Effectiveness of Training and Development

2010

A PROJECT REPORT ON “EFFECTIVENESS OF TRAINING AND DEVELOPMENT” AT THYSSENKRUPP INDUSTRIES INDIA PVT. LTD. PIMPRI, PUNE

SUBMITTED TO PUNE UNIVERSITY In Partial Fulfillment of Requirements for the award of Masters of Business Administration SUMITTED BY MBA III

PROJECT GUIDE ACADEMIC YEAR 2010-2011 DEPARTMENT OF BUSINESS MANAGEMENT, KONDHWA,PUNE-48

CERTIFICATE FROM THE COMPANY

Effectiveness of Training and Development

2010

Certificate of the Institute

Effectiveness of Training and Development

2010

ACKNOWLEDGEMENT

I would like to thank the entire team of Personnel & HRD department for their support and cooperation throughout the tenure of the project and for giving me an in-depth knowledge on the various processes related to the Human Resource and Personnel department in the company.Senior General Manager (Personnel & HRD) for giving me the opportunity of uniting with ThyssenKrupp Industries India Private Limited. DECLARATION .Effectiveness of Training and Development 2010 Completion of any project report is the milestone in the life of every management student and the success of live project then enhances the self confidence of the student. S. I also thank the employees of TKII for giving their precious time and cooperation. explicitly or implicitly. His willingness to make me a part of the organization and sharing his knowledge with me has helped me to understand Human Resource in a better and simple way. I would like to express my gratitude towards my industry guide.Vice President (Corporate Planning & HRD) and Mr. Mr. The project would not have reached to its destination without his guidance. The key to the acknowledgement of the summer internship program lies in the hands of the faculty guide. Nageshkar . The successful completion of any task is the outcome of the invaluable aggregate contribution of the personal efforts in all directions. Deepa Hosur (SAE – Faculty) for her benevolent and expertise guidance without which this project would not have seen the life of today. Dave . R. enriched me with conceptual understanding and practical approach needed to work efficiently for this project. Sagar Saraf Executive (Personnel & HRD) for his continuous support. efforts and encouragement along with his knowledge and experience about the industry. P. At the onset. I owe my sincere gratitude to Mr. I would like to offer my sincere thanks to Prof.

Deepa Hosur . on June 1st 2010. The work has been submitted in partial fulfillment of the requirement of _____________(Name of Course) to Pune University.The project started with the induction program which acquainted me with the concept of HR Functions and gave me the overview . The project duration was 8 weeks and the project dealt with studying the training and development process in the Company.The information has been collected from genuine & authentic sources. Ltd.Effectiveness of Training and Development 2010 I herby declare that the project titled “Effectiveness Of Training and Development in ThyssenKrupp Industries India Pvt. Ltd” started with ThyssenKrupp India Pvt. Place: Date: Signature: Name of the student SUMMARY The project of “Effectiveness Of Training and Development in ThyssenKrupp Industries India Pvt. Ltd” is an original piece of research work carried out by me under the guidance and supervision of Prof.

The findings and analysis were filed and recorded so that it could be used for future reference. The questionnaire covered questions related to:  Training identification and evaluation  Preferable method of learning of every individual  Organizational need apart from individual needs  Organizational strengths and also areas of improvements Before starting the final survey. various suggestions and recommendations were given which will help Personnel and HRD department to formulate the strategies in near future. I prepared questionnaires to identify and analyze individual and organizational training needs. . After having an overview as to how the company works. location of offices. Apart from identifying the training needs. individual and organizational training needs were identified & analyzed using Regression analysis. hierarchies. I also identified:  Perception of the employees about MDPs  Factors affecting the MDPs  Areas of improvement for MDPs  Strengths and areas of improvement of the organization On the basis of the findings from the analysis. Documents were provided to know about the company business divisions. safety measures followed. reporting relationship. time taken by the employees to give their response etc. After capturing the responses of the identified participants on the finalized questionnaire and after conducting one-to-one interactions with them. I had done a sample testing at Personnel and HRD department so that I could find the flaws in the questionnaire with respect to various parameters like interpretation of the questions. five decades journey of the company etc.Effectiveness of Training and Development 2010 regarding various aspects of the company. After acquiring an insight about the organization. I started with the research on various dimensions of the organization. welfare activities.

3 Introduction of the Topic Objectives of the Study Significance of the Study PAGE NO. iv v vi-vii 1-7 1-2 3 4-5 .1 1.Effectiveness of Training and Development 2010 TABLE OF CONTENTS CONTENTS Acknowledgements Declaration Executive Summary Chapter 1 : Introduction 1.2 1.

4 Benefits of Training Need Identification and Training Evaluation.Effectiveness of Training and Development 1.1 Methodology Used 2.1 About the Company 3.6 HR Functions Chapter 4 : Training Process 4.5 Limitations of the Study Hypothesis 6 7 2010 Chapter 2 : Research Methodology 2.3 Areas of Improvement desired in T & D 6.5 Organization Structure 3.2 Areas of Improvement desired in the Organization 6.2 Training Need Identification 4.4 1.4 Recommendations Chapter 7 8-10 8 9 9-10 11-16 11-12 13 13 14 15 16 17-28 17 18-22 23-26 27 28 27-56 57-64 58-59 60-61 62 63-64 65-66 .1 Training Process 4.1 Strengths of the Organization 6.3 Collection of Data Chapter 3 : Company Profile 3. 4.2 Products 3.3 Factories and Offices in India 3.4 Milestones at a Glance 3.5 Steps followed in the project Chapter 5 : Data Analysis Chapter 6 : Findings and Observations 6.3 Training Evaluation 4.2 Design and Details of survey conducted 2.

1 Conclusion 7.2 References Appendix Questionnaire Project Schedule 2010 65 66 67-72 73 LIST OF TABLES TABLE NO.7 5. 2.6 5.3 5.10 TABLE NAME Details of the Survey Conducted Percentage of Skills required at the Junior Level Percentage of Skills required at the Middle Level Percentage of Skills required at the Senior Level 7 important skills needed at different levels Briefing Sessions Debriefing Sessions Training Opportunities to Employees Interest shown by Superiors Training Programs Improvement Training Need Identification PAGE NO.1 5.2 5.1 5.Effectiveness of Training and Development 7.4 5. 9 30 32 34 36 38 39 40 41 42 43 .5 5.9 5.8 5.

20 5. 2.Effectiveness of Training and Development 2010 5.1 3. 10 11 12 13 14 17 19 21 25 28 .14 5.17 5.3 3.11 5.16 5.21 5.4 4.22 8.3 4.5 4.15 5.1 Organizations Support to Self Learning Statement Of Duty for Job Accuracy of Duty Statement Degree of Technical Knowledge Method of Working Overall MDP Rating Factors responsible for overall success of MDP’s Regression Test Sheet Degree of Usage of Skills Factors creating difficulty in applying new Skills Methods of Training Method of Effective Learning Project Schedule 44 45 46 47 48 49 50 52 53 54 55 56 73 LIST OF FIGURES FIGURE NO.19 5.12 5.1 4.6 NAME OF THE FIGURE Collection of Data Mission of the Company Process flow of Trunkey Project Pimpri Office Milestones of the Company Training Process Type of Needs Job Analysis Matrix Kirkpatrick’s 4 level Model Overall Project Steps PAGE NO.2 3.1 3.13 5.2 4.18 5.

6 5.10 5.9 5.16 5.1 5.5 5.19 5.15 5.17 5.7 5.18 5.8 5.11 5.Effectiveness of Training and Development 2010 5.14 5.12 5.22 Chart showing percentage of various skills required at Junior Level Chart showing percentage of various skills required at Middle Level Chart showing percentage of various skills required at Senior Level Chart showing percentage of most important skills required at all the levels Briefing Sessions Debriefing Sessions Training Opportunities to Employees Interest shown by Superiors Training Programs Improvement Training Need Identification Organizations Support to Self Learning Statement Of Duty for Job Accuracy of Duty Statement Degree of Technical Knowledge Method of Working Overall MDP Rating Factors responsible for overall success of MDP’s Regression Test Sheet Degree of Usage of Skills Factors creating difficulty in applying new Skills Methods of Training Method of Effective Learning 31 33 35 37 38 39 40 41 42 43 44 45 46 47 48 49 50 52 53 54 55 56 .3 5.13 5.20 5.2 5.21 5.4 5.

