designing new feedback forms

INDEX

Sr.

no

Title Pg

no

1 Executive Summary 1

2 Company Profile 2

3 Project design and methodology 9

4 Theoretical framework of training and

evaluation of training

11

5 Presentation and Interpretation of

Data

22

6 Conclusion & Suggestions 24

7 Bibliography 29

8 Annexure 30

1

EXECUTIVE SUMMARY

Training is a process of learning a sequence of programmed behavior.

It is the application of knowledge. It gives people an awareness of the

rules and procedures to guide their behavior. It attempts to improve

the performance on the current job or prepare them for an intended

job. Most organizations, whatever their size, invest time and money

developing their staff. Whether it is training them on how to use a new

piece of software, complete a form, give good customer service or

write a professional letter, training is an essential part of every

organizations management.

Evaluation is the process of finding out how a course or any other

training exercise has affected the organization. The three aspects that

can be evaluated are - participants’ reaction to the program, what the

trainees learned from the program and to what extent their on-the-job

behavior changed as a result of the program.

The objective of the study undertaken was to evaluate the current

feedback form used for external training for the employees of

Rashtriya Chemicals & Fertilizers Ltd. and to provide the company with

a new feedback form. The feedback forms of sixty-three employees

were evaluated for the period December 2005 - April 2006.Scores were

allocated to this form and on the basis of these scores the

2

effectiveness of the training programmes were analyzed. Due to

certain disadvantages present in the current feedback form a new

feedback form was prepared. The new form prepared contains less

number of subjective questions, is quantified and can be easily

evaluated.

COMPANY PROFILE

RCF MISSION STATEMENT:

a) To produce fertilizers and chemicals efficiently, economically and in

environment friendly manner.

b) To serve the farmers and other customers with quality products

along with support services.

c) To join hands in the growth of national economy.

RCF POLICY AND OBJECTIVES:

Policy:

Rashtriya Chemicals and Fertilizers Limited Commits to Produce and

Market Fertilizers and Industrial Chemicals of Excellent Quality by

using modern and Eco-Friendly Technology to meet the requirements

of customers. RCF will also endeavor to fulfill its obligation to society at

large by continuous improvement and growth.

Objectives of the Company:

3

a) To produce and market fertilizers and chemicals efficiently and

economically in environmentally sound manner.

b) To maintain optimum levels of efficiency and productivity in the use

of resources and to secure optimal return on investment.

c) To take up and implement the schemes for saving energy.

d) To promote self-reliance in Company’s operations including process

know-how, design, engineering, erection, commissioning, operation

and maintenance

of plants and marketing of products with special emphasis on Research

and Development.

e) To aim at international standards of excellence in production and

quality of products and services.

f) To continuously upgrade the quality of human resources and

promote organizational and management development.

g) To enhance safety standards.

h) To care for and protect the environment and minimize the harmful

effects of emissions, atmospheric discharges and effluents by

conforming and also improving up on the standards laid down by

Pollution Control Authorities.

i) To ensure corporate growth by expansion as well as diversification.

j) To care for the community around especially SC/ST and other

backward classes.

BRIEF HISTORY:

4

Rashtriya Chemicals & Fertilizers Ltd., a Government of India

Undertaking, registered under the Companies Act 1956 was

incorporated on March 6, 1978 on re-organisation of the erstwhile

Fertilizers Corporation of India Limited and National Fertilizers Limited.

The company is engaged in production and marketing of chemical

fertilizers, bio fertilizers, and industrial chemicals with its

manufacturing units at Trombay and Thal and marketing offices in

most of the states. RCF’s Trombay unit has 20 operating Plants while

its Thal Unit is the largest plant in Asia with a capacity to produce 4500

TPD of Urea which incorporates the state of the art technology. During

last two decades the company with sustained expansion,

diversification and modernization programs, has come a long way and

is now recognized as a leader in the fertilizer industry in the country.

