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ON
TRAINING PROGRAM IN CIBC
Submitted in partial fulfillment of the
requirements of
Bachelor of Business Administration (BBA)
Training Supervisor:
Made by:
Vipul Singh
Amanpreet Kaur
(10821401712)
ACKNOWLEDGEMENT
I owe my sincere thanks and gratitude to Mr. Vipul Singh (Project guide) who inspired me
by her able guidance and was a constant guiding light during the course of project study.
The support and knowledge provided by her has been a great value addition for me and
will go a long way in building a promising career.
First of all I would like to thank Dr. Ravi. K. Dhar (Director, JIMS) who gave me this
golden opportunity to learn something new about project writing.
I last but not the least I would like to thank my friends and family members who supported
me and gave me valueable suggestions in this project.
Amanpreet Kaur
BBA (G) 5th semester
Enrollment No.:- 10821401712
STUDENT DECLARATION
This is to certify that I have completed this Project titled study training programs in CIBC
under the guidance of Mr. Vipul Singh partial fulfillment of the requirement for the award
of degree of Bachelor of Business Administration at Jagannath International Management
School, Delhi. This is an original piece of work and I have not submitted it earlier
elsewhere.
Signature:
Name: Amanpreet Kaur
University Roll No: 10821401712
TABLE OF CONTENT
S.No
1
2
3
4
5
6
Topic
Chapter 1 - Introduction
1.1 Introduction to Industry
1.2 Introduction to Company
Chapter 2 - Conceptual Discussion
Chapter 3 - Research Methodology
3.1 Title
3.2 Title Justification
3.3 Objective of the study
3.4 Research Design
3.5 Sampling
3.6 Sources of Data Collection
Chapter 4 - Data Analysis and Interpretation
Chapter 5 - Findings
Chapter 6 Suggestion
Conclusion
Annexure:-
Pg No.
Bibliography
Questionnaire
CHAPTER 1
1.1 Introduction to the Industry
Management
consulting,
the
practice
of
helping organizations to
improve
external (and presumably objective) advice and access to the consultants' specialized
expertise.
As a result of their exposure to and relationships with numerous organizations, consulting
firms are also said[by whom?] to be aware of industry "best practices", although the
specific nature of situations under consideration may limit the transferability of such
practices from one organization to another.
Consultancies
may
also
provide
organizational change
management assistance,
services.
Management
consultants
often
bring
their
own
Specialization
Management consulting refers generally to the provision of business services, but there are
numerous specialties, such as information technology consulting, human resource
consulting, virtual management consulting and others, many of which overlap, and most of
which are offered by the larger diversified consultancies. So-called "boutique"
consultancies, however, are smaller organizations focusing upon a few of such specialties.
The 1990s saw an increase in what has been termed a 'future-based' approach. This
emphasized language and alignment of people within an organization to a common vision
of the future of the organization, as set out in the book "Three Laws of Performance". The
essential concept here was that the way people perform is seen to correlate to the way that
6
world occurs for them, and that future-based language could alter the way the future
actually occurs for them. These principles were increasingly employed in organizations
that had experienced a market transition or a merger requiring the blending of
two corporate cultures. However, towards the end of the 1990s the approach declined due
to a perception that the concept outlined in this book did not in practice offer added value
to organizations.
Current state of the industry
Management consulting has grown quickly, with growth rates of the industry exceeding
20% in the 1980s and 1990s As a business service, consulting remains highly cyclical and
linked to overall economic conditions. The consulting industry shrank during the 20012003 period, but grew steadily until the recent economic downturn in 2009. Since then the
market has stabilized.
Currently, there are three main types of consulting firms. Large, diversified organizations,
Medium-sized management consultancies and boutique firms that have focused areas of
consulting expertise in specific industries, functional areas, technologies, or regions of the
world.
Revenue model
Traditionally, the consulting industry charged on a time and materials basis, billing for
staff consultants based upon the hours worked plus out-of-pocket expenses such as travel
costs. During the late 1990s and early 2000s, there was a shift to more results-based
pricing, either with fixed bids for defined deliverables or some form of results-based
pricing in which the firm would be paid a fraction of the value delivered. The current trend
seems to favor a hybrid with components of fixed pricing and risk-sharing by both the
consulting firm and client.[citation needed]
Trends
Often, the internal consultant requires less ramp up time on a project due to
familiarity with the corporation, and is able to guide a project through to
implementation a step that would often be too costly if an external consultant
were used.
