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Developing Training Evaluation Method for ACC Limited.

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  • 1. Summer internship project report on DEVELOPING TRAINING EVALUATION METHODS FOR ACC LIMITED. By – Suman Singh suman241989@yahoo.com 1|Page
  • 2. DECLARATION I, Mr. /Ms Suman Singh hereby declare that this project report is the record of authentic work carried out by me during the period from 1.04.2013 to 31.05.2013 and has not been submitted to any other University or Institute for the award of any degree / diploma etc. SUMAN SINGH Date: 2|Page
  • 3. ACKNOWLEDGEMENT I take this opportunity to express my profound gratitude and deep regards to my Prof. Dhrupa Bhatia for her exemplary guidance, monitoring and constant encouragement throughout the course of this project. The blessing, help and guidance given by her time to time shall carry me a long way in the journey of life on which I am about to embark. I also take this opportunity to express a deep sense of gratitude to Mrs. Durga Shenvi, HR Manager, ACC Limited, for her cordial support, valuable information and guidance, which helped me in completing this task through various stages. Lastly, I thank almighty, my parents, and friends for their constant encouragement without which this assignment would not be possible. Suman Singh 3|Page
  • 4. List of Tables Sr. No Topic 1. Table to check reaction from training program 4|Page
  • 5. Table of CONTENTS Chapter No. Title Page No. Declaration from student i Acknowledgement ii List of Tables iii I Introduction 2-16 1.1 Company profile 2 1.2 Objectives of the study 2 1.3 Limitations of Study 16 II Research Methodology 18 III Theoretical Background 22-27 IV Data Processing and Analysis 29-36 V Findings 38 VI Recommendations 40 VII Conclusions 42 VIII Bibliography 44 IX Appendices / Annexure 46-54 5|Page
  • 6. CHAPTER 1 INTRODUCTION: DEVELOPING TRAINING EVALUATION METHODS FOR ACC LIMITED. 6|Page
  • 7. Objective: To develop the training evaluation for the below mentioned training program conducted at ACC Limited. In functional training 1. Sales Training 2. Finance for Non-finance 3. Customer Services. In Behavioral Training 1. Team Building 2. Leadership Training Company profile: ACC (ACC Limited) is India's foremost manufacturer of cement and concrete. ACC's operations are spread throughout the country with 17 modern cement factories, more than 40 Ready mix concrete plants, 21 sales offices, and several zonal offices. It has a workforce of about 9,000 persons and a countrywide distribution network of over 9,000 dealers. Since inception in 1936, the company has been a trendsetter and important benchmark for the cement industry in many areas of cement and concrete technology. ACC has a unique track record of innovative research, product development and specialized consultancy services. The company's various manufacturing units are backed by a central technology support services centre - the only one of its kind in the Indian cement industry. ACC has rich experience in mining, being the largest user of limestone. As the largest cement producer in India, it is one of the biggest customers of the domestic coal industry, of Indian 7|Page
  • 8. Railways, and a considerable user of the country‘s road transport network services for inward and outward movement of materials and products. Among the first companies in India to include commitment to environmental protection as one of its corporate objectives, the company installed sophisticated pollution control equipment as far back as 1966, long before pollution control laws came into existence. Today each of its cement plants has state-of-the art pollution control equipment and devices. ACC plants, mines and townships visibly demonstrate successful endeavors in quarry rehabilitation, water management techniques and ‗greening‘ activities. The company actively promotes the use of alternative fuels and raw materials and offers total solutions for waste management including testing, suggestions for reuse, recycling and co-processing. ACC has taken purposeful steps in knowledge building. We run two institutes that offer professional technical courses for engineering graduates and diploma holders which are relevant to manufacturing sectors such as cement. The main beneficiaries are youth from remote and backward areas of the country. ACC has made significant contributions to the nation building process by way of quality products, services and sharing expertise. Its commitment to sustainable development, its high ethical standards in business dealings and its on-going efforts in community welfare programs have won it acclaim as a responsible corporate citizen. ACC‘s brand name is synonymous with cement and enjoys a high level of equity in the Indian market. It is the only cement company that figures in the list of Consumer Super Brands of India. SUBSIDIARIES AND ASSOCIATES ‗Value- ACC Mineral Resources Limited ACC's wholly owned subsidiary, The Cement Marketing Company of India Limited, was renamed as ACC Mineral Resources Limited (AMRL) in May 2009 with an objective of securing valuable mineral resources, such as coal for captive use. ACC Mineral Resources 8|Page
  • 9. Limited has already entered into Joint Venture arrangements for prospecting, exploration and mining coal from the coal blocks in Madhya Pradesh and West Bengal. The company is also exploring other opportunities for securing additional coal and gypsum resources in India and abroad Bulk Cement Corporation (India) Limited Situated at Kalamboli, in Navi Mumbai (formerly New Bombay), this company caters to bulk cement requirements of the city of Mumbai and its environs. It has two cement storage silos with a capacity of 5,000 tons each. The plant receives cement in bulk from ACC plants at Wadi. The plant has its own special purpose railway wagons and rakes and its own railway siding. The first of its kind in India, BCCI is equipped with all the facilities required by increasingly sophisticated construction sites in a bustling metropolis, including a laboratory, a fleet of specialized trucks and site silos for the convenience of customers and is capable of offering loose cement in bulktanker vehicles as well as packed cement in bags of varying sizes from 1 tonne down to 25 kg bags. BCCI is situated strategically on the outskirts of Mumbai, just off the new Mumbai-Pune Expressway. It is a landmark structure spread over 30 acres of land. Lucky Minmat ACC acquired 100 per cent of the equity of Lucky Minmat Private Limited. This company holds limestone mines in the Sikar district of Rajasthan, and helps supplement limestone supply to the Lakheri Plant. National Limestone Company Private Limited National Limestone Company Private Limited is a wholly owned subsidiary. The company is engaged in the business of mining and sale of limestone. It holds mining leases for limestone in the state of Rajasthan. 9|Page