3: Significance of the Study 1.Effectiveness of Training and Development 2010 CHAPTER 1: INTRODUCTION 1.5: Hypothesis .4: Limitations of the Study 1.1: Introduction of the Topic 1.2: Objectives of the Study 1.

few highly skilled workers seriously consider manufacturing careers. Apart from providing a more structured career growth path. . bringing forward the need to train and coach employees appropriately. But now the general perception is changing dramatically. While an assessment process and competency-based interviews help identify talent. Most hires may have the theoretical knowledge required for the job. and at times. one of the reasons for this change in the mindset would be the nature of training and coaching provided to new entrants once they are taken on board. Consequently. Employers are quickly realizing that the quality of their manpower is directly proportional to the final bottom line. They need to be introduced to Engineering Management skills in a systematic manner. The combination of both creates a powerful foundation stone for future development and potential identification. but they need to be taught the tricks of applying that knowledge in the fashion that best suits the process. Fresh engineers recruited straight off campuses cannot be put on the job straight away. Characteristic notions that are synonymous with this industry include: low pay. coaching and training are initiatives that aim at grooming and nurturing the talent. leading to the need for process-driven training and coaching to facilitate relevant learning. as they have very little knowledge about the actual dynamics at shop floor level. a different approach to work as well. A company-specific structured training program is extremely essential.1 INTRODUCTION Manufacturing confronts a negative public image. Every organization has different processes. no scope for growth and so on.Effectiveness of Training and Development 2010 1. Training provides theoretical support to an individual development whereas coaching provides a more practical and personal form of support.

. They are customized taking data from Assessment center reports and from interactions with domain experts in the area. which are almost as essential as the technical ones. Risk management. In the fiercely competitive market. Training programs have been put in place to address competency development at various levels by leading engineering companies like TKII. This ensures that they become competent to take up different roles in the organization and have an insight into various managerial soft skills. Resource Optimization. L&T and Essar. And this makes it essential to groom once workforce in order to ensure that maximum productivity is generated. Project management etc have been put together to address managerial competencies by these leading companies. Faculty members from reputed institutes conduct these programs on a regular basis. The one important resource that can build and transform any organization is its human resources. Programs like Leading high performance teams. one can actually score above others if once workforce is well equipped and trained appropriately to meet industry requirements.Effectiveness of Training and Development 2010 The manufacturing industry also boasts about the fact that it provides its workforce with competency enhancement training.

The objectives of the project are as follows:  To identify.  To study the training and development process carried on in the Company.2 OBJECTIVES The primary objective of the project is to act as a facilitator in identifying the organizational and individual training needs (sample size of 50) and to analyze the same to give feedback and suggestions to the organization for improving the training & development process of the organization. study and analyze the training needs of the employees (sample size of 50).  To recommend appropriate interventions to bridge the gap in order to hone the training & development process.  To identify the knowledge and skills required to perform the job efficiently and effectively.Effectiveness of Training and Development 2010 1.  To identify the strengths and areas of improvement of the organization. .

 Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It is the process used to reduce the gap between the desired performance and the actual performance which eventually results in increased Productivity. .3 SIGNIFICANCE OF THE STUDY Training and Development is very important and essential in every organization due to the following:  Training is required to cover essential work-related skills.Effectiveness of Training and Development 2010 1. It helps in inculcating the zeal to learn within the employees. techniques and knowledge. It also helps the employees in attaining personal growth. quality and healthy work environment.  Team spirit – Training and Development helps in inculcating the sense of team work.  Safety in work place is another important feature of training which helps to avoid accidents and injuries in the work place.  Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It helps in creating the learning culture within the organization. and inter-team collaborations.  Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. team spirit. it gives the employees a clear view of what is needed and also helps in upgrading their skills and knowledge to keep in pace with the ever changing technology which is very essential in today’s competitive market.  Training helps to eliminate obsolesce in work.

In most cases external trainings for instance provide participants with the avenue to meet new set of people in the same field and network. development and education provides big payoffs for the employer in increased productivity. motivation. better attitudes.e. and contribution to general growth of the firm. It helps in understanding and carrying out organizational policies  Training and Development helps in developing leadership skills.” 1. Hence the study on “Effectiveness of Training and Development in ThyssenKrupp Industries India Pvt. knowledge. there is need for constant training and development. carefully plan a training process and evaluate this process. The right employee training.4 LIMITATIONS OF THE STUDY . This for sure will introduce positive changes where necessary. loyalty. Ltd. loyalty. The meeting will give them the chance to compare issues and find out what is obtainable in each other’s environment. and other aspects that successful workers and managers usually display. Organization gets more effective decision making and problem solving. So I felt it is important to carefully identify the training needs.Effectiveness of Training and Development 2010  Training and Development aids in organizational development i.  For every employee to perform well especially Supervisors and Managers.

 Duration constraint .Also. I faced that most of the employee’s didn’t want to respond because of the limited time they had.  Sample size constraint .As the employee base of the organization is about 1350 employees.Effectiveness of Training and Development 2010  Time constraint .). Work-life balance/issues. so it was very difficult to cover all the employees in this survey.  Interpretation constraint . 1.  Perception constraint . I faced a lot of problem while convincing them.Due to the use of management words (eg: Change Management. few questions in the questionnaire are difficult to interpret by employees. Inbasket exercise etc.The time duration for the project is limited to nine weeks so it was difficult to analyse the trainings needs at micro level. Number of employee covered in this survey is limited to the sample size of 50 employees only.While getting all the questionnaires filled.5 HYPOTHESIS The project “Effectiveness of Training and Development in ThyssenKrupp Industries India Pvt. Employees have a tendency to underestimate their skills before training and over estimate their skills post training to validate their participation in the training program. Ltd.” is based on the following Hypothesis: . This limits the scope of the project study and the analysis may not represent the whole population. These questions needed to be explained to respondents every time so that they can understand and answer the question in best possible manner. In this way it is seen that it is difficult to comprehensively evaluate or capture the effectiveness of a training program.

Effectiveness of Training and Development 2010  ThyssenKrupp Industries India Pvt.  The Company aims at Effective Training and Development. Design Engineers.  Training is needed at the following levels : Junior Level-Shop Floor Workers Middle Level-Engineers.  Feedback is available and this feedback can be used for analysis.  The training and development process is structured. Supervisors Senior Level-Assistant Departmental Managers. Ltd. systematic. Departmental Managers  Training Evaluation is carried out in order to check the effectiveness of the training and development process. . carries out training of the employees. well defined and involves active participation of the employees.

2: Details and Design of survey 2.Effectiveness of Training and Development CHAPTER 2: RESEARCH METHODOOLOGY 2.1: Methodology Used 2.1 Methods used to identify training needs include:  Analysis of existing strategies and plan to identify what skills are needed for deliveryAt first. . the process of identifying training needs. Detailed information regarding the MDP’s attended till date.3: Collection of Data 2010 2 RESEARCH METHODOLOGY 2. the prevailing strategies of training were studied.

 One-to-one interviewsInterviews with officer grade employees are conducted to know their response to the questionnaire and thereby seek deep insight about the organizational needs apart from their individual training needs. employee friendly so that employees could comprehend the questions in a better way. organizational strengths and also areas of improvements.Effectiveness of Training and Development 2010 methods of training. preferable method of learning of every individual. Questionnaire should be simple. direct. organizational strengths and area of improvements etc. organizational needs apart from individual needs. Hence.etc was collected . HR executive provided me with the documents related to training & development of the employees. 2. The questionnaire covered questions related to training identification and evaluation. questionnaires & one-to-one interviews are used as tools to reflect the individual & organizational training needs.2 A) SAMPLE DESIGN Design of the Study The key phases of the project were: Phase I : Gather Preliminary Data.  Preparing questionnaires for employees Documents cannot be the wholesome criteria to be dependent upon for identifying training needs.research Plan Questionnaire Analyze Data Phase II : Phase III : Phase IV : .

1: Details of the survey conducted Sample Size Target Population Sample Area Sampling Type of questionnaire No. of Questions involved Type of questions 2. Raw Data:  Documents provided by the company  Net Search 2. Secondary Data  Articles from Newspaper  Company Website RAW DATA Qualitative data COLLECTION PRIMARY DATA OF DATA SECONDARY DATA Quantitative data .Effectiveness of Training and Development Phase V : 2. Primary Data  Questionnaires  One-on-one Interviews 3. ThyssenKrupp Industries Convenience sampling Structured Around 20 questions Close as well as open ended Table 2.2 B) 2010 Prepare Report Details of the Survey Conducted 50 Employees of ThyssenKrupp Industries India Pvt. Ltd.3 Collection of Data 1.

4: Milestones at a Glance .Effectiveness of Training and Development 2010 Fig.3: Factories and Offices in India 3.2.1: Collection Of Data CHAPTER 3: COMPANY PROFILE 3.2: Products 3.1: About the Company 3.

3.6: HR Functions 2010 COMPANY PROFILE 3.Effectiveness of Training and Development 3.5: Organization Structure 3.1: Mission of the Company .1 ABOUT THE COMPANY Fig.

