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    JSPL RAIGARHS HR PROJECT JSPL RAIGARHS HR PROJECT Document Transcript

    • A project report on“ Implementation of Kirkpatrick Model” At JSPL Raigarh A project submitted for partial fulfillment of “Masters of Business Administration” Department of Management Studies Indian School of Mines Dhanbad, Jharkhand 1
    • I certify that the Project Report entitled “Implementation ofKirkpatrick Model” in JSPL Raigarh is the result of the bonfidestudy carried out by Veer Chhatarashal under my guidance andsupervision and that no part of the report has been submitted inany other form or for any other degree.Place :Date : Prof. G.S Pathak 2
    • I do hereby declare that the project entitled “Implementation ofKirkpatrick Model” in JSPL Raigarh, submitted by me to thedepartment has been compiled by me under the guidance of Mr.R.P Pandey, Sr. Manager(HR), and bears no imitation of any kindfrom anywhere.This project is a product of my own effort and it has not beensubmitted or published ever before. Veer Chhatarashal Adm. No. 2011mb0019 3
    • I owe my deepest sense of gratitude and regards to theHuman Resource department of JSPL Raigarh , for havinggiven me this immense opportunity of doing my summerinternship from this renowned organization. I am heartilythankful to Mr. R.S Dabas, Sr. AVP(P&A), Mr. C.D Mathew ,AVP(HR) , JSPL ,and Ms. Romsha Sharma, Dy. Manager(HR),JSPL, who so readily cooperated and provided us all therelevant information.I am also grateful to my department and all of my facultieswho ensured we were possibly acquainted with all thenecessary topics and information related to the field ofhuman resource management, so that we mightnot face any kind of difficulty in the completion of ourproject.Apart from them , my acknowledgements are also due tomy friends and co-trainees at JSPL Raigarh, who have alsobeen of tremendous help throughout the completion of thisproject.PLACE :DATE : Veer Chhatarashal 4
    • Sr No Topic Page No. 1. Introduction 6 2. Research Methodology 7 3. Organizational Profile 10 4. The Training Process at JSPL Raigarh 17 5. Evaluation of Training Effectiveness at JSPL 24 6. Implementation of Kirkpatrick Model, at JSPL Raigarh 29 7. Conclusion & Suggestions 61 8. Bibliography 63 9. Annexure 64 5
    • The Evaluation of any training program has certain aims to fulfill. These are concernedwith the determination of change in the organizational behavior and the change neededin the organizational structure.Hence evaluation of any training program must inform us whether the training programhas been able to deliver the goals and objectives in terms of cost incurred and benefitsachieved.The analysis of the information is the concluding part of any evaluation program.The analysis of data should be summarized and then compared with the data of othertraining programs similar nature.On the basis of these comparisons, problems and strength should be identified whichwould help the trainer in this future training programs, to stop short of completion of thetraining systems design methodology, by avoiding the evaluation ,our trainingeffectiveness is reneging on ou2r commitment to our employees.The future requires more precise, reliable evaluation strategies, we like to think oftraining effectiveness evaluation in the same way that we think of surveillance tests in theplant, we perform training effectiveness evaluations to ensure our programs workeffectively.A. Objective of the study : The study aims towards the partial fulfillment of the master of business administration. Apart from this the study aims to measure the training effectiveness in JSPL , RAIGARH, to detect the strong points underlying the training as well as the places that need to be considered for improvement.B. Scope of the study : The respondents here includes employees who have undergone the training and supervisors under whom those employees perform. The employees views with regard to the training program were recorded and similarly the opinions of the supervisors with regard to the performance of the employees were recorded. Information gathered from both the respondents were then analyzed and conclusions pertaining to the strengths and weaknesses of the training programs were then finally deduced. 6
    • Research methodology is a purely and simply the framework or a plans for the study thatguides the collection and analysis of data. Research is the scientific way to solve theproblems and it’s increasingly used to improve market potential. This involves exploringthe possible methods, one by one, and arriving at the best solution, considering theresource s at the disposal of research.Research in common parlance refers to search for knowledge. In fact, research is anart of scientific investigation. Research methodology is the science of collecting,identifying and presenting facts in such a way that it leads to unearthing some truthsor angles of reality.Research Steps: Study about organization Setting of objectives Instrument design Main-study Tabulated and cross tabulation Analysis and impetration Findings Conclusion Suggestion and recommendationResearch Design :A research design is the specification of methods and procedure for acquiring theinformation needed. It is the over- all operation pattern or framework of the project thatstipulates what information is to be collected from which source by what procedure. It isalso refers to the blue print of the research process. Key issue Options Research design Descriptive Data Primary data, secondary data 7
    • Research Survey method Research Method Questionnaire, Expert Interviews, Studies and Cost Benefit analysisResearch design consists of: A clear statement of the research problem. Procedure and techniques to be used for gathering information. The population to be studied. Method to be used in processing and analyzing the dataThere are four types in research design : Exploratory of formative study Diagnostic study Experimental study Descriptive studyDescriptive study :A study, which wants to portray the characteristics of a group of individual or situation, isknown as descriptive study.Universe of study :The first step in developing any sample design is to clearly define the set of objectstechnically called the universe to be studied. In this case the universe includes allemployees of JSPL Raigarh who attended the training program. The study has beenconducted at JSPL Raigarh.Period of coverage :The study has been undertaken for a period of 4 months started from Jan 1, to April30, 2012Type of research : 8
    • In this study, descriptive research is used. Descriptive research is carried out for thepurpose of collecting descriptive information like employee’s opinion, benefits,personal details, awareness, etc about the training program they have attended.Sampling procedure:Types of sampling used in this survey were Simple Random Sampling (probabilitysampling). In this method, the sampling units chosen randomly from the totalemployees who had attended the training program at all level in the organization.Data collection method:Two techniques were used for collecting data, namely – A. Primary data collection technique B. Secondary data collection techniqueA) Primary data:Primary data are collected afresh and for the first time. It is the data originated by theresearcher specifically to address the research problem. In this study, Primary data wascollected through the Study, Interview Schedule with a well Structured Questionnaire toknow the reaction and learning of trainees and cost benefit analysis of training program.B) Secondary data:In this study Secondary data, are those which have already been collected bysomeone else and which have already been passed through the statistical process.Secondary Data was collected from the publications, internets, journals, books andcompany records.Data collection instrument:Data is collected by questionnaire and interview schedule, the questionnaireconsists of a list of questions, which are relevant in getting the facts. Questionnairesare likely any scientific experiment. One does not collect data and then see if theyare found something interesting. One form a hypothesis and an experiment that willhelp prove or disprove the hypothesis. 9
    • Sampling design:A sample design is a definite plan for obtaining a sample from a given population. Itrefers to a technique or the procedure the researcher would adopt in selecting itemsfor the sample.Population:The universe of the current study comprises of 300 employees.Sample units:Sample units consist of employees who had attended the training programorganized by the organization and who supervise the participants.Research Instrument: Questionnaire Test Expert interviews Studies Human resource factor Cost benefit analysisVarious areas from where the data were gathered :The various departments of JSPL from where all the necessary information had beengathered are: 1. HR Department 2. CMC Department 3. EPS Department 10
