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EXECUTIVE SUMMARY
The project was undertaken to analyze the concept of, Training method effectiveness in meeting the KSA objectives of an organisation and to adopt the best practices of the industry to serve the customer.
To accomplish the above, around 42 employees of Keane, a Global business and IT Consulting firm, in Greater Noida were surveyed and interviewed. The core purpose of the survey was to find out employee perspective towards the training (mainly induction) that are given to them.
An interview based on a questionnaire to know what does the employee feels in general towards its own organization and the training methods used. The idea behind the study is to adopt the best practices and to eliminate the pitfalls of the system. The project is an approach is how to give feedback on training method effectiveness in meeting the objectives of the organization.
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CONTENT
ACKNOWLEDGEMENT.......................2 PREFACE.3 EXECUTIVE SUMMARY..4 COMPANY PROFILE6-9 STATEMENT OF PROBLEM AND ITS IMPORTANCE.10-12 RESEARCH OBJECTIVE..13 RESEARCH METHODOLOGY13 FINDING AND ANALYSIS 14-18 RECOMMENDATION..15-25 CONCLUSION 26 BIBLIOGRAPHY 27 CASE-STUDY..28
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COMPANY PROFILE
Keane is a global services firm that specializes in enabling transformation of its clients business and IT functions. The transformation partner of choice for clients across a broad array of industries, Keane is unique in its passion for building satisfying and enduring relationships with clients. Keanes solutions which comprise consulting, technology, and outsourcing services are customized to address clients industry-specific challenges and drive improvements in business performance.
Our promise: to enable swift, dramatic transformation of your critical business and IT functions.
Our approach: we combine deep industry, business process, and technical expertise with disciplined program management and an integrated team of global and local professionals to craft custom solutions that meet each clients specific business requirements.
Your results: we make your organization more efficient, more effective, and more valuable to your customers now and for the long term.
Recently acquired by Caritor, an IT services industry pioneer, Keane now offers services that span consulting, technology, and outsourcing backed by greater technical depth, industry expertise, and geographic reach. Based in San Ramon, CA, Keane operates in 10 countries and employs more than 14,000 professionals. From application and business process outsourcing services to industry-specific solutions that merge consulting insights with technology innovation, everything Keane does is tailored to meet your unique and specific business needs. Hear what our clients have to say about working with Keane.
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Guiding Principles Keane is a company grounded in integrity, focused on clients, and driven by results. We embody the best of what we were 42 years ago, who we are today, and where we will be 42 years from now. KeanesVision Build a globally respected and enduring business consulting and information technology institution that partners with clients to enable them to transform their businesses so that they get closer to realizing their vision and become a leader in their industry. Keanes Mission Help customers improve their company performance by providing world-class solutions via business and IT capabilities that leverage our globally integrated team of thought-provoking, passionate professionals. Keanes Core Values Customer Partnership: We approach every client with a view to build a professionally enduring relationship
Integrity & Accountability: We have the intellectual honesty to refuse opportunities that we cannot fulfill to the satisfaction of our clients, but once we commit we stand accountable
Result Orientation: We leverage technology and embrace innovation with a single-minded focus of delivering leadership results for our clients Flexibility: We adapt our services and solutions to enable us to exceed our clients expectations
Care for the Individual: We value the cultural diversity of our employees, treat every individual with respect, and encourage all to realize their fullest potential
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Leadership Council
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Capital
Industries served:
Insurance Public Sector Healthcare Telecommunications Life Sciences Retail Energy & Utilities Transportation Manufacturing Hospitality Financial Services
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As jobs have become more complex, the importance of employee training has increased. When jobs were simple, easy to learn, and influenced to only a small degree by technological changes, there was little need for employees to upgrade or alter their skills. But the rapid changes taking place during the last quarter century in our highly sophisticated and complex society have created increase pressures for organizations to readopt the products and services produced, the manner in which products and services are produced and offered, the types of jobs required, and the types of skills necessary to complete these jobs.
