Training Evaluation and

Effectiveness at MSIL

Group 1
Mainak Sarkar 13PGHR21
Nalini Malik 13PGHR26
Priyank Arya 13PGHR33
Soubhranshu Chopra 13PGHR48
Tanmay Jain 13PGHR57
UrnavBagchi 13PGHR59

Acknowledgement
We, the members of Group 1 of the Post Graduate Program- Human Resource
Management, Batch: 2013- 2015 at MDI Gurgaon, would like to extend our deep felt
gratitude to Professor J.K. Jain for providing the opportunity to work on this project. We also
would like to thank him for his incessant guidance, both professional and personal along
with motivation, which has been one of the key ingredients in the successful completion of
this project.
We would also like to thank Ms.Prashasti Mishra for her constant support and guidance
during the project which helped us set the pace and direction of our entire workwithout
which the successful completion of this project would not have been possible.
Next we would like to thank the entire HR Department at MSIL for providing me valuable
information and resources for the successful completion of my project
Finally, we would also like tothank our friends and team mates, who have shared the
various responsibilities and ensured the timely completion of this project work.

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Executive Summary
This project deals with detailed study of the training effectiveness currently employed at
Maruti Suzuki India Limited. The basic objective of this project is to improve the training
effectiveness measurement process and make it more comprehensive and robust. It also
involves finding out the gaps in the process and provide suggestions for removing them so
as to make the whole process streamlined and aligned with the broader objectives of the
organization. The training at MSIL is completely outsourced. At present MSIL doesnt have a
standardized training evaluation process. For our project purpose we were provided with a
sample that consisted of GTs and MTs who underwent a functional training program. This
training was conducted by an organization called Logic Pro to enhance their MS Excel skills.
At present training effectiveness is evaluated only through 2nd level of Kirkpatrick Model.
Hence for the purpose of the project following objectives were identified
Study and Analysis of Training effectiveness at MSIL
Recommendations for Improvement of Training Effectiveness at MSIL
To assist in upgrading the training evaluation mechanism from the existing second level
of Kirkpatricks model to the third level
Based on the objectives following methodology was adopted to achieve our goals
Secondary Research was done on Training Evaluation to get a comprehensive
understanding of the topic
Thereafter primary research was conducted at MSIL to identify a proper sample
Based on the research Questionnaires (Both qualitative as well as quantitative) were
prepared and given to the sample to evaluate the training process by gauging the
trainers efficiency in aspects like content delivery, knowledge expertise etc.
After receiving the responses from the sample, a thorough analysis was done
Finally recommendations were given based on the analysis
Following were the recommendations suggested to MSIL
Pe-test post-test weightage to be included in trainers evaluation
Increasing frequency of Information extraction from Pulse@MSIL
Categorize Information Extraction from Pulse@MSIL:
Top management should emphasize Importance of Training to the entire organization
Training effective evaluation through 3rd level of Kirk Patrick model
Implementation of LMS

Additionally a SOP was suggested based on the understanding of the Kirk Patrick model of
training evaluation. This will help in the migration of the system to the Learning
Management System.

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Contents
Acknowledgement............................................................................................................................. 1
Executive Summary ........................................................................................................................... 2
Introduction ...................................................................................................................................... 4
Company Overview ....................................................................................................................... 4
VISION & CORE VALUES ................................................................................................................. 4
COMPETITIVE POSITION IN INDUSTRY............................................................................................ 4
ORGANISATION ANALYSIS.............................................................................................................. 5
Awards and recognition ................................................................................................................. 5
HR Mission at MSIL ........................................................................................................................ 5
HR Department of MSIL ................................................................................................................. 6
People Development Training (PPDV) ............................................................................................ 7
Training Evaluation ............................................................................................................................ 9
Introduction .................................................................................................................................. 9
Purpose of Training Evaluation ...................................................................................................... 9
Principles of evaluation.................................................................................................................. 9
Type of evaluation ......................................................................................................................... 9
Kirkpatricks four-level model of training evaluation .................................................................... 10
Training Process @ MSIL .............................................................................................................. 12
Training Evaluation at MSIL.......................................................................................................... 14
Training provided by MACE.......................................................................................................... 14
Training evaluation process at MSIL ............................................................................................. 15
Components of Training .............................................................................................................. 16
Questionnaire ................................................................................................................................. 17
Questionnaire responses ................................................................................................................. 19
Quantitative Analysis ................................................................................................................... 19
Quantitative Analysis ................................................................................................................... 19
Graphical Responses of Responses .............................................................................................. 20
SOP ................................................................................................................................................. 21
Trainers Meet ................................................................................................................................. 23
Industry Benchmarking.................................................................................................................... 24
Key Takeaways ................................................................................................................................ 25
Recommendations .......................................................................................................................... 26
References ...................................................................................................................................... 27

