project on post training evaluation

8/2/2019 Project on Post Training Evaluation

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A)

A

Project Report on Post Training Evaluation

With Special Reference

To

Forbes Marshall Pvt. Ltd. Pune

Submitted To,

Tillak Maharashtra Vidyapeeth, Pune

In Partial Fulfilment of the Requirement

Of

Master of Business Administration (MBA)

Submitted by

Bhosale Raviraj Suryakant

Under the guidance of

Faculty guide Project guide

Patil A. H. Sanyucta Chakravarty

Through

The Director

Tillak Maharashratra Vidyapeeth, Pune.

Yaswant Degree Collage of Computer & Management,

Mangalwar-Peth Karad.

1



DECLARATION

To,The Director,

Tillak Maharashtra Vidyapeeth Pune,

Yashwant Degree Collage of Computer & Management,

Mangalwar-peth Karad.

Respected sir,

I hereby declare that this report is original in all aspects and the

facts prescribed there in are true and not copied from any other project

report.

If proved otherwise, I will solely responsible for the consequences

arising there from.

Place: Karad Bhosale Raviraj Suryakant

Date:

2



E)

ACKNOWLEDGEMENT

I take it an opportunity to thank all those who have directly

inspired directed and helped me towards successful completion of this

project report.

I sincerely thankful to Ms. Sanyucta Chakravarty (Officer HR)

for giving this golden opportunity to complete summer internship and a

project report on ‘Post Training Evaluation’.

I am also thankful to the Director Dr. Om Prakash Gupta for his

valuable guidance and encouragement.

I am also thankful to our project guide Prof. Patil A. H. and all

faculty member of my college who extended their complete support to

make me deliver the best.

Place: Karad Bhosale Raviraj Suryakant

Date:

F)

INDEX

3



Sr. No. Particulars pages

1 Introduction of the study

➢ Introduction of the study.

➢ Objectives of the study.

➢ Methodology.

➢ Scope.

2 Organization Profile

➢ History of the company

➢ Company Profile

➢ Vision & Value statement

➢ Company Philosophy & Objectives

3 Theoretical part

➢ Importance of post training evaluation

➢ Principles

➢ Steps in Training Programme

4 Interpretation & Analysis

5 Findings & Observations

6 Suggestions & Conclusion

4



Rational of the Study

Rational of the Study:

Every Organization needs to have well trained and experienced people

to perform the activities that have to be done. If the current & people to

perform the activities that have to be done. If the current and potential

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job occupant can be meet this requirement, training is not important.

But, this is not the case, it is necessary to raise the skill levels and

increase the versatility and adoptability and changes resulting out of job

development efforts. As the job becomes more complex, the important

of employee development also increases.

In the rapidly changing society, employee training and development is

not only an activity that is desirable but also an activity that an

organization must commit resources to if it is to maintain a viable a

knowledge work force. Training education and development are the

three terms use frequently. There might not appear any difference

between them, but when a deep thought is given, there appear some

difference between them. In all training, there is some education and

these two processes can’t be separated from development.

Training is process of learning a sequence of programmed behavior. It is

application of knowledge. It is people an awareness of the rules and

procedures to guide their behavior. It attempts to improve their

performance on the current job or prepare them for an intended job.

6



Training is a short term process utilizing a systematic and organized

procedure by which non managerial personnel learn technical

knowledge and skills for a definite purpose.

Training refers only to instructions in technical and mechanical

operations. Training is designed for non managers. Training courses are

typically designed for short term.

Chapter No.2

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Objective of the study

2. Objectives of the Study:

1) To find out the Training needs of the employees in Forbes

Marshall.

2) To find out the opinion of the employees about the training.

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3) To find out the satisfaction level of the employees about the

training.

4) To find out the quality of training provided by Forbes Marshall.

3. Scope of the Study:

➢ Rapid Technological innovations impacting the work place

have made it necessary for people to constantly update their

knowledge & skills.➢ For higher motivation & productivity.

➢ To make job challenging & interesting.

➢ For self development.

➢ To help organization to fulfill its future manpower.

Chapter No.5

Methodology:

Research is one of the various types like exploratory research,

descriptive research, diagnostic research, experimental or hypothesis etc.

9



Present study is of exploratory type of research. It review the relevant

literature and experience serve. For the present study researcher

undertake the interview and discussion with officers and study of the

document available with company.

Source of Data:

A) Primary Data:

It is first hand data. Primary data are those which are collected fresh at

for the first time and thus it is original in character.

For the present study the primary data is collected through personal

interviews, discussion with officers and workers, by registers and record

maintain by company.

B)Secondary Data:

Secondary data is those data which have already been collected by

someone else and passes through the statistical process. Secondary data

is already information available for the study.

For the present study the secondary data is collected the through

company manuals, annual reports, records.

10



Limitations:

➢ The officers and heads of department could not give the required

time for discussion due to their busy schedule.

➢ Most of information from management cannot get due to

confidential.

➢ The study was carried out individually.

HISTORY OF THE COMPANY:

For over half century, FM has been building steam engineering and

control instrumentation solutions that work for process industry. Forbes

Marshall’s goal is to provide solutions in Energy, Efficiency and process

automation, using the best technology the world has to offer. 50 years

ago it started out with steam generation solutions. Today it comprise

seven business divisions; each one partnering the world technology

leader in its respective field, manufacturing products that cover the

entire spectrum of energy generation, energy efficiency, control and

instrumentation for the process industry.

Forbes Marshall are committed to creating a progressive work culture

that uniquely puts people first. We are concerned with the community

beyond our factory’s gate. Putting people first is the way we have

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become industry’s first choice to better harness their steam, air and

water. Forbes Marshall does much more than selling products. It builds

steam engineering and control.