Evaluating training effectiveness: It is not enough to merely assume that any training in an organization offers is effective. We need to develop substantiate data to determine whether our training effort is achieving its goals; that is if it is correcting the deficiencies in the skills, knowledge or attitudes that were assessed as needing attention. It is often easy to generate a new training program, but if all training effort is not evaluated, it becomes possible to rationalize any employee training efforts. To avoid the uncontrolled expansion of training costs, management must insist on a thorough cost benefit evaluation to ensure that the training dollars generate satisfactory returns. Here are the three approaches, each of which offers improvement over subjective opinions.
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Test-retest method: Participants are given a test before they begin the program. After the program is completed, the participants retake the test. The difficulty arises in attempting to substantiate those changes in the test scores will be reflected in performance and that whatever changes has occurred can be fully attributed to instructions. Pre-post performance method: The utilization of tests as proxies for job performance creates the opportunities for error. The pre-post performance method is designed to correct this error. In this method each participant is evaluated prior to the training and rated to the actual job performance. After instruction is completed participants are re-evaluated. This directly deals with job behavior. Experimental control group method: Two groups are established-comparable as to skills, intelligence and learning abilities-and evaluated on actual job performance. Members of the control group work on the job but do not undergo instruction. The experimental group is given the instruction. At the conclusion of the training the two groups are re-evaluated. If the training is really effective, the experimental groups performance will have improved, and its performance will be substantially better than that of the control group. This approach attempts to correct for factors other than the instruction program that influence job performance.
Summary
From the three methods mentioned, the experimental control group method is preferred. But costs, time and questions about the ethical activity is withholding training from some employees may make this method inappropriate. With in the evaluation we should assess four areas: Trainee reaction Learning Behavior Results
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The trainees reaction includes the subjective assessment. If the objective of the program is consistent with the expectation of the participants. If the trainees perceive that the training program was ineffective, this should immediately raise a red flag about the program. An excellent reaction in the participants may indicate that the session had an entertainment value and therefore and excellent rating is not an accurate evaluation.
To conduct the analysis we need to generate three measures; cost, change, and impact. The costs are those monetary outlays for providing the training. The change factor looks at the difference between what one knew after the training as compared with before the training. The last factor impact, tries to show what change was solely attributed to the training program. It measures after the training results.
Thus it is impossible to claim that the training, in and of itself, is effective unless it is evaluated. If those responsible for training are convinced that every training program being offered is good, it is a reasonable bet that little evaluation is taking place, and it is very much possible that the actual training could be improved.
I have tried to reach the different parameters needed to strive upon to make the training program more effective. The project thus gives the idea by touching on the different titles which will help practically in making the organization success in its training programs.
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RESEARCH OBJECTIVE
The objectives of the project can be broadly classified as
1. Collecting information about the training methods used in an organization. 2. Determining and evaluating the effectiveness of the training methods in meeting the KSA objectives.
RESEARCH METHODOLOGY
Primary and Secondary. Survey method Questionnaires The sample unit was the employees of Keane Consultancy. The sample size was 42 employees. The sampling procedure was Stratified Random Sampling.
