Research Project REPORT

IN
“Evolution Of Training program At Tata
Teleservices”

Submitted in partial fulfillment of the requirement of the degree of

Masters of Business Administration,

University Institute of Applied Management And Sciences, Panjab

University, Chandigarh
Training Supervisor: Submitted by:
Prof. Jagandeep Singh Kanika Sharam
17034

1
 CERTIFICATE FROM THE CANDIDATE

I, Kanika Sharma, of MBA (Retail Management) Roll No. 17034 do hereby certify that the Project
work title “Evaluation of Training program at Tata Teleservices” is a bonafide work carried out
by me.

Signature of the candidate:

Kanika Sharma
Retail Management
17034

DATE: April 2015

PLACE: Chandigarh

2
 CERTIFICATE FROM THE GUIDE

This is to certify that the project work titled “Evolution of Training Program at Tata Teleservices”
is a bonafide work carried out by Kanika Sharma, Roll No. 17034 a candidate for the MBA 2016
examination of the University Institute of Applied Management Sciences under my guidance and
direction.

Signature of Guide:

Jagandeep Singh

Assistant Professor

U.I.A.M.S, Sec-25 PU, Chd

DATE: April, 2016

PLACE: Chandigarh

3
 ACKNOWLEDGMENT

I want to thank several people and authorities who helped me a lot to carry my project in right
direction. First of all, I would like to thank Prof. Sanjeev Kumar Sharma, Director UIAMS, PU,
and Chandigarh for outlining the framework and providing necessary guidance during the project.

I express my sincere gratitude to my guide Assistance Prof. Jagandeep Singh for her valuable
guidance, encouragement and immense help in planning, executing and checking the project work.

I am also very thankful to my respondents who took time away from their busy schedule to fill my
questionnaire in time. The blessings and good wishes of my family and friends have helped me to
make this research a success.

Kanika Sharma

4
 Index

Topic Page No.

Introduction To Project 6
Introduction To Company 10
Training Modules of Management Trainees 15

Review of literature 27
Research Methodology 29
Analysis And Interpretation 31
Limitation 43

5
Introduction

Every organization needs to have experienced and well-trained employees to perform the
activities. As Training is always an important and integral part in any of the organization.
Training is the process of increasing the knowledge, and skills for doing a particular job. If
organizations are to make the best of the training function in their response to and promotion of
change, the training function will need to be closely linked with business plans. This means that
a detailed training policy needs to be agreed and implemented from the top of the organization
and supported by management at all level. It is an organized procedure by which people learn
knowledge and skill for a definite purpose. The purpose of training is basically to bridge the gap
between job requirements and present competence of an employee. Training is aimed at
improving the behavior and performance of a person and also it is a never ending or continuous
process. Today, organizations have realized the importance of training as a tool to achieve their
strategic goals. It is not viewed by the organization as a longer but as an investment on one of its
most dynamic assets, namely, employees. Many organizations consider training as a strategic
employee retention tool. It helps the organization create a smarter force capable of meeting any
situation and challenges.

Success of any training programme largely depends upon proper identification of training needs.
Training needs are felt by the managers when they discover/perceive deviation between standard
performance and actual performance of its employees. It is not that only workers need training.
Simultaneously supervisors, managers and executives need to be trained and developed to grow
and acquire maturity of thought and action. Many organizations invest considerable resources in
training and development but never really examine how and where this can most effectively
promote organizational objectives and individual growth. The failure to analyze training needs
within the organization will lead to lesser of benefits and huge investment in the training
programme of the institute. Hence it would be pertinent to analyze training needs first and then
impart training accordingly.

Training is a long term investment in HR using the equation given below:

Performance = ability x motivation

6
Training can have an impact on both these factors. It can heighten the skills and abilities of the
employees and their motivation by increasing their sense of commitment and encouraging them
to develop and use new skills.

Definition

Organized activity aimed at imparting information and/or instructions to improve the recipient’s
performance or to help him or her attain a required level of knowledge or skill.
Businessdictionary.com

Programs that re more present day oriented, focuses on individual’s current jobs, enhancing
specific skills and abilities to immediately perform their job called training.
Decenzo & Robbins

What is an Evaluation?