Rashtriya Chemicals & Fertilizers Ltd. has been graded as ‘Excellent

Company’ under the MOU rating by the Government

of India for its overall performance in the last several years. Rashtriya

Chemicals & Fertilizers Ltd. has been given ‘Mini Ratna’ status by

Government of India and is entitled for greater autonomy in taking

several major decisions of corporate governance without the approval

of the Government.

RCF'S TROMBAY PRODUCT RANGES:

Chemical

Fertilizers

Bio

Fertilizers &

Micronutrien

ts

Intermediat

es

By

Products

Industrial

Chemicals

Ujjwala

(Urea)

Phosphorous

solubilizing

Bacteria (PSB)

Ammonia Carbon

Dioxide

Methanol

5

Suphala

(15: 15: 15)

Biola Nitric Acid Gypsum Methylamine

s (Mono, Di &

Tri)

Suphala

(20: 20: 0) –

ANP

Microla Sulphuric

Acid

Calcium

Carbonat

e

Conc. Nitric

Acid

Nimola

(Coating

Agent)

Phosphoric

Acid

Dil.

Sulphuric

Acid

Ammonium

Bicarbonate

Ammonium

Nitrate

N-15 Sodium

Nitrate

Sodium

Nitrite

Argon

R.C.F.’S MANPOWER DETAILS:

The breakup as on 1.4.2006 is as follows:

Sr. No.

Posted at

Posted at

Total Trombay A

Thal B

Area Offices (Excluding. A & B)

1 Top Management (DGM & above)

41 13 10 64

2 Middle Management (ACE & CE)

156 57 153 366

3 Officers(AFM to Dy. CE)

721 476 329 1427

4 Workers 2129 1248 249 3626 5 Directly registered 915 734 0 1649

6

Mathadi workers through statutory board

6 Registered Mathadi Workers

296 0 0 296

Grand Total 4258 2528 741 7428

ORGANIZATIONAL STRUCTURE:

In public enterprises government plays an important role in

determining the organization structure of the unit. The organization

structure is not static, but may change from time to time in response

to the needs of the situation.

In RCF, the chairman and the managing director (CMD) is the chief

executive of the company. He is charged with the responsibility of

implementing the policy decisions taken by the board of directors and

formulating the procedures and rules for policy implementation. There

are 5 executive directors on the company’s board working under the

overall supervision of chairman of the board who also is the managing

director of the company. The general manager is the higher

managerial authority and is a government appointee. For the day

to day functioning of the company he keeps in touch with executive

directors, he reports to and is answerable to the managing directors

only.

The heads of functioning departments are in turn assisted by

managerial personnel each responsible for a separate department.

MARKETING:

RCF Ltd. provides a full range of marketing services including sales

fertilizers promotions, agricultural research and free agronomical

7

services. Fertilizer marketing is carried out through a well knit

organization of dealers covering the states of Maharashtra, Gujarat,

MP, Rajasthan, Andhra Pradesh, Tamil Nadu, Kerala, Karnataka, Delhi,

UP, Punjab, Haryana, Bihar & West Bengal.

RESEARCH AND DEVELOPMENT:

The company’s research and development department monitors the

research work of institution so that it may be adapted for the

company’s operation. It promotes external research projects and

undertakes direct research in selected areas inclusive of finding more

and better uses for the industrial chemical it manufactures.

CORPORATE MANAGEMENT DEVELPOMENT CENTRE:

The centre was found for promoting the managerial excellence in

organization. Some of the activities of centre includes- In house

management consultancy, Organizing management development

programmes, conducting small group activities at shop floor level,

Systems Development and Evaluation, Training of Vocational students

from academic institutes, and persons sponsored by other

organizations, Organizing part time Diploma course for employees of

the organisation as well as other organizations.

HUMAN RESOURCES:

RCF Ltd. believes that its people are its most important asset. The

company also has a well designed system of giving personal attention,

guidance and counseling services to new recruits thereby keeping their

motivation levels high. In future it also has plans for reducing talent

drain through a system of conducting Exit Interviews, creating an

8

environment full of open culture, encouraging creativity and also

enhancing mutual trust in order to maintain high employee motivation.

Core Strengths of HRD Function:

1) To develop and strengthen Technical & Managerial competencies of

Human Resource on continuous basis to meet organizational

objectives.

