Evalution of Training ISTD 7

8/7/2019 Evalution of Training ISTD 7

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Measuring and Improving

the effectiveness of

Training: ISTD

Dr. B. Rathan [email protected]

9849685350


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TRAINING EVALUATION :WHOLESTIC

APPROACH

1. TRAINING ENVIRONMENT IN PEs

2. BRAINSTORMING- EVALUATION

3. LEVELS OF EVALUATION

4. EVALUATION- SOME EXPERIENCES

5. FEED BACK MODELS ( WE WILL CIRCULATE)6. CONCLUSION AND SUGGESTION


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HARVARD BUSINESS REVIEWJuly Aug 1990, Pages 71 - 83

Motorola has reported that the

return on training was $33 for every

dollar spent, where absorption and

application was effective.


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RAY STATARAY STATAChairman, Analog Devices, USAChairman, Analog Devices, USA

The rate at which individuals and

organisations learn may become

the only sustainable competitive

advantage.


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BAJAJ AUTO

Bajaj Auto has recruited first Head

of HRD in 1997 (Personnel was

separate) when they were doing

well.


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Pioneers of HRD in INDIA

SBI

L&T

SAILSUNDERAM FASTENERS

TISCO

TELCONTPC

TCS


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RELIANCE EDUCATION PROGRAMME

16 weeks at 11M-B

10 weeks conceptual

3 weeks project

3 weeks analysis and presentation

NMDC Executive learning

10 to 15 weeks at 11M

14 Weeks programme at

11M-A

isattended by participants from many

industries


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HRD INTERVENTIONS at SCCL

Average training mandays

Workmen & clerks - 1.50 approxSupervisory - 1.75 approx

Executives - 2.72 approx

TISCOCollieries 7 days for all

on full day release basis


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Recommendation by HODs & SCCL

Non Executives - 3 mandays

Executives - 8 mandays

TISCO Collieris - 7

NMDC - 3


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Guidelines for ROI Measurement

Create an awareness for ROI in the organization

Build capacity for ROI by training staff to understand ROI

Quantify information before the training in order to obtain abaseline (e.g. number of accidents, customer complaints, etc)

Convert this data to financial value (e.g. the cost of preventing

an accident) Allocate resources for ROI

Develop a culture of measurement and accountability amongtraining staff and managers

Start with only one course as a pilot programme to practiceROI skills.

Communicate the results to training staff and the wholeorganization

Design improvement plans for training programmes in orderto increase ROI

Once ROI results are available, use the data to market futurelearning programmes


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Responsibility for the evaluation

of training programs

Senior Management

The trainer

Line managementThe training manager

The trainee


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Total Evaluation Process

Planning, design and preparation of the trainingprograms against the objectives

Provision of the agreed training programs

Pre-course briefing meeting between learner

and line manager Interim validation as programme proceeds

Completion of end-of-training programsreactionnaire

Assessment of ROI Final implementation review meeting

Review meetings to discuss progress ofimplementation


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. BRAIN STORMING: EVALUATION

WHY?

WHO NEEDS?

WHEN?

METHODS OF EVALUATION?

WHAT TO EVALUATE?Weather/joke-classroom 7%

make/break(top-shopfloor)trainer has not taught


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GENERAL: OBJECTIVES

CONTENT/ RELEVANCE

READING MATERIAL

ADMINISTRATIVE ARRANGEMENTSSTRENGTH/WEAKNESS

APPLICATION:

REPEAT/PEERS/SUBORDINATES/BOSS

LENGTH OF THE COURSE

FACULTY MIXSUGGESTIONS AND COMMENTS!

ANY CHALLENGE YOU HAVE FACED TO PROVE

TRAINING RESULTS BY YOUR TOP MANAGEMENT?


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LEVELS OF EVALUATION

1. REACTION LEVEL : HOW DO YOU FEEL ABOUT THEPROGRAM?

2. LEARNING LEVEL: WHAT SKILLS AND KNOWLEDGEHAVE YOU ACQUIRED IN THIS

PROGRAMME?3. BEHAVIOUR LEVEL: WHAT CHANGES IN BEHAVIOUR/

ATTITUDES CAN BE CONTRIBUTEDTHROUGH THE PROGRAMME?

4.RESULTS LEVEL :* WHAT TANGIBLE GAINS TO THEORGANISATION?

* INCREASED PRODUCTIVITY?* BETTER TEAM WORK? REDUCED COST?


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EXRCISE 1: APPROPRIATE METHODS FOR VARIOUS

LEVELS OF EVALUATION

1.REACTION LEVEL

HOW DO YOU FEEL ABOUT THE PROGRAMME?

FORMAT -QUESTIONING PARTICIPANT WRITTEN COMMENT -QUESTTIONAIREGET 100% IMMEDIATERESPONSE - NON-VERBAL COMMUNICATIONGET HONEST RESPOSE - EXPRESSION OF FEELINGS

-OPPRTUNITY FORQUESTIONSSIGNATURE (OPTIONALS)

SECOND REACTION QUESTIONNAIRE AFTER

2-3 MONTHS OF TRAINING


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GUEST FACULTY(LETTER)

POSITIVE REACTION

REACHES TO TOP BOSSES

LACK OF MOTIVATION TO INDIVIDUAL

LEFT ORGN-MOST SUCCESSFUL IN

THEIR OWN VENTURES--IDPL, BHEL,ECIL


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2. LEARNING LEVEL

WHAT SKILLS AND KNOWLEDGE HAVE YOU

ACQUIRED IN THIS PROGRAMME ?USE A CONTROL GROUP -Formal Examination

GET 100% RESPONSE -Questionnaire

KNOWLEDGE--WHEN? -Pre testing and post testing

SKILLS-IMPROVED? -On- the-job performance

ATTITUDE-CHANGED? -Participation in group work

LEADS TO LEVEL-3 -Evaluation by superiors

BEHAVIOUR AND BETTER MGT. PRACTICES


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IMPROVED PROBLEM SOLVING (10-12 MONTHS)IPE-- BRADFORD EXP. VERY SUCCESSFUL