    • Introduction:With an annual turnover of over US $2.3 billion (Rs. 11,000crore), Jindal Steel & Power Limited is a part of about US $ 12billion diversified O. P. Jindal Group. It is a leading player inSteel, Power, Mining, Coal to Liquid, Oil & Gas andInfrastructure, consistently tapping new opportunities byincreasing production capacity, diversifying investments, andleveraging its core capabilities to venture into new businesses. JSPL’s investmentcommitments in steel, power, oil & gas and mining have touched more than US $ 30billion today. In the recent past, JSPL has expanded its steel, power and mining businessesto various parts of the world particularly in Asia, Africa, South America and Australia. Thecompany, today, is the largest private sector investor in the state of Chhattisgarh with aninvestment commitment of over US$ 6 billion (Rs. 30,000 crore).Mr. Naveen Jindal, theyoungest son of the legendry late Shri. O P Jindal, spearheads Jindal Steel & PowerLimited and its group companies Jindal Power Ltd, Jindal Steel Bolivia, Jindal PetroleumLtd. and Jindal Cement with a belief in the concept of self-sufficiency. The companyproduces economical and efficient steel and power through backward integration from itsown captive coal and iron-ore mines. An enterprising spirit and ability to discern futuretrends have been the driving force behind the companys remarkable growth. And therecognition it has received only further lends credence to this. Jindal Steel & PowerLimited has recently been rated as the second highest value creator in the world byBoston Consulting Group. The company has also been rated as one of the Best Blue Chipcompanies by Dalal Street Journal; One of the Fab 50 Companies by Forbes Asia as well asthe Highest Wealth Creator by the Dalal Street Journal. It has also won several awards forits efficient operations and commitment to environment & safety. The company hasscaled new heights with the combined force of innovation, adaptation of new technologyand the collective skills of its 15,000 strong, committed workforce.JSPL has set its foot in the international arena by acquiring the development rights of 20billion tonne of Iron Ore in Bolivia. The company plans to invest US$ 2.1 billion (Rs. 10,500 11
    • crore) over the coming years in Bolivia by setting up a 10 MTPA capacity Iron Orepelletization plant, a 6 MTPA capacity DRI plant, a 1.7 MTPA capacity steel planted a 450MW power plant besides mining. The company recently acquired Shadeed Iron & SteelCo. LLC (SISCO) a company incorporated under the laws of the Sultanate of Oman. Theproject is under commissioning and is expected to commence commercial operations inthe first quarter of FY 2011/12.With coal reserves in Indonesia and South Africa, the search for mines continues fromMozambique to Madagascar. The company has also forayed into exploration and miningof high value minerals like diamonds, etc. in states like Chhattisgarh, Jharkhand and theDemocratic Republic of Congo in Africa.JSPL endeavors to strengthen India’s industrial base by aiding infrastructuraldevelopment, through sustainable development approaches and inclusive growth. Thecompany deploys its resources to the extent it can reasonably afford to improveinfrastructure, education, health, water, sanitation, environment etc. in the area itoperates.As JSPL contributes to India’s growth, it has also set in place a global expansion plan inorder to become one of the most prestigious and dynamic business groups of thecountry. The future is studded with challenges and JSPL is taking them on with vigor andcourage.ABOUT THE FOUNDER & ADVENT OF JSPL BABUJI – “The Man of Destiny”(1930 – 2005)“The Jindal Organization owes its brilliant growth to the dedicated endeavors of itsemployees. With a strong emphasis on quality and on-time delivery to our customers asper their specifications, our progressive as well as successful achievements have madethe Jindal Organization a leading name in India. - Late Shri O P Jindal 12
    • Late Shri Om Prakash Jindal more popularly known as O.P. Jindal was born on August 7,1930 to a farmer Late Netram Jindal of village Nalwa of district Hisar in Haryana. Since hischildhood the weng Jindal had interested in technical work. He started his industrialcareer with a small bucket-manufacturing unit in Hisar. In 1964, he commissioned a PipeUnit Jindal India Limited, followed by a large factory in 1969 under the name Jindal StripsLimited.Shri Jindal always had the conviction that India should be self-reliant in every sector ofindustry. He visited several foreign countries to elicit latest industrial technicaldevelopment and know-how. He acquired a great deal of knowledge, which he aptlyapplied to enhance production of his industrial establishments. At present, there aretwenty factories under the flagship of the Jindal Organization, which are worth overRs.17,500 crores, under whose umbrella thousands of families directly or indirectlybenefit themselves.Shri O.P. Jindal was the Chairman of the Jindal Organization. In November 2004, ShriJindal was conferred the prestigious "Life Time Achievement Award" for his outstandingcontribution to the Indian Steel Industry by the Bengal Chamber of Commerce & Industry.According to the latest Forbes List, Shri O.P. Jindal has been ranked 13th amongst therichest Indians of the country and placed 548th amongst the richest persons of the world.He was a successful industry visionary and would remain as a role model for others. Onaccount of his dedicated services to various sections of society particularly, of the poorand backward classes, he was revered by all. Shri Jindal always advocated for granting arightful place for weaker sections in politics. He was above caste politics and wanted all tocome up regardless of their caste, colour and creed. Shri Jindals philosophy was thatwithout the upliftment of weaker and backward sections of society our dream of being aleading nation of the world shall remain unfulfilled. Shri Jindals mantra was “whereothers saw walls he saw doors”. Then whether it was opening doors or breaking downwalls he always led the way. The life journey of Shri Jindal from a farmers son to asuccessful industrialist, a philanthropist, a politician and a leader would serve as a greatsource of inspiration for generations to come. 13
    • Mr. Naveen Jindal, a Member of Parliament, Executive ViceChairman and Managing Director of Jindal Steel and Power Ltd(JSPL), and a sports enthusiast, is the youngest son of Late Sh. O.P.Jindal, the steel visionary and Minister of Power in the governmentof Haryana. At a very young age, Mr. Naveen Jindal has transformed JSPL, a moderatelyperforming company in the steel sector, into a world class company, the highest wealthcreator in the country. After consolidating its position as a leading player in the steel,power, mining and infrastructure sectors, JSPL has recently diversified into the oil & gassector.Mr. Jindal is a management graduate from the University of Texas at Dallas, USA.Mr. Naveen Jindal is not only a successful entrepreneur but also a caring politician and aneffective parliamentarian. He represents Haryana state’s Kurukshetra constituency inparliament. He started active participation in politics during his college days. He was thePresident of the Student Government and recipient of the ‘Student Leader of the YearAward’ - the honour for a student at the University of Texas at Dallas.Weeding out corruption, stabilizing the population, aiming for a hunger free society,promotion of sports at all levels, promoting a clean environment and providing health andeducational facilities in his constituency are on top of his political agenda. His ideology isto incorporate the best practices of business management into politics.As issues of national pride and self-esteem have always been uppermost in his mind, Mr.Jindal single-handedly took up the cause of restoring in Indians a national pride, choosingthe Tricolour as his symbol. As a result of his decade long crusade, the Hon’ble SupremeCourt of India, in a historic judgment on 23rd January 2004 held that the right to fly theNational Flag freely, with respect and dignity is a Fundamental Right of Every IndianCitizen.Mr. Jindal is a national record holder in skeet shooting and an accomplished Polo player.Currently, he is taking a lot of interest in promoting hockey, the national game of India. 14
    • To create a competitive advantage for all stakeholders through effective management of thepeople. To strengthen India’s industrial base and improve Quality of Life through SustainableDevelopment approaches.The Company embraces 6 missions in order to function ethically, effectively and prosperfurther: Respect for Individual: Recognize each individual’s contribution in the growth and development of the Company. Treat all Jindalites with respect and dignity. Integrity: Conduct all business dealings along transparent lines. Meritocracy: Foster an environment of excellence in performance. Dynamic Thinking: Demonstrate a winner’s attitude, with a clear focus to deliver sustained values for all stakeholders. Creativity & Innovation: Encourage creative experimentation, embrace new ideas and institutionalize continuous improvement in all aspects of business and performance. Social Responsibility: Work on social and environmental issues to enrich the quality of life within the community we serve. Passion for People Business Excellence Integrity, Ownership & Sense of Belonging Sustainable Development 15
    • JSPL is known all over the world for its pioneering and highly customized premium grade steelproducts. These products are a result of JSPL’s strong commitment to innovation and aredesigned to offer greater flexibility, reduced project cost and lower consumption of steel.Some of the products are:Certifications :  Quality Management System – ISO 9001:2008.  Environmental Management System – ISO 14001:2004.  Occupational Health & Safety Management System. 16
