Project Report-Final

Institute of Management Technology, Ghaziabad Page 1
PROJECT REPORT
A Study to Evaluate the Effectiveness of Training and
Development
of
FICCI LADIES’ ORGANISATION
(FLO)
Name: VINITA SINGH
Roll No. 1520400059
INSTITUTE OF MANANAGEMENT TECHNOLOGY
CENTRE FOR DISTANCE LEARNING
GHAZIABAD

Table of Contents
i. Introduction……………………………………………………….8.
ii. Review of Literature………………………………………………16
iii. Sampling Data Collection and Tools of Analysis……………..22
iv. Results & Discussion…………………………………………… 26
v. Summary & Conclusion………………………………………….44
vi. Bibliography……………………………………………………….47
vii. Limitations of Study………………………………………………48
viii. Annexures…………………………………………………………49

Preface
In today’s fast changing environment and intense competition, it is imperative for organizations
to maintain sustainable competitive advantage over its competitors. A major strategy adopted by
organizations in achieving the same is to its build intellectual capital, of which human capital is
a form apart from social and organizational capital. Human capital refers to an employee’s
capabilities – knowledge, skills, attitude, abilities and their willingness to share and transfer the
same. Therefore for continued competitive edge over its competitors an organization invests in
training and development – professional initiatives to increase the level of knowledge, skills,
abilities, value and social worth of an employee that results in increased employee satisfaction
and productivity and ultimately in improved performance of the firm yielding high returns.
Therefore investing in Training and Development is now considered to be indispensable for
effective organizational development and also in achieving organizational objectives. The
credibility of any training programme lies in its utility and relevance to the needs of the
employee or the organization at large.
As a result of this awareness there is a growing need to determine the effectiveness of training
and development in bringing about improved performance of the organization and efficient
attainment of organizational objectives.

Acknowledgement
I take this opportunity to express my gratitude to all concerned people who have directly or
indirectly contributed towards the completion of the project. I also extend my sincerest gratitude
towards FICCI Ladies’ Organisation (FLO) for giving me an opportunity to base and complete
my project on FLO.
I am extremely grateful to Dr. Deepak Dogra, faculty, Institute of Management Technology,
Ghaziabad whose insights and valuable inputs helped me in completing the project.
I also wish to extend my special thanks to my Project Guide, Mrs. Rashmi Sarita, Executive
Director, FLO for the support and guidance provided in completion of this project.
My special thanks to all the respondents who took time out to fill the questionnaire required for
evaluation of effectiveness of training and development.

Declaration
I, Vinita Singh, a student of PGEM (HR) at Institute of Management Technology, Ghaziabad
solemnly declare that the project titled “A Study to Evaluate Effectiveness of Training and
Development of FICCI Ladies’ Organisation is original and all information, facts and figures
contained therein is based on my experience, research and study.
Vinita Singh

Executive Summary
Training and development is a critical though expensive component of Human Resource
Development (HRD). It is a planned effort to improve the efficiency and effectiveness of the
employees of any organization. It enables employees to develop skills and competencies
necessary to enhance the bottom-line results of an organization. It is believed that such structured
training and subsequent transfer of the learnt skills, knowledge, and attitude at work place is the
key ingredient to improved organizational performance.
Any training and development programme is designed to match the emerging demands of
contemporary and future dynamics of the industry so that the investment lends a sustainable
competitive advantage not easy to replicate by its competitors. Since training and development is
assumed to augment knowledge and job skills, a need has been felt to assess the effectiveness of
such programmes and the resultant impact on improved individual and organizational
performance.
As a part of the curriculum, an exercise was undertaken to evaluate and assess the effectiveness
of training and development programmes conducted by FICCI Ladies’ Organisation in carrying
out ones job more efficiently with improved levels of performance. Hence a project was
formulated to assess the perception of participants towards FLO’s training and development
programmes, to capture the learning transfer, applicability of the skills and knowledge learnt at
workplace, attitudinal changes, if any, in handling jobs and their impact on devising business
strategies to meet objectives.

This study covers those who had already undergone such training and development programmes
conducted by FLO. 33.33% of the respondents fell in the age bracket of 40-49 and 50-59
respectively while 30.00 % fell in 30-39 and 3.33% fell in 60-69.
The first step in my study was to find out how FICCI Ladies’ Organisation was contributing
towards its goal of women empowerment through its training and development programmes. The
second step was collecting data through primary sources through administration of questionnaire
and observation. Secondary data were acquired through internet, books, journals etc. The third
step comprised of analysis of data thrown up by the questionnaire, their compilation and
assessment to arrive at conclusions and recommendations.
The study makes use of statistical techniques such as percentage, frequency, mean, mode in
analyzing the data for finding the result. The results put forth pertinent indicators such as
refinement for content of the training programme discussed in detail later in the report.
.