It is likely that the time and materials cost of internal consultants is significantly
less than external consultants operating in the same capacity.
Internal consulting positions can be used to recruit and develop potential senior
managers of the organization.
The internal consultant may not bring the objectivity to the consulting relationship
that an external firm can.
An internal consultant also may not bring to the table best practices from other
corporations. A way to mitigate this issue is to recruit experience into the group
and/or proactively provide diverse training to internal consultants.
Where the consulting industry is strong and consulting compensation high, it can
be difficult to recruit candidates.
It is often difficult to accurately measure the true costs and benefits of an internal
consulting group.
When financial times get tough, internal consulting groups that have not effectively
demonstrated economic value (costs vs. benefits) are likely to face size reductions
or reassignment.
Internal consultants are employees themselves, thus do not question their own job
Criticism
Despite consistently growing revenues, management consultancy also consistently attracts
a significant amount of criticism, both from clients as well as from management scholars.
Management consultants are sometimes criticized for overuse of buzzwords, reliance on
and propagation of management fads, and a failure to develop plans that are executable by
the client. A number of critical books about management consulting argue that the
mismatch between management consulting advice and the ability of executives to actually
create the change suggested results in substantial damages to existing businesses. In his
10
book Flawed Advice and the Management Trap, Chris Argyris believes that much of the
advice given today has real merit. However, a close examination shows that most advice
given today contains gaps and inconsistencies that may prevent positive outcomes in the
future.
More disreputable consulting firms are sometimes accused of delivering empty promises,
despite high fees, and charged with "stating the obvious" or lacking the experience upon
which to base their advice. These consultants bring few innovations, instead offering
generic and "prepackaged" strategies and plans that are irrelevant to the clients particular
issue. They may fail to prioritise their responsibilities, placing their own firms interests
before those of the clients.
Another concern is the promise of consulting firms to deliver on the sustainability of
results. At the end of an engagement between the client and consulting firms, there is often
an expectation that the consultants will audit the project results for a period of time to
ensure that their efforts are sustainable. Although sustainability is promoted by some
consulting firms, it is difficult to implement because of the disconnect between the client
and consulting firms after the project closes.
Further criticisms include: disassembly of the business (by firing employees) in a drive to
cut costs, only providing analysis reports, junior consultants charging senior rates,
reselling similar reports to multiple clients as "custom work", lack of innovation, overbilling for days not worked, speed at the cost of quality, unresponsive large firms and lack
of (small) client focus, lack of clarity of deliverable in contracts, not customizing specific
research report criteria and secrecy.
11
For foreign companies already doing business in emerging markets, we help improve
profitability and overall performance by performing a diagnostic assessment of the
company and key competitors. Some of the best companies in their respective industries
have benefitted from our key role in helping them with their International business plans.
At CIBC we demand excellence in ourselves and in others. This allows us to attract and
retain extraordinary talent, which, in turn, allows us to deliver sustainable, long term
economic value to our clients. Let us be your outsourced implementation partner for
setting up business in the Indian market
Business
What we do- CIBC was started with only one mission, to help global business leaders
succeed in the most challenging economies abound with opportunities. The bigger the
challenge, the greater the reward, is what laid our very foundation. Since last 17 years,
we've successfully translated our local knowledge and expertise into success for US and
European companies today thriving in India. Deep understanding of the local markets
earned over decades of experience, coupled with our unique approach and methodology,
has enabled business leaders reach a go or no-go decision quickly and realize success. We
created an efficient, value oriented strategy to traverse the many issues and challenges that
are unique to successfully expanding into India. And, unlike many other Indian strategy
consulting firms, we've the most experienced team with all partners having more than 15
years of hands on experience
Why the firm is Better - We are proud to declare that we are not big. Nor are we small. In
actuality we are sized enough that when you hire us, you get only highly seasoned
professionals who have an intimate understanding of emerging markets. Your work will
13
never be transferred to immature & less experienced personnel. Importantly, we are also
big enough to have infrastructure, financial other critical services required by American &
European businesses that want to expand into Indian markets. To date, we have helped
more than 75 Fortune 1000 companies and more than 225 American & European
companies successfully expand into India.