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Introduction
Company Overview
MarutiSuzuki India Limited (MSIL) is the leading manufacturer of passenger vehicles in India.
It is a subsidiary of Suzuki Motor Corporation, Japan, and was earlier known as MarutiUdyog
Limited and was incorporated as a joint venture between the Government of India and
Suzuki Motor Corporation on 24th February, 1981
Maruti Suzuki India Limited is listed on the Bombay Stock Exchange Limited and National
Stock Exchange of India Limited. Maruti Suzuki India Limited is a subsidiary of Suzuki Motor
Corporation (SMC) Japan. SMC is a majority shareholder with 54.21% equity stake in the
company.
The Company has manufacturing sites at Gurgaon (300 acres) and Manesar (600 acres),
both in Haryana. Its corporate office is located at VasantKunj in New Delhi.MSIL has two
manufacturing plants, one located at Gurgaon and the other at Manesar, India. Both the
plants have a combined production capability of over a 1.2 million (1,200,000) vehicles
annually.With employee strength of over 8,500 (as at end March 2011) MSIL sold over 1.27
million vehicles including 1, 38,266 units of exports.

VISION & CORE VALUES

VISION: The leader in Indian automobile industry, creating customer delight and
shareholder wealth; a pride of India.
CORE VALUES:
Customer Obsession
Fast flexible and first mover
Innovation & Creativity
Networking and Partnership
Openness & Learning

COMPETITIVE POSITION IN INDUSTRY

Maruti Suzuki India Limited (MSIL, formerly known as MarutiUdyog Limited) is a subsidiary
of Japanese organization, Suzuki Motor Corporation. MSIL has been the leader in Indian car
market for two and a half decades. The company has planned to expand its manufacturing
capacity to 1.75 million by 2013.The company now offers a wide range of variants and cars
across different segments. In total it offers 15 brands and over 150 variants of these brands.
In financial year 2009-10 MSIL became the only Indian car manufacturing company to
manufacture and sell 1 Million cars in a year. At the end of March 2011, MSIL had a market
share of 44.9 per cent of the Indian passenger car market.

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ORGANISATION ANALYSIS
The analysis of MSIL can be done using McKinsey 7S Framework as follows:
Strategy: To have a competitive advantage, MSIL caters to all segments and has product
offerings at every price point so that every customer has an option in the price range he is
looking forward.
Structure: The company has a multi-tier management structure, comprising the Board of
Directors at the top and followed by Managing Executive officers, Executive Officers and
Divisional Heads. Designations in the company are based on the functional responsibility in
terms of the companys philosophy of de-linking designations and functional responsibility
from the salary levels.
Systems: There is a two way flow of communication in the organization. Also system of
working is designed in a way so as to ensure effective utilization of resources.
Shared values: These values are shared by every Maruti employee for e.g. Customer
Obsession, Fast flexible and first mover, Innovation & Creativity, Networking and
Partnership, Openness & Learning.
Skills: Since MSIL is a company in manufacturing sector mostly skill enhancement trainings
are provided to the employees. Most of the people at MSIL are having good technical skills.
Staff: The staffs of Maruti have good technical skills. Furthermore the staff is team-oriented
and efficiently works at stretch for hours.
Style: MSIL operates in Japanese Leadership Style. Most managers believe that their
employees are so motivated by teamwork that they want to share in the responsibility for
attaining group goals. Thus, employees seek opportunities to participate in the management
process. Leaders use a blend of both task-centred and people-centred approaches to lead
subordinates.

