EVALUATION OF EFFECTIVENESS OF TRAINING

HUMAN RESOURCE MANAGEMENT

Evaluation of effectiveness of training

a continuous cycle consisting of defining training objectives, carrying out training needs analysis, delivering training, assessing reactions to training, and measuring the bottom-line effects of training

Why evaluation?

To measure training is one of the key components on how a business will succeed If a training program is proven to be effective, it will definitely yield to positive results Training in itself is expensive and adding more components to it may not be a good idea in terms of financial capacity to reduces cost and to improve the methodologies of the company or organization

How to measure?

Metrics should be used to see how effective the training was. Moreover, metrics should be checked regularly to see if see if they are at par with the expectations of the company an in-depth analysis should be done performance alignment program have a weekly or monthly product knowledge check balance Using Kirkpatrick model

The Kirkpatrick Model

Developed by Donald Kirkpatrick in the late 1950s The basic structure of Kirkpatricks four-level model is:

An evaluation at each level answers whether a fundamental requirement of the training program was met Each level provides a diagnostic checkpoint for problems at the succeeding level. The difficulty and cost of conducting an evaluation increases as you move up the levels. So, you will need to consider carefully what levels of evaluation you will conduct for which programs

Using Kirkpatrick model

Level 1 (Reaction) completed participant feedback questionnaire informal comments from participants focus group sessions with participants Level 2 (Learning) pre- and post-test scores on-the-job assessments supervisor reports

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

TATA Power Company

Recognized as Indias largest private sector power utility the founder of the house, Jamshedji Nusserwanji Tata started this venture with the establishment of a textile mill in Central India over a century ago and then consolidated by J.R.D. Tata The core company is to generate, transmit and distribute electricity. The company operates in two business segments: power and other. Tata Power has a first of its kind joint venture with Power Grid Corporation of India for the 1200 km

The Strategic Electronics Division of Tata Power has been in operation for over 30 years Leveraging upon its engineering skills and understanding of the power business, Tata Power has carried out several overseas projects Tata Power is committed to setting high standards in its pursuit of social responsibility and remaining sensitive to the issues of resource conservation, environment protection and enrichment and development of local

Company Profile
Chairman R.N.Tata Managing Director F.A.Vandervala Executive Director Finance S.R.Ramakrishnan Secretary B.J.Shroff Broad industry Public industry Sub Industry Integrated Electric Utility Previous Name Tata Electreic Companies Installed Capacity 2300MW Employees 3.400

SWOT analysis of the Company

Strengths : Harmonious management employee relationships Low employee turnover Strong sense of TATA values at all levels Internal trade union for decades Competence in hydro/thermal/CC generation and HT transmission and Distribution

Weaknesses: Lack of performance based culture Higher age of employees Gaps in succession planning Accountability: Need to build leadership, customer orientation, commercial and marketing competencies. Surplus manpower Resistance to change

Opportunity: Can expand in power fields with relative ease due to availability of skilled technical manpower Opportunity for top performers to move across group companies Can adopt to change in competitive environment when the going is good

Threats: Retention of young talent when competition picks up Competitor has an edge in retail business talent Low cost power generators

1.
2. 3. 4. 5. 6. 7.

Work system at TATA Power: Recruitment and selection Performance management system Succession planning Leadership development plan Career progression path Employee training and development process Star process

Employee retention practices 10. Rewards and recognition 11. Employee engagement process 12. Organizational transformation 13. Welfare programmes
9.

Training @ TATA Power

Employee Education, Training and Development: Conducts training workshops to help its employees achieve still higher levels of competence and come out with the best in them Conducts programmes on safety, health and environment Training needs are revisited during quarterly/half yearly reviews to keep current with changing business requirements e.g.

TATA management Training Centre: TMTC has been positioned primarily as inhouse training centre for TATA group. Its training programmes are designed to develop leadership traits It conducts programmes not only during their induction and at the end of their probation period, but also during their early years with the service.

Training Process
TPC lays stress on building competencies. Learning initiatives are designed to improve technical competence, build new skills for growth areas and inculcate behavioral pattern that are required for business expansion. Process: 1. Need identification 2. Development of the training program 3. Deliver them program 4. Measuring effectiveness of the program

ETD Process
Survey Feedback Strategic Needs TNI Individual Needs Base Level Needs Division needs Long Term ETD Design Short Term ETD Process Review Employee feedback/surve y Quarterly Plan

Annual Plan

Half Yearly Review

Training Delivery Quarterly Review

New requirements(or g)

Monitoring Training Effectiveness

Employee Skill Record

Training process
Individual Training needs identification Analysis and compilation of individual needs and prepare group training need form

Select alternatives Initial suitable action Is training Effective? end

Compile training needs from all the departments and Prepare training plan
Deliver / conduct the training as per the plan

Evaluate and record training effectiveness

Procedure
Sr 1. focus

40% focus on strategic objectives, low power cost, cost reduction, long term distribution 40% focus on divisional/individual performance 10% on base level requirements 5% on consistent high performers 5% on Sr. Management

2.