Several definitions of evaluation have been offered, and the following are some of those most
commonly used:

An evaluation is the systematic and objective assessment of an ongoing or completed project,

program or policy, its design, implementation and results. The aim is to determine the relevance
and fulfillment of objectives, development efficiency, effectiveness, impact and sustainability.
Source: Glossary of Key Terms in Evaluation and Results Based Management

A program evaluation is the systematic collection of information about the activities,

characteristics, and outcomes of programs to make judgments about the program, improve
program effectiveness, and/or inform decisions about future programming.
Source: Patton, M.Q. (1997). Utilization-focused Evaluation: The New Century Text (3rd
ed.). Thousand Oaks, CA: Sage.

7
Training Management Cycle

A training management cycle can be divided into three major steps:

Step 1: Planning;
Step 2: Implementation; and
Step 3: Evaluation.
The evaluation is the final step of the training management cycle. The results of the training
evaluation are reflected in the next phase of training planning to improve future training
programs as shown by the arrow in the figure.

Five Steps of Training Evaluation

The processes of training evaluation can be divided into five steps: identify purposes of
evaluation; select evaluation methods; design evaluation tools, collect data; and analyze and
report results.

8
Step 1: Identify the Purposes of Evaluation
 Before developing evaluation systems, the purposes of evaluation must be determined.
 Why do we want to evaluate training programs?

Step 2: Select Evaluation Method

 Kirkpatrick’s four levels of evaluating training programs
 Reaction, learning, behavior, and result

Step 3: Design Evaluation Tools

 Questionnaire
 Pre/Post Test
 Impact Survey

Step 4: Collect Data

 Who, when, how to collect data?

Step 5: Analyze and Report Results

 Evaluation data analysis
 Reporting

9
Introduction about the company

Tata group profile

Founded by Jamsetji Tata in 1868, the Tata group is a global enterprise, headquartered in India,
comprising over 100 independent operating companies. The group operates in more than 100
countries across six continents, with a mission 'To improve the quality of life of the communities
we serve globally, through long-term stakeholder value creation based on Leadership with Trust'.

Tata Sons is the principal investment holding company and promoter of Tata companies. Sixty-
six percent of the equity share capital of Tata Sons is held by philanthropic trusts, which support
education, health, livelihood generation and art and culture. In 2014-15, the revenue of Tata
companies, taken together, was $108.78 billion. These companies collectively employ over
600,000 people.

Each Tata company or enterprise operates independently under the guidance and supervision of
its own board of directors and shareholders. There are 29 publicly-listed Tata enterprises with a
combined market capitalisation of about $116.41 billion (as on March 31, 2016). Tata companies
with significant scale include Tata Steel, Tata Motors, Tata Consultancy Services, Tata Power,
Tata Chemicals, Tata Global Beverages, Tata Teleservices, Titan, Tata Communications and
Indian Hotels.

Many Tata companies have achieved global leadership in their businesses. For instance, Tata
Communications is #1 international wholesale voice provider and Tata Motors is among the top
ten commercial vehicle manufacturers in the world. Tata Steel is among the top fifteen best
steelmakers and TCS is the second largest IT services company in the world by market cap and
profit. Tata Global Beverages is the second-largest tea company in the world and Tata Chemicals
is the world’s second-largest manufacturer of soda ash. Employing a diverse workforce in their
operations, Tata companies have made significant local investments in different geographies.

In tandem with the increasing international footprint of Tata companies, the Tata brand is also
gaining international recognition. Tata companies bring to their customers worldwide a whole
host of reputed brands which touch their lives every day. Brand Finance, a UK-based
consultancy firm, has valued Tata’s multi-brand portfolio at over $23 billion in 2015.

10
With its pioneering and entrepreneurial spirit, the Tata group has spawned several industries of
national importance in India: steel, hydro-power, hospitality and airlines. The same spirit,
coupled with innovativeness, has been displayed by entities such as TCS, India’s first software
company, and Tata Motors, which made India’s first indigenously developed car, the Tata Indica
and the smart city car, the Tata Nano. Pursuit of excellence has similarly been manifested in
recent innovations like the SilentTrack technology developed by Tata Steel Europe and the next-
generation Terrain Response, including infrared laser scanning to predict terrain, and Wade Aid
to predict water depth, by Jaguar Land Rover.

The Tata trusts, majority shareholders of Tata Sons, have endowed institutions for science and
technology, medical research, social studies and the performing arts. The trusts also provide aid
and assistance to non-government organizations working in the areas of education, health care
and livelihoods. Tata companies themselves undertake a wide range of social welfare activities,
especially at the locations of their operations, as also deploy sustainable business practices.