Awards and recognition

The Brand Trust Report published by Trust Research Advisory has ranked Maruti Suzuki in
the seventh position in 2011 and the sixth position in 2012 among the brands researched in
India. Bluebytes News, a news research agency, rated Maruti Suzuki as India's Most Reputed
Car Company in their Reputation Benchmark Study conducted for the Auto (Cars) Sector
which launched in April 2012. In 2013 it was ranked among the top 10 Most Admired
Companies in India.

HR Mission at MSIL
Lead and Facilitate change towards creating a positive environment for employees where
people understand and believe that they have to contribute to the fullest in making MSIL an
excellent company which can then facilitate for the employees opportunities for career
development &growth and a feeling of pride to be part of MSIL

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HR Department of MSIL

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People Development Training (PPDV)

Maruti Suzuki India Ltd provides an extensive training program for its employees to cater to
their training and development needs and to help them evolve their personality and to
prepare them for higher positions within the organization.MSIL truly believes that to have a
sustainable competitive advantage in the new knowledge economy, learning would be the
key catalyst for an organization survival and success .training calendar covers all categories
of employees i.e. Associates , Supervisor, Junior , Middle , Senior And Top management .
To provide well rounded development of employees training is divided into 6 forms
1. Behavioural Training
Enhance motivational receptiveness and development of the soft skills.
2. Leadership Training
Development of attributes desired in a leader, desired ways of behaving, ways of thinking or
feeling, guiding and motivating subordinates.
3. Functional training
Enhance capabilities of employees, thereby improving the skills levels and career path
within the organization e.g. 3G, 3K, 5 S, PFMEA, QC etc.
4. Safety training
Help establish a safety culture in which employees themselves help promote proper safety
procedures while on the job.
5. Foreign Training
Employees are sent to SMC, Japan to learn latest technology and have better insights of
their counterpart's functioning.
6. In House Training
Incorporate a mixture of classroom style instruction and hands on practical application using
strategic content-all guided by expert.Training is an extremely important function at MSIL.
The key feature for successful training is to identify the right person and right training fit.
Since, MSIL has employees with high loyalty; the attrition rate is very low. As a result,
nonperformance is also dealt with the help of training. Nearly 10-15 crores in budget are
allocated for the purpose of training. It is ensured that training is carried out even in the
toughest business scenarios. Trainers evaluation is considered to be the focal point at MSIL
for the purpose of training evaluation. The effective transfer of training depends a lot on the
trainer because it is the trainer only who can remove the mental block of trainee, motivate
the trainee to learn, delete the negative perception of the trainee regarding the training.
Besides all that, a lot depends on personality of trainer also.
The major competencies that are required to be present in a trainer are:

Communication Skills: interpersonal skills, good listening skills etc.

Mode of Delivery: Case based study, presentation etc.

Course content: material is as per requirement

Timeline adherence: meeting deadlines, work specification completion etc.

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Usually the trainer can determine how well the training process goes by observing the group
dynamic, the activity of the audience, by analyzing spontaneous comments, etc.
Nevertheless, evaluation as a component of a program gives the trainer the opportunity to
validate his or her observations, as well as to the participants an opportunity to express
their opinions and feel satisfaction from the fact that they have been heard. Evaluation
should be carried out throughout the whole time of a training activity and sometimes after a
series of sessions also. This type of evaluation is called feedback.

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Training Evaluation
Introduction
In the modern computer era training has gained the reputation of dynamic concept which
needs to be understood in that perspective most of the modern organization which do not
respond to the dynamic change that are seen in changed environment may well fail to
respond to the needs of organization and people. Hence organization virtually needs to
aspire to respond to the change in the environment.

Purpose of Training Evaluation

The need for evaluation of training programme is to determine if they are accomplishing
specific training objectives to ensure trainee capabilities, determine their cost effectiveness.
Finally, credibility of training and development is greatly enhanced when it is proved that
organization has benefited tangibly from it. Since the huge amounts of money are spent on
training and development, how far the programme has been useful must be judged/
determined. Evaluation helps in determine the results of the training and development
programme.
Herein lies the basic secret of evaluating training: The analysis method and procedure
should be incorporated at the beginning, associated it should be an integral a part of any
program development method. For instance, baseline knowledge should be collected before
coaching begins; otherwise, theres no basis for any meaningful comparison with
educational program results. Traditionally, training evaluation has been done only after
training instead of before and once. If program development follows the classic steps of
assessing needs and generating objectives, the evaluation that follow are then based on
how well the program components: learners, trainers, and coaching materials, have met
these objectives. However its unfortunate that there is no proper system/method of
evaluation. Evaluation should be ideally based on measurement so that there is little or no
difference of opinion and also it gives the complete feedback. Therefore evaluation based
on measurement is effective.

