nhpc training & hrd policy
TRANSCRIPT
NHPC Training & HRD Policy
Sl. . No. Content Page No.1.0 Philosophy 32.0 Objectives 33.0 Coverage 34.0 Definitions 35.0 Training target 46.0 Training Budget 47.0 Agencies of training 48.0 Training Need Analysis (TNA) 59.0 Training code directory 7
10.0 Training calendar 711.0 Nomination system 812.0 Nomination for training programmes 813.0 Pre-promotion training for SC/ST employees 1014.0 Categorisation of prqgrammes 1015.0 Limit on the number of programmes 1016.0 Information regarding nomination 1017.0 Non-attendance/absence from training programmes 1118.0 Training Database 1119.0 Training Evaluation 1220.0 Pre-Training Evaluation 1221.0 Programme Evaluation 1222.0 Impact Assessment 1223.0 Programme Evaluation Report 1324.0 Honorarium for Faculty 1325.0 Regulation of Entitlements 1326.0 Template Courses 1327.0 Sharing of Learning 1328.0 General 13
LIST OF ANNEXURES
GENERAL Page No.
ANNEXURE -1A
ANNEXURE – 1B
PLANNED INTERVENTIONS (Executives)
PLANNED INTERVENTIONS ( Non-Executives)
14
15
ANNEXURE - IIA
ANNEXURE – IIB
TRAINING NEEDS FORM (Executives)
TRAINING NEEDS FORM(Non-Executives)
16 - 17
18
ANNEXURE – III PROGRAMME FEED BACK FORM 19 - 20
ANNEXURE – IV IMPACT ASSESSMENT FORM 21- 23
ANNEXURE – V PROGRAMME EVALUATION REPORT 24 - 25
2
PHILOSOPHY: The basic philosophy is to use training as an effective tool for
performance improvement of the individual, the team and the organization and in transforming NHPC into a learning organization.
OBJECTIVES:
1 The objectives of the policy are to:1.1 Make learning one of the fundamental values of the Corporation.1.2. Ensure value addition through training to the overall business process1.3 Institutionalize learning opportunities that supplement work experience1.4 Integrate organizational and individual developmental needs1.5 Enable employees to keep abreast with the latest knowledge and skills and enable them to undertake current and future responsibilities in a more effective manner.1.6 Provide linkages between the different functionaries of training activity1.7 Provide linkages of training activity with overall Human Resource function.1.8 Make performance improvement in every sphere of work
COVERAGE:
The Training policy shall cover all the regular employees of the Corporation.
DEFINITIONS:
1 Training: Training shall include a training programme, seminar, convention, workshop, symposium or any other structured learning or developmental programme based on organizational needs and/ or Training Need Analysis.
4.2 Training Year: Training Year shall mean a period of one year commencing from 1st April till 31st March of the subsequent year.
3 In-house Training Programme: A training programme designed, developed and conducted within the Corporation, exclusively for the regular employees of the Corporation, with or without the assistance of external agency(ies).
4 External Training Programme: A training programme designed, developed and conducted within India, by an outside agency, not exclusively for the employees of the Corporation and to which one or more employees of the Corporation may be nominated.
5 Planned Intervention: A grade/level/category-wise in-house training programme, normally based on a template course design, and conducted to improve competency base of employees as felt necessary by the organization.
The List of current Planned Interventions is given in Annexure I.
3
6 Need-based Programme: A training programme, designed, developed and conducted on the basis of the developmental needs felt and identified for the employees concerned in the Training Needs Form.
7 Specified Intervention: An external training programme or an in-house training programme other than a Planned Intervention or a Need-based Programme, conducted to improve certain specified competencies, as felt necessary by the organization.
8 Classification of Training Needs (for Need-based Programmes):
1 Essential : Developmental needs which, if not met, may affect job performance
2 Desirable : Developmental needs which are necessary for personal development and growth.
3 Short-term : Developmental needs which need to be fulfilled for immediate job performance.
4 Long-term : Developmental needs which need to be fulfilled for future job performance, in the next two years or so.
TRAINING TARGET:
1 It shall be the endeavor of the Corporation to provide seven mandays of need-based training in a training year to every employee.
2 Employees shall make full use of the Training System to support this endeavor to create a learning organization.
TRAINING BUDGET:
Adequate funds, for training and development activities for meeting the stipulated training required, should be allocated. A minimum of 2.5% salary budget may be provided initially, gradually increasing it to a level of 5% depending on requirement.
