Chapter 1

Effectiveness of Training & Development in IBM Daksh

Atul Kapoor

Articles / References
Human Resouce Practices,thomson & Grey,Macmillan,2006-2007 Training & Development procedures,C V Rao,Shiwalik publications,2005 http://articles.economictimes.indiatimes.com/2006-08-04/news/27426200_1_ibmdaksh-training-pavan-vaish http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Org anization%20Behavior/Training%20Employees%20of%20IBM%20Through%20eLearning.htm http://www.businessperform.com/articles/trainingmanagement/training_effectiveness.html http://www.gjms.com.pk/files/Review%20Vol-7-2.pdf http://www.businessperform.com/workplacetraining/evaluating_training_effectiven.html http://en.wikipedia.org/wiki/IBM_India http://www.nwlink.com/~donclark/hrd/isd/kirkpatrick.html http://www.sagepub.com/upm-data/5068_Preskill_Chapter_5.pdf http://pdf.usaid.gov/pdf_docs/PNACA630.pdf http://ci484-learningtechnologies.wikispaces.com/Kirkpatrick's+4+Levels+of+Training#x-Hamblin's Five Levels of Evaluation
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Statement of the Problem

In recent years, the scope of Human Resource Development has broadened from simply providing training programs to facilitating learning throughout the organization in a wide variety of ways. There is a increasing recognition that employees can learn and should learn continuously and that they can learn from experience and from each other as well as from formally structured training programs nevertheless, formal training is still essential most organizations. Management Development is aimed at preparing employees for future jobs with the organization or at solving organization wide problems concerning, acquiring or sharpening capabilities required performing various tasks and functions associated with their present or expected future roles. The motive behind this study is to understand and learn the effectiveness of training & development in IBM Daksh.

Introduction Self Explanatory

Training is essential to the growth and economic well-being of a nation. This need for training pervades all levels of industry, for a national level where a countrys well being in enhanced by training, to each company where productivity is improved, down to the individual whose skills are enhanced and as a result improve their position in the workplace. Training is one of the most pervasive methods for enhancing individual productivity and improving job performance in the work environment. Training effectiveness must cause behaviour change (i.e. skill transfer for job performance), thereby resulting in organizational performance. On the job training is strongly affects to more creativity, achieving organizational objectives and improves work quality. Any organization that wants to succeed, and to continue to succeed, has to maintain workforce consisting of people who are willing to learn and develop continuously. Training and developing human capital is tremendously important in the effective management and maintenance of a skilled workforce. Training is one of the ways of improving organizations effectiveness. In order to implement right training methods, organization should be aware of the training methods and their effectiveness. Training is widely understood as communication directed at a defined population for the purpose of developing skills, modifying behaviour, and increasing competence. Generally, training focuses exclusively on what needs to be known. Education is a longer-term process that incorporates the goals of training and explains why certain information must be known. Education emphasizes the scientific foundation of the material presented. Both training and education induce learning, a process that modifies knowledge and behaviour through teaching and experience. Training is a part of the human resource development, along with the other human resources activities, such as recruitment, selection and compensation. The role of human resource department is to improve the organizations effectiveness by providing employees with knowledge, skills and attitudes that will improve their current or future job performance. In order to implement the right training methods, the training specialist should be aware of the pros and cons and effectiveness of each training method. So it is important very important to know the effectiveness of training & development on employees.

Significance of the Study

Training and Development is very important and essential in every organization due to the following: Training is required to cover essential work-related skills, techniques and knowledge. It is the process used to reduce the gap between the desired performance and the actual performance which eventually results in increased Productivity, quality and healthy work environment. Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Training helps to eliminate obsolesce in work, it gives the employees a clear view of what is needed and also helps in upgrading their skills and knowledge to keep in pace with the ever changing technology which is very essential in todays competitive market. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioural skills in an organization. It also helps the employees in attaining personal growth. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Safety in work place is another important feature of training which helps to avoid accidents and injuries in the work place. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. For every employee to perform well especially Supervisors and Managers there is need for constant training and development. The right employee training, development and education provides big payoffs for the employer in increased productivity, knowledge, loyalty, and contribution to general growth of the firm. In most cases external trainings for instance provide participants with the avenue to meet new set of people in the same field and network. The meeting will give them the chance to compare issues and find out what is obtainable in each others environment. This for sure will introduce positive changes where necessary.