Principles of evaluation
1. Trainer must be clear about the goals and purpose of evaluation
2. For evaluation to be successful efforts must be operating with involvement of trainee,
trainer and organization.
3. Evaluation is a continuous process
4. Those involved in training must know what is being done well, what is not being done
well and what improvements can be made

Type of evaluation
1. Formative evaluation Evaluation conducted to improve the training process.
2. Summative evaluation Evaluation conducted to determine the extent to which
trainees have changed as a result of participating in the training program.

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Kirkpatricks four-level model of training evaluation

Results

Behavior
Learning
Reaction

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Kirkpatrick Evaluation Chart

Level evaluation evaluation

type (what description
is
characteristics
measured)
1

Reaction

Learning

examples
of relevance
and evaluation tools and practicability
methods

and

Reaction
evaluation is how the
delegates
felt about the training
or
learning
experience.

'Happy
sheets', Quick and very easy to
feedback forms.
obtain.

Learning evaluation is
the measurement of
the increase
in
knowledge - before
and after.

Typically assessments Relatively simple to set

or tests before and up;
clear-cut
for
after the training.
quantifiable skills.

Verbal reaction, post- Not expensive to gather

training surveys or or to analyse.
questionnaires.

Interview
or Less easy for complex
observation can also learning.
be used.

Behaviour

Behaviour
evaluation is the extent
of applied
learning back on the
job - implementation.

Observation
and
interview over time are
required
to
assess
change, relevance of
change,
and
sustainability of change.

Measurement of behaviour
change typically requires
cooperation and skill of
line-managers.

Results

Results evaluation is
the effect
on
the
business
or
environment by
the
trainee.

Measures are already in

place
via
normal
management systems
and reporting - the
challenge is to relate to
the trainee.

Individually not difficult;

unlike whole organisation.

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Process must attribute

clear accountabilities.

Training Process @ MSIL

The training process begins with the need assessment of the employees which is done by
means of a focus group study and through the gap areas identified by the performance
management system. The question for what the employees need in terms of knowledge,
skill and assessment is determined by this step in the training process. The requirements of
business are also considered by taking inputs from managers.
The training module is given by the trainer to the managers which comprises of the agenda
of the training. The agenda consists of details like the content of the training, mode of
delivery (case study based, presentation etc.) which is then checked by the managers. An
iterative improvement process is followed by which the optimum module is designed and
ultimately frozen after approval. Applying the Kirk Patrick model of training evaluation, the
reaction of the employees is gauged on the basis of a feedback form which is a
questionnaire consisting of quantitative and qualitative questions.
In level 2 of the Kirk Patrick model, learning is gauged by a pre-test and post-test method. In
this method, the employees are given a test prior to the training and then the exact same
test is given post training. The difference is measured by the following formula:
{ } 100 =
It is the trainers responsibility to handover the feedback form along with the pre + post scores to HR
department after it has been duly filled by the employees.

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Sample Training Report Card from MSIL:

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Training Evaluation at MSIL

Training is a 365*24*7 process of continuous improvement.
Training is the act of increasing the knowledge, skill of an employee for doing a particular
job
Development includes all activities which bring a growth of personality, help progress
towards maturity & actualization of their potential capacities so that they become not only
good employees but also better men & women.