Today with strong foundations and access to world class technology Thyssenkrupp Industries India's plant making capabilities are helping the industry become competitive world over. . Capital Goods and Services. ThyssenKrupp pursues a strategy of globalization. Thyssenkrupp Industries India's strategic vision as a EPC Contractor to execute turnkey projects is derived from its core strength of integrated engineering expertise & automation in manufacturing backed by an excellent team of project executives. a group company of ThyssenKrupp AG. of Germany. ThyssenKrupp is today.  Cement Plants & Machinery  Boilers and Power Plant Division. in which it holds top positions. one of the world's largest powerhouses with three main lines of business activity: Steel. Internationally acknowledged for excellence borne out of intensive research. Thyssenkrupp Industries India in the last five decades has grown to become one of the most trusted names in the fields of:  Sugar Plant & Machinery  Open Cast Mining & Bulk Material Handling Systems. careful market analysis and close collaboration with its customers. The company firmly believes in delivering total customer satisfaction spanning from concept to commissioning to after sales service.Effectiveness of Training and Development 2010 ThyssenKrupp Industries India (formally Backau wolf India)was established in 1957 to manufacture world class sugar machinery based on Germany technology and has a presence of five decades in India. ThyssenKrupp Industries India is a member of ThyssenKrupp Technologies.

3.2: Process Flow of Trunkey Project Thyssenkrupp Industries India's highly competent project management capabilities are a result of its tradition of anticipating and fulfilling specific customer requirements.Effectiveness of Training and Development 2010 Fig. supported by the most modern IT infrastructure ensures the brand of quality. The emergence of a true market leader speaks volumes about the world class technology inherent in the company's products.3. A highly qualified team of engineers and technicians.2 PRODUCTS Sugar and plant and Cement Material Handling Systems Boiler Power plant . Thyssenkrupp is known for worldwide.

3 FACTORIES AND OFFICES IN INDIA Manufacturing plant:  Pimpri. Shredder 4. Fiberiser 3.Gas/oil fired Boilers 3.4 MILESTONES AT A GLANCE ThyssenKrupp are in India at the beginning. Stackers 7. Expert Systems 3. Rotary screen 5.Effectiveness of Training and Development Machinery Power plant 1. 4roller mill 7. Master process and Control System 1. Tripper Cars 4. Pipe Conyers 2010 1.3: Pimpri Office Registered Office:  Mumbai 3. TKII has transformed itself from an Indian engineering powerhouse to a global solution provider. Spreaders 2. Bucket Wheel Excavators 3. Transport Crawlers 5. 6roller mill 1.3. Sampling Systems 2. in these fifty years. Pune  Hyderabad Branch Office:      Kolkata Chennai Dehli Lucknow Mumbai Fig. 5roller mill 8. Kiln temp.CFBC 2. It’s been a . Scanner 4. Refineries 2. 3roller mill 6. Crushing Plants 6.

Fig.5 ORGANISATION STRUCTURE Sl. we have added the who’s who of the industrial firmament to our list of customers. No. along the way. Designation Grade of the employees .3.4: Milestones of the Company 3.Effectiveness of Training and Development 2010 journey of many engineering firsts and pioneering initiatives where.

.6 HR FUNCTIONS Training And Time Office Employee Benefits Recruitment and I.Effectiveness of Training and Development 2010 1 2 3 4 5 6 7 8 9 10 11 12 13 VICE CHAIRMAN MANAGING DIRECTOR DIRECTOR VICE PRESIDENT SENIOR GENERAL MANAGER GENERAL MANAGER DEPUTY GENERAL MANAGER SENIOR MANAGER MANAGER DEPUTY MANAGER SENIOR EXECUTICE EXECUTIVE OFFICERS / ENGINEERS M9 M8 M7 M6 M5 M4 M3 M2 M1 E4 E2 E1 O1 3.R.

1: Training Process .Effectiveness of Training and Development 2010 Development Administration Selection Payroll Canteen Transport Discipline Welfare Law CHAPTER 4: TRAINING PROCESS 4.

knowledge. but concentrate on broadening the employee's horizons.1 TRAINING PROCESS Training focuses on learning the skills.5: Steps followed in the project 2010 4. and attitudes required to initially perform a job or task or to improve upon the performance of a current job or task.Effectiveness of Training and Development 4.4: Benefits of Training Need Identification and Training Evaluation.3: Training Evaluation 4.2: Training Need Identification 4. Organizational Objectives and Strategies Departmental Objectives and Strategies . 4. while development activities are not job related.

2 TRAINING NEED IDENTIFICATION INTRODUCTION OF TRAINING NEED IDENTIFICATION Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. 4. To decide what specific training each employee needs and what will improve his or her job performance.  .Effectiveness of Training and Development 2010 Individual Goals (KRAs) Training Need Identification Devising and Implementation Training Program Evaluation of Results Fig.1: Training Process 4. In order to emphasize the importance of training need identification we can focus on the following areas:  To pinpoint if training will make a difference in productivity and the bottom line. Here the focus should be placed on needs as opposed to desires of the employees for a constructive outcome.

From an organization’s point of view it is important because an organization has objectives that it wants to achieve for the benefit of all stakeholders or members. exploring ways in which training or learning might help it to do so. and neighbours. and conditions. Therefore. These objectives can be achieved only through harnessing the abilities of its people. if done properly. Sometimes organizational training needs are also identified when the organization decides that it has to adopt a major new strategy. resources. Also requiring careful thought and analysis. releasing potential and maximizing opportunities for development. and people need appropriate opportunities.Effectiveness of Training and Development 2010  To differentiate between the need for training and organizational issues and bring about a match between individual aspirations and organizational goals. people have aspirations. . to meet people's aspirations. employees. Identification of training needs is important from both the organizational point of view as well as from an individual's point of view. suppliers. customers. provides the basis on which all other training activities can be considered. Here identification of training needs is done to find out whether the organization is meeting its current performance standards and objectives and if not. they want to develop and in order to learn and use new abilities. Similarly if seen from an individual's point of view. it is a process that needs to be carried out with sensitivity as people's learning is important to them. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities DIFFERENT LEVELS AT WHICH TRAINING NEEDS ARE IDENTIFIED Identification of training needs can be done at three levels to ascertain three kinds of needs: -  Organizational Needs These concern the performance of the organization as a whole. Identification of training needs (TNI). and the reputation of the organization is also at stake. the organization must provide effective and attractive learning resources and conditions. Therefore people must know what they need to learn in order to achieve organizational goals. including owners.

or so on. department.which.Effectiveness of Training and Development 2010 create a new product or service. subunit.  Individual Needs . which may be a team. Training needs here are concerned basically with the performance of a particular group. Fig. or develop significant new relationships. It is used to find out how efficiently a particular team or group goes about its business and meets its current objectives. such as joining with others to form new partnerships.2: Type of Needs  Group Needs Since working in groups and teams have become very much prevalent in today's corporate world that is why nowadays there is increased emphasis given on team effectiveness and team performance. Information about the performance of the group may identify areas of training need . undergo a large-scale change program. Therefore training needs are nowadays even identified at the group level. may be further utilized for training or other interventions. 4. function. again.

SOURCES FOR IDENTIFYING TRAINING NEEDS There are three sources for identifying training needs. This is especially important because there is so much work force diversity observed today in organizations that it has become impossible to retain workforce. Although they are independent sources for gathering the necessary data but it is usually beneficial if they are considered complementary to one another as the objective of the exercise is to prepare as consolidated data of training needs as possible. It is very common for us sometimes to find that people of a particular department more or less perform the same kind of job and therefore a comparative study can be done on their performance to pinpoint on the training needs of those people who have not performed up to the mark. The three sources are as follows: -  Job Profile It is a comprehensive description of all the functions and the responsibilities that a person has to carry out in due course of his job.Effectiveness of Training and Development 2010 These concern the performance of one or more individuals (as individuals. with people from different backgrounds and different perspectives. Moreover it also helps to find out whether individuals are comfortable in working across boundaries. rather than as members of a group). Here identification of training needs is about finding out to what extent individuals need to learn or be trained in order to bring their current performance up to the required level as a result of changes in methods and processes that call for new competencies and skills. In here we can also include Job analysis in order to have a realistic and systematic appraisal of training . It also sees to it that there is continuous improvement initiative taken by them. which is not flexible enough to accommodate such changes into their daily work schedule.

However.A pretraining survey is nothing but a survey of the needs and expectations of the participants . In order to do this first we need to break up the functions and responsibilities into categories. At ThyssenKrupp this method is used in a modified way. earlier experiences can only serve to facilitate the process. the training agency named SIBM along with the top management of the organization identify the training needs and decide the training modules for the employees of all levels.  Pre-training survey of the participant's needs This is suggested as the best way to conduct a training need identification . as training needs of majority of organizations are very specific. And lastly we can compute a priority listing of these tasks in order to have a catalogue of knowledge. skills and attitudes required for effective performance of the job. The training agency and the trainers thus should also draw from their own experiences of organizing programs for comparable groups or in similar areas.3: Job Analysis Matrix  Experiences of the training agency It is very common for organizations nowadays to hire professional training agencies in order to look into the training matters. It cannot be the sole basis. 4. Fig. Next we have to classify these tasks/activities on the basis of their relative importance to the nature of the job.Effectiveness of Training and Development 2010 needs.

