Name- Anju Agrawal, Roll No-72/23878, Paper-III -Manpower Planning and Training

Response sheet-2

Name- Anju Agrawal,

Roll No-72/23878,
Paper-III -Manpower Planning and Training
Response sheet-2

Name- Anju Agrawal, Roll No-72/23878, Paper-III -Manpower Planning and Training
Response sheet-2

Response Sheet-2

Question-2. How will you evaluate the effectiveness of

training programs? If there are short comings in training,
what steps will you take to overcome these?
Answer-If you deliver training for your team or your organization,
then you probably know how important it is to measure its
effectiveness. After all, you don't want to spend time or money on
training that doesn't provide a good return.
This is where Kirkpatrick's Four-Level Training Evaluation Model
can help you objectively analyze the effectiveness and impact of
your training, so that you can improve it in the future.
In this article, we'll look at each of the Kirkpatrick four levels, and
we'll examine how you can apply the model to evaluate training.
We'll also look at some of the situations where the model may not
be useful.
The Four Levels
Donald Kirkpatrick, Professor Emeritus at the University of
Wisconsin and past president of the American Society for Training
and Development (ASTD), first published his Four-Level Training
Evaluation Model in 1959, in the US Training and Development
Journal.
The model was then updated in 1975, and again in 1994, when he
published his best-known work, "Evaluating Training Programs."
The four levels are:
1.

Reaction.

Name- Anju Agrawal, Roll No-72/23878, Paper-III -Manpower Planning and Training
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2.
3.
4.

Learning.
Behavior.
Results.

Let's look at each level in greater detail.

Level 1: Reaction
This level measures how your trainees (the people being trained),
reacted to the training. Obviously, you want them to feel that the
training was a valuable experience, and you want them to feel
good about the instructor, the topic, the material, its
presentation, and the venue.
Level 2: Learning
At level 2, you measure what your trainees have learned. How
much has their knowledge increased as a result of the training?
When you planned the training session, you hopefully started with
a list of specific learning objectives: these should be the starting
point for your measurement. Keep in mind that you can measure
learning in different ways depending on these objectives, and
depending on whether you're interested in changes to knowledge,
skills, or attitude.
Level 3: Behavior
At this level, you evaluate how far your trainees have changed
their behavior, based on the training they received. Specifically,
this looks at how trainees apply the information.
Level 4: Results
At this level, you analyze the final results of your training. This
includes outcomes that you or your organization have determined

Name- Anju Agrawal, Roll No-72/23878, Paper-III -Manpower Planning and Training
Response sheet-2

to be good for business, good for the employees, or good for the
bottom line.

If there are short comings in training, what steps will you

take to overcome these?

Training does indeed constrict, reduce variance, diminish freedom

and limit autonomy. Participants in training workshops often sense
this more than the consultant does. Many times trainees will
verbalize their discomfort at having to respond in such a limited
way. The effective trainer will not merely reflect what they have
said, but will try to get inside the trainee's frame of reference and
sense how lacking in spontaneity it is for that person to give
patterned responses. Many trainees sense that there is something
wrong with it at least as a final outcome. Effective training,
however, concentrates on behaviors. (And because changing
behaviors often stimulates feelings, training can elicit a greater
emotional response than the typical classroom educational
experience.) Though training is segmentaldealing with only one
small aspect of a person's lifeit often engages the whole person.
The mind, emotions and will are all involved.

Question- 4. Explain the sub-systems of Human Resource

Development.
Answer-

Name- Anju Agrawal, Roll No-72/23878, Paper-III -Manpower Planning and Training
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With reference to sub-system of HRD, many thinkers and

professionals have given divergent views and designed the
mechanisms of HRD in different ways.
A well designed HRD programme should have the following subsystems:
Performance Appraisal: Performance appraisal is the process
of determining how well a worker is performing his job. It
provides a mechanism for identification of qualities and
deficiencies observed in an employee in relation to his job
performance. The object of appraisal is to determine the
present state of efficiency of a worker in order to establish the
actual need for training.
Feedback Counseling: Feedback of performance data can be
used to monitor individual development and for identifying
training needs.
Training: Training is a process that involves the acquisition of
skills, concepts and attitudes in order to increase the
effectiveness of employees in doing particular jobs.
Role Analysis: Role analysis is a participatory process which
aims at defining the work content of a role in relation to all
those with whom the role occupant has significant interaction
in the performance of his job
Career Planning: It is the planning of ones career and
implementation of career plans by means of education,
training, job search and acquisition of work experiences.
Job Rotation: The work-task should be rotated among the
employees so as to broaden their field of specialization as well
as their knowledge about the organizations operation as a
whole, one should be rotated once a year among the various
employees depending upon their qualifications and suitability
to perform new works.
Reward system: Rewarding employees performance over
and above their normal wages and salaries is considered to be

Name- Anju Agrawal, Roll No-72/23878, Paper-III -Manpower Planning and Training
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an important task of the HRD. To check frustration is rewarding

the efficient workers for their work which may be known as
incentive
Organization Development: Organization development is an
organization-wide, planned efforts managed from the top,
placing emphasis on making appropriate intervention in the
ongoing activities of the organization
Quality of Working Life: The condition under which the
workers work and live, assume the form of another important
factor contributing to workers satisfaction or otherwise and
consequently the job satisfaction. In order of priorities, it comes
next to the earning of a worker in the Indian context
Human Resource Planning: It is the process aimed at
ensuring that the organization will have adequate number of
qualified persons, available at proper time, performing jobs
which would meet the needs of the organization and also
provide satisfaction for the individuals involved.
Recruitment, Selection and Placement: Recruitment is
generation of applications for specific positions of ascertaining
the qualification, experience, skills, knowledge, etc. of
applicants with a view to appraising their stability for a job.
Placement is the process of assigning the selected candidate
with the most suitable job. It underlines the need for placing
right men at the right job so that the best results could be
obtained.

Name- Anju Agrawal, Roll No-72/23878, Paper-III -Manpower Planning and Training
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