Chapter 1
Introduction
Every organization needs to have well trained, skilled and experienced people to perform
activities that is imperative to meet the organizational objectives. However, William James of
Harvard University came to the conclusion that employees retained their jobs by putting in
merely 20-30% of their potential. His study also revealed that if the same people were propelled
and inspired, their performance could be amplified to 80-90% of their capabilities. Behavioural
science concepts like motivation and enhanced productivity techniques if put to use have been
seen to boost performance. Training and development could be one of the means used to achieve
the desired results and can also be described as an attempt to improve present and future
employee performance by increasing an employee’s ability to perform through learning,
invariably by changing his/her attitude or increasing skills and knowledge.
In today’s complex and fast changing organizational environment, building human resource is
paramount for organizational development and training is one of the most crucial segments of
Human Resource Development (HRD) process, as it helps in creating resourceful manpower.
The efficiency of any organization today, largely depends on how well trained its workforce is,
needless to emphasise why training is being regarded as the new problem solving tool in the
present day scenario.
In the opinion of the father of HRD, Dr. Leonard Nadler, development is concerned with
providing learning experience to employees so they may be ready to move into a new direction
that organizational change may call for. So it is now evident that training and development both
form an integral part of the HRD process and must work in tandem for desired outcome. Dale S
Bleach defines training as, “An organized procedure by which people learn knowledge or skills
for doing a particular job.” Nevertheless, any training would be considered to be successful only
when the knowledge gained by the participants is transferred to the job performance.
The Vision and Mission adopted by FICCI Ladies’ Organisation (FLO) very clearly states that
the organization works towards social, professional and economic empowerment of women

through a number of initiatives, training and development being one of the many strategies, it has
embraced in meeting its organizational objectives. This study has been undertaken to assess to
what extent the organizational goals and objectives are being met through the training and
development programmes being conducted by FLO, its effectiveness in achieving the same.
Scope of the study
The scope of study is limited to Federation of Indian Chambers of Commerce and Industry
Ladies’ Organisation (FLO). The study is significant as it encompasses the evaluation of
effectiveness of training and development programmes held by FLO to bring about
transformational changes in the attitude and upgradation of professional skills and knowledge of
women in its sustained endeavour towards women’s empowerment. An exercise has been
undertaken to study the efficacy of these programmes by applying suitable on data collected
from primary sources and whether and how it helps participants in achieving better/ improved
performance.
Objectives of the Study
1. To study the effectiveness of the training and development programmes conducted by FLO.
2. To evaluate if the training and development programmes help improve participants
approach towards their responsibility and refines tactical skills employed in problem
solving.

Questions pertaining to each objectives given below:
Objective 1: To study the effectiveness of
traning and development programmes at
FICCI Ladies Organisation
Objective 2: To evaluate if the training helps
improve employees’ approach towards their
responsibility and refines tactical skills
employed in problem solving.
Did the Training Programme cover topics
related/ relevant/ applicable to your area of
work?
As a result of the training programme your
understanding of a particular subject improved/
increased.
Were you satisfied with the amount of time
devoted to each of the topics covered during the
programme?
Have you observed positive changes in your
behaviour or attitude in dealing with job related
matters after training?
Were the topics delivered in a manner that was
easy to grasp?
Do you agree that training reduced the
requirement of constant supervision at work?
How would you rate the training programme in
terms of quality of content/ topics?
Do you agree that training enhanced your
productivity at workplace?
What kind of improvements would you
recommend for the training programme?
Do you agree that the training programme
prepared you for larger roles for future?
Were the questions handled well and efficiently
by the trainer?
Do you agree that training brings about
measurable change in knowledge for effective
discharge of duties?
Did the training content match the trainees
capacity?
Extent to which the training brought about
betterment of technique to handle job?
Did you get an opportunity to implement the
skills learnt by you on the job?
Were the training programmes designed to
achieve certain organisational objectives?

Organisation Profile
FICCI Ladies’ Organisation, FLO, is an allied body of Federation of Indian Chamber of
Commerce and Industry (FICCI), the foundation for which was laid in 1983. This predominantly
women’s wing has achieved phenomenal growth not only in terms of membership from across
the country but also in meeting its organizational goals and objectives. Guided by its motto,
“Power to Empower”, the organization inculcates and promotes entrepreneurial abilities and
professional excellence in women.
13 chapters are spread across the country and collectively assume the responsibility of generating
awareness and providing professional guidance to women on a number of issues such as
personality development, career opportunities, tackling domestic violence, helping women act as
agents of change for socio-economic advancements. The organization functions with the
objective of promoting and encouraging women from all sections of society to showcase and
unfurl their talent, skills, share experiences and get together to form networks to support each
other in their endeavour to surge ahead.
For the past 33 years, FICCI Ladies’ Organisation has been successfully inculcating
entrepreneurial skills through workshops, conferences, seminars, training and development
programmes among the womenfolk. As it believes that not only is this crucial for addressing
problems of gender inequality rampant in the society but workforce participation also leads to
emancipation of women in a number of ways.