2) To enhance employability of youth by imparting knowledge & skills

specified under Apprenticeship Act

3) To provide support for organizational development interventions

such as Quality Circle, ISO-14001 and other productivity improvement

schemes.

4) To provide Research, Consultancy & Counseling Services v

extending the expertise of HRD services to other organizations.

FINANCE:

The major thrust area for the company is the optimum utilization of

resources .The Company has a system of planning and budgeting

every year, so as to ensure efficient working capital and funds

management. The company has consistently increased its profits, year

after year, thereby resulting in increased resources and surplus.

Overall Outstanding Achievements and Recognition:

RCF has made outstanding contribution to the life of farmer community

by supplying different kinds of chemical fertilizers and bio fertilizers at

cheap and affordable prices. RCF has also made conspicuous

contribution towards protection of environment, greenery

9

development, health, sanitation, safety and committed in discharging

its social responsibilities through rural development, organizing blood

donation camps, adoption of villages, adoption of students particularly

from backward classes and giving them free education, free medical

check-up of employees and school children, relief at the time of

disaster, imparting training to the ladies clubs from surrounding places

for gardening etc.

PROJECT DESIGN AND METHODOLOGY

10

OBJECTIVE OF THE STUDY:

The main objective of the study was to evaluate the current (external

training) feedback form and to prepare a new feedback form.

SIGNIFICANCE OF THE STUDY:

Considering the importance and characteristics of the subject, this

study has been undertaken to evaluate the current feedback form used

for external training and to provide RCF with a new feedback form.

PERIOD OF THE STUDY:

The period of the study was from 3/5/06- 20/6/06

METHODOLOGY FOR DATA COLLECTION:

The data for the project was collected using secondary data i.e.

feedback reports of the training undergone by the employees. This

study was confined to external training. The questionnaire/survey

method was used to carry out the research. The data collected was

analyzed and evaluated on the basis of accuracy of the data, content

of the data and the objective for which data was collected.

RESEARCH DESIGN:

Research design is conclusive because:

1. Information needed is clearly defined

2. Research project is formal and structured

3. Data analysis is quantified

4. Findings will be used as inputs in decision making.

Research design is causal because:

11

1. Cause: To provide training.

2. Effect: Training is effective or not effective.

SAMPLING METHOD:

Non- probability sampling method was used.

SAMPLE & SAMPLE SIZE:

The feedback forms of sixty-three employees were evaluated for the

period December 2005 - April 2006.

SCALE USED:

Likert scale was used for scoring and Interval scale was used for

analysis.

THEORETICAL FRAMEWORK OF TRAINING AND TRAINING EVALUATION

12

MEANING OF TRAINING:

Training is a process of learning a sequence of programmed behavior.

It is the application of knowledge. It gives people an awareness of the

rules and procedures to guide their behavior. It attempts to improve

the performance on the current job or prepare them for an intended

job. Training is a short term process utilizing a systematic and

organized procedure for learning technical knowledge and skills for a

definite purpose. The training is a systematic program of the

organization that aims at increasing the attitudes, skills and abilities of

the workers to perform specific jobs. By training the employee will

acquire new manipulative skills, technical knowledge and problem

solving ability.

Objective of the training is to develop specific and useful knowledge,

skills and techniques. It is intended to prepare people to carry out pre-

determined tasks in well defined job context. Training is basically task

oriented activity aimed at improving performance in current or future

jobs. Training of any kind should have as its objective the redirection or

improvement of behavior so that the performance of training becomes

more useful and productive for himself and for the organization of

which he is a part. Training normally concentrates on the improvement

of either operative skills, interpersonal skills and decision making skills

or a combination of these.

NEED FOR TRAINING:

13

To increase productivity –

Instruction can help employees increase their level of performance on

their present assignment. Increased human performance often directly

leads to increased operation productivity and increased company

profits.

Quality-

Better informed workers are less likely to make operational mistakes.

Quality increases maybe in relation to accompany a product or service

or in reference to the intangible organizational employment

atmosphere.

