23 Production

9 Geology and reservoir 24 Research and development

10 Geophysics 25 Safety and Environment

11 Employee relation 26 Security

12 Information technology 27 Personal

13 Instrumentation and Field

communication

28 Training and Development

14 Land 29 Purchase

15 L.P.G 30 Internal Audit


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Chart: 1.1Organization setup

Director

CMD: Chairman cum managing Director

CVO: Chief Vigilance Officer

Director

Finance

Director

Hr &BD

Director

Operation

Director

Exp &Dev

CMD

Advisor

CMO

GSM (MPA) GGM (SS) GGM (SB)

GM (GR)

GM (P)

GM GS

GM (HRA) GM S

GM F&A

GM SB

GM

GM (OD

GM (BD

&TPOGM (OD

&RS


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Section- IVTraining Effectiveness and Evaluation method(In General)

1.1 Concept of Training,

Development and evaluation.

1.2 Training effectiveness.1.3 Importance of Trainingand Development.1.4 Purpose of Training

Evaluation.1.5 Techniques of Evaluation.1. 6 Role of Trainee.1.7 Role of Trainer


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1.1 CONCEPT OF TRAINING

What is meant by training? Training is the process of teaching the new and/or present

employees the basic skills they need to effectively perform their jobs. Alternatively, speaking

training is the act of increasing the knowledge and skill of an employee for doing his/her job.

Thus, training refers to the teaching and learning activities carried on for the primary

purposes of helping members of an organization to acquire and also to apply the required

knowledge, skill and attitudes to perform their job effectively. According to Edward B.

Flippo, training is the act of increasing the knowledge and skill of an employee for doing aparticular job. Thus, training is a process that tries to improve skill, or add to the existinglevel of knowledge so that the employee is better equipped to do his present job, or to mould

him to be fit for a higher bob involving higher responsibilities. In other words, training is a

learning experience that seeks a relatively permanent change in an individual that will

improve his/her ability to perform his job. Training bridge the gap between what employee

has and what the job demands. Imparting training to employee working in all the organized

sector of human activities is no longer a matter of debate in fact the need for training has been

recognized as essential activities not only in the business organization, but also in academic

institutes, professional bodies and the government departments. Compared to the term

training, the term development has broader scope and aim to develop people in all

respects. Accordingly, development covers not only activities/skills which improvesperformance, but also those activities which bring about growth of the personality, help

individuals progress toward maturity and actualization of their potential. Thus, development

enables individuals to become not only good employees but also better men and women.

Clearly, development is an ongoing continuous process, while training is an one-shot deal. In

ultimate sense, development refer to non-teaching organization function such as problem

solving, decision-making and relating to people. if you wish to plan for a year sow seeds, ifyou wish to plan for ten years plan trees, if you plan for life time develop men. It is a

learning process that involves the acquisition of knowledge, sharpening of skills, concepts,rules, or changing of attitudes and behaviors to enhance the performance of employee.

The training procedure comprises of three phases:Phase 1: Pre-training: - This may also be called as the preparation phase. The process startswith an identification of the circumstances requiring more efficient performance. A firmsconcern prior to training lie primarily in four areas: Clarifying the precise objectives of


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training and what the organization expects to make use of the participants after training;selection of appropriate participants; building favorable expectations and inspiration in theparticipants before training; and planning for any changes that improved task performancerequires in addition to training.

Phase 2: Training: - During the course of the training, participants focus their attention onthe new impressions that seem useful, thought-provoking and engaging. There is noguarantee that the participants will in fact learn what they have chosen. But the main reasonremains; trainees explore in a training situation what interests them, and a traininginstitutions basic task is to offer the required opportunities.Phase 3: Post-Training: -This may be called as the follow up phase. When the trainees goback to job after attending the training, a practice of adapting change begins for each oneparticipated. The newly acquired skills and knowledge undergo modification to fit the workcondition. Participants may find their organizations offering support to use the training andalso the support for continuing contact with the training institution. On the other hand, they

may step into a quagmire of distrust. More effective behavior of people on the job is theprime objective of the training process conducted by an organization as a whole.

1.2 CONCEPT OF DEVELOPMENT

Compared to the term training, the term development has boarder scope and aim todevelopment people in all respects. Accordingly, development covers not only activities/skill

which improve job performance, but also those activities which bring about growth of the

personality, help individuals progress toward maturity and actualization of their potential.Thus, development enables individuals to become not only good employees but also better

man and women. Clearly, development is an ongoing continuous process, while training is a

one-shot deal. In ultimate sense, development refers to non-technical organizational functions

such as problem solving, decision-making and relating to people.

