Summer internship project report on

DEVELOPING TRAINING EVALUATION METHODS

FOR ACC LIMITED.

By – Suman Singh

suman241989@yahoo.com

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DECLARATION

I, Mr. /Ms Suman Singh hereby declare that this project report is the

record of authentic work carried out by me during the period from

1.04.2013 to 31.05.2013 and has not been submitted to any other

University or Institute for the award of any degree / diploma etc.

SUMAN SINGH

Date:

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ACKNOWLEDGEMENT

I take this opportunity to express my profound gratitude and deep regards to my Prof. Dhrupa

Bhatia for her exemplary guidance, monitoring and constant encouragement throughout the

course of this project. The blessing, help and guidance given by her time to time shall carry me a

long way in the journey of life on which I am about to embark.

I also take this opportunity to express a deep sense of gratitude to Mrs. Durga Shenvi, HR

Manager, ACC Limited, for her cordial support, valuable information and guidance, which

helped me in completing this task through various stages.

Lastly, I thank almighty, my parents, and friends for their constant encouragement without which

this assignment would not be possible.

Suman Singh

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List of Tables

Sr. No Topic

1. Table to check reaction from training program

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Table of

C O N T E N T S

Chapter No. Title Page No.

Declaration from student i

Acknowledgement ii

List of Tables iii

I Introduction 2-16

1.1 Company profile 2

1.2 Objectives of the study 2

1.3 Limitations of Study 16

II Research Methodology 18

III Theoretical Background 22-27

IV Data Processing and Analysis 29-36

V Findings 38

VI Recommendations 40

VII Conclusions 42

VIII Bibliography 44

IX Appendices / Annexure 46-54

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CHAPTER 1

INTRODUCTION: DEVELOPING TRAINING EVALUATION METHODS FOR

ACC LIMITED.

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Objective: -

To develop the training evaluation for the below mentioned training program conducted at ACC Limited.

In functional training

1. Sales Training

2. Finance for Non-finance

3. Customer Services.

In Behavioral Training

1. Team Building

2. Leadership Training

Company profile: -

ACC (ACC Limited) is India's foremost manufacturer of cement and concrete. ACC's operations

are spread throughout the country with 17 modern cement factories, more than 40 Ready mix

concrete plants, 21 sales offices, and several zonal offices. It has a workforce of about 9,000

persons and a countrywide distribution network of over 9,000 dealers.

Since inception in 1936, the company has been a trendsetter and important benchmark for the

cement industry in many areas of cement and concrete technology. ACC has a unique track

record of innovative research, product development and specialized consultancy services. The

company's various manufacturing units are backed by a central technology support services

centre - the only one of its kind in the Indian cement industry.

ACC has rich experience in mining, being the largest user of limestone. As the largest cement

producer in India, it is one of the biggest customers of the domestic coal industry, of Indian

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Railways, and a considerable user of the country’s road transport network services for inward

and outward movement of materials and products.

Among the first companies in India to include commitment to environmental protection as one of

its corporate objectives, the company installed sophisticated pollution control equipment as far

back as 1966, long before pollution control laws came into existence. Today each of its cement

plants has state-of-the art pollution control equipment and devices.

ACC plants, mines and townships visibly demonstrate successful endeavors in quarry

rehabilitation, water management techniques and ‘greening’ activities. The company actively

promotes the use of alternative fuels and raw materials and offers total solutions for waste

management including testing, suggestions for reuse, recycling and co-processing.

ACC has taken purposeful steps in knowledge building. We run two institutes that offer

professional technical courses for engineering graduates and diploma holders which are relevant

to manufacturing sectors such as cement. The main beneficiaries are youth from remote and

backward areas of the country.

ACC has made significant contributions to the nation building process by way of quality

products, services and sharing expertise. Its commitment to sustainable development, its high

ethical standards in business dealings and its on-going efforts in community welfare programs

have won it acclaim as a responsible corporate citizen. ACC’s brand name is synonymous with

cement and enjoys a high level of equity in the Indian market. It is the only cement company that

figures in the list of Consumer Super Brands of India.

SUBSIDIARIES AND ASSOCIATES

‘Value- ACC Mineral Resources Limited

ACC's wholly owned subsidiary, The Cement Marketing Company of India Limited, was

renamed as ACC Mineral Resources Limited (AMRL) in May 2009 with an objective of

securing valuable mineral resources, such as coal for captive use. ACC Mineral Resources

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Limited has already entered into Joint Venture arrangements for prospecting, exploration and

mining coal from the coal blocks in Madhya Pradesh and West Bengal. The company is also

exploring other opportunities for securing additional coal and gypsum resources in India and

abroad

Bulk Cement Corporation (India) Limited

Situated at Kalamboli, in Navi Mumbai (formerly New Bombay), this company caters to bulk

cement requirements of the city of Mumbai and its environs. It has two cement storage silos with

a capacity of 5,000 tons each. The plant receives cement in bulk from ACC plants at Wadi. The

plant has its own special purpose railway wagons and rakes and its own railway siding. The first

of its kind in India, BCCI is equipped with all the facilities required by increasingly sophisticated

construction sites in a bustling metropolis, including a laboratory, a fleet of specialized trucks

and site silos for the convenience of customers and is capable of offering loose cement in bulk-

tanker vehicles as well as packed cement in bags of varying sizes from 1 tonne down to 25 kg

bags. BCCI is situated strategically on the outskirts of Mumbai, just off the new Mumbai-Pune

Expressway. It is a landmark structure spread over 30 acres of land.

Lucky Minmat

ACC acquired 100 per cent of the equity of Lucky Minmat Private Limited. This company holds

limestone mines in the Sikar district of Rajasthan, and helps supplement limestone supply to the

Lakheri Plant.