Study after study have shown that when women take better control of their lives the society
benefits and when such control is constructively enforced it becomes a driver of economic
growth. No development is complete if its benefits do not trickle down to the womenfolk of the
society. FLO, therefore plays the role of an enabler, working slowly and steadily towards
creating a supportive environment for substantive economic participation of women by paving
way for integrating them into the labour workforce.
While working with women, FICCI Ladies’ Organisation adopts a multi-pronged strategy in
order to achieve its organizational objectives,
At grassroots level: FLO encourages women to participate in skill development programmes,
it also conducts such programmes to make them industry ready and more employable
equipping them with skills that easily marketable.
At middle level: FLO not just offers consultancy services for women keen or inclined to set
up business ventures but also holds entrepreneurship programmes to provide concrete
guidance and mentoring support in setting up their own enterprise.
At senior level: FLO makes a strong case to promote women in leadership positions and
increase their representation on the boards of the industry.
Methodology in use:
 Awareness programmes
 Long term projects
 Policy Advocacy
 Consultancy Services

 Training and Development
 Recognition & Mentoring
 Research & Publications
 International Connections
As the women’s wing of the Federation of Indian Chamber of Commerce for Industries’,
FLO represents around 4000 women entrepreneurs and professionals providing a conducive
environment to harness their potential.
Vision
Changing lives of women and empowering women.
Mission
Promoting economic empowerment and seeking equal opportunities for women.
Areas of Intervention
Personality Development
Women empowerment is not just restricted to creating awareness regarding rights and imparting skills
and knowledge for gainful employment, its broader spectrum also encompasses making women
emotionally strong so that they continue to hold ground till their ventures start flourishing. –
Through personality development programmes FLO helps women build their confidence, a
trait that serves them well in their respective work environments and also helps them get
rightful recognition for their contribution at work.
Awareness Programmes
To help women keep themselves abreast with the changes and developments taking place
nationally as well as globally, FLO organizes seminars, debates, discussions on women-

centric issues and a number of other myriad topics including but not limited to healthcare,
legal issues, financial planning, taxation, insurance matters, professional rights etc.
Training and Development
In another endeavour to assist women upgrade their professional skills and knowledge, FLO
in association with Hanns-Seidal Foundation (HSF) organizes workshops and training and
development programmes to achieve the aforementioned objectives. Women from different
professions take part and have benefitted immensely.
Business Consultancy
FLO and HSF together run a Business Consultancy Cell on a weekly basis in Delhi to
provide guidance to entrepreneurs seeking professional advice on running business and
assistance with problem solving. The cell solves complex problems faced by entrepreneurs
and also directs them to industrial experts best suited to help them. Decision to establish one
such cell in all chapters will be taken very soon.

FICC Chapters across India (Source: FLO website)

Chapter 2
Literature Review
According to the Michel Armstrong, “Training is systematic development of the knowledge,
skills and attitudes required by an individual to perform adequately a given task or job”. (Source:
A Handbook of Human Resource Management Practice, Kogan Page, 8th Ed.,2001)
According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of an
employee for doing a particular job.” (Source: Personnel Management, McGraw Hill; 6th
Edition, 1984).
World over companies are accepting that the development of their Human Resources is vital not
only to business survival, but also to business success. The alternative to training and
development are nowhere near as effective and efficient as they may appear in the short term
(Keith Sisson, 2000).
As per Dale (1980), the relevance of employee training and development cannot be regarded as
recent innovation. Training refers to a planned effort by a company to facilitate and supplement
employees’ learning of job related competencies. These competencies include knowledge, skills,
or behavior that are critical to successful performance of a particular job. The goals of training
are for employee to master the skills, knowledge and behaviors emphasized in the training
programme and to apply them to their day to day activities. Training helps employees develop
skills that enable them to succeed in the current job and develop for the future. Training and
development helps the organizations create a workforce that is able to cope with change , meet
the increasing demand and challenge posed by volatile environment and prepare the future
leadership of the company. Because activities in the industry and organization is becoming
complex success will require smart, motivated employees who have the emotional strength to
deal with change and adapt to innovations.
Robert H. Mathis (2006), asserts that training plans allow organizations to identify what is the
need for betterment of employee performance before the training begins. A good training plan
deals with the following questions: Is there really a need for the training? Who needs to be

trained? Who will do the training? What form will the training take? How will knowledge be
transferred to the job? How will the training be evaluated?
The principal objective of training is to make sure the availability of a skilled and willing
workforce to the organization. In addition to that, there are four other objectives: Individual,
Organizational, Functional, and Social.
• Individual Objectives – These objectives are helpful to employees in achieving their personal
goals, which in turn, enhances the individual contribution to the organization.
• Organizational Objectives – Organizational objectives assists the organization with its primary
objective by bringing individual effectiveness.
• Functional Objectives – Functional objectives are maintaining the department’s contribution at
a level suitable to the organization’s needs.
• Social Objectives – Social objectives ensures that the organization is ethically and socially
responsible to the needs and challenges of the society.
The determination of training needs provides a good basis for planning the training programme,
choosing the training method as well as the course contents. But the determination of the training
needs itself must be based on the organizational needs analysis, task or job needs analysis as well
as person needs analysis, organizational need analysis, task analysis, performance appraisal
reports, observation among others.