Approach
At CIBC, we peg our success to your success. We pay equal attention to learning
everything about your needs, business, objectives, as we pay to delivering. "Begin on a
clean slate and without assumptions", this tenet has been a "stepping stone" in deriving an
innovative strategy to win locally. We don't partake as your consultant or an extended
team, but become a part of your team and go hand in hand from the stage of
conceptualization to commissioning. Our engagement model necessitates an active
involvement of clients so it transforms their arm's length experience into immersive
experience. Our ability to help you transfer your core competencies and making it
responsive to meet local markets needs, sets our implementation capabilities apart from
our others and be a bellwether in our space.
Industry practices
Automotive
Industrial and Manufacturing
Consumer
Food and beverages
Construction and Building material
Chemicals
Infrastructure and Engineering
Electrical and Electronics
14
Healthcare
Paper and Packaging
India Market Strategy - India is one of the leading consumption based emerging markets
and offers enormous potential for foreign companies who would like to leverage the
growth in the middle class.A critical step in entering a BRIC market is to determine
whether there is sufficient opportunity to make the effort worthwhile. For this to happen
properly, it takes an intimate knowledge of the marketplace, consumers, the competition
and the regulations and financial aspects of the venture. Because CIBC has extensive
experience in helping companies, both American & European, to set up and expand into
the Indian Market; we are well qualified to execute the preferred strategy, which emanates
from meaningful insights derived from the following:
Competitive intelligence
15
Why India, and not Brazil or another BRIC market? To answer this, it is vitally important
for our clients to understand the marketplace and possibilities for expansion into other
emerging markets. To make this happen, we build thorough market strategies for India by
determining size of market, the competition, pricing, regulations, and taxes. The product
adaptation and customization which happens as per need gaps, helps the client to replicate
the success into other meaningful emerging markets.
16
successful track record for closing cross border deals in Pharma, Industrial, Engineering,
Auto Components, Consumer Durables and many other business sectors.
Our transaction process includes:
Business valuation
Closing
Performance Improvement
Most multinationals in India struggle to go past the 1% contribution to global revenues.
Over the last decade many foreign companies have come into India, not all have been
successful. Under performing subsidiaries have begun to be relooked into for improving
overall business results at the corporate level.
Companies live and die by their ability to improve performance at all levels of business.
They compete on price, quality, innovation and many other factors that are well
understood in a company's home market. When expanding into another market, it is
17
Business Operations
Human resources
Finance Structure
Cultural Adaptation
Being able to bridge cultural gaps quickly is of utmost importance when expanding into
any new market. We have decades of experience in mating cultures quickly and
seamlessly. The results are capabilities, efficiency and productivity that reach international
standards.
We achieve cultural parity through:
18
Initiating ideation
Developing solutions
Business implementation
Company Formation and Regulatory Compliances
19
In India, setting up a new company is not normally done by attorneys and law firms. It is
the responsibility of chartered accountants. Our chartered accountants can take care of all
regulatory, statutory & compliance matters for any kind of company. Indicative sequence
of activities is as given below:
We take responsibility for all marketing issues with American & European brands,
including:
Technical sales
20
Corporate branding
Create and manage online presence through specific portals and distribution
platforms
Toll manufacturing
Importation documentation
Warehouse management
Invoicing
Greenfield Setup
We have been engaged in Greenfield project management for well-known global leaders in
Healthcare, Food, Industrial and Automotive sectors. Couple that with our strong
understanding of the local business environment and we demonstrate the ability to offer a
full range of greenfield setup services while managing client projects from start to finish
We take the time to understand each client's unique needs and develop a strategic approach
for each project's objectives and budget. Our project management delivery model is ideal
for clients who want us to manage the multiple stakeholders involved. Because we provide
21
an independent opinion, without any bias to particular industrial areas, it has helped our
clients mitigate risks while setting up their first manufacturing facility in India.