AGENCIES OF TRAINING:
1 The agencies that shall deal with the training function in the Corporation shall include:
1.1 HRD, Centre for Excellence: HRD, Centre for Excellence shall be the nodal agency for Training for the Corporation. It shall cater to the advanced training needs of all executives from E-5 to E9 level of the Corporation. In case of employees of Corporate Office, it shall cater to the training needs of both executives and non-executives. It shall specialize in Management Development and advanced technical areas including Information Technology and shall serve as Knowledge Dissemination Centre for the Corporation as a whole.
1.2 Hydro Power Station/ Project Training Centers: Hydro Power Station/ Project Training Centres shall cater to the training and development needs of the employees up to E-4 level of the respective Power Station/ Project.
4
1.3 Regional HR Division: The Regional HR Division shall cater to the training and development needs of the employees up to E4 level of the respective region. Wherever it is not feasible for the Hydro Power Station/ Project/ Training Centres to organize a specific programme, Regional HR Division would organize such a programme for the employees in the entire region. It would also take an active and proactive part in finalization of the training calendars of each unit within the region in consultation with HRD, Centre for Excellence.
1.4 Departmental Training Coordinator: The Head of each Department/ Power Station/ Project shall nominate an executive who shall, besides his normal functional assignment, co-ordinate the training and related matters for the employees of the department. It shall be the responsibility of the Departmental Training Coordinator for conducting Training Need Analysis and ensuring nomination of the employees of the department concerned to training programmes so that the Training Target of 7 mandays of training for every employee in a training year, is achieved.
TRAINING NEED ANALYSIS (TNA):
1 The objectives of Training Need Analysis are to1.1 systematically identify developmental needs of employees1.2 integrate so-identified individual needs with organizational needs1.3 enhance relevance and acceptance of training programmes
2 Employees would identify their training needs once in two years.
3 Each employee will identify his/ her training needs in a maximum of four areas in consultation with his reporting officer. The training needs expressed should be related to the employee's present responsibilities and his likely areas of future assignments.
4 Training Needs would be classified as Essential and Desirable along two time-frames of short-term (for immediate job performance) and long-term (for future job performance in the next two years or so ).
5 The identified needs would be prioritized in the following manner and would be addressed accordingly:
5.1 Priority A Essential short-term5.2 Priority B Desirable short-term5.3 Priority C Essential long-term5.4 Priority D Desirable long-term
6 Training needs identification in case of executives would be done by the executive concerned in consultation with his/ her Reporting Officer in the Training Needs Form enclosed at Annexure II A.
7 Training needs identification in case of non-executives would be done by their Reporting Officers in the Training Needs Form enclosed at Annexure IIB.
8 The Departmental Training Co-ordinator shall trigger the TNA exercise from 1 st
September, every second year, with the distribution of Training Need Forms. He/ she would consolidate and submit the filled-up Training Need forms of Executives and Non- Executives, of his/ her department concerned to the respective Training Centre
5
by 30 th October. He shall play a proactive and dynamic role by interacting with maximum number of employees at all levels and shall keep data available of the latest training courses available, list of training agencies, their training schedules etc.
9 In case of projects/ stations/ units, based on such Training Need forms, a Department-wise analysis would be done by the Training Centre of the Unit and with Heads of Department for evolving the yearly Training Calendar for the next two years, by 15th November in consultation with HRD, Centre for Excellence.
10 With a view to integrate the process of evolving of the Training Calendar and to utilize Training resources optimally, the finalization of Training Calendars would be done by Heads of Training in Projects/ Stations/ Units in association with the Head of HR of the respective Regions. The Training Calendars so prepared, shall be sent for approval of HRD, Centre for Excellence by 30th November.
11 In case of advanced training needs where it is not possible for the Training Centres to design and conduct programmes, the same should be forwarded to HRD, Centre for Excellence for designing and conducting Corporation-level programmes and incorporation of the same in its Training Calendar. For this purpose, the Heads of HR of Regions and HRD, C.O. shall meet before 15th December for sharing Training Calendars of the Projects/ Stations of the respective Region and for providing inputs to the Training Calendar of HRD, Centre for Excellence.
12 In case of training needs expressed by only a few employees and it is not viable to design and conduct programmes at the project/ station level, the Heads of HR of each Region would explore the possibility of conducting the programmes at the Region level either at the Regional Headquarters or in any of the Projects/ Stations of the Region, so that the training needs are not left unfulfilled for want of number of employees.