To help a company fulfill its future personal needs-

Organizations that have a good internal education program will have to

make less drastic manpower changes and adjustments in the event of

sudden personal alternations. When the need arises organizational

vacancies are more easily staffed from internal sources if a company

initiates and maintains an adequate instructional program for both its

non-supervisory and managerial employees.

Improve organization climate –

An endless chain of positive reactions results from a well planned

training program. Production and product quality may improve.

Financial incentives may then be increased.

To improve health and safety-

14

Proper training can help prevent industrial accidents. A safer work

environment leads to more stable mental attitudes on the part of the

employees.

Prevent obsolescence-

Training program fosters and initiates the creativity of the employees

and helps to prevent manpower obsolescence which may be due to

age, temperament or motivation or the inability of a person to adapt

himself to technology.

IMPORTANCE OF TRAINING:

Training is the corner stone of sound management for it makes

employees more effective and productive. The importance of training

as a means of improving productivity is increasingly recognized.

Changing technology and patterns of work mean that training must be

a continuous process throughout a working life. Skills acquired for one

job may also be transferred, modified and supplemented for other jobs.

Training makes the employees more effective and productive.

Training is a practical and vital necessity because it enables employees

to develop and rise within the organization. It moulds the employees’

attitudes and helps them to achieve a better co-operation with the

company and a greater loyalty to it. The management is benefited in

the sense that high standards of quality are achieved, satisfactory

organizational structure is built up, authority can be delegated and

stimulus for progress applied to employees. Training, moreover

heightens the morale of the employees for it helps in reducing the

dissatisfaction, complaints, grievances and absenteeism, reduces the

rate of turnover.

15

Further trained employees make a better and economical use of

materials and equipment therefore wastage and spoilage are lessened

and the need for constant supervision is reduced.

The values of training as pointed by Michael J. Jucius are:

1. Training serves to improve employee skill that in turn increases

the quantity and quality of output.

2. The relative amount of equipment and material required to

produce a unit of output is decreased.

3. Executive effort will tend to shift from the disagreeable need of

correcting mistakes to the more pleasant tasks of planning more

and encouraging expert employees.

4. The various increases in productivity should find reflection in

increased returns to both employer and employee.

As training is important in the same way conducting the training

systematically is also very important. Training needs should be

assessed first then training objective should be prepared, then training

program should be designed and implemented.

TRAINING PROVIDED TO THE EMPLOYEES OF RCF:

90% of the training is provided in-house and the remaining 10% is

outsourced.

INTERNAL TRAINING :( sample)

Statutory Inputs for Managers:

16

Understanding legal framework

Ethics in business and administration/preventive vigilance

Principle of natural justice/sexual harassment

Disciplinary procedures standing order

CDA rules, Enquiry

Financial Management:

Financial management an overview, important concepts

Understanding financial statement/ ratio analysis

Costing concepts and methods

Working Capital Management and inventory control management

Budgeting decisions and implications/ pricing

SAP- ERP implementation

Behavioral and Managerial:

Personality Profile Analysis

Building Emotional Intelligence and self awareness

Communication and presentation skills

Effective interpersonal relations/ working in groups

Assertiveness/ handling difficult employees/ conflict management

Team building and leadership development

Counseling Skills development

Goal setting and prioritization

Time management/ Delegation

EXTERNAL TRAINING :( sample)

Departmental Enquiries

HR Summit workshop on competencies for HR professionals

FERT Marketing under emerging environment

Agricultural Input Marketing

Cash before you Crash

58TH Annual Session of II Chemical Engineers

17

Advances in chemical engineering

Advanced Competency mapping

Training on diesel & hydraulic cranes

CME for Doctors

Fire India 2006 Exhibition

Impact of Environmental Pollutants and their control

India LNG 2006

Chemical Weapons Convention

Fertilizer Marketing Management

Effective negotiation

Statutory requirement for industries

EVALUATION OF TRAINING PROGRAM:

Evaluation is the process of finding out how a course or any other

training exercise has affected the organization. More and more

companies and organizations are interested in finding out the impact

of training on individuals within their organizations and on the bottom-

line.

