jspl raigarhs hr project
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A project report on
“ Implementation of Kirkpatrick Model”At
JSPL Raigarh
A project submitted for partial fulfillmentof
“Masters of Business Administration”
Department of Management StudiesIndian School of Mines Dhanbad, Jharkhand
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CERTIFICATE
I certify that the Project Report entitled “Implementation of Kirkpatrick Model” in JSPL Raigarh is the result of the bonfide study carried out by Veer Chhatarashal under my guidance and supervision and that no part of the report has been submitted in
any other form or for any other degree.
Place : Date : Prof. G.S Pathak
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DECLARATION
I do hereby declare that the project entitled “Implementation of Kirkpatrick Model” in JSPL Raigarh, submitted by me to the department has been compiled by me under the guidance of Mr. R.P Pandey, Sr. Manager(HR), and bears no imitation of any kind from anywhere.
This project is a product of my own effort and it has not been submitted or published ever before.
Veer Chhatarashal
Adm. No. 2011mb0019
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Acknowledgement
I owe my deepest sense of gratitude and regards to the Human Resource department of JSPL Raigarh , for having given me this immense opportunity of doing my summer internship from this renowned organization. I am heartily thankful to Mr. R.S Dabas, Sr. AVP(P&A), Mr. C.D Mathew , AVP(HR) , JSPL ,and Ms. Romsha Sharma, Dy. Manager(HR), JSPL, who so readily cooperated and provided us all the relevant information.
I am also grateful to my department and all of my faculties who ensured we were possibly acquainted with all the necessary topics and information related to the field of human resource management, so that we might not face any kind of difficulty in the completion of our project.
Apart from them , my acknowledgements are also due to my friends and co-trainees at JSPL Raigarh, who have also been of tremendous help throughout the completion of this project.
PLACE : DATE : Veer Chhatarashal
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CONTENTS
Sr No Topic Page No.
1. Introduction 6
2. Research Methodology 7
3. Organizational Profile 10
4. The Training Process at JSPL Raigarh 17
5. Evaluation of Training Effectiveness at JSPL 24
6. Implementation of Kirkpatrick Model, at JSPL Raigarh 29
7. Conclusion & Suggestions 61
8. Bibliography 63
9. Annexure 64
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Introduction:
The Evaluation of any training program has certain aims to fulfill. These are concerned with the determination of change in the organizational behavior and the change needed in the organizational structure.Hence evaluation of any training program must inform us whether the training program has been able to deliver the goals and objectives in terms of cost incurred and benefits achieved.The analysis of the information is the concluding part of any evaluation program.The analysis of data should be summarized and then compared with the data of other training programs similar nature.On the basis of these comparisons, problems and strength should be identified which would help the trainer in this future training programs, to stop short of completion of the training systems design methodology, by avoiding the evaluation ,our training effectiveness is reneging on ou2r commitment to our employees.The future requires more precise, reliable evaluation strategies, we like to think of training effectiveness evaluation in the same way that we think of surveillance tests in the plant, we perform training effectiveness evaluations to ensure our programs work effectively.
A. Objective of the study :
The study aims towards the partial fulfillment of the master of business administration. Apart from this the study aims to measure the training effectiveness in JSPL , RAIGARH, to detect the strong points underlying the training as well as the places that need to be considered for improvement.
B. Scope of the study :
The respondents here includes employees who have undergone the training and supervisors under whom those employees perform. The employees views with regard to the training program were recorded and similarly the opinions of the supervisors with regard to the performance of the employees were recorded. Information gathered from both the respondents were then analyzed and conclusions pertaining to the strengths and weaknesses of the training programs were then finally deduced.
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Research Methodologies:
Research methodology is a purely and simply the framework or a plans for the study that guides the collection and analysis of data. Research is the scientific way to solve the problems and it’s increasingly used to improve market potential. This involves exploring the possible methods, one by one, and arriving at the best solution, considering the resource s at the disposal of research.
Research in common parlance refers to search for knowledge. In fact, research is an art of scientific investigation. Research methodology is the science of collecting, identifying and presenting facts in such a way that it leads to unearthing some truths or angles of reality.
Research Steps:
Study about organization Setting of objectives Instrument design Main-study Tabulated and cross tabulation Analysis and impetration Findings Conclusion Suggestion and recommendation
Research Design :
A research design is the specification of methods and procedure for acquiring the information needed. It is the over- all operation pattern or framework of the project that stipulates what information is to be collected from which source by what procedure. It is also refers to the blue print of the research process.
Key issue OptionsResearch design Descriptive
Data Primary data, secondary dataResearch Survey method
Research Method Questionnaire, Expert Interviews, Studies and Cost Benefit analysis
Research design consists of:
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A clear statement of the research problem. Procedure and techniques to be used for gathering information. The population to be studied. Method to be used in processing and analyzing the data
There are four types in research design :
Exploratory of formative study Diagnostic study Experimental study Descriptive study
Descriptive study :
A study, which wants to portray the characteristics of a group of individual or situation, is known as descriptive study.
Universe of study :
The first step in developing any sample design is to clearly define the set of objects technically called the universe to be studied. In this case the universe includes all employees of JSPL Raigarh who attended the training program. The study has been conducted at JSPL Raigarh.
Period of coverage :
The study has been undertaken for a period of 4 months started from Jan 1, to April 30, 2012
Type of research :
In this study, descriptive research is used. Descriptive research is carried out for the purpose of collecting descriptive information like employee’s opinion, benefits, personal details, awareness, etc about the training program they have attended.
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Sampling procedure:
Types of sampling used in this survey were Simple Random Sampling (probability sampling). In this method, the sampling units chosen randomly from the total employees who had attended the training program at all level in the organization.
Data collection method:
Two techniques were used for collecting data, namely –
A. Primary data collection techniqueB. Secondary data collection technique
A) Primary data:
Primary data are collected afresh and for the first time. It is the data originated by the researcher specifically to address the research problem. In this study, Primary data was collected through the Study, Interview Schedule with a well Structured Questionnaire to know the reaction and learning of trainees and cost benefit analysis of training program.
B) Secondary data:
In this study Secondary data, are those which have already been collected by someone else and which have already been passed through the statistical process. Secondary Data was collected from the publications, internets, journals, books and company records.
Data collection instrument:
Data is collected by questionnaire and interview schedule, the questionnaire consists of a list of questions, which are relevant in getting the facts. Questionnaires are likely any scientific experiment. One does not collect data and then see if they are found something interesting. One form a hypothesis and an experiment that will help prove or disprove the hypothesis.
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Sampling design:
A sample design is a definite plan for obtaining a sample from a given population. It refers to a technique or the procedure the researcher would adopt in selecting items for the sample.
Population:
The universe of the current study comprises of 300 employees.
Sample units:
Sample units consist of employees who had attended the training program organized by the organization and who supervise the participants.