13 In case of Corporation-level need-based programmes, the Training Need Analysis forwarded by individual projects/ stations and Corporate Office would be consolidated by HRD and the yearly training calendar for the next two years would be prepared accordingly.
14 In case of Corporate Office, the Training Need forms and Department-wise analysis would be consolidated by HRD and the yearly supplementary training calendar for the next two years would be prepared accordingly, after discussion with and acceptance of the EDs/ GMs of the respective departments by 15th December.
TRAINING CODE DIRECTORY
1 A training code directory, listing out codes for various –training courses/ programmes shall be evolved, maintained and circulated by HRD for uniform compilation and classification of training needs identified and training programmes attended by employees.
2 The needs may be analysed on the basis of the training course codes given in Code Directory. All such courses, which do not appear in Directory, shall be marked as 'AAAA' for initial consideration/ registration. Subsequently these would be reported to HRD for inclusion in the Code Directory.
6
TRAINING CALENDAR:
1 The Heads of training from the Projects/ Stations would meet in the Regional Head Quarter (RHQ) during the 1st week of January to share training calendars. They would also provide inputs to RHQ/ HRD regarding programmes to be assigned to RHQ/ HRD from out of the training needs identified by the employees of their respective projects.
2 Each Training Centre/ HRD, Centre for Excellence shall bring out, by 15th February every year, a Training Calendar, specifying the schedules of the programmes, both planned interventions and need-based interventions, planned to be conducted by it during the following training year.
3 Each Training Centre shall circulate on quarterly basis calendar of programmes scheduled for the next three months to all HODs and other Training Agencies.
4 The Training Calendars of the various Training Centres and of HRD would be widely made available to all departments/ sections at all Power Station/ Projects. Copies of Training Calendar would also be kept in the Central Library of the Unit. Copies of Training Calendar of one Project/ Station would be circulated to other Training Centres and HRD, Centre for Excellence by 15th March, for need-based utilization.
NOMINATION SYSTEM:
1 The objectives of the nomination system are
1.1 To ensure that employees are nominated to training in areas which are relevant to their duties or which have been identified as their developmental needs1.2 To ensure that opportunities to attend training programmes are made available to all employees to achieve the Training Target of average of seven mandays of training in a training year for each employee.
NOMINATION FOR TRAINING PROGRAMMES:
1 Planned Interventions:
1.1 The Training Centre/ HRD, Centre for Excellence would send to departmental training co-ordinators, schedules for the next three programmes of a planned intervention, who in turn shall seek preferences for nomination from the employees in the target group and send the list of employees to the Training Centre/ HRD.
1.2 On the basis of the preferences received for nomination, the Training Centre shall send confirmation.
2 Need-Based:
2.1 The concerned Training Agency will ensure that employees are normally nominated to programmes related to training needs identified.
2.2 An employee interested in attending any of the training programmes included in the training calendar of the training centre of respective Unit or HRD should forward his/ her
7
request for nomination through the reporting officer at least two weeks before the commencement of the programme.
.3 External Training:
3.1 Employees may generally be considered for nomination to training programmes only in the areas identified in the Training Needs Analysis and after verifying if a similar programme is being conducted in-house during the year.
3.2 Training Centres shall, as far as possible, try to provide training to employees in-house. Employees will normally be nominated for external programmes only for advanced programmes or where conducting the programme in-house is not feasible.
3.3The authorities competent to nominate for external training programmes are as given below:-
A) Power Stations/Projects & RHQs
For period up to one week ED/GM/HOP (Orders to bein each case in respect of issued by HR)employees up to E4 level
B) Corporate Office
For period up to one week ED / GM (Orders to bein each case in respect of issued by HRD)employees up to E4 level C) Full Powers Functional Director
4 Specified Interventions:
1 The authorities competent to approve specified training programmes are as given below:
A) Project level intervention Head of the Project concernedB) Region-level intervention ED of the Region concernedC) Corporation-level intervention ED (HRD)
5 With a view to achieve the Training Target of average of seven mandays of training in
a training year for each employee, the Training Centre, along with the Departmental Training coordinator will periodically prepare a list of employees who have not attended any training programme or have not yet completed an average of seven mandays of training. Nominations should generally be based on this list. The list should be made available to all the employees.
PRE-PROMOTION TRAINING FOR SC/ST EMPLOYEES:
8
1 The Departmental Training coordinator shall ensure that employees of Scheduled Caste and Scheduled Tribe categories are adequately nominated to training programmes.
2 The Training Centres/ HRD, Centre for Excellence shall also endeavour to organize pre-promotion training programmes exclusively for SC/ ST employees.