National Limestone Company Private Limited

National Limestone Company Private Limited is a wholly owned subsidiary. The company is

engaged in the business of mining and sale of limestone. It holds mining leases for limestone in

the state of Rajasthan.

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HUMAN RESOURCES

ACC has a large workforce of about 9,000 people, comprising experts in various disciplines

assisted by a dedicated workforce of skilled persons. ACC employees, referred to as the ACC

Parivar, come from all parts of the country and belonging to a variety of ethnic, cultural and

religious backgrounds. ACC employees display a strong sense of loyalty to the Company and

their special stellar qualities as adding’ human capital are well known in the industry.

ACC has clearly stated guidelines concerning recruitment, termination, career advancement,

performance appraisal, professional and employee ethics and code of conduct. The Company’s

personnel policies and processes enshrine equal opportunities to all and non-discrimination with

regard to gender, caste, creed, ideology or other opinion, whether social, political or religious.

Also ensured is a due process for employee consultation and participation in organizational

development and policy formulation.

RECRUITMENT:

Recruitment in ACC is a very fair and transparent process with adequate opportunities to look

for suitable candidates internally as well as from outside. Applicants are generally invited on the

basis of specific advertisements in newspapers and websites. A Committee of officers called the

Central Recruitment Committee handles the entire recruitment process comprising screening of

applications, preliminary short-listing, interviews and final selection. Every attempt is made to

make the selection process as objective as possible by incorporating tests of competence. In

some cases, outside consultants are retained. All decisions of the recruitment committee are

recorded in respect of each candidate. Candidates are informed of their short-listing and selection

immediately after the interview or at the earliest thereafter.

PERFORMANCE MANAGEMENT:

The Company’s performance management system is in itself a benchmark that provides ample

opportunities and motivational incentives to employees so as to reward and retain good talent

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within the Company. These incentives include Performance Linked Incentives, Good Work

Awards, Letters of Appreciation, Special Increments, and Promotions, Nomination to external

training programs in India and abroad, public felicitation and appreciation. Some plants have

Best Employee and Employee of the Month Awards and recognition. Competent employees and

those who display aptitude are invited to become Trainers themselves and receive Train the

Trainer facilitation.

TRAINING & DEVELOPMENT:

Our new Performance Management System incorporates a process called Competency

Assessment and Training and Developmental Needs wherein appraisers are specifically called

upon to identify and assess training needs of employees at specific intervals that do not coincide

with Performance Appraisals. This is so that training needs can be assessed objectively. Training

is imparted to take care of an individual’s career development as well as functional and skill

enhancement. Competency and Development training inputs include Skill and general

performance enhancement, communication skills and Career development. Functional training

needs are identified and conducted by functional departments while Corporate HR organizes

competency and developmental inputs.

EMPLOYEE WELFARE & PERQUISITES:

Employee welfare receives prime attention at ACC. We have several schemes for general

welfare of employees and their families. These cover education, healthcare, retirement benefits,

loans and financial assistance and recreation facilities.

ACC townships have excellent schools that are often the best in the district. Education at these

schools is subsidized for employees’ wards. We offer attractive scholarship allowances for

children studying at places away from their parents, merit scholarships for outstanding children

and financial assistance for employees’ children to pursue higher professional education.

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Liberal medical benefits are made available to employees and their family members by way of

reimbursements towards normal medical treatment, domiciliary treatments and special sanctions

for serious illness. Each of our townships has well-equipped health care centers with qualified

medical staff and facilities, ambulance, referrals and tie-ups with reputed hospitals for

specialized treatment. In addition, there are regular health checkups, camps and programs.

Employees are eligible to apply for loans and financial assistance for various purposes such as

purchase of assets, residential premises as well as a scheme that provides for supply of cement at

subsidized rates to those building their own houses.

At our cement plants and factories, employees are provided furnished and unfurnished

accommodation based on their entitlements. At many locations, the employees are given free

electricity, free water supply and free bus facility for nearby places and schools. These houses

are well-maintained and periodically upgraded.

EMPLOYEE SATISFACTION:

In addition to periodic internal Employee Satisfaction Surveys, we participate in Employee

Satisfaction and Work Places Surveys conducted by reputed external agencies and organizations

like Hewitt Associates Grow Talent. And from time to time, ACC has also retained reputed firms

to study our internal work environment and employee policies and suggest areas of

improvement. We share below salient points of the latest survey of employees:

People are treated fairly regardless of religion and gender

ACC is a safe place to work

Management is competent in running business

Employees feel good about what we do for society

Proud to tell others I work here

Management thinks positively

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The overall findings show significant job satisfaction at all levels as also deep respect for the

company, its performance management system and its overall business performance.

CORPORATE SOCIAL RESPONSIBILITY :

Today we define Corporate Social Responsibility as the way a company balances its

economic, social and environmental objectives while addressing stakeholder expectations

and enhancing shareholder value.

But ACC has undertaken social volunteering practices

almost from its inception, – long before the

term corporate social responsibility was coined. The

company’s earliest initiatives in community

development date back to the 1940's in a village on the

outskirts of Mumbai while the first formal Village

Welfare Scheme was launched in 1952. The community

living around many of our factories comprises the

weakest sections of rural and tribal India with no access to basic amenities.

Community & Rural Welfare

Our community development activities revolve around the under-privileged community

that lives in the immediate vicinity of our cement plants and is thus more dependent on

us. The range of our activities begins with extending educational and medical facilities

and goes on to cover vocational guidance and supporting employment-oriented and

income-generation projects like agriculture, animal husbandry, cottage industries by

developing local skills, using local raw materials and helping create marketing outlets.