Training provided by MACE

Mace uses collaborative approach to help its client know the worlds best practise and to
assimilate these practice in their day to day operations.
Various activities practiced and taught include:

Customer complaint handling and analysis

Analysis of in-house rejections

Team oriented problem solving approach

Converting productivity everyday performance measure into monetary terms

Computer applications proficiency program eg: Excel

Kaizen

Quality circle

MPS Maruti Production System to improve productivity

Health, Safety and Environment management system

Value stream mapping

Inventory turnover ratio

Energy consumption monitoring

Training Management Program Based on Bhagvat Gita Principles

TQM

5S

Dealer audit

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Training evaluation process at MSIL

Need
Assessment

Training
module

Business Requirement
Focus Group Study

Iterative improvement process

Content
Mode of Delivery
Timeline adherence

Test prior to training

Pretest

Actual training process

Training

Same test post training

Post test

Feedback
form

Reaction: 1st Level of Kirk Patrick model

Learning: 2nd Level of Kirk Patrick model

Change
measuremen
t

Steps to improve training program

Improvement

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Components of Training

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Course of this Project @ MSIL

Objective 1:

Study &Analysis of existing system with respect to the Level1 Kirkpatrick Model [Response]

The Company wanted a Customized Questionnaire which would focus only on one of the
parameters of training effectiveness.

After discussion we chose trainers evaluation as our variable of study

Training effectiveness = f{trainers evaluation}

Sample: Batch of 15 GTs & MTs

Training: MS Excel by Logic Pro

Objective 2:

Improvement in existing system

Designed: Standard Operating Procedure

Objective 3:

Assisting in 3rd level Kirkpatrick implementation

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Developed a 3 degree evaluation process

Design to be submitted for consideration

Questionnaire
Name of Agency: Logic Pro
[to which training is outsourced]
Name of Training: MS Excel Basic
Sample Size: 15

Quantitative Analysis
1. How would you rate the overall Training Workshop?
2. How would you rate the substantive content provided by the trainer?
3. Please rate the way the modules were written and if it matched the level appropriate for
employees to understand.
4. The instructor was knowledgeable about the topic
5. The instructor's presentation style made the topic interesting
6. The instructor gave examples that made the training concepts easier to understand.
7. The instructor effectively used tools (visual aids/activities/illustrations) to impart the knowledge
needed for the course.
8. The instructor was effective in motivating, inspiring and instilling confidence in everyone in the
class.
9. Please rate the courses ability to help you in understanding your role in the company
10. Training will help in increasing your performance
11. Time allotted for the module was appropriate
12. Overall, please rate the idea of recommending the training to others in the company that would
have the same role
Open-ended Questions Qualitative analysis
13. What are the trainers weaknesses?
14. Please recommend ways on how the trainer can improve? Site examples, if possible
15. Please recommend ways to improve training. Site examples, if possible

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Questionnaire responses
Quantitative Analysis
3. Please
rate the
way the
modules
were
written
5. The
and if it
matched
instructor'
4. The
the level
s
appropriat instructor presentati
e for
was
on style
employee knowledg made the
s to
eable
topic
understan about the interestin
d.
topic
g

6. The
instructor
gave
examples
that made
the
training
concepts
easier to
understan
d.

7. The
instructor
effectively
used
tools
(visual
aids/activi
ties/illustr
ations) to
impart the
knowledg
e needed
for the
course.

8. The
instructor
was
effective
in
motivating
, inspiring
and
instilling
confidenc
e in
everyone
in the
class.

9. Please
rate the
courses
ability to
help you
in
understan
ding your
role in the
company

1. How
would you
rate the
overall
Training
Workshop
?

2. How
would you
rate the
substantiv
e content
provided
by the
trainer?

5
3
3
5
5
3

4
2
4
4
5
2

3
3
4
3
5
3

5
3
4
4
5
4

4
4
2
4
5
2

4
2
3
5
5
3

3
3
4
4
5
4

2
3
5
5
5
2

3
3
5
5
5
4

5
4
4
4
5
3

4
4
5
4
5
4

3
4
4
5
5
3

Quantitative Analysis

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10.
Training 11. Time
will help allotted
in
for the
increasing module
your
was
performan appropriat
ce
e

12.
Overall,
please
rate the
idea of
recomme
nding the
training to
others in
the
company
that would
have the
same role

Graphical Responses of Responses

Avg Resp Rate

4.4

Training
Effectiveness
Score-4.0

4.3
4.2

4.1
4
3.9

Rating Scale:

3.8

<3.5: POOR
3.5 4.0: Avg
4.0 4.5: Good
>4.5: Excellent

3.7
3.6
3.5

Avg Resp Rate

3.4
3.3
1

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10

11

12

SOP

PPDV

Training Need Identification

-Brainstorming
-Business identifies gap areas

-Focus Group Discussion

PPDV

Agency Selection
-Module design: Content, duration & mode of
delivery
YES

NO

PPDV

Approval

Trainer

Pre-test

Trainer

Training Workshop

2-3 samples to be used for

Focus Group instead of one
Weightage of timely pre-post
test submission in trainers
evaluation