1.3 Concept of evaluation

Evaluation and appraisal of training programme is a necessary practice in any firm as it is an

assessment of the total value of a learning event and not just how far it achieves its learninggoals and objectives. Training assessment is about seeking to evaluate whether or not trainingis, in fact, generating pertinent and appreciated results through proficient and well-managedpractices. It is a process of collecting data with which to make decisions about trainingactivities. It thus places the episode in a broader outlook and offers information, which isvital for future planning and development. The information acquired by the assessment of thetraining programme can be used to find out the lags or shortcomings in the training


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programme and make successive suggestions and advices for making it more effectual.Evaluation of training effectiveness should not be treated only as a corrective measure for theexisting training programmes offered by the organization, but also as a pro-active measure formaking future training programmes effective.

Training is an important factor in all firms business strategy, but firms dont assess theimpact of training programme over the employees all the time. Training is effective only if itproduces desired outcome. When the organization is implementing a training programme,there should be an ideal forum on which the evaluation scheme can be build and assessmentof effectiveness of training and development activities can be done.

In turn to categorize areas of assessment, Donald Kirkpatrick formed what is still one of themost generally used models. The inquiry that has to be raised by the management to evaluatethe effectiveness of training in each level is listed below:

Stage 1: Response- Were the trainees satisfied and what is their idea to perform with theskills acquired?Stage 2: Knowledge- Whether and to what extent the talent, awareness and approach of theworkforce have changed?Stage 3: Performance- Were the conduct of the workforce improved on the basis of whatthey have trained?Stage 4: Outcome-Whether the improvement in the performance has an impact on thedesired output of the firm?

1.5 Training Evaluation- How does it help?

The training evaluation and assessment has three main reasons:Feedback to help trainers understand the extent to which goals are being met and theeffectiveness of particular learning activities- as an aid to continuous improvement.

Control to make sure training policy and practice are allied with managerial objectives andproviding lucrative solutions to managerial concerns.Intervention to raise awareness of key issues such as pre-course and post-course briefing andthe selection of delegates.The following are the clear advantages of training evaluation:Enhanced value of training programmes. Improved skills and capability of the trainers to

associate inputs to output Superior differentiation among training programmes that are worthenough to be retained and those to be dropped. Good incorporation of training provided bythe firm and employee improvement. Healthier collaboration between instructors andexecutives in the growth of workforce. Proof about the contribution that training anddevelopment programmes are providing to the meet the goals of the firm. Faster inclusion oftraining needs and managerial goals.


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Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives andlinking it to learning outcomes.Research: It helps in ascertaining the relationship between acquired knowledge, transfer ofknowledge at the work place, and trainingControl: It helps in controlling the training program because if the training is not effective,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 with theexpected outcomes.

Techniques of Evaluation

the various methods of training evaluation are:

Observation Questionnaire Interview Self diaries Self recording of specific incidents

1.4 Training effectiveness

Measuring the effectiveness of training programs consumes valuable time and resources.Many training programs fail to deliver the expected organizational benefits. Having a well-structured measuring system in place can help you determine where the problem lies. On apositive note, being able to demonstrate a real and significant benefits organization from thetraining provide can helps in gaining more resources from important decision -makers. Ameasurement of learning is not training effectiveness - it's a measure of learning! You can

learn everything required, but fail to put it to require use and the required outcomes are notachieved. Training in organizations is ALMOST ALWAYS about achieving a betterperformance or capability than is currently available - it's about OUTCOMES that favor thecustomer and the shareholder - it's not about learning - that's a bonus (in my humbleopinion!). Generally effectiveness measures are defined in terms of the extent to which a setof objectives are met. It would be quite easy to have a large overlap here with efficiencymeasures. Effectiveness could be measured in terms of getting at least 4 out of 5 in each areabeing rated. If 100% of trainees rate all the aspects at least 4 out of 5, then it is 100%


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effective. Training is an essential for every business, education institute and governmentdepartment. The need for training is no longer a matter of debate. However, the trainingimparted by the organization is not always an effective one. Training is the act of increasingthe knowledge and skill and of an employee for doing a particular job. It is the process of

teaching new/present employees the basic skill they need to effectively perform the job.Training is said to be effective when the organization achieved the target. Whether thetraining is effective or not can determine only after proper evaluation. Evaluation andappraisal of training programme is a necessary practice in any firm as it is an assessment ofthe total value of a learning event and not just how far it achieves its learning goals andobjectives. Training assessment is about seeking to evaluate whether or not training is, infact, generating pertinent and appreciated results through proficient and well-managedpractices. It is a process of collecting data with which to make decisions about trainingactivities. The information acquired by the assessment of the training programme can be usedto find out the lags or shortcomings in the training programme and make successive

suggestions and advices for making it more effectual. The inquiry that has to be raised by themanagement to evaluate the effectiveness of training in each level is listed below:

1.8 Importance of Training and Development

Optimum Utilization of Human ResourcesTraining 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 of Human ResourcesTraining and Development helps to provide anopportunity and broad structure for the development of human resources technical and Behavioral skills in an organization. It also helps the employees in attaining personalgrowth.

Development of skills of employeesTraining and Development helps in increasingthe job knowledge and skills of employees at each level. It helps to expand thehorizons of human intellect and an overall personality of the employees.