  • 10. HUMAN RESOURCES ACC has a large workforce of about 9,000 people, comprising experts in various disciplines assisted by a dedicated workforce of skilled persons. ACC employees, referred to as the ACC Parivar, come from all parts of the country and belonging to a variety of ethnic, cultural and religious backgrounds. ACC employees display a strong sense of loyalty to the Company and their special stellar qualities as adding‘ human capital are well known in the industry. ACC has clearly stated guidelines concerning recruitment, termination, career advancement, performance appraisal, professional and employee ethics and code of conduct. The Company‘s personnel policies and processes enshrine equal opportunities to all and non-discrimination with regard to gender, caste, creed, ideology or other opinion, whether social, political or religious. Also ensured is a due process for employee consultation and participation in organizational development and policy formulation. RECRUITMENT: Recruitment in ACC is a very fair and transparent process with adequate opportunities to look for suitable candidates internally as well as from outside. Applicants are generally invited on the basis of specific advertisements in newspapers and websites. A Committee of officers called the Central Recruitment Committee handles the entire recruitment process comprising screening of applications, preliminary short-listing, interviews and final selection. Every attempt is made to make the selection process as objective as possible by incorporating tests of competence. In some cases, outside consultants are retained. All decisions of the recruitment committee are recorded in respect of each candidate. Candidates are informed of their short-listing and selection immediately after the interview or at the earliest thereafter. PERFORMANCE MANAGEMENT: The Company‘s performance management system is in itself a benchmark that provides ample opportunities and motivational incentives to employees so as to reward and retain good talent 10 | P a g e
  • 11. within the Company. These incentives include Performance Linked Incentives, Good Work Awards, Letters of Appreciation, Special Increments, and Promotions, Nomination to external training programs in India and abroad, public felicitation and appreciation. Some plants have Best Employee and Employee of the Month Awards and recognition. Competent employees and those who display aptitude are invited to become Trainers themselves and receive Train the Trainer facilitation. TRAINING & DEVELOPMENT: Our new Performance Management System incorporates a process called Competency Assessment and Training and Developmental Needs wherein appraisers are specifically called upon to identify and assess training needs of employees at specific intervals that do not coincide with Performance Appraisals. This is so that training needs can be assessed objectively. Training is imparted to take care of an individual‘s career development as well as functional and skill enhancement. Competency and Development training inputs include Skill and general performance enhancement, communication skills and Career development. Functional training needs are identified and conducted by functional departments while Corporate HR organizes competency and developmental inputs. EMPLOYEE WELFARE & PERQUISITES: Employee welfare receives prime attention at ACC. We have several schemes for general welfare of employees and their families. These cover education, healthcare, retirement benefits, loans and financial assistance and recreation facilities. ACC townships have excellent schools that are often the best in the district. Education at these schools is subsidized for employees‘ wards. We offer attractive scholarship allowances for children studying at places away from their parents, merit scholarships for outstanding children and financial assistance for employees‘ children to pursue higher professional education. 11 | P a g e
  • 12. Liberal medical benefits are made available to employees and their family members by way of reimbursements towards normal medical treatment, domiciliary treatments and special sanctions for serious illness. Each of our townships has well-equipped health care centers with qualified medical staff and facilities, ambulance, referrals and tie-ups with reputed hospitals for specialized treatment. In addition, there are regular health checkups, camps and programs. Employees are eligible to apply for loans and financial assistance for various purposes such as purchase of assets, residential premises as well as a scheme that provides for supply of cement at subsidized rates to those building their own houses. At our cement plants and factories, employees are provided furnished and unfurnished accommodation based on their entitlements. At many locations, the employees are given free electricity, free water supply and free bus facility for nearby places and schools. These houses are well-maintained and periodically upgraded. EMPLOYEE SATISFACTION: In addition to periodic internal Employee Satisfaction Surveys, we participate in Employee Satisfaction and Work Places Surveys conducted by reputed external agencies and organizations like Hewitt Associates Grow Talent. And from time to time, ACC has also retained reputed firms to study our internal work environment and employee policies and suggest areas of improvement. We share below salient points of the latest survey of employees: People are treated fairly regardless of religion and gender ACC is a safe place to work Management is competent in running business Employees feel good about what we do for society Proud to tell others I work here Management thinks positively 12 | P a g e
  • 13. The overall findings show significant job satisfaction at all levels as also deep respect for the company, its performance management system and its overall business performance. CORPORATE SOCIAL RESPONSIBILITY : Today we define Corporate Social Responsibility as the way a company balances its economic, social and environmental objectives while addressing stakeholder expectations and enhancing shareholder value. But ACC has undertaken social volunteering practices almost from its inception, – long before the term corporate social responsibility was coined. The company‘s earliest initiatives in community development date back to the 1940's in a village on the outskirts of Mumbai while the first formal Village Welfare Scheme was launched in 1952. The community living around many of our factories comprises the weakest sections of rural and tribal India with no access to basic amenities. Community & Rural Welfare Our community development activities revolve around the under-privileged community that lives in the immediate vicinity of our cement plants and is thus more dependent on us. The range of our activities begins with extending educational and medical facilities and goes on to cover vocational guidance and supporting employment-oriented and income-generation projects like agriculture, animal husbandry, cottage industries by developing local skills, using local raw materials and helping create marketing outlets. At all our cement factories we share our amenities and facilities with members of the local community. This includes sharing education and medical facilities, sports and recreation. Wherever possible we share access to Bore Wells, drinking water and the usage of colony roads. 13 | P a g e