An instrumentation solution that’s work for you . From our unique

corporate structure and commitment to quality to our extensive

community and social service programs, there’s a lot that makes us stand

out from the crowd.

In last five decades Forbes Marshall has grown from a modest, Mumbai

based trading company to a multi divisional, ISO9001 certified global

company manufacturing advanced engineering products for the world’s

process industries. FM is probably the only company in the world to

have extensive

Expertise in both steam and control instrumentation. The dual expertise

has allowed us to engineer industry specific systems that focus on

energy efficiency and utilities management for sectors as diverse as

textiles, food processing, paper, power and chemicals.

12



CHAPTER NO.3

COMPANY PROFILE

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COMPANY PROFILE:

Forbes Marshall originated as a trading company in 1925, started

by Mr. Jeejeebhoy Marshall. The company dealt in several engineering

products a considerable success in both Ahmadabad and Mumbai in

1930 & 1940. For over half a century, FM has been building steam

engineering and control instrumentation solutions that work for process

industry. Forbes Marshall goal is to provide solution in energy,

efficiency and process automation, using the best technology the world

has to offer. 50 year ago we started out with steam generation solutions.

14



Today we comprise seven business divisions, each one manufacturing

products that cover the entire spectrum of energy generation, energy

efficiency, control and instrumentation.

In 1946 the future path of the organization was laid down with

formation of Spirax Sarco of UK. Experienced engineers were sending

from the unique corporate structure and commitment to quality, to

extensive community and social service programs makes FM stand out.

In last five decades, FM has grown from a modest Mumbai based

trading company to a multi divisional, ISO 9001 certified global

company manufacturing advanced engineering products for world’s

process industries. FM is probably the only company in the world to

have extensive expertise in both steam and control instrumentation. The

dual expertise has allowed them to engineer industry specific systems

that focus on energy efficiency and utilities management for sectors as

diverse as textiles, food processing, paper, power and chemicals.

In 1957 we decided to establish our own manufacturing facility &

accordingly our factory in Pune was established & Spirax Marshall ltd

started its operation from 1959.

Soon thereafter, we entered the field of Instrumentation with

collaboration with Cambridge Instrument UK & started manufacturing

activity in 1962. This Company becomes fully Indian owned in 1981.

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We are field of Instrumentations, Electronic, and Mechanical &

Pneumatic & in the field of energy conservation. We manufacture

instruments & systems for monitoring & controlling & parameter in the

process Industry such as PH, Conductivity, Flow Level Density,

Temperature, and Pressure. In the field of energy conservation we

manufacture products like steam traps, reducing valves, safety valves,

pressure powered pumps, steam meters & automatic boilers, blow down

control systems. We also manufacture high efficiency packaged boilers

for process application & undertake steam distribution systems.

Today FM employees about 854 members with its corporate office

at Kasarwadi, Pune & has its branches in Ahmadabad, Bangalore,

Calcutta, Chennai, Coimbatore, Delhi, Hyderabad, Jamshedpur,

Mumbai, Nagpur, Navi Mumbai, Pune, Vadodra, Vishakhapatnam &

representative in Alibag, Bhopal, Chandigarh, Kolhapur, Lucknow,

Pondicherry, Surat. There are two more manufacturing units, one at

MIDC, Pimpri & one at Nackara, Hyderabad.

We have an R&D unit recognized by the department of science &

technology. Here we design & develop products for the Indian Market &

Industrial Conditions.

We have joint ventures or collaborations with the following

companies.

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1) SPIRAX SARCO LTD UK for conditioning equipment.

2) KHRONE MESSTECHNIK, Germany for control valves & De

superheating valves.

3) HATCH ULTRA ANALYTICS Switzerland for Analytical

Instruments.

OUR VISION & VALUE STATEMENT:

OUR VISION:

Our vision is to be Development Company in a developing country,

pursuing market leadership in our chosen field of steam engineering,

process, control & utilities management.

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Dedicated to growth & an increasing international presence committed

to being a role model organization for our customers, suppliers, society

& members .

OUR VALUES:

FM Family Spirit

1) Care & Respect: For members & his or her family, regardless of

role & level.

2) Nurturing Capability: To provide a secure environment for each

member to develop to their maximum & to contribute in full.

3) Candor & Transparency: The confidence to voice opinion, criticize

constructively & work to change things, policies & practices one

disagrees with.

4) Fairness & Mutual trust.

5) Individual Accountability: Where each member does his or her best.

Integrity:

1) Ethical Behavior: In everything we do.

2) Commitment: Saying or doing what you really believe in and

adhering to commitments made.

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3) Speaking up: If something wrong is happening bring it up.

Innovation & Entrepreneurship

1)Innovation: To constantly bring new initiatives to bear to do in the

confidence that future may occur & to be learnt from but not trying

is unacceptable.

2) Freedom: To do this is an environment of great freedom, where

leaders can emerge at all levels and where individuals are trusted to

do what is best for organization.

3)Entrepreneurship: To articulate a vision of future & make it happen

come what may.

Value Delivery to our customers, members & society .

1) Value to our customer:- we shall deliver excellent knowledge,

services & products through a distinctive sales approach.

2) Value to our members:- members can grow to their fullest potential

working in high performing teams.

3) Values to our society:- By being a responsible citizen & by

improving the lives of people around us.