Going forward, Tata companies are building multinational businesses that seek to differentiate
themselves through customer-centricity, innovation, entrepreneurship, trustworthiness and
values-driven business operations, while balancing the interests of diverse stakeholders including
shareholders, employees and civil society.

Values and purpose

Purpose
At the Tata group we are committed to improving the quality of life of the communities we
serve. We do this by striving for leadership and global competitiveness in the business sectors in
which we operate.

Our practice of returning to society what we earn evokes trust among consumers, employees,
shareholders and the community. We are committed to protecting this heritage of leadership with
trust through the manner in which we conduct our business.

Core values
Tata has always been values-driven. These values continue to direct the growth and business of
Tata companies. The five core Tata values underpinning the way we do business are:

11
 Integrity: We must conduct our business fairly, with honesty and transparency. Everything
we do must stand the test of public scrutiny.
 Understanding: We must be caring, show respect, compassion and humanity for our
colleagues and customers around the world, and always work for the benefit of the
communities we serve.
 Excellence: We must constantly strive to achieve the highest possible standards in our day-
to-day work and in the quality of the goods and services we provide.
 Unity: We must work cohesively with our colleagues across the group and with our
customers and partners around the world, building strong relationships based on tolerance,
understanding and mutual cooperation.
 Responsibility: We must continue to be responsible, sensitive to the countries, communities
and environments in which we work, always ensuring that what comes from the people goes
back to the people many times over.

Vision 2025
By 2025, 25% of the world’s population will experience the Tata commitment to improving the
quality of life of customers and communities. As a result, Tata will be amongst the 25 most
admired corporate and employer brands globally, with a market capitalisation comparable to the
25 most valuable companies in the world.

Mission
To improve the quality of life of the communities we serve globally through long-term
stakeholder value creation based on Leadership with Trust.

Tata Code of Conduct

This comprehensive document serves as the ethical road map for Tata employees and companies,
and provides the guidelines by which the group conducts its businesses.

12
Tata Teleservices

Tata Teleservices (TTL) spearheads the Tata group’s presence in the telecom sector.
Incorporated in 1996, TTL is the pioneer of the CDMA 1x technology platform in India. It has
embarked on a growth path since the acquisition of Hughes Tele.com (India) [renamed Tata
Teleservices (Maharashtra)] by the Tata group in 2002.

The company launched mobile operations in January 2005, under the brand name Tata Indicom
and today, enjoys a pan-India presence through existing operations in all of India’s 22 telecom
circles.

TTL is also the market leader in the fixed wireless telephony market. The company’s network
has been rated as the ‘Least congested’ in India for six consecutive quarters by the Telecom
Regulatory Authority of India through independent surveys.

Areas of business

TTL became the first Indian private telecom operator to launch 3G services in India under the
brand name Tata DOC3OMO, with its recent launch in all the nine telecom circles where it
bagged the 3G license. Through its association with NTT DOCOMO — one of the world’s
leading mobile operators — the company finds itself favorably positioned to leverage this first-
mover advantage. TTL's joint venture with NTT DOCOMO has also earned it a significant
presence in the GSM space. Tata DOCOMO has received a pan-India license to operate GSM
telecom services, and has been allotted spectrum in 18 telecom circles, in which it has rolled out
GSM services.

The TTL bouquet comprises four other brands as well — Virgin Mobile, Walky (for fixed
wireless phones), the Photon family (that provides a variety of options for wireless mobile
broadband access), and T24. Of these, T24 was formed of a strategic partnership with Future
Group to offer mobile telephony services on the GSM platform.

In December 2008, TTL announced a unique reverse equity swap strategic agreement between
its telecom tower subsidiary, Wireless TT Info-Services and Quippo Telecom Infrastructure. The
combined entity, later named Viom Networks, kicked off operations with 18,000 towers, thereby

13
becoming the largest independent entity in this space. Viom Networks now has a portfolio of
close to 45,000 towers and has the highest tenancy ratios in the industry.

Today, TTL, along with TTL (Maharashtra), serves over 84 million customers in more than
450,000 towns and villages across the country, with a bouquet of telephony services
encompassing mobile services, wireless desktop phones, public booth telephony, wireline
services and enterprise solutions.

Joint ventures, subsidiaries, associates

 Tata Teleservices (Maharashtra): formerly Hughes Tele.com (India)

 Virgin Mobile India: a brand franchise arrangement with the Virgin Mobile group
 Tata DOCOMO: joint venture with Tokyo-based NTT DOCOMO
 T24: strategic partnership with Future Group
 Viom: merger of telecom tower operations of TTL (Wireless TT Info-Services) and Quippo
Telecom Infrastructure

Location

The company is headquartered in Mumbai, India.

