Professional Documents
Culture Documents
Indian Business Academy Greater Noida.: "Live Project - Effectiveness of Training Methods in Meeting Ksa Objectives"
Indian Business Academy Greater Noida.: "Live Project - Effectiveness of Training Methods in Meeting Ksa Objectives"
GREATER NOIDA.
IBA/FPG0709/122/HR/SN
ACKNOWLEDGEMENT
The key to the acknowledgement of such a different task lies in the hands
of the professor. Words are poor gratitude bearer but I give him this opportunity to
offer my sincere thanks to my professors, Dr. Shailendra Nigam Sir and Dr. Divya
Kirti Mam for their benevolent and expertise guidance without which this research
live project would not have seen the life of today. Also I thank the employees of
Keane, for giving their valuable feedback.
IBA/FPG0709/122/HR/SN 2
PREFACE
EXECUTIVE SUMMARY
IBA/FPG0709/122/HR/SN 3
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.
IBA/FPG0709/122/HR/SN 4
CONTENT
ACKNOWLEDGEMENT……………………….......................2
PREFACE……………………………………………………….3
EXECUTIVE SUMMARY……………………………………..4
COMPANY PROFILE…………………………………………6-9
RESEARCH OBJECTIVE……………………………………..13
RESEARCH METHODOLOGY………………………………13
RECOMMENDATION………………………………………..15-25
CONCLUSION………………………………………………… 26
BIBLIOGRAPHY……………………………………………… 27
CASE-STUDY…………………………………………………..28
IBA/FPG0709/122/HR/SN 5
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. Keane’s 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 client’s 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.
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.
IBA/FPG0709/122/HR/SN 6
Keane’sVision
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.
Keane’s 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.
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
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
IBA/FPG0709/122/HR/SN 7
Leadership Council
IBA/FPG0709/122/HR/SN 8
Industries served:
Insurance
Public Sector
Healthcare
Telecommunications
Life Sciences
Retail
Energy & Utilities
Transportation
Manufacturing
Hospitality
Financial Services
IBA/FPG0709/122/HR/SN 9
STATEMENT OF PROBLEM AND ITS IMPORTANCE
Every organization needs to have well-trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet this
requirement, training is not important. When this is not the case, it is necessary to raise the
skill levels and increase the versatility and adaptability of employees.
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.
• 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.
IBA/FPG0709/122/HR/SN 10
• 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.
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
The trainee’s 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.
IBA/FPG0709/122/HR/SN 11
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.
IBA/FPG0709/122/HR/SN 12
RESEARCH OBJECTIVE
RESEARCH METHODOLOGY
IBA/FPG0709/122/HR/SN 13
FINDING AND ANALYSIS
120
100
80
60
40
20
Not at
Statement Fully all Total
1) Extent to which objectives of 6 5 4 3 2 1
training program achieved. (Q1) 3 18 16 3 2 0 42
Percentage 7.14 42.86 38.10 7.14 4.76 0 100
2) Extent to which personal objectives
of training been achieved. (Q2) 7 11 18 3 2 1 42
Percentage 16.67 26.19 42.86 7.14 4.76 2.38 100
IBA/FPG0709/122/HR/SN 14
3) Extent to you will recommend others
to attend the training. (Q5) 17 10 8 6 1 0 42
Percentage 40.48 23.81 19.05 14.29 2.38 0 100
Not at
A Lot all
4) Extent to which your appreciation 6 5 4 3 2 1
and understanding of job enhanced. (Q3) 15 13 9 3 1 1 42
Percentage 35.71 30.95 21.43 7.14 2.38 2.38 100
5) Post training, extent to which your
a. Line manager helped to implement
your Action-plan 6 9 16 4 4 3 42
Percentage 14.29 21.43 38.1 9.52 9.52 7.14 100
b. Colleagues helped to implement your
Action plan. (Q11) 3 19 11 7 2 0 42
Percentage 7.14 45.24 26.19 16.67 4.76 0 100
Excellent Poor
6) Overall rating of training program. (Q4) 4 16 9 3 0 0 32
Percentage 9.52 38.1 21.43 7.14 0 0 100
Just Too
Too short right long
7) Length of the program. (Q6) 9 31 2 42
Percentage 21.43 73.81 4.76 100
8) Pacing of the program. (Q8) 4 34 4 42
Percentage 9.52 80.95 9.52 100
Well sequenced Poorly sequenced
9) Logically sequence of the program. (Q7) 7 13 15 5 2 0 42
Percentage 16.67 30.95 35.71 11.90 4.76 0 100
10) Has post-training debriefing meeting Yes No
line manager been arranged? (Q10) 27 15 42
Percentage 64.29 35.71 100
IBA/FPG0709/122/HR/SN 15
Though around 85% are of the view that somewhat their personal objectives are
achieved but around 17% fully agree to that.