3. 4.

5.

Evaluation of Training Effectiveness

The Kirkpatrick Model of Training Evaluation: Level 1(Reaction): Level 1 evaluation should not just include reaction towards the overall programme, it should also include measurement of participants reaction towards the specific component of the program Evaluation relies on the measurement of the attitudes, usually through the set of questionnaires. as in: 1. In your view, what were the 3 most important

2.

In your view, what are the 3 most important strengths of the program? Advantages: It will help us to know the participants feel about the training event. It may point out content areas that trainees felt were missing from the training event. It can provide information about the overall participants reaction as well as participants feedback and evaluation of specific aspects of training event Detailed level 1 can provide information that can

1.

2.

Level 2(Learning): The goal is to determine what the training program participants learned during the training event This should be done immediately after the training event to determine if participants gained knowledge, skills, or attitude. A couple of issues are here: How shall one measure knowledge, skills and attitude? What research design should be used to

Level 2 evaluation is done by conducting test and questionnaires. Advantages: Demonstrating participants learning helps trainers in promoting their training program It helps in interpreting the result of level 3 evaluation Detailed level 1 can provide information that can be used to improve future versions of the training program

Level 3(Behaviour): The goal is to find out if training participants change their on-the-job-behaviour (OBJ) as a result of their having attended and participated in the training program. It specifically involves measuring the transfer of knowledge, skills, and attitudes from the training context to the workplace This level is often harder to evaluate because behavioral changes at workplace are often harder to measure than reaction and learning

1.

2.

3.

4.

Process adopted for level 3 at TATA is: Level 3 evaluation is done 3 months after the training is imparted The program are short listed based on the criteria Program specific questionnaires are then prepared for short listed (keeping in mind the objectives and course content) The questionnaires consists of 10 questions based on the initiatives taken by the participant to use the knowledge gained, the

5.

6.

7.

8.

Questionnaires are made on a four scale, 1 being the least and 4 being the highest. These questionnaires are sent to the participants and asked to respond The effectiveness index for each program is calculated from the responses received The effectiveness index for the month is the average of the indexes of all the programs considered for the month.

Level 4(Result): The goal is to find out if the training program led to final results, especially business results that contributing to the bottom line Level 4 outcomes can include other major results that contribute to the well functioning of an organization These outcomes are either changes in variables that should have a relatively direct effect on the financial outcomes at some point of time in future

The outcomes of level four are: Improved quality of work Higher productivity Reduction in turnover Improved quality of work life Improved human relations (e.g. improved vertical and horizontal communication) Increased sales Fewer grievances

Lower absenteeism Higher work morale Fewer accidents Greater job satisfaction Increased profit

Research Methodology
Primary data: It is collected mainly through questionnaires which is sent to trainees Secondary data: Secondary data is collected mainly through existing data available in the company record Questionnaire type: An open-ended questionnaire is sent to managing staff through e-mail. For every question there are 4 options-strongly agree, agree, disagree and strongly disagree

Sampling size: A sample size of 25 employees are selected from each training programme conducted Limitations Difficulty in obtaining relevant materials from the company Reluctance on the part of the company to give away their closely guarded policies of evaluating the training effectiveness Difficulty in getting back the response to the questionnaire from the trained employees regarding the program

Training programs conducted in July05

SR NO. PROGRAMMES

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2. 3. 4. 5. 6. 8.

Problem Solving
Building Winning Teams SAP MM Module Financial Management for Electrical Distribution Team Building 7 Q C Tools Sharpening Customer Focus

9. 10. 11. 12 13. 14. 15. 16.

Enhancing Managerial Effectiveness Team Building VAT-SED Bangalore Reduction in T & D Losses Reactive Power Management Develop yore own Potential Excellence in Executing Change Lead Auditors Course

Data Analysis & Effectiveness

The training programmes, which were conducted during the months of July, august and September 2005, are taken for evaluation. TRAINING (DATE:) EFFECTIVE QUESTIONNAIRE

Program Name: SAP MM Module Name: .. Grade:. Dear Respondent, Attribute Division:..
Rating

Please mark your responses to the following questions as given Strongly disagree 1 below:
Disagree Agree Strongly agree 2 3 4

ITEM

RATING

The program helped me understand the concept of SAP MM Module The program increased ma awareness about the SAP MM Module I shared the knowledge I gained with my other colleagues The program helped me perform better at work The program taught me the ways & means through which the work can be done My superiors and colleagues have acknowledged my improved knowledge in the field I believe I have been able to take more effective decisions after undergoing the course

I could apply all the knowledge I gained

Conclusion

Training is conducted very effectively at TATA power Training effectiveness index up to September 05 82%. Training is successfully selected and ensures that it meets the needs of TATA power

THANK YOU

PRESENTED BY: DEEPALI CHOUDHARY DFT-III NIFT GANDHINAGAR

Systemanalyse programmentwicklung German for system analysis and program development benefit is It standardizes the process and support across a company