14
Training Modules of Management Trainees

In first to modules all the management trainees have to go through with all policies and the Tata
code of conduct and complete all the legal formalities like filing, signing the Tata code of
conduct, and gets there id cards and so on…. Other Formalities.

In the second module all the management trainees gets theoretical knowledge about the company
and there profile. Trainer makes them understand about all the basics things they have to know
before going to the actual job.

Module 4 – is about Consumer/Retail Learning Insights, which includes as below:

1. Consumer Contact - Reach out to 150 customers by each ET – 75 Customers / Week

(Minimum)

2. Retail Survey - 75 outlets by Each ET -35 outlets / Week (Minimum)

Expectation and Way of Working Module 4. This week’s working is also based on “Retail
Learning Insights”.
This Week – we were focused on “Understanding Customers “and coming week we will be
working on to “Understanding Retailers”
Expectations:

1. Understand counter share of top three operators at each outlet

2. Estimate Industry size of each Beat

3. Estimate recharge share of top three operators for each beat

4. Estimate gross add share of top three operators for each beat

5. Assess Service Feedback of TATA DOCOMO distribution

6. Observe and Capture POSM details of each operator

15
To Meet Above Expectation, Below listed Activities –are planned :

1. Meet Minimum 15 Retailers daily

2. Work on a different beat each day

3. capture feedback from each retailer in the prescribed format

Please find below the List of Activities on BEAT WORKING as per Module 5

Suggest you to work HARD & Capture complete knowledge in detail with examples, documents,
images and facts with figures. Also, Kindly Work Hard and keep concentrated on Meeting the
Expectations.

Activities:

1. All distributors to be covered

2. Full Beat coverage daily (First outlet to last outlet)

3. Work on a different beat each day

4. Participate in Gate Meeting -Daily

5. One day of beat working as a DSE to get a hands-on feel of EVD transfer, billing process,
collection, merchandising etc

Expectations:

1. Attend and observe daily Gate Meeting - content, time, planning and review process etc

2. Understanding composition of beat - Outlet types, KRO, Non KRO etc

3. Understand Sales Call Process - Set of activities performed by the DSE at retail

16
4. Understand and Analyse Beat Productivity - Route Compliance, Bill Cut, Gross adds,
DUAO etc

5. Analyse recharge and gross add share of the beats

6. Understand common market issues and observe Problem resolution process

Presentations/ Market Report:

Slide 1- Day wise list of activities carried out.

Slide 2-3 Summary of understanding/learning - Data to be Presented related to points under

expectations

Slide-4 TATA DOCOMO SWOT

Slide-5 Key observations

Slide-6 Recommendations

Please find below the Details of Field Working as per module -5.

Kindly plan accordingly – taking guidance from Prashant Sir.

Activities:

1. Visit at least 15 KROs

2. Spend at least 20-30 mins per KRO

3. Visit at least 30 Non-KROs

4. Work on a different beat each day

5. Visit one distributor each of top 2 competitors

17
Expectation:

1. Observe Visibility Initiatives(TATA DOCOMO &Competition) - POSM and other

merchandising aids

2. Understand and Analyse Retail Engagement initiatives (TATA DOCOMO &Competition)

3. Understand sales process Automation Initiative (TATA DOCOMO &Competition) - All

kind of reports thru SMS

4. Understand and analyse DSE Engaement Initiatives (TATA DOCOMO &Competition) -

Programs around DSE incentive

5. Observe and understand Market Activation Program (TATA DOCOMO &Competition) -

Canopy, Van, Promoter etc

6. Understand Distributor/Retailer margins and incentivization strategy of top 2 competitors

and compare with TATA DOCOMO strategy

Market Report
Slide 1 Day wise list of activities carried out.
Slide 2-3 Summary of understanding/learning - Data to be Presented related to points under
expectations
Slide-4 TATA DOCOMO SWOT
Slide-5 Key observations
Slide-6 Recommendations

Please find below the Details for Module 6 Working about Products.