-Training

Trainer

-Pulse Report Generation

Post-Test

Feedback

PPDV

PPDV

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Evaluation

Evaluation

Trainers Meet (Quarterly)

Post training 15 min session

Every participant speaks about
perceived application areas
Peer to peer learning about areas
of application
Trainer able to gauge the output
Trainer better understands the
application areas & customize

As per our understanding of the existing process following could be the probable areas of
improvement:

2-3 samples to be used for

Focus Group instead of one
Weightage of timely pre-post
test submission in trainers
evaluation

1. A sample is provided to the agency to facilitate the design of the module. There are
chances that this sample may not accurately represent the population [Random
Sampling Error Theory].Thus taking 2-3 samples would increase the accuracy with which
the sample represents the population.
2. The effectiveness of the pre & post-test would increase with the timely submission and
Quality Review from the concerned department and PPDV. To ensure that the
submission does not get delayed and proper quality check is done the weightage of
timely submission in trainers evaluation could be increased.
Also setting reminder in the trainers mail calendar [Microsoft Outlook] would automatically
send reminder mails for the same to ensure that the trainer responds with the deliverable
on time.

Post training 15 min session

Every participant speaks about
perceived application areas
Peer to peer learning about areas
of application
Trainer able to gauge the output
Trainer better understands the
application areas & customize

1. Training effectiveness increases if the participant has some idea about the Application
Areas of the learning.To facilitate this an interaction session of 15 minutes could be held
post training wherein the participants speak about the Application Areas they perceive
where the learning could be applied. This introspection could be the first step towards
the post training Action Plan Behaviour/Impact Analysis.
2. Further, when each participant does the same it facilitates peer to peer learning wherein
one participant could get an idea about the application areas from other participants
view point.
3. Also, trainer could benefit from the same since he/she could gauge the effectiveness of
the training in terms of clarity the participants have post training.The trainer could also
get to know the organization specific Application Areas through this discussion and can
improve upon the training in future.
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Trainers Meet
MSILs has outsourced its Training process to many training agencies. MSIL has designed an
innovative way to increase the effectiveness of its training processes by leveraging the competition
among the various training agencies. This is done through quarterly training meets. Few of the
advantages of these training meets are:
1. Knowledge about Industries best practices is exchanged in these training meets. This is
done by organizing a brainstorming session between these various agencies to propose the
best Practices of various other companies. Main aim of this discussion to increase the
effectiveness of the training by adopting best practices.
2. To find the gaps in the existing processes organized by various agencies. In this discussion
MSIL uses the competition among various training agencies as the key driving factor for this
exercise.
Training meet process can be divided into following steps:
STEP1: Trainers speak (Brainstorming session): Quarterly training meets are organized. Various
training agencies are called and a brainstorming session is organized between them. In these
sessions various Industries best practices are discussed and further road map is designed to
implement these suggestions.
STEP2: Quarter wise trainers performance: An analysis of Trainers performance is done in order to
find the gaps in existing processes and further improve them. MSIL believes in the policy of learning
organization as they always focus on improving their existing processes. MSIL believes that
improvement is continues process and are always open to discussion and improvements.
SETP3: Consolidated Trainers processes: Consolidated trainers performance is measured annually
and a comparative analysis is done between various training agencies. This process is used to
eliminate or improve the weak performers.
STEP4: Organize Plant visits: Plant visits are organized to make trainers gain business knowledge.
This process helps them to develop the training plan which is in accordance with business
requirement. This exercise helps in increasing the effectiveness of the training.
STEP5: Adherence to data requirements: In this step it is verified that whether the content of
various training process is in accordance to the companys requirement.
STEP6: Further roadmap and plans: Further roadmap is planned to improve the existing process and
implement new best practices in order to increase the effectiveness of the company.
STEP7: Address by CEO: Finally CEO addresses all the trainers and explains them the vision and
mission of organization. This process helps in aligning the training process with business strategy.