  • 14. Education Education is imparted not only to children of ACC employees but also more importantly to children from rural areas who do not have access to any medium of information or education. ACC schools maintain high standards and are open to other children of the vicinity. Often these schools are the most preferred centers of learning in the district and adjoining areas. Wherever possible, ACC provides funds and infrastructure to help set up local schools, colleges and centers for learning and education. Healthcare ACC takes pride in providing various forms of medical assistance to the families of our employees and also to all those living in surrounding villages. Each factory has a medical center with full-fledged doctors and the latest of basic equipment. Mobile medical services are provided in the vicinity and regular medical camps are held to eradicate diseases, offer medical help, treatment and preventive care. ACC has come out to provide support to state and national health initiatives such as the eradication of malaria, dengue fever and the dreaded HIV. 14 | P a g e
  • 15. HIV/AIDS - Workplace Policy ACC is desirous of playing a meaningful role in the nationwide effort to eradicate HIV/AIDS and has pledged to support the Confederation of Indian Industry in their initiative. ACC recognizes that a fundamental step in this respect involves a clear statement of the company‘s internal policy to deal with employees affected by HIV/AIDS. CII has framed a Code of Practice for Industry to guarantee and safeguard the rights of employees infected and affected by HIV/AIDS. We adopt this as ACC‘s internal workplace policy for HIV/AIDS. The policy states that:: 1. The company will provide a safe and healthy work environment for employees. 2. The company will educate its employees and the family on prevention, care and counseling of HIV/AIDS. 3. The company will educate its employees on safe blood donation and transfusion. 4. If an employee has been infected, information about the illness would be kept confidential by the company. Only the immediate superior would be kept advised to prevent any medical eventuality. 5. A HIV positive employee will be allowed to continue to work in his or her job unless medical conditions interfere with the specific job he or she is doing. On account of health conditions the employee may be shifted to another comfortable position. 6. The employer should ensure that the co–employees cannot or should not shun their HIV positive peer or refuse to work alongside them. In fact, the company will assure his or her comfort level in the work place. 7. The company will, as a policy, not discriminate against any employee infected by HIV/AIDS with regard to promotions, training and any other privileges, applicable to all employees of the organization. 8. While the company may ask a person who is being offered a job to undergo general medical tests before the issue of the appointment letter, the test will not 15 | P a g e
  • 16. cover HIV/AIDS, without an informed consent and pre test counseling of the candidate. | 9. The company will educate its employees and encourage them to participate in voluntary counseling and testing. However, HIV/AIDS tests will not be a part of any annual or regular health checkups, without the employee‘s informed consent and pre test counseling. 10. The company will ensure that proper treatment is available to employees infected with HIV/AIDS. The company will assist the employee in meeting the cost of antiretroviral (ARV) drugs within the prescribed limits as fixed by the Company. The arrangements for treatment will be made at hospitals pre-identified by the company and payment will be made directly to the service provider. All other (non-ARV) HIV/AIDS related costs will be covered as per the company‘s prevailing scheme for Health and Medical treatment. It is hoped that this policy will help build positive and supportive attitudes towards those infected as well as promote health and safety amongst the employees. HIV/AIDS treatment – Anti Retroviral Treatment Centers In close consultation with the Confederation of Indian Industry (CII), the management of ACC decided to step forward to participate in the national effort to eradicate the HIV/AIDS virus that we recognize as being among the 16 | P a g e
  • 17. Country’s Most Important Public Health Issues: As a first step, we announced a Workplace policy for HIV/AIDS that protects the fundamental human rights of employees who may unfortunately become affected by HIV/AIDS, while also ensuring that these affected persons get proper care and treatment. Next we decided to set up an Anti Retroviral Treatment Centre for HIV/AIDS treatment. We chose to put up this project in Wadi in the state of Karnataka where we have the largest of our cement plants. Karnataka also happens to be a state where the virus is highly prevalent. The ACC Wadi ART Centre has the complete basic physical infrastructure, Laboratory facilities and trained medical and support personnel. It is housed in a new building constructed by us on an independent piece of land outside our plant and colony. The building has an area of over 2500 square feet and comprises a large reception area with adequate seating, consulting rooms for the doctors, rooms for social workers and counselors, laboratory, pharmacy, pantry and toilets. The center is fully equipped with new machines and medical equipment as prescribed by NACO ART guidelines. These include a state-of-the art CD4/ CD8 cell counting machine. We believe this is the only center in the district and adjoining districts with such a machine. The ACC Wadi ART Centre has a full complement of medical and support personnel including a doctor, nurse, lab technicians and other staff. The doctor has been trained at Christian Medical College Vellore. The center includes a Voluntary Counseling and Testing Centre (VCTC). We will also be tying up with reputed hospitals in Gulbarga for referaal linkages. We aim to develop the skill and capability to run this center at Wadi as a world-class facility for the benefit of the public, with the assistance of NACO, CII and prestigious medical institutes such as CMC Vellore. 17 | P a g e
  • 18. Disaster Relief ACC and its employees make timely contribution to help in any national disaster. This is done both at the corporate level, by local units and employees. Apart from the Kargil cause, collective contributions by way of cash, food and clothing has been sent to help victims of calamities such as the Latur earthquake, Himachal Pradesh floods, Orissa cyclone, Gujarat earthquake, Tsunami and floods in Maharashtra. Gujarat Masons’ Training ACC‘s contribution to the rebuilding effort after the 2001 earthquake in Gujarat was unique. Anticipating a scarcity of skilled masons and trained supervisors for the reconstruction work - especially in Kutch, Rajkot and Surendranagar districts, the company evolved a scheme to provide construction related training to over 2500 unemployed persons (mostly youth) in earthquake affected villages. Our best civil engineers were deputed to impart training on basic skills needed to work as masons and construction site supervisors and to make earthquake resistant structures, using local materials. This was perhaps the country‘s first formal training programs of this magnitude for masons and site supervisors, organized by ACC. Conservation of heritage structures The services of ACC‘s Concrete experts have often been utilized in the restoration of several national heritage buildings across the country - such as sections of the Chhatrapati Shivaji Terminus (formerly Victoria Terminus) at Mumbai, the J N Petit and David Sassoon Libraries in Mumbai, churches in Goa, palaces and royal mansions in Mysore 18 | P a g e