ProductivityTraining and Development helps in increasing the productivity of theemployees that helps the organization further to achieve its long-term goal.

Team spiritTraining and Development helps in inculcating the sense of team work,team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn

within the employees. Organization CultureTraining and Development helps to develop and improve the

organizational health culture and effectiveness. It helps in creating the learning culturewithin the organization.

Organization ClimateTraining and Development helps building the positiveperception and feeling about the organization. The employees get these feelings fromleaders, subordinates, and peers.


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QualityTraining and Development helps in improving upon the quality of work andwork-life.

Healthy work environmentTraining and Development helps in creating the healthyworking environment. It helps to build good employee, relationship so that individual

goals aligns with organizational goal. Health and SafetyTraining and Development helps in improving the health and

safety of the organization thus preventing obsolescence.

MoraleTraining and Development helps in improving the morale of the work force. ImageTraining and Development helps in creating a better corporate image. ProfitabilityTraining and Development leads to improved profitability and more

positive attitudes towards profit orientation.Training and Development helps in developing leadership skills, motivation, loyalty, better

attitudes, and other aspects that successful workers and managers usually display.

The main advantages and disadvantages of this form of training can be summarised asfollows:

Advantages Disadvantages

A wider range of skills orqualifications can be obtained

Can learn from outside specialists or

expertsEmployees can be more confident

when starting job

More expensivee.g. transport andaccommodation

Lost working time and potential

output from employeeNew employees may still need some

induction trainingEmployees now have new

skills/qualifications and may leave forbetter jobs

1.9 Importance of Trainer/ Role of Trainer

The effective transfer of training depends a lot on the trainer because it is the trainer onlywho can remove the mental block oftrainee, motivate the trainee to learn, delete the negativeperception of the trainee regarding the training. Besides all that, a lot depends on personalityof trainer also.

The major competencies that are required to be present in a trainer are:

Presentation Skills Business Skills i.e. budgeting, time management, negotiation, etc.
http://traininganddevelopment.naukrihub.com/trainee.htmlhttp://traininganddevelopment.naukrihub.com/training.htmlhttp://traininganddevelopment.naukrihub.com/training.htmlhttp://traininganddevelopment.naukrihub.com/trainee.html


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Self development i.e. interpersonal skills, good listening skills, flexible, accepting theshare of accountability, etcSome personal factors that affect the trainee's learning are:

Family Situation Personal Problems Relation between the training program and personal objective Level of self esteem Benefits expected from training Comfort level with the trainer Learning style of trainee Previous training experiences

Some environmental factors that affect the trainee's learning are:

Relationship with colleagues and subordinates Training team Trainer team Training objective Content of training Training design i.e. methods, techniques, and strategies Environment in the program Composition of training group Infrastructure i.e. eating facilities, tea/coffee breaks

No matter how good the training program is, in the end it is the participant only who decides

whether to change his behavior or not. Trainees do not change their behavior merely becausesomeone tells them to do. They change when they feel there is a need of it. They do it withtheir own learning style. The trainer and the organization can only try to remove the mentalblocks of the trainee, rest depends on trainee itself.


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Section V:Training effectiveness and evaluation

method in the context of Oil India

1.1Training and Development

Department1.2 Infrastructure:-1.3 Structures of T&DDepartment:-1.4 Training and Development

Policy 2007:-1.5 T&D Process

1.6 Types of Training

Programs:-

1.7 Objectives, Scope andLimitation


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Training and Development Department

Management Training & Development Centre (MTDC), Duliajan.

The Department is responsible for development of HR as well as training of fresh young

professional to meet the companys need for adequately trained man power. It is responsiblefor the systematic training of executive and work person in order to harness the full potential

of HR to contribute towards achieving goals and to compete even advancing and technology.

Constant training is an essential process which is accomplished through in-house, in-country

and overseas training in the field of higher specialization. The Department has two training

house at present, The Management training and Development Centre (MTDC) and Employee

Training and Development centre (ETDC). The Training for Executive is conducted in the

MTDC whereas the workmen training are conducted in the ETDC.

INFRASTRUCTURE AND FACILITIES OF THE TWO HOUSE:

The Company has two Training Centers Management Training & Development Center (MTDC) for executives.

MTDC has 3 Classrooms & 1 Auditorium and 1 Library

MTDC Complex also has Guest House Facility for Faculty and Participants Executive Trainees Hostel Dining Hall with Canteen Service

Employees Training & Development Center (ETDC)) for the work persons.ETDC has 4 classrooms & 1 workshop facility


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SCOPE:-

The Training policy will cover the training and development requirement of the totalworkforce and the various programs to be developed and administered will be classified intothe following categories for formulating strategies, objectives, goal, and thrust areas-

STRUCTURES OF T&D DEPARTMENT:-

In training and development department there are 16 no. of employees working for theorganization including 7 executives, 7 work persons and 2 SRS.The structural of the Training and Development of Oil India Duliajan is shown below in thechat 1.2