Activities:

1. Meet 15 Retailers daily (3 KROs and Rest Non-KROs)

2. Work on a different beat each day

18
3. Follow the day wise product focus learning plan (format)

Expectations

1. Understanding of FRCs-TATA DOCOMO and Competition

2. Understanding of STVs, SIM Cost, Trade Margins, Top-up vouchers, MOPs and Net
landing cost.

3. Understanding of Net landing

4. Understanding of KRO & Activation Slab schemes-TATA DOCOMO & Competition

5. Understanding of Data packs (SS & LS) -TATA DOCOMO & Competition

Market Report

Slide 1 Day wise list of activities carried out.

Slide 2-3 Summary of understanding/learning - Data to be Presented related to points under

expectations

Slide-4 TATA DOCOMO SWOT

Slide-5 Key observations

Slide-6 Recommendations

Kindly Plan your Next Week Workings accordingly. Capture the details, in attached format only
– Sheet 2. Sheet 1 – Contains a List of Questions, try to understand all of them.

Please find below the working of Module 6 – for Front End Process.

Activities :

1. Understand the CAF Flow Process at Distributor-One Day

19
2. Four days of market visit - 10 outlets daily

Expectations:

1. Understanding of Below Processes - DOCOMO & Competition (Top 2)

a. Activation Process-TATA

b. CAF flow process

c. MNP Activation Process

d. SIM replacement process

e. Number Choice

f. EVD reversal

2. Understanding of EVD Recharge process to consumer-TATA DOCOMO & Competition

(Top 2) – With Screen Shots

3. Understanding of PRC Recharge process to consumer-TATA DOCOMO & Competition

(Top 2)

4. Understanding of CHR process -TATA DOCOMO

5. Understanding of Pull/Push SMS -TATA DOCOMO & Competition (Top 2)

Market Report:
Slide 1 Day wise list of activities carried out.
Slide 2-3 Summary of understanding/learning - Data to be Presented related to points under
expectations
Slide-4 TATA DOCOMO SWOT
Slide-5 Key observations
Slide-6 Recommendations

20
Please find below the field visit activities for Module 7.

Activities:

1. Meet TTL channel partners - 2 DSA, 2 Tele DSA, 2 PTR, 5 CAD/DST

2. Meet Competition channel partners - 2 each from Airtel, Voda, Idea/locally dominant
operator

3. Meet 10 active PTR outlets along with beat boys of PTR distributor

4. Visit 2 SME customers for farming & hunting each

5. Meet CSD head at circle to understand the CLCM process

Expectations:

1. Postpay Customer Profile

2. Factors Impacting Postpay sales

3. Competitors in data sales

4. 0-60 days life cycle, best practices, daily routine of a CSM

5. Reason for customer churn, Comparison between competition and Tata DOCOMO Infra,
Postpay ROI

6. Daily routine of a CSM

Market Repost:

1. Partner Infra, AON and Productivity Chart11

2. TOT Comparison of TTL and Competition Partners

21
3. Listing of Best Selling Plans in Voice & Data for all operators

4. Scope of alternate and non – conventional channels for Sales Generation

5. Churn behavior of TTSL and competition

Kindly keep the expectations in mind, while working this week, certification will be based on
these parameters.

Please find attached the list of activities working as per module 7.

Activities:

1. Spend 2 days at two different stores (one day each), Spend one day to check out
competition stores within 500 mts. Radius.

2. Observe store operations, walk-in management, go through the mystery audit report, store
upkeep checklist, visual merchandising, systems and processes.

3. Join the morning meetings, observe the sales performance tracker, and join planning and
review meetings at the store.

4. Check previous month’s trends of sales rejects and steps to reduce the same.

Expectations:

1. Understand the ways of a working of an SM/ ASM and a GSM. Observe, how does an SM
drive store operations (ASM and GSM drive multiple stores). Capture key observations.

2. Capture key competition stores and respective strengths and weaknesses on location, walk-
in, products and store upkeep.

3. Capture key elements of store operations and store upkeep.

4. Understand the store operations, sales planning and review activities

22
5. Understand the importance of making good sales and its impact. Comprehend the ways
and means to improve sales rejects pre and post the sale

Module 8 – Backend Processes (For Prepay and Postpay both)

Activities

1. Prepay and Postpay

a. MIS & Trackers -Spend the day with circle MIS resource

b. Market planning- spend the day with Circle market planning resource

2. Prepay and Postpay Partners

-Distributor Point-Visit 2 Distributors points

-Banking Procedures- Spend the day at one Distributor point

3. CAF agency & Warehouse- Visit the CAF Agency and Warehouse

4. Circle Finance functioning & Marcom- Spend half day each with Finance & marcom
circle resource

5. Pulse Training-spend half day at circle office with circle MIS and half day at distributor
point with backend resource