    • Environment Management Awards :  Golden Peacock Environment Management Award – 2008.  Greentech Environment Excellence Award – 2008.  Greentech Environment Excellence Award – 2007.  Srishti Green Cube Award for Good Green Governance – 2007.  Golden peacock Eco-innovation Award – 2007.Energy Conservation Awards :  National Energy Conservation Award – 2008.  National Energy Conservation Award – 2007.Performance Awards :  JSPL ranked 36th among India’s 100 Most Profitable Companies by Business & Economy Magazine, September 2009.  2nd most investor friendly company, Business Today – 2008.  Golden Peacock National Quality Award – 2008.Safety Awards :  National Safety Award (Mines) 2006, by the Ministry of Labour.  National Safety Award (Mines) 2005, by the Ministry of Labour.HR Awards :  SAIL-HR Award for excellence in Human Resource Management 2009.  JSPL among Top-20 “Best Companies To Work For” by Business Today – 2009.  CII National HR Excellence, for Strong Commitment In HR-2009Corporate Social Responsibility Awards :  JSPL bags Think Orrisa Leadership Award in Corporate Social Responsibility 2008.  Golden Peacock CSR Award 2006.Achievements :  Manufacturer of longest rail of 121 meter long in the world.  Largest coal based sponge iron facility in the world.  First Company to produce power from waste heat recovery boiler from sponge iron. 17
    • Training need analysis Needs assessment (a) Organizational support (b) Organizational analysis (c) Task and KSA analysis (d) Person analysis Training Developme Validity Instructional nt of Objective criteria Transfer Selection Validity and design of instructional programs Intra Training organizational Use of validity evaluation models Inter organizational validityNeeds Assessment and Remedial Measures 18
    • Performance Deficiency Lack of skill Other Causes or Knowledge Training Non-training MeasuresTraining Need Identification Sl. No Methods Used in Training Needs Assessment Group or organizational Analysis Individual Analysis 1 Organizational goals and objective Performance appraisal 2 Personnel/skill invention Work sampling 3 Organizational climate indices Interviews 4 Efficiency indices Questionnaires 5 Exit interviews Attitude survey 6 MBO or work planning systems Training progressTraining practice at JSPLTraining and its process at JSPL for the workers and executives:As far as worker training need identification is concerned the skill mapping exercise forms thebasis.With regards to executives training is identified in various ways like : 1. Competency matrix and the corresponding Gap analysis 2. Organizational need based training 3. Need identified through the Performance Management System 19
    • 4. In line with business strategy of the organization/ request from employees 5. Training necessitated due to technological up gradation. 6. Through questionnaire ( to be implemented)Thereafter the training department goes about its business in the following manner: 1. Preparation of training calendar (both monthly as well as well on an annual basis) 2. Contacting the respective faculty members and coordinating with them 3. Informing respective departments about the training program. In case of open nomination the department head is free to send in people from his department on his own accord. 4. The Training and Development cell then has to take care of all the facilities that are to be provided with regards to the training program. If the program is an outbound one then the entire activity is to be coordinated like-wise. 5. The Training & Development cell is entrusted with maintenance of attendance record of the programs along with collecting immediate reaction feedback with the help of ‘smile sheets’. 6. The entire data in this regard is constantly uploaded on to SAP. 7. According to company policy a learning evaluation form is sent to the respective departmental HOD’s at least two-months after the training program had been conducted. 8. On the basis of the feedback received the program is rated on a scale of 10.Types Of Training ProgramsOn the basis of subject matter covered training can be classified into : 1. Behavioral 2. Functional 3. Technical (On the basis of the location it can classified as): External training programs (it also includes various seminars, MDP’s etc) Internal training programs 20
    • Performance Deficiency Lack of Skill Other Causes or Knowlegde Non - training Training MeasuresDevelopment ProgramEvery training and development program must address certain vital issues like : 1. Who participated in the program? 2. Who are the trainers? 3. What methods and techniques are to be used for training? 4. What should be the level of training? 5. What learning principles are needed? 6. Where is the program conducted? 21
    • What methods Who are the Who are the and trainees? trainers? techniques? Where to What What should conduct the principles of be the level of program? learning? training?Who are the Trainees?Trainees should be selected on the basis of self nomination, recommendations of supervisorsor by the HR department itself. Whatever is the basis, it is advisable to have two or moretarget audiences. For example, rank-and-file employees and their supervisors may effectivelylearn together about a new work process and their respective roles. Bringing several targetaudience together can also facilitate group processes such as problem solving and decisionmaking, elements useful in quality circle projects.Who are the Trainers?Training and development programs may be conducted by several people, including thefollowing: 1. Immediate supervisors, 2. Co-workers, as in buddy systems, 3. Members of the personnel staff, 4. Specialists in other parts of the company, 5. Outside consultants, 6. Industry associations, and 7. Faculty members at universities.Who among these are selected to teach, often, depends on where the program is held andthe skill that is being taught. For example, programs teaching basic skills are usually done bythe members of the HR department or specialists in other departments of the company. On 22
    • the other hand, interpersonal and conceptual skills for managers are taught at universities.Large organizations generally maintain their own training departments whose staff conductsthe programs. In addition, many organizations arrange basic-skills training for computerliteracy.Methods and Techniques of Training:A multitude of methods of training are used to train employees. On-the-job methods refer tomethods that are applied in the workplace, while the employee is actually working. Off-the-job methods are used away from workplaces.Training techniques represent the medium of imparting skills and knowledge to employees.Obviously, training techniques are the means employed in the training methods. Among themost commonly used techniques are lectures, films, audio cassettes, case studies, roleplaying, video-tapes and simulations.Lectures:Lecture is a verbal presentation of information by an instructor to a large audience. Thelecturer is presumed to possess a considerable depth of knowledge of the subject at hand. Avirtue of this method is that is can be used for very large groups, and hence the cost pertrainee is low. This method is mainly used in colleges and universities, though its applicationis restricted in training factory employees.Audio-visual:Visuals Audio-visuals include television slides, overheads, video-types and films. These can beused to provide a wide range of realistic examples of job conditions and situations in thecondensed period of time. Further, the quality of the presentation can be controlled and willremain equal forSimulation:A simulator is any kind of equipment or technique that duplicates as nearly as possible theactual conditions encountered on the job. Simulation then, is an attempt to create a realisticdecision-making environment for the trainee. Simulations present likely problem situationand alternatives to the trainee. For example, activities of an organization may be simulatedand the trainee may be asked to make a decision in support to those activities. 23
    • Case Study:Taken from the actual experiences of organizations, these cases represent to describe, asaccurately as possible, real problems that managers have faced. Trainee studies the cases todetermine problems, analyses causes, develop alternative solutions, select the best one, andimplement it.Role playing:Generally focuses on emotional (mainly human relations) issues rather than actual ones. Theessence of role playing is to create a realistic situation, as in case study, and then have thetrainee assume the parts of specific personalities in the situation. For example, a male workermay assume the role of a female supervisor, and the supervisor may assume the role of amale worker. Then, both may be given a typical work situation and asked to respond as theyexpect others to do. The consequences are a better understanding among individuals. Roleplaying helps promote interpersonal relation. Attitude change is another result of roleplaying. Case study and role playing are used in MDPs Techniques of Training Technique Description Ice Breakers Games to get team members know each other Leading Games Exercise to each different styles of leadership Skill Games Test to develop analytical skills Communication Games Exercise to build bias free listening and talking Strategic planners Games to test ability to plan ahead Team building games Exercise requiring collaborative effort Role reversal Exercise to teach plurality of view Doubling Bring out the ideas that are not often expressed Tag Teams One role played alternately by two participant Mirroring Training with external perspective Monodrama Insight into a given interaction Shifting physical position highlighting of communication problems Structured role playing Role play with predetermined objective Multiple role playing Providing a common focus of discussion 24