Research Instrument:
Questionnaire Test Expert interviews Studies Human resource factor Cost benefit analysis
Various areas from where the data were gathered :
The various departments of JSPL from where all the necessary information had been gathered are:
1. HR Department2. CMC Department3. EPS Department
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Organizational Profile
Introduction:
With an annual turnover of over US $2.3 billion (Rs. 11,000 crore), Jindal Steel & Power Limited is a part of about US $ 12 billion diversified O. P. Jindal Group. It is a leading player in Steel, Power, Mining, Coal to Liquid, Oil & Gas and Infrastructure, consistently tapping new opportunities by increasing production capacity, diversifying investments, and leveraging its core capabilities to venture into new businesses. JSPL’s investment commitments in steel, power, oil & gas and mining have touched more than US $ 30 billion today. In the recent past, JSPL has expanded its steel, power and mining businesses to various parts of the world particularly in Asia, Africa, South America and Australia. The company, today, is the largest private sector investor in the state of Chhattisgarh with an investment commitment of over US$ 6 billion (Rs. 30,000 crore).Mr. Naveen Jindal, the youngest son of the legendry late Shri. O P Jindal, spearheads Jindal Steel & Power Limited and its group companies Jindal Power Ltd, Jindal Steel Bolivia, Jindal Petroleum Ltd. and Jindal Cement with a belief in the concept of self-sufficiency. The company produces economical and efficient steel and power through backward integration from its own captive coal and iron-ore mines. An enterprising spirit and ability to discern future trends have been the driving force behind the company's remarkable growth. And the recognition it has received only further lends credence to this. Jindal Steel & Power Limited has recently been rated as the second highest value creator in the world by Boston Consulting Group. The company has also been rated as one of the Best Blue Chip companies by Dalal Street Journal; One of the Fab 50 Companies by Forbes Asia as well as the Highest Wealth Creator by the Dalal Street Journal. It has also won several awards for its efficient operations and commitment to environment & safety. The company has scaled new heights with the combined force of innovation, adaptation of new technology and the collective skills of its 15,000 strong, committed workforce.
JSPL has set its foot in the international arena by acquiring the development rights of 20 billion tonne of Iron Ore in Bolivia. The company plans to invest US$ 2.1 billion (Rs. 10,500 crore) over the coming years in Bolivia by setting up a 10 MTPA capacity Iron Ore pelletization plant, a 6 MTPA capacity DRI plant, a 1.7 MTPA capacity steel planted a 450 MW power plant besides mining. The company recently acquired Shadeed Iron & Steel Co. LLC (SISCO) a company incorporated under the laws of the Sultanate of Oman. The
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project is under commissioning and is expected to commence commercial operations in the first quarter of FY 2011/12.
With coal reserves in Indonesia and South Africa, the search for mines continues from Mozambique to Madagascar. The company has also forayed into exploration and mining of high value minerals like diamonds, etc. in states like Chhattisgarh, Jharkhand and the Democratic Republic of Congo in Africa.
JSPL endeavors to strengthen India’s industrial base by aiding infrastructural development, through sustainable development approaches and inclusive growth. The company deploys its resources to the extent it can reasonably afford to improve infrastructure, education, health, water, sanitation, environment etc. in the area it operates. As JSPL contributes to India’s growth, it has also set in place a global expansion plan in order to become one of the most prestigious and dynamic business groups of the country. The future is studded with challenges and JSPL is taking them on with vigor and courage.
ABOUT THE FOUNDER & ADVENT OF JSPL
BABUJI – “The Man of Destiny”(1930 – 2005)“The Jindal Organization owes its brilliant growth to the dedicated endeavors of its employees. With a strong emphasis on quality and on-time delivery to our customers as per their specifications, our progressive as well as successful achievements have made the Jindal Organization a leading name in India.
- Late Shri O P Jindal
Late Shri Om Prakash Jindal more popularly known as O.P. Jindal was born on August 7, 1930 to a farmer Late Netram Jindal of village Nalwa of district Hisar in Haryana. Since his childhood the weng Jindal had interested in technical work. He started his industrial career with a small bucket-manufacturing unit in Hisar. In 1964, he commissioned a Pipe
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Unit Jindal India Limited, followed by a large factory in 1969 under the name Jindal Strips Limited.
Shri Jindal always had the conviction that India should be self-reliant in every sector of industry. He visited several foreign countries to elicit latest industrial technical development and know-how. He acquired a great deal of knowledge, which he aptly applied to enhance production of his industrial establishments. At present, there are twenty factories under the flagship of the Jindal Organization, which are worth over Rs.17,500 crores, under whose umbrella thousands of families directly or indirectly benefit themselves.
Shri O.P. Jindal was the Chairman of the Jindal Organization. In November 2004, Shri Jindal was conferred the prestigious "Life Time Achievement Award" for his outstanding contribution to the Indian Steel Industry by the Bengal Chamber of Commerce & Industry. According to the latest Forbes' List, Shri O.P. Jindal has been ranked 13th amongst the richest Indians of the country and placed 548th amongst the richest persons of the world. He was a successful industry visionary and would remain as a role model for others. On account of his dedicated services to various sections of society particularly, of the poor and backward classes, he was revered by all. Shri Jindal always advocated for granting a rightful place for weaker sections in politics. He was above caste politics and wanted all to come up regardless of their caste, colour and creed. Shri Jindal's philosophy was that without the upliftment of weaker and backward sections of society our dream of being a leading nation of the world shall remain unfulfilled. Shri Jindal's mantra was “where others saw walls he saw doors”. Then whether it was opening doors or breaking down walls he always led the way. The life journey of Shri Jindal from a farmer's son to a successful industrialist, a philanthropist, a politician and a leader would serve as a great source of inspiration for generations to come.
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The Managing Director and EVC of JSPLMr. Naveen Jindal, a Member of Parliament, Executive Vice Chairman and Managing Director of Jindal Steel and Power Ltd (JSPL), and a sports enthusiast, is the youngest son of Late Sh. O.P. Jindal, the steel visionary and Minister of Power in the government of Haryana. At a very young age, Mr. Naveen Jindal has transformed JSPL, a moderately performing company in the steel sector, into a world class company, the highest wealth creator in the country. After consolidating its position as a leading player in the steel, power, mining and infrastructure sectors, JSPL has recently diversified into the oil & gas sector.
Mr. Jindal is a management graduate from the University of Texas at Dallas, USA.
Mr. Naveen Jindal is not only a successful entrepreneur but also a caring politician and an effective parliamentarian. He represents Haryana state’s Kurukshetra constituency in parliament. He started active participation in politics during his college days. He was the President of the Student Government and recipient of the ‘Student Leader of the Year Award’ - the honour for a student at the University of Texas at Dallas.