JOB IMPROVEMENTS PLANS 2-100 TIMES-

ACTUAL SAVINGS

FIRST TWO LEVELS : (10---16 WEEKS DURATION)

INCREASE KNOWLEDGE

IMPROVE SKILLS FIRST TWO LEVELSCHANGE ATTITUDES

ONLY SKILLS CAN BE DEVELOPED NOT VALUESSKILL Vs VALUES-DELEGATION-ARJUNA ASHWATHAMA

-LEARNER HAS NOT LEARNED: TEACHER HAS NOT TAUGHT

-FINGER-POINT TO SOME ONE, TRAINER SELF EVALUATION


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3.BEHAVIOUR LEVEL

WHAT CHANGES IN BEHAVIOUR / ATTITUDES CAN BEATTRIBUTED TO THE PROGRAMME

SELF ASSESMENT EXERCISE *USE A CONTROL GROUP* ALLOW TIME FORBEHAVIOUR CHANGE

SELF APPRAISAL *EVALUATE BEFORE ANDAFTER THE PROGRAMMEIF PRACTICAL

INTERVIEWS *GET 100%RESPONSE


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REACTION OF JUNIOR,PAIRS AND SUPERIORS *CONSIDER Vs BENEFITS

OBSERVATION OF *APPRAISAL OFPERFORMANCE PARTICULARLY PERFORMANCEABILITY TO MANAGE CHANGE,LEAD, MANAGE TIME, ETC.

BOSS(1) PREVENTING, (2) DISCOURAGING, (3) NEUTRAL,(4) ENCOURAGING,(5)REWARD--INTRINSIC--PRIDE/STATIC-EXPERIENCE-PRAISE FROM BOSS-RECOGNITION-MONETORY-MERIT PAY


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TRAINERS --- WHAT TRAINERS WILL FACE?

ENCOURAGING OR DISCOURAGING GOOD INDICATION OF BEHAVIOUR GM- Prog. TO IAS-WE TOLD TO LEVEL-

VERY GOOD IMPACT!

Ex.Grievance handling trg - no change in behaviour untilgrievance faced!Q; Are you doing different because you have attended

programme? Yes or No - Why?


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4.RESULT LEVEL

WHAT TANGIBLE GAINS TO THE ORGANISATION?INCREASED PRODUCTIVITY?BETTER TEAMWORK?REDUCED COSTS?

ORGANISATION STUDIES - CONTROL GROUP

ANALYSIS OF PROBLEM - ALLOW TIME

ANALYSIS OF FINANCIAL AND -EVALUATENONFINANCIAL PERFORMANCE BEFORE / AFTEROF THE ORGANIZATION


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WORK FLOWS STUDIES --COST Vs BENEFITS

PRODUCTIVITY INDICATORS --BE SATISFIED WITHEVIDENCE-- IF PROOFIS NOT POSSIBLE

PRODUCTION/SALES/PROFITS/ROI COSTS/ACCIDENTS/

TURNOVERCHANGE ATTITUDES-NOT IN FIN.TERMS

IMPROVED MORALE

(delighted traineees)(ECIL-Gupta-Tangible gains to orgn?Prodn increased

Board Level Trg Head(board meeting get in?

Sales:Different parts - Trained/not trained - ROI

Q: WHAT SHOULD A TRAINER DO WHEN TOP MGT ASK FOR

A TANGIBLE EVIDENCE THAT TRG. PROGRAMME IS

PAYING OFF? ( PROOF IS IMPOSSIBLE TO GET?)

contd.


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5. OUTCOME LEVEL

BY PRODUCT SUCH AS SOCIAL CONNECTIONS,

SATISFACTION OF PERSONAL NEEDS,

CAREER DEVELOPMENT, ETC.-NUMBER OF PROFESSIONAL FILL IN WHAT YOUCONTACTS BEFORE AND NOW USE TOAFTER TRAINING. EVALUATE

-PROMOTION AND PAY

RAISE-OVERALL PERSONALITY ASSESSMENT-If my customer is not happy, it is my fault?and my challengis please them?We can not satisfy everybody!


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27ACCEPTABLE3122IA

SOMEWHAT LOW721121HCL

ACCEPTABLE1031122HMT

ACCEPTABLE1432333HAL

ACCEPTABLE1031221BDL

GOOD1632353BHEL

VERLOW51111IDPL

SOMEWHATACCEPTABLE821221MIDHA

NI

ACCEPTABLE1131241ECIL

54321

Over all ratingTotal

scoreFinance

s

Research/

consultancyLibrary

Infra-

structur

eFaculty

In- house

training

RATING IN 5 PIONT SCALE EVALUATION OF INHOUSE TRG

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1

5 13


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LINE MANAGERSROLE IN HRD

Contribute your ideas to HRD

Motivate the individual toperform and develop

Help in preparation of HRD

schedules

Implementation of schedules

Review impact and revise plan


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NEW TECH/ BUSINESS/ CONNECTIONS

SPECIALLY IN TOP LEVEL PROGRAMS/

MIDDLE LEVELS

SOME SPECIFIC SUGGESTIONS:

READ ISTD, ASTD MANUALS/ JOURNALS

KIRKPATRICK--EVALUATING THE PROGRAM.

(Brief about Negotiation strategies and skills prog)

CONTACT FOR OUR SERVICES : [email protected]

Documents

Evalution of Training ISTD 7