TRAINING COMMUNICATION,

TRAINING EVALUATION AND TRAINING AND

DEVELOPMENT IN INDIA

BY: ABHA JHAANIL DONGESHWAR

AALIA AKRAMABHISHEK LAL

Training Communication Approaches to communicate the relevance

of training programs 1 Strategically Align Training to Business

Objectives to Ensure It’s Value.2. Learning Leaders and Programs Need to

Speak the Language of Business3. Learning Metrics are Key

4. Increase Training Value through Efficiency5. Enlist Learning Champions

1.Strategically Align Training to Business Objectives to Ensure

It’s Value. Learning programs should be properly aligned to the company

mission and profit-center in order to be successful.

Training initiatives are deemed properly aligned when: • Programs contribute to organizational strategy and the bottom

line.• Activities are directly linked to corporate objectives.• Through training, employees are able to see their part in

achieving corporate goals. 

2. Learning Leaders and Programs Need to Speak the Language of

BusinessLearning leaders need to know how to

speak the language of business. Every learning program needs to be

designed around the profitability, productivity, cost management, and growth of the organization.

3.Learning Metrics are KeyTraining program must measure the

impact on business. Measurement is critical to the credibility of

training. It is agreed that measurement is more effective when you are able to draw precise correlations between individual training programs and productive outcomes following its implementation..

4. Increase Training Value through Efficiency

Willingness to cut costs, find innovative and efficient methods of training and reduce time lost for training will help maintaining value and credibility of a training program.

Executives want to believe that they are getting value for their investment.

For every training rupee spent, they want to see how much return is obtained to the organization.

Enlist Learning Champions

When leaders directly impart the skills and lessons they’ve learned to the individuals on their teams, they bring learning closer to the business, give more credibility to the learning experience and make all participants more accountable.

TRAINING EVALUATION

Due to increased accountability, training evaluation process is a critical component of an organization’s training program.

Organizations administering training are accountable for what employees learn and for ensuring that employees transfer their knowledge to their work performance.

Information should be collected to determine whether training is assisting the organization to improve its business performance.

MEANING OF TRAINING EVALUATION The process of examining a training program is

called training evaluation. Training evaluation checks whether training has

had the desired effect.Ensures whether candidates are able to implement

learning in their respective workplaces, or to the regular work routines.

The process of training evaluation defined as “any attempt to obtain information on the effects of training performance and to assess the value of training in the light of information.”

It helps in finding the relationship between acquired knowledge, transfer of knowledge at the workplace and training.

It helps in controlling the training program. It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

The Evaluation of any training program has certain aims to fulfill, these are concerned with the determination of change in the organizational behavior and the change needed in the organizational structure.

PROCESS OF TRAINING EVALUATION

Before Training: The learner's skills and knowledge are assessed, they are made aware of the objective of the training and learning outcomes. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals.

After Training: learner’s skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect.

PUPOSES OF TRAINING EVALUATION

The five main purposes of training evaluation are:◦ Feedback: giving feedback to the candidates by defining the

objectives and linking it to learning outcomes.◦ Research: ascertaining the relationship between acquired

knowledge, transfer of knowledge at the work place, and training.

◦ Control: helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly.

◦ Power games: the top management uses the evaluative data to manipulate it for their own benefits.

◦ Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

LEVELS OF TRAINING EVALUATION

Kirkpatrick's learning and training evaluation theory

Donald L Kirkpatrick, Professor Emeritus, University Of Wisconsin first published his ideas in 1959, in a series of articles in the Journal of American Society of Training Directors. The articles were subsequently included in Kirkpatrick's book ‘Evaluating Training Programs’.

The Kirkpatrick Model provides 4 points of analysis:Reaction Did the learners like it? How did they feel about

the training?Learning Did they get it? What new skills, knowledge and

attitudes did they learn? The resulting increase in knowledge or capability.

Behaviours Extent of behaviour and capability improvement and implementation/application.

Results Has it made a difference? What results were achieved by the training? Is this training strategy producing better results than the previous training strategy? Is the learner:– More efficient? – More Accurate? – Productive? – Delivered higher quality results?

EVALUATION TYPE

(WHAT IS

MEASURED)

EVALUATION

DESCRIPTION AND

CHARACTERISTIC

S

EXAMPLES OF

EVALUATION

TOOLS AND

METHODS

RELEVANCE AND

PRACTICABILITY

Reaction

Reaction evaluation is how the delegates felt about the training or learning experience.

'Happy sheets', feedback forms. Verbal reaction, post-training surveys or questionnaires.

Quick and very easy to obtain. Not expensive to gather or to analyze.

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.

Behavior

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, and sustainability of change.