TYPES OF TRAINING AND DEVELOPMENT PROGRAMMES
Types of
Training
On the Job
Training
Job instruction
Apprenticeship & Coaching
Job Rotation
Internship Training
Committee Assignment
Step by Step Training
Off the Job
Training
Classroom Lectures
Simulation Exercises
Case Study Method
Audio-Visual Method
Vestibule Training
Conferences
Seminars
Workshops

STAGES OF TRAINING AND DEVELOPMENT PROGRAMMES
Source: Human Resource Management and Industrial Relations (Himalaya Publication House)
Stage I
•Assessment of Training Needs
•Organisational Analysis
•Department Analysis
•Job Analysis
•Employee Analysis
Stage II
•Designing of Training Programmes
•InstructionalObjectives
•Learning Principles
•Teaching Principles
•Training Principles
•Content Design
Stage III
•Implementation of Training Programmes
•On-the-Job-Methods
•Off-the-Job-Methods
•Characteristics of the Conductor conducting the Programme
Stage IV
•Evaluation of the Training Programme
•Learning
•Job Behaviour
•Organisation
•Ultimate Value

Conceptual Framework of Training and Development of Employees
DDrivers
Source: International Journal of Engineering & Management Studies; I.J.E.M.S., VOL.2(4) 2011: 187-198
The figure above is a diagrammatic representation of the conceptual framework which depicts
the drivers that impel the higher ups in an organization to conduct training and development
programmes for their employees in these times of intense competition. A number of methods are
adopted to impart necessary skills and knowledge to the employees. For instance, on the job
training and off the job training methods are applied to train employees. An employee equipped
with the necessary skills benefits the organisation by contributing towards achieving
organisational goals. Training and development is then evaluated by using various approaches to
see whether the employees have changed their behavior and whether they are contributing
towards achieving organisational goals. In the long run it leads to organisational effectiveness.
Drivers
Methods
Benefits
Evaluation
Outcomes
Organisational
Effectiveness
Off-the-job training
On-the-job training
Individual
Organisation

Distinction Between Training and Development
TRAINING DEVELOPMENT
Training means learning skills and knowledge
for doing a particular job. It increases job skill
Development means the growth of an
employee in all respects. It shapes attitudes
The term “training” is generally used to denote
imparting specific skills among operative workers
and employees.
The term “development” is associated with the
overall growth of the executives.
Training is concerned with maintaining and
improving current job performances. Thus, it has a
short-term perspective.
Executive development seeks to develop
competencies and skills for future performances.
Thus, it has a long term perspectives.
Training is job centered in nature. Development is career centered in nature.
The role of trainer or supervisor is very important
in training.
All development is “self development”. The
executive has to be internally motivated for self
development.
Source: Mohapatro, 2010
According to Banjoko (1996) every organization provides training for their employees for a
number of reasons which includes:
1. To remove performance deficiencies.
2. To match the employees’ abilities with the job requirements and organizational needs.
3. To enhance organizational viability and the transformation process.
4. To cope with new technological advancement e.g. the demands of automation, mechanization
and computerization.
5. To improve quality and quantity of work.
6. To increase productivity and efficiency.
7. To cope with increasing organizational complexity.
8. To enhance employees’ self-esteem, morale and thereby improve organizational climate.
9. To induce certain behavioural changes in the employees.

Chapter 3
Sampling, Data Collection and Tools of Analysis
Methodology
This paper adopts a quantitative research method and uses survey questionnaire to collect the
required data from the target population comprising of people participating in the training and
development programmes conducted by FLO. Out of the 300 target population, a sample size of
30 respondents was found adequate. The collected data were analysed electronically using
descriptive and inferential statistics.
The research methodology/ design applied while conducting this study was a cross-sectional
survey. Random sampling was chosen because of greater speed in data collection and ease of
availability of population elements. The participants of training and development programmes
were randomly selected, the respondents were handed out questionnaires for filling in the
responses.
Some of the forms which remained partially filled were edited using rules of business research
methods. The data was collected through self-administered questionnaires. Questionnaires were
distributed and collected by hand. All questions were close ended and with extensive use of five
point Likert scale. In short the methodology can be described summarized in the following
steps:-
i. Framing the objectives of the study.
ii. Designing and developing questionnaires aligning them with the objectives.
iii. Eliciting response from respondents of the sampling frame.
iv. Analysing the data collected through questionnaires.
v. Drawing conclusions and findings.
vi. Listing out recommendations.

Sources of Data
There were two sources of data
i. Primary data ii. Secondary data
Primary Data
Primary data have been collected through structured questionnaires administered to respondents.
Secondary Data
Secondary data have been collected through means such as journals, internet, newspapers etc.
Sampling frame
Respondents were those who had participated in training and development programmes of FLO.
Selection of Sample Size
10% of the population size was assumed to give a reasonable sample size to effectively carry out
the analysis of the data to arrive at conclusions. A sample size of 30 has been used in the study.
96.66% of the sample size comprised of women, since we chose to study the effect of training
and development on women empowerment.
Sample Design
For the purpose of the study, participants of FLO’s training and development programme were
selected. Random sampling technique has been used as it is the least expensive and least time
consuming of all techniques. In random sampling all sampling units have the same chance of
being selected and no bias creeps in. In person contact was established with the respondents and
questionnaires collected hand to hand. 30 people formed a part of the sample size to whom the
questionnaires were administered.
Data Collection
Data collection was done through survey questionnaire.