. 4. Power games: At times. Research: It helps in ascertaining the relationship between acquired knowledge.Effectiveness of Training and Development 2010 well in advance of the program. In this project. Control: It helps in controlling the training program because if the training is not effective. then it can be dealt with accordingly. And in this exercise it is better to include the superiors also as they are in a good position to provide necessary data on the training needs of their subordinates. Pre-training survey method is used to identifying the training needs of the employees. transfer of knowledge at the work place. Purpose of Evaluation Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Training evaluation checks whether training program has had the desired effect. However it might happen in certain cases that it is not possible to actively involve the superiors due to various reasons like lack of time etc but in that case at least they must be kept fully informed of the proceedings. and training. This is generally done in a systematic manner with the help of a structured questionnaire in order to reflect the genuine desire to involve the participants and the organization in the planning process. especially in context of their performance. the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. or to the regular work routines.3 EVALUATION OF TRAINING PROGRAM INTRODUCTION AND PURPOSE OF EVALUATION OF TRAINING PROGRAM: The process of examining a training program is called training evaluation. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplace.

Effectiveness of Training and Development 2010 Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. Though the cost benefit analysis sounds appealing. Though it is easy to calculate the monetary costs it is difficult to translate the benefits into economic terms. against the monetary costs of development. it is important to evaluate these programs for their effectiveness. A Cost-benefit analysis measures the benefits from the development program. These costs include the costs of materials. and the like.  Cost-Benefit Analysis: A Cost. it may not always be practically useful. travel expenses. METHODS OF TRAINING EVALUATION: As Organization spend a large amount of their time and resources in the training and development of their employees. supplies. For example. lost work time. an improvement in an individual’s Leadership skills cannot be measured in monetary terms. consultant fees.  Gap Analysis: .benefit analysis helps in analyzing and evaluating any development efforts.

Effectiveness of Training and Development

2010

Another strategy to evaluate development efforts is to measure the extent to which the objectives of the program are met. Identifying the gap between the actual and desired level of performance helps in measuring the level of success of the development program. However this strategy depends on the quality of the objectives set.  Kirkpatrick Model: In the late 1950’s D.L Kirkpatrick developed a model for evaluating workplace education programs. Kirkpatrick’s system has four levels of evaluation. He proposed applying each level of evaluation to a program, which includes the participant’s reaction, participant’s learning, change in participant’s behavior and impact of the program on the organizational effectiveness.

KIRKPATRICK’S MODEL IN BRIEF
ASSESSING TRAINING EFFECTIVENESS often entails using the four-level model developed by Donald Kirkpatrick (1994). According to this model, evaluation should always begin with level one, and then, as time and budget allows, should move sequentially through levels two, three, and four. Information from each prior level serves as a base for the next level's evaluation. Thus, each successive level represents a more precise measure of the effectiveness of the training program, but at the same time requires a more rigorous and time-consuming analysis. Fig. 4.5: Kirkpatrick's Four-Level Model

Level 1 - Reactions
Just as the word implies, evaluation at this level measures how participants in a training

Effectiveness of Training and Development

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program react to it. It attempts to answer questions regarding the participants' perceptions - Did they like it? Was the material relevant to their work? This type of evaluation is often called a “smile sheet.” According to Kirkpatrick, every program should at least be evaluated at this level to provide for the improvement of a training program. In addition, the participants' reactions have important consequences for learning (level two). Although a positive reaction does not guarantee learning, a negative reaction almost certainly reduces its possibility.

Level 2 - Learning
Assessing at this level moves the evaluation beyond learner satisfaction and attempts to assess the extent students have advanced in skills, knowledge, or attitude. Measurement at this level is more difficult and laborious than level one. Methods range from formal to informal testing to team assessment and self-assessment. If possible, participants take the test or assessment before the training (pretest) and after training (post test) to determine the amount of learning that has occurred.

Level 3 - Transfer
This level measures the transfer that has occurred in learners' behavior due to the training program. Evaluating at this level attempts to answer the question - Are the newly acquired skills, knowledge, or attitude being used in the everyday environment of the learner? For many trainers this level represents the true assessment of a program's effectiveness. However, measuring at this level is difficult as it is often impossible to predict when the change in behavior will occur, and thus requires important decisions in terms of when to evaluate, how often to evaluate, and how to evaluate.

Level 4 - Results
Frequently thought of as the bottom line, this level measures the success of the program in terms that managers and executives can understand -increased production, improved quality, decreased costs, reduced frequency of accidents, increased sales, and even

Effectiveness of Training and Development

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higher profits or return on investment. From a business and organizational perspective, this is the overall reason for a training program, yet level four results are not typically addressed. Determining results in financial terms is difficult to measure, and is hard to link directly with training.

4.4 BENEFITS OF TRAINING NEEDS IDENTIFICATION & TRAINING EVALUATION
Benefits of Training Need Identification and Training Evaluation are:  The organization is informed about the broader needs of the participants. Through this process it may be possible that certain new training programs, which were, previously not in their list may come to the forefront.  The organization is able to reduce the perception gap between the participant and his/her boss about their needs and expectations from the training program.  The organization is also able to pitch its course input closer to the specific needs of the participants.     Find out if the learning is being applied at the workplace. Ensure training improves continuously. Track the development of staff knowledge and skills. It also saves a lot of money for the organization as otherwise money is just unnecessarily wasted on those training programs, which are either not needed by the employees or they have no interest in undertaking them.  Lastly, time, which is the most important resource today, is also saved, as the training programs conducted are the ones, which are actually needed by the participants.

5 OVERALL PROCESS IN BRIEF Understand the working culture and structure of the Organization as well the Industry in which the organization is working Prepare various data collection measures like questionnaire with the help of the various inputs provided by the Personnel & HRD department to collect both qualitative as well as quantitative data After drafting the questionnaire. One-to-one interview with officer grade employees are conducted to gauge their response and needs .Effectiveness of Training and Development 2010 4.

Effectiveness of Training and Development 2010 Analyze the entire data collected in order to find out causes of problem areas and prioritize areas. which need immediate attention Prioritize the different training programs according to the responses collected After completion of training evaluate the training program for checking its effectiveness Record and file the entire data so that it can be used for future reference while designing the training programs / training calendar .

4.Effectiveness of Training and Development 2010 Fig.6: Overall project steps CHAPTER 5: DATA ANALYSIS .

The participants are divided into two levels according to their designation i. Employees above Departmental Managers are not included in this survey. Of the 21 skills and behaviors tapped by the training need identification survey. e. the seven most important skills and behaviors required to perform the job efficiently and effectively are identified for each level. For this survey fifty employees were selected to know the response through a structured questionnaire.Effectiveness of Training and Development 2010 DATA ANALYSIS The survey was conducted to identify the training needs of the employees and to know their perception about the Management Development Programs (MDPs). . The employees selected for this survey are from Shop Floor Workers to Departmental Managers. “How important are the following skills & behaviors to your current job?” 1.

Effectiveness of Training and Development 2010  Junior level includes Shop Floor Workers  Middle level includes Engineers.76 3.4 4.53% 10.9% 2.43% 11. Design Engineers and Supervisors  Senior level includes Departmental Managers and assistant departmental managers. 7. the seven most important skills and behaviors required to perform the job efficiently and effectively are identified for each level.82% . These are shown in the table below: 1. Skills and Behavior Score based on Questionnaire Presentation Skills 25 IT related Skills Supervisory Skills Marketing Skills Time Management Leadership Skills Technical Skills Quality related activities Team Work 25 30 26 104 25 119 85 101 Average 1 1 1. No. Then percentages of importance on the basis of average of each of the skills and behaviors are calculated and based on the percentage.43% 2. 9.2 1. These are the desired average of skills and behaviors required to perform the job.11% 2. 3.04 Percentage 2. of participants=25 Table showing the percentage of skills required for this level is as follows. 6.04 4. After dividing the participants according to their designations. 8. average of each of the skills and behaviors are calculated separately for each level.57% 8.26% 9. 3. Junior Level: No. 2. 5.43% 2.16 1 4. 4. 1. 2.

Decision Making Skills Coaching Skills Creativity and Innovation Change Management Interpersonal Skills Negotiating Skills Problem Solving Skills ISO knowledge Strategy and Planning Skills Stress Management Project Management 37 36 71 78 26 36 75 25 28 26 25 1.44 2. 20.04 1.84 3.1: Percentage of Skills required at Junior Level .44 3 1 1.3% 2. 21.51% 7.12 1.04 1.53% 3.72% 2.43% 2. 18. 15. 17. 19.53% 3.43% 2. 14.52% 7% 7.48 1. 16.59% 2.43% Work Life 25 1 Balance/issues Table 5. 12.59% 2.12 1 2010 3. 11. 13.Effectiveness of Training and Development 10.

