final project 003

8/3/2019 Final Project 003

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IBA/FPG0709/122/HR/SN

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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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IBA/FPG0709/122/HR/SN 2

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CONTENTACKNOWLEDGEMENT.......................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.
http://www.keane.com/about_keane/client_experiences/index.htmlhttp://www.keane.com/about_keane/client_experiences/index.html


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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 viabusiness 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

Sandeep BhargavaEVP, Industry Solutions and

Business Development

John M. DickGeneral Counsel

Marv MouchawarEVP, Products and

Corporate Development

Karen PowellSVP, Global Client

Management

Krishna PrabhuSVP, Global Client

Management

Jim PuthuffEVP and COO, Global

Client Management

Srikanth RaoEVP, President Keane India

Mani SubramanianChairman & CEO

Dean WilliamsSVP, Global Human


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Capital

Industries served:

Insurance

Public Sector

Healthcare

Telecommunications

Life Sciences

Retail

Energy & Utilities

Transportation

Manufacturing

Hospitality

Financial Services
http://www.keane.com/industries/insurance/index.htmlhttp://www.keane.com/industries/public_sector/index.htmlhttp://www.keane.com/hsd/index.htmlhttp://www.keane.com/industries/1880.htmhttp://www.keane.com/industries/life_sciences/index.htmlhttp://www.keane.com/industries/retail/index.htmlhttp://www.keane.com/industries/energy_and_utilities/index.htmlhttp://www.keane.com/industries/transportation/index.htmlhttp://www.keane.com/industries/manufacturing/index.htmlhttp://www.keane.com/industries/hospitality/index.htmlhttp://www.keane.com/industries/hospitality/index.htmlhttp://www.keane.com/industries/manufacturing/index.htmlhttp://www.keane.com/industries/transportation/index.htmlhttp://www.keane.com/industries/energy_and_utilities/index.htmlhttp://www.keane.com/industries/retail/index.htmlhttp://www.keane.com/industries/life_sciences/index.htmlhttp://www.keane.com/industries/1880.htmhttp://www.keane.com/hsd/index.htmlhttp://www.keane.com/industries/public_sector/index.htmlhttp://www.keane.com/industries/insurance/index.html


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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.

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 forfactors 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

Data Sources: Primary and Secondary.

Research Approaches: Survey method

Research Instruments: Questionnaires

Sampling Plan:

The sample unit was the employees of Keane

Consultancy.

The sample size was 42 employees.

The sampling procedure was Stratified Random

Sampling.


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Analysis of Responses

0

20

40

60

80

100

120

1)Exte

ntto

whic

hobjec

tives

of

traini

ngpro

gram

achiev

ed.(Q1)

Percentage

2)Exte

ntto

which

personalobje

ctives

of

training

been

achiev

ed.(Q2)

Percentage

3)Exte

nttoyouwi

llrecom

men

dothe

rs

to

attend

thetra

ining

.(Q5)

Percentage

4)Exte

ntto

which

your

appreciatio

n

andunderstandingo

fjobenha

nced

.(Q3)

Percentage

5)Postt

raining,

exte

nttowhic

hyour

a.Line

man

agerhelpe

dto

imple

ment

your

Action

-plan

Percentage

b.Colleagu

eshelpe

dto

imple

menty

our

Actio

npla

n.(Q11)

Percentage

6)Overallr

ating

oftraini

ngprogram

.(Q4)

Percentage

7)Len

gthof

theprogram.(Q6)

Percentage

8)Pacing

oftheprogram.(Q8)

Percentage

9)Logica

llysequence

oftheprogram.(Q7)

Percentage

10)H

aspost-t

rainingdebriefing

meetin

g

lineman

agerbe

enarra

nged?(Q

Per c

Statements

p

Fully Not at all Total

Contact Methods: Personal Interview.

FINDING AND ANALYSIS


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Statement FullyNot atall Tota

) Extent to which objectives of 6 5 4 3 2 1

training program achieved. (Q1) 3 18 16 3 2 0

Percentage 7.14 42.86 38.10 7.14 4.76 0

2) Extent to which personal objectives

of training been achieved. (Q2) 7 11 18 3 2 1

Percentage 16.67 26.19 42.86 7.14 4.76 2.38

3) Extent to you will recommend others

to attend the training. (Q5) 17 10 8 6 1 0

Percentage 40.48 23.81 19.05 14.29 2.38 0

A LotNot atall

4) Extent to which your appreciation 6 5 4 3 2 1

and understanding of job enhanced. (Q3) 15 13 9 3 1 1

Percentage 35.71 30.95 21.43 7.14 2.38 2.38

5) Post training, extent to which your

a. Line manager helped to implement

your Action-plan 6 9 16 4 4 3

Percentage 14.29 21.43 38.1 9.52 9.52 7.14

b. Colleagues helped to implement your

Action plan. (Q11) 3 19 11 7 2 0

Percentage 7.14 45.24 26.19 16.67 4.76 0

Excellent Poor

6) Overall rating of training program. (Q4) 4 16 9 3 0 0

Percentage 9.52 38.1 21.43 7.14 0 0

Too shortJustright

Toolong

7) Length of the program. (Q6) 9 31 2

Percentage 21.43 73.81 4.76

8) Pacing of the program. (Q8) 4 34 4

Percentage 9.52 80.95 9.52

Well sequenced Poorly sequenced

9) Logically sequence of the program. (Q7) 7 13 15 5 2 0


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Percentage 16.67 30.95 35.71 11.90 4.76 0