Questionnaire
The questions were designed to facilitate the respondents to identify the key Training and
Development issues, on which employees’ perception could be obtained like content design, ease
of understanding, applicability of learnt skills and knowledge at workplace etc. The respondents
were requested to ignore their personal prejudices and use their best judgment mostly on a 5
point Likert scale. The purpose of this exercise was to make the response a true reflection of
organization reality rather than an individual opinion. The 5 point of the scale indicated in the
questionnaire are- 1. Strongly agree, 2. Agree, 3.Uncertain, 4. Disagree and 5. Strongly disagree.
Statistical Tools
The study makes use of statistical techniques such as percentage, frequency, mean, mode, pie
chart, bar charts in analyzing the data for finding the result.
Total sample size: 30 where the average age of the participant was 45.9, maximum number of
participants were 55 years of age and median age was 45.
97%
3%
Male-Female Representation in Sample
Female Male

Age Differentiation of Respondents
0
1
2
3
4
5
6
7
8
9
10
30-39 40-49 50-59 60-69
9
10 10
1
Age Range
No. of Respondents
30%
33.33% 33.33%
3.33%

Chapter 4
Data Analysis and Interpretation
Total No. of Respondents: 30
Factors Yes No Total
Q1. Did the Training and Development
Programme cover topics related/ relevant/
applicable to your area of work?
Frequency 30 0 30
Frequency
%age
100 0 100
Interpretations
i. 100% respondents agree that the training and development programme conducted by
FLO are related / relevant and applicable to their area of work.
ii. The respondents uninanimously expressed satisfaction over the topics covered during
training and development sessions, therefore no change is required.
0
5
10
15
20
25
30
Yes No
100%
0.00%
NoofRespondents
Responses

Q2. Were you satisfied with the amount of time
devoted to each of the topics covered during the
training and development programme?
Frequency 27 3 30
Frequency
%age
90 10 100
Interpretation
i. Out of a total of 30 respondents, 90% were satisfied with the time devoted to each
topic covered during the training and development programme.
ii. However, 10% of the respondents felt that the time devoted to the topics were not
enough.
iii. It is inferred that the trainers may interact with the respondents to figure out which
sections of the programme needed more/ less time and accordingly make changes if
suggestions found viable.
0
5
10
15
20
25
30
Yes No
27
3
No.ofRespondents
90.0%
10.0%

Q3. Were the topics delivered in a manner that
was easy to grasp?
Frequency 29 1 30
Frequency
%age
99.67 3.33 100
Interpretation
i. 99.67% of the respondents believe that the topics were delivered in a manner that was
easy to grasp.
ii. 3.33% felt that the manner in which the topics were delivered were not easy to grasp.
iii. It may be concluded that since only a miniscule percentage found it difficult to grasp
it could have been due to some lack of interest/inclination or knowledge and not due
to delivery mechanism per se.
0
5
10
15
20
25
30
Yes No
29
1
No.ofRespondent
Responseof Respondents
96.67%
3.33%

Factors Excellent Good Satisfactory Poor Total
Q4. How would you
rate the training
and development
programmes in
terms of quality of
content/ topics?
Frequency 9 15 5 1 30
Frequency
%age
31.03% 50.0% 16.7% 3.33% 100
Interpretation
i. Around 31.03% of the respondents believe that the quality of the content was
excellent.
ii. 50.0% thought that it was good.
iii. 16.67% found the content satisfactory.
iv. And 3.33% found it poor.
v. Therefore it is concluded that content may undergo some change in consultation with
participants.
0
2
4
6
8
10
12
14
16
Excellent Good Satisfactory Poor
9
15
5
1
No.ofRespondents
31.03
%
50.00%
16.67%
3.33%

Factors
No
Improvements
Make
Content
Delivery
More
Interesting
Shorten
Training
Prog
Lengthen
Training
Prog
Total
Q5. What kind of
improvements
would you
recommend for the
training and
development
programme?
Frequency 7 17 4 2 30
Frequency
%age
23.33% 56.67% 13.33% 6.67% 100
0
2
4
6
8
10
12
14
16
18
No
Improvement
Make Content
Delivery
Interesting
Shorten
Training
Lengthen
Training
7
17
4
2
No.ofRespondents
23.33%
56.67%
13.33%
6.67%

Interpretations
i. 23.33% of the respondents are of the opinion that the training and development
programmes are just right and do not require any improvements.
ii. 56.67% feel that the delivery of content could be made more interesting to engage
more passionately with the audience.
iii. 13.33% felt that the length of the sessions could be shortened and that there was
scope of eliminating superfluous interactions and fillers.
iv. 6.67% participants felt that the time for sessions could be increased to encourage
deliberations or could be spent discussing some complex issues.
v. A total of 20% together wanted some change in the duration of the training and
development programmes.
vi. It may be inferred that these feedbacks could lead to brainstorming sessions or
interviews with those falling in the 20% category in order to build consensus on the
length of the programmes.