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Industry Benchmarking
Ashok Leyland

Tata Motors

Honda

Process

Partly inhouse/outsourced

In-house only

Partly inhouse/outsourced

Training Need Decision

Line Manager

Line Manager + Self

Self

Mode of Delivery

Classroom + Online

Classroom

Classroom

Pre-Post Test

Occasionally

Yes

Yes

Feedback

Special Attributes

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What
was
improved?

Application on the
job

Continuous Feedback

Trainer evaluation
Training evaluation
Suggestions

Train the Trainers

Trainer Evaluation
Training
Evaluation
Suggestions
Application on the
job

HR Observer present

Key Takeaways

Pulse@MSIL: Pulse of MSIL is based on the observation of the trainer. It is the actual
implementation of the Grapevine concept. It helps the organization to gauge the
perception of the employees about the organization. It helps understand the potential
disguised grievances of the employees. It can help the organization to effectively deal
with unsaid issues that employee face, thereby, preventing possibility of contentious
issues becoming major grievances (strikes, etc.)
Individual Development Plan (IDP): It is an individual training initiative which is in its
starting phase at MSIL right now. It currently involves the top management till the
DDVM level (Deputy Divisional Manager). It is a process which identifies gaps and
development areas through a two pronged approach:
Caliper test: Psychometric test to gauge the impression of an individual about ones
own qualities
360 Degree Report: Impression of the individual based on peers, subordinates and
supervisors
An action plan is framed based on the gaps identified between a persons selfperception and others perceptions about him/her.

Learning Management System(LMS): A tracking system through HRIS (HR Information

System) called LMS is being attempted as a part of the IDP program where the employee
is given actionable points:
Specific steps
Target Achievement Date
Measuring Progress
Review Progress
This can prove to be an effective technique to enhance employee engagement and
improve employee involvement.

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Recommendations

Pre-test post-test weightage to be included in trainers evaluation:At present the pre-

test and post-test is not an element of the trainers evaluation process due to which timely
submission of test scores is an issue. Timely reporting of information is essential in any
improvement intervention of the training process. Thus, we recommend that a percentage of
the trainers evaluation (10-15%) has a weightage for the timely submission of the same.
Increasing frequency of Information extraction from Pulse@MSIL:Currently the
information extraction from Pulse is a weekly process due to which many quality information
pointers are overlooked. To gain maximum benefit out of Pulse, we recommend that it should
be done on a daily basis. Daily 15 minutes can be devoted by the HR manager to this activity
which will ensure timely action.

Categorize Information Extraction from Pulse@MSIL:As of now, the information that is

gained from Pulse is quite random without any structure to the inputs coming in from the
trainer. This makes it very problematic for the HR manager to come up with quantitative
suggestions for improvement from qualitative data. By introducing various categories under
Pulse like Employee Grievance, Culture, Compensation, Working conditions, Training etc. a well
prepared response can be delivered to deal with the issue at hand. Also, it will enable the HR
manager to distinguish between the relative importance of various issues.

Top management should emphasize Importance of Training to the entire organization:

Leadership plays an important part in communicating and driving the workforce towards the
benefits received from the training process. If that happens, only then will the employee feel
engaged in the training and the organization will be able to gain the maximum out of its
investment. At present in MSIL, communication from the top leadership needs to increase in this
respect.

Training effective evaluation through 3rd level of Kirk Patrick model:Training

evaluation@MSIL is done in level 1 and 2 of Kirk Patrick model. This means that Reaction and
Learning is measured at MSIL. We recommend this to be taken to the next level of behaviour
measurement by means of a 3 degree matrix:

O/P
Quality
Opportunity
Time Adherence

Implementation of LMS: Learning Management System would be an online repository of the

employee data. This is presently maintained with manually or with the help of excel sheets. This
will centralize and structure the information management at MSIL. This will enable the managers
to effectively derive relevant data about the training needs of the employees.

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References

http://en.wikipedia.org/wiki/Donald_Kirkpatrick
http://www.kirkpatrickpartners.com/
http://www.mindtools.com/
http://www.nwlink.com/~donclark/hrd/isd/kirkpatrick.html
http://www.isixsigma.com/dictionary/kirkpatrick-four-levels-evaluation-model/
Evaluating Training Programs: The Four Levels -Donald Kirkpatrick

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