Weeding out corruption, stabilizing the population, aiming for a hunger free society, promotion of sports at all levels, promoting a clean environment and providing health and educational facilities in his constituency are on top of his political agenda. His ideology is to incorporate the best practices of business management into politics.
As issues of national pride and self-esteem have always been uppermost in his mind, Mr. Jindal single-handedly took up the cause of restoring in Indians a national pride, choosing the Tricolour as his symbol. As a result of his decade long crusade, the Hon’ble Supreme Court of India, in a historic judgment on 23rd January 2004 held that the right to fly the National Flag freely, with respect and dignity is a Fundamental Right of Every Indian Citizen.
Mr. Jindal is a national record holder in skeet shooting and an accomplished Polo player. Currently, he is taking a lot of interest in promoting hockey, the national game of India.
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Vision :
To create a competitive advantage for all stakeholders through effective management of the people. To strengthen India’s industrial base and improve Quality of Life through Sustainable Development approaches.
Mission :
The Company embraces 6 missions in order to function ethically, effectively and prosper further:
Respect for Individual: Recognize each individual’s contribution in the growth and development of the Company. Treat all Jindalites with respect and dignity.
Integrity: Conduct all business dealings along transparent lines. Meritocracy: Foster an environment of excellence in performance. Dynamic Thinking: Demonstrate a winner’s attitude, with a clear focus to deliver
sustained values for all stakeholders. Creativity & Innovation: Encourage creative experimentation, embrace new ideas and
institutionalize continuous improvement in all aspects of business and performance. Social Responsibility: Work on social and environmental issues to enrich the quality of
life within the community we serve.
Core Values :
Passion for People Business Excellence Integrity, Ownership & Sense of Belonging Sustainable Development
Products :
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JSPL is known all over the world for its pioneering and highly customized premium grade steel products. These products are a result of JSPL’s strong commitment to innovation and are designed to offer greater flexibility, reduced project cost and lower consumption of steel. Some of the products are:
Major Awards and Recognitions of JSPL, Raigarh
Certifications :
Quality Management System – ISO 9001:2008. Environmental Management System – ISO 14001:2004. Occupational Health & Safety Management System.
Environment Management Awards :
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Golden Peacock Environment Management Award – 2008. Greentech Environment Excellence Award – 2008. Greentech Environment Excellence Award – 2007. Srishti Green Cube Award for Good Green Governance – 2007. Golden peacock Eco-innovation Award – 2007.
Energy Conservation Awards :
National Energy Conservation Award – 2008. National Energy Conservation Award – 2007.
Performance Awards :
JSPL ranked 36th among India’s 100 Most Profitable Companies by Business & Economy Magazine, September 2009.
2nd most investor friendly company, Business Today – 2008. Golden Peacock National Quality Award – 2008.
Safety Awards :
National Safety Award (Mines) 2006, by the Ministry of Labour. National Safety Award (Mines) 2005, by the Ministry of Labour.
HR Awards :
SAIL-HR Award for excellence in Human Resource Management 2009. JSPL among Top-20 “Best Companies To Work For” by Business Today – 2009. CII National HR Excellence, for Strong Commitment In HR-2009
Corporate Social Responsibility Awards :
JSPL bags Think Orrisa Leadership Award in Corporate Social Responsibility 2008. Golden Peacock CSR Award 2006.
Achievements :
Manufacturer of longest rail of 121 meter long in the world. Largest coal based sponge iron facility in the world. First Company to produce power from waste heat recovery boiler from sponge iron.
The Training Process at JSPL Raigarh
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TrainingValidity
TransferValidity
Intra organizational
validity
Inter organizational
validity
Development of criteria
Use of evaluation
models
Selection and design of
instructional programs
Training
Needs assessmentOrganizational supportOrganizational analysisTask and KSA analysisPerson analysis
Training need analysis
Needs Assessment and Remedial Measures
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Lack of skill or Knowledge Other Causes
Training Non-training Measures
Performance Deficiency
Training Need Identification
Sl. No Methods Used in Training Needs AssessmentGroup or organizational Analysis Individual Analysis
1 Organizational goals and objective Performance appraisal
2 Personnel/skill invention Work sampling
3 Organizational climate indices Interviews
4 Efficiency indices Questionnaires
5 Exit interviews Attitude survey
6 MBO or work planning systems Training progress
Training practice at JSPL
Training and its process at JSPL for the workers and executives:
As far as worker training need identification is concerned the skill mapping exercise forms the basis.
With regards to executives training is identified in various ways like :
1. Competency matrix and the corresponding Gap analysis2. Organizational need based training3. Need identified through the Performance Management System4. In line with business strategy of the organization/ request from employees5. Training necessitated due to technological up gradation.6. Through questionnaire ( to be implemented)
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Thereafter the training department goes about its business in the following manner:
1. Preparation of training calendar (both monthly as well as well on an annual basis)2. Contacting the respective faculty members and coordinating with them 3. Informing respective departments about the training program. In case of open
nomination the department head is free to send in people from his department on his own accord.
4. The Training and Development cell then has to take care of all the facilities that are to be provided with regards to the training program. If the program is an outbound one then the entire activity is to be coordinated like-wise.
5. The Training & Development cell is entrusted with maintenance of attendance record of the programs along with collecting immediate reaction feedback with the help of ‘smile sheets’.
6. The entire data in this regard is constantly uploaded on to SAP.7. According to company policy a learning evaluation form is sent to the respective
departmental HOD’s at least two-months after the training program had been conducted.
8. On the basis of the feedback received the program is rated on a scale of 10.
Types Of Training Programs
On the basis of subject matter covered training can be classified into :
1. Behavioral2. Functional3. Technical (On the basis of the location it can classified as):
External training programs (it also includes various seminars, MDP’s etc) Internal training programs
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Development Program
Every training and development program must address certain vital issues like :
1. Who participated in the program?2. Who are the trainers?3. What methods and techniques are to be used for training? 4. What should be the level of training?5. What learning principles are needed? 6. Where is the program conducted?
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Performance Deficiency
Lack of Skill or Knowlegde
Training
Other Causes
Non - training Measures
Who are the Trainees?
Trainees should be selected on the basis of self nomination, recommendations of supervisors or by the HR department itself. Whatever is the basis, it is advisable to have two or more target audiences. For example, rank-and-file employees and their supervisors may effectively learn together about a new work process and their respective roles. Bringing several target audience together can also facilitate group processes such as problem solving and decision making, elements useful in quality circle projects.
Who are the Trainers?
Training and development programs may be conducted by several people, including the following:
1. Immediate supervisors,2. Co-workers, as in buddy systems,3. Members of the personnel staff,4. Specialists in other parts of the company,5. Outside consultants,6. Industry associations, and7. Faculty members at universities.
Who among these are selected to teach, often, depends on where the program is held and the skill that is being taught. For example, programs teaching basic skills are usually done by the members of the HR department or specialists in other departments of the company. On
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Who are the trainees?