    • Expected Results Of Training Program  Higher Productivity: Training helps to improve the level of Performance. Trained employees perform better by using better method of work.  Better Quality Of Work: In formal training, the best methods are standardized and taught to employees perform better by using better method of work.  Cost Reduction: Trained employees make more economical use of materials and machinery. Reduction in wastages and spoilage together with increase in productivity help to minimize cost of operation per unit.  Reduction Supervision: Well-trained employees tend to be self reliant and motivated.Evaluation of Training Effectiveness at JSPLEvery year JSPL sends a large number of its employees on training to update them with allthe recent changes in skills, technologies, and information pertaining to their job. Thisinvolves a huge expenditure every year on the part of the organization. Therefore itbecomes a matter of concern for JSPL to ensure that it is investing in the right direction, thatits employees are actually deriving full benefits out of the training programs so organisedand that the programs are successfully educating the employees in the manner it ought toand is able to bring change in the knowledge and skills of the employees, which can beattributed to the program.JSPL follows the Donald Kirkpatrickk’s model of training. Therefore, I would first like todiscuss Kirkpatrickk’s model.Donald Kirkpatrickk’s model comprises of four stages :1. ReactionThe first, stage called reaction deals with the immediate reaction of the employees who justundergone a training program. This reaction of theirs is recorded through the use of feedbackforms.2. LearningSubsequently follows the stage of learning, where any kind of changes pertaining toemployee’s skills, knowledge and attitude are measured. Generally pre-post test measuresare used to check on the learning that has occurred. such measurement of change is 25
    • important because it gives an indication of the quantum of change that has occurred amongthe employees post the training program.3. Transfer of learningThe third level is one where the application of whatever had been learnt through the programis measured. Again, for this purpose, questionnaires are used which are in the form offeedback forms. Various factors such as opportunities for applying the knowledge gainedthrough the training, enablers and barriers for applying the knowledge, increase inconfidence and improvement in performance are recorded and measured. This is done after acertain period of time has passed since the training program was conducted. The mainconcern is whether the transfer of learning took place and if it did not, then to detect thepossible reasons behind it. It helps the organization recognize the flaws in its system thatpossibly pose constraints in the path of application of whatever had been learnt through thetraining programs and overcome them to facilitate transfer of learning to the workplace to asmuch extent as possible.4. ResultsThe final stage in Kirkpatrickk’s model deals with results. In this stage, the effectiveness ofprogram is measured in terms that managers and executives can understand like increase inproductivity, low defects, employee retention, decreased accidents, lower costs, etc.The process under Donald Kirkpatrickk’s model takes place in the following manner : Level 1 : Reaction • Did they like it? Level 2 : Learning • Did they learn it? Level 3 : Behaviour • Did they use it? Level 4 : Result • Did it impact the bottom line • What is the Return on Level 5 : ROI Investment? 26
    • Relationship between Levels: Each subsequent level is predicated upon doing evaluation at lower level A Level 3 will be of marginal use, if a Level 2 evaluation is not conductedOnly by assessing each level, can we yield actionable results:Now, since it is clear as to what the Donald Kirkpatrickk model says, I would like to proceedwith the manner in which training is conducted and evaluated in JSPL. 27
    • Return on Investment (ROI) in training and development (T&D) is a measure of the monetarybenefits obtained by an organization over a specified time period in return for a giveninvestment in a training program or is the extent to which the benefits (outputs) of trainingexceed the costs (inputs) or is a measure of all the economic returns generated from aninvestment in a T&D program. These returns are then compared with the true cost of theprogram to determine an average annual rate of return of the investment. All capital assetsneed to earn a rate of return for the business to make a profit and stay in business, ROI isabout judging the investment in T&D on similar criteria to other investment in the business.ROI is the extent to which the benefits (outputs) of training exceed the costs (inputs).Some returns can be easily measured, such as increase in sales after a sales training program,but others such as customer/employee satisfaction, turnover rate, and complaint levelsrequire conversion to a monetary amount. Some costs can also be easily measured, such ashire of training rooms, however other costs need further analysis to determine, such as thecost of administration of the T&D department.The intense focus on performance in public companies has made ROI increasingly important.The only way to guarantee that projects and programs receive funding is to show how theyboost the bottom line. An ROI evaluation fulfils senior managements requirement to justifytraining budgets and investments.The idea of ROI was first proposed by Jack Phillips. He tried to express in terms of percentageor ratio & named it as the fifth stage of Kirkpatrickk model. The formula for it is as follows :- (Net Benefits / Costs) x 100There was a research conducted and it was found that about $5.6 billion to $16.8 billion iswasted annually in ineffective training program. A study of 15 countries in the organizationfor Economic cooperation and development found that majority of the employees believeemployee training is responsible for “ productive improvements, greater workforce flexibility,saving on material and capital cost, improved quality of final products or service and a moremotivated workforce”However, many companies have not measured the benefits and related them to the cost oftraining in a way that reveals the rate of return on a firms investment. Apparently there is noother workplace issue on which so much money is spent with as little accountability astraining. 28
    • “American industry is spending billions and billions on training programs anddoing no evaluation of their effectiveness. We have to measure it.” -Cary Cherniss, Rutgers UniversityThe process of calculating ROI :To calculate ROI we must first make estimates or obtain measurements of the costs andbenefits associated with a training program. As we will see, the calculation of ROI is then arelatively simple process. Lets start with the costs forecasting and measuring costsDesign and development costs :The first category of cost to be considered is the design and development of the trainingprogram, whether this comprises classroom events, self-study materials, simple coachingsessions or some combination. We will need to consider: internal days of design and development costs of external designers and developers other direct design and development costs (purchase of copyrights, travel, expenses, etc.) outright purchase of off-the-shelf materialsFaculty costs :The next category of costs relates to the delivery of the training, whether this is mediated byfaculty (tutors, instructors, coaches, etc.) or is self-administered (workbooks, CBT, onlinetraining, etc.). Let’s start with the information needed to calculate faculty costs: the number of students who will be going through the program hours of group training (whether classroom-based or delivered in real time, online) hours of one-to-one training (typically face-to-face, but could conceivably be conducted by telephone, video conferencing link or in real-time, online) hours of self-study training additional faculty hours (preparation time, the time needed to review or mark submitted work or the time needed to correspond by email or bulletin boards with online students) faculty expenses (travel, accommodation, subsistence, etc.). 29