Research Objectives
To study and understand the attitude of HR department towards training and development and towards training and development of employees. To analyze the effectiveness of training and development on employees To investigate the relevance of training and development in the context of increasing attrition rate. To study whether training helps to motivate employees and helps in avoiding mistakes. To know about the work culture of the organization. To study the changes in behavioural pattern due to training. To identify how training assists the employees to acquire skills, knowledge and attitude, abilities and also enhance the same.

Scope of the Study

The training needs analysis is the base for all training activities in IBM Daksh. Efforts at all levels of the organization will be made to identify and meet the training needs of the employees. Priority will be given to need based training which can have direct impact on the employees performance and improve work efficiency. The training program usually provided valuable inputs to the trainees for performing present as well as future roles effectively. Also, at the end of each training session, the trainers impression about the session sends feedback to the Training Manager which gives a weight into the trainees performance during the training period. The timely feedback of both the trainers and the trainees helps in taking corrective action for future training programs.

Limitations of the Study

Duration constraint - The time duration for the project is limited to nine weeks so it is difficult to analyse the trainings needs at micro level. Analysis of One company - The analysis is only done on one company. Cost of Training - No company leaks out any information about the cost to company and the investment on training, so it will be difficult to take out the information in regard to cost.

Applications / Theories Utilized & Applications

Hamblin Model & CIRO Model
Hamblin Model
According to Hamblin, evaluation is any attempt to obtain information (feedback) on the effects of a training program and to assess the value of the training in the light of that information. To Hamblin, evaluation includes both evaluation and validation. The Five Levels of Hamblins Evaluation Model: Level 1: Reaction Determining the learners reaction to the course. Very similar to Kirkpatricks model where the trainers ask questions about the learners reactions to the course immediately following. Level 2: Learning Determining what the learners have learned in knowledge, skills and attitude through the course. This is very similar to Kirkpatricks model where the trainers assess the learning of the students. Level 3: Job Behavior Evaluating any change in job performance as a result of the learning in the course. Again, similar if not identical to Kirkpatricks model where the trainer assesses the changes in the job performance of the students after the training. Level 4: Functioning Determining the effect of the course on the organization as a whole such as cost benefit analysis. This is similar to Kirkpatricks model, however Hamblin separates this into departments/ levels of organizations and then further into the entire company or organization as described below. Level 5: Ultimate Value Evaluating how the event has affected the ultimate profitability and/or survival of the organization

CIRO MODEL OF EVALUATION

Developed originally by WARR (1978), this theoretical model is based on evaluation being carried out at four different levels:

Context Evaluation: Obtaining and using information about the current operational context i.e. about individual difficulties, organizational deficiencies etc. in practice, this mainly implies the assessment of training needs as a basis for decision. This involves: Examining the expectations and perceptions of the people. Examining whether the training needs were accurately identified. Putting the specific training event in the wider context of other training activities.

Establishing whether the trainers enjoyed the confidence of the trainees and whether the latter are comfortable with the level and focus of the training.

Input Evaluation: Determine using factor and opinion about the available human and material training resources in order to choose between alternative training methods. This involves: Establishing the adequacy of the resource base and its cost. Considering the choice and effectiveness of the training methods and techniques. Identifying the numbers who successfully completed the program compared with those who started and draw appropriate inferences. Establishing whether the trainers were perceived to be credible as far as the trainees are concerned. Establishing whether the psychological and emotional climate of learning was appropriate.

Reaction Evaluation: Monitoring the training as it is in progress. This involves continuous examination of administrative arrangements and feedback from trainees. This involves: Looking at the reactions of trainees to the content and method of training. Establishing the reaction of other people, particularly line managers to the early results of the training program. Discussing the views and observations of the trainers.

Outcomes: It implies the measuring of the consequences of training. This involves: Establishing whether expectations of results were met. Identifying whether all or some of the learning objectives were met. Finding out what were the end course views about the training.

The three levels of outcome evaluation may be distinguished: Immediate Outcomes: The changes in the trainees knowledge, skills and attitude that can be identified immediately after the completion of training. The aim here is to find out the extent to which positive transfer of learning has taken place from the training to the

workplace. This type of evaluation may be done in several ways such as behaviourally anchored rating scales or self reports supplemented by reports of subordinates, peers and supervisors or critical incidents etc.

Intermediate Outcomes: These are the changes in trainees actual work behaviour, which result from training. The assumption here is that effective training should be reflected in the trainees increased job-proficiency.

Ultimate Outcomes: These are the changes in the functioning of part or the entire organization, which have resulted from changes in work behaviour. For this purpose, indexes of productivity, labour turnover etc, studies of organizational climate and human resource accounting are taken as the ultimate results achieved by the trainee.