Who are the trainers?
What methods and
techniques?
What should be the level of
training?
What principles of learning?
Where to conduct the program?
the other hand, interpersonal and conceptual skills for managers are taught at universities. Large organizations generally maintain their own training departments whose staff conducts the programs. In addition, many organizations arrange basic-skills training for computer literacy.
Methods and Techniques of Training:
A multitude of methods of training are used to train employees. On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working. Off-the-job methods are used away from workplaces.Training techniques represent the medium of imparting skills and knowledge to employees. Obviously, training techniques are the means employed in the training methods. Among the most commonly used techniques are lectures, films, audio cassettes, case studies, role playing, video-tapes and simulations.
Lectures:
Lecture is a verbal presentation of information by an instructor to a large audience. The lecturer is presumed to possess a considerable depth of knowledge of the subject at hand. A virtue of this method is that is can be used for very large groups, and hence the cost per trainee is low. This method is mainly used in colleges and universities, though its application is restricted in training factory employees.
Audio-visual:
Visuals Audio-visuals include television slides, overheads, video-types and films. These can be used to provide a wide range of realistic examples of job conditions and situations in the condensed period of time. Further, the quality of the presentation can be controlled and will remain equal for
Simulation:
A simulator is any kind of equipment or technique that duplicates as nearly as possible the actual conditions encountered on the job. Simulation then, is an attempt to create a realistic decision-making environment for the trainee. Simulations present likely problem situation and alternatives to the trainee. For example, activities of an organization may be simulated and the trainee may be asked to make a decision in support to those activities.
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Case Study:
Taken from the actual experiences of organizations, these cases represent to describe, as accurately as possible, real problems that managers have faced. Trainee studies the cases to determine problems, analyses causes, develop alternative solutions, select the best one, and implement it.
Role playing:
Generally focuses on emotional (mainly human relations) issues rather than actual ones. The essence of role playing is to create a realistic situation, as in case study, and then have the trainee assume the parts of specific personalities in the situation. For example, a male worker may assume the role of a female supervisor, and the supervisor may assume the role of a male worker. Then, both may be given a typical work situation and asked to respond as they expect others to do. The consequences are a better understanding among individuals. Role playing helps promote interpersonal relation. Attitude change is another result of role playing. Case study and role playing are used in MDPs
Techniques of TrainingTechnique DescriptionIce Breakers Games to get team members know each other
Leading Games Exercise to each different styles of leadership
Skill Games Test to develop analytical skills
Communication Games Exercise to build bias free listening and talking
Strategic planners Games to test ability to plan ahead
Team building games Exercise requiring collaborative effort
Role reversal Exercise to teach plurality of view
Doubling Bring out the ideas that are not often expressed
Tag Teams One role played alternately by two participant
Mirroring Training with external perspective
Monodrama Insight into a given interaction
Shifting physical position highlighting of communication problems
Structured role playing Role play with predetermined objective
Multiple role playing Providing a common focus of discussion
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Expected Results Of Training Program
Higher Productivity: Training helps to improve the level of Performance. Trained employees perform better by using better method of work.
Better Quality Of Work: In formal training, the best methods are standardized and taught to employees perform better by using better method of work.
Cost Reduction: Trained employees make more economical use of materials and machinery. Reduction in wastages and spoilage together with increase in productivity help to minimize cost of operation per unit.
Reduction Supervision: Well-trained employees tend to be self reliant and motivated.
Evaluation of Training Effectiveness at JSPL
Every year JSPL sends a large number of its employees on training to update them with all the recent changes in skills, technologies, and information pertaining to their job. This involves a huge expenditure every year on the part of the organization. Therefore it becomes a matter of concern for JSPL to ensure that it is investing in the right direction, that its employees are actually deriving full benefits out of the training programs so organised and that the programs are successfully educating the employees in the manner it ought to and is able to bring change in the knowledge and skills of the employees, which can be attributed to the program.
JSPL follows the Donald Kirkpatrickk’s model of training. Therefore, I would first like to discuss Kirkpatrickk’s model.
Donald Kirkpatrickk’s model comprises of four stages :
1. Reaction
The first, stage called reaction deals with the immediate reaction of the employees who just undergone a training program. This reaction of theirs is recorded through the use of feedback forms.
2. Learning
Subsequently follows the stage of learning, where any kind of changes pertaining to employee’s skills, knowledge and attitude are measured. Generally pre-post test measures are used to check on the learning that has occurred. such measurement of change is
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important because it gives an indication of the quantum of change that has occurred among the employees post the training program.
3. Transfer of learning
The third level is one where the application of whatever had been learnt through the program is measured. Again, for this purpose, questionnaires are used which are in the form of feedback forms. Various factors such as opportunities for applying the knowledge gained through the training, enablers and barriers for applying the knowledge, increase in confidence and improvement in performance are recorded and measured. This is done after a certain period of time has passed since the training program was conducted. The main concern is whether the transfer of learning took place and if it did not, then to detect the possible reasons behind it. It helps the organization recognize the flaws in its system that possibly pose constraints in the path of application of whatever had been learnt through the training programs and overcome them to facilitate transfer of learning to the workplace to as much extent as possible.
4. Results
The final stage in Kirkpatrickk’s model deals with results. In this stage, the effectiveness of program is measured in terms that managers and executives can understand like increase in productivity, low defects, employee retention, decreased accidents, lower costs, etc.
The process under Donald Kirkpatrickk’s model takes place in the following manner :
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Did they like it?
L e v e l 1 : R e a c ti o n
Did they learn it?
L e v e l 2 : L e a r n i n g
Did they use it?
L e v e l 3 : B e h a v i o u r
Did it impact the bottom line
L e v e l 4 : R e s u l t
What is the Return on Investment?
L e v e l 5 : R O I
Relationship between Levels:
Each subsequent level is predicated upon doing evaluation at lower level A Level 3 will be of marginal use, if a Level 2 evaluation is not conducted
Only by assessing each level, can we yield actionable results:
Now, since it is clear as to what the Donald Kirkpatrickk model says, I would like to proceed with the manner in which training is conducted and evaluated in JSPL.
Return On Investment :
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Level 4 - ResultsWas it worth it?
Check Requirements, Systems and Processes
Level 3 - BehaviorKSA being used on the job?
Check Requirements, Systems and Processes
Level 2 - KnowledgeDid they learn anything
Improve Knowledge/Skill transfer
Level 1 - Reaction
Was the environment suitable for learning?
Improve Knowledge/Skill transfer
Return on Investment (ROI) in training and development (T&D) is a measure of the monetary benefits obtained by an organization over a specified time period in return for a given investment in a training program or is the extent to which the benefits (outputs) of training exceed the costs (inputs) or is a measure of all the economic returns generated from an investment in a T&D program. These returns are then compared with the true cost of the program to determine an average annual rate of return of the investment. All capital assets need to earn a rate of return for the business to make a profit and stay in business, ROI is about judging the investment in T&D on similar criteria to other investment in the business. ROI is the extent to which the benefits (outputs) of training exceed the costs (inputs).
