evalution of training istd 7
TRANSCRIPT
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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
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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)
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