0) Has post-training debriefing meeting Yes No

line manager been arranged? (Q10) 27 15

Percentage 64.29 35.71

From the responses, we can arrive at the following conclusions:

Analysis of General feedback

1. Objectives of the training program

Around 90% of the employees have responded on the positive side, (4,5,6) that the

objective of the training has been achieved, though they are not fully satisfied

because only 7% have responded to 6(fully satisfied) option.

2. Achievement of Personal Objective

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.

Analysis of feedback on Balance of the Program

6. Length of the Training program

Around 74% feel that the length of the program is Just right, rest are of not

satisfied.

7. Logical sequence of the Training program


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Only around 48% are of the opinion that the program was well sequenced, rest want

more improvement.

8. Pacing of the Training program

Here around 81% of the respondents feel that the pacing of the program was Just

Right.

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

Analysis of feedback on Post Training Scenario

10.Only for 64% of the respondents, a proper post-training debriefing meeting with

their managers was arranged, it is recommended to arrange a meeting for all, wherein

they can be told how to apply the theoretical part (learnt in the training) in the actual

job.

11.Assistance to implement the Action plan

a. Around 35% fully agree that they received assistance from their Boss.

b. However around 53% agree that they received a lot of help from their

colleagues.


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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.

Inputs in training and development:

Any Training program must contain inputs which enable the participants to gain

skills, learn theoretical concepts and help acquire vision to look into the distant future. In

addition to these, there is a need to impart ethical orientation, emphasis on attitudinal changes

and stress upon decision making and problem solving abilities.

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.

Decision making and problem solving skills:

It must focus on methods and techniques for making organizational decisions and

solving work related problems. The HR manager should have the capability of groom the

trainees with the decision making and problem solving skills.

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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The Kirkpatrick Model

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 Kirkpatricks four-level model is shown here.

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 -

ReactionHow did participants react to the program?

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


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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.

Using the Kirkpatrick Model

How do you conduct an evaluation? Here is a quick guide on some appropriate information

sources for each level.

Level 1 (Reaction)

completed participant feedback questionnaire

informal comments from participants

focus group sessions with participants

Level 2 (Learning)

pre- and post-test scores

on-the-job assessments

supervisor reports

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)

financial reports

quality inspections

interview with the participants

Train the Trainer

To train the trainer objective is to enable delegates to design, train, evaluate and

follow up effective training programmes. They will also learn how to design training of any

length for groups of varying sizes, learning styles and experience. One can focus on delivery

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

Assertiveness and managing conflict

Coaching for managers

Disciplinary procedures and correcting poor performance

Dealing with difficult people

Interviewing Skills

Negotiation skills

Presentation skills

PowerPoint Presentation Skills

Project management for non-project managers

Stress Management

Time Management
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The New Manager

Planning the Training Event

Overview of key competencies in implementing effective training events

Planning a training event

Module 1 : Providing Logistical Support

o 1.1 Define the training framework

o 1.2 Define role of the training administrator

o 1.3 Manage the budgeting process

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
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Training Content

Module 3: Adapting and Developing Contento 3.1 Identify and assess existing materials

o 3.2 Adapt materials

o 3.3. Validate the training design

o 3.4 Finalize materials

Training Delivery

Module 4: Implementing Effective Training Events

o 4.1 Apply adult learning principles

o 4.2 Identify differences between training and facilitation

o 4.3 Use appropriate training and facilitation techniques

o 4.4 Create positive learning environment

o 4.5 Co-facilitate with Subject Matter Specialists (Resource Persons)

o 4.6 Verify achievement of learning objectives

Training Evaluation

Module 5: Evaluating and Reviewing Training

o 5.1 Summarize the process of evaluation

o 5.2 Select training and evaluation methods

o 5.3 Assess and summarize training experiences

o 5.4 Assess impact of training event

o 5.5 Report evaluation results

o

5.6 Apply outcomes of evaluation and review

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23/25



CONCLUSION

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. Inpractice, 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.

THE BEST MINUTEI SPEND

IS THE ONE I INVEST

IN PEOPLE.

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24/25


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BIBLIOGRAPHY

Human Resource Management

-Stephen Robbins

Human Resource Management

- K. Ashwathappa

Organizational Behavior

- Robbins

www.casestudiesinfo.blogspot.com

www.hr-guide.com

www.citehr.com

www.google.com


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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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final project 003

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