Q6. Were the questions handled well and
doubts cleared by the trainer?
Frequency 28 2 30
Frequency
%age
93.33 6.67 100
Interpretations
i. 93.3% felt that the doubts were cleared and questions too were handled well by the
trainers.
ii. Only 6.67% felt otherwise and were not satisfied by the manner in which doubts and
questions were handled.
iii. It maybe inferred that since the percentage of those complaining regarding handling
of doubts and questions were small, the problem could also lie with the participants
i.e, language problem, hearing disability.
iv. Nevertheless a discussion with such participants would help in clearing air and
deciding measures to resolve the issue.
0
5
10
15
20
25
30
Yes No
28
2
No.ofRespondents
93.33%
6.67%

Q7. Did the training content match the trainees
capacity?
Frequency 28 2 30
Frequency
%age
93.33 6.67 100
Interpretations
i. 93,33% of the respondents felt that the training content matched the trainees capacity.
ii. While a small 6.67% felt that there was a mismatch between the content of the
training and development programme and the trainees’ capacity to comprehend it.
iii. Overall satisfaction regarding content was observed. Further investigation into the
mismatch, though small may be undertaken through dialogues, interviews to ascertain
the exact cause.
iv. The mismatch if found due to the age factor or certain disability of the respondent,
then steps can be taken to either build in measures in the training programmes to
overcome them or some guidelines may be issued for similar candidates in future to
make understanding easier.
v. The trainers must also be open to some changes in need assessment if the situation so
demands.
0
5
10
15
20
25
30
Yes No
28
2
No.ofRespondents
93.33%
6.67%

Q8. Did you get an opportunity to implement
the skills learnt by you on the job?
Frequency 22 8 30
Frequency
%age
73.33 26.67 100
Interpretations
i. Results point that 73.33% of the respondents agree that they got an opportunity to
apply the skills/ knowledge learnt during such session at work.
ii. While 26.67% felt that the skills/ knowledge imparted during such sessions were not
used by them at workplace.
iii. The reason of such a situation could have arisen because there was some flaw in
selection of candidates, or candidates own disabilities or mental capacity.
iv. Alternatively such a gap could be thoroughly investigated and some changes in
content design / delivery affected if the problem was due to content or delivery
mechanism.
0
5
10
15
20
25
Yes No
22
8
No.ofRespondents
73.33%
26.67%

Factors
Strongly
Agree
Agree Uncertain Disagree
Strongly
Disagree
Total
Q9. Were the
training &
development
programmes
designed to
achieve certain
organizational
objectives?
Frequency 8 16 4 0 0 30
Frequency
%age
26.67% 60.00% 13.33% 0% 0% 100
Interpretations:
i. 26.67% respondents strongly agreed that training and development programmes were
designed to meet organisational objectives.
ii. 60.00% agreed that organizational objectives were met through these programmes.
iii. While 13.33% were indecisive whether the objectives were met or not.
iv. None of the participants disagreed or strongly disagreed.
v. It can be inferred that a large fraction of the sample found the training to meet its
objectives.
26.67%
60.00%
13.33%
Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree
26.67%
60.00%%
13.33%
0.00%
0.00%

Factors
Strongly
Agree
Strongly
Disagree
Total
Q10. Do you agree
that as a result of
the training
programme your
understanding of
a particular
subject improved/
increased?
Frequency 8 19 3 0 0 30
Frequency
%age
26.67% 3.33% 10.00% 0% 0% 100
Interpretation
i. 26.67% and 63.33% respondents strongly agree and agree respectively that training
and development improves their understanding of a particular subject. 10% were
uncertain and were not able to decide. No respondent disagreed or strongly disagreed
with it.
ii. It may be inferred that training and development does improve understanding of a
particular subject. Those uncertain can deliberate with trainers to ascertain the cause
of uncertainty.
26.67%
63..33%
10% Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree
26.67%
63.33%
10.00%
0%
0%

Factors
Strongly
Agree
Strongly
Disagree
Total
Q11. Do you agree
that positive
changes in your
behavior or
attitude have been
observed in
dealing with job
related matters
after the training?
Frequency 7 18 4 1 0 30
Frequency
%age
26.67% 3.33% 10.00% 0% 0% 100
Interpretations
i. 23.33% and 60% of the respondents strongly agreed and agreed respectively that training
brought about positive behavioural and attitudinal changes in them while dealing with job
related tasks. 13.33% were uncertain while 3.33% disagreed that training brought some
positive changes in them.
23.33%
60.00%
13.33%
3.33%0
Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree
23.33%
60.00%
13.33%
3.33%
0.00%

ii. It may be therefore inferred a large percentage (83.33%) of attendees felt that training and
development did have a positive impact on behavior and attitude and helped tackle tasks
assigned in a better manner.
iii. The percentage of those who felt uncertain or those who disagreed about training
programmes helping them deal with job related tasks in a positive manner is
comparatively small.
iv. However, proper discussions to weed out any problem would further help achieving even
better results.