    • Materials :Then theres the cost of materials: cost per student of training materials (books, manuals, consumables, etc.) license cost per student for use off-the-shelf materialsFacilities :We will also need to allow for the cost of our training facilities, whether these are internal orexternal. Make sure to include the rental or notional internal cost of the following: training rooms open learning / self-study rooms equipment usedFinally, dont forget to include any direct student expenses - travel, accommodation andsubsistence.Evaluation costs :We also need to make an allowance for the time spent on evaluating the training, whetherthis is an ROI analysis or some other method forecasting and measuring benefits.The financial benefits of training cannot be measured in terms of student reactions, nor theamount of learning that has been achieved; not even the extent to which behavior may havechanged. The real benefits come from improved performance – traditionally the hardesttraining outcome to forecast or measure these categories are not necessarily mutuallyexclusive - in some respects they provide alternative ways of looking at the same underlyingbenefit. Because of this, we should be extremely careful not to include the same basic benefitunder more than one of these headings.Cost savings :Cost savings can be achieved in a variety of ways, not just through savings in labour, and thiscategory allows we to take account of these. Examples include: fewer machine breakdowns, resulting in lower maintenance costs less mean time taken to repair a machine amount saved when these trained persons would give internal training to the other staff of free of cost The increase in the availability of machines 30
    • New methods of repairing of machines are found, which otherwise would lead to purchase of new machinery Development of new cost saving methods of productionCalculating return on investment (ROI)Return on investment tells the percentage return we have made over a specified period as aresult of investing in a training program. On the assumption that benefits will continue toaccrue some time after the training, then the period that we specify is critical to the ROIfigure we will obtain. We may like to specify a period that fits in well with our organisation’splanning cycle – perhaps a year or two years. On the other hand, we may wish to calculatethe period to correspond to the lifetime of the benefit, in which case we will need to knowhow long the average student stays in a position in which they can continue to apply theknowledge and skills being taught.It is relatively simple to calculate return on investment: % ROI = (benefits / costs) x 100The primary benefits of ROI are:The ROI validates training as a business tool , training is seen as one of the actions, which anorganization can take to increase its performance and profits: Justifies the cost incurred in training helps HR departments to avoid being the victim of cost-cutting in the next economic downturn Helps to improve the design of training program continuously on the basis of a formal evaluation sheet , filled by participants at the end of a program 31
    • Helps select training methods allows a rational selection of delivery mechanisms, from classroom-based to e-learningProject Report on “Implementation of Kirkpatrickk Model” in JSPL Raigarh.Survey And Data Analysis: Sample taken for “ Implementation of Kirkpatrick Model” Level Sample(Training Programs) Level-1 (Reaction Feedback) 25 Level-2 (Learning Feedback) 15 Level-3 (Behavioral Changes) 15 Level-4 (Result) 15 ROI 9 32
    • Trainings which covered for the Project- 1 MVT1(Vibration Training Program) 2 Vibration Analysis Training Course (ISO Categories) 3 Mechanical Vibration Training 4 Reliability Centered Maintenance(RCM) 5 HV/MV Switch Gear Maintenance 6 Power System Studies and Relay Co-ordination 7 HV/MV Switch Gears(Circuit Breakers, CT/CVT/Disconnections/Surge arrestors/Power ) 8 HV/EHV equipments like (LT/PT/CT) 9 Instrument Transformer (Applicability, CT/VCT Selection parameters, maintenance and troubleshooting) 10 AC/DC Drives 11 Pump and Compressor 12 Latest Technology in steel making 13 Operation and Maintenance of EOT crane 14 Compressor 15 PCM(Product Catalogue Management) 16 Alternate Sponge Iron Making 17 Adventure in Attitude 18 Performance Coaching and Counseling 19 Negotiation Skills 20 Computer AwarenessReaction Phase Evaluation:I conducted a research On 25 different Training programs .In this research, I used Kirkpatrickmodel of Training Evaluation, It Include 4 phases. First phase is Reaction Evaluation ofTraining Programs , in this I tried to tap the views of employees about the training program interms of Course, Job relevance, Trainer and Venue. A questionnaire was being prepared.Sample size Used was of 300 employees. The objective was to measure the degree to whichemployees feel that Training program was suitable in terms of 4 aspects :- Course Job relevance Trainer Venue 33
    • Employee Feedback-Results and Interpretations:The evaluation of reaction has been done Cluster wise, as follows:Cluster 1st(Course)Parameters include: a. The training was well organized and clearly structured b. The objective and aim of training was explained clearly c. The training covered a variety of useful topics d. The content and material of the training were relevant e. The medium of presentations(lecture/discussion/exercise/ games/ case studies, AVs) was appropriate f. The examples and references used were effective g. The pace of training was appropriate.The participants immediate reaction about above parameters are depicted in followingGraph :- Course content 10 8 scale(10) 6 4 2 0 a b c d e f g over all Ratings 8.2 8.6 8 7.2 7.8 8 6.6 7.8Interpretation:Out of 300 Employees (I have taken for my study), It was found that participants rated7.8(scale-10) to the Course content of the training programs .So after looking at the results itcan be said that participants are satisfied with the design of the programs. 34
    • Cluster-2nd(Relevance to job)Parameters include: a. This course gave me ideas/information/material which I can use in my normal job b. I will suggest this course to my colleagues c. This course was time well spent and met my expectations d. I will be able to apply my learnings immediately at the workplaceThe participants acknowledge with the following rating to the Relevance parameters. Relevance to job 9 scale(10) 8.5 8 7.5 a b c d over all Rating 8.8 8.8 8 8.8 8.6Interpretation:It is observed that on rating of relevant to jobs is 8.6 on scale(10) .So after looking at theresults it can be said that participants are satisfied with the relevancy of the programs and itis well related to their jobs.Cluster-3rd(Trainer)Parameters include: a. The trainers were friendly and approachable b. The trainer conveyed enthusiasm for the subject and responded positively to the ideas and questions of the participants c. The trainers were clear in their communication and encouraged participation d. The trainer had strong subject knowledge e. The trainer was able to answer my questions 35
    • Trainer 9 scale(10) 8.5 8 7.5 a b c d e over all Ratings 8.4 8.6 8.2 8.6 8 8.36Interpretation:The participants rated 8.4(scale-10) to the trainer, it is very clear that participants aresatisfied with trainer.Cluster-4th (Venue)Parameters include: a. The venue was suitable b. The facilities and food were satisfactory c. The course material (handouts/ writing pads/ stationary) were adequate & helpful d. The batch size was about right Venue 10 scale(10) 5 0 a b c d over all Rating 8.4 6.8 7 7.8 7.5Interpretation:The participants rated venue facilities 7.5(10), which is satisfactorily but need to be enhanced.Over all reaction feedback is clearly seen in graph:- 36
    • Over all Reaction 9 8.5 scale(10) 8 7.5 7 6.5 Course Relevanc Trainer Venue Over all e Rating 7.8 8.6 8.4 7.5 8.1 Over all reaction feedback is 81%, which means training is useful to participants and they are satisfied with all parameters of reaction feedback of training program. Analysis of Level – 2(Learning) This level of ” Kirkpatrick Model” evaluates learning of participants from the training. We adopted following parameters to evaluate learning of participants:- Pre -training marks and post training marks of participants . Knowledge sharing (Giving in house training to subordinates and peers.) Structured questionnaires(Filled by HOD and Participants) Pre -training marks and post training marks of participants For the purpose of level- 2 ,analysis, in order to find out whether learning has taken place or not, pre-post test measure was applied. Employees were made to take certain tests or assessments on the basis of which their knowledge/skill was measured. Thereafter, these employees were sent on training and after the completion of the training, these employees again had to take the tests. The purpose was to reevaluate the employees through the tests, in order to find out whether there has been any increase in their knowledge/skills post the program. The following table shows the programs concerning which the assessments were taken and the learning percentage : 37
    • Sr. Program Name Pretest Post Test Learning No. (avg. ) (avg.) Index 1 MVT1(Vibration Training Program) 23.21 40.23 73.3 2 Vibration Analysis Training Course (ISO Categories) 25.22 30.12 19.4 3 Mechanical Vibration Training 32.67 38.54 18.0 4 Reliability Centered Maintenance(RCM) 24.2 43.65 80.4 5 HV/MV Switch Gear Maintenance 27.12 40.22 48.3 6 Power System Studies and Relay Co-ordination 23.09 38.9 68.5 7 HV/MV Switch Gears(Circuit Breakers, 21.23 34.87 64.2 CT/CVT/Disconnections/Surge arrestors/Power Transformer) 8 HV/EHV equipments like (LT/PT/CT) 28.9 39.76 37.6 9 Instrument Transformer(Applicability, CT/VCT Selection 24.11 41.11 70.5 parameters, maintenance and troubleshooting) 10 AC/DC Drives 26.66 40.45 51.7 11 Pump and Compressor 23.33 43.22 85.3 12 Latest Technology in steel making 22.11 40.99 85.4 13 Operation and Maintenance of EOT crane 25.55 36.44 42.6 14 Compressor 26.92 35.87 33.2 15 PCM(Product Catalogue Management 23.77 39.34 65.5 Over all 25.21 38.91 54.4The above table shows the learning as the difference of pre-test marks and post-test marks,which shows 54.38% increment. Hence level of learning is justified. 38