  • 19. and Hyderabad and other old structures in the country. The historic Vijayraghavgarh fort in Madhya Pradesh was restored under ACC‘s patronage. This is not a core business of the company but an act of corporate volunteering by way of sharing knowledge and expertise. Global Compact ACC Limited is a signatory to the United Nations Global Compact. We are committed to the ten principles of the Compact which foster better corporate responsibility in the areas of human rights, labor, environment and anticorruption. Established in 1936, this company has from its very inception been conscious of its obligations to the community and has always kept in view its social responsibilities. ACC‘s Vision vividly declares the company‘s commitment to its corporate social responsibility and sustainable development issues making these an essential part of the business goals for the company. This communication on Progress provides an insight into our recent activities in support of the Global Compact‘s Objective and our efforts towards continuous improvement. Support to national Sport ACC has had an old and close association with the game of cricket. From the 1950‘s to the 70‘s, many cricket legends were employees of ACC during their active cricket careers. This was in the days before cricketers became like the superstars they are today. ACC was then among the few companies which went out of its way to employ young cricketers, including budding young Ranji Trophy hopefuls. ACC joined hands with the Confederation of Indian Industry to sponsor India‘s National Boxing team at the Athens 19 | P a g e
  • 20. Olympics in 2004 and the Commonwealth Games. ACC also sponsors and supports other sports at National, regional and local levels such as inter-regional Badminton championships, youth soccer and Rural Sports Meets. OCCUPATIONAL HEALTH & SAFETY : Occupational Health & Safety (OHS) is a vital part of ACC‘s journey towards Sustainable development. Safety Audits are being carried out in ACC since 1995 by National Safety Council based on the 5 Star Auditing System of British Safety Council. There is a continuous effort to measure and improve Safety Management Systems to avoid accidents. We have an Apex OH & S Committee headed by the Managing Director. This committee oversees implementation of our OH & S policy Each of our plants and manufacturing units have Professional Doctors and medical facilities for continuous monitoring and observation of workplace hygiene and occupational health. The following are some OH & S initiatives at ACC plants: OH & S brochures, signage‘s, posters and mailers used extensively Monthly Safety Gate Meetings held at all our plants. Safety Audit and TPM Audits carried out annually Safety Professionals meets twice a year to discuss and share knowledge on Safety Statistics and implementation of safety measures at each unit. Safety Observation Tours (SOT) conducted weekly by all line managers Behavioral Safety Training programs for workers at all plants Incident investigations for all incidents including near misses (with potential for injuries). The findings and recommendation are shared across the company. 20 | P a g e
  • 21. LIMITATIONS:The limitation in developing training evaluation model is that various training programs do not have a direct impact or effect on monetary benefits. 21 | P a g e
  • 22. CHAPTER-2 RESEARCH METHODOLOGY 22 | P a g e
  • 23. The research methodology of this project is based on secondary data. The information about below mentioned training programs conducted at ACC Limited is gathered through training manuals and employee booklet. SECONDARY DATA: The project focused on developing training evaluation methods for the below mentioned training programs. In functional training 1. Sales Training 2. Finance for Non-finance 3. Customer Services In Behavioral Training 1. Team Building 2. Leadership Training 23 | P a g e
  • 24. CHAPTER- 3 THEORETICAL BACKGROUND: 24 | P a g e
  • 25. Training and Development is the activity which builds the performance of individuals through such activities as training, education, or mentoring employees. The area is known by a number of different titles including human resource development, and learning and development. Training transfer is a key topic in this area, many of us have experienced workplaces which provide training, but then miss the mark on allowing employees to implement the learned behaviors back in the workforce. Understanding how training is transferred back to the workplace and what the workplace can do to encourage the application of new knowledge is a central concern of training and development practitioners. The five steps in training process: Training Process or Steps Involved For Conducting Training Training is not a one sort affair; rather it is a step-by-step process that will completed only after successful completion of given sequential activities. 1. Identifying Training Needs Training need is a difference between standard performance and actual performance. Hence, it tries to bridge the gap between standard performance and actual performance. The gap clearly underlines the need for training of employees. Hence, under this phase, the gap is identified in order to assess the training needs. 2. Establish Specific Objectives After the identification of training needs, the most crucial task is to determine the objectives of training. Hence, the primary purpose of training should focus to bridge the gap between standard performance and actual performance. This can be done through setting training objectives. Thus, basic objective of training is to bring proper match between man and the job. 25 | P a g e
  • 26. 3. Select Appropriate Methods Training methods are desired means of attaining training objectives. After the determination of training needs and specification of objectives, an appropriate training method is to be identified and selected to achieve the stated objectives. There are number of training methods available but their suitability is judged as per the need of organizational training needs. 4. Implement Programs After the selection of an appropriate method, the actual functioning takes place. Under this step, the prepared plans and programs are implemented to get the desired output. Under it, employees are trained to develop for better performance of organizational activities. 5. Evaluate Program It consists of an evaluation of various aspects of training in order to know whether the training program was effective. In other words, it refers to the training utility in terms of effect of training on employees' performance. 6. Feedback Finally, a feedback mechanism is created in order to identify the weak areas in the training program and improve the same in future. For this purpose, information relating to class room, food, lodging etc. is obtained from participants. The obtained information, then, tabulated, evaluated, and analyzed in order to mark weak areas of training programs and for future improvements. 26 | P a g e