At all our cement factories we share our amenities and facilities with members of the

local community. This includes sharing education and medical facilities, sports and

recreation. Wherever possible we share access to Bore Wells, drinking water and the

usage of colony roads.

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Education

Education is imparted not only to children of ACC employees but also more importantly

to children from rural areas who do not have

access to any medium of information or

education. ACC schools maintain high

standards and are open to other children of

the vicinity. Often these schools are the most

preferred centers of learning in the district

and adjoining areas. Wherever possible, ACC

provides funds and infrastructure to help set up local schools, colleges and centers for

learning and education.

Healthcare

ACC takes pride in providing various forms

of medical assistance to the families of our

employees and also to all those living in

surrounding villages. Each factory has a

medical center with full-fledged doctors and

the latest of basic equipment. Mobile medical services are provided in the vicinity and

regular medical camps are held to eradicate diseases, offer medical help, treatment and

preventive care.

ACC has come out to provide support to state and national health initiatives such as the

eradication of malaria, dengue fever and the dreaded HIV.

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HIV/AIDS - Workplace Policy

ACC is desirous of playing a meaningful role in the nationwide effort to eradicate

HIV/AIDS and has pledged to support the Confederation of Indian Industry in their

initiative. ACC recognizes that a fundamental step in this respect involves a clear

statement of the company’s internal policy to deal with employees affected by

HIV/AIDS. CII has framed a Code of Practice for Industry to guarantee and safeguard the

rights of employees infected and affected by HIV/AIDS. We adopt this as ACC’s internal

workplace policy for HIV/AIDS. The policy states that::

1. The company will provide a safe and healthy work environment for employees.

2. The company will educate its employees and the family on prevention, care and

counseling of HIV/AIDS. 

3. The company will educate its employees on safe blood donation and transfusion. 

4. If an employee has been infected, information about the illness would be kept

confidential by the company. Only the immediate superior would be kept advised

to prevent any medical eventuality. 

5. A HIV positive employee will be allowed to continue to work in his or her job

unless medical conditions interfere with the specific job he or she is doing. On

account of health conditions the employee may be shifted to another comfortable

position. 

6. The employer should ensure that the co–employees cannot or should not shun

their HIV positive peer or refuse to work alongside them. In fact, the company

will assure his or her comfort level in the work place. 

7. The company will, as a policy, not discriminate against any employee infected by

HIV/AIDS with regard to promotions, training and any other privileges,

applicable to all employees of the organization. 

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8. While the company may ask a person who is being offered a job to undergo

general medical tests before the issue of the appointment letter, the test will not

cover HIV/AIDS, without an informed consent and pre test counseling of the

candidate. |

9. The company will educate its employees and encourage them to participate in

voluntary counseling and testing. However, HIV/AIDS tests will not be a part of

any annual or regular health checkups, without the employee’s informed consent

and pre test counseling. 

10. The company will ensure that proper treatment is available to employees infected

with HIV/AIDS. The company will assist the employee in meeting the cost of

antiretroviral (ARV) drugs within the prescribed limits as fixed by the Company.

The arrangements for treatment will be made at hospitals pre-identified by the

company and payment will be made directly to the service provider. All other

(non-ARV) HIV/AIDS related costs will be covered as per the company’s

prevailing scheme for Health and Medical treatment.

It is hoped that this policy will help build positive and supportive attitudes towards those

infected as well as promote health and safety amongst the employees.

HIV/AIDS treatment – Anti Retroviral Treatment Centers

In close consultation with the Confederation of Indian Industry (CII), the management of

ACC decided to step forward to

participate in the national effort to

eradicate the HIV/AIDS virus that

we recognize as being among the

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Country’s Most Important Public Health Issues:

As a first step, we announced a Workplace policy for HIV/AIDS that protects the

fundamental human rights of employees who may unfortunately become affected by

HIV/AIDS, while also ensuring that these affected persons get proper care and treatment.

Next we decided to set up an Anti Retroviral Treatment Centre for HIV/AIDS treatment.

We chose to put up this project in Wadi in the state of Karnataka where we have the

largest of our cement plants. Karnataka also happens to be a state where the virus is

highly prevalent.

The ACC Wadi ART Centre has the complete basic physical infrastructure, Laboratory

facilities and trained medical and support personnel. It is housed in a new building

constructed by us on an independent piece of land outside our plant and colony. The

building has an area of over 2500 square feet and comprises a large reception area with

adequate seating, consulting rooms for the doctors, rooms for social workers and

counselors, laboratory, pharmacy, pantry and toilets.

The center is fully equipped with new machines and medical equipment as prescribed by

NACO ART guidelines. These include a state-of-the art CD4/ CD8 cell counting

machine. We believe this is the only center in the district and adjoining districts with such

a machine. The ACC Wadi ART Centre has a full complement of medical and support

personnel including a doctor, nurse, lab technicians and other staff. The doctor has been

trained at Christian Medical College Vellore. The center includes a Voluntary Counseling

and Testing Centre (VCTC). We will also be tying up with reputed hospitals in Gulbarga

for referaal linkages.

We aim to develop the skill and capability to run this center at Wadi as a world-class

facility for the benefit of the public, with the assistance of NACO, CII and prestigious

medical institutes such as CMC Vellore.

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Disaster Relief

ACC and its employees make timely contribution to help in any national disaster. This is

done both at the corporate level, by local units and employees. Apart from the Kargil

cause, collective contributions by way of cash, food and clothing has been sent to help

victims of calamities such as the Latur earthquake, Himachal Pradesh floods, Orissa

cyclone, Gujarat earthquake, Tsunami and floods in Maharashtra.