5.Effectiveness of Training and Development 2010 12 10 8 6 4 2 0 p enta res tion S ervis S up ory kills tim m g ent e ana em technica l tea work m coa ching cha e m t ng ng neg otiating IS knowledg O e s sm t tres ng worklife ba nce la ITrela s ted kills Marketing lead hip ers q lity related ua d ion m king ecis a crea tivity interpers l ona p s rob olving s teg tra y p roject m t ng X axis: Junior level Y axis: Percentage Fig. .1: Graph showing percentage of various skills required at junior level.

27% 5.13 4. 21.71% 4. 12. 15.06% 7. No.13 2. 4.6 2 1.4 2.139% 5. 8.28% 2.4% 5. 20. 10. 17.2: Percentage of Skills required at Middle Level . 14.4.26 2.139% 2.53 3.84% 2.06 1 Percentage 2.73 1.6 1.2 2. 18.06 2.Effectiveness of Training and Development 2.06 3.42% 9. Middle Level: No.13 4.56% 4. 16. 2.8% 4.26 2. of participants=15 2010 Table showing the percentage of skills required for this level is as follows. 19. 9. 7. 6.57% 4. 1.112% 4. 13.69% 6. 11.26% 2.7% 2.13% 2.69% 9.2 2.139% 7.6% 4.4 1 3.139% Table 5. Skills and Behavior Presentation Skills IT related Skills Supervisory Skills Marketing Skills Time Management Leadership Skills Technical Skills Quality related activities Team Work Decision Making Skills Coaching Skills Creativity and Innovation Change Management Interpersonal Skills Negotiating Skills Problem Solving Skills ISO knowledge Strategy and Planning Skills Stress Management Project Management Work Life Balance/issues Score based on Questionnaire 15 15 36 15 55 17 68 47 64 32 34 33 31 41 18 31 51 39 30 16 15 Average 1 1 2. 3. 5.

5. .2: Graph showing percentage of various skills required at middle level.Effectiveness of Training and Development 2010 10 9 8 7 6 5 4 3 2 1 0 pres enta tion S upervis S ory kills tim m na em e a g ent technica l tea work m coaching chang m t e ng neg ting otia IS knowledg O e s sm t tres ng worklife b la a nce ITrela s ted kills Ma rketing lea ers d hip q lity rela ua ted d ionm king ecis a crea tivity interpers onal p s rob olving s teg tra y p roject m t ng X axis: Middle level Y axis: Percentage Fig.

3% 5. 19.7 2. 11. 18.17% 2.9 2.3: Percentage of Skills required at Senior Level . Senior Level: No.92% 2.8% 5.84% 8.16% 3.0 4.0 2. 7.5 2. 2.0 Percentage 6.22% 4.86% 7. 8. 21. 6. 20.1 2.78% 5. of participants=10 Table showing the percentage of skills required for this level is as follows. 9. 12. 3. 10. 17. 1.2 4.85% 3.86% 4.7% 7.47% 2.99% 1.4 1.7 1.8% 5% 4.3 1.6 3. 4.8 2.41% 4. 13.39% 1.27% 3.1 1.3 3.5 2.9 2.5 1. 5.73% Table 5.6 2.85% 7.9 3. 16. 15. No. 14. Skills and Behavior Presentation Skills IT related Skills Supervisory Skills Marketing Skills Time Management Leadership Skills Technical Skills Quality related activities Team Work Decision Making Skills Coaching Skills Creativity and Innovation Change Management Interpersonal Skills Negotiating Skills Problem Solving Skills ISO knowledge Strategy and Planning Skills Stress Management Project Management Work Life Balance/issues Score based on Questionnaire 33 17 16 10 42 45 10 26 39 39 21 15 27 24 15 28 23 31 29 26 20 Average 3.6 1.Effectiveness of Training and Development 2010 3.

Table showing the 7 most important skills needed at the different level .Effectiveness of Training and Development 2010 9 8 7 6 5 4 3 2 1 0 p entation res S ervis S up ory kills tim m e anag ent em technical tea work m coa ching cha e m t ng ng neg otiating IS knowled e O g s sm t tres ng worklife ba lance ITrela s ted kills Ma rketing lea ders hip quality rela ted decis m king ion a creativity interp ona ers l probs olving s teg tra y project m t ng X axis: Senior level Y axis: Percentage Fig. 5.3:Graph showing percentage of various skills required at senior level.

Effectiveness of Training and Development 2010 No.4: 7 most important Skills required at Different Level . Technical Skills Time Management Team Work Quality Related Activities ` Technical Skills Team Work Time Management ISO Knowledge Leadership Skills Time Management Team Work Decision Making 5. ISO Knowledge Interpersonal Skills Strategy and Planning Skills 7. Levels Junior Level Middle Level Senior Level 1. 2. Change Management Strategy and Planning Skills Stress and Conflict Management Table 5. 3. Interpersonal Skills Quality Related Activities Presentation Skills 6. 4.

e g s sm t. 5. questions about briefing and debriefing sessions are included.4:Graph showing the most important skills needed at the 3 levels For identifying the existing situation of training and development process in the organization. “Briefing sessions are conducted for participants sponsored for training.” .Effectiveness of Training and Development 2010 12 10 technical s kills tim m e anag ent em quality related pres entations kills decis m ion aking s trateg y teamwork IS knowledg O e Interpers onal leaders hip chang m t. tres g X axis: Different levels Y axis: Percentage 8 6 4 2 0 Junior L evel Middle L evel S enior L evel Fig.

of Participants 7 16 Percentage 14 % 32 % . it is evident that some of the departments in the organization are practicing briefing sessions before training program in an informal manner but there is no formal process of briefing. “De-briefing sessions are conducted for participants sponsored for training.Effectiveness of Training and Development Category Strongly Agree Agree Disagree Strongly Disagree No.” Category Strongly Agree Agree No.5: Briefing Sessions Interpretation: From the response of the participants. of Participants 3 24 19 4 Table 5.5: Briefing Sessions 2010 Percentage 6% 48 % 38 % 8% S trong Ag ly ree D g isa ree 8% Ag ree S trong D g ly isa ree 6% 38 48 Fig 5.

Effectiveness of Training and Development Disagree Strongly Disagree 23 4 Table 5.6: Debriefing Sessions 46 % 8% 2010 S trong Ag ly ree Disag ree 8% Ag ree S trong Disa ree ly g 14 46 32 Table 5.” Category Strongly Agree Agree Disagree No. This can be shown by the result of the “I have training opportunities to upgrade my skills & knowledge.6: Debriefing Sessions Interpretation: It is evident from the result of this question that some of the departments in the organization are practicing de-briefing sessions after training program in an informal manner but there is no formal process of debriefing in the organization. of Participants 12 34 4 Percentage 24 % 68 % 8% .  32% participants have agreed while 14% participants have strongly agreed  46% participants have disagreed while 8% participants have strongly disagreed Training opportunities are provided to almost all levels of employees.

of Participants 22 25 3 0 Table 5.” Category Strongly Agree Agree Disagree Strongly Disagree No.8: Interest Shown by Superiors Percentage 44 % 50 % 6% 0% .Effectiveness of Training and Development Strongly Disagree 0 0% 2010 Table 5. This can be shown by the result of the “My superior is interested in my overall development.7: Training Opportunities to Employees Interpretation: Almost all levels of employees get training opportunities to upgrade their skills and knowledge.7: Training Opportunities to Employees S trong Ag ly ree Disa ree g 8% Ag ree S trong Disa ree ly g 24 68 Table 5.  68% participants have agreed while 24% participants have strongly agreed  8% participants have disagreed while 0% participants have strongly disagreed In the organization employees are satisfied with their superior.

this can be shown by the result of the “The Company’s training programs are evaluated and improved upon.  50% participants have agreed while 44% participants have strongly agreed  6% participants have disagreed while 0% participants have strongly disagree Training programs like MDPs is continuously improving from year to year. 5.” Category Strongly Agree Agree Disagree Strongly Disagree No. every year.8: Interest Shown by Superiors Interpretation: From the result it is evident that participants believe that their superiors are interested in their overall development.Effectiveness of Training and Development 2010 S trong Ag ly ree Disa ree g 6% Ag ree S trong Disa ree ly g 44 % 50 % Fig. of Participants 7 33 9 1 Table 5.9: Training Programs Improvement Percentage 14 % 66 % 18 % 2% .