3. Enhancement of appreciation and understanding of job as a whole –
Here we got a good response, around 66% agree that after training their
understanding and appreciation of the job has increased, however they have come up
with different suggestions, which are discussed later.
4. Overall rating of the program –
Though only 60% have rated the program positively but only 10% have rated them as
‘Excellent’.
5. Recommendation to others –
Around 63% have ‘Fully’ recommended others to attend the program.
IBA/FPG0709/122/HR/SN 16
Friendly atmosphere
Its practical exposure
And few liked the Trainer also.
Things they didn’t liked about the Content are:
No alternate knowledge was provided
Abrupt and hectic schedule
Its long stretch
Few didn’t liked the trainer and the tests conducted
IBA/FPG0709/122/HR/SN 17
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?
IBA/FPG0709/122/HR/SN 18
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 manager’s duty to enlighten all
the employees in the organization about the need for ethical behavior.
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.
IBA/FPG0709/122/HR/SN 19
Some Important steps that has to be taken into consideration to make
training effective.
The most well-known and used model for measuring the effective of training
programs was developed by Donald Kirkpatrick in the late 1950s. It has since been adapted
and modified by a number of writers; however, the basic structure has well stood the test of
time. The basic structure of Kirkpatrick’s four-level model is shown here.
IBA/FPG0709/122/HR/SN 20
Level 4 - What organizational benefits resulted from
Results the training?
To what extent did participants change their
Level 3 -
behavior back in the workplace as a result of
Behavior
the training?
To what extent did participants improve
Level 2 -
knowledge and skills and change attitudes as
Learning
a result of the training?
Level 1 -
How did participants react to the program?
Reaction
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.
IBA/FPG0709/122/HR/SN 21
How do you conduct an evaluation? Here is a quick guide on some appropriate information
sources for each level.
Level 1 (Reaction)
Level 2 (Learning)
Level 3 (Behavior)
Level 4 (Results)
financial reports
quality inspections
interview with the participants
IBA/FPG0709/122/HR/SN 22
skills (effective body language and voice projection) and also teach classic techniques about
handling difficult trainees and controlling the group
There are different agendas on which one can train the trainer:
Appraisal skills
Assertiveness Skills
Interviewing Skills
Negotiation skills
Presentation skills
Stress Management
Time Management
IBA/FPG0709/122/HR/SN 23
o 1.4 Manage the invitation process
o 1.5 Determine and select training venue
o 1.6 Manage travel and accommodation requirements
o 1.7 Determine and select Subject Matter Specialist
o 1.8 Manage technical and human resources
o 1.9 Review and evaluate the training logistics and support
Module 2: Developing training programmes
o 2.1 Identify participants
o 2.2 Understand adult learning principles
o 2.3 Design needs assessments: strategies and tools
o 2.4 Conduct and analyze needs assessments
o 2.5 Develop learning objectives - workshop/session
o 2.6 Develop content outline
o 2.7 Identify appropriate training and facilitation techniques
o 2.8 Develop training programmes
Training Content
IBA/FPG0709/122/HR/SN 24
Training Delivery
Training Evaluation
CONCLUSION
IBA/FPG0709/122/HR/SN 25
The project was the addition of the classroom study that I have undergone plus the
practical knowledge that I have gained during my curriculum part. The project being more
suggestive and practical I have tried to be more analytical on various aspects that have been
covered.
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.
BIBLIOGRAPHY
IBA/FPG0709/122/HR/SN 26
Human Resource Management
-Stephen Robbins
Organizational Behavior
- Robbins
www.casestudiesinfo.blogspot.com
www.hr-guide.com
www.citehr.com
www.google.com
CASE-STUDY
IBA/FPG0709/122/HR/SN 27
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.
IBA/FPG0709/122/HR/SN 28