HEAD

CHIEF MANAGER CHIEF MANAGER

SENIOR MANAGER SENIOR MANAGER

T&D OFFICER

ASST.T&D OFFICERS

GENERAL MANAGER (T&D)


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TRAINING AND DEVELOPMENT POLICY 2007:-

SALIENT FEATURES AND OBJECTIVES:-

Develop employee skills and competencies towards better performance. Develop people to take higher responsibilities and new challenges. Reduce the learning time for taking up new assignments To impact need based training to cover minimum 20% of the total human resource

strength during each year for enhancing capital. To increase the overall total training efforts for work persons every year. To train the work persons to acquire newer skills, potentials development, attitudinal

changes and exposing them to the latest work system and technologies. To depute senior work persons for skill up-gradation and developing competencies

preferably minimum once in every five year through supervisory developmentprograms (SDP).

To effectively manage the executive trainees scheme and with a view to familiarizenew entrants to the organizations culture.

To develop case studies through utilizing internal/external expertise training tools. To help the line departments for successfully implementing a multi-skills training

system for the effective human resource utilization and development.

MISSION:-

To align Training and Development process with the corporate strategy & plan of thecompany in the changing business scenario.

OBJECTIVES:-

The main objectives of the development are as follows:-1. To develop employee skills and competencies improve performance.

2. To allow people to take in higher responsibility.3. Reduce the learning time of employee on an appointment, transfer or promotion so thatthey can start being effective in an optimal time as possible.


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BENEFITS:-

1. The training and development function will play a catalytic role to make oil India limited atruly knowledge driven organization.2. Line managers and business heads will be drawn into close partnership with training anddevelopment.3. The planning and implement aspects of the training and development policy will bestrengthened.4. Training effectiveness will be priority with periodic reviews.5. The training and development function will work very closely with the other HR system inthe company such as job rotation and succession planning to ensure that the necessary HRDactivities take place at the point when it is required.

6. The training and development department is also doing the local training programs Icountry and overseas training programs.

ACTIVITIES:-

1. Assessment of training needs of individual by department.2. Prepare annual training plan, budget and calendar and obtain approval.3. Organize in-house training programs for executives and works persons including statutorytraining program for work persons

4. In-country training.5. Overseas training.6. Training by internal trainers.7. Onsite safety training.8. Safety training for contractors workers.9. Statutory safety programs for services providers10. Literature Procurement: -All books, journals, manuals etc are procured by T&Ddepartment.11. Curriculum based trainings: summer and winter trainings were provided.12. Company sponsor membership scheme (CSM): facilitates membership fees

reimbursement to a certain limit for up-gradation of specific knowledge.13. Suggestion scheme, 2008. .14. TNI process.


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The training and development process of OIL is described below:

1.

Training Need Identification (TNI):Training need identification is a tool utilized to identify what educational courses or activities

should be provided to employees to improve their work productivity. Here the focus is placed

on needs as opposed to desires of the employees for a constructive outcome.

The identification of training needs is a critical requirement and pre-requisite of training

action. The whole success or failure of training function hinges on the precise identification

of training needs.

The process starts with the identification of training needs of executive of different

department/ functional groups. The main source of determining the training needs are as

follows:

Top management perception: Top management of the company identifies certain key areaswhere greater Training and Development efforts are to be put in.

Annual performance report: Training needs of executive are identified by their superiors/HODs/ GMs in the annual performance report. Individual training needs are also projected byexecutive in their self-appraisal.

HODs: Training and Development interact with the HODs who identify the technical andmanagerial areas where training inputs are required for their departmental executive and work

person respectively.

An assessment of the training needs of the department based a macro-view of the operational

and other challenges in the next 1-3 years of time. The output would be a list of training

programmes required, the areas of training, types and duration of training and the number of

executives to be nominated from the departments.

This TNI is properly done with the help of a training need assessment skill matrix.

Training Need Assessment Skill Matrix

The TNA skill matrix shall have the following format:

X Axis- Skills

Skills shall be in two categories- Technical skills and Managerial and Behavioral skills.


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Y Axis- Position and Incumbent

First position shall be shown and below it the incumbents of the post shall be shown.

The skills required for a particular position will be marked and the skills that are notrequired will be marked X.

Under each mark the priority of training requirement shall be shown in a scale of 1 to5 with 1 being highest priority.

Training Need Assessment Skill Matrix- Sample

The training need of each department is to be assessed through discussion between the

concerned executive and Supervising Officer. The needs thus assessed shall be validated by

HOD/SBU Head matching with departmental needs.The identification of individual training

Technical Skills Managerial & Behavioural Skills

Maintenanceofrotatingmachine

VariableACDrives &Controls

O & MofECBrake

PresentationSkills

CommunicationSkills

NegotiationSkills

SE X

Mr. A 2 1 - 3 2 1

Mr. B 1 2 - 1 3 2

Sr.Engineer

X

Mr. C 2 3 1 1 2 X

Mr. D 3 2 1 2 1 -

Mr. E 1 2 3 1 2 -

Engineer X

Mr. G - 1 2 3 1 2

Mr. H - 2 1 1 2 3

Mr. I - 2 2 2 3 1

Mr. J - 2 2 1 2 3


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needs shall be done according to the TNA Skill Matrix developed by T&D Department as

shown in above. Departments shall have to submit their Annual Training Plan to T&D

Department by December every year. The same procedure shall be followed by all projects

and Corporate Office.