COMPANY PHILOSOPHY & OBJECTIVES:

Forbes Marshall is like one big family. We have always inculcated the

family spirit within the organization. We believe in an “Open Door

Policy”. We encourage free communication we strive to be the finest

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employer in the country, creating an environment for our member that

helps bring out the best in themselves. We encourage creativity and the

use of one’s own initiative, giving several opportunities to contribute to

the overall organizational growth in myriad ways.

We believe in our people and look after their interests. Many of our

policies are hence based on the needs of each individual. It is our

philosophy to provide that extra amount of effort to make available

benefits according to need rather than have an inflexible policy of

benefits based on designation or grade. Much thought has gone into

formation these policies; understanding them takes more effort but in the

process you will imbibe the spirit of the organization which has the

welfare of each member at heart.

Product profile:

JN MARSHALL:

Saving Energy starts here in the boiler house

J. N. Marshall is dedicated to delivering the most efficient steam

generation equipment possible. Throughout the process industry

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Marshall Burners, boilers and boiler house products are known for their

high standards of quality and economy engineering.

J N Marshall manufactures to several domestic and international codes.

These boilers are accepted and in use in several countries around the

world. A mark of the popularity of the JN Marshall brand is the fact in

several industries it has now become a generic term for oil and gas

burners.

SPIRAX:

In association with Spirax Sarco of the UK, Spirax Marshall

manufactures a wide range of Energy Efficiency products and system to

enhance productivity and efficiency of utilities. Spirax Sarco is one of

the world’s best known names in Steam Efficiency engineering. Over

more than 50 years, Spirax Sarco has brought to industry a

comprehensive range of Steam traps, trap monitoring systems, pressurereducing stations, temperature controllers, energy recovery systems and

online efficiency monitoring and control packages.

Spirax Marshall Products and systems work throughout the steam and

condensate circuit of a process plant and ensure efficiencies in steam

generation, steam distribution, steam utilization and condensate

recovery.

KROHNE:

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KROHNE Marshall in joint venture with KROHNE Messtechnik ,

Germany, manufactures an extensive range of Flowmeters, level and

density instruments. Krohne Messtechnik , Germany is a world leader in

flow and level applications, with worldwide manufacturing, research and

calibration facilities. These products are backed up by prompt effective

and efficient service. Providing customers with technically competent

and cost effective solutions and achieving complete customers

satisfaction.

ARCA:

In joint venture with Arca Regler of Germany, Fibers

Marshall designs and manufactures a complete range of Control Valves,

de-super heaters and stations for use in a wide variety of industrial

applications.

FM Arca control valves and actuators are designed to a variety of

industrial control applications like steam, liquids and gases. Our control

valves are modular in design and versatile in construction. All valves,

de-super heaters and stations are manufactured using the most

sophisticated CNC machinery, designed to be trouble free with

minimum maintenance required.

POLYMETRON:

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Forbes Marshall Analytics manufactured and markets a wide range of

water quality analyzers and analytical systems for use in the process

industry. In joint venture with Polymetron of France, Forbes Marshall

manufactures online water quality analyzers and conductivity cells.

They also bring you the world renowned WTW range of waste water

analytical systems. In collaboration with Lowe Engineering of UK,

Forbes Marshall designs and manufactures engineered Steam and water

analysis systems for the power industry.

MOORE:

Whether you are a huge plant or a small batch producer, any loss of

control can mean ruined batches, poor product quality or equipment

damage. That means massive losses. Forbes Marshall control systems

are designed to keep your process and your expenses in check, plant

wide. Every product in the Forbes Marshall range readily integrates intoexisting instrumentation systems. Several options exist for networking,

and many of them come with PC based software. A standard feature of

these products is their reliability. Hardy and rugged, these products fit

anywhere and need negligible maintenance.

SEMPELL:

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A valve that fails isn’t just a nuisance. If it leads to a shutdown, it

becomes an expensive liability. From extreme temperature and pressures

to precision control applications, our critical range of valves will be the

most dependable asset on your process line. Throughout the world a

Forbes Marshall critical valve stands for unfailing performance and the

name has become standard inclusion in areas such as power plants,

refineries, supercritical thermal power generators, nuclear power and

other such areas. Using advanced machining and welding techniques

coupled with rigorous process control procedures ensure trouble free

operation even under the most demanding environmental conditions.

Quality is critical at Forbes Marshall; our internal Quality Assurance

satisfies the stringent demands required by several domestic and

international quality agencies.

ENVIRONMENT:Forbes Marshall – Environ division brings you the well engineered

products related to Gas and Dust emission monitoring, that are rugged,

reliable equipment, capable of continuous operation over long periods

with minimal maintenance.

We offer these products in technical collaboration with M/s. CODEL

International Limited and M/s. Entotic, GmbH. Both companies ,

specializing in the design and manufacture of high technology

instrumentation for monitoring combustion efficiency and atmospheric

pollution emissions.

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Our service and support for these products and systems are available

countrywide from a comprehensive network of service centers available

in India. After sales service support, from the engineers, selected for

their integrity, technical ability and their commitment to the product

range and our customers, which makes us today the preferred vendor for

the supply of Gas and Dust monitors.

OUR SOCIAL INITIATIVES

Our years, Forbes Marshall has believed in the philosophy of

contributing & giving back to the community it operates in. Thus when

the factory was originally set up in Pune in 1958, Darius Forbes felt it

was insufficient to merely purchase land from the farmers who were

original owners of land, it was necessary to now actively & positively

contribute to the community the company would be operating in so thefirst jobs in the company were offered to relatives of the farmers who

were then trained for operation & machining skills. The Company also

asserted in providing good housing facilities as well, to those who

moved in to this ar ea.