6. Mobitrack system for Postpay

Expectations:

1. MIS & Trackers -Understand various Dashboards and data points

2. Market planning- Understand Business Kpis and Its Implications on day to day business
(Target Setting Logics,Distribution Norms, BTS productivity analysis etc)

23
3. Distributor Point-Understand Distributor territory, Ways of working & backend Systems-
No of BTSs, DSEs/Runner,Beats, Billing Cycle and Order placement Process ,Stock issue to
DSEs, DSE account reconciliation ,CAF Flow Process, DSE Review process (TGT V/s Ach)

4. Banking Procedures- Understand basic banking procedure ( Money Transfer, Capital

invested ( Cash/Credit Ratio),ROI,Credit limit in the bank,Cash flow etc

Module 10 -Job Shadow – RSO Rural

Dear All,

Please find below the Module 10 – Activities & Expectations details.

Kindly go thru and get back to me in case of any clarity required.

Activities:

1. Work with designated CSM/RSO for 4 days

2. Work in a different market each day

3. Cover all distributor territories of the RSO

4. Attend/Conduct Gate Meeting everyday

Expectations:

1. Understand the territory Industry size, number of BTS and covered population-

a. Recharge revenue
b. gross adds
c. Tol/Aol
d. DUAO
e. EVD +PRC
24
f. CSM extraction plan

2. Understand the number of BTS and covered population

3. Understand the PJP (Prospective Journey Plan) of an RSO (Rural Sales Officer)

4. Understand the RSO execution plan for for critical KPIs (Gross adds, EVD, +PRC,
DUAO, TOL/ Aol etc.

5. Distribution Models (Hub & Spoke, SE, Micro Distributor etc) with Escalation Matrix

6. Understand the Distributor/DSE Review Process and handholding process

7. Deployment of Activation schemes at retail (KROs and Others Separately)

8. Understand various retail engagement programs at KROs of top 2 Competitors

Certification Presentation is happening on 18th Sep,2015 at Mohali office.

Please find below the List of Activities and Expectations from Module 11

Kindly get in touch with Prashant ji and get the immediately and get mapped with respective
locations stores/SM/GSM. We need to do it Immediately because Friday is a holiday and
Monday onwards – we need to work with Retail Business.

Activities –

1. Work with an SM, GSM and ASM for three days (one day each)

2. Work in different store each day.

3. Join the SM in all activities starting with

25
4. Attend Morning Meeting everyday

Expectations –

1. Understand the ways of a working of an SM/ ASM and a GSM.

2. Observe:

a. how does an SM drive store operations (ASM and GSM drive multiple
stores).

b. Capture key observations.

3. Capture key competition stores and respective strengths and weaknesses on location, walk-
in, products and store upkeep.

4. Capture key elements of store operations and store upkeep.

5. Understand team management at the Store– Planning and reviewing,

6. Understand the key elements of store performance and an SAs role in driving the same.

7. Observe and understand customer service and sales process at the store.

In case of ay clarity required in terms of having UNDERSTANDING on Expectations Shared,

Feel Free to get in touch with me over the phone OR Share in our Whats App Group.

26
 Review of literature

Training evaluation is often defined as the systematic process of collecting data to determine if
training is effective (Goldstein & Ford, 2002; Noe, 2002). According to Brown G. Kenneth &
Gerhardt W. Megan (2002), evaluation should include procedures that ensure alignment of a
training activity with the organizations strategy. Being aware of the learning process and how it
affects employee's behaviour is critical and of paramount importance as a lot of organizations
spend significant amounts of money to train their employees. Weaknesses that can be seen in
many executive management systems is due to the fact that Managers and supervisors are not
considerate enough to train staff and eventually do not get appropriate feedbacks (Stewart et al,
2003). Earlier studies Brameley and Kitson (1994) pointed out that firms and institutions use
different levels of analysis to evaluate training effectiveness. American Society for Training and
Development(ASTD) in assessing the nationwide prevalence of the importance of measurement
and evaluation to the Human Resources Department (HRD) executives by surveying a panel of
300 HRD executives from a variety of types of U.S. organizations. Survey results indicated the
majority (81%) of HRD executives attached some level of importance to evaluate and over half
(67%) used Kirkpatrick Model. Sinha (1974) has observed during his research analysis on
attitudinal changes after the training programme that the training can show visible and effective
results and depending on the nature of the training, participants could be helped to improve upon
existing qualities and develop new skills. Those who received the training increased their sales
by an average of 7 % during the ensuing six month period, while their counterparts in the control
group showed a 3 % decrease in average sales. Krishna et al. (1983) observed following
dysfunctional perceptions about the training programmes among the trainees: training
programmes are paid holidays, nomination to training programme is a reward, to be nominated
for the training programme one must be idle or influential etc. According to Bramley (1994),
measuring the effectiveness of a training programme at the reaction level and or the levels of
skills learned or knowledge gained are the most common approaches. Performing the duties
properly cannot be achieved, unless they enjoy a set of capabilities which can be obtained by
learning and training (Prakash, et al, 2010). Assessing the effectiveness of training means to
determine to what extent the undertaken training has led to acquire the required practical skills.
Organizations spend an immense amount of time and money on training in order to facilitate