Some returns can be easily measured, such as increase in sales after a sales training program, but others such as customer/employee satisfaction, turnover rate, and complaint levels require conversion to a monetary amount. Some costs can also be easily measured, such as hire of training rooms, however other costs need further analysis to determine, such as the cost of administration of the T&D department.
The intense focus on performance in public companies has made ROI increasingly important. The only way to guarantee that projects and programs receive funding is to show how they boost the bottom line. An ROI evaluation fulfils senior managements requirement to justify training budgets and investments.
The idea of ROI was first proposed by Jack Phillips. He tried to express in terms of percentage or ratio & named it as the fifth stage of Kirkpatrickk model. The formula for it is as follows :-
(Net Benefits / Costs) x 100
There was a research conducted and it was found that about $5.6 billion to $16.8 billion is wasted annually in ineffective training program. A study of 15 countries in the organization for Economic cooperation and development found that majority of the employees believe employee training is responsible for “ productive improvements, greater workforce flexibility, saving on material and capital cost, improved quality of final products or service and a more motivated workforce”However, many companies have not measured the benefits and related them to the cost of training in a way that reveals the rate of return on a firm's investment. Apparently there is no other workplace issue on which so much money is spent with as little accountability as training.
“American industry is spending billions and billions on training programs and doing no evaluation of their effectiveness. We have to measure it.”
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-Cary Cherniss, Rutgers University
The process of calculating ROI :
To calculate ROI we must first make estimates or obtain measurements of the costs and benefits associated with a training program. As we will see, the calculation of ROI is then a relatively simple process. Let's start with the costs forecasting and measuring costs
Design and development costs :
The first category of cost to be considered is the design and development of the training program, whether this comprises classroom events, self-study materials, simple coaching sessions or some combination. We will need to consider:
internal days of design and development costs of external designers and developers other direct design and development costs (purchase of copyrights, travel, expenses,
etc.) outright purchase of off-the-shelf materials
Faculty costs :
The next category of costs relates to the delivery of the training, whether this is mediated by faculty (tutors, instructors, coaches, etc.) or is self-administered (workbooks, CBT, online training, etc.). Let’s start with the information needed to calculate faculty costs:
the number of students who will be going through the program hours of group training (whether classroom-based or delivered in real time, online) hours of one-to-one training (typically face-to-face, but could conceivably be conducted
by telephone, video conferencing link or in real-time, online) hours of self-study training additional faculty hours (preparation time, the time needed to review or mark
submitted work or the time needed to correspond by email or bulletin boards with online students)
faculty expenses (travel, accommodation, subsistence, etc.).
Materials :
29
Then there's the cost of materials:
cost per student of training materials (books, manuals, consumables, etc.) license cost per student for use off-the-shelf materials
Facilities :
We will also need to allow for the cost of our training facilities, whether these are internal or external. Make sure to include the rental or notional internal cost of the following:
training rooms open learning / self-study rooms equipment used
Finally, don't forget to include any direct student expenses - travel, accommodation and subsistence.
Evaluation costs :
We also need to make an allowance for the time spent on evaluating the training, whether this is an ROI analysis or some other method forecasting and measuring benefits.
The financial benefits of training cannot be measured in terms of student reactions, nor the amount of learning that has been achieved; not even the extent to which behavior may have changed. The real benefits come from improved performance – traditionally the hardest training outcome to forecast or measure these categories are not necessarily mutually exclusive - in some respects they provide alternative ways of looking at the same underlying benefit. Because of this, we should be extremely careful not to include the same basic benefit under more than one of these headings.
Cost savings :
Cost savings can be achieved in a variety of ways, not just through savings in labour, and this category allows we to take account of these. Examples include:
fewer machine breakdowns, resulting in lower maintenance costs less mean time taken to repair a machine amount saved when these trained persons would give internal training to the other
staff of free of cost The increase in the availability of machines New methods of repairing of machines are found, which otherwise would lead to
purchase of new machinery Development of new cost saving methods of production
30
Calculating return on investment (ROI)
Return on investment tells the percentage return we have made over a specified period as a result of investing in a training program. On the assumption that benefits will continue to accrue some time after the training, then the period that we specify is critical to the ROI figure we will obtain. We may like to specify a period that fits in well with our organisation’s planning cycle – perhaps a year or two years. On the other hand, we may wish to calculate the period to correspond to the lifetime of the benefit, in which case we will need to know how long the average student stays in a position in which they can continue to apply the knowledge and skills being taught.
It is relatively simple to calculate return on investment:
% ROI = (benefits / costs) x 100
The primary benefits of ROI are:
The ROI validates training as a business tool , training is seen as one of the actions, which an organization can take to increase its performance and profits:
Justifies the cost incurred in training helps HR departments to avoid being the victim of cost-cutting in the next economic downturn
Helps to improve the design of training program continuously on the basis of a formal evaluation sheet , filled by participants at the end of a program
Helps select training methods allows a rational selection of delivery mechanisms, from classroom-based to e-learning
Project Report on “Implementation of Kirkpatrickk Model” in JSPL Raigarh.
31
Survey And Data Analysis:
Sample taken for “ Implementation of Kirkpatrick Model”
Level Sample(Training Programs)
Level-1 (Reaction Feedback) 25
Level-2 (Learning Feedback) 15
Level-3 (Behavioral Changes) 15
Level-4 (Result) 15
ROI 9
Trainings which covered for the Project-
1 MVT1(Vibration Training Program)2 Vibration Analysis Training Course (ISO Categories)3 Mechanical Vibration Training
32
4 Reliability Centered Maintenance(RCM)5 HV/MV Switch Gear Maintenance6 Power System Studies and Relay Co-ordination7 HV/MV Switch Gears(Circuit Breakers,
CT/CVT/Disconnections/Surge arrestors/Power )8 HV/EHV equipments like (LT/PT/CT)9 Instrument Transformer (Applicability, CT/VCT
Selection parameters, maintenance and troubleshooting)10 AC/DC Drives11 Pump and Compressor12 Latest Technology in steel making13 Operation and Maintenance of EOT crane14 Compressor15 PCM(Product Catalogue Management)16 Alternate Sponge Iron Making17 Adventure in Attitude18 Performance Coaching and Counseling19 Negotiation Skills20 Computer Awareness
Reaction Phase Evaluation:
I conducted a research On 25 different Training programs .In this research, I used Kirkpatrick model of Training Evaluation, It Include 4 phases. First phase is Reaction Evaluation of Training Programs , in this I tried to tap the views of employees about the training program in terms of Course, Job relevance, Trainer and Venue. A questionnaire was being prepared. Sample size Used was of 300 employees. The objective was to measure the degree to which employees feel that Training program was suitable in terms of 4 aspects :-
Course Job relevance Trainer Venue
Employee Feedback-Results and Interpretations:
The evaluation of reaction has been done Cluster wise, as follows:
Cluster 1st(Course)
33
Parameters include:
a. The training was well organized and clearly structuredb. The objective and aim of training was explained clearlyc. The training covered a variety of useful topicsd. The content and material of the training were relevante. The medium of presentations(lecture/discussion/exercise/ games/ case studies, AV's)
was appropriatef. The examples and references used were effectiveg. The pace of training was appropriate.