Presently the social initiatives of FM are located in three main

geographical areas of Pune- Kasarwadi the industrial suburb where the

main factory lies, Morwadi an urban slum adjacent to the factory at

Pimpri (6 km away from the factory at Kasarwadi). Most of initiative are

in the areas of health & education encompassing not just child and

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adolescent education but also attitudinal & personality development

legal rights, awareness building & skill training for women as per their

interest levels such as that there can be additional levels such that there

can additional incomes in the homes & finally life skill education

initiatives for adolescents.

FM usually partners with NGO’S (non profit organizations) who

have the expertise in various areas as well as like minded philosophies &

thought on how to make positive changes happen in the lives of the

people we are touching.

INITIATIVES AREAS:

• Education

• Community Development

• Health

• Education

It is essential to be involved with basis primary level education inIndia Inspite of India producing some of the best doctors,

engineers, computer programmers academicians & managers for

the world’s welfare, are have a literacy level of only around 60%

in the country with women’s literacy being even more low. We

also believe in the philosophy that when we educate women, the

families get educated. Economic progress in the future will only be

possible if we raise the quality of our masses by providing a better

education to the large majority such that more & more of them can

do something with that education & better their lives & those of

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their future generations. This needs to happen without diluting the

quality of education that is already available to the privileged

minority of Indians who will continue to contribute as they do

today in the workforce of the world.

In a country like ours, the need of hour is to have more & better

educated citizens and therefore our focus is on providing quality

education to those who can’t afford it. We do this in two ways we

have begun several innovative initiatives which supplement the

regular school programme that the children from the urban slum

would go through some of the initiatives are.

a) “Akansha” (meaning aspiration) is an after school programme

where English is taught to young children along with an

emphasis on building confidence and inculcating good values in

them. These Programmes are like fun preschool – and are a

chance from the daily routine the children are used to.Attendance is incredibly high for the three Akansha centers we

sponsor each center has about 50-60 children coming to us

every day for 2 and half hours.

b) We support two “Gammatwadis or fun preschools” at our

MIDC factory where children learn through the play way

method. This gives them an ideal foundation to introduce them

to school

c) In our quest to provide quality education, we have partnered

with the local municipal authorities (PCMC or the Pimpri

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Chinch wad Municipal Corporation) and their request have

provided an in –service training programme for 135 days

Balwadi (preschool)teachers. The teachers have been taught

about different creative teaching methods and there have been

follow up Programmes to actually track how much of what has

been imparted, is actually being implemented.

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INTRODUCTION

Importance of Training:

Training is the corner stone of sound management, for it makes

employees more effective and productive. It is integral part of the whole

management Programmes, with all its many act ivies functionally inter-

related. Training is a practical and vital necessity because apart from the

other advantages mentioned above, it enables employees to develop and

raise the organization and increase their “market value”, earning power and job security. It enables management to resolve sources of friction

arising from parochialism, to bring home to the employees the fact that

the management is not divisible. It moulds the employee’s attitudes and

helps them to achieve a better co-operation with the company and a

greater loyalty to it.

The management is benefited in the sense that higher standards of

quality are achieved; a satisfactory organizational structure is

employees. Training moreover, heightens the morale of the employees,

for it helps in reducing dissatisfaction, complaints, grievances and

absenteeism, reduced the rate of turnover. Further, trained employees

make a better and economical use of materials and equipment; therefore,wastages and spoilage are lessened, and the need for constant

supervision is reduced, the importance of training has been expressed in

these words. “Training is a widely accepted problem solving device.”

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Principles:

1) Trainees in work organizations need to be most responsive to

training Programmes when they feel the need to learn.2) Learning is more effective where there is reinforcement in the form

of rewards and punishments.

3) In the long run, awards tend to be more effective for changing

behavior and increasing one’s learning than punishments.

4) Rewards for the application of learned behavior are most useful

when they quickly followed the desired performance.

5) The larger reward for good performance following the

implementation of learned behavior, the greater will be the

reinforcement of the new behavior.

6) Negative reinforcement, through application of penalties and heavy

criticism following inadequate performance, may have a disruptive

effect upon the learning experience of the trainee than positive

reinforcement.

7) Training that requests the trainee to make changes in his values,

attitudes and social beliefs, usually achieves better results if the

trainee is encouraged to participate, discuss and discover new,

desirable behavioral norms.

8) The trainee should be provided with ‘feedback’ on the progress he

is making in utilizing the training he has received.

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9) The training material should be made as meaningful as possible,

because if the trainee understands the general principles underlying

what is being taught, he will probably understand it better than if

he were just asked to memorize a series of isolated.

Steps in Training Programme:

Responsibilities of training

Selecting & motivating the target group

Preparing the trainers

Developing training package

Presentation

Performance tryout.

31

Follow -up



For an organization it is important to have an appropriate training

policy to achieve its objectives. A training policy corresponds to the

commitment of the top management towards its employee training. It

basically involves rules and procedures of training. Training policy is

required for the following.

● Specify the intentions of organization to develop its employees

● To direct & implement training programme.

● To give opportunities to the employees for their improvement.

The training process involves:

Responsibilities of training:

Training is a demanding task that requires lots of efforts & working

together of many people. So, it cannot be undertaken by only one

department. The responsibilities of training are to be shared among

many departments in the following manner:

● Top management formulates & approves the basic training policies,

examines & authorizes the training plans & Programmes & sanctions

the

Training budgets.

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● HR department plans, organizes & assesses the instructional

programme.

● Employees give feedback & suggestions for improving the training

programme.