27
employee's learning of job-related competencies (Casio, 2000; Noe 2006). As a result of the
financial investment organizations make in training, it is important to provide evidence that
training efforts are being fully realized (Casio, 2000; Dowling & Welch, 2005). According to
Leach P. Mark & Liu H. Annie, 2003, to evaluate training investments critically, organizations
need to know how reactions, knowledge acquisition, and behaviour change impact outcomes.

Similarly, organizations need to know the value of measuring training at multiple stages. The
model is used to evaluate the effectiveness of training period, introducing four levels or four
requirements as follows:

The Four Levels of Evaluation, referred to as the Kirkpatrick Evaluation Model, to define the
four levels of training evaluation. The four levels of evaluation are:
(1) Reactions to the training: the reaction of the employees and their thoughts about the training
experience;

(2) Learning measures: the employees resulting learning and increase in knowledge from the
training experience;

(3) Behavior measures : the employees behavioral change and improvement after applying the
skills on the job; and

(4) Results : Organization

28
 RESEARCH METHODOLOGY

The foundation for the study was set up by Questionnaire based sample analysis. Sample of the
research focused upon the management trainee of the organization because so that we get to know
the understanding of training program is effective for the trainees. A well framed set of questions
was created in order to identify the objectives of the study. The whole idea focused upon studying
the Evaluation of Training Program in Tata Teleservices. Since research is a process which is used
to gather knowledge about a particular topic, this study focused upon – Quantitative analysis which
measures the impact of training on the working and groth of trainees and Qualitative analysis
which can be used when there is a need to analyze the relationship between the variables. However,
often collections of statistics and number crunching are not the answer to understanding meanings,
beliefs and experience, which 3are better understood through qualitative data. Data analysis was
done with help of analysis packages called Microsoft EXCEL.

OBJECTIVES OF THE STUDY

- To understand the prevailing trends of training and development at Tata Teleservices.
- This project is an attempt to study, training need identification and evaluation of training
programme at Tata Teleservises.
- To suggest ways to improve training.

TYPE OF RESEARCH Descriptive Research

SAMPLE UNIT Management Trainees at different location of Tata Teleservices

office

SAMPLE SIZE 80

TYPE OF QUESTION Scale (Strongly Agree to Strongly Disagree)

TYPE OF QUESTIONNAIRE Structured Disguised

TOOLS USED FOR DATA COLLECTION

29
· Primary data collected through questionnaires and informal interviews.

· Secondary data collected through magazines, journals, websites, and other corporate
publications.

PROCEDURE FOR DATA COLLECTION.

· Communication, asking questions and receiving a response in person

· Visiting the various organizations, libraries, internet and also preparation of the questionnaire
with the help of the project guide.

STATISTICAL TOOLS USED

Pie Charts

Measurement scale: The questionnaire consisted of a series of statements, where the employee
respondents needed to provide answers in the form of agreement or disagreement to express their
attitude towards the training programme. A scale was used so that the respondent could select a
numerical score ranging from strongly Agree to Strongly Disagree for each statement to indicate
the degree of agreement or otherwise. Where Strongly agree‟, „agree‟, „neither agree‟ nor
disagree (Neutral)‟, „Disagree‟, and „Strongly disagree‟ respectively.
The present study aimed at evaluating the effectiveness of Continuous quality improvement
training programs in the Multinational company context and its findings can be applied in the
training evaluation criteria of the multinational company. This study used to examine and
describe the effectiveness of training courses, it can be classified into descriptive research
category. The population of the study included learners in multinational company in Continuous
quality training dealing with program during the year 2014. 80 trainees (N = 80) therefore
formed the general population of the study.