Identification of training needs (ITN), if done properly, provides the basis on which all

other training activities can be considered. Also requiring careful thought and analysis, it is a

process that needs to be carried out with sensitivity as people's learning is important to them,

and the reputation of the organization is also at stake.

2. Preparation of the training calendar on the basis of Annual Training Plans,

submitted by departments and obtain approval from competent authority:

T&D shall prepare Annual Training calendar on the basis of annual training plans submitted

by the departments and approval for Annual Training Plan and calendar by T&D departmentis receipt of Annual Training Plan of the departments latest by the month of December. Itincludes a training budget with details of expenses as well as a list of training programs

planned and details thereof. The training plans prepared by the T&D department with the

inputs of training plans prepared by the departments on the basis of the training needs

assessed for their personnel.

3. Execution of training plan:

T&D department shall inform the respective departments about the approvedtraining plan. T&D department shall also send approved copies of the Annual Training Plan

to functional directors.

The lead time for processing individuals nominations put up by the respectivedepartment shall be as under:

In-house 10days

In-country -60days

Overseas -75 days.

4. Nominations:

T&D department shall process all nominations received from departments within norms of

DOP.

The objective of this stage is to:-


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(i) Nominate the right person for the right program by departments asdetermined by TNA and eligibility in terms ofNot attended- LatestAttended list.

(ii) Maintain corporate priorities for the above.The department training in charge shall monitor implementation of training

plan of his department as suitable intervals and liaise with T&D department

for service/ helps required.

In case a nomination is received with lead it shall be possessed only in case

of special recommendations by directors head- fields, SBU heads and workagencies justified by concerned GMs.

5. Evaluation Methods used in Oil India limited:Training evaluation shall be done in four levels

Feedback Output Time and responsibility

Level 1:Immediate feedback

Participants to fill in afeedback form assessingthe training course andfaculty.T&D department shall

also assess the courseand facultyindependently.

Done immediately atthe conclusion of thetraining conclusion ofthe training by thecourse director and

concerned person fromT&D department.

Level 2:Evaluating learning

Test scores before andafter training showingthe change inknowledge skill-attitudes of theparticipants of a

program.

Done prior to thetraining, and just afterthe training by thecourse director andconcerned person fromT&D department.

Level 3:Evaluating changes inbehavior

Post training feedbackon changes observed inon-the job behavior.

Three months after theto be assessed bysupervising officer ofthe concerned personunderwent training.Report to be sent to


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T&D department.

Level 4:Evaluating results

A comparison ofprocess and businessresults (e.g. machinedown time) before andafter training, assesslikely impact of thetraining.

Depending on thesubject, the assessmentshall be undertaken andreported 3-6 monthsafter the training, by thesupervising officer,DTC and HOD. Reportto be sent to T&Ddepartment.

The objective of these stages is to:

(i) Multiple feedbacks on training is received by the T&D.(ii) Feedback received is analyzed, remedial actions determined and the progress

shared with unit training cell (UTC)

(iii) In the addition, T&D department shall also prepare a quarterly summary oftraining imparted, number & category of persons covered, coverage of trainingimparted, number & category of persons covered, coverage of training vis-a vis

training plan, meeting priority of not attended- latest

Attended test to be maintained by each department and average man days of training

programs.

TYPES OF TRAINING PROGRAMS:-

1. In- House trainingTraining organized in house with reputed external faculties and internal faculties. In

house training may be technical, behavioral, managerial, safety related and it includes

statutory and non- statutory trainings.

Two In-House institutes MTDC and ETDC have been set up to cater to companysoperational requirements. The institutions not only offer services to the company but

also to other industries in North East India for development of contemporary


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management practices and applications, workmen training and skill up gradation. In

house training programs are for both executives and work persons.

In-House trainings are organized through any one or more of the followings:- By In-House faculties from different departments.

In-House programs by internal faculties is the best way for building a learning

organization and to ensure that transfer of knowledge takes place within the

organization.

To make such programs more and more effective, following guidelines will be

adhered to the extent possible.

i) Individual sessions for In-House courses and the programs of statutory naturewill be organized by getting speakers nominated by HODs.

ii) While organizing structured In-House courses on specific areas ofspecialization, management approval will be necessary high lighting amongstothers (a) program objective (b) course content (c) methodology (d) target

iii) group (e) participant profile & expected no. of participants (f) proposedduration.

iv) A panel of names from different departments would be prepared fromamongst the willing executives having good presentation skill to work as

internal faculty as and when required. Such lists would be reviewed once in

two years unless otherwise required. RCE will be final authority to approve

list of trainer.v) To attract more and more executives will requisite expertise/ skill to work as

trainers, successful trainers from different disciplines will:

(a)Be deputed at frequent intervals to centre of excellence,(b)Be given preference for training abroad to enhance their professional/

training skills,

(c)Given monetary incentives as honorarium as decided from time to time.vi) Feedbacks from participants will be one of the key criteria in assessing

quality of training by trainer and amending necessary improvements. Faculties from other petroleum and related organizations in the vicinity may be

invited from time to time, for better interaction and transfer/ exchange of

professional knowledge.