  • 27. Attempting financial ROI assessment of training is a controversial issue. It's a difficult task to do in absolute terms due to the many aspects to be taken into account, some of which are very difficult to quantify at all, let alone to define in precise financial terms. Investment - the cost - in training may be easier to identify, but the benefits - the return - are notoriously tricky to pin down. What value do you place on improved morale? Reduced stress levels? Longer careers? Better qualified staff? Improved time management? All of these can be benefits - returns - on training investment. In the absence of absolutely quantifiable data, find something that will provide a useful if notional indication. For example, After training sales people, the increased number and value of new sales made is an indicator of sorts. After motivational or team-building training, reduced absentee rates would be an expected output. After an extensive management development program, the increase in internal management promotions would be a measurable return. Also, refer to the very original Training Needs Analysis that prompted the training itself - what were the business performance factors that the training sought to improve? Use these original drivers to measure and relate to organizational return achieved. The problems in assessing ROI are more challenging in public organizations. ROI assessment in these environments can be so difficult as to be insurmountable, so that the organization remains satisfied with general approximations or vague comparisons, or accepts wider forms of justification for the training without invoking detailed costing. 27 | P a g e
  • 28. Training of Employees - Need and Importance of Training: Training of employees takes place after orientation takes place. Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. Training process moulds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature. Importance of training: Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well. Training is given on four basic grounds: 1. New candidates who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations and the working conditions. 2. The existing employees are trained to refresh and enhance their knowledge. 3. If any updating and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing a new equipment, changes in technique of production, computer impartment. The employees are trained about use of new equipments and work methods. 4. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job. i.e. Succession Planning. 28 | P a g e
  • 29. The benefits of training can be summed up as: 1. Improves morale of employees- Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover. 2. Less supervision- A well trained employee will be well acquainted with the job and will need less of supervision. Thus, there will be less wastage of time and efforts. 3. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less are the chances of committing accidents in job and the more proficient the employee becomes. 4. Chances of promotion- Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization. 5. Increased productivity- Training improves efficiency and productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money and resources if employees are properly trained. EVALUATE THE TRAINING PROGRAM. This step will determine how effective and profitable your training program has been. Methods for evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/benefit analysis outlining your expenses and returns, and an increase in customer satisfaction and profits. The reason for an evaluation system is simple. The evaluations of training programs are without a doubt the most important step in the training process. It is this step that will indicate the effectiveness of both the training as well as the trainer. There are several obvious benefits for evaluating a training program. 29 | P a g e
  • 30. Evaluations will provide feedback on the trainer's performance, allowing them to improve themselves for future programs, Evaluations will indicate its cost-effectiveness, Evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization. The importance of the evaluation process after the training is critical. Without it, the trainer does not have a true indication of the effectiveness of the training. This information can be considered during the next time a training program is been evaluated. And it can also be used to compare between two training programs. To be successful, all training must receive support from the top management as well as from the middle and supervisory levels of management. It is a team effort and must implement by all members of the organization to be fully successful. To help determine how we‘re going to approach assessment in training we should be clear on the two different types; formative and summative methods of assessment. Formative Assessment Formative evaluation occurs while a training program is forming or occurring. For example: preview or collecting continuous feedback from participants in a training program in order to modify it as needed. Formative assessment can be either formal or informal. It may be a written test, or it may just be a general Q&A discussion at the end of a particular module of training. Different types of training will call for a different blend of formal and informal methods. There are 2 key advantages of formative assessment: It provides feedback to the student on how they‘re performing (which will hopefully motivate them). It provides feedback to the trainer on those areas where they might need to focus more attention on to reinforce particular learning points. 30 | P a g e
  • 31. The aim of formative assessment is to improve the amount of learning that occurs. How To Conduct Formative Evaluation Here are several steps to conducting formative evaluation: Hold group discussions with the trainees to gain feedback. Observe trainee behavior. Give short tests to trainees. Answer the following questions: Did you identify training needs correctly? Have you noticed other areas that need attention? Are there indications that the training objectives will be met? Do the objectives need to be revised? Are the training topics being taught? Have additional training topics come up which need to be taught? Summative Assessment Summative assessment is done at the end of any process; the idea is that it summarizes how the trainee has performed at the end of the training. Kirkpatrick´s famous types of evaluation are summative. For example: Summative evaluation could be evaluating the attitudes and information learned after the training program has been conducted, or determining how the information provided is used back on the job. How To Conduct Summative Evaluation There are several methods to conducting summative evaluation: Ask trainees for their opinions about the training program after it has been delivered. 31 | P a g e