Selecting & motivating the target group:

It is essential to decide who is to be trained & this helps in

determining the type of training method to be involved accordingly. It

is important to encourage the employees to undergo training by

telling them about its benefits. The trainees will interact & behave in

the desired manner once they become aware of the training operations

and may try to improve their performance. To create a favorable

physical & psychological environment for the training anorganization must have appropriate location, adequate space &

furniture, audio- visual aids, open communication among trainees &

trainers.

Preparing the trainers:

The success of a training programme depends on the instructor of the

trainer. He should be aware of his job & must have an aptitude for

teaching. He should involve the right training techniques &

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interactive aids must be used so that the trainees understand the

concepts in a better way.

Developing training package:

This is involves deciding the content of training, design support

material or aids for training & selecting the suitable training method.

Training course involves instructions required for the training

process. It is advisable to discuss the budget of the whole programme

with other activities like contents, methods & duration of the

programme. The training package

includes proper sequencing of the content. The support material

consists of study notes, charts, slide & manual.

Presentation:In this phase of training programme, action is involved. The trainer

illustrates the content in an order & aims to inculcate new knowledge

regarding the operations. Trainees must be told the entire sequence of

the job, relation of the job to the workflow etc. which makes the

instructions clear & complete. Essential points must be stressed &

explained one at a time. Audio – visual aids must be used to illustrate

and demonstrate the operations and the trainee should be encouraged

to ask questions to ensure that they understood the concept.

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Performance Tryout:

As the trainer demonstrates the operations, trainees are encouraged to

perform the functions slowly. Their mistakes are corrected and if

necessary, the difficult steps are explained again. When the trainers

feels that trainees have done the job correctly as per the

demonstration, the training is complete.

Follow-up:

This phase assesses the effectiveness of the training programme by

generating feedback and through following up of errors, if any.

Follow-up strengthens the training programme by repeating the

learning process until the trainee learns the steps of the operationscompletely. It also helps in designing the future training Programmes.

It provides the general account of the employee’s intelligence & thus

can help the trainers to include more creative and interactive activities

for the training programme.

1) In creating interest and encouraging questions, finding out what the

learner already knows about his job or other jobs.

2) In explaining why of the whole job and relating it to some job the

worker already knows.

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3) In placing the learner as close to his normal working position as

possible.

Training policy:

Every company or organization should have well established training

policy. Such a policy represents the top management’s commitment to

the training of its employees, and comprises rules and procedures

governing the standard of scope of training. A training policy is

considered necessary for the following reasons:

1) To indicate a company’s intention to develop its personnel, to

provide guidance in the framing and implementation of

programmes and to provide information concerning them to all

concerned.

2) To discover critical areas where training is to be given on a priority

basis.

3) To provide suitable opportunities to the employee for his own

betterment.

Training courses:

Training may range from highly specified instruction in the procedure to

be adopted while performing a particular job to every general instruction

concerning the economy and society. Training course in general areas

usually aim at making an employee a rounded individual, a happier

worker and a good citizens, and at training him for ‘larger

36



responsibilities’ and future advancement. Such training exerts a

remarkable influence on production and labor. From the producer’s

point of view, output would increase with decrease in scrap, spoilage,

waste and the cost of production. From the point of view of labor, the

employee’s morale would improve, so would the rate of turnover,

excessive absenteeism and accident reduce. Training Programmes are

not no doubt expensive; but their worth to a growing concern can’t be

over emphasized.

Support material for training:

A variety of equipments is utilized to impart effective training. These

are:

a) Lectures, conferences, seminars and staff meetings,

demonstrations.

b) Role playing and job rotation.

c) Case or project studies and problem solving sessions.

d) Graphs, pictures, books, slides, movie projectors, film strips, tape

recorders etc.

e) Posters, displays, notice boards.

f) Reading room and libraries where specified books and maintained

for reference and use.

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g) Use of pamphlets, charts, brochures, booklets, handbooks,

manuals.

Training material has to be prepared with great care and distributedamong the trainees so that they may come well- prepared to a session

and able to understand the operations and / or demonstrations quickly

and correctly. It is difficult, if not impossible; to say which of the

methods or combination of methods is more useful than the other. In

fact, methods are multifaceted in scope and dimension, and each is

suitable for a particular situation. The best technique for one situation

may not be best for different groups or tasks.

An effective training techniques generally fulfills these objectives

provide motivation to the trainee to improve job performance, develop a

willingness to change, provide for the trainee’s active participants in the

learning process, provide a knowledge of results about attempts to

improve, and permit practice where appropriate.

Training methods or techniques:

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1) On the job training.

2) Job instruction training.

3) Vestibule training.

4) Demonstrations and examples.

5) Apprenticeship.

6) Classroom methods.

a) Lectures

b) Conferences.

c) Seminars.

d) Case study.

e) Role playing

f) Programmed instructions.

1) On the job training:

The most common, the most widely used and accepted, and the most

necessary method of training employees in the skills essential for

acceptable for job performance . Under this technique, an employee is

placed in new job and is told how it may be performed. It is primarily

concerned with developing in an employee a repertoire of skills and

39



habits consistent with existing practices of an organization, and with

orienting him to his immediate problems. It is mostly given for unskilled

and semi skilled jobs clerical and sale jobs. Employees are coached and

instructed by skilled co-workers, by supervisors, by the special training

instructors.

There are variety of methods such as coaching, job rotation and

special assignments. Under coaching method an employee is trained on

the job by his immediate superior. Apprenticeship is generally used to

impart skills requiring long periods of practice as found in trade, crafts

and technical fields.

Merits:

1) In this method, the trainee learns on the actual equipment in use

and in the true environment of his job. He, therefore, gets a feel of

the actual production conditions and requirements.