External faculties of reputed from within and outside the country will be engagedfrom imparting training.


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3. Overseas trainings: For specialized technical managerial courses employees are sendto overseas for training. Petroleum industry is the high-tech, high-risk and highly

competitive business especially in the global scenario. To keep abreast of the fast

changing technologies being deployed worldwide and to keep abreast with the latestmethods and systems, it is imperative that HR have to be exposed through overseas

conferences, seminars, workshops or training programs both in their technical areas of

specialization and in managerial aspects. In the todays business environment,knowledge capital along with IT based solutions will be determining factor in

petroleum business. To make overseas training cost effective and beneficial in terms of

knowledge and competencies acquired. Overseas programs are only for executives.

Medical test is done for overseas trainees. Since the training program is cost intensive

additional justification is made through every GM/HOD.

Overseas training process

Nominations from department through HOD/ GM

Training and development (scrutiny)

GGM/GM (F&A) for approval approved

Approval of competent authority (functional

director/

Not

a rove

Not

approve

Not OK

Intimation to

nominating

department

Administration

for passage

booking

Advice for DA

& course fees

Information to

agencies/

institutes

Approved


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Evaluation:Participants to fill in a feedback form assessing the training course and faculty. Theparticipants shall also give presentation on their topic of training. HOD also submits a

feedback form after evaluating the learning. Test scores before and after training showingthe change in knowledge skill- attitudes of the participants of a program


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Section: VISOWT Analysis

1.1Strengths

1.2 Weakness

1.3 Opportunities1.4 Threat s


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Strengths

Developing economy: Historically, demand for petroleum products has traced the economy

growth of the country. With GDP expected to grow at near 7% in the long term, the energy

sector would benefit from the same, going forward.

To put thing in perspective, diesel sales grew by nearly 12% (which contributes 40 % of the

entire petro-products), petrol sales 9% and a double- digit growth in LPG in 1QFY05. While

this rate is not likely to sustain, we expect the industry to witness 4% in the entire products

basket in FY05 and beyond.

Government decision: The resents price increase and also the decision to allowed oil

companies to increase price within a brand of 10% arguer well for the industry.

The steps are likely to reduce government interference and provide some autonomy to oil

company when it come to increasing petrol and diesel price in order to protect margins.

Further, the duty cuts are also likely to result o reducing under-recoveries by way of subsidies

on LPG and kerosene.

Weakness:

Crude Price: nearly 70% of Indias crude requirements are fulfilled by imports and this figure

is likely to increase going forward. Crude prices have beached the $45 barrier again andlikely to remain at around $40 per barrier range.

As per IEA, India is one of the most inefficient countries among developing nations as far as

energy usages is concerned. Such high crude prices are likely to import margins of oil

marketing companies. Given the political implications, retail prices may continue to lag the

raise input cost.

Lack of freedom: Although the government has decided to provide autonomy to oil

companies to increase petrol and diesel price within a 10% band, other products such as LPG

and kerosene continue to remain under the government controlled price mechanism.

As per the current estimates, the subsidies on LPG amount to Rs. 90 per cylinder after

factoring I duty cuts and that on kerosene is over Rs. 6 per litre.

While the government has managed to reduce its share in subsidies, selects oil companies are

being forced to absorb the losses.


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Opportunities

Equity Oil: Major oil marketing companies are now venturing into upstream exploration andproduction activities so as to secure crude supply.

To put thing is perspective, IOC and oil India are likely to jointly bid for oil fields abroad. At

the same time, ONGCs wholly owned subsidiary, ONGC videsh(OVL) has acquired stakesin over 9 countries in its quest to attain the 20 MMT ( million metric tons) by 2020. This

backward integration is an opportunity for IOC to secure at least 25% of its Crude oil

requirement for the refineries.

Natural gas: Natural Gas has the potential to be the fuel of the future with demand outpacing

supply by more than two times. Such high scarcity of natural gas provides a big opportunity

for oil companies.

Although Petro net LPG has now started importing natural gas, the future holds promise as

reliance Industries Godavari Basin goes into commercial production and shell commences

Its terminal at Nazira. More exploration activities are in the pipeline and this could reduce the

countrys dependence on crude in the long term.

THREATS;

Competition: Until FU04, oil-marketing had complete control over the downstream

marketing business while private sector players were restricted to only refining.