Our Greenfield Project Management Services include:
Preconstruction
Construction management
Construction phase
Certification of bills
As-built drawings
Incubation Support
Our Incubation Support Services allow American & European businesses to test the market
without making any capital investments. Several clients have taken advantage of our
Incubation Support Services before putting up their own subsidiary in India. Our
incubation services include:
22
Manage recruitments
Expertise in all domestic and international credit facilities reducing Cost of Capital
& Debt Restructuring
Shared CFO
The Chief Financial Officer (CFO) in a BRIC expansion is highly critical to success. Yet,
far too often, small & mid size businesses end up retaining a CFO with insufficient skills,
23
largely due to the budget available for this position.Working closely with our parent
company, Concept Management Consulting Limited (CMCL) we offer highly competent
CFO services that are shared, thus reducing cost while increasing quality of output.
Private Equity
Global investors are convinced about India's long-term growth prospects and India has
now arrived as a promising emerging market across Asia. Our population is driving
consumption and this is attracting foreign investors to participate in this consumption led
growth story. Our in house research team have a knack for identifying small & mid size
companies, which are mirroring the country's growth story.
We look for businesses with a competitive edge, growth oriented business model and an
outstanding team steering the company. We look for prospects to graduate to a regional /
national leader and evaluate the business plan which supports the need for growth capital
and provides for a clear exit strategy.
We treat capital with an owner's mindset and follow a phased investment approach, which
involves:
Deal evaluation
Due diligence
Investment commitment
Investment structuring
Value addition
Exit strategies
24
CHAPTER 2
CONCEPTUAL DISCUSSION
Training:
Training usually involves educational or inspirational activities designed to improve
knowledge, skill, and performance at the individual level. Training basically refers to a
planned effort by a company to facilitate employees learning of job related
competencies.
MethodsofEmployeeTraining
On the job
Job Rotation: Employees move to various positions in the organization in an effort to
expand their knowledge, skills, and abilities.
AssistantTo positions: Employees with potential sometimes work under successful
managers often in different departments of the firm; this helps the assistant to get
successful virtues from his superior. This helps a lot to get an informal but most effective
training.
Committee assignment: committee assignment can allow the employee to share decision
making, to learn by watching others and to investigate organizational problems. The Firm
allows its employees to express their best toward the organizational development by
individual potential.
Offthejob
Lecture course and seminar: arranges trainings for its employees at its own training
institute. The trainers use lecture courses and seminar to train the Employees.
25
Training Characteristics
The Center offers outcome-based, job-related training programs with all of these important
characteristics:
Competency-based focus that brings the right people to the right training at the
right time
Before, during, and after training strategies that ensure transfer of learning
directly to the job
Outcome-based curricula that identify best practice goals, worker abilities, and
measurable results
Benefits of Training
As the business world is continuously changing, organisations will need to provide their
employees with training throughout their careers. If they choose not to provide continuous
training they will find it difficult to stay ahead of the competition.
26
The other benefit of training is that it will keep your employees motivated. New skills and
knowledge can help to reduce boredom. It also demonstrates to the employee that they are
valuable enough for the employer to invest in them and their development.
Training can be used to create positive attitudes through clarifying the behaviours and
attitudes that are expected from the employee.
Training can be cost effective, as it is cheaper to train existing employees compared to
recruiting new employee with the skills you need.
Training can save the organisation money if the training helps the employee to become
more efficient.
27
CHAPTER 3
RESEARCH METHODOLOGY
Business research is a systematic enquiry that provides information to guide business
decision and aimed to solve managerial problems. Business research is of recent origin and
it is largely supported by business organizations that hopes to achieve competitive
advantages Research Methodology is a way to systematically solve the problems. It may
be understood as a science of studying how research is done scientifically. It include the
overall research design, the sampling procedure, data collection method and analysis
procedure.
3.1Title:Tostudy,evaluateandanalyzethetrainingprogramsofCIBC
3.5 Sampling
Sampling technique - Probability technique
Sampling type - Simple Random Probability technique
Sample unit- Employees of CIBC
Sample size- 17 employees
Sample Area- Company, Gurgaon
3.6 Data Collection Method
Data Collection is an important aspect of any type of research study. It is a term used to
describe a process of preparing and collecting data from all sources and observation. Data
was collected from various primary and secondary sources.
Primary Data: It includes unstructured interview conducted with management trainee from
office and various employees who provided valuable information regarding the
organization and its working.