CATEGORISATION OF PROGRAMMES:
1 On the basis of duration, training programmes would be categorized as:1.1 Short-duration Up to Three days1.2 Medium-duration Four days to ten training days1.3 Long-duration Above ten training days
LIMIT ON THE NUMBER OF PROGRAMMES:
1 An employee may be nominated for training programmes within the limits stipulated herein.
1.1 Short-duration Maximum of three in a year1.2 Medium-duration Maximum of two in a year1.3 Long-duration Once in two years
2 Relaxation of the limits on the number of training programmes for an employee in a year as stipulated in para 14.1 can be permitted by
i) Head of the Project concerned/ In case of Non-executives & ED/ GM at CO Executives up to E4ii) Functional Director Full powers
INFORMATION REGARDING NOMINATION:
1 An employee will normally be informed through his Reporting Officer, by the Training Agency regarding his/ her nomination for the programme preferably with a notice of
1.1 3 days in case of short-duration progammes1.2 7 days in case of medium-duration programmes1.3 2 weeks in case of long-duration programmes
2 However, where verbal or any other form of concurrence of the participant and the Head of Department is obtained, the period of notice could be less.
3 Copy of the communication regarding nomination for a training programme shall be sent to the Departmental Training Co-ordinator.
NON-ATTENDANCE/ ABSENCE FROM TRAINING PROGRAMMES:
1 Non-attendance of any training programme for which an employee has been nominated will be allowed only on the basis of approval by
i) HOD/ HOP concerned All Non-executivesii) ED- Region/ED at CO All Executives up toE4
9
iii) Functional Director All Executives E5 to E6iv) CMD through Director(Pers.) All Executives E7 & above
2 Communication regarding inability to attend the programme shall be intimated to the Training Agency at least 01 day before the programme for short-duration programmes, three days for medium-duration programmes and one week for long- duration programmes.
3 Where an employee has been nominated but has absented himself or withdrew in the midst of the programme or has partially attended the programme without giving adequate notice and adequate reasons for the same, the cost of the programme may be recovered from the monthly salary of the employee through interest-free equated monthly installments within a year.
4 The Training Agency, within two days from the commencement of the programme, shall take up with the Reporting Officers cases of absence/ withdrawal.
5 Recovery as per para 17.3 can be relaxed/ waived by
i) ED – Region/ ED at CO All Non-executives and Executives up to E4ii) Functional Director All Executives E5 to E6iii) CMD All Executives E7 & above
TRAINING DATABASE:
1 Training Centres should maintain a database of training details of all employees of the respective unit, which shall include
1.1 Training Needs identified1.2 Training Programmes nominated/ attended/ absented
2 The Training Centres should also maintain details of the programmes conducted, training cost and all other similar information.
3 HRD would maintain the training database for all executives. For this, different training agencies should forward training details to HRD on a monthly basis.
4 Training details will be periodically updated in the personal files of the employees, for which the Training Agency would forward the details of nomination/ attendance/ absence of employees to the Head of HRD concerned.
TRAINING EVALUATION:
1 The objective of training evaluation is to enhance value addition through training programmes by building on the strengths and by removing the shortcomings, if any, and measure the impact of training programmes on job behavior.
2 Training Evaluation would be done at three levels:2.1 Pre-training Evaluation2.2 Programme Feedback
10
2.3 Impact Assessment
PRE-TRAINING EVALUATION:
1 Pre-training Evaluation is aimed at detecting shortcomings in the programme design before the commencement of the programme. For this, in case of all in-house programmes, the Training Centre/ HRD/ HR Wing, as the case may be, shall review the programme design, content etc. in the light of the feed back obtained from a sample of participants.PROGRAMME EVALUATION:
1 The Training Centre/ HRD/ HR Wing, as the case may be, shall seek participant Feedback at the end of the training programme in the Programme Feedback Form as in Annexure III for making modifications/ improvements in future programmes.
IMPACT ASSESSMENT:
1 It involves measuring the change in job behavior of the employee on account of the learning during the training programme. The information would be collected through the Impact Assessment Form (IAF) as in Annexure IV after completion of six months of the
programme.
2 Pre-training Evaluation is required in case of all programmes. Impact Assessment is required in case of all programmes and Planned Interventions.