However, with the entry of private players such Reliance, Essar oil and shell (in the waiting),

the sector is likely to witness increased competition going forward. The oil PSUs had hitherto

developed a fortnight pricing mechanism, which is likely to discontinue.

The price of petrol and diesel is artificially kept high so as to cross subsidize LPG andkerosene. Since private players will not be bound to provide for these subsidies. PSU

marketing players are likely to suffer from lower throughput per outlet.

Continuing Government Interference: During the first six months of the current fiscal year,

the oil marketing companies were refrained from increasing products price due to political

reason. This affected margins o downstream players. Going forward, if the government

interference continues, oil-marketing companies will be at a disadvantage.


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Although we believe the industry is likely to witness increased competition, the initial retail

rush by private sector players has slowed down. PSU marketing has created significant entry

barriers for private players.

Although throughput per outlet (sales per outlet) is likely to decline in the future, we believethat any substantial entry of the private players would indirectly benefit the PSUs, as the

government pricing policy will not hold much and the market forces would determine

pricing.


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Section: VII

1.1 Analysis & finding.

1.2 Suggestion

1.3 conclusions1.4 Annexure

1.5 Bibliography


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ANALYSIS OF THE QUESTIONNAIRES

Q.1. Are you Aware of the term Training Effectiveness and Evaluation method?

Table: 1.2

Options No of respondents Percentage of

respondents

Yes 59 88.05No 8 11.94

Total 67 100%

Chat: 1.2

INTERPRETATION-

The above question was asked in an attempt to know whether the executives and workers

were aware of the training effectiveness and evaluation method in Oil, and it was found that

88.50 of them were well aware of training effectiveness and evaluation method whereas

11.45% respondents were not aware of it.

88.50%

11.45%

i. yes ii. No

Awareness of Training Effectiveness and

Evaluation

i. yes ii. No


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Q.2. Training and Development programs are very essential for overall development of

individuals and organization as a whole.

This question was asked to know about the essentiality of training and development

program for overall development.

Table: 1.3


respondents

i. Strongly agree 45 67.16%ii. Agree 19 28.35%iii. Somewhat agree 2 2.98%iv. Disagree 1 1.49%v. strongly disagree 0 -

Total 67 100%

Chat: 1.3

INFERENCE

From the above diagrams we come to know that the highest number of respondents i.e.

67.16% of the respondents strongly agree that Training and Development programs are very

essential for overall development of individuals and organization as a whole, and no one is

strongly disagree with it.

67.16%

28.35%

2.98% 1.49% 0

strongly

agree

agree somewhat

agree

disagree strongly

disagree

Essentiality of Training and Development Program for Overall

Dvelopment.

strongly agree agree somewhat agree

disagree strongly disagree


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Q.3. To whom the training is given more in your organization?

Table: 1.4


respondents

i. senior staffs 13 19.40%ii. junior staffs 15 22.38%

iii. New staffs 22 32.83%iv. Base on requirement 17 25.37%

Total 67 100%

Chat: 1.4

INFERENCE

On the basis of the above data and chat the respondents fell that training are given more to the

new staffs with 32.83% followed by the base on requirements with 25.37%. Senior staffs are

given less training with the percentage of 19.40.

19.40% 22.38%

32.83%

25.37%

Important of training

Senior staffs Junior staffs New staffs Base on requirement


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Q.4. what arethepurposes of training evaluation method.

Table: 1.5


respondents

i. Feedback 8 11.94ii. Research 10 14.92%iii. Control 6 8.95%iv. Improvements 43 64.17%

Total 67 100%

Chat:1.5

INFERENCE

This question is asked to know the purpose of training evaluation method in OIL. From the

above analysis we find that majority i.e 64.17% of the respondents feel that the purpose of

training evaluation methods is for improvements.

11.94% 14.92% 8.95%

64.17%

feedback research control improvements

Purposes of training evaluation process

percentage of respondents


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Q.5. Benefits from effective training and development programs-

Table: 1.6


respondents

i. Enhanced job performance 25 37.31%ii. Job knowledge 12 17.91%iii. Career development 9 13.43%iv. Personality & Skill

development21 31.34%

Total 67 100%

Chart: 1.6

INFERENCE

According to analysis of respondents it is found that majority of them i.e 37.31% feel that job

performance is the benefit from training. 17.91% feel that it is job knowledge whereas

13.43% feel that it is career development, and 31.34% of respondents feel that is personality

& skill development.

37.31%

17.91%13.43%

31.34%

enhanced job

performance

job knowledge career

development

personality & skill

development

Benefits from effective training and development programs-



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Q.6. how do you judge Oil India limiteds present Training and Development activities

towards improving the performance of the organization?

Table: 1.7


respondents

Excellent 10 14.92%

Good 39 58.20%

Average 13 19.40%Poor 5 7.46%

Total 67 100%

Chart: 1.7

INFERENCE

From the above diagram and chat we find that 58.20% rated good which is also majority

respondents, on the other hand 7.46% respondents rated as poor.