2) It is highly economical since no additional personnel or facilities

are required for training.

3) The trainee learns the rules, regulations procedures by observing

their day to day applications.

4) This type training is a suitable alternative for a company in which

there are almost as many jobs as there are employees.

5) It is most appropriate for teaching the knowledge and skills which

can be acquired in a relatively short period.

Demerits:

40



1) In this method instruction is often highly disorganized and not

properly supervised.

2) Low productivity, especially when the employee is unable to fully

develop his skills.

1) Job instruction training:

This method is very popular in the states for preparing supervisors. The

JIT method requires skilled trainers, extensive job analysis, job analysis,

training schedules and prior assessment of the trainee’s job knowledge.

This method is also known as ‘training through step by step learning’. It

involves listing all necessary steps in the job, each in proper sequence.

These steps show what is to be done. Along side each step is also listed a

corresponding ‘key point’, which show how it is to done and why.

The actual training follows a four step process, beginning with

1) The preparation of the trainee for instruction. This includes putting it

at ease, emphasizing the importance of the task and giving a general

description of job duties and responsibilities.

2) Presentation of the instructions, giving essential information in a clear

manner. This includes positioning the positioning the trainee at work

site, telling & showing him step of the job.

3) Encouraging questions and allowing the trainee to work along and

trainer follows up regularly.

41



The JIT methods provide immediate feedback on results, quick

correction of errors, and provision of extra practice when required.

2)

Vestibule training :This method attempts to duplicate on the job situation in a

company classroom. It is a classroom training which often

imparted with help of equipment and machines which are identical

with those in use the place of work. This technique enables trainee

to concentrate on learning the new skill rather than on performing

an actual job. In other words, it is geared to job duties. Theoretical

training is given in the classroom, while the practical work is

conducted on the production line. It is very efficient methods of

training of semi-skilled personnel, particularly when many

employees have to be trained for the same kind of work at the

same time.

Merits:

1) As training is given in a separate room, distractions are

minimized.

2) A trained instructor, who knows how to teach, can be more

effectively utilized.

3) The correct method can be taught without interrupting

production.

Demerits:

1) The splitting of responsibilities leads to organizational problems.

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2) This method is of limited value for jobs which utilize equipment

which can be duplicated.

Demonstration & examples:

In demonstration method, the trainer describes and displays something,

as when he teaches an employee how to do something by actually

performing the activity himself and by going through a step by step

explanation of ‘why’ and ‘what’ he is doing.

Demonstrations are very effective in teaching because it is much easier

to show a person how to do a job than to tell him or ask him to gather

instruction from the reading material.

Simulation:

Simulation is a technique which duplicates, as nearly as possible, the

actual conditions encountered on a job. The vestibule training method or

the business game method is examples of business simulation.

Simulation techniques have

been most widely used in the aeronautical industry. Trainee interest and

employee motivation are both practice might result in a serious inquiry,

a costly error, or the destruction of valuable materials or resources.

Apprenticeship:

43



For training in trade & technical areas apprenticeship training is the

oldest and most commonly used method, especially when proficiency in

a job is the result of a relatively long training period of 2 yrs to 3 yrs for

persons of superior ability and from 4 yrs to 5 yrs for others.

Merits:

1) A skilled workforce is maintained.

2) The hiring cost is lower because of reduced turnover and lower

production cost.

3) The loyalty of employees is increased and opportunities for growth

are frequent.

1) Classroom or off the job methods:

Off the job training simply means that training is not a part of

everyday job activity. The actual location may be in the company,

or classrooms or in places which are owned by the company, or in

universities or associations which have no connection with the

company.

These methods consist of:

1) Lectures

Lectures are regarded as one of the simplest ways of imparting

knowledge to the trainees, especially when facts, concepts,

44



principles, attitudes, theories and problem-solving abilities are

to be taught. The lecture method can be used for very large

groups which are to be trained within a short time, thus reducing

the cost per trainee.

Merits:

1) It is simple and efficient.

2) Through it more material can be presented within a given time

than by any other method.

Demerits:

1) The learners are passive instead of active participants. The lecture

method violates the principle of learning by doing. It is a one-way

communication. There is no feedback from the audience.

2) The presentation of material should by gear to a common level of

knowledge.

3) Though a skillful lecturer can adapt his material to the specific

group, he finds to adjust it for individual differences within a

group.

2)The conference method:

In this method, the participating individuals ‘confer’ to discuss

points of common interest to each other. A conference is basic to

45



most participative group centered methods of development. It is a

formal meeting, conducted in accordance with an organized plan,

in leader seeks to develop knowledge & understanding by

obtaining a considerable amount of oral participation of the

trainees.

Merits:

1) The conference is ideally suited for the purpose of analyzing

problems and issues and examining them from different view

points.

2) It is excellent method for the development of conceptual

knowledge .

Demerits:

1) It is limited to a small group of 15 to 20 people, because larger

groups often discourage the active participation of all the

conferences.

2) The progress is usually shows because all those desiring to speak

larger groups often generally allowed doing so.

3) Seminar or team discussion:

This is an established method for training. A seminar is conducted in

many ways:

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1) It may be based on a paper prepared by one or more trainers on a

subject selected in consultation with the person in charge of

seminar. It may be a part of a study or related to theoretical studies

or practical problems.

2) It may be base on the statement made by the person on charge of

seminar or on a document prepared by an expert, who is invited to

participate in the discussion.

3) The person in charge of the seminar distributes in advance the

material to be analyzed in the form of required readings. The

seminar compares the reactions of trainees, encourages

discussions, defines the general trend and guides the participants to

certain conclusions.