Measurement of behavior change typically requires cooperation and skill of line-managers.

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. Process must attribute clear accountabilities.

VARIOUS EVALUATION METHODS

Erik Erikson's Psychosocial (Life Stages) Theory is very helpful in understanding how peoples’ training and development needs change according to age and stage of life.

Erikson's theory is helpful particularly when considering broader personal development needs and possibilities outside of the obvious job-related skills and knowledge.

Multiple Intelligence theory : this model helps address natural abilities and individual potential which can be hidden or suppressed in many people.

Learning Styles theory is extremely relevant to training and teaching.Learning Styles theory also relates to methods of

assessment and evaluation, in which inappropriate testing can severely skew results. Testing, as well as delivery, must take account of people's learning styles, for example some people find it very difficult to prove their competence in a written test, but can show remarkable competence when asked to give a physical demonstration. Text-based evaluation tools are not the best way to assess everybody.

The Conscious Competence learning stages theory :

The model helps explain the process of learning to trainers and to learners, and also helps to refine judgments about competence, since competence is rarely a simple question of 'can or cannot‘.

The Conscious Competence model particularly provides encouragement to teachers and learners when feelings of frustration arise due to apparent lack of progress.

PART -3 ANIL DONGESHWAR

Methods of Evaluation of Training Programmes

SELF ASSESSMENTINTERVIEWQUESTIONNAIRESOBSERVATION

SELF -ASSESSMENT It is self evaluated by the trainees

Merits of Self AssessmentThe cost factor is quite low. Data can easily collected. Time consumption of the trainer and trainee is

negligible. Outside interference is completely avoided. Effective relationships develop between the trainee. Well designed answer sheet can produce healthy

results.

Demerits of Self Assessment

Based on biased responsesThe responses given by the trainees can

be based on misrepresentation or misinterpretation of the questions asked

The information provided by the trainees cannot be evaluated in terms of their correctness

QUESTIONNAIRESQuestionnaires offer a structured tool that may

provide both quantitative and qualitative information about employee reactions to the training event.

The questionnaire should focus on both training content and delivery.

The training content section should target questions to ascertain whether the training materials provide useful information that will assist in performing work tasks and whether the employee is more knowledgeable about the subject matter following the training event.

MERITSQuestionnaires in one form or another do

appear in all kinds of research and surveys.

Easy and simple in use.Less cost.Information obtained is authentic in

nature.

Demerits The questionnaire should be framed with

utmost care so that it measures the variable in exactly the way it has been designed for.

Difficult to cover every topic related with training program.

Lengthy process and analysis is difficult.

INTERVIEWInterviews could be conducted to find the

usefulness of the training offered to operatives.

Interviews can be conducted by seeking information face to face, by means of telephone, or by other strategies like group discussions etc. Each of these methods has its own merits and demerits.

Merits

There is assurance of response.Since the candidate is physically present ,

the interviewer get an opportunity to evaluate various aspects of his personality.

Demerit Lack of personal touch in case of

telephonic interview.Time consuming.

OBSERVATIONObservation is another evaluation method that

provides information regarding employee reactions to the training.

Training department personnel should observe employee interaction, level of engagement with training instructors and responses to course content.

This evaluation technique may be informal or highly structured.

Informal observation can be used to provide general information about the training structure

Following points to be observedStudies - is concerned with internal

stability of an evaluation study. Feedback- is concerned external validity. Cost benefit analysis- is concerned

reliability.Human resource factors – is concerned

conduct and determine reaction level of the trainees

Training Evaluation Approach 

Evaluation methods should be determined based on the goals of the training process and should meet the demands of the various stakeholders involved.

Typically, organizational stakeholder groups include the training department, employees and business units. Their information requirements fall into two categories:

whether the competencies have been learned andwhether the learning has been applied toward

improved performance

Assessment of Competency Learning

The assessment of competency learning is whether the training material has been learned and is best conducted at the individual level.

It is at the individual level that organizations are able to assess employees’ reactions and increased understanding.

Reactions are important because, if trainees react negatively to a course, they are less likely to transfer what they learned to their work

One of the method of assessing competency of learning is knowledge reviews, which offer an objective means of determining whether training content has been learned.

Knowledge reviews refer to a general group of assessment tools in which employees read questions and respond in writing. The knowledge reviews may be administered by delivering the tool at the start and end of the training event.

Employees also require information about competency learning.

This information can be obtained through: Employee Portfolio– The employee portfolio is an effective means of

providing information to employees as well as their managers about the level of mastery of particular knowledge, skills or abilities following a training event. The employee portfolio should be designed to be used for informational purposes only. The results of the portfolio are not intended to be linked to employee performance evaluations.