The principles and techniques of evaluation if used correctly can help

the training department to demonstrate the value of training in any

organization in which it is established. Training is defined as the

assessment of the total value of a training system, training course or a

program in social as well as financial terms. Evaluation differs from

validation in that it attempts to measure the overall cost benefit of the

course or program and not just an achievement of its laid down

objectives. According to Hamblin evaluation of training is to mean any

attempt to obtain information on the effects of a training program, and

to assess the value of the training in the light of that information which

includes investigation before, during as well as after the training. It is

18

impossible to assess the impact of training without knowing the

situation before training for comparison with situation after training.

However evaluation for the purpose of providing information for day to

day decision making is a formative evaluation and the evaluation that

determines the extent to which the mechanism is successful in

meeting its goal is a summative evaluation.

The choice of evaluation criteria depends on the objectives of the

training .Therefore post-training is intimately connected with the pre-

training investigation of training needs and establishment of training

objectives.

The evaluation data can be either quantified or

unquantified .Quantified data is data which can be measured,

systematic numerical. Unquantified data is data that is destructive,

unsystematic and verbal. Because of its narrowness and specificity

quantified data should never be taken at its face value but should be

interpreted in the light of unquantified data.

Overall purposes of Evaluation :

Evaluation helps to understand the following:

Strengths and weaknesses of a current training programme

The impact of training on individuals

The impact of training on the organization

Who should participate in further training programmes?

Who benefited the most and least from the training exercise?

The costs versus the benefits of training

Specifically the areas individuals should continue to focus on for

their own development.

19

As per the requirements of ISO 9001:2000, it is necessary to

document a post training feedback from HODs / sectional heads

with regard to application/usefulness at the job.

TRAINING EVALUATION MODELS:

THE KIRKPATRICK MODEL:

The Kirkpatrick Model looks at four levels of evaluation, from the basic

reaction of the participants to the training to its organizational impact.

The intermediary levels examine what people learned from the training

and whether or not the learning affected their behavior on the job.

Level one concerns itself with the most immediate reaction of

participants and is easily measured by simple questionnaires after the

training event. Level two is concerned with measuring what people

understood and how they were able to

demonstrate their learning. It might be measured by paper and pencil

ability tests or job simulations. Level three looks at how people’s

behavior on the job in terms of their job performance changed. Level 4

results are more difficult to measure. It focuses on the organizational

rather than individual impact of the training.

Depending on the type of training and the availability of resources the

evaluation may focus on all levels or look at only a few levels.

Level 1: Reaction: How did the participants react to the program?

Level 2: Learning: What did individuals learn?

Level 3: Behavior: What are the long term effects of the training on

individual’s job performance?

Level 4: Result: How did the company or organization benefit from

the exercise? What was the organizational impact?

20

HAMBLIN’S MODEL- 5LEVELS:

Level 1 Reaction: Carried out during, immediately after & sometime

after the event .The learner’s reaction to a range of factors are sought.

Level 2 Learning: Carried out before & after the event, an evaluation

of the developmental change that had taken place in knowledge, skills

& attitudes.

Level 3 Job behavior: Determination of any change in job

performance as a result of the event, carried out before and after the

event

Level 4 Functioning: A quantification of the effect of the event on

the learners department or organization preferably in terms of cost

benefit analysis

Level 5 Ultimate value: The extent to which the event has affected

the ultimate profitability and /or survival of the organization.

CIRO FRAMEWORK:

Ciro framework of evaluation asks three basic questions: What needs

to be changed, what is likely to bring about the desired changes, what

suggests that a change has actually taken place. This approach

developed by Warr, Burn and Rackham is called the CIRO framework

because the acronym refers to context, input, reaction and outcome

evaluation.

Context evaluation:

21

It answers the question what needs to be changed. Here the trainer

looks at ultimate objectives, intermediate objectives and immediate

objectives.

Input evaluation:

It answers the question what is likely to bring about the desired

changes. Here the trainer must evaluate his resources and decide on

the best way to do so.