Secondary Data: Data was collected from books, magazines, web sites, going through the
records of the organization, etc. It is the data which has been collected by individual or
someone else for the purpose of other than those of our particular research study
AnnualReportofBAL
Website
BranchTrainingManuals
Othertrainingpapers
Journals,Reports
29
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
SHOWING TYPE OF TRAINING UNDERGONE BY EMPLOYEES
TYPE
NOOFRESPONDENTS
PERCENTAGE
ONJOBTRAINING
35%
OFFJOBTRAINING
53%
BOTH
12%
TOTAL
17
100%
Sales
On the job
Off the job
both
Interpretattion:
:fromtheaboveillustrationwecansee,theoffjobtrainingfigureis53%,offjobis35%
andbothis12%.CIBCfocusesonoffjobtrainingmostlyratherthanonjobtraining.
30
SHOWING THE
EXPECTATIONS
RESPONSE
WHETHER
THE
TRAININGS
MEETING
RESPONSE
NO.OFRESPONDENTS
PERCENTAGE
STRONGLYAGREE
24%
AGREE
11
65%
NEUTRAL
DISAGREE
STRONGLYDISAGREE
Total
11%
17
100
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Interpretation:
as we can see from the above illustration, 65% employees marked the trainings met their
expectations, 24 % marked on agree and 11% marked on disagree. 89% of the respondent
think the training met their expectations.
31
NO.OFRESPONDENTS
PERCENTAGE
STRONGLYAGREE
47%
AGREE
29%
NEUTRAL
12%
DISAGREE
6%
STRONGLYDISAGREE
6%
TOTAL
17
100%
9
8
7
6
5
4
3
2
1
0
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Interpretation:
theillustrationshowsusthat47%employeesstronglybelievethattheywillbe ableto
applytheknowledgelearnedfromthetrainingsand29%agreeswiththesamestatement
while12%oftherespondentareneutralandother6%disagreeand6%stronglydisagree.
32
TRAININGOBJECTIVEFOREACHTOPICWASIDENTIFIEDANDFOLLWED
RESPONSE
NO.OFRESPONDENTS
PERCENTAGE
AGREE
53%
NEUTRAL
29%
DISAGREE
18%
STRONGLYDISAGREE
TOTAL
17
STRONGLYAGREE
100%
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Interpretation:
From the above illustration we can see 9 employees among 17 employees agree the
trainingobjectiveforeachtopicwereidentifiedandfollowedand5employeesneutraland
3employeesdisagreewiththestatement
33
THETRAINERMETTHETRAININGOBJECTIVE
RESPONSE
NO.OFRESPONDENTS
PERCENTAGE
AGREE
53%
NEUTRAL
29%
DISAGREE
18%
17
100%
STRONGLYAGREE
STRONGLYDISAGREE
TOTAL
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Interpretation:
From the above illustration we can see 53% employees of BAL agrees they trainer met the
training objectives, 29% remains neutral and 18% doesnt think the trainer met the training
objective.
34
CLASSPARTICIPATIONANDINTERACTIONWEREENCOURAGED
RESPONSE
NO.OFRESPONDENTS
PERCENTAGE
STRONGLYAGREE
35%
AGREE
53%
12%
NEUTRAL
DISAGREE
STRONGLYDISAGREE
TOTAL
17
100%
9
8
7
6
5
4
3
2
1
0
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Interpretation:
Fromtheaboveillustrationwecansee,53%employeesagreethatclassparticipationand
interaction were encouraged in the training class and 35% strongly agrees with the
statement
35
ADEQUATETIMEWASPROVIDEDFORQUESTIONSANDDISCUSSIONS
RESPONSE
NO.OFRESPONDENTS
PERCENTAGE
STRONGLYAGREE
24%
AGREE
10
59%
NEUTRAL
18%
17
100%
DISAGREE
STRONGLYDISAGREE
TOTAL
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Interpretation:
Fromtheaboveillustrationwecansee58%employeesagree,24%strongly agreethat
adequatetimewasprovidedforquestionsanddiscussionsafterthetrainingsession.And
18%employeesremainneutral
36
RESPONSE
NO.OFRESPONDENTS
PERCENTAGE
STRONGLYAGREE
AGREE
53%
NEUTRAL
47%
1
7
100%
DISAGREE
STRONGLY
DISAGREE
TOTAL
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Interpretation:
Fromtheaboveillustrationwecansee53%oftheemployeesagreethatexamples,visual
aidsareusedinthetrainingsessionsand47%oftheemployeesanswersasneutral.