    • Learning index 90.0 80.0 70.0 60.0 50.0 %tage 40.0 30.0 20.0 10.0 0.0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Ove r all Learning index 73. 19. 18. 80. 48. 68. 64. 37. 70. 51. 85. 85. 42. 33. 65. 54.The following graph shows the level of knowledge/skills of the employees before theprograms were conducted, compared against the level of knowledge after the programs wereconducted.From this, we can come to know that there has been an increment in the average of the posttests marks, which indicates that learning has taken place among the employees.The program wise learning ,that took place among the employees can best be demonstratedwith the help of the following graph :It is clearly visible that the percentage learning took place is significant , hence good leaningtook place, so training were effective.Learning Evaluation based on Questionnaires (Self Evaluation)To evaluate learning we present questionnaires to the participants (Which is attached inannexure) and asked to fill the parameters on the basis of pre-training subject knowledgeand post training subject knowledge. The below mentioned table shows the same for atraining conducted by ABB Ltd. Badodra. 39
    • Training Program- Power Transformer (Functions and support) After Before Training Training Score Score Evaluation Parameters Evaluation Parameters Differenc esSl. Name Of 1 2 3 4 1 2 3 4No. Participants 1 Mr. M.K Jaitwal 5 5 5 5 20 2 3 2 4 11 9 2 Mr. K.S Rajput 4 5 4 3 16 3 4 2 1 10 6 3 Mr. Rahul 5 4 5 4 18 4 2 2 2 10 8 Srivastav 4 Mr. Arijit Ray 3 5 4 4 16 2 3 1 1 7 9 5 Mr. Vijendra 4 4 5 4 17 2 2 3 2 9 8 Dwivedi 6 Mr. P Srinath 5 4 4 3 16 3 3 2 2 10 6 Avg. 7.67 Score Score: Moderate(0-5) , Effective(6-10), Highly Effective(11-16) Similarly we got score of below mentioned training program ,which shows difference of pre- training and post-training knowledge, in their own eyes:- Sl. No. Training Program Score 1 MVT1(Vibration Training Program) 12 2 Vibration Analysis Training Course (ISO Categories) 11 3 Mechanical Vibration Training 8.9 4 Reliability Centered Maintenance(RCM) 8.4 5 HV/MV Switch Gear Maintenance 11 6 Power System Studies and Relay Co-ordination 7.67 7 HV/MV Switch Gears(Circuit Breakers, 12 CT/CVT/Disconnections/Surge arrestors/Power Transformer) 8 HV/EHV equipments like (LT/PT/CT) 14 9 Instrument Transformer(Applicability, CT/VCT 14 Selection parameters, maintenance and troubleshooting) 10 AC/DC Drives 9.3 11 Pump and Compressor 10 40
    • 12 Latest Technology in steel making 12 13 Operation and Maintenance of EOT crane 11 14 Compressor 12 15 PCM(Product Catalogue Management 15 Over all score 11.22As graph shows the self evaluation scores . Self evaluated Score 16 14 12 10 scale(16) 8 6 4 2 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 ov er all Score 12 11 8. 8. 11 7. 12 14 14 9. 10 12 11 12 15 11Hence data shows training was highly effective.Knowledge sharingAfter taking training , participants shared their learning with peers and subordinates andsome of them(EV1,EV2….) evaluated satisfaction level based on structured questionnaires,table below shows the scores 41
    • Training Program- Vibration Analysis(Level-1) Knowledge sharing feedback based on questionnaires Name Evaluator Peers and Subordinates TOTAL EV1 EV2 EV3 EV4 EV5 Dhananjay 2 4 5 3 4 18 Pradeep 2 3 4 5 2 16 Neeraj 5 4 2 5 4 20 Arindam 5 4 2 5 3 19 Shivnath 4 3 5 5 5 22 19Similarly we evaluated some of training program as mentioned below:- Sr. No. Training Program Score 1 MVT1(Vibration Training Program) 19 2 Vibration Analysis Training Course (ISO Categories) 18 3 Mechanical Vibration Training 15 4 Reliability Centered Maintenance(RCM) 16 5 HV/MV Switch Gear Maintenance 15 6 Power System Studies and Relay Co-ordination 13 7 HV/MV Switch Gears(Circuit Breakers, 15 CT/CVT/Disconnections/Surge arrestors/Power Transformer) 8 HV/EHV equipments like (LT/PT/CT) 16 9 Instrument Transformer(Applicability, CT/VCT 16 Selection parameters, maintenance and troubleshooting) 10 AC/DC Drives 18 11 Pump and Compressor 16 12 Latest Technology in steel making 18 13 Operation and Maintenance of EOT crane 18 14 Compressor 18 15 PCM(Product Catalogue Management 15 Over all 16.4 42
    • Score: Highly ineffective(0-5), ineffective(6-10), Moderate(11-16), effective(16-20), HighlyEffective(21-25) Knowledge shared rated by peers & subordinates 20 18 16 14 scale(25) 12 10 8 6 4 2 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 ov er all Score 19 18 15 16 15 13 15 16 16 18 16 18 18 18 15 16Taking above score into account , which shows effective learning.Level-3 (Behavioral Changes)According to Kirkpatrick Model third , transfer of learning is expected and to evaluatelearning transfer into job, we collected feedback from HOD based on structuredquestionnaires as follows:-Q1) Did the trainee put their learning into effect when back on the job?Q2) Were the relevant skills and knowledge used?Q3) Was there noticeable and measurable change in the activity and performance of the trainee when back in their roles?Q4) Was the change in behaviour and new level of knowledge sustained ?Q5) Is the trainee aware of his /her change in behavior , knowledge ,skill level ?Q6) Would you recommend a similar training for other employees? 43
    • Q7). Overall do you think the employee has demonstrated the learning’s from trainings in his / her day to day work?Graphical presentation of behavioral parameters:- Behavioral Changes 8.6 8.4 8.2 scale(10) 8 7.8 7.6 7.4 7.2 7 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Over all Rating 7.8 8.6 8.6 7.6 7.8 8.6 8.2 8.2Q.1) Did the trainee put their learning into effect when back on the job?Analysis:Employees have actually used the knowledge/skills gained from the program after completingthe program to a great extent, the usage of the skills at the workplace has increased andsupervisors rated this parameter 7.8(10) point, which also support the above statement.Q2) Were the relevant skills and knowledge used?Analysis:Supervisors of employees are agree that , relevant skills/knowledge learnt from training hasbeen used in workplace, after noticing the rating point 8.6(10) in above table ,which is comingunder excellent range of rating. Hence program met the expectation. 44
    • Q3) Was there noticeable and measurable change in the activity and performance of thetrainees when back in their roles?Analysis:Performance of the employees has increased , according to the supervisors the averageincrease in the level of performance exceeded the expectation and they rated 8.6(10), hencetraining program has been justified.Q4) Was the change in behaviour and new level of knowledge sustained ?Analysis:Yes, supervisors rated 7.6(10) , hence supervisors acknowledged and liked the change inbehavior of participants and their knowledge sustenanceQ5. Is the trainee aware of his /her change in behavior , knowledge ,skill level ?Analysis:Confidence of the employees are a serious concern as it can be judged from the above graphof knowledge/skill level, which are deriver of performance of the employees has been ratedwell(7.8).Q6) Would you recommend a similar training for other employees?Analysis:As we observed that overall rating is 8.2(10), it means supervisors are satisfied with suchtypes of training program and can suggest to arrange such types of program in near future .Level-4 (Result)For the fourth level of Kirkpatrick Model , we took following training program. Key technique introduced by Dr. Phillips ‘Isolation’ a major barrier to evaluating the businessimpact of training was taken into account and selected only two department for the saidevaluationThe below mentioned table shows name of training program selected for ROI calculation andconcerned department 45
    • Sl. No. Training Program Department 1 MVT1(Vibration Training Program) 2 Vibration Analysis Training Course (ISO Categories) 3 Mechanical Vibration Training CMC 4 Reliability Centered Maintenance(RCM) 5 HV/MV Switch Gear Maintenance 6 Power System Studies and Relay Co-ordination 7 HV/MV Switch Gears(Circuit Breakers, CT/CVT/Disconnections/Surge arrestors/Power EPS Transformer) 8 HV/EHV equipments like (LT/PT/CT) 9 Instrument Transformer(Applicability, CT/VCT Selection parameters, maintenance and troubleshooting) CMC DepartmentIntroduction:-Central CMC is engaged in the Integrated Condition Monitoring of critical Plant machineryand tries to adopt the latest techniques available in the market for accurate Diagnosis andtrouble shooting. With this objective, it becomes imperative to keep updated with the currentcondition monitoring technique and methods followed internationally so as to ensure betterReliability, Availability and Maintainability of their Machinery. The Training program provideall the necessary information required for re-defining our existing methods of ConditionMonitoring.Evaluation Tools of Trainings for CMC Dept.:Monitoring of overall business performance in terms of Measure reduction in number of breakdown, Mean time to repair and breakdown hour Measure increment in availability of equipments and Mean time between failure Cost saving in operation 46
