EFFECTIVENESS OF TRAINING

Sitara Rao U 1121341

Company Profile
Established in the year 1925. Banking Sector. Location Manipal. 1,004 crores -profit Shri Madhukant Girdharlal Sanghvi Syndicate Institute of Bank Management (SIBM),Manipal SIBM, under its wings, has seven Training Centres, at Delhi, Bangalore, Mumbai, Kolkata, Chennai, Hyderabad and Ernakulam

Objectives
To study the effectiveness of training programs among the clerks and managers in Syndicate Bank To identify the major factors / components that influence the training effectiveness. To suggest the necessary steps to improve the training programs based on the major factors identified.

Research Methodology
POPULATION :

SAMPLE SIZE : SAMPLING METHOD :

480 Employees 206 clerks,172 officers, 56 managers,46 substaff 75 Employees

48 clerks,27 managers
Non- Probabilistic Sampling Convenient Sampling Questionnaire Survey Casual Interview

TYPE OF SAMPLING : DATA COLLECTION TOOL: COLLECTION METHOD:

Regression Analysis
Dependent Variable(1): Effectiveness in current performance. Independent variables(22) :
Prior

need Objectives met New ideas derieved Degree of paticipation Time and structure Relevance to current Job
Degree

Cases

and examples discussed Usefulness of information recieved Boosts Potential Skill upgradation Technical knowledge Contribution to Bank
Recieving

of Interest Instilled

Material

and assistance Ambience Facilitators Encouragement to ask questions

of Incentives Increase in confidence and commitment Future participation Relevance to objectives

Coefficientsa
Model 1 (Constant) Model 0.331

t 0.991

Sig.

Sig.

Prior need

-0.632

0.533

Cases and examples discussed Usefulness of information recieved Boosts Potential Skill upgradation Technical knowledge Contribution to Bank Recieving of Incentives Increase in confidence and commitment Future participation Length of programme Relevance to objectives

-0.644

0.525

Objectives met New ideas derieved Degree of paticipation Time and structure Relevance to current Job Degree of Interest Instilled Material and assistance Ambience Facilitators Encouragement to ask questions

0.501 0.276 0.535 -0.825 2.708 -0.68

0.621 0.785 0.597 0.017 0.012 0.502

0.48 -0.253 -0.675 0.342 -0.643 0.48

0.635 0.802 0.506 0.736 0.526 0.635

1.876 -1.169 -0.121 1.872

0.072 0.254 0.905 0.073

0.424 0.335 -0.264 -0.106

0.676 0.74 0.794 0.916

a. Dependent Variable: Improve current Performance

Coefficientsa Model t Sig. Model Cases and examples discussed Usefulness of information recieved Boosts Potential Skill upgradation Technical knowledge Contribution to Bank Recieving of Incentives Increase in confidence and commitment Future participation t Sig.

(Constant)

1.482

0.212

-0.078

0.941

Prior need

1.075

0.343

-1.902

0.03

Objectives met New ideas derieved

Degree of paticipation Time and structure

-0.037 -1.656
-0.747 1.176 -0.708

0.972 0.073
0.496 0.305 0.518

1.308 -1.066
1.222 -0.329 -0.936

0.061 0.347
0.289 0.758 0.402

Relevance to current Job

Degree of Interest Instilled

0.152

0.887

-0.061

0.955

Material and assistance Ambience Facilitators Encouragement to ask questions

-0.39 0.406 -0.942 -0.182

0.716 0.705 0.399 0.865

-0.922 -0.139 2.33

0.409 0.896 0.032

Length of programme
Relevance to objectives

a. Dependent Variable: Improve current Performance

Interpretation
For Clerks: 1. Relevance to current Job 2. Material and assistance 3. Encouragement to ask questions and assiatance 4. Time and structure For Managers: 1. New ideas derieved 2. Usefulness of information recieved 3. Boosts Potential 4. Relevance to objectives

For Clerks:
Model Summary Change Statistics Model 1 R Square Change .716 F Change 2.868 ANOVAb Model 1 Regression Sum of Squares 6.924 df 22 Mean Square .315 F 2.868 Sig. .006a df1 22 df2 25 Sig. F Change .006

Residual
Total

2.743
9.667

25
47

.110

For Managers:
Model Summary
Change Statistics Model 1 R Square Change .867 F Change 1.190 df1 22 df2 4 Sig. F Change .485

ANOVAb
Model 1 Regression Residual Total Sum of Squares 3.470 .530 4.000 df 22 4 26 Mean Square .158 .133 F 1.190 Sig. .485a

Significant relationship exists between dependent and predictors

Conclusion : Training is effective

Findings
90 80 70 60
Percentage

78.7

Gender Distribution of the Respondents

Male Female

50 40 30 20 10 0

40%
20 1.3
30-40 40-50 50 & above
20-30 30-40 40-50 50 & above

60%

0
20-30

Age Distribution of Respondents

Frequency

80
70 60
Percentage

70.7

50 40 30 20 10 0 5-10 11-20 21-30 31-40

Work experience in number of years of respondents

28

1.33

Findings
It was also found that most commonly used training method was lecture method. 69% of employees have rated the training programmes as very good. 63% of respondents have attend 4-5 training programmes. No mechanism to calculate the ROI on training programmes conducted.

Suggestions:
More practical training could be given to the
employees. Trainings have to be made more frequent. Competence based training can be inculcated , as it makes training a continuous process instead of time and place based. More creative methods of training can be used more than just lecture based training. Training on topics on the lines of interest of employees is to be provided rather than only top down approach followed. Jack Phillips model can be adopted to calculate the ROI of training programmes conducted.

Thank You