The participants immediate reaction about above parameters are depicted in followingGraph :-
a b c d e f g over all
Ratings 8.2 8.6 8 7.2 7.8 8 6.6 7.7714285714285
7
0.52.54.56.58.5
Course content
scal
e(10
)
Interpretation:
Out of 300 Employees (I have taken for my study), It was found that participants rated 7.8(scale-10) to the Course content of the training programs .So after looking at the results it can be said that participants are satisfied with the design of the programs.
Cluster-2 nd (Relevance to job)
Parameters include :
a. This course gave me ideas/information/material which I can use in my normal jobb. I will suggest this course to my colleagues
34
c. This course was time well spent and met my expectationsd. I will be able to apply my learning's immediately at the workplace
The participants acknowledge with the following rating to the Relevance parameters.
a b c d over all
Rating 8.8 8.8 8 8.8 8.6
7.5
7.9
8.3
8.7
Relevance to job
scal
e(10
)
Interpretation:
It is observed that on rating of relevant to jobs is 8.6 on scale(10) .So after looking at the results it can be said that participants are satisfied with the relevancy of the programs and it is well related to their jobs.
Cluster-3 rd (Trainer)
Parameters include:
a. The trainers were friendly and approachableb. The trainer conveyed enthusiasm for the subject and responded positively to the ideas
and questions of the participantsc. The trainers were clear in their communication and encouraged participationd. The trainer had strong subject knowledgee. The trainer was able to answer my questions
35
a b c d e over all
Ratings 8.4 8.6 8.2 8.6 8 8.3600000000
0001
7.757.958.158.358.55
Trainer
scal
e(10
)
Interpretation:
The participants rated 8.4(scale-10) to the trainer, it is very clear that participants are satisfied with trainer.
Cluster-4 th (Venue)
Parameters include:
a. The venue was suitableb. The facilities and food were satisfactoryc. The course material (handouts/ writing pads/ stationary) were adequate & helpfuld. The batch size was about right
a b c d over all
Rating 8.4 6.8 7 7.8 7.5
13579
Venue
scal
e(10
)
Interpretation:
The participants rated venue facilities 7.5(10), which is satisfactorily but need to be enhanced.
Over all reaction feedback is clearly seen in graph:-
36
Course Relevance Trainer Venue Over all
Rating 7.8 8.6 8.4 7.5 8.075
6.9
7.3
7.7
8.1
8.5
Over all Reaction
scal
e(10
)
Over all reaction feedback is 81%, which means training is useful to participants and they are satisfied with all parameters of reaction feedback of training program.
Analysis of Level – 2(Learning)
This level of ” Kirkpatrick Model” evaluates learning of participants from the training.
We adopted following parameters to evaluate learning of participants:-
Pre -training marks and post training marks of participants . Knowledge sharing (Giving in house training to subordinates and peers.) Structured questionnaires(Filled by HOD and Participants)
Pre -training marks and post training marks of participants
For the purpose of level- 2 ,analysis, in order to find out whether learning has taken place or not, pre-post test measure was applied.Employees were made to take certain tests or assessments on the basis of which their knowledge/skill was measured.
Thereafter, these employees were sent on training and after the completion of the training, these employees again had to take the tests. The purpose was to reevaluate the employees through the tests, in order to find out whether there has been any increase in their knowledge/skills post the program.The following table shows the programs concerning which the assessments were taken and the learning percentage :
37
Sr. No.
Program Name Pretest (avg. )
Post Test (avg.)
Learning Index
1 MVT1(Vibration Training Program) 23.21 40.23 73.3
2 Vibration Analysis Training Course (ISO Categories) 25.22 30.12 19.4
3 Mechanical Vibration Training 32.67 38.54 18.0
4 Reliability Centered Maintenance(RCM) 24.2 43.65 80.4
5 HV/MV Switch Gear Maintenance 27.12 40.22 48.3
6 Power System Studies and Relay Co-ordination 23.09 38.9 68.5
7 HV/MV Switch Gears(Circuit Breakers, CT/CVT/Disconnections/Surge arrestors/Power
Transformer)
21.23 34.87 64.2
8 HV/EHV equipments like (LT/PT/CT) 28.9 39.76 37.6
9 Instrument Transformer(Applicability, CT/VCT Selection parameters, maintenance and troubleshooting)
24.11 41.11 70.5
10 AC/DC Drives 26.66 40.45 51.7
11 Pump and Compressor 23.33 43.22 85.3
12 Latest Technology in steel making 22.11 40.99 85.4
13 Operation and Maintenance of EOT crane 25.55 36.44 42.6
14 Compressor 26.92 35.87 33.2
15 PCM(Product Catalogue Management 23.77 39.34 65.5
Over all 25.21 38.91 54.4
The above table shows the learning as the difference of pre-test marks and post-test marks, which shows 54.38% increment. Hence level of learning is justified.
38
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Over all
Learning index
73.330461008186
1
19.429024583663
6
17.967554331190
7
80.371900826445
7
48.303834808259
5
68.471199653529
7
64.248704663212
9
37.57785467128
70.510161758606
4
51.725431357839
5
85.255036433775
9
85.391225689734
42.622309197651
7
33.246656760772
6
65.502734539335
3
54.383181277270
8
5.025.045.065.085.0
Learning index%
tage
The following graph shows the level of knowledge/skills of the employees before the programs were conducted, compared against the level of knowledge after the programs were conducted.
From this, we can come to know that there has been an increment in the average of the post tests marks, which indicates that learning has taken place among the employees.
The program wise learning ,that took place among the employees can best be demonstrated with the help of the following graph :
It is clearly visible that the percentage learning took place is significant , hence good leaning took place, so training were effective.
Learning Evaluation based on Questionnaires (Self Evaluation)
To evaluate learning we present questionnaires to the participants (Which is attached in annexure) and asked to fill the parameters on the basis of pre-training subject knowledge and post training subject knowledge. The below mentioned table shows the same for a training conducted by ABB Ltd. Badodra.
39
Training Program- Power Transformer (Functions and support)
After Training
Score
Before Training
Score
Evaluation Parameters Evaluation Parameters Differences
Sl. No.