    • Reduction in number of defects and severity of accidents Reduction in time to complete tasks and calls to the help desk Improved use of software or system (ex:- SAP model in HR, MM, SD, FI&CO, PM) Measure changes in staff turnover, number of complaints, growth, attrition rate, waste utilization, failures, non-compliance, quality ratings, achievement of standards and accreditations and customer retentionIntangible BenefitsApart from tangible benefits department also contributed significantly to enhance someIndustrial parameters in combined efforts with other departments. 1. MTTR(Mean Time to Repair):- This parameter should be minimum ,which means fault in machine was quickly corrected and machine came immediately into running state. 2. MTBF(Mean Time Between Failure):- This parameter shows the time distance between two consecutive failures, which should be maximum , so that machine will available for work for maximum time. 3. Availability:- This parameter shows in 24 hrs cycle , how long machine was available for work. This parameter should be high , which means machine was available for work at maximum time. 4. Breakdown Hours:- This parameter shows , how long machine was interrupted because of fault. This data should be minimum , which means maximum time machine was available for work. 5. No. of Breakdown(Avg.):- This data should be minimum , which means minimum numbers of interruption occurs.Data Interpretation 1. MTTR:- As mentioned table below , it is clearly seen that in each department , repairing work has done quickly and raised the availability. Combined effort made significant enhancement in MTTR 47
    • MTTR Department Benchmark 2010-11 2011-12 EPS 2.72 1.12 1.09 Cent. Garage 3.12 3.60 3.40 Coke oven 5.48 2.94 2.75 LDP 0.30 0.87 0.46 Oxygen Plant 1.80 8.64 3.90 PGP-2 4.99 8.00 1.27 Plate Mill 0.40 0.70 0.65 RMH-3 2.10 22.82 7.54 RUBM 0.61 0.91 0.90 SMS-2 0.91 0.69 0.83 SMS-3 0.23 0.78 0.67Graphical Presentation of MTTR , It is in decreasing:- 25.00 20.00 15.00 10.00 Benchmark 2010-11 5.00 2011-12 0.00 2. MTBF(Mean Time Between Failure) :- It is observed that because of proper maintenance machine continuously running for long duration without any interruption in fact it is combined effort but the CMC Department played a major role. Table given below shows the facts and figure. 48
    • MTBFDepartment Benchmark 2010-11 2011-12 BF-1 1238.7 1227.3 1676.0 BF-2 4273.2 4273.2 8552.6 EPS 2500.1 1569.8 1950.9 Cent. Garage 693.3 4005.9 4038.4 Cent. Utility 11663.1 447207.2 57270.0 DRI-1 542.1 531.6 546.8 Oxygen Plant 3495.2 2068.1 5089.0 PGP-2 753.7 38995.6 10076.6 PP (2X25MW) 1552.9 2456.6 2490.9 SAF 335.7 133.4 173.9 Sinter Plant 43.5 204.8 278.2 40000.0 35000.0 30000.0 25000.0 20000.0 Benchmark 15000.0 2010-2011 10000.0 2011-12 5000.0 0.03. Equipment Availability:- Because of proper maintenance the equipment availability increased sharply and which is major contributor of production of any industry .The table below shows the comparative figures of two consecutive financial years. 49
    • Department Benchmark 2010-11 2011-12 EPS 99.89 99.93 99.94 Coke oven 99.24 99.67 99.97 DRI-1 99.78 99.84 99.84 DRI-2 99.67 98.91 99.74 Oxygen Plant 99.95 97.58 98.13 PGP-2 99.34 98.98 99.76 PP-1 99.78 99.80 100.00 PP (2X25 MW) 98.85 99.11 99.44 RUBM 92.71 89.19 90.58 SAF 96.52 98.79 99.59 Sinter Plant 98.42 94.53 98.52 SMS-2 95.67 96.44 96.74 102.00 100.00 98.00 96.00 Axis Title 94.00 92.00 90.00 88.00 Benchmark 86.00 84.00 2010-11 82.00 2011-12 Availability4. Breakdown Hours:- If machine gets repaired quckly, it is good for the organization.The breakdown hours should be less ,so that machine’s availablity will be maximum. The table show very clear data that the average breakdown hours has bee reduced. Break Down Hours Department Benchmark 2010-11 2011-12 BF-1 2.03 2.07 1.57 BF-2 6.61 0.06 0.28 EPS 1.59 1.03 0.82 Cent. Garage 63.21 12.92 11.92 Cent. Utility 37.34 0.08 1.13 50
    • Cent. Work. 10.21 0.00 0.75 Coke oven 5.02 2.21 3.44 DRI-1 8.41 7.50 6.47 DRI-2 8.88 5.03 6.90 Oxygen Plant 0.75 7.20 1.64 PGP-2 21.60 0.67 0.42 PP-1 6.38 6.46 0.00 RUBM 50.13 67.88 55.63 SAF 16.13 7.70 6.34 Sinter Plant 9.78 3.23 2.84 SMS-2 56.54 40.66 38.2180.0070.0060.0050.0040.00 Benchmark30.00 2010-1120.00 2011-1210.00 0.005. Breakdown Numbers:- This parameter shows the nubers of times breakdown ocurrs. It should be minimum , which refers less interruption in machine and smooth functioning. 51
    • Given table shows the comparative data for two consecutive financial years : Department Bench Mark 2010-11 2011-12 BF-1 0.58 0.58 0.42 BF-2 2.50 0.17 0.08 EPS 0.58 0.92 0.75 Cent. Garage 20.25 3.58 3.50 Oxygen Plant 0.42 0.83 0.42 PP-1 2.08 1.42 0.00 PP (2X25MW) 0.92 0.58 0.58 RUBM 82.67 74.92 62.08 Sinter Plant 14.00 3.33 2.42 SMS-2 61.83 59.08 45.83 90 80 70 60 50 40 Bench Mark 30 2010-11 20 2011-12 10 0Apart from above mentioned benefits the employees of department challenging thetraditional concept of various problems and analyze the cases with very fruifull results, the allcase study finally accepted as true by R&D Department of JSPL Raigarh also . 52
    • Sl. Description Department 1 Unusual vibration damping by anti-vibration pads Dilution Fan/MSLM 2 Abnormal sound from motor and gearbox Bucket wheel drive of reclaimer#3/RMH-3 3 Bearing not centrally located inside bearing Product hopperbag-filter ID housing. fan/sms-2 4 Indentification of loose v-belts in running Roots blower #KK5RB01/DRI-1 conditiong 5 Coupling bolt arrangement in mixer unit of Bricks plant(Neptune Vibro- Neptune-5000 5000) 6 Root cause analysis of high vibration for SGP SGP Pump-1(BF-1 -area) Pump-1Tangible BenefitsOn the basis of above training department started to solve some crucial problem in housenow, earlier similar problems were outsourced , considering it as saving and departmentmade significant saving through the new technique. Type Rs. Saving through Vibration Monitoring 4036500 Saving through Line balancing 2325000 Saving through LASER Alignment 2280000 Cost saving through oil saving 1879700 Saving through Flow 84500 Saving through Thermography 42000 Saving through Thickness maintenance 149800 Saving through V-Belt analysis 60000 10857500 53
    • The above calculation of saving is based on the service charge fixed by external companies , till previous financial year. Cost of Training : In the calculation of training cost , we followed Dr. Philip Model. In our project we calculated cost of the entire training program. We consider all associated cost of training , as per JSPL Rule book. To & Tution Mandays Name Allowance Location Class FARE TOTAL CTC fro fee costDhananjay 9800 Mumbai AC-3 1080 2160 11960 15993 18000 45953Pradeep 39750 Hydrabad AC-1 1600 3200 42950 35000 30000 98950 Neeraj 12075 Delhi AC-2 1700 3400 15475 17500 15000 47975Arindam 4900 Pune 2nd SL 440 880 5780 14000 15000 34780Shivnath 9900 Mumbai AC-2 1800 3600 13500 27000 12000 52500 Total CTC 280158 The participants of external training , shared his/her learning with peers and subordinates as in house training. Cost incurred to arrange in house training for subordinates and peers . 54
    • In house training cost:- Designation No. of Details of cost participants Chargemans 3 Stationary 30 Snacks 60 venue 100 Mandays(Participant) 1500 Mandays Trainers 3000 total 4690 Designation No. of Details of cost participants Technician Stationary 150 15 Snacks 240 venue 100 Mandays(Participant) 7500 Mandays Trainers 3000 Total 10990 Designation No. of Details of cost participants Technician & 19 Stationary 190 Jr. Manager Snacks 300 venue 100 Mandays(Participant) 9500 Mandays Trainers 3000 13090 55
    • Designation No. of Details of cost participantsJr. Manager 2 Stationary 20 Snacks 45 venue 100 Mandays(Participant) 1000 Mandays Trainers 3000 4165Designation No. of Details of cost participantsSr. Technician 20 Stationary 40 Snacks 60 venue 100 Mandays(Participant) 1500 Mandays Trainers 3000 4700Designation No. of Details of cost participants Technician & 4 Stationary 40 Asst. Snacks 75 Foreman venue 100 Mandays(Participant) 2000 Mandays 3000 Trainers 5215 56
    • Designation No. of Details of cost participants Asst. 4 Stationary 40 Foreman Snacks 75 venue 100 Mandays(Participant) 2000 Mandays 3000 Trainers total 5215Total Inhouse training cost = Rs. 56950Total Cost cost =280158+56950 =Rs. 337108ROI (Return on investment) of training:-ROI=[ (SAVING-COST)/COST]*100Total savings = Rs. 10857500Taking 5% level of significance in saving = Rs. 10314625EPS(Electrical Power System) DepartmentThe EPS(Electrical Power System) department is one of the major contributors to theproduction . The department is responsible to provide electrical power to all possible units.The selected 35 employees of the department have undergone training with ABB Ltd. atVadodra and Bangalore in four different batches. The training modules were fully equippedwith new ,efficient and safety measured techniques. 57