Gujarat Masons’ Training

ACC’s contribution to the rebuilding

effort after the 2001 earthquake in

Gujarat was unique. Anticipating a

scarcity of skilled masons and trained

supervisors for the reconstruction

work - especially in Kutch, Rajkot and

Surendranagar districts, the company

evolved a scheme to provide

construction related training to over 2500 unemployed persons (mostly youth) in

earthquake affected villages. Our best civil engineers were deputed to impart training on

basic skills needed to work as masons and construction site supervisors and to make

earthquake resistant structures, using local materials. This was perhaps the country’s first

formal training programs of this magnitude for masons and site supervisors, organized by

ACC.

Conservation of heritage structures

The services of ACC’s Concrete experts have often been utilized in the restoration of

several national heritage buildings across the country - such as sections of the Chhatrapati

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Shivaji Terminus (formerly Victoria Terminus) at Mumbai, the J N

Petit and David Sassoon Libraries in Mumbai, churches in Goa,

palaces and royal mansions in Mysore and Hyderabad and other old

structures in the country.

The historic Vijayraghavgarh fort in Madhya Pradesh was restored

under ACC’s patronage. This is not a core business of the company but an act of

corporate volunteering by way of sharing knowledge and expertise.

Global Compact

ACC Limited is a signatory to the United

Nations Global Compact. We are committed to

the ten principles of the Compact which foster

better corporate responsibility in the areas of

human rights, labor, environment and anti-

corruption. Established in 1936, this company

has from its very inception been conscious of its obligations to the community and has

always kept in view its social responsibilities. ACC’s Vision vividly declares the

company’s commitment to its corporate social responsibility and sustainable development

issues making these an essential part of the business goals for the company. This

communication on Progress provides an insight into our recent activities in support of the

Global Compact’s Objective and our efforts towards continuous improvement.

Support to national Sport

ACC has had an old and close association with the game of cricket. From the 1950’s to

the 70’s, many cricket legends were employees of ACC during their active cricket

careers. This was in the days before cricketers became like the superstars they are today.

ACC was then among the few companies which went out of its way to employ young

cricketers, including budding young Ranji Trophy hopefuls. ACC joined hands with the

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Confederation of Indian Industry to sponsor India’s National Boxing team at the Athens

Olympics in 2004 and the Commonwealth Games. ACC also sponsors and supports other

sports at National, regional and local levels such as inter-regional Badminton

championships, youth soccer and Rural Sports Meets.

OCCUPATIONAL HEALTH & SAFETY   :

Occupational Health & Safety (OHS) is a vital part of ACC’s journey towards Sustainable

development. Safety Audits are being carried out in ACC since 1995 by National Safety

Council based on the 5 Star Auditing System of British Safety Council. There is a continuous

effort to measure and improve Safety Management Systems to avoid accidents.

We have an Apex OH & S Committee headed by the Managing Director. This committee

oversees implementation of our OH & S policy Each of our plants and manufacturing units have

Professional Doctors and medical facilities for continuous monitoring and observation of

workplace hygiene and occupational health.

The following are some OH & S initiatives at ACC plants:

OH & S brochures, signage’s, posters and mailers used extensively

Monthly Safety Gate Meetings held at all our plants.

Safety Audit and TPM Audits carried out annually

Safety Professionals meets twice a year to discuss and share knowledge on Safety

Statistics and implementation of safety measures at each unit.

Safety Observation Tours (SOT) conducted weekly by all line  managers

Behavioral Safety Training programs for workers at all plants

Incident investigations for all incidents including near misses (with potential for

injuries). The findings and recommendation are  shared across the company.

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LIMITATIONS:-

The limitation in developing training evaluation model is that various training programs do not

have a direct impact or effect on monetary benefits.

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CHAPTER-2

RESEARCH METHODOLOGY

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The research methodology of this project is based on secondary data.

The information about below mentioned training programs conducted at ACC Limited is

gathered through training manuals and employee booklet.

SECONDARY DATA:

The project focused on developing training evaluation methods for the below mentioned training programs.

In functional training

1. Sales Training

2. Finance for Non-finance

3. Customer Services

In Behavioral Training

1. Team Building

2. Leadership Training

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CHAPTER- 3

THEORETICAL BACKGROUND:

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Training and Development is the activity which builds the performance of individuals through

such activities as training, education, or mentoring employees.  The area is known by a number

of different titles including human resource development, and learning and development. 

Training transfer is a key topic in this area, many of us have experienced workplaces which

provide training, but then miss the mark on allowing employees to implement the learned

behaviors back in the workforce.  Understanding how training is transferred back to the

workplace and what the workplace can do to encourage the application of new knowledge is a

central concern of training and development practitioners.

The five steps in training process:

Training Process or Steps Involved For Conducting Training

Training is not a one sort affair; rather it is a step-by-step process that will completed only after

successful completion of given sequential activities.

1. Identifying Training Needs

Training need is a difference between standard performance and actual performance. Hence, it

tries to bridge the gap between standard performance and actual performance. The gap clearly

underlines the need for training of employees. Hence, under this phase, the gap is identified in

order to assess the training needs.

2. Establish Specific Objectives

After the identification of training needs, the most crucial task is to determine the objectives of

training. Hence, the primary purpose of training should focus to bridge the gap between standard

performance and actual performance. This can be done through setting training objectives. Thus,

basic objective of training is to bring proper match between man and the job.

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3. Select Appropriate Methods

Training methods are desired means of attaining training objectives. After the determination of

training needs and specification of objectives, an appropriate training method is to be identified

and selected to achieve the stated objectives. There are number of training methods available but

their suitability is judged as per the need of organizational training needs.

4. Implement Programs

After the selection of an appropriate method, the actual functioning takes place. Under this step,

the prepared plans and programs are implemented to get the desired output. Under it, employees

are trained to develop for better performance of organizational activities.