PROGRAMME EVALUATION REPORT:
1 After Impact Assessment, the Training Centre/ HRD/ HR Wing, as the case may be, would prepare a Programme Evaluation Report in case of all Long-duration programmes and Planned Interventions of duration of not less than 10 training days in the proforma given in Annexure V and circulate it to all the participants concerned
HONORARIUM FOR FACULTY:
1 Honorarium for faculty, both internal and external, for training programmes would be regulated as per the extant rules on 'Honorarium rates and other training related expenses'.
REGULATION OF ENTITLEMENTS:
1 Entitlements of employees on training, relating to TA/ DA shall be regulated as per NHPC Traveling Allowance Rules.
TEMPLATE COURSES:
1 HRD, Centre for Excellence will design templates for training programmes in areas like Attitudinal Training, Information Technology, Executive Development Programme etc. for bringing about uniformity across the Company in important areas of training.
2 Sessions on Yoga/ Meditation and Values shall be included in all in-house training programmes of medium-duration and long-duration categories.
11
SHARING OF LEARNING:
1 Employees who have attended training programmes shall normally share their learning with other employees in fora like Professional Circles, Quality Circles, Departmental Meetings etc. and submit a report on the same to his Controlling Officer.
2 In case of medium and long-duration programmes for executives, the participant shall submit an action plan to his Reporting Officer, with a copy marked to the Training Agency, detailing the steps that would be taken by him/ her for implementing the learning in his/ her job.
GENERAL:
1 The system shall be reviewed from time to time to keep it in line with the latest trends in the area of Training and Development. The management reserves the right to modify, cancel, add or amend any of these provisions at any time.
12
ANNEXURE – I A
PLANNED INTERVENTIONS (For Executives)
Sl.No. Level Module Duration
01 E4 with 2 yrs. experience
Programme on Basic Management
2 weeks
02 E3 Effective communication & presentation skills
5 days
03 E4 Functional Module (covering all functions)
5 days
04 E5 Foundation Course in General Management
10 days
05 E5 Capsule Course in General Management
10 days
06 E6 Enhancing Managerial Competence
2 weeks
07 E6 Capsule course in General Management
3 days
08 E6 (O&M) Power Station Management 10 days
09 E7 Strategic Management / Advanced Management
1 week
10 E8 Managing Creativity and Innovation / Advance Management
5 days
13
ANNEXURE – I B
PLANNED INTERVENTIONS (For Non-Executives)
Sl.No
Level Module Duration At what level
01 W0 – W2 a) Basic Education for those who can not read and write
3 months
02 W1 – W2 a)Company information & welfare Measures.b) Tools for Measurementc) Safety, fire fighting & first aid
4 days
2 days1 week
On joining (W1-W2)
2 yrs. Experience(W1-W2)
03 W3 – W6 a) Power Station Familiarizationb) Enhancing Personal Productivityc) Quality Awareness including service/customer orientationd) SQC tools
1 week1 week1 week
1 week
On joining (W3-W6)For W4 & W5For W6
For W6
04 W7 - W9 a) Systematic Problem solving Tools & techniques (3 days) Project Work (1 week) Review workshop (3 days)b) New skills (Beyond Routine)c) Retirement Planning
2 week
1 week1 week
W7-W8
W9W9
05 S1 a)Orientation in Basic Managementb) Company Informationc) Inter-Personal Skillsd) Programmes on Good living
2 week3 days3 days1 week
On Promotion/joining2 yrs. Experience For those joining directly as Supervisors
06 S2 - S4 a) Enhancing personal periodicityb)Quality Improvement through service and customer orientationc) Retirement planning (for those who are though W6-W7 level)
2 week1 week
1 week
S2S3
S3-S4
14
ANNEXURE – II A
TRAINING NEEDS FORM (For Executives)
Instructions:
Please fill up the form in consultation with your Reporting Officer, what in your opinion are the additional knowledge, skills and attitudes required for enhancing your performance in the present job, for hand1ing future responsibilities and for your personal development and growth.
A short explanation of the terms used in the table is given below for your appreciation:
Essential: Developmental needs which, if not met, will affect job performance.
Desirable: Developmental needs which do are necessary for personal development and growth.
Short-term: Developmental needs which need to be fulfilled for immediate job Performance.
Long-term: Developmental needs which need to be fulfilled for future job performance, in next two years or so.
Name: Emp. No.