9: Training Programs Improvement Interpretation: Training program should be continuously improved so as to get maximum benefits out of it. 5. This can be shown by the result of the “Employees are sponsored for training programs on the basis of carefully identified needs. Carefully identification of needs is required at the organization as many employees believe that their training needs are not carefully identified.10: Training Need Identification Percentage 8% 38% 42% 12% .” Category Strongly Agree Agree Disagree Strongly Disagree No. of Participants 4 9 21 6 Table 5.Effectiveness of Training and Development 2010 S trong Ag ly ree D g isa ree 18 2% 14 Ag ree S trong D g ly isa ree 66 Fig. Almost all the participants agreed that MDPs are continuously improving.

of Participants 13 21 13 3 Percentage 26 % 42% 26% 6% Table 5.” Category Strongly Agree Agree Disagree Strongly Disagree No. The question related to this is: “The organization encourages and supports self. designation and job profile.activity: employee development is self-development.Effectiveness of Training and Development 2010 S trong Ag ly ree D ree isag 12 8% Ag ree S trong D g ly isa ree 38 42 % Fig.10: Training Need Identification Interpretation: Participants believe that there is a need of identifying the training needs according to the level. Learning is a self directed.11: Organizations Support to Self-Learning .learning and education by its officers. 5.

12: Statement of Duty for Job No. It is important that the employees have a duty statement with all the duties to be performed accurately mentioned in it. of Participants Percentage 45 5 90% 10% Category Yes No . 5.learning and education as  42% participants have agreed while 26% participants have strongly agreed Job Profile is one of the important sources for identifying training needs.11: Organizations Support to Self-Learning Interpretation: Participants believe that organization encourages and supports self. “Do you have a statement of duty for your job?” Table 5.Effectiveness of Training and Development 2010 S trong Ag ly ree D g isa ree 6% 26 Ag ree S trong D ree ly isag 26 42 % Fig.

“Is your job accurately described in the duty statement?” Category Yes No Table 5.  10% do not agree with this fact Q.12: Statement of Duty for Job Interpretation: The Company provides a statement on job to almost all Employees  90% agree that the Company provides a statement of job.Effectiveness of Training and Development 2010 Yes No 99% 10% Fig. 5.13: Accuracy of duty statement No. of Participants Percentage 35 15 70% 30% .

5. “Do you require high degree of technical knowledge for your work?” Category Yes No Table 5.Effectiveness of Training and Development 2010 Yes No 70% 30% Fig.13: Accuracy of duty statement Interpretation: From the result it is evident that there are few extra duties that the employees perform that need to be added to the Statement Of Job and there are some duties that are no longer performed by the employee and need to be deleted from the Statement Of Job.14: Degree of technical knowledge needed No. of Participants Percentage 40 10 80% 20% .

Effectiveness of Training and Development 2010 Yes No 80% 20% Fig. Design Engineers. Engineers. Supervisors.15: Method of Working No.14: Degree of technical knowledge needed Interpretation: From the result it is evident that 80% of the participants agree that their work requires high degree of technical skills. 5. of Participants 2 48 Percentage 4% 96% .  The remaining 20% participants which comprises of managers do not need technical skills. These skills are needed only at the junior level for Shop floor workers. “How do you work?” Category Alone Team Work Table 5.

of Participants 1 5 20 16 8 Table 5. 5. “How would you rate the MDP’s held in the organization till date?” Category Poor Average Good Very Good Excellent No. Excellent.  96% of the participants agreed that it is team-work.15: Method of Working Interpretation: From the result it is evident that almost all the work done is team work as  Only 4% participants agreed that the work has to be done alone. Average and Poor.e. To know the response of the participants.16: Overall MDP Rating Percentage 2% 10% 40% 32% 16% .Effectiveness of Training and Development 2010 Alone Team Work 96% 4% Fig. here 5 point rating scale was used i. Good. Very Good.

More specifically. 5. Personal objectives achieved. regression analysis helps to understand how the typical value of the dependent variable . “How do you feel about the MDPs that you have attended till date in the company?” For the analysis of this question. Discussions. participants were asked to rate some of the factors like Relevance to my work. Use of time. Level of activities. Regression analysis includes any techniques for modeling and analyzing several variables. For identifying the most important factors for MDPs success. Structured.Effectiveness of Training and Development 2010 40 35 30 25 20 15 10 5 0 2% 10% 40% 32% 16% Poor Average Good Very Good Excellent Fig. when the focus is on the relationship between a dependent variable and one or more independent variables. Well organized. Training methodology used. Relevant training material and Communication and coordination. Regression analysis is used as a tool for find the priority level of the factors and also there significance level.16: Overall MDP Rating Interpretation: Almost all of the participants have given above average rating to the training program as a whole.

Commonly used checks of goodness of fit include the R-squared. A regression model relates Y to a function of X and β. The independent variables. while the other independent variables are held fixed. Y. in order to identify the model that best fits the population from which the data were sampled. this may be a scalar or a vector. it may be important to confirm the goodness of fit of the model and the statistical significance of the estimated parameters. The dependent variable. An F-test is any statistical test in which the test statistic has an Fdistribution under the null hypothesis. The residual can be written as The normal equations are Once a regression model has been constructed. It is most often used when comparing statistical models that have . Statistical significance can be checked by an F-test of the overall fit. followed by t-tests of individual parameters.Effectiveness of Training and Development 2010 changes when any one of the independent variables is varied. analyses of the pattern of residuals and hypothesis testing. there are p independent variables: The least square parameter estimates are obtained by p normal equations. An F-test is any statistical test in which the test statistic has an F-distribution under the null hypothesis. In the more general multiple regression model. It is most often used when comparing statistical models that have been fit to a data set. Regression models involve the following variables:    The unknown parameters denoted as β. X.

t = (x . x is the mean of the sample.No. or "within-group variability" is P-value is the probability of obtaining a test statistic at least as extreme as the one that was actually observed. in order to identify the model that best fits the population from which the data were sampled. T-scores are the result of a t-test and follow Student's t distribution.X) / (s / n^2) where. or "between-group variability" is The "unexplained variance". X is the mean of the population.05 With the help of regression analysis. s is the sample's standard deviation and n is the size of the sample population.Effectiveness of Training and Development 2010 been fit to a data set. Factors Coefficient P-Value . T-test is a type of test for a statistical hypothesis. Analysis Level of significance is = 5% = 0. t is the t-score. assuming that the null hypothesis is true. the three most important factors which are responsible for the overall success of MDPs at large are found out and shown in the table: S. The formula for the one-way ANOVA F-test statistic is The "explained variance".

3.64E-13.000506 0.Effectiveness of Training and Development 1.408 units.significance = 9.843. which means. With the help of the value of R Square = 0.64E-13 Interpretation: As the coefficients of the three factors shown in the above table are positive so it is positively related to overall rating of the MDPs. that if Relevance to my work factor score is increased by 1 unit then the overall rating of MDPs will be increased by . Training also helps an individual in applying new skills on the job.00974 0.843 and the value of F.significance. which shows that the entire model (Ten Factors) are highly significant.288283 0.032417 Table 5. hence model is a good fit. . Relevance to my work Well Organized Level of Activity 0.408382 0. And also the significance of the entire model can be further checked by the value of F.235741 2010 0. 2. 84 % variation in the overall rating is explained by the selected criteria (Ten factors). For identifying the level of application of new skills on the job.17: Factors Responsible for Overall Success of MDPs The value of R Square is calculated by the regression analysis is = 0.significance = 9. The value of F.

5 Standard Error 0.06 9 Significance F 9.001 0.65 9 3.107 t Stat 1.804 0.317 0.408 -0.64918E13 0.183 -0.793 1.34 4 0.187 0.40 Pvalue 0.684 MS 3.549 6.136 0.75 5 0.919 0.422 50 Coefficients Intercept RELEVANT TO MY WORK DISCUSSION STRUCTURED -0.105 0.526 0.951 44.844 0.108 0.044 .178 F 21.Effectiveness of Training and Development 2010 REGRESSION TEST Regression Statistics Multiple R R Square Adjusted R Square Standard Error Observations ANOVA df Regression Residual Total 10 39 49 SS 37.

124 9 0.109 0.14 8 2. Some.106 0. The categories are All.18: Regression Test Training also helps an individual in applying new skills on the job.15 8 2.106 0. Category All Skills Some Skills Very Few Skills No Skills No.94 5 1.236 0.156 0.883 0. of Participants 6 33 10 1 Table 5. For identifying the level of application of new skills on the job “Degree to which you have used the skills you have learnt.” Here four point rating scale was used.103 0.016 0.010 0.076 0.351 0.254 0.108 0.288 0.Effectiveness of Training and Development 2010 USE OF TIME LEVEL OF ACTIVITY PERSONAL OBJECTIVES ACHIEVED TRAINING METHODOLOGY WELL ORGANIZED TRAINING MATERIAL COMMUNICATION & COORDINATION 0.050 0.26 0 0.115 0.19: Degree of Usage of Skills Percentage 12% 66% 20% 2% . Very few and No.215 Table 5.65 4 1.517 0.718 0.032 0.218 0.133 0.