5. Evaluate Program

It consists of an evaluation of various aspects of training in order to know whether the training

program was effective. In other words, it refers to the training utility in terms of effect of training

on employees' performance.

6. Feedback

Finally, a feedback mechanism is created in order to identify the weak areas in the training

program and improve the same in future. For this purpose, information relating to class room,

food, lodging etc. is obtained from participants. The obtained information, then, tabulated,

evaluated, and analyzed in order to mark weak areas of training programs and for future

improvements.

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Attempting financial ROI assessment of training is a controversial issue. It's a difficult task to do

in absolute terms due to the many aspects to be taken into account, some of which are very

difficult to quantify at all, let alone to define in precise financial terms. Investment - the cost - in

training may be easier to identify, but the benefits - the return - are notoriously tricky to pin

down. What value do you place on improved morale? Reduced stress levels? Longer careers?

Better qualified staff? Improved time management? All of these can be benefits - returns - on

training investment.

In the absence of absolutely quantifiable data, find something that will provide a useful if

notional indication.

For example,

After training sales people, the increased number and value of new sales made is an

indicator of sorts.

After motivational or team-building training, reduced absentee rates would be an

expected output.

After an extensive management development program, the increase in internal

management promotions would be a measurable return.

Also, refer to the very original Training Needs Analysis that prompted the training itself - what

were the business performance factors that the training sought to improve? Use these original

drivers to measure and relate to organizational return achieved.

The problems in assessing ROI are more challenging in public organizations. ROI assessment in

these environments can be so difficult as to be insurmountable, so that the organization remains

satisfied with general approximations or vague comparisons, or accepts wider forms of

justification for the training without invoking detailed costing.

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Training of Employees - Need and Importance of Training:

Training of employees takes place after orientation takes place. Training is the process of

enhancing the skills, capabilities and knowledge of employees for doing a particular job.

Training process moulds the thinking of employees and leads to quality performance of

employees. It is continuous and never ending in nature.

Importance of training:

Training is crucial for organizational development and success. It is fruitful to both employers

and employees of an organization. An employee will become more efficient and productive if he

is trained well.

Training is given on four basic grounds:

1. New candidates who join an organization are given training. This training familiarizes

them with the organizational mission, vision, rules and regulations and the working

conditions.

2. The existing employees are trained to refresh and enhance their knowledge.

3. If any updating and amendments take place in technology, training is given to cope up

with those changes. For instance, purchasing a new equipment, changes in technique of

production, computer impartment. The employees are trained about use of new

equipments and work methods.

4. When promotion and career growth becomes important. Training is given so that

employees are prepared to share the responsibilities of the higher level job. i.e.

Succession Planning.

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The benefits of training can be summed up as:

1. Improves morale of employees - Training helps the employee to get job security and job

satisfaction. The more satisfied the employee is and the greater is his morale, the more he

will contribute to organizational success and the lesser will be employee absenteeism and

turnover.

2. Less supervision - A well trained employee will be well acquainted with the job and will

need less of supervision. Thus, there will be less wastage of time and efforts.

3. Fewer accidents - Errors are likely to occur if the employees lack knowledge and skills

required for doing a particular job. The more trained an employee is, the less are the

chances of committing accidents in job and the more proficient the employee becomes.

4. Chances of promotion - Employees acquire skills and efficiency during training. They

become more eligible for promotion. They become an asset for the organization.

5. Increased productivity - Training improves efficiency and productivity of employees.

Well trained employees show both quantity and quality performance. There is less

wastage of time, money and resources if employees are properly trained.

EVALUATE THE TRAINING PROGRAM.

This step will determine how effective and profitable your training program has been. Methods

for evaluation are pre-and post- surveys of customer comments cards, the establishment of a

cost/benefit analysis outlining your expenses and returns, and an increase in customer

satisfaction and profits.

The reason for an evaluation system is simple. The evaluations of training programs are without

a doubt the most important step in the training process. It is this step that will indicate the

effectiveness of both the training as well as the trainer.

There are several obvious benefits for evaluating a training program.

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Evaluations will provide feedback on the trainer's performance, allowing them to

improve themselves for future programs,

Evaluations will indicate its cost-effectiveness,

Evaluations are an efficient way to determine the overall effectiveness of the training

program for the employees as well as the organization.

The importance of the evaluation process after the training is critical. Without it, the trainer does

not have a true indication of the effectiveness of the training. This information can be considered

during the next time a training program is been evaluated. And it can also be used to compare

between two training programs.

To be successful, all training must receive support from the top management as well as from the

middle and supervisory levels of management. It is a team effort and must implement by all

members of the organization to be fully successful. To help determine how we’re going to

approach assessment in training we should be clear on the two different types; formative and

summative methods of assessment.

Formative Assessment

Formative evaluation occurs while a training program is forming or occurring. For example:

preview or collecting continuous feedback from participants in a training program in order to

modify it as needed. Formative assessment can be either formal or informal. It may be a written

test, or it may just be a general Q&A discussion at the end of a particular module of training.

Different types of training will call for a different blend of formal and informal methods.

There are 2 key advantages of formative assessment:

It provides feedback to the student on how they’re performing (which will hopefully

motivate them).

It provides feedback to the trainer on those areas where they might need to focus more

attention on to reinforce particular learning points.

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The aim of formative assessment is to improve the amount of learning that occurs.

How To Conduct Formative Evaluation

Here are several steps to conducting formative evaluation:

Hold group discussions with the trainees to gain feedback.

Observe trainee behavior.

Give short tests to trainees.

Answer the following questions:

Did you identify training needs correctly?

Have you noticed other areas that need attention?

Are there indications that the training objectives will be met?

Do the objectives need to be revised?

Are the training topics being taught?

Have additional training topics come up which need to be taught?