Skill Gap Analysis – Another means of providing employees

information about their skill development is to require business unit managers to conduct an assessment of each employee’s level of knowledge, skills and abilities relative to the level required for successful performance in the position.

The Skill Gap Analysis can be administered using a survey instrument.

Assessment of Competency Application

The assessment of competency application, whether the competencies have been applied to improve performance and justify the investment, is best conducted at the organizational level, where performance changes can be assessed and related to training costs incurred.

For the business units, the training evaluation process can provide opportunities to determine how competencies are being applied on the job. The information will assist them in making sound business decisions and determining training priorities. This information can be obtained through:

a) Analysis of Organizational Performance Measures-

Organizational performance measures identify the metrics against which successful business unit operations can be evaluated.

b) Analysis of Training Return on Investment (ROI) – ROI is a measure of the monetary benefits obtained

by an organization over a specified time period in return for a given investment in a training program.

ROI can be used both to justify a planned investment and to evaluate the extent to which the desired return was achieved.

ROI is calculated by making estimates or obtaining measurements of the costs and benefits associated with a training program. Using this information, the business units can effectively assign and apply resources to improve performance and ensure organizational success.

PART -4

ABHISHEK LAL

Training and developmentTRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. 

The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

 IMPORTANCE OF TRAINING AND DEVELOPMENT

Development of skills of employees. Development of Human Resources. Optimum Utilization of Human

Resources. Increase in productivity.Helps in inculcating team spirit.Helps in improving quality.Helps in creating a better corporate

image.

TRAINING AND DEVELOPMENT IN INDIA

Training Development In Retail And FMCG Sector-

Retail/FMCG Sector is the most booming sector in the Indian economy and is expected to reach US$ 175-200 billion by 2016.

With this rapid expansion and coming up of major players in the sector, the need of human resource development has increased.

Lack of skilled workers is the major factor that is holding back the retail sector for high growth.

Training Programs in Retail/FMCG Sector

Some of the training programs that are given in the retail sector are:

Sales TrainingOn-the-Job TrainingSeminars/WorkshopsCustomer Relationship ManagementOnline CourseGroup StudyComputer-Based TrainingSelf-Directed Training

Training in Banking and Insurance Sector

Favorable economic climate and number of other factors such as,

Growing Urbanization, Increasing Consumerism, Rise In The Standard Of Living, Increase In Financial Services For People Living

In Rural Areas, Etc has increased the demand for wide range of financial

products that has led to mutually beneficial growth to the banking sector and economic growth process.

Earlier there were no training programs as such for insurance agents but on-the-job training only that was given once the new agent was appointed.

But now the scenario has been changed, with the coming up of big players like ICICI Life Insurance, ICICI Lombard, HDFC Life Insurance, Tata AIG General Insurance, etc in this sector, people who've had some formal training are preferred while recruitment because it can be helpful in the insurance field.

Training and Development in Automobile Sector

The Indian automobile sector is growing at a rate of about 16% per annum and is now going to be a second fastest growing automobile market in the world.

The sector is going through a phase of rapid change and high growth.

With the coming up of new projects, the industry is undergoing technological change. The major players such as, Honda, Toyota, Bajaj, Maruti are now focusing on mass customization, mass production, etc. and are expanding their plants.

With this rapid expansion and coming up of major players in the sector, the focus is more on the skilled employees and the need of human resource development has increased.

The companies are looking for skilled and hard working people who can give their best to the organization.

Various companies are opening training institutes to train interested ones in this sector,

like Toyota has recently opened Toyota Technical Training Institute (TTTI) near Bangalore that will offer 4 courses in automobile assembly, mechatronics (a combination of mechanical and industrial electronics), automobile weld and automobile paint. TTTI will provide both a high standard of education and training in automotive technology as well as employment opportunities.

Training And Development In Telecom Industry

Telecom is one of the fastest growing sectors in India with a growth of 21% and revenue of Rs 86,720 crore in the year 2006. The sector is expected to grow over 150% by 2012.

With increase in competition between the major players like BSNL, MTNL, Hutchison Essar, BPL, Idea, Bharti Tele services, Tata, etc, the requirement for mobile analysts, software engineers, and hardware engineers for mobile handsets has increased.

Preferred Training methodsOn-the-job trainingBrainstorming sessionsDistant learningWorkshopShort-term interactive sessionsSeminarOnline eLearningCBT training programComputer Lab WorkGroup studyInstructor lead class room training

Training and Development in IT/Software Development Industry

Preferred Training Methods Some of the training methods of training are: Computer Based Training Internet Based Learning LecturesLabsOn-the-job (OTJ) TrainingDistant LearningE-BooksMentoringCoachingJob Rotation