Hrd Evaluation and Audit

8/8/2019 Hrd Evaluation and Audit

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Six Sigma

Client, Enterprise & Competitive Intelligence for Product, Process & Systems InnovationDr. Rick L. Edgeman, University of Idaho

APresentation on

HRD EVALUATION

ACCMAN INSTITUTE OF MANAGEMENT

PRESENTED BY- Shishir Garg, Khushbu Sinha, Muniji Kumar,

Saurabh Nagpal, Praveen Mittal, Priti bisht and Nupur Chhabra.


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Six Sigma

HRD EVALUATION

The systematic collection of descriptive and judgmental information necessary to makeeffective training decisions related to theselection, adoption, value and modification ofvarious instructional activities.

Effectiveness : The degree to which atraining (or other HRD program)

achieves its intended purpose,i.e.

Are we training the right people, the right stuff,

ACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA

qthe right way,qwith the rightmaterials,qat the right time ?


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Six Sigma

NEED FOR HRD EVALUATION

q Shows the value of HRD.

q Provides metrics for HRD efficiency.

q Demonstrates value-added approach for HRD.

q Demonstrates accountability for HRDactivities.

q Everyone else has it why not HRD?



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Six Sigma

PURPOSE OF HRD EVALUATION

q To obtain the highest level of performancewhich depends on 3 enablers i.e. people(workforce), process and technology.

q Ensuring that mandatory and regulatoryrequirements are met.

q Gaining information regarding

organizational performance and learningcultures.

q Provide information for improving HRDprograms.



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Six Sigma

HRD EVALUATION STEPS

a. Analyze needs.b. Determine explicit evaluation

strategy.

c. Insist on specific and measurabletraining objectives.

d. Obtain participant reactions.e. Develop criterion

measures/instruments to measureresults.

f. Plan and execute evaluationstrategy.



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Six Sigma

KIRKPATRICK MODEL

Kirkpatrick developed a model of training

evaluation in 1959.Arguably the most widely used approach.

Simple, Flexible and Complete.

Kirkpatrick's four-level model is now considered an

industry standard across the HR and training

communities. It essentially measures:

REACTION OF STUDENT - what they thought and felt

about the training

LEARNING -the resulting increase in knowledge

or capability



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Six SigmaEvaluati-

on type

Evaluation

description and

characteristics

Examples of evaluation

tools and methods

Relevance and

practicability

1 Reaction Reaction

evaluation is how thedelegates felt about the

training or learning

experience.

'Happy sheets', feedback forms.

Verbal reaction, post-trainingsurveys or questionnaires.

Quick and very easy to

obtain.Not expensive to gather or

to analyse.

2 Learning Learning evaluation is

the measurement of

the increase in

knowledge - before and

after.

Typically assessments or tests

before and after the training.

Interview or observation can

also be used.

Relatively simple to set

up; clear-cut for

quantifiable skills.

Less easy for complex

learning.

3 Behaviour Behavior evaluation is

the extent of applied

learning back on the job- implementation.

Observation and interview over

time are required to assess

change, relevance of change, andsustainability of change.

Measurement of behavior

change typically requires

cooperation and skill ofline-managers.

4 Results Results evaluation is

the effect on the

business or

environment by the

trainee.

Measures are already in place

via normal management systems

and reporting - the challenge is

to relate to the trainee.

Individually not difficult;unlike whole

organization.Processmust attribute clearaccountabilities.


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Six SigmaLIMITATIONS OF

KIRKPATRICK MODEL

1) Misuse of the terms evaluation andevaluating effectiveness.

1) Failure to explicitly address the differentpurposes for evaluating HRD activities.

1) Narrow view of stakeholders and theiragendas

1) Vague and often inaccurate definition of theintended outcomes of an HRD intervention

1) Insufficient research methods (definition of

units of analysis and tools for understandingACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA


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Six SigmaMETHODS OF DATA COLLECTION

FOR HRD EVALUATION


Interviews

Direct

Observation

Simulation/PerformanceTests

Archival

PerformanceInformation

Questionnaires

Written Tests


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Six SigmaETHICS IN HRDEVALUATION



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Six SigmaHRD AUDIT

Examines long term and short term plans andvisualizes to assess competency requirements.

Examines the existing HRD strategies, systems

and practices and assess their appropriatenessto have the required competencies.

Examines the adequacies and inadequacies of

HRD structure, staff and their competencies,line managers and their attitudes, topmanagement and their support, unions andtheir role in competence building for future.

Suggests mechanisms for improving all theseACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA


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Six SigmaREASONS FOR HRD AUDIT

1) For expanding, diversifying and entering intoa fast growth phase.

1) For promoting more professionalism and

professional management.

1) Bench-marking for improving HRD practices.

1) Growth and diversification.

1) Dissatisfaction with any component.

1) Change of leadership.



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Six SigmaSOME ORGANIZATIONS

USING HRD AUDIT

Aditya Birla Group (Rajashree Cement, VikramCement, Hindalco, Indo-Gulf Fertilisers, GwaliorGrasim, Harihar Fibres etc.) has been doing itfor the last 8 years.

L&T, Crompton Greaves

Apollo Tyres

Godrej Soaps

BPL

Gati Cargo Management Services.ACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA


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Six SigmaCONCLUSION

qEvaluation is the feedback loop that allows theorganization to monitor various factors ofeffectiveness how well are we doingcompared to what we intended to do?

qAlthough there may be many specificsituations where the 40-year-old Four Levelapproach is still relevant and meaningful, it is

generally ineffective as an overarchingparadigm for todays business.

q In the complexity of todays business, and the complexity andsophistication of HRD, our feedback processes must be equally

sophisticated.ACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA


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Six Sigma

THANK

YOU

Documents

Hrd Evaluation and Audit