Factors
Strongly
Agree
Strongly
Disagree
NA
Total
Q12. Do you agree
that training
reduced constant
supervision at
work?
Frequency 4 10 11 3 0 2 30
Frequency
%age
13.33% 33.33% 36.67% 10% 0% 6.67
%
100
Interpretation
i. A total of 46.66% agreed that training did reduce the need for constant supervision at
work. However 36.67% couldn’t decide whether it reduced requirement of
supervision, and another 10% disagreed that supervision was not required after
training. For 6.67% the question was not applicable.
ii. More than half the respondents either disagreed/ were uncertain about the efficacy of
training in reducing constant supervision.
13.33%
33.33%
36.67%
10.00%
6.67%
Strongly Agree
Agree
Uncertain
Disagree
Strongly Disagree
Not Applicable
13.33%
33.33%
36.67%
10.00%
0.00%
6.67%

Factors
Strongly
Agree
Strongly
Disagree
NA
Total
Q13. Do you agree
that training
brought about
measurable
change in
knowledge for
effective discharge
of duties?
Frequency 4 18 7 0 0 1 30
Frequency
%age
13.33% 60.00% 23.33% 0% 0%
3.33
%
100
Interpretation
i. 13.33% respondents strongly agreed and 60% agreed that training brought
measurable change in knowledge helping in discharge of duties.
ii. 23.33% were uncertain regarding any measurable change in knowledge while 3.33%
said it did not apply.
iii. A substantive 73.33% sensed a measurable change in knowledge affected by training.
StronglyAgree
Agree
Uncertain
Disagree
StronglyDisagree
Not Applicable
4
18
7
0
0
1 3.33%
0.00%
0.00%
23.33%
60.00%
13.33%

Factors
Large
Extent
Limited
Extent
Marginal None
NA
Total
Q14. Extent to
which training
brought
betterment of
technique to
handle job?
Frequency 15 9 4 1 1 30
Frequency
%age
50.00% 30.00% 13.33% 3.33% 3.33% 100
Interpretation
i. 50% said that training affected betterment of technique to a large extent in handling
job while 30% felt the effect was limited and 13.33% felt that the effect was
marginal.
ii. A small 3.33% felt there was no effect and that it was not applicable respectively.
iii. It can be safely inferred that training brought betterment in technique to handle jobs
with varying degrees.
Large Extent
Limited Extent
Marginal
None
Not Applicable
15
9
4
1
1 3.33%
3.33%
13.33%
30.00%
50.00%

Factors
Strongly
Agree
Strongly
Disagree
Total
Q15. Do you agree
that training
helped in creating
awareness
regarding latest
advancement/
development in
related topic?
Frequency 7 16 7 0 0 30
Frequency
%age
23.00% 54.00% 23.00% 0% 0% 100
Interpretation
i. 23% of respondents strongly agree and 54% agree that training helped create
awareness regarding latest advancement/ development in the related topic.
ii. 23% were uncertain about its impact on awareness.
iii. It can be safely inferred that training does bring about changes in levels of awareness
in latest advancements on topics on which it is delivered.
Strongly Agree
23%
Agree
54%
Uncertain
23%
Disagree
0%
Strongly Disagree
0%

Factors
Strongly
Agree
Strongly
Disagree
Total
Q16. Do you agree
that training
programmes
prepared you for
larger roles for
future?
Frequency 7 16 7 0 0 30
Frequency
%age
30.00% 30.00% 13.00% 0% 0% 100
Interpretation
i. 30% respondents strongly agreed while 57% agreed that training prepared them for
larger roles for future.
ii. Only 13% were uncertain if training prepared them for larger roles of future.
iii. It can be concluded that training programmes do prepare the participants for larger
roles for future.
Strongly Agree
30%
Agree
57%
Uncertain
13%
Disagree
0%
Strongly
Disagree
0%

Chapter 5
Summary and Conclusion
 100% of respondents felt that the training and development programmes of FLO covered
topics that were applicable to their area of work.
 90% of the respondents were satisfied with the amount of time devoted to the topics
covered during training and development programme.
 96.67% of the respondents agreed to the fact that the training was delivered in a manner
that was easy to comprehend.
 50% said that the quality and content of the training programme was good.
 56.67% felt that the delivery of content should be made more interesting.
 93.33% respondents pointed that questions were handled well and doubts clarified during
the training and development programmes.
 93.10% respondents agreed that the content of the training programme matched the
trainees’ capacity to understand them.
 73.33% respondent felt that they got an opportunity to implement skills and knowledge
imparted during training and development programmes.
 60% of the respondents agreed that the training was designed to achieve certain
organizational objectives.
 63.33% of the respondents agreed that as a result of the training and development
programme their understanding of the subject showed improvement/ betterment.
 60% of respondents agreed that positive changes in attitude and behavior related to job
was observed post training and development.

 36.67% were uncertain about training and development programmes being able to reduce
constant supervision at work.
 60% of the respondents agreed that training and development brought about measurable
change in knowledge for effective discharge of duties.
 50% of respondents felt that training and development brought about betterment of
technique to handle jobs to a large extent.
 54% agreed that training and development programmes offered at FLO helped in creating
awareness regarding latest advancement/ development in related matters.
 57% of the respondents agreed that training and development programmes offered by
FLO did prepare them for larger roles for future.
It is clear from the above findings that training and development programmes at FLO are
successful in increasing productivity and achieving organizational objectives. Training and
development is now a necessity of significant value in today’s fast changing and competitive
environment. The quality of these programmes are commendable and participants have observed
positive changes in their capabilities to handle job related matters and enhanced level of
understanding of a particular subject. On the whole it is concluded that training and development
programmes offered at FLO are effective in achieving their objectives as per the major results
that have been discussed here. However, it is felt that training and development programmes
need to be slightly redesigned to achieve their objective of making women capable enough of
working without supervision. A large percentage of participants were uncertain if that objective
of the training and development programmes was achieved. The effectiveness of the training and
development programmes offered by FLO thus also meets its organizational objective of women
empowerment.