4) Case study or learning by doing:

This method was first developed in the 1800s by Christopher Lang dell at the Harvard Law School to help students to learn for

themselves by independent thinking and by discovering in the

ever-tangled skin of human affairs, principles and ideas which

have lasting validity and general applicability.

In case study, the trainee is expected to:

1) Define the objectives sought in dealing with the issues in the case.

2) Identifying the problems in case and uncover their probable causes.

3) Screen the alternatives using the objectives as the criteria.

47



Merits:

1) It promotes analytical thinking and develops a person’s problem

solving ability.2) It encourages open mindedness and serves as a means of

integrating the knowledge obtained from different basic

disciplines.

3) Since cases are usually based upon real problem situations the

trainees’ interest in them tends to be very great.

4) The method is accepted by everyone, for deals with detailed

descriptions of real-life situations.

Demerits:

1) Instruction in the methods of analysis may not given due

importance. It may suppress the critical faculties of mediocre

trainees, and the habit of bunking by analogies may develop.

2) The preparation of cases is difficult, or it needs money and time

and it is not quite certain that the outcome of his method would be

worth the expenditure in money & men incurred in it.

This method is extensively used in professional schools of law and

business administration, in supervisory & executive training

Programmes in industry & in teaching personnel management, human

relations, labor relations, marketing, producing management, business

policy and other disciplines.

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Role Playing:

This method was developed by Moreno, a Venetian psychiatrist. He

coined the terms ‘role playing’ , ‘role reversal’ , ‘social drama’ ,‘Psychodrama’ and a variety of specialized terms, with emphasis on

learning human relation skills through practice and insight into one’s

own behavior and its effect upon others.

In role playing, trainees act out a given role as they would in a

stage play. Two or more trainees are assigned parts to play before the

rest of the class. Role playing primarily involves employee-employer

relationship hiring, firing, discussing a grievance procedure, conducting

a post appraisal interview or discipline a subordinate.

Merits:

1) Learning by doing is emphasized.

2) Human sensitivity and interactions are stressed.

3) The knowledge of results is immediate.

4) Trainee interest & involvement tend to be high.

Programmed instructions:

Programmed instruction involves a sequence of steps which are

often set up through the central panel of an electronic computer as

guides in the performance of a desired operation or series of

operations. It incorporates a pre-arranged, proposed or desired

course of proceedings pertaining to the learning or acquit ion of

some specific skills or general knowledge.

49



The programme involves presenting questions, facts or

problems to the trainee to utilize the information given and the

trainee instantly receives feedback on the basis of accuracy of his

answers.

Merits:

1) Trainees learn at their own pace .

2) Instructors are not a key part in learning.

3) Immediate feedback is available.

Demerits:

1) The impersonality of instructional setting.

2) An advanced study is not possible until preliminary information

has been acquired.

3) The only factual subject matters can be programmed.

50



Chapter No. 6

Interpretation & Analysis

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Name of programme:

Physical environment/ venue

Facility

1

The PhysicalEnvironment / Venue

No.of respondent Percentage

Excellent 27 28.73

Good 63 67.02

Fair 4 4.25

Poor 0 0

28.73% employee thoughtthat physical environmentwas excellent.67.73% employee thoughtthat physical environment

52



was good.

Facility2 Setup and functioning of the

technology (Hardware andSoftware)

No.of respondent

Excellent 21

Good 48

Fair 22

Poor 3

1) 51.06% employees thoughtsetup & functioning of thetechnology was good.

53



2) 27.38% employees thoughtsetup & functioning of thetechnology was fair.

Training coordination1 Training information received

in advance

No.of respondent

Excellent 32

Good 50

Fair 11

Poor 1

1) 34.04% employees saidtraining information receivedin advance was excellent.

54



2) 53.19% employees saidtraining information receivedin advance was good.

55



Training coordination

2 Training Co-ordinationsupport.

No.of respondent

Excellent 29

Good 57

Fair 7

Poor 1

1) 30.85% employees said Training Co-ordination supportwas excellent.2) 60.63% employees said Training Co-ordination supportwas good.

56



Trainer1 Faculty prepardness for the

training .

No.of respondent

Excellent 37

Good 44

Fair 13

Poor 0

1) 39.96% employees thoughtfaculty preparedness fortraining was excellent.2)46.8% employees thoughtfaculty preparedness fortraining was good.

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3) 13.82% employees thoughtfaculty preparedness fortraining was fair.

Trainer2 Subject Knowledge.

No.of

respondent PercentageExcellent 40 42.55

Good 48 51.06

Fair 6 6.38

Poor 0 0

1) 42.55% thought subjectknowledge was excellent.

2) 51% thought subjectknowledge was good.

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59



Chapter No. 7

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Finding & Observations:

1) It was observed from received feedback that overall program was very

good.

2) It was found course objectives being achieved are good in all sense.

3) The physical environment was good.

4) The setup & functioning of technology was good.

5) Timely advanced training programme information was good.

6) The Course content communicated prior to the training was good.7) The Training co-ordination support was good.

8) Faculty preparedness for the training was good.

9) The subject knowledge was excellent and was appreciated by

participants.

10)It was pleasure to observe that participants feel the Presentation skills

were excellent.

11)The ability to answer the questions was excellent.

12)The training co-coordinator support was good.

13)The training information received in advanced was good.

14)It was duly observed that relevance of content was very well managed

was Easy to understand

62



Suggestions & Conclusion:

1) Advanced Training information should be given on time.

2) Training material has to be prepared with great care & distributed among

trainees so that they may come well prepared & able to understand the

Operations quickly & correctly.