14.92%

58.20%

19.40%

7.46%

excellent good average Poor


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PERSONAL INTERACTION/ VERBAL FEEDBACK

Table:1.9


respondents

i. Most 34 51%ii. Moderate 29 42.50%iii. Least 4 6%

Total 67 100%

Chart:1.9

INFERENCE

The outcome shows that 51.0% respondents rated personal and verbal feedback as most,

whereas 42.50% rated it is moderate only 6% rated that it is least.

51%

42.50%

6%

Most Moderate least

Personal Interaction/ verbal feedback

Most Moderate least


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PRE/ POST TEST

Table: 2.1


respondents

i. Most 18 26.86%ii. Moderate 33 49.25%iii. Least 16 23.88%

Total 67 100%

Chart: 2:1

INFERENCE

From the above diagram we come to know that 49.25% majority of the respondents think that

Pre/post is moderate followed by the most with 26.86% and 23.88% think that it is least.

26.86%

49.25%

23.88%

Most Moderate least

Pre/post test

Most Moderate least


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ON THE JOB

Table: 2.2


respondents


Total 67 100%

Chart: 2.2

INFERENCE

From the above diagram we come to know that majority of the respondents i.e 58.20% rated

that on the job evaluation method is most, 26,86% rated moderate only 14.92% rated least.

58.20%

26.86%

14.92%

Most Moderate Least

On the Job

Most Moderate Least


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OBSERVATION

Table: 2.3


respondents


Total 67 100%

Chart: 2.3

INFERENCE

In response to the above question, 31.34% believe that observation method is most essential,

49.25% of the respondents believed that it is moderate and 19.40% of respondents believed

that observation method of evaluation is least important.

31.34%

49.25%

19.40%

most moderate least

Observation

most moderate least


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Q.8. the time duration given for the training period is sufficient?

Table: 2.4


respondents

i. Sufficient 6 8.95%ii. To be extended 20 29.85%iii. To be shortened 15 22.38%iv. Manageable 26 38.30%

Total 67 100%

Chart: 2.4

INFERENCE

From the above analysis, it is found that 8.95% of the respondents feel that it is sufficient.

29.85% of the respondents feel that it is to be extended whereas 22.38% of the respondents

feel that it should be shorten, however majority of the respondents i.e. 38.30% feel that it is

manageable.

Percentage of respondents

Sufficient

To be extended

To be shortended

Manageable


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Q.9. Do you think Training Evaluation method is an important step in the overall

Training Development of the company-

Table: 2.5


respondents

i. Strongly agree 28 41.79%ii. Agree 37 55.22%iii. Somewhat agree 1 1.49%iv. Disagree 1 1.49%v. Strongly disagree 0 -

Total 67 100%

Chart: 2.5

INFERENCE

From the above diagram we come to know that 55.22% agrees that training evaluation

process is an important step in the overall training process and no one is strongly disagree

with it.

41.79%

55.22%

1.49% 1.49% 0

strongly agree agree somewhat

agree

disagree strongly

disagree

Percentage of Respondents

strongly agree agree somewhat agree

disagree strongly disagree


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Q.9. Evaluation of training programme enable to analysis

Table: 2.6

Options No of

respondents

Percentage of

respondents

i. Quality of faculty 9 13.43%ii. Effectiveness of study materials/

faculty knowledge.15 22.38%

iii. Presentation skills of faculty 9 13.43%iv. Program benefit to the present job. 34 50.74%

Total 67 100%

Chart: 2.6

INFERENCE

This was an attempt to know the feedback of training evaluation. As per respondents 50.74%

feel that it is for programme benefit to the present job, 13.42% believes that it is for

presentation skill of faculty, whereas 22.38% and 13.43% feel effectiveness of study

materials and quality of faculty.

13.43%22.38%

13.43%

50.74%

quality of faculty effectiveness of

study material/

faculty knowledge

presentage skill of

faculty

program benefit to

the present job

Analysis of Training Evaluation Program



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Q.11. In your general view what type of training is more essential for over all

development of oil?

TECHNICAL

Table: 2.7


respondents

Most essential 31 46.26%Moderate 21 31.34%

Least essential 15 22.38%Total 67 100%

Chart: 2.7

INFERENCE

This question was an attempt to bring out the type of training which is more essential for

overall development of oil. As per the respondents view, 46.26% think technical is most

essential, 31.34% feel it is moderate and 22.38% feel it is least essential.

46.26%

31.34%

22.38%

TECHNICAL

Most Essential Moderate Least Essential


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BEHAVIORAL

Table: 2.8


respondents

Most essential 21 31.34%Moderate 20 29.85%

Least essential 26 38.80%

Total 67 100%

Chart: 2.8

INFERENCE

This question was an attempt to bring out the type of training which is more essential for

overall development of oil. As per the respondents view, 31.34% think technical is most

essential, 29.85% feel it is moderate and 38.80% feel it is least essential.

31.34%

29.85%

38.80%

BEHAVIORAL

Most Essentia

Training Effectiveness and Evaluation Method

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