Name Of Participants
1 2 3 4 1 2 3 4
1 Mr. M.K Jaitwal 5 5 5 5 20 2 3 2 4 11 92 Mr. K.S Rajput 4 5 4 3 16 3 4 2 1 10 63 Mr. Rahul
Srivastav5 4 5 4 18 4 2 2 2 10 8
4 Mr. Arijit Ray 3 5 4 4 16 2 3 1 1 7 95 Mr. Vijendra
Dwivedi4 4 5 4 17 2 2 3 2 9 8
6 Mr. P Srinath 5 4 4 3 16 3 3 2 2 10 6
Avg. Score
7.67
Score: Moderate(0-5) , Effective(6-10), Highly Effective(11-16)
Similarly we got score of below mentioned training program ,which shows difference of pre-training and post-training knowledge, in their own eyes:-
Sl. No. Training Program Score1 MVT1(Vibration Training Program) 12
2 Vibration Analysis Training Course (ISO Categories) 113 Mechanical Vibration Training 8.94 Reliability Centered Maintenance(RCM) 8.45 HV/MV Switch Gear Maintenance 116 Power System Studies and Relay Co-ordination 7.677 HV/MV Switch Gears(Circuit Breakers,
CT/CVT/Disconnections/Surge arrestors/Power Transformer)
12
8 HV/EHV equipments like (LT/PT/CT) 149 Instrument Transformer(Applicability, CT/VCT
Selection parameters, maintenance and troubleshooting)
14
10 AC/DC Drives 9.311 Pump and Compressor 10
40
12 Latest Technology in steel making 1213 Operation and Maintenance of EOT crane 1114 Compressor 1215 PCM(Product Catalogue Management 15
Over all score 11.22
As graph shows the self evaluation scores .
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 over all
Score 12 11 8.9 8.4 11 7.67
12 14 14 9.3 10 12 11 12 15 11.22
13579
111315
Self evaluated Score
scal
e(16
)
Hence data shows training was highly effective.
Knowledge sharing
After taking training , participants shared their learning with peers and subordinates and some of them(EV1,EV2….) evaluated satisfaction level based on structured questionnaires, table below shows the scores
41
Training Program- Vibration Analysis(Level-1)
Knowledge sharing feedback based on questionnaires
Name Evaluator Peers and Subordinates TOTALEV1 EV2 EV3 EV4 EV5
Dhananjay 2 4 5 3 4 18Pradeep 2 3 4 5 2 16Neeraj 5 4 2 5 4 20
Arindam 5 4 2 5 3 19Shivnath 4 3 5 5 5 22
19
Similarly we evaluated some of training program as mentioned below:-
Sr. No. Training Program Score1 MVT1(Vibration Training Program) 192 Vibration Analysis Training Course (ISO Categories) 183 Mechanical Vibration Training 154 Reliability Centered Maintenance(RCM) 165 HV/MV Switch Gear Maintenance 156 Power System Studies and Relay Co-ordination 137 HV/MV Switch Gears(Circuit Breakers,
CT/CVT/Disconnections/Surge arrestors/Power Transformer)
15
8 HV/EHV equipments like (LT/PT/CT) 169 Instrument Transformer(Applicability, CT/VCT
Selection parameters, maintenance and troubleshooting)
16
10 AC/DC Drives 1811 Pump and Compressor 1612 Latest Technology in steel making 1813 Operation and Maintenance of EOT crane 1814 Compressor 1815 PCM(Product Catalogue Management 15
Over all 16.4
42
Score: Highly ineffective(0-5), ineffective(6-10), Moderate(11-16), effective(16-20), Highly Effective(21-25)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 over all
Score 19 18 15 16 15 13 15 16 16 18 16 18 18 18 15 16.4
13579
1113151719
Knowledge shared rated by peers & subordinates
scal
e(25
)
Taking above score into account , which shows effective learning.
Level-3 (Behavioral Changes)
According to Kirkpatrick Model third , transfer of learning is expected and to evaluate learning transfer into job, we collected feedback from HOD based on structured questionnaires as follows:-
Q1) Did the trainee put their learning into effect when back on the job?
Q2) Were the relevant skills and knowledge used?
Q3) Was there noticeable and measurable change in the activity and performance of thetrainee when back in their roles?
Q4) Was the change in behaviour and new level of knowledge sustained ?
Q5) Is the trainee aware of his /her change in behavior , knowledge ,skill level ?
Q6) Would you recommend a similar training for other employees?
Q7). Overall do you think the employee has demonstrated the learning’s from trainings in
43
his / her day to day work?
Graphical presentation of behavioral parameters:-
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Over all
Rating 7.8 8.6 8.6 7.6 7.8 8.6 8.2 8.17142857142857
7.17.37.57.77.98.18.38.5
Behavioral Changes
scal
e(10
)
Q.1) Did the trainee put their learning into effect when back on the job?
Analysis:Employees have actually used the knowledge/skills gained from the program after completing the program to a great extent, the usage of the skills at the workplace has increased and supervisors rated this parameter 7.8(10) point, which also support the above statement.
Q2) Were the relevant skills and knowledge used?
Analysis:Supervisors of employees are agree that , relevant skills/knowledge learnt from training has been used in workplace, after noticing the rating point 8.6(10) in above table ,which is coming under excellent range of rating. Hence program met the expectation.
Q3) Was there noticeable and measurable change in the activity and performance of the trainees when back in their roles?
44
Analysis:Performance of the employees has increased , according to the supervisors the average increase in the level of performance exceeded the expectation and they rated 8.6(10), hence training program has been justified.
Q4) Was the change in behaviour and new level of knowledge sustained ?
Analysis: Yes, supervisors rated 7.6(10) , hence supervisors acknowledged and liked the change in behavior of participants and their knowledge sustenance Q5. Is the trainee aware of his /her change in behavior , knowledge ,skill level ?
Analysis: Confidence of the employees are a serious concern as it can be judged from the above graph of knowledge/skill level, which are deriver of performance of the employees has been rated well(7.8).
Q6) Would you recommend a similar training for other employees?
Analysis: As we observed that overall rating is 8.2(10), it means supervisors are satisfied with such types of training program and can suggest to arrange such types of program in near future .
Level-4 (Result)
For the fourth level of Kirkpatrick Model , we took following training program.
Key technique introduced by Dr. Phillips ‘Isolation’ a major barrier to evaluating the business impact of training was taken into account and selected only two department for the said evaluation
The below mentioned table shows name of training program selected for ROI calculation and concerned department
Sl. No. Training Program Department
45
1 MVT1(Vibration Training Program)
CMC2 Vibration Analysis Training Course (ISO Categories)3 Mechanical Vibration Training4 Reliability Centered Maintenance(RCM)5 HV/MV Switch Gear Maintenance
EPS
6 Power System Studies and Relay Co-ordination7 HV/MV Switch Gears(Circuit Breakers,
CT/CVT/Disconnections/Surge arrestors/Power Transformer)
8 HV/EHV equipments like (LT/PT/CT)9 Instrument Transformer(Applicability, CT/VCT
Selection parameters, maintenance and troubleshooting)
Introduction:- Central CMC is engaged in the Integrated Condition Monitoring of critical Plant machinery and tries to adopt the latest techniques available in the market for accurate Diagnosis and trouble shooting. With this objective, it becomes imperative to keep updated with the current condition monitoring technique and methods followed internationally so as to ensure better Reliability, Availability and Maintainability of their Machinery. The Training program provide all the necessary information required for re-defining our existing methods of Condition Monitoring.