  • 32. Test trainees to learn how well they grasped the information. Ask participants to demonstrate how they would use the information learned in training. Conduct surveys or interviews with each participant to gain better understanding of what they learned. Measure changes in production and quality of work that has been accomplished after the training program. Answer the following questions: Did you meet the training objectives? Will you need to improve and modify some areas? Should you conduct the training activity again? How can you help the trainees attain further training? There are 4 key advantages of summative assessment: Positive results give the trainees a boost in confidence and can act as a springboard into subsequent behavior change back in the workplace. Trainers can identify those areas where results are consistently lower and can then consider alternative delivery methods – helping to develop the training for future events. The results provide a measurable way of determining the success of the training program, directly comparable from one intake to the next. Conclusion Most trainers are familiar with formal methods of evaluation after a training program (summative). Fewer may have thought seriously about the importance of formative evaluation (although no doubt they would have used some of the core formative approaches such as a pilot test). To get the best results use both forms of evaluation: formative and summative. 32 | P a g e
  • 33. CHAPTER- 4 DATA PROCESSING AND ANALYSIS: 33 | P a g e
  • 34. The no. of training programs conducted at ACC Limited is: In functional training 1. Sales Training 2. Finance for Non-finance 3. Customer Services. In Behavioral Training 1. Team Building 2. Leadership Training KIRKPATRICKS 4 STAGE TRAINING EVALUATION MODEL: The most widely used and popular model for the evaluation of training programs is known as "The Four Levels of Learning Evaluation." The model was defined in 1959 by Donald L. Kirkpatrick in a series of articles that appeared in the US Training and Development Journal. Kirkpatrick redefined the evaluation model with his 1998 book "Evaluating Training Programs: The Four Levels."The idea behind the model is for an organization to have meaningful evaluation of learning in the organization. The degree of difficulty increases as you move through the levels. However, the knowledge learned regarding the effectiveness of the training program more than compensates for this. 34 | P a g e
  • 35. The four levels of the model are: Level 1: Reaction Level 2: Learning Level 3: Behavior Level 4: Results Level 1: Reaction Kirkpatrick refers to Level 1 as a measure of customer satisfaction. Most of the forms that people fill out at the end of a class or workshop are instruments for measuring Level 1. Level 2: Learning Kirkpatrick defines learning as the extent to which participants change attitudes, increase knowledge, and/or increase skill as a result of attending a program. So to measure learning we need to determine the following: What knowledge was learned What skills were developed or improved What attitudes were changed Here are guidelines for evaluating learning: 1. Use a control group if it is practical 2. Evaluate knowledge, skills, and/or attitudes both before and after the program. Use a paper and pencil test to measure knowledge and attitudes and use a performance test to measure skills. 3. Get a 100 percent response 4. Use the results of the evaluation to take appropriate action. 35 | P a g e
  • 36. Level 3: Behavior Level three can be defined as the extent to which a change in behavior has occurred because someone attended a training program. In order for change in behavior to occur, four conditions are necessary: The person must have a desire to change The person must know what to do and how to do it The person must work in the right climate The person must be rewarded for changing Here are some guidelines for evaluating behavior: 1. Use a control group if that is practical 2. Allow time for a change in behavior to take place 3. Evaluate both before and after the program if that is practical 4. Survey and/or interview one or more of the following: trainees, their immediate supervisors, their subordinates and others who often observe their behavior. 5. Get a 100 percent response 6. Repeat the evaluation at appropriate times 7. Consider cost versus benefits Level 4: Results This involves measuring the final results that occurred because a person attended a training session. This can include increased production, improved work quality, reduced turnover, etc. Level four can be difficult because you must determine what final results occurred because of attendance and participation in a training program. 36 | P a g e
  • 37. We must also evaluate the conditions that the trainee is operating in. It is important to determine whether the conditions set forth above in Level 3 have been met. If there are conditions in the office that prevent the trainee from using the knowledge that they have learned, than the training cannot be faulted for not "doing the job."This is a clear example a conditional problem with the operating environment. Here are some guidelines for evaluating results: 1. Use a control group if it is practical 2. Allow time for results to be achieved 3. Measure both before and after the program if it is practical 4. Repeat the measurement at appropriate times 5. Consider cost versus benefit 6. Be satisfied with evidence if proof is not possible 37 | P a g e
  • 38. Evaluation method suggested for the above mentioned training programs are: Sr.No Trainings To Check reaction 1 Sales Training Test Test, Sales training Questionnaire 2 Finance To Check learning To Check behavior Simulations, Observation, performance Role Play Test for Questionnaire record, , Customer feedback Supervisor‘s Feedback Non-Finance 3 Customer Questionnaire Simulation, Relation play Role Observation, performance record, Supervision, Customer feedback form 4 Leadership Questionnaire Management Questionnaire, Observation, Games Performance Feedback, Record, subordinate feedback form. 5 Team Questionnaire Management Building Games Observation, 360 Degree & Feedback Simulation. There is a common questionnaire suggested which can be used to check reaction of the trainees towards the training programs. Training 1. Sales training: Reaction: For checking the reactions of the trainees towards the training program sales training test and questionnaire have been suggested. Learning: For checking the learning of the trainees towards the training program a test has been designed for the same. Role plays and simulations have been suggested. 38 | P a g e