Reaction evaluation:

Here participant’s reaction to the training is obtained through

questionnaires, or informally over coffee breaks or during

conversations several weeks after the training.

Outcome evaluation:

There are 4 stages of outcome evaluation - defining training objectives,

selecting measurements for these objectives, measuring the objectives

at the appropriate time and assessing the results to improve the

training .The purpose of this stage is for trainers to improve their

product.

Present Method of evaluating training in RCF:

The company is very keen in developing its human resources. For this

purpose the company has got a separate department known as CMDC.

The centre was set up in 1978, since then it is giving utmost

importance for developing people through training.

22

The training imparted in the company can be broadly classified into 5

types:-

Sr. no Type of training General content

1 Technical Technology related

2 Functional Marketing, finance, production,

projects, sales

3 Behavioral Creativity, problem solving etc

4 Computer Basics and advanced

5 General Productivity improvement ,

safety

CMDC has a well equipped computer training hall and two other

spacious rooms known as hall of learning and conference rooms with

conducive infrastructure. In the factory there is a multistoried building

with a lot of training amenities like library, reading hall, well equipped

training room and infrastructure related for training.

Only good facilities are not sufficient for imparting training .The most

important factor of imparting training effectively is trainer. The

company has got a galaxy of competent trainers .Some outside

trainers are invited for conducting training on particular topics.

This shows that a lot of investment on training is made by the

company. Just imparting training is not sufficient for development of

individuals and thus the organization. Proper evaluation of training

program should be done. The proper evaluation of training program

helps to know the effectiveness of training.

23

For training aids in future the training is evaluated at 2 stages in the

company:

1. Training feedback: (immediate)

2. Post training feedback

TRAINING FEEDBACK: The feedback is usually expected in 2 forms of

data- Quantitative and qualitative.

The quantitative data gives a base of concrete analysis. This data is

usually gathered through questionnaires or rating scales at the end of

the program.

The qualitative data is obtained by having informal discussions with

participants in the tea breaks, lunch breaks, etc. If the participants give

any specific feedback or suggestions which are required for

improvement of training program, it is considered and if feasible they

ask the facilitator to implement it.

The qualitative data is obtained through syndicate discussions after

the training program .The discussion is generally held, wherein

participants are encouraged to speak on the program. Various

suggestions given here are noted. The HODs attend this discussion and

facilitators of training where any problems related to training can be

discussed.

Post training feedback: Post training feedback will be done by

interacting with HODs .The mater discussed will be about usefulness of

training and how this type of training benefits the company.

24

PRESENTATION AND INTERPRETATION OF DATA

Analysis of present feedback form: (Scoring)

1. Programme usefulness rating:Relevance to present job

Very much2

Quite1

Not at all0

Relevance to future assignments

Very much2

Quite1

Not at all0

Depth of theme coverage

Extensive2

OK1

Not OK0

Quality of inputs Practical Theoretical Proportion

More2

Less 1

More2

Less1

(IF ANY)

Program duration

Lengthy1

Enough2

Not Enough0

2. I was personally benefited by this programme in terms of the following:A) Developing contacts 2B) Gaining new knowledge/ skills 2C) Reinforcing prior knowledge/ skills

2

D) Problem areas discussed 2

3. Based on my participation in the programme my plan of action for implementation of knowledge/ skill gained is as follows:

A) In working environment: (section/department/organization function): 1B) In working style: (behavioral/managerial): 1

4. List of ideas which are very valuable to me but which may not be useful to my department/organization:

Ideas Probable difficulties for implementation: (Not scored)

25

5. Based on my learning I would like to make presentation on the following topics: List of topics Preferred Period

(Not scored)

6. Comments: About organizers: About faculty members: About facilities:

Very good/Excellent Good Ok Nothing Bad Very Bad 3 2 1 0 -1 -2

7. Originals of the course material, books received at the programme are enclosed for use at CMDC Resource centre: (Not scored)

8. In future I would like to attend training programmes in the following areas: (Not scored)

9. Brief note on the contents of the programme: (Not scored)

The summation of all the above scores gave us a total overall rating out of 31. On the basis of the score the program was classified as follows:

0 -10 – Ineffective11-17 – Satisfactory18-24 – Effective25-31 – Very Effective

Percentage rating:

Highly Effective- 41.26

Effective – 50.79

Satisfactory – 3.17

Ineffective – 1.58

Form not filled- 3.17

26

CONCLUSION AND SUGGESTION

CONCLUSION:

Disadvantages:

1. Not user friendly since there were too many subjective questions.

2. Many columns were left unfilled by employees undergoing external

training.