Summative Assessment

Summative assessment is done at the end of any process; the idea is that it summarizes how the

trainee has performed at the end of the training. Kirkpatrick´s famous types of evaluation are

summative.

For example:

Summative evaluation could be evaluating the attitudes and information learned after the training

program has been conducted, or determining how the information provided is used back on the

job.

How To Conduct Summative Evaluation

There are several methods to conducting summative evaluation:

Ask trainees for their opinions about the training program after it has been delivered.

Test trainees to learn how well they grasped the information.

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Ask participants to demonstrate how they would use the information learned in training.

Conduct surveys or interviews with each participant to gain better understanding of what

they learned.

Measure changes in production and quality of work that has been accomplished after the

training program.

Answer the following questions:

Did you meet the training objectives?

Will you need to improve and modify some areas?

Should you conduct the training activity again?

How can you help the trainees attain further training?

There are 4 key advantages of summative assessment:

Positive results give the trainees a boost in confidence and can act as a springboard into

subsequent behavior change back in the workplace.

Trainers can identify those areas where results are consistently lower and can then

consider alternative delivery methods – helping to develop the training for future events.

The results provide a measurable way of determining the success of the training program,

directly comparable from one intake to the next.

Conclusion

Most trainers are familiar with formal methods of evaluation after a training program

(summative). Fewer may have thought seriously about the importance of formative evaluation

(although no doubt they would have used some of the core formative approaches such as a pilot

test). To get the best results use both forms of evaluation: formative and summative.

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CHAPTER- 4

DATA PROCESSING AND ANALYSIS:

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The no. of training programs conducted at ACC Limited is:

In functional training

1. Sales Training

2. Finance for Non-finance

3. Customer Services.

In Behavioral Training

1. Team Building

2. Leadership Training

KIRKPATRICKS 4 STAGE TRAINING EVALUATION MODEL:

The most widely used and popular model for the evaluation of training programs is known as

"The Four Levels of Learning Evaluation." The model was defined in 1959 by Donald L.

Kirkpatrick in a series of articles that appeared in the US Training and Development Journal.

Kirkpatrick redefined the evaluation model with his 1998 book "Evaluating Training Programs:

The Four Levels."The idea behind the model is for an organization to have meaningful

evaluation of learning in the organization. The degree of difficulty increases as you move

through the levels. However, the knowledge learned regarding the effectiveness of the training

program more than compensates for

this.

The four levels of the model are:

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Level 1: Reaction

Level 2: Learning

Level 3: Behavior

Level 4: Results

Level 1: Reaction

Kirkpatrick refers to Level 1 as a measure of customer satisfaction. Most of the forms that people

fill out at the end of a class or workshop are instruments for measuring Level 1.

Level 2: Learning

Kirkpatrick defines learning as the extent to which participants change attitudes, increase

knowledge, and/or increase skill as a result of attending a program. So to measure learning we

need to determine the following:

What knowledge was learned

What skills were developed or improved

What attitudes were changed

Here are guidelines for evaluating learning:

1. Use a control group if it is practical

2. Evaluate knowledge, skills, and/or attitudes both before and after the program. Use a paper

and pencil test to measure knowledge and attitudes and use a performance test to measure skills.

3. Get a 100 percent response

4. Use the results of the evaluation to take appropriate action.

Level 3: Behavior

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Level three can be defined as the extent to which a change in behavior has occurred because

someone attended a training program. In order for change in behavior to occur, four conditions

are necessary:

The person must have a desire to change

The person must know what to do and how to do it

The person must work in the right climate

The person must be rewarded for changing

Here are some guidelines for evaluating behavior:

1. Use a control group if that is practical

2. Allow time for a change in behavior to take place

3. Evaluate both before and after the program if that is practical

4. Survey and/or interview one or more of the following: trainees, their immediate supervisors,

their subordinates and others who often observe their behavior.

5. Get a 100 percent response

6. Repeat the evaluation at appropriate times

7. Consider cost versus benefits

Level 4: Results

This involves measuring the final results that occurred because a person attended a training

session. This can include increased production, improved work quality, reduced turnover, etc.

Level four can be difficult because you must determine what final results occurred because of

attendance and participation in a training program.

We must also evaluate the conditions that the trainee is operating in. It is important to determine

whether the conditions set forth above in Level 3 have been met. If there are conditions in the

office that prevent the trainee from using the knowledge that they have learned, than the training

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cannot be faulted for not "doing the job."This is a clear example a conditional problem with the

operating environment.

Here are some guidelines for evaluating results:

1. Use a control group if it is practical

2. Allow time for results to be achieved

3. Measure both before and after the program if it is practical

4. Repeat the measurement at appropriate times

5. Consider cost versus benefit

6. Be satisfied with evidence if proof is not possible

Evaluation method suggested for the above mentioned training programs are:

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Sr.No Trainings To Check reaction To Check learning To Check behavior

1 Sales training Sales Training Test

Questionnaire

Test, Simulations,

Role Play

Observation, performance

record, , Customer feedback

2 Finance for

Non-Finance

Questionnaire Test Supervisor’s Feedback

3 Customer

Relation

Questionnaire Simulation, Role

play

Observation, performance

record, Supervision,

Customer feedback form

4 Leadership Questionnaire Management

Games

Questionnaire, Observation,

Performance Record,

Feedback, subordinate

feedback form.

5 Team

Building

Questionnaire Management

Games &

Simulation.

Observation, 360 Degree

Feedback

There is a common questionnaire suggested which can be used to check reaction of the trainees

towards the training programs.

Training 1. Sales training:

Reaction : For checking the reactions of the trainees towards the training program sales training

test and questionnaire have been suggested.