Effectiveness of Training and Development 2010 70 60 50 40 30 20 10 0 12% 66% 20% 2% All Skills Some Skills Very few skills No Skills Fig. Of Participants 16 17 7 1 9 Percentage 32% 34% 14% 2% 18% feedback Table 5.20: Factors creating difficulty in applying New Skills . 5.19: Degree of Usage of Skills Interpretation: Training would be successful when there is efficient transfer of learning to the job.  12 % participants perceive that they can apply all skills learnt used on the job  66% participants perceive that they can apply some skills learnt used on the job Participants are unable to use new skills on the job because of certain factors: “In your opinion. what factor creates difficulty in applying new skills on the job?” Category Lack of opportunity Lack of time Skills were not relevant No supervision Lack of coaching or No.

20: Factors creating difficulty in applying New Skills Interpretation: Most of the participants feel that lack of opportunity and lack of time are the main factors creating difficulty in applying New Skills.e. Somewhat effective and Very effective.21: Methods of Training . Not effective. “Please rate the methods of training you feel would be most appropriate to achieve your learning goals:” For this question 3 point scale is used i.Effectiveness of Training and Development 2010 35 30 25 20 15 10 5 0 32% 34% 14% 2% 18% Lack of opportunity Lack of time Skills irrelevant No supervision Lack of coaching Fig. Methods Of Training Percentage Classroom Lectures 8% Video 10% Workshops 11% On The Job 11% Computer Base 9% Case Study 10% Role Play 10% In the Basket 9% Outbound 10% Group Studies 11% Table 5. 5.

Outbound and Role Playing are effective methods  In-basket exercise and Classroom Lectures are somewhat effective methods “How do you learn more effectively during the training programs?” The options for this question are Studying underlying concept. Step-by-step instructions.Effectiveness of Training and Development 2010 Fig. On the job training and Group studies are the most effective methods  Videos. Methods of Effective Learning Studying underlying concept Step-by-step instructions Observing others Active participation Table 5. Observing others and Active participation. 5.22: Method of Effective Learning Percentage 8% 10% 8% 74% . Case Studies.21: Methods of Training Interpretation:  Workshops.

Effectiveness of Training and Development 2010 80 70 60 50 40 30 20 10 0 8% 10% 8% 74% Studying underlying concept Step by step instructions Observing others Active participation Fig.22: Method of Effective Learning Interpretation: From the result it is evident that participants can learn more effectively by Active Participation. 5.  74% are in favor of “Active participation”  8% are in favor of “Observing others”  10% are in favor of “Step-by-step instruction”  8% are in favor of “Studying underlying concepts” .

3: Areas of Improvement desired in T & D 6.Effectiveness of Training and Development 2010 CHAPTER 6: FINDINGS AND OBSERVATIONS 6.2: Areas of Improvement desired in the Organization 6.4: Recommendations 6 FINDINGS & OBSERVATIONS .1: Strengths of the Organization 6.

benefits & learning of training through briefing sessions when being selected. attitude and team work. The participants were from junior to senior level at ThyssenKrupp Industries India Pvt. Some of the findings from the survey (questionnaire) are listed below:  Training and development programs at ThyssenKrupp Industries India Pvt. Only 53% participants were aware about the objective. of MDPs and it is evident from the analysis that 88% participants have ranked MDPs as good and above. 6. Ltd. 54% participants are not agreeing to the fact that a formal process for identification of training needs is being followed in the organization. The main purpose of the data collection and statistical calculation was to identify training needs of employees as well as organizational needs. All the participants have undergone a no. Training methods and content may not be the same for different levels of employees. some of the departments in the organization are practicing briefing and debriefing sessions before and after the training program respectively in an informal manner but there is no formal process of briefing and debriefing in the organization. It plays a major role in employees’ growth and development.  Satisfaction of the learner is the most important factor in training program. skills. commitment towards the job.Effectiveness of Training and Development 2010 The questionnaire was drawn up in a format consisting of both closed & open questions. The employees are not aware about the criteria of selection for training. benefits & learning that they will gain from training before selection. an organization has to follow some criteria for selection depending on the need and to get each employee trained to achieve the desired results.1 STRENGTHS OF THE ORGANIZATION . Also.  For training.  The participants have to know the objectives. Ltd are aimed at systematic development of knowledge.

People decide the strengths & areas of improvement of an organization. System by them does not deliver.  Expertise in delivering customer satisfaction: 16% participants believe that organization’s long term relations with clients & excellence in delivering customer satisfaction is proving as one of the organization’s strengths  Strong financial background: 16% participants believe that financial soundness of the organization & its ability to stand the adverse situations has helped organization to become one of the global market leaders .Effectiveness of Training and Development 2010 Modern business demand quickness of mind and action.  Exposure to world class brand: 30% participants say that the strength of the organization is in its brand image. the strengths of the organization are:  Supportive & encouraging work culture: 50% participants say that the working environment in the organization is very encouraging & supportive. Employees are of the opinion that team work is of paramount importance for the success of the organization. people do with the help of skills & initiatives.  Exposure to world class technology: almost all the participants are agreeing with the fact that strong system base & in depth technical knowhow is available at all corners of the organization which is enabling the organization to become one of the global market leaders.e. According to the participants.  Competent & committed work force: 26% participants say that the organization has a good & relevant human resource base i. relevant collaborations & strong market hold / share as far as turnkey projects are concerned. multi skilled man power. People hold the key to achieving organizational excellence.  Knowledge of four sectors under one roof: 18% participants given their view point that diversification of business lines is one of the fundamental strengths of the organization.

Effectiveness of Training and Development 2010 .

2 AREAS OF IMPROVEMENTS  Intra & inter departmental communication: 40% participants emphasized on improvement in communication & coordination among employees within the department & among the different departments so that the employees have a better understanding of the organization and at the same time the interpersonal relations among the employees enhances. adequate sitting space in library.Effectiveness of Training and Development 2010 6. structured & transparent performance management system which inculcates performance-oriented culture in the organization. . proper entertainment & cafeteria.  Infrastructure & facilities: 38% participants say that there is need for improvement in infrastructure & facilities provided to employees such as proper working conditions in summer.  Performance management system: 24% participants are agreeing to the fact that organization should have systematic. proper space arrangements for keeping papers as well as inventory.

the culture of team work should be encouraged by the management for achieving the organizational vision & mission.Effectiveness of Training and Development 2010  Job enlargement & rotation: 22% participants are agreeing to the fact that employees should be given enhanced responsibilities along with authority as per their potential. effectiveness & productivity.  Flexible timings: 12% participants are of the opinion that employees belonging to the category of officer and above should have the option of flexible work timing so that they can work more productively in their preferred work timings.  Enhancing team work:participants believe that team work is of utmost importance for the success of the organization. Job rotation should also be practiced by each & every department so that employees can hone their cross functional knowledge & repetition of work can be reduced at an individual level which ultimately enhances motivation & productivity.  Few participants are in favor of adopting business excellence model by the organization.  Working with defined organizational goals (quantitative): Few participants believe that the organizational vision.  Few participants are of the opinion that organization should thrust more on innovation & research & development activities so as to have an edge over the competitors & to grab the potential market. Thus. mission & goals should be cascaded down to the individual level and as a result employees should set SMART KRAs for evaluating their performance.  Exposure to new technology: 12% participants are in the favor that employees should get more exposure & training in latest technology available in the market so as to augment their efficiency. .

 18% participants are of the opinion that case studies & examples shared with the participants during the training programs should be more realistic and related to project industries so that the participants can successfully relate the same to their day-to-day job demands.Effectiveness of Training and Development 2010  Few participants have given suggestions that “SELF INSPECTION” methods can be used by employees so as to reduce supervisory hours.3 AREAS OF IMPROVEMENT IN T & D PROCESS According to the participants following improvements are required in training & development process:  55% participants are agreeing with the fact that the process of identification of behavioral and functional / technical training needs should be carried out across the organization on yearly basis.  16% participants have opined that in-house training programs should be conducted by internal trainers of the organization.  Cross functional departmental training should be imparted in order to do away with the monotony and boredom of their routine work. 6.  12% participants have given the suggestion that management should devise methods for measurement of effectiveness of training imparted. designation and job profile and such training needs should be finalized only after conducting a joint discussion between HODs and their subordinates. Participants believe that training needs should be identified according to the level. .