3. Due to many subjective questions form was difficult to analyze.

4. Some of the questions were not relevant to the training programme.

SUGGESTION: Preparation of new feedback form.

27

(New) Training Feedback Report

Program Details: (Pre-printed)

Program Title :Date : Duration :Organized by : Venue :

Employee Details:

Name : Designation :Employee CC/ Ticket No: Plant/ Dept :Location :

Please select the appropriate rating number from the scale below and insert in the box

Not at all Small extent Moderate extent Large extent Very large extent 0 1 2 3 4

1) Training programme satisfied its declared objectives

2) Training contents met my expectations

3) This training is relevant to my field of work

4) Training was appropriate for optimum learning in terms of

Length Pace

28

5) Faculty competence in terms of functional expertise and facilitation was satisfactory

Faculty name: - 1 2 3

6) Facilities provided during the programme were satisfactory


7) I received the following major benefits from this training

- Helped confirm/clarify some of my ideas - Presented new ideas and approaches- Acquainted me with problems and solutions from other companies- Any other benefits (please specify)

8) I would implement this training in my work place in the following manner (please explain)

- by making changes in my managerial style- by suggesting/making changes in my work environment/systems- by making changes in my attitude

- Any other changes (please specify)

Please tick the appropriate box (es)

9) I would like to share the knowledge gained from this training in the following manner

Discussions Presentations Training sessions Article circulation

Any other (please specify)

10) Overall I found the training to be

Below Average Average Good Very good Excellent

29

11) Comments about the training

Participants Signature: Date:

ANALYSIS OF THE NEW FEEDBACK FORMScoring (65):








Length Pace

Average of the two will be taken

E.g.: Length Pace

Score will be (3+ 2)/2 = 2.5

30

2 3


Faculty name: - 1 2 3 Average will be taken

6) Facilities provided during the programme were satisfactory Not at all Small extent Moderate extent Large extent Very large extent 0 1 2 3 4




Total of the four will be taken.


- By making changes in my managerial style- By suggesting/making changes in my work environment/systems- By making changes in my attitude

- Any other changes (Please Specify)


Total of the four will be taken.

For question number 7 and 8 a pie-chart 9) I would like to share the knowledge gained from this training in the following manner


31


Score of one would be given for any number of boxes ticked.


Below Average Average Good Very good Excellent 0 2 4 6 8

A score of 65 will be achieved:

Scoring: 0 -16 INEFFECTIVE

17-34 SATISFACTORY

35-54 EFFECTIVE

55-65 HIGHLY EFFECTIVE

BIBLIOGRAPHY

How to measure training effectiveness- Leslie Rae

The HR Management Manual – Paul Davis

The skills of training – Leslie Rae

Evaluating Management Training and Development- BR Virmani, Premila Seth

32

ANNEXURE33

(New) Training Feedback Report

Program Details: (Pre-printed)

Program Title :Date : Duration :Organized by : Venue :

Employee Details:

Name : Designation :Employee CC/ Ticket No: Plant/ Dept :Location :

Please select the appropriate rating number from the scale below and insert in the box




34



Length Pace


Faculty name: - 1 2 3

6) Facilities provided during the programme were satisfactory





- by making changes in my managerial style- by suggesting/making changes in my work environment/systems- by making changes in my attitude

- Any other changes (please specify)

Please tick the appropriate box (es)

9) I would like to share the knowledge gained from this training in the following manner


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Below Average Average Good Very good Excellent

11) Comments about the training

Participants Signature: Date:

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designing new feedback forms

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