Learning : For checking the learning of the trainees towards the training program a test has been

designed for the same. Role plays and simulations have been suggested.

Behavior : For checking the behavior of the trainees towards the sales training program,

observation, performance record, customer feedback can be used.

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Results : For checking the results by sales targets.

Training 2: Finance for Non-Finance:

Reaction : For checking the reactions of the trainees towards the training program a common

Questionnaire have been suggested.

Learning : For checking the learning of the trainees towards the training program test can be

prepared by the finance people for the non-finance people.

Behavior : For checking the behavior of the trainees towards the training program Supervisor’s

Feedback

Results : For checking the results ROI.

Training 3: Customer Relations Training:

Reaction : For checking the reactions of the trainees towards the training program a separate

questionnaire have been suggested.

Learning : For checking the learning of the trainees towards the training program simulation

techniques and Role play have been suggested for that.

Behavior : For checking the behavior of the trainees towards the training program, Customer

Feedback form has been suggested. SUPERVISOR

Results : For checking the results NO OF C COMPLAINT, RETAINTION

Training 4: Leadership Training:

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Reaction : For checking the reactions of the trainees towards the training program a separate

questionnaire have been suggested.

Learning : For checking the learning of the trainees towards the training program management

games have been suggested for that.

Management games to check leadership skills: CENTER STAGE

Objective: To visualize different leadership styles

How the author has used this exercise:  If the group is comfortable with one another, a role

playing activity can have some impact.  I have used this activity to set up my information about

leadership styles.   However, this same format can be used with a variety of different topics.

Activity Description: Ask for four volunteers.  One volunteer plays the role of a  team member

who recently has missed meetings or arrived late. The other three volunteers each play the role of

a different kind of leader.  To save time I usually give the leader volunteers a personality trait

from which they can create their persona: the by-the-book leader, the self-absorbed leader, the

paternalistic leader, the softy, the blamer, the lecturer, the know-it-all, etc. Allow the volunteers

to have some time to think about their role. 

Gather the full group in a circle and place two chairs in the middle.  In turn, have each leader

confront the team member.  Explain the situation to the group before the role playing begins:

Loren, the late team member, has not only been missing meetings or arriving late, he has also

appeared to be very tired and disjointed.  Some team members have suggested that Loren’s wife

is ill, but others say the situation is rooted with Loren himself. As a leader, what is a good way to

handle Loren?

After all three scenarios have been played out, ask the full group to comment on the different

leadership approaches—What worked? What could the leaders have done differently? How

would the “ideal” leader handle this situation? This activity is a good spring board to exploring

different leadership styles.

Options:  You may want to have the full group identify three different role playing situations.

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Added thoughts or considerations: I try to check with some of the participants before the

workshop begins to see if the group would be comfortable or willing to engage in a role playing

activity.

Behavior : For checking the behavior of the trainees towards the training program, Observation,

Performance Record, Subordinate feedback form have been suggested.360

Results : For checking the result, Department performance can be checked.

Training 5. Team Building Training:

Reaction : For checking the reactions of the trainees towards the training program a separate

questionnaire have been suggested.

Learning : For checking the learning of the trainees towards the training program Management

Games & Simulation have been suggested.

Management games on team building: MISSION STATEMENT

Purpose: Creating focus, passion, and group buy-in

Participants: All

Materials needed: Pens, paper, and any team requests

Instructions: Each person finishes the sentence, “My vision of a team that works is …”

The entire team now creates one statement or visual that represents the total of these

Vision statements.

Desired outcome: The team finds commonality of purpose and is more willing to cooperate.

Behavior: For checking the behavior of the trainees towards the training program, observation

by supervisor, checking of department Performance record has been suggested.

Results: For checking the results ROI

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CHAPTER- 5

FINDINGS:

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ACC Limited had not used any kind of training evaluation method in their organization, due to

which they were never able to find out the effectiveness of training programs.

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CHAPTER- 6

RECOMMENDATIONS:

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A common questionnaire has been recommended, with the help of which they can find

out the reactions of the employees after the training.

A separate sales training feedback questionnaire has been recommended for finding out

the reaction of employees after the sales training.

Various role plays, simulation, management games for checking learning from the

training programs have been recommended.

Observation technique, performance record & customer feedback for checking the

behavior after sales training program has been recommended.

Supervisor’s feedback method has been recommended to checking the learning after the

Finance for Non-Finance training.

Customer Feedback questionnaire have been recommended for checking the reaction

after Customer relation training.

Subordinate feedback form is been recommended for checking the learning after the

leadership training program.

Observation and 360° feedback methods have been recommended for checking the

behavior of the trainees after the team building training program.

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CHAPTER- 7

CONCLUSIONS:

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This project focused in finding out the evaluation methods for various training programs conducted at ACC Limited.

The no. of training programs conducted at ACC Limited is:

In functional training

1. Sales Training

2. Finance for Non-finance

3. Customer Services.

In Behavioral Training

1. Team Building

2. Leadership Training

The evaluations of training programs are the most important step in the training process. I

indicate the effectiveness of both the training programs and gives us an idea about what to

change in the next training program..

There are several obvious benefits for evaluating a training program.

Evaluations will provide feedback on the trainer's performance, allowing them to

improve themselves for future programs,

Evaluations will indicate its cost-effectiveness,

Evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization.

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BIBLIOGRAPHY (REFERENCES)

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http://www.acclimited.com/newsite/index.asp

http://economictimes.indiatimes.com/acc-ltd/stocknews/companyid-6,cn-

acc-ltd.cms

http://www.indiainfoline.com/Markets/Company/Background/

Company-Profile/ACC-Ltd/500410

http://www.acclimited.com/newsite/reach_acc.asp

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ANNEXURE

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TRAINING FEEDBACK FORM

Objective: This questionnaire aims to find out the satisfaction of trainees with the training program.