37
NO.OFRESPONDENTS
2
PERCENTAGE
12%
AGREE
10
59%
NEUTRAL
29%
DISAGREE
STRONGLYDISAGREE
TOTAL
17
100%
Stronngly Agree
Agree
Neutral
Disagee
Strongly Disagree
Interpretation:
From the above illustration we can see 10 employees agree that the trainer was
knowledgeableand5employeesremaininneutralanswerand2stronglyagree.
38
HOWDOYOURATETHEOVERALLTRAINING
RESPONSE
EXCELLENT
GOOD
NO.OFRESPONDENTS
6
PERCENTAGE
35%
29%
AVERAGE
24%
POOR
12%
VERYPOOR
TOTAL
17
100%
Excellent
Good
Average
Poor
Very Poor
Interpretation:
Fromtheabovegraphwegettoknowthatmostoftheemployeearesatisfiedwiththe
overalltraining.
39
CHAPTER 5
FINDINGS
From the above analysis 1 found that
Training meeting expectation of the employees: From the analysis of the data we
can say the training that CIBC organizes for its employees are meeting their
expectation.
The training objectives are clear to the employees: The training objectives are fully
clear to the employees; the employees know why they are having the trainings and
how the trainings will help them in their work.
The training materials were useful and pertinent: All the employees believe that the
training materials were useful and those were relevant to the specific training.
Time distribution was better for the training programs: Employees agrees that the
time sliced for each training course was better and they enjoyed plenty of time to
understand the training topics in the class room.
The trainers were knowledgeable: From the employees response it is seen that the
trainers were knowledgeable to operate the training operation to the trainees.
and
interaction
were
not
that
much
encourage
Training time need to be expanded for some trainings: some employees thinks that
training time need to be expanded for some specific training.
Overall training quality was Good: All the employees think that the overall quality
of the training was good but they expect the trainings to be better.
Employees are aware about their trainings: From the questionnaire survey I have
found out that, all the employees are aware about the training programs and the
implementation of the knowledge they get from the training.
.
41
CHAPTER 6
SUGGESTION
CIBC
should
arrange
other
trainings
(managerial
trainings,
English
speaking/reading/writing training, quick customer service trainings, etc) rather than only
traditional banking trainings for its employees.
software STELAR.
No need analysis is done for the employee before training; CIBC
should
activity need to be measured. Employee has to be aware about the cost invested by
company indirectly and they will be motivated to get the desired result output.
42
CONCLUSION
'The Summer Internship project has helped me gain huge practical Imowledge which can't
be gained only through books. This experience gave me an opportunity to learn new things
which provided me a peek into the corporate culture. Being a fresher, I would never be
exposed to a corporate environment if it were not for this project. I thank IDBI Federal life
insurance for giving me the chance to work vith them as a summer intern and showing me
the path of knowledge and experience which will help me succeed in my career and enter
into a bright future.
Successful training and development can develop highly trained employes in the CIBC,
who can serve the customer well, and can achieve customer satisfaction for the
organization, by proper training and development process employees become more
efficient and can contribute well in the organization in every work. Well structured and
constructive training can ensure competitive advantage by the employees for the
organization. So this is the right time for the HR departments of CIBC to start effective
training and development programs for the employees by implementing effective Human
Resource Management.
43
ANNEXURE
BIBLIOGRAPHY
44
QUESTIONNAIRE
a) Name
b) Occupation
c) Age ..
d) Income .
e) Address:- .
Q1. Gender
A) Male
B) Female
THE
RESPONSE
WHETHER
EXPECTATIONS?
A) Strongly Agree
B) Agree
C) Neutral
D) Strongly Disagree
E) Agree
45
THE
TRAININGS
MEETING
Q6.CLASSPARTICIPATIONANDINTERACTIONWEREENCOURAGED?
A) Strongly Agree
B) Agree
C) Neutral
D) Strongly Disagree
E) Agree
Q7.ADEQUATETIMEWASPROVIDEDFORQUESTIONSANDDISCUSSIONS?
A) Strongly Agree
B) Agree
C) Neutral
D) Strongly Disagree
E) Agree
46
Q10.HOWDOYOURATETHEOVERALLTRAINING?
A) Excellent
B) Good
C) Average
D) Poor
E) Very Poor
47
48
49