  • 39. Behavior: For checking the behavior of the trainees towards the sales training program, observation, performance record, customer feedback can be used. Results: For checking the results by sales targets. Training 2: Finance for Non-Finance: Reaction: For checking the reactions of the trainees towards the training program a common Questionnaire have been suggested. Learning: For checking the learning of the trainees towards the training program test can be prepared by the finance people for the non-finance people. Behavior: For checking the behavior of the trainees towards the training program Supervisor‘s Feedback Results: For checking the results ROI. Training 3: Customer Relations Training: Reaction: For checking the reactions of the trainees towards the training program a separate questionnaire have been suggested. Learning: For checking the learning of the trainees towards the training program simulation techniques and Role play have been suggested for that. Behavior: For checking the behavior of the trainees towards the training program, Customer Feedback form has been suggested. SUPERVISOR Results: For checking the results NO OF C COMPLAINT, RETAINTION 39 | P a g e
  • 40. Training 4: Leadership Training: Reaction: For checking the reactions of the trainees towards the training program a separate questionnaire have been suggested. Learning: For checking the learning of the trainees towards the training program management games have been suggested for that. Management games to check leadership skills: CENTER STAGE Objective: To visualize different leadership styles How the author has used this exercise: If the group is comfortable with one another, a role playing activity can have some impact. I have used this activity to set up my information about leadership styles. However, this same format can be used with a variety of different topics. Activity Description: Ask for four volunteers. One volunteer plays the role of a team member who recently has missed meetings or arrived late. The other three volunteers each play the role of a different kind of leader. To save time I usually give the leader volunteers a personality trait from which they can create their persona: the by-the-book leader, the self-absorbed leader, the paternalistic leader, the softy, the blamer, the lecturer, the know-it-all, etc. Allow the volunteers to have some time to think about their role. Gather the full group in a circle and place two chairs in the middle. In turn, have each leader confront the team member. Explain the situation to the group before the role playing begins: Loren, the late team member, has not only been missing meetings or arriving late, he has also appeared to be very tired and disjointed. Some team members have suggested that Loren‘s wife is ill, but others say the situation is rooted with Loren himself. As a leader, what is a good way to handle Loren? After all three scenarios have been played out, ask the full group to comment on the different leadership approaches—What worked? What could the leaders have done differently? How would the ―ideal‖ leader handle this situation? This activity is a good spring board to exploring different leadership styles. Options: You may want to have the full group identify three different role playing situations. 40 | P a g e
  • 41. Added thoughts or considerations: I try to check with some of the participants before the workshop begins to see if the group would be comfortable or willing to engage in a role playing activity. Behavior: For checking the behavior of the trainees towards the training program, Observation, Performance Record, Subordinate feedback form have been suggested.360 Results: For checking the result, Department performance can be checked. Training 5. Team Building Training: Reaction: For checking the reactions of the trainees towards the training program a separate questionnaire have been suggested. Learning: For checking the learning of the trainees towards the training program Management Games & Simulation have been suggested. Management games on team building: MISSION STATEMENT Purpose: Creating focus, passion, and group buy-in Participants: All Materials needed: Pens, paper, and any team requests Instructions: Each person finishes the sentence, ―My vision of a team that works is …‖ The entire team now creates one statement or visual that represents the total of these Vision statements. Desired outcome: The team finds commonality of purpose and is more willing to cooperate. Behavior: For checking the behavior of the trainees towards the training program, observation by supervisor, checking of department Performance record has been suggested. Results: For checking the results ROI 41 | P a g e
  • 42. CHAPTER- 5 FINDINGS: 42 | P a g e
  • 43. ACC Limited had not used any kind of training evaluation method in their organization, due to which they were never able to find out the effectiveness of training programs. 43 | P a g e
  • 44. CHAPTER- 6 RECOMMENDATIONS: 44 | P a g e
  • 45. A common questionnaire has been recommended, with the help of which they can find out the reactions of the employees after the training. A separate sales training feedback questionnaire has been recommended for finding out the reaction of employees after the sales training. Various role plays, simulation, management games for checking learning from the training programs have been recommended. Observation technique, performance record & customer feedback for checking the behavior after sales training program has been recommended. Supervisor‘s feedback method has been recommended to checking the learning after the Finance for Non-Finance training. Customer Feedback questionnaire have been recommended for checking the reaction after Customer relation training. Subordinate feedback form is been recommended for checking the learning after the leadership training program. Observation and 360° feedback methods have been recommended for checking the behavior of the trainees after the team building training program. 45 | P a g e
  • 46. CHAPTER- 7 CONCLUSIONS: 46 | P a g e
  • 47. This project focused in finding out the evaluation methods for various training programs conducted at ACC Limited. The no. of training programs conducted at ACC Limited is: In functional training 1. Sales Training 2. Finance for Non-finance 3. Customer Services. In Behavioral Training 1. Team Building 2. Leadership Training The evaluations of training programs are the most important step in the training process. I indicate the effectiveness of both the training programs and gives us an idea about what to change in the next training program.. There are several obvious benefits for evaluating a training program. Evaluations will provide feedback on the trainer's performance, allowing them to improve themselves for future programs, Evaluations will indicate its cost-effectiveness, Evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization. 47 | P a g e
  • 48. BIBLIOGRAPHY (REFERENCES) 48 | P a g e
  • 49. http://www.acclimited.com/newsite/index.asp http://economictimes.indiatimes.com/acc-ltd/stocknews/companyid6,cn-acc-ltd.cms http://www.indiainfoline.com/Markets/Company/Background/Company -Profile/ACC-Ltd/500410 http://www.acclimited.com/newsite/reach_acc.asp 49 | P a g e
  • 50. ANNEXURE 50 | P a g e
