This document summarizes the training effectiveness evaluation process at Telcon, an Indian construction equipment manufacturer. It first provides background on Telcon and the construction equipment industry. It then introduces the Kirkpatrick model for evaluating training effectiveness across four levels: reaction, learning, behavior, and results. The document outlines how Telcon assesses training needs and describes their training process. It provides an example evaluation of a TPM training session, showing positive results at each Kirkpatrick level, demonstrating the training was effective.

1. Measurement of Training Effectiveness at Telcon By Harsha Ankola (MBA09001012)

2. Industry & Company Overview Overview about construction equipment industry and Telcon. Info on Telcon Service network, departments, etc.

3. Construction equipment industry Has only medium and large businesses. The leaders in this industry have SBU’s or Collaboration in India. The customer are normally Road Contractors, Mining Co’s, Govt. Institutions, Construction Co’s. The companies are highly computerized and use advanced design software's and quality management techniques.

4. About Telcon Started as department of Telco and floated as separate company in 1999. Has 3 manufacturing plants at Kharagpur, Jamshedpur and Dharwad. Has collaboration with John Deere, Hitachi, Serviplem, Lebrero, CESAN, Tadano and Berco. Leaders in excavators with 50% Market share and over all share of 11%.

5. Vision & Mission Vision Global Top 25 in CE Industry by 2012. Mission To be most trusted partner for Full line of Constructive Solutions. While dominating Indian market try to get global. Hall mark will motivated employees, superior technology and widespread customer support working with environment and society.

6. Ownership & Capital Structure 60% of shares are held by Hitachi and rest 40% by Tata Motors. Initially HCM took 20%. Stakes in 2000, another 20% in 2005 for `203.55 Cr., another 20% in 2009 for $220 million. Equity capital is `1,000 million. Tata Motors took a debt of 70% of its tangible net-worth in2008-09. The Y-o-Y growth in 06-07 was 39%, 07-08 was 50% and dropped to -20% in 08-09 due to recession.

7. Service Network of Telcon With wide service network Telcon poses a strategic advantage over other competitors.

8. Departments Finance Planning SCM Design Production Quality Assurance Human Resource & Administration Environment, Health & Safety Marketing

9. SWOT Analysis Strengths Telcon is leader in Hydraulic Excavators. Telcon has huge service network in India. Weakness R & D is not on par with Hitachi. Opportunities Growing domestic CE Industry. Globalization is helping expanding to foreign markets. Threats JCB has become leader in Backhoe loaders. Higher attrition rate in industry.

10. Measurement of Training Effectiveness Kirkpatrick Model introduction. Evaluation methodology at Telcon.

11. Kirkpatrick Model Donald Kirkpatrick published this learning evaluation model in 1959. The 4 levels are Reaction of the student: What he thought about training. Learning: The resulting increase in knowledge. Behavior: Extent of behavior improvement in application of KSA’s. Results: The effect on business and environment due to training.

12. How needs are assed at Telcon?

13. Training Process

14. Questionnaire

15. Level 1 Results

16. Training Results

17. Conclusion Consider an example of TPM. The training session has aggregate score of 4.55 in Level 1. The pre-test aggregate were 50% and post-test aggregate were 50%. The supervisors provided rating of 4.35 and participants rated it as 4.75. The training resulted in 400 Kaizens resulting in cost cutting of `19.5 lacks. After evaluating all the 4 levels of Kirkpatrick model, the above shown training at Telcon, the training session can be judged as is effective.