    • Batch Training Program No. of Participants 1st 1.HV/MV Switch Gear Maintenance 6 2nd 2.Power System Studies and Relay Co-ordination 8 3rd 3.HV/MV Switch Gears(Circuit Breakers, 10 CT/CVT/Disconnections/Surge arrestors/Power Transformer 4th 4.HV/EHV equipments like (LT/PT/CT) 11 5.Instrument Transformer(Applicability, CT/VCT Selection parameters, maintenance and troubleshooting Cost of TrainingAs per Philip model we considered all parameters , which were associated with training.ABB Ltd. Has been paid , Rs. 33000/participants as training feesHence for 35 participants = 35*33000 = Rs.1155000Other expenses of company on the training:- JSPL Raigarh , prompt the training activities andProviding special allowances and travelling facilities according to designation. Designation No. of Employee Train Fare Allowance Man Days AGM 2 7204 18750 48000 Sr. Manager 1 3602 4950 24000 Manager 6 21612 29700 144000 Dy. Manager 7 25214 34650 168000 Asst. Manager 9 32418 28665 216000 Jr. Manager 5 18010 15925 80000 Asst. Engineer 2 7204 6370 32000 Jr. Engineer 3 10806 9555 48000 35 126070 148565 760000 1034635 58
    • Total Cost of training =2189635Benefits:-The EPS department has managed some savings by implementation of training knowledge inthe organization. Aug-11 Sep-11 Oct-11 Nov-11 Sl. Testing/Condition Unit Rate Total Total Total Total No. Monitoring in Rs. Qty. saving Qty. saving Qty. saving Qty. saving performed in Rs. in Rs. in Rs. in Rs. Transformer 1 40,000 0 Testing 3 120000 0 4 160000 7 280000 2 Circuit Breaker 1500 4500 Testing 6 9000 3 5 7500 12 18000 3 CT Testing 8000/8hrs 4 32000 0 0 1 8000 1 8000 4 PT Testing 8000/hrs 6 48000 3 24000 0 0 0 0 Total saving in Rs. 19 209000 6 28500 10 175500 20 306000 59
    • Dec-11 Jan-12 Feb-12 Mar-12 Total Total Total TotalQty. saving in Qty. saving in Qty. saving in Qty. saving in Rs. Rs. Rs. Rs. 9 360000 14 560000 10 400000 17 6800002 3000 2 3000 45 67500 23 345002 16000 0 7 56000 3 240004 32000 0 0 017 411000 16 563000 62 523500 43 738500 2955000ROI= [ (Profit- Cost)/cost]*100 = [(2955000-2189635)/ 2189635]*100 = [646557/2189635]*100 = 35%On the overall analysis of the data of all levels, we can conclude that the immediate reactionrated 8.1 point(scale-10), means the participants were satisfied with all four mentioned i.eCourse, Relevance , Trainer, and Venue.However the learning was also good in all three parameters i.e Learning index (54.38%) , Selfevaluation (Effective), Knowledge sharing (Effective) . Evaluators of change in behavior rated 8.1(10) ,which justified the program expectation. Thereasons that imparted improvement to the performance are increased number of coachingand feedbacks, better supervision on job by the supervisors, increase in the actual usage ofknowledge/skills gained through the program, and the availability of necessary equipmentsand materials for performing on the job.In the last level of “Kirkpatrick Model” , we saw new initiative by the employees like casestudy, New attempt and high ROI(Return on investment) 60
    • In the course of my study and the analysis that followed thereafter, I came across certainsetbacks in the various levels as well as in the system, regarding whom, I would like to makethe following suggestions :For level 1: The employees should be given sufficient time to study the subject matter of the program. The study material should be adequate and relevant according to the program. More practical example should be given. Proper agenda should be made for the program. Venue facilities should be enhanced.For level - 2 :Proper facilitation of learning should be made and the knowledge/skills of the employeesshould be increased.For level - 3 : Confidence of the employees to perform on the job needs to be increased. The programs should be made more relevant to the job requirements. Opportunities provided to the employees to use the knowledge/skills gained from the program needs to be increased. Necessary equipments and materials required for the job should be made easily available.For Level- 4 Each department should be instructed to maintain data based on training impact for future reference:-  Major work done based on training  Cost saving  Accident avoided  New initiative 61
    • Apart from these, I would like to make the following suggestions, too on increase training’seffectiveness in JSPL.1. Each and every individual of the company should be taught what “ Kirkpatrick model” is, so that they give genuine feedback when desired.2. After training program there should be suitable rewarding system for the excellent performers and the average and poor performer’s problems should be identified and necessary motivation dose and support should be given for their improvement.3. Training facility should be more job relevant and should be given to those whose job profile is related to that particular training program.4. Sometimes the communication pattern itself becomes an obstacle, so according to situations, Hindi should also be used.5. Apprehensions in the minds of employees restrain them from cooperating with the management, proper care should be taken to remove such apprehensions. 62
    • Bibliography: 1.Int. J. of Human Resource Management 14:6 September 2003 on “Effects of training on business results” by Antonio Arago´n-Sa´nchez, Isabel Barba-Arago´n and Raquel Sanz-Valle Interdisciplinary Journal Of Contemporary Research In Business on “How Organizations Evaluate their Trainings? An evidence from Pakistani Organizations” By Ishfaq Ahmed Muhammad Musarrat Nawaz Ahmad Usman Muhammad Zeeshan Shaukat Naveed Ahmed Wasim-ul-Rehman www. ijcrb.webs.com www.citehr.com www.jspl.comwww.google.com 63
    • Self Evaluation Sheet Employee Name Employee Code Designation Department Training Training Date Training Institute Location TO BE FILLED BY THE PARTICIPANT Mr. / Ms. .……………………………….. High Medium Low Your knowledge on the subject matter taught during the training Before training 5 4 3 2 1 After training 5 4 3 2 1 Your skill level in doing the task that was addressed during Before training 5 4 3 2 1 the training. After training 5 4 3 2 1 Your ability to learn and apply that has been taught to you. Before training 5 4 3 2 1 After training 5 4 3 2 1 Overall level of learning in the area you have just been trained. Before training 5 4 3 2 1 After training 5 4 3 2 1 Overall learning based on the above score Highly Ineffective(0-4) Ineffective(5-8) Moderate(9-12) Effective(13-16) Highly Effective(17-20). Signature of HOD / In-Charge 64
    • Training Program Effectiveness Measurement Learning Evaluation(Knowledge sharing) . Employee Name- Employee Code - Designation- Department- Training- Training Date- Training Institute - Location- I have attended above training/seminar/workshop/course and shared learning with …………number of employees. The feedback of some of the employees( selected on sample basis) is given below : FEEDBACK ON TRAINING Employee Code/Name Highly Effective(5) Effective(4) Moderate(3) Ineffective(2) Highly Ineffective(1)1.2.3.4.5. Overall Feedback based on above score Highly Ineffective(0-5) Ineffective(6-10) Moderate(11-15) Effective(16-20) Highly Effective(21-25) 65
    • Training Program Effectiveness Measurement Behavior Evaluation. Employee Name- Employee Code - Signature of HOD / In-Charge Designation- Department- 66
    • Training- Training Date- Training Institute - Location- TO BE FILLED BY THE HOD/In-Charge You are requested to assess the change, relevance of change and sustainability of change based on your observation to measure the impact / effectiveness of the training program of the candidate. Feedback 5 1 4 3 2 Feedback Question Strongly Agree Undecided Disagree Strongly Agree Disagree1. Did the trainee put their learning into effect when back on the job?2. Were the relevant skills and knowledge used?3. Was there noticeable and measurable change in the activity and performance of the trainees when back in their roles?4. Was the change in behavior and new level of knowledge sustained?5. Is the trainee aware of his / her change in behavior, knowledge, skill level?6. Overall do you think the employee has demonstrated the learning’s from trainings in his / her day to day work? 0-7 8-14 15-21 22-28 29-35 Highly Ineffective Moderate Effective Highly Effective Ineffective The learning evaluation confirms that the training was beneficial / non-beneficial (Please Tick) & is recommended / not recommended (Please Tick) to be conducted again for the benefit of our employee. Thank you for taking out your time and filling up this evaluation form. HR Department Signature of HOD / In-Charge 67
    • EVALUATION PARAMETERS 1 2 3 4 5The training was well organized and clearly structuredThe objective and aim of training was explained clearlyThe training covered a variety of useful topicsThe content and material of the training were relevantThe medium ofpresentations(lecture/discussion/exercise/ games/ casestudies, AVs) was appropriateThe examples and references used were effectiveThe pace of training was appropriateCOURSE AVERAGE RATING EVALUATION PARAMETERSThis course gave me ideas/information/material which Ican use in my normal jobI will suggest this course to my colleaguesThis course was time well spent and met my expectationsI will be able to apply my learnings immediately at theworkplaceRELEVANCE TO JOB AVERAGE RATING EVALUATION PARAMETERSThe trainers were friendly and approachableThe trainer conveyed enthusiasm for the subject andresponded positively to the ideas and questions of theparticipantsThe trainers were clear in their communication andencouraged participationThe trainer had strong subject knowledgeThe trainer was able to answer my questionsTRAINER AVERAGE RATING EVALUATION PARAMETERSThe venue was suitableThe facilities and food were satisfactory 68
    • The course material (handouts/ writing pads/ stationary)were adequate & helpfulThe batch size was about rightVENUE AVERAGE RATINGEVALUATION PARAMETERSOVERALL AVERAGE RATING 69