  • 51. TRAINING FEEDBACK FORM Objective: This questionnaire aims to find out the satisfaction of trainees with the training program. Name (optional): _________________________________________________________. Designation: __________________________________________________________. Name of Training Program: ______________________________________________. Day and Date: ___________________________________________________________. 1. What is your overall satisfaction level with the training program? a. b. c. d. e. Highly satisfied Satisfied Neutral Somewhat Dissatisfied Totally Dissatisfied 2. How, according to you, was the Quality of Trainers? a. Very good b. Good c. Average d. Bad e. Very bad 3. Which type of trainer is more preferred by you? a. In house trainer b. External trainer 4. On a scale of 1 to 10, what score would you give to the training methods used in the training programs, 1 being the least and 10 being the highest? 51 | P a g e
  • 52. 5. How would you rate the overall arrangement for the training program on the scale of 1 to 10? (1 being the least and 10 being the highest.) ______________________________________________________________________ 6.  Was the duration of the training program sufficient to deliver the required learning? Yes  No If no, kindly specify the appropriate duration for such training program. ____________________________________________________________________ 7. Do you believe that his training program will help you in improving your performance on the job? Yes No 8. What kind of support would be required from the seniors / management for ensuring the transfer of the learning from Training Program to on the job? ______________________________________________________________________________ 9. Do you agree that you were required to be trained for this particular program? Yes No 10. Any additional suggestions for improving the Training. ______________________________________________________________________________ ************************** THANK YOU ************************** 52 | P a g e
  • 53. SALES TRAINING TEST Name of the product: ________________________________________________________. Duration: ___________________________________________________________________. Name of the trainee: ______________________________________________________. Signature: __________________________________________________________________. No. of years with the company: _______________________________________________. 1. What if the complete name of the product? ______________________________________________________________________. 2. What are the key features of the product? ______________________________________________________________________. 3. What is the warrantee period of the product? _______________________________________________________________________. 4. What age group/type of firm is the target group of the product? _______________________________________________________________________. 5.  What are the various types of personalities a client can have? ____________________________________________________________________________.  What would your strategies to deal with them? __________________________________________________________________________. 6. What strategies would you implement in the product presentation to create interest of the client in the product? 53 | P a g e
  • 54. _______________________________________________________________________. 7. Who are the key competitors in the market for the product. ___________________________________________________________________. 8. What different features does your product have as compared to your competitors? __________________________________________________________________. 9. What procedure is followed from the time of getting the requirement from the client till the time of delivery of the product? 10. What efforts are required to be taken by the sales officer to ensure continuous satisfaction of the client with the product and thereby detaining their loyalty to the company? *****************THANK YOU****************** 54 | P a g e
  • 55. QUESTIONNAIRE FOR CUSTOMER RELATIONSHIP MANAGEMENT (CRM) Q1. From how many years you are using products offered by ACC Limited? a. 0-2 Years b. 2-4 Years c. More than 4 Years Q2. Rate your overall satisfaction with the products offered by ACC Limited? a. Highly Satisfied b. Satisfied c. somewhat satisfied d. Highly dissatisfied Q3. Are you satisfied with the quality of product ACC Limited is offering? a. Yes b. No Q4. Do they entertain queries in a proper manner? a. Yes b. No Q5. How do you rate the process of taking orders and delivery? a. Good b. Bad Q6. Are you satisfied with the range of products? a. Yes b. No Q7. Do they provide full information about the product at the time of order placing? a. Yes b. No Q8. Do you find their charges nominal as compared to other competitors? a. Yes b. No Q9. Do they provide any discount on bulk orders? a. Yes b. No 55 | P a g e
  • 56. Q10. Do they inform you about the new changes in the product at the time of order placing? a. Yes b. No Q11. Do you think ACC Limited is maintaining good customer relations through its products and services? a. Yes b. No **************************** THANK YOU ************************* 56 | P a g e
  • 57. SUPERVISOR LEADERSHIP BEHAVIOUR FEEDBACK FORM Name: ______________________________________________. Age: ___________________. Sex: ________________. Designation: _________________________________________. Supervisors Name: ____________________________________. Give your rating on the scale of 1 to 7. 1 Being Not at all and 7 being Very much. 1. Is your superior strict about observing regulations? 1 2 3 4 5 6 7 2. To what extent does your superior give you instructions and orders? 1 2 3 4 5 6 7 3. Is your superior strict about the amount of work you do? 1 2 3 4 5 7 6 4. Does your superior urge you to complete your work by the time he/she has specified? 1 2 3 4 5 6 7 5. Does your superior try to make you work to your maximum capacity? 1 2 3 4 5 6 57 | P a g e 7
  • 58. 6. When you do an inadequate job, does your superior focus on the in adequate way the job was done instead of on your personality? 1 2 3 4 5 6 7 7. Does your superior ask you for reports about the progress of your work? 1 2 3 4 5 6 7 8. Does your superior work out precise plans for goal achievement each month? 1 2 3 4 5 6 7 9. Can you talk freely with your superior about your work? 1 2 3 4 5 6 7 10. Generally, does your superior support you? 1 2 3 4 6 7 11. Is your superior concerned about your personal problems? 1 2 3 4 5 6 7 12. Do you think your superior trusts you? 1 2 3 4 6 7 58 | P a g e 5 5
  • 59. 13. Does your superior give you recognition when you do your job well? 1 2 3 4 5 6 7 14. When a problem arises in your work place, does your superior ask your opinion about how to solve it? 1 2 3 4 5 6 7 15. Is your superior concerned about your future benefits like promotions and pay raises? 1 2 3 4 5 6 7 16. Does your superior treat you fairly? 1 2 3 4 5 6 Add up your answers to Question 1. To Question 8. This total indicates your supervisor‘s performance orientation. Task orientation = ________________________. Add up your answers to Question 9 to Question 16. This total indicates your supervisor‘s maintenance orientation. People orientation=__________________________. A score above 40 is high, and a score below 20 is low. . ************************** THANK YOU ************************* 59 | P a g e 7