Designation : Division/Wing:
Department: Place of posting:
Needs Short-term Long-term Remarks of HOD / Head of Region / Head of Power Station / HOP
ESSENTIAL
1
2
Needs Short-term Long-term Remarks of HOD / Head of Region / Head of Power Station / HOP
D 1
15
ESIRABLE
2
Signature Signature of the Signature of the of the employee Reporting Officer HOD/Head of Region/Head
of Power Station/HOP
Name Name NameDesignation Designation Designation
Head of T&HRD
16
ANNEXURE – II B
TRAINING NEEDS FORM (For Non- Executives)
Division/ Wing Department/ Region/ P.S./ Project
Name Emp. No. Desig-nation
Tech./ Functional Training Needs
Department/ Region/P.S./ Project Training Needs
Remarks
Signature of the Reporting Officer
Name:---------------------------------------
Designation:-------------------------------
Head of Department/Region/P.S./Project
Head of T&HRD
ANNEXURE – III
17
PROGRAMME FEEDBACK FORM
PART I – BACKGROUND INFORMATION
Name: Emp. No.
Designation : Division/Wing:
Department: Place of posting:
Course Title:
Period: From: To:
Venue:
Programme Objectives
PART II - PERFORMANCE OF FACULTY
(Please circle your choice on the scale)
SL.
NO
NAME OF THE
FACULTY
NAME OF THE
SESSION
UNSATISFACTORY EXCELLENT
1 1 2 3 4 5
2 1 2 3 4 5
3 1 2 3 4 5
4 1 2 3 4 5
PART III - RELEVANCE OF INPUTS
(Please circle your choice on the scale)
SL.NO. NAME OF THE TOPIC NOT RELEVANT MOST RELEVANT
18
1 1 2 3 4 5
2 1 2 3 4 5
3 1 2 3 4 5
4 1 2 3 4 5
PART IV - LEVEL OF INPUTS
(Please circle your choice on the scale)
SL.NO. NAME OF THE TOPIC NOT RELEVANT MOST RELEVANT
1 1 2 3 4 5
2 1 2 3 4 5
3 1 2 3 4 5
4 1 2 3 4 5
DURATION OF THE TRAINING
PROGRAMME:
Adequate / Inadequate
COURSE MATERIAL: Adequate / Inadequate
TRAINING METHODLOGY: Satisfactory / Not Satisfactory
ADMINISTRATIVE SERVICES: Satisfactory / Not Satisfactory
Signature of the participant
19
ANNEXURE – IV
IMPACT ASSESSMENT FORM
PART I – BACKGROUND INFORMATION
(to be filled in by Programme Co-ordinator)
Course Title:
Period:
Venue:
Programme Objectives
(to be filled in by the Participant)
Name: Emp. No.
Designation : Division/ Wing:
Department: Place of posting:
PART II – IMPACT ASSESSMENT
1. The programme introduced me to new concepts and tools that helped me to perform my job better
No impact ------------------- Great Impact 1 2 3 4 5
2. How often do you apply the knowledge/skills gained during the programme
Occasional ------------------- Daily 1 2 3 4 5
3. Are there any significant achievements as a result of the application of your knowledge to your organization?
Not Significant ------------------- Significant 1 2 3 4 5
4. Would you like to elaborate on some/any of the achievements?
5. Was action planning done as part of the programme? If yes, how far have
20
you been able to implement the action targets set?
6. What barriers have you experienced in trying to apply your new knowledge and skills?
Not Significant ------------------- Significant Lack of finances 1 2 3 4 5
Lack of team support 1 2 3 4 5
Lack of Institutional Support
1 2 3 4 5
Change of role
Others (please explain)
7. Would you like to explain in detail, any of the above barriers?
Signature of the participant
21
PART III – ASSESSMENT REVIEW
(To be filled in by the Reporting Officer)
Do you agree with the information furnished by the participant in Part II? Kindly elaborate.
Signature of the Reporting Officer
Name:---------------------------------------
Designation:-------------------------------
Unit : ----------------------------------------
Head of Department/Region/P.S./Project
Head of T&HRD
22
ANNEXURE – V
PROGRAMME EVALUATION REPORT
Programme Title:
Period:
Venue:
Programme Co-ordinator:
PART I - BACKGROUND INFORMATION
PROGRAMME OBJECTIVES:
PROGRAMME SCHEDULE:
PARTICIPANT PROFILE:
ANALYSIS OF PROGRAMME FEEDBACK:
PART II – IMPACT ASSESSMENT
23
EXTENT OF IMPACT OF LEARNING ON JOB PERFORMANCE:
AREAS OF APPLICATION OF LEARNING:
SIGNIFICANT ACHIEVEMENTS OF PARTICIPANTS ON APPLICATION OF
LEARNING:
Signature of the Programme Co-ordinator
24
25