Name (optional): _________________________________________________________.

Designation: __________________________________________________________.

Name of Training Program: ______________________________________________.

Day and Date: ___________________________________________________________.

1. What is your overall satisfaction level with the training program?

a. Highly satisfiedb. Satisfiedc. Neutrald. Somewhat Dissatisfiede. Totally Dissatisfied

2. How, according to you, was the Quality of Trainers?a. Very goodb. Goodc. Averaged. Bade. Very bad

3. Which type of trainer is more preferred by you?a. In house trainerb. External trainer

4. On a scale of 1 to 10, what score would you give to the training methods used in the training programs, 1 being the least and 10 being the highest?

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5. How would you rate the overall arrangement for the training program on the scale of 1 to 10? (1 being the least and 10 being the highest.)______________________________________________________________________

6. Was the duration of the training program sufficient to deliver the required learning?

Yes No

If no, kindly specify the appropriate duration for such training program.

____________________________________________________________________

7. Do you believe that his training program will help you in improving your performance on the job?

Yes No

8. What kind of support would be required from the seniors / management for ensuring the transfer of the learning from Training Program to on the job?

______________________________________________________________________________

9. Do you agree that you were required to be trained for this particular program?

Yes No

10. Any additional suggestions for improving the Training.

______________________________________________________________________________

************************** THANK YOU **************************

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SALES TRAINING TEST

Name of the product: ________________________________________________________.

Duration: ___________________________________________________________________.

Name of the trainee: ______________________________________________________.

Signature: __________________________________________________________________.

No. of years with the company: _______________________________________________.

1. What if the complete name of the product?

______________________________________________________________________.

2. What are the key features of the product?

______________________________________________________________________.

3. What is the warrantee period of the product?

_______________________________________________________________________.

4. What age group/type of firm is the target group of the product?

_______________________________________________________________________.

5.

What are the various types of personalities a client can have?

____________________________________________________________________________.

What would your strategies to deal with them?

__________________________________________________________________________.

6. What strategies would you implement in the product presentation to create interest of the client in

the product?

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_______________________________________________________________________.

7. Who are the key competitors in the market for the product.

___________________________________________________________________.

8. What different features does your product have as compared to your competitors?

__________________________________________________________________.

9. What procedure is followed from the time of getting the requirement from the client till the time

of delivery of the product?

10. What efforts are required to be taken by the sales officer to ensure continuous satisfaction of the

client with the product and thereby detaining their loyalty to the company?

*****************THANK YOU******************

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QUESTIONNAIRE FOR CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

Q1. From how many years you are using products offered by ACC Limited?a. 0-2 Yearsb. 2-4 Yearsc. More than 4 Years

Q2. Rate your overall satisfaction with the products offered by ACC Limited?a. Highly Satisfiedb. Satisfiedc. somewhat satisfiedd. Highly dissatisfied

Q3. Are you satisfied with the quality of product ACC Limited is offering?a. Yesb. No

Q4. Do they entertain queries in a proper manner?a. Yesb. No

Q5. How do you rate the process of taking orders and delivery?a. Goodb. Bad

Q6. Are you satisfied with the range of products?a. Yesb. No

Q7. Do they provide full information about the product at the time of order placing?a. Yesb. No

Q8. Do you find their charges nominal as compared to other competitors?a. Yesb. No

Q9. Do they provide any discount on bulk orders?a. Yesb. No

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Q10. Do they inform you about the new changes in the product at the time of order placing?a. Yesb. No

Q11. Do you think ACC Limited is maintaining good customer relations through its products and services?a. Yesb. No

**************************** THANK YOU *************************

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SUPERVISOR LEADERSHIP BEHAVIOUR FEEDBACK FORM

Name: ______________________________________________.

Age: ___________________. Sex: ________________.

Designation: _________________________________________.

Supervisors Name: ____________________________________.

Give your rating on the scale of 1 to 7. 1 Being Not at all and 7 being Very much.

1. Is your superior strict about observing regulations? 1 2 3 4 5 6 7

2. To what extent does your superior give you instructions and orders?1 2 3 4 5 6 7

3. Is your superior strict about the amount of work you do?1 2 3 4 5 6 7

4. Does your superior urge you to complete your work by the time he/she has specified?1 2 3 4 5 6 7

5. Does your superior try to make you work to your maximum capacity?1 2 3 4 5 6 7

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6. When you do an inadequate job, does your superior focus on the in adequate way the job was done instead of on your personality?1 2 3 4 5 6 7

7. Does your superior ask you for reports about the progress of your work?1 2 3 4 5 6 7

8. Does your superior work out precise plans for goal achievement each month?1 2 3 4 5 6 7

9. Can you talk freely with your superior about your work?1 2 3 4 5 6 7

10. Generally, does your superior support you?1 2 3 4 5 6 7

11. Is your superior concerned about your personal problems?1 2 3 4 5 6 7

12. Do you think your superior trusts you?1 2 3 4 5 6 7

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13. Does your superior give you recognition when you do your job well?1 2 3 4 5 6 7

14. When a problem arises in your work place, does your superior ask your opinion about how to solve it?1 2 3 4 5 6 7

15. Is your superior concerned about your future benefits like promotions and pay raises?1 2 3 4 5 6 7

16. Does your superior treat you fairly?1 2 3 4 5 6 7

Add up your answers to Question 1. To Question 8.

This total indicates your supervisor’s performance orientation.

Task orientation = ________________________.

Add up your answers to Question 9 to Question 16.

This total indicates your supervisor’s maintenance orientation.

People orientation=__________________________.

A score above 40 is high, and a score below 20 is low.

.

************************** THANK YOU *************************

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