3) Training aids such as audio-visual methods like Graphs, pictures, books,

Slides, movie projectors, film strips, can be used.

4) Practical training should be given more.

Conclusion: After doing a detailed study on my project post Training

Evaluation. I

understand the need of the business & importance of right kind of skills & set

of Required training in organization. Studying the whole Post Training

Evaluation at Forbes Marshall gives me more Confidence & Practical

Knowledge about Post Training Evaluation process in the corporate world.

The most important after doing analysis of data it was found out that

overall effectiveness of Post Training Evaluation process at Forbes Marshall is

Satisfactory.

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Appendix

QUESTIONNAIRE

I am Raviraj Bhosale pursuing 5th semester of Masters of Business Administration from

Tillak Maharashtra Vidyapeeth Pune. I am doing my research on Post TrainingEvaluation

in “Forbes Marshall, Pune” as a part of my course curriculum. For this I require you to fillthis

questionnaire.

Name: …………………………………………………….

Age: ……………………………………………………....

Department: ………………………………………………

Years of experience (In Forbes Marshall): ………………………....

1) Overall rating of training course. a) Excellent b) Good c)Fair d)Poor

2) How well was your objective met. a) Completely b) Partly c) Not very well.

3) What do you think of the training content.

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a) Very relevant b) Relevant.

1) What do you think of trainers.

1. Knowledge of the subject.

a) Excellent b)Good c) Fair d) Poor.

2. Communication skills

a) Excellent b)Good c)Fair d)Poor.

3. Relationship with group.

a) Excellent b) Good c) Fair d)Poor.

5) What do you think of the way in which the training was delivered .

How did you rate.

1. Overall organizationa) Excellent b) Good c) Fair. d) Poor

1. Training room facilities

a) Excellent b) Good c) Fair d) Poor

1. Computer facilitya) Excellent b) Good c) Fair d) Poor

6) Which aspects of the training course do you think were be mostuseful to you?

1. Course of contenta) Very useful b) Useful c) Not very useful

1. Training co-ordination supporta) Excellent b) Good c) Fair d) Poor 1. Would you recommend this training activity to others.

65



a) Yes b) Nob) What any other comments / suggestions do you have ?

Research: -

Research is essentially a systematic enquiry seeking facts through objective verifiable

methods in order to discover the relationship among them & to deduce from them broad

66



principles or laws. It is really a method of critical thinking. It comprises defining & redefining

problems, formulating suggested solutions, colleting, organizing & evaluating data, making

deductions & making conclusions & at last, carefully testing the conclusions to determine

whether they fit the formulated hypothesis or solutions.

John W. Best_ defined research as “the systematic & objective analysis & recording of

controlled observations that may lead to the development of generalization, principles or

theories resulting in prediction & possibly ultimate controls of events”.

Research Methodology: -

Research methodology involves following steps-

1. Research design

2. Collection of data

3. Analysis of data

4. Interpretation of report

5. Preparation of report

Above mentioned steps can be explained further as follows-

1. Research design :-

67



It provides a complete guideline for data collection. Selection of research approach

determining the sample design & design of experiment are the main essence of a

research design.

There are few essential steps in prepation of research design which are given as follows-

• Research of earlier literature

• Development of bibliography

• Nature of study

• Objectives of study

• Time dimension of the study

2. Collection of data:-

Data are the basic inputs to any decision making process. The processing of data gives

statistics of importance of the study. Data can be classified into primary data and secondary

data.

Primary data can be collected through experiment or through survey if the researcher

performs an examination in truth in his hypothesis. In the case of survey, however, the

researcher can adopt one or more of following ways to collect data-

• By observation

68



• Through telephonic interview

• By mailing of questionnaire

• Through schedules.

3. Analysis of data: -

After data is collected, proper tools and techniques should be used for classification and

analysis of data.

The bulk data should be compressed into a few manageable groups and tables for further

analysis. The researcher can analysis the data collected by using various statistical measures.

4. Data interpretation :-

The real value of any research work lies in its ability to arrive at certain generalizations

process, the researcher draws inferences or generally accepted conclusions from the data

collected.

In interpretation the researcher presents an explanation in a systematic manner.

5. Preparation of report: -

This is the concluding or last step of research, where the researcher has to prepare the report

of what study has been done by him.

Methods of data collection: -

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The major methods that are used for collection of information in project are-

1. Questionnaire

2. Observation

1. Questionnaire method: with respect to this project of training and development,

structured questionnaire method was used. Random size of 30 employees was selected 20

questions were designed.

Manner and method of filling the questionnaire was told. Data was collected at a time with

all 30 employees.

2. Observation method :-

Lot of information and data is collected by means of simply observation in the company.

Sources of primary and secondary data:

Primary data: -

The primary data in the company is collected / obtained through observation, interview, &

questionnaire etc.

70



Secondary data: -

The sources through which the secondary data in company is collected are journal, intranet,

brochures, and annual reports of the company.

TILAK MAHARASHTRA UNIVERSITY

(Established Under Section 3 of UGC Act 1956 Vide Notification

No. F. 9-19/85-U.3 dated 24th April 1987 by the Government of India)

CERTIFICATE

71



This is to certify that the project titled “A study of Training

and Development

program” is a bonafied work carried out by Miss. Kagwade Anita

Jinendra. Student of

MASTER OF BUSINESS ADMINISTRATION semester V,

Specialization

HUMAN RESOURCE PRN.0748013588 under Tilak Maharashtra

University, in

the year 2010.

Head of Department Internal

External

Examiner Examiner

project on post training evaluation

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