 The Management should implement Kirkpatrick’s model for evaluating the effectiveness of training & development process across the organization. .  The survey for identification of training needs should be conducted more frequently in order to gauge the perception of the employees regarding training & development process practiced by the organization.  The Management should initiate the process of mentoring by the senior management for new employees to induce hand holding culture in the organization. processes & policies practiced by the organization.  The Management should implement suggestion scheme across the organization so as to inculcate the culture of innovation & creativity.  SAP / refresher training should be conducted on regular basis so that employees become SAP friendly.  The Organization should provide the facility of e-library to all employees wherein technical and behavioral training material can be accessible to employees across the organization in order to promote the concept of self-learning.Effectiveness of Training and Development 2010  Regular training programs for GETs should be conducted during their training period so that they get comprehensive knowledge about the business and information about the systems.  The HODs of different departments should compulsorily practice formal process of briefing and debriefing before and after every training program respectively with an objective to inculcate learning culture into the organization. 6.4 RECOMMENDATIONS  Personnel & HRD department should be disintegrated into separate Personnel department & HRD department having separate Personnel Heads & HRD Heads reporting to a common Functional Head.

 Job rotation policy should be formulated & practiced across the organization depending upon the knowledge. job evaluation etc only after streamlining the performance management system in the organization. football & cricket matches.  The Management should conduct employee satisfaction surveys after every 2 years for gauging perception of the employees in relation to the parameters like overall employee satisfaction.  The Management should enhance horizontal & vertical communication by organizing monthly open feedback sessions. with an objective to reduce the gap between the Management & the employees.  The Management should drive system-oriented and paperless culture in the organization. balanced score card.g.  The Management should change training vendors & faculties for conducting MDPs on yearly basis. assessment & development centers. quarterly / monthly performance review meetings etc.  Batch size for MDPs should be reduced so that the faculty can pay better attention to each & every participant. competency mapping. celebration of festivals. skills and career aspirations of the employees in order to hone cross functional competencies of the employees.  The Management should initiate other Organizational Development interventions like 360 degree feedback. photography & drawing competition etc) to foster interpersonal relations within the organization.Effectiveness of Training and Development 2010  The management should strengthen sports & cultural activities (e. . advocacy & stability and finally to assess the employee engagement ratio of the organization.

Therefore.  ThyssenKrupp Industries India Pvt. Management should provide at least basic training on German language to top management and employees working in the Marketing department.  The entrance of the building should have departmental name plates and employees should have their individual name plates on the desk. Ltd. . is a German based MNC and thus German language has a special importance for the organization.Effectiveness of Training and Development 2010  The Management should implement SAP – HR module for inculcating system oriented culture and integration & standardization of all HR processes.

2: References .1: Conclusions 7.Effectiveness of Training and Development 2010 CHAPTER 7 7.

Effectiveness of Training and Development 2010 7. I had a wonderful experience taking interviews of the Shop floor workers. engineers. design engineers. I had learnt a lot as to how the Personnel & HRD department actually works at TKII. . This project gave me an opportunity to have an insight of the working of the Personnel & HRD department.managers. At last I would conclude.1 CONCLUSION I would like to conclude by saying that it was great experience to be associated with ThyssenKrupp Industries India Pvt. healthy and peaceful. negotiation skills. (TKII). This helped me in sharpen my skills in dealing with people in a professional manner. manage and coordinate Management Development Program (MDP) on various topics which is very helpful for overall growth of a Management Student. as we had to give a helping hand in the process of HR audit and contributed in coordinating welfare activities like Medical checkup for the family members of the employees and summer camp for the children of the employees. how to evaluate a training program and how to discover the strengths and areas of improvements of the organization. ways to keep employees motivated and the working environment happy. learning skills. I also got an opportunity to attend. Apart from the project. TKII gave me opportunity to get involved in various HR activities apart from my project which gave me a taste of living an actual corporate life. I got an opportunity to learn about maintenance of files & documents. I have learnt how to identify the training needs of an employee. Ltd. convincing skills and various other behavioral skills which are really important for me to become real HRD professional. TKII gave us a full exposure to the manufacturing industry. The training had been really helpful throughout and everyday was a new challenge with new tasks to be performed. I enhanced my listening skills.

Kirkpatrick  Newspapers:  Economic Times  The Times of India  Hindustan Times  Websites http://www.Effectiveness of Training and Development 2010 7.google.2 REFERENCE  Books  Gower handbook of training and development : Anthony Landale  How to identify your organization’ s training needs: John H McConnell  Hiring and Keeping the Best People : Harvard Business School Press.thyssenkruppindia. Kirkpatrick. 2002  Evaluating Training Programs: The Four Levels : Donald L.com http://www. James D.com/ http://www.hr-guide.managementparadise.com/ http://www.com/ .com http://images.hreonline.

Effectiveness of Training and Development 2010 ANNEXURE Questionnaire Project Schedule ANNEXURE QUESTIONNAIRE .

4) We assure you full confidentiality of your responses. DESIGNATION DEPARTMENT EDUCATIONAL QUALIFICATIONS AGE (YEARS) TOTAL EXPERIENCE (YEARS) TKII EXPERIENCE (YEARS) . Personal Profile: NAME TOKEN NO. 3) Please give your candid and unbiased feedback.Effectiveness of Training and Development 2010 General instructions for filling the questionnaire: 1) Please answer all questions. 2) Please tick mark (√ ) the most appropriate option that most closely represents your views.

5. please specify ______________________________________________ 2. 15. SKILLS Presentation skills IT related skills Supervisory skills Marketing skills Time management Leadership skills Technical skills Quality related initiatives Team work Decision making skills Coaching skills Creativity & innovation Change management Interpersonal skills Negotiating skills Problem solving skills ISO knowledge 1 2 3 4 5 18. Work life balance / issues If others. Briefing sessions are conducted for employees sponsored for training. . Stress & conflict management 20. Strategy & planning skills 19. 10. 7. 13.Most Important): 1.Least Important & 5. 2010 How important are the following skills & behavior to your current job? (1. 2. 16. 3. 4. 11. Project Management 21. 8. 9. 14. 17. 12. 6.Effectiveness of Training and Development 1.

every Strongly agree Strongly disagree Agree Disagree 7. Employees are sponsored for training programs on the basis of carefully identified needs. Agree Disagree Strongly agree Strongly disagree 5. . Agree Disagree Strongly agree Strongly disagree 6. year. My superior is interested in my overall development. I have training opportunities to upgrade my skills & knowledge. Agree Disagree Strongly agree Strongly disagree 4. The organization’s training programs are evaluated. and improved upon. Debriefing sessions are conducted for employees sponsored for training.Effectiveness of Training and Development Strongly agree Strongly disagree Agree Disagree 2010 3.

Is your job accurately mentioned in the duty statement? Yes No 11. Team Work No In your opinion. Do you require a high degree of technical knowledge for your job? Yes 12. Do you have a statement of duty for your job? Yes No 10. How do you work? Alone 13. Strongly agree Strongly disagree Agree Disagree 9. what factor creates difficulty in applying new skills on the job? Lack of opportunity to use skills Lack of time for use of skills Skills learnt were not relevant No supervision for skills practiced Lack of coaching or feedback If others. please specify _______________________________________________ .Effectiveness of Training and Development Strongly agree Strongly disagree Agree Disagree 2010 8.learning and education by its officers. The organization encourages and supports self.

Effectiveness of Training and Development

2010

__________________________________________________________________

14.

How do you feel about the MDPs that you have attended till date in the

organization? Excellen t Relevant to my work Discussions Structured Use of time Level of activity Personal objectives achieved Training methodology used Well organized Relevant training material Communication & coordination Very Good Good Averag e Poor

15. date?

How would you rate the MDPs that you have attended in the organization till Very Good Average Poor

Excellent Good

Effectiveness of Training and Development

2010

16. Degree to which you have used the skills you have learnt. All skills learnt used on the job Some skills learnt used on the job Very few skills learnt used on the job No skills learnt used on the job 17. How do you learn more effectively during the training programs?

Studying underlying concept Step-by-step instructions Observing others Active participation 18. Please rate the methods of training you feel would be most appropriate to Not Effective Somewhat Effective Very Effective

achieve your learning goals. Methods Classroom Lectures Videos Workshops On the Job Training Computer Base Training Case Study Method Role Playing In Basket Exercises Outbound Training Group Studies

19.

In your opinion, please enumerate any 3 strengths of the organization.

1.________________________________________________________ 2.______________________________________________________ 3._____________________________________________________
20. In your opinion, please enumerate any 3 areas of improvement desired in the

organization.

1._________________________________________________________

Effectiveness of Training and Development

2010

2._________________________________________________________ 3._________________________________________________________

21.

Please give any 3 suggestions to improve the overall process of training &

development in the organization.

1._________________________________________________________ 2._________________________________________________________ 3.________________________________________________________

8.2 PROJECT SCHEDULE
The project was of two months starting from 1st June 2010 to 1st August 2010. The schedule of the project was:

Weeks Activities

1st

2nd

3rd

4th

5th

6th

7th

8th

9th

Induction Project Decision Preliminary Research Preparation Questionnaire One-on-one Interactions Analysis of data so collected Report Presentation & of

.Effectiveness of Training and Development Table 8.1: Project Schedule 2010 NOTE: Preparation of Questionnaire stage also includes sample testing and finalizing the questionnaire.

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