10
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Sample
100
120
20
40
60
80
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Not at all Total
Statements
11
1) tra Exte in nt 2) in to g Ex pr wh te og ic nt ra h to m ob of w ac jec 3) tra hic hi tiv Ex in h p ev e in e te g rs Pe ed. s of nt be o r (Q to en na cen 1 yo ac l ob tag ) u wi hi je e to ll ev ct i at re te co Pe ed. ves an 4) nd m rc (Q d E th me en 2) un xt e n ta de en tra d ge rs t t o in oth ta w nd h Pe ing. ers 5) in ich rc (Q g en 5 a. Pos of yo ta ) Li t t jo ur ge ne ra b ap en p m inin re ha c an g n ia ag , e b. er xte P ced tio Co he nt erc . (Q n lle lp to en 3 ag e d w ta ) ue h g s yo to im ich e he yo ur p lp 6) Ac lem ur ed O to P tion en ve im e - t ra Ac pl rce pla ll r tio em nta n at in n en ge g pl t of a y tra Pe n. ( our in rc Q 1 in en 1 g 7) ta ) pr ge Le og ng ra th Pe m. 8) of rc (Q 9) Pa th en 4) e Lo cin ta pr gi ge g og ca of r lly th P a m se e e .( 10 pr rc Q qu )H og en 6) en ra t a as ce Pe m. ge lin po of rc (Q e stth en 8 m tra e ta ) an in pr ge ag in og er g d ra be eb Pe m. en rie rc (Q ar fin ent 7) ra g m ag ng e e e e Pe d? ( ting rc Q1 en 0 ta ) ge
Statement
1) Extent to which objectives of training program achieved. (Q1) Percentage 2) Extent to which personal objectives of training been achieved. (Q2) Percentage 3) Extent to you will recommend others to attend the training. (Q5) Percentage
Not at all 1 0 0
Total
42 100
7 16.67
11 26.19
18 42.86 7.14
2 4.76
1 2.38
42 100
17 40.48 A Lot
10 23.81
8 19.05
6 14.29
0 0
42 100
4) Extent to which your appreciation and understanding of job enhanced. (Q3) Percentage 5) Post training, extent to which your a. Line manager helped to implement your Action-plan Percentage b. Colleagues helped to implement your Action plan. (Q11) Percentage
6 15 35.71
5 13 30.95
4 9 21.43
3 3 7.14
2 1 2.38
1 1 2.38 42 100
6 14.29
9 21.43
16 38.1 9.52
4 9.52
3 7.14
42 100
3 7.14 Excellent
19 45.24
11 26.19
7 16.67
2 4.76 Poor
0 0
42 100
3 7.14
0 0
0 0
32 100
7) Length of the program. (Q6) Percentage 8) Pacing of the program. (Q8) Percentage
15
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Percentage 10) Has post-training debriefing meeting line manager been arranged? (Q10) Percentage
30.95
35.71 No 15 35.71
11.90
4.76
100
42 100
5. Recommendation to others
Around 63% have Fully recommended others to attend the program.
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Only around 48% are of the opinion that the program was well sequenced, rest want more improvement.
Analysis of feedback on Training Program Content 9. Best things that respondents liked about the program are:
Informative content Friendly atmosphere Its practical exposure And few liked the Trainer also.
Things they didnt liked about the Content are: No alternate knowledge was provided Abrupt and hectic schedule Its long stretch Few didnt liked the trainer and the tests conducted
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12. Though the respondents came up with various Recommendations to improve the Training program, the most common ones are
Majority recommended for more of practical orientation. Certifications and proper appraisal should be given. There should be fun element and in tandem with latest market requirement. There should be more interaction between trainer and trainee. Lastly few suggested that the training should be informal and a bit elaborate.
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RECOMMENDATIONS
- for effective training: Selection procedure:
Every training program must address certain vital issues: Who are the trainees? Who are the trainers? What methods and techniques? What should be the level of training? What principles of learning? Where to conduct the program?
Training should be such that it breaks the mental barriers of employees so that they come out with their suggestions, complaints, and necessities. The organization can get the basic feedback which will ultimately help in increasing the productivity.
Ethics in T&D:
There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in marketing, finance and production functions in an organization. They are less seen and talked about in the personnel function. It is HR managers duty to enlighten all the employees in the organization about the need for ethical behavior.
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Attitudinal Changes:
Attitudes affect motivation, satisfaction and job commitment. Negative attitudes need to be converted into positive attitudes so it is the duty of the HR manager to take care of negative attitudes and converting into the positive one.
Some Important steps that has to be taken into consideration to make training effective.
1. Ensure that training contributes to competitive strategies of the firm. Different strategies need different HR skills for implementation. Let training help employees at all levels acquire the needed skills. 2. Ensure that a comprehensive and systematic approach to training exists, and training and re-training are done at all levels on a continuous and on-going basis. 3. Ensure that there is proper linkage among organizational, operational and individual training needs. 4. Create a system to evaluate the effectiveness of the training.