30
 ANALYSIS AND INTERPRETATION

We now try to analyze and interpret the data to reach a conclusion. We begin with the analysis of
the data collected from the T&D staff. In this section we analysis that the employees are satisfied
or not with this training and are getting any help by this training in their work or not. Its shows
us the quantitative part of the qualitative outcomes.

METHODS USED FOR TRAINING NEEDS ANALYSIS

· The training needs analysis is done generally by discussion with superiors and departmental
heads.
· However, the participants themselves also play a vital role in identifying their own training
needs.
· Also, performance appraisal sessions and customer feedback are two important ways through
which training needs can be analyzed.

Areas in which training is imparted

Tata provides training to all areas mentioned, however, the training imparted to the employees
depends on the level of organizations.

Frequency of training programme

Training programs are conducted throughout the year. The duration depends on the type of the
training. Training for computer basics are for 3-5days, and for executive trainees are for 1 year.

Changing trends in T&D today

Focus on right attitude and overall development of the employee.
Focus on sophistication of technologies
Trainer-trainee cooperation
Elements for making training programme successful

Clear objectives, good faculty, right training method, physical arrangements, duration of training
programme, contents of TP, and rewards/incentives after TP.

31
The objectives of the Training are clearly defined. (80 responses)

Strongly Agree 20
Agree 56

Neutral 0
Disagree 4

Strongly Disagree 0

32
Participation And Interaction were Encouraged (80 responses)

Strongly Agree 24

Agree 24
Neutral 24

Disagree 8
Strongly Disagree 0

33
The topics covered were relevant. (80 responses)

Strongly Agree 16
Agree 60

Neutral 0
Disagree 4

Strongly Disagree 0

34
The Content was organized and easily followed (80 responses)

Strongly Agree 20
Agree 40

Neutral 12
Disagree 8

Strongly Disagree 0

35
The materials distributed were helpful. (80 responses)

Strongly Agree 20

Agree 44
Neutral 12

Disagree 4
Strongly Disagree 0

36
This training experience will be useful in my work. (80 responses)

Strongly Agree 16

Agree 48
Neutral 12

Disagree 4
Strongly Disagree 0

37
The trainer was knowledgeable about the training topics. (80 responses)

Strongly Agree 12

Agree 48
Neutral 20

Disagree 0
Strongly Disagree 0

38
The trainer was well prepared (80 responses)

Strongly Agree 16

Agree 44
Neutral 20

Disagree 0
Strongly Disagree 0

39
The training objectives were met. (80 responses)

Strongly Agree 12

Agree 44
Neutral 12

Disagree 12
Strongly Disagree 0

40
The time allotted for the training was sufficient. (80 responses)

Strongly Agree 20
Agree 40

Neutral 16
Disagree 4

Strongly Disagree 0

41
The meeting room and facilities were adequate and comfortable. (80 responses)

Strongly Agree 0
Agree 44
Neutral 8
Disagree 16
Strongly Disagree 12

42
 LIMITATIONS

· Between the sender and the receiver, due to differing perceptions, communication errors in the
form of miscomprehension, selective perception etc. creeps in. In this case too, these were
unavoidable, and thus might have added to slight inaccuracy in my results.

· The other major limitation was of time and non availability of the concerned persons at times.

· The respondents would not have divulged all the information needed because of some of its
company policies.

43
 Bibliography

 International Journal of Marketing, Financial Services & Management

Research____________________ ISSN 2277- 3622 Vol.2, No. 9, September (2013)
Online available at www.indianresearchjournals.com
 Project on Improvement of Local Administration in Cambodia (PILAC) Ministry of
Interior and Japan International Cooperation Agency Manual on Training Evaluation
European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-
2839 (Online) Vol.5, No.4, 2013
 International Journal of Enhanced Research in Management & Computer Applications
ISSN: 2319-7471, Vol. 4 Issue 8, August-2015
 Proceedings of the Second International Conference on Global Business, Economics,
Finance and Social Sciences (GB14 Conference) Chennai, India, 11-13 July 2014 Paper
ID_C432
 Businessdictionary.com
 Decenzo & Robbins
 Source: Glossary of Key Terms in Evaluation and Results Based Management
 Source: Patton, M.Q. (1997). Utilization-focused Evaluation: The New Century Text (3rd
ed.). Thousand Oaks, CA: Sage

44