Recommendations
1. A thorough need analysis for training and development of the programmes is
recommended as that would help in designing focused programmes resulting in better
desired outcomes of such programmes.
2. All stakeholders must be represented while designing the structure and content of the
training programmes.
3. Care should be exercised during selection of candidates who undergo training
programme, only suitable candidates with the capability to understand the subject matter
must be selected/ allowed to participate.
4. Some effort should also be made to make the interactions more interesting and lengths of
breaks could be shortened.
5. Efforts must also be made to make the delivery of content more interesting/ engaging/
captivating so as to not allow the interest of the participants to wear off during the
remaining session.
6. Briefing and debriefing of the participants to sensitise them regarding the training
programmes should take place to enhance effectiveness of these programmes.
7. Continuous feedback from participants must be sought.
8. Training records must be maintained properly.
9. Use of audio-visual aids to make training programmes more interactive is recommended.

Chapter 6
Bibliography
Banjoko, S. A. (1996) Human Resources Management An expository Approach.
Mahapatro, B. B. (2010), Human resource Management. New Age International (P) Limited,
publishers.
John E.P. (2009), Human Resources Management for Public and Non-profit Organizations: A
Strategic Approach 3rd Edition. Jossey-Bass A Willey Imprint.
International Journal of Engineering & Management Studies; I.J.E.M.S., VOL.2(4) 2011: 187-
198
Human Resource Management and Industrial Relations (Himalaya Publication House)
Research methodology-C R KOTHARI
www.fiiciflo.com

Chapter 7
Limitations of the Study
1. The study was carried out at FLO, Delhi.
2. Interaction with personnel and participants were restricted due to their busy schedule.
3. Sample size is small.
4. Sample may be biased.

Chapter 8
Annexure
Annexure I………………………………….Questionnaire
Annexure II………………………………….Photocopy of approved Synopsis
Annexure III………………………………..Photocopy of Identity Card issued by IMT CDL
Annexure IV…………………………………Letter from Project Guide
Annexure V…………………………………..Filled Questionnaires from Respondents

Annexure I
Questionnaire
to
“Evaluate the Effectiveness of Training and Development”
I, Vinita Singh am undertaking a research project as a part of the curriculum
prescribed for PGEM (HR) by IMT, Ghaziabad. In this respect you are requested to
take some time out to fill the questionnaire below in order to evaluate effectiveness
of training and development programmes held at FICCI Ladies Organisation.
1. Name:…………………………………………………………………………
2. Age:………………………………
3. Gender: Male Female
4. Mobile:……………………………………………………………………….
5. Email:…………………………………………………………………………
A) Did the Training Programme cover topics related/ relevant/ applicable to your
area of work?
a) Yes
b) No
B) Were you satisfied with the amount of time devoted to each of the topics
covered during the training programme?
a) Yes
b) No
C) Were the topics delivered in a manner that was easy to grasp?
a) Yes
b) No
D) How would you rate the training programme in terms of quality of content/
topics?

a) Excellent c) Satisfactory
b) Good d) Poor
E) What kind of improvements would you recommend for the training
programme?
a) No improvements
b) Make content delivery more interesting
c) Shorten the Training Programme
d) Lengthen the Training Programme
F) Were the questions handled well and doubts clarified by the trainer?
a) Yes
b) No
G) Did the training content match the trainees capacity?
a) Yes
b) No
H) Did you get an opportunity to implement the skills learnt by you on the job?
a) Yes
b) No
I) Were the training programmes designed to achieve certain organizational
objectives?
a) Strongly agree
b) Agree
c) Uncertain
d) Disagree
e) Strongly Disagree
J) Do you agree that as a result of the training programme your understanding
of a particular subject improved/ increased?
a) Strongly agree

b) Agree
c) Uncertain
d) Disagree
K) Do you agree that positive changes in your behaviour or attitude have been
observed in dealing with job related matters after the training?
a) Strongly agree
b) Agree
c) Uncertain
d) Disagree
L) Do you agree that training reduced the requirement of constant supervision at
work?
a) Strongly agree
b) Agree
c) Uncertain
d) Disagree
M) Do you agree that training brought about measurable change in knowledge for
effective discharge of duties?
a) Strongly agree
b) Agree
c) Uncertain
d) Disagree

N) Extent to which the training brought about betterment of technique to handle
job?
a) Large extent c) Marginal
b) Limited extent d) None
O) Do you agree that training helped in creating awareness regarding latest
advancement/ development in the related topic?
a) Strongly agree
b) Agree
c) Uncertain
d) Disagree
P) Do you agree that the training programme prepared you for larger roles for
future?
a) Strongly agree
b) Agree
c) Uncertain
d) Disagree

Project Report-Final

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