1. Summer internship project report on
DEVELOPING TRAINING EVALUATION METHODS
FOR ACC LIMITED.
By – Suman Singh
suman241989@yahoo.com
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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:
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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
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4. List of Tables
Sr. No
Topic
1.
Table to check reaction from training program
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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
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6. CHAPTER 1
INTRODUCTION: DEVELOPING TRAINING EVALUATION METHODS FOR
ACC LIMITED.
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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
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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
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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.
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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
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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.
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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
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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.
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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.
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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
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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
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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.
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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
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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
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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.
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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.
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22. CHAPTER-2
RESEARCH METHODOLOGY
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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
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24. CHAPTER- 3
THEORETICAL BACKGROUND:
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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33. CHAPTER- 4
DATA PROCESSING AND ANALYSIS:
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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.
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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.
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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.
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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
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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.
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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
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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.
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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
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42. CHAPTER- 5
FINDINGS:
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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.
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44. CHAPTER- 6
RECOMMENDATIONS:
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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.
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46. CHAPTER- 7
CONCLUSIONS:
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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.
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48. BIBLIOGRAPHY (REFERENCES)
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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
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50. ANNEXURE
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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?
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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 **************************
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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?
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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******************
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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
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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 *************************
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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
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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
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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 *************************
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7