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Figure 1 - Kirkpatrick Model for Evaluating Effectiveness of Training Programs Level 4 Results What organizational benefits resulted from the training?
Level 3 Behavior
To what extent did participants change their behavior back in the workplace as a result of the training?
Level 2 Learning
To what extent did participants improve knowledge and skills and change attitudes as a result of the training?
Level 1 Reaction
An evaluation at each level answers whether a fundamental requirement of the training program was met. Its not that conducting an evaluation at one level is more important that another. All levels of evaluation are important. In fact, the Kirkpatrick model explains the usefulness of performing evaluations at each level. Each level provides a diagnostic checkpoint for problems at the succeeding level. So, if participants did not learn (Level 2), participant reactions gathered at Level 1 (Reaction) will reveal the barriers to 18
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learning. Now moving up to the next level, if participants did not use the skills once back in the workplace (Level 3), perhaps they did not learn the required skills in the first place (Level 2). The difficulty and cost of conducting an evaluation increases as you move up the levels. So, you will need to consider carefully what levels of evaluation you will conduct for which programs. You may decide to conduct Level 1 evaluations (Reaction) for all programs, Level 2 evaluations (Learning) for hard-skills programs only, Level 3 evaluations (Behavior) for strategic programs only and Level 4 evaluations (Results) for programs costing much. Above all else, before starting an evaluation, be crystal clear about your purpose in conducting the evaluation.
completed participant feedback questionnaire informal comments from participants focus group sessions with participants
Level 2 (Learning)
Level 3 (Behavior)
completed self-assessment questionnaire on-the-job observation reports from customers, peers and participants manager
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Level 4 (Results)
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1.1 Define the training framework 1.2 Define role of the training administrator 1.3 Manage the budgeting process 1.4 Manage the invitation process 1.5 Determine and select training venue 1.6 Manage travel and accommodation requirements 1.7 Determine and select Subject Matter Specialist 1.8 Manage technical and human resources 1.9 Review and evaluate the training logistics and support
2.1 Identify participants 2.2 Understand adult learning principles 2.3 Design needs assessments: strategies and tools 2.4 Conduct and analyze needs assessments 2.5 Develop learning objectives - workshop/session 2.6 Develop content outline 2.7 Identify appropriate training and facilitation techniques 2.8 Develop training programmes
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Training Content
3.1 Identify and assess existing materials 3.2 Adapt materials 3.3. Validate the training design 3.4 Finalize materials
Training Delivery
4.1 Apply adult learning principles 4.2 Identify differences between training and facilitation 4.3 Use appropriate training and facilitation techniques 4.4 Create positive learning environment 4.5 Co-facilitate with Subject Matter Specialists (Resource Persons) 4.6 Verify achievement of learning objectives
Training Evaluation
5.1 Summarize the process of evaluation 5.2 Select training and evaluation methods 5.3 Assess and summarize training experiences 5.4 Assess impact of training event 5.5 Report evaluation results 5.6 Apply outcomes of evaluation and review
Throughout the project we have discussed the need of training and development activities in the organization as well as the expected outcomes from such endeavors. In practice, however, it is not uncommon for individuals to be sent to or to attend training events as a reward for past good work. While recognizing that good work has its merits, it is our premise that sending employees to a training program as a reward rather than fulfill a training and development need undermines good training and development practices.
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CASE-STUDY
Keane, headquartered in San Ramon, CA, is a global business and IT consulting firm delivering world-class solutions to clients across a broad array of industries. In June
2007, Caritor acquired Keane, bringing together the strengths and values of two industry leaders: Caritor, a globally integrated IT solutions provider with a 15-year history, and Keane, a 42-year-old business and IT services leader. Partnering with clients in ten countries, Keane provides the results-driven orientation, fast and flexible global sourcing model, and disciplined program management required to ensure flawless delivery and success for our clients. It has its branch office in Noida SEZ, where in various trainings, mainly induction and IT related, are provided.
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