Evaluation Tools of Trainings for CMC Dept.:Monitoring of overall business performance in terms of
Measure reduction in number of breakdown, Mean time to repair and breakdown hour
Measure increment in availability of equipments and Mean time between failure Cost saving in operation Reduction in number of defects and severity of accidents Reduction in time to complete tasks and calls to the help desk Improved use of software or system (ex:- SAP model in HR, MM, SD, FI&CO, PM)
46
CMC Department
Measure changes in staff turnover, number of complaints, growth, attrition rate, waste utilization, failures, non-compliance, quality ratings, achievement of standards and accreditations and customer retention
Intangible Benefits
Apart from tangible benefits department also contributed significantly to enhance some
Industrial parameters in combined efforts with other departments.
1. MTTR(Mean Time to Repair):- This parameter should be minimum ,which means fault in machine was quickly corrected and machine came immediately into running state.
2. MTBF(Mean Time Between Failure):- This parameter shows the time distance between two consecutive failures, which should be maximum , so that machine will available for work for maximum time.
3. Availability:- This parameter shows in 24 hrs cycle , how long machine was available for work. This parameter should be high , which means machine was available for work at maximum time.
4. Breakdown Hours:- This parameter shows , how long machine was interrupted because of fault. This data should be minimum , which means maximum time machine was available for work.
5. No. of Breakdown(Avg.):- This data should be minimum , which means minimum numbers of interruption occurs.
Data Interpretation
1. MTTR:- As mentioned table below , it is clearly seen that in each department , repairing work has done quickly and raised the availability. Combined effort made significant enhancement in MTTR
MTTRDepartment Benchmark 2010-11 2011-12
47
EPS 2.72 1.12 1.09Cent. Garage 3.12 3.60 3.40
Coke oven 5.48 2.94 2.75LDP 0.30 0.87 0.46
Oxygen Plant 1.80 8.64 3.90PGP-2 4.99 8.00 1.27
Plate Mill 0.40 0.70 0.65RMH-3 2.10 22.82 7.54RUBM 0.61 0.91 0.90SMS-2 0.91 0.69 0.83SMS-3 0.23 0.78 0.67
Graphical Presentation of MTTR , It is in decreasing:-
2. MTBF(Mean Time Between Failure) :- It is observed that because of proper maintenance machine continuously running for long duration without any interruption in fact it is combined effort but the CMC Department played a major role. Table given below shows the facts and figure.
MTBFDepartment Benchmark 2010-11 2011-12
BF-1 1238.7 1227.3 1676.0
48
EPS
Cent. G
arage
Coke ove
nLD
P
Oxyge
n Plant
PGP-2
Plate M
ill
RMH-3RUBM
SMS-2
SMS-3
0.00
5.00
10.00
15.00
20.00
25.00
Benchmark2010-112011-12
BF-2 4273.2 4273.2 8552.6EPS 2500.1 1569.8 1950.9
Cent. Garage 693.3 4005.9 4038.4Cent. Utility 11663.1 447207.
257270.0
DRI-1 542.1 531.6 546.8Oxygen Plant 3495.2 2068.1 5089.0
PGP-2 753.7 38995.6 10076.6PP (2X25MW) 1552.9 2456.6 2490.9
SAF 335.7 133.4 173.9Sinter Plant 43.5 204.8 278.2
BF-1 BF-2 EPS
Cent. G
arage
DRI-1
Oxyge
n Plant
PGP-2
PP (2X25MW
)SA
F
Sinter
Plant
0.0
5000.0
10000.0
15000.0
20000.0
25000.0
30000.0
35000.0
40000.0
Benchmark2010-20112011-12
3. Equipment Availability:- Because of proper maintenance the equipment availability increased sharply and which is major contributor of production of any industry .The table below shows the comparative figures of two consecutive financial years.
Department Benchmark 2010-11 2011-12EPS 99.89 99.93 99.94
Coke oven 99.24 99.67 99.97DRI-1 99.78 99.84 99.84
49
DRI-2 99.67 98.91 99.74Oxygen Plant 99.95 97.58 98.13
PGP-2 99.34 98.98 99.76PP-1 99.78 99.80 100.00
PP (2X25 MW) 98.85 99.11 99.44RUBM 92.71 89.19 90.58
SAF 96.52 98.79 99.59Sinter Plant 98.42 94.53 98.52
SMS-2 95.67 96.44 96.74
EPS
Coke ove
nDRI-1
DRI-2
Oxyge
n Plant
PGP-2PP-1
PP (2X25 M
W)
RUBM SAF
Sinter
Plant
SMS-2
82.0084.0086.0088.0090.0092.0094.0096.0098.00
100.00102.00
Benchmark2010-112011-12
Availability
Axis
Title
4. Breakdown Hours:- If machine gets repaired quckly, it is good for the organization.The breakdown hours should be less ,so that machine’s availablity will be maximum. The table show very clear data that the average breakdown hours has bee reduced.
Break Down Hours
Department Benchmark 2010-11 2011-12BF-1 2.03 2.07 1.57BF-2 6.61 0.06 0.28EPS 1.59 1.03 0.82
Cent. Garage 63.21 12.92 11.92Cent. Utility 37.34 0.08 1.13Cent. Work. 10.21 0.00 0.75Coke oven 5.02 2.21 3.44
DRI-1 8.41 7.50 6.47DRI-2 8.88 5.03 6.90
Oxygen Plant 0.75 7.20 1.64
50
PGP-2 21.60 0.67 0.42PP-1 6.38 6.46 0.00
RUBM 50.13 67.88 55.63SAF 16.13 7.70 6.34
Sinter Plant 9.78 3.23 2.84SMS-2 56.54 40.66 38.21
BF-1 BF-2 EPS
Cent. G
arage
Cent. U
tility
Cent. W
ork.
Coke ove
nDRI-1
DRI-2
Oxyge
n Plant
PGP-2PP-1
RUBM SAF
Sinter
Plant
SMS-2
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
Benchmark2010-112011-12
5. Breakdown Numbers:- This parameter shows the nubers of times breakdown ocurrs. It should be minimum , which refers less interruption in machine and smooth functioning.
Given table shows the comparative data for two consecutive financial years :
Department Bench Mark 2010-11 2011-12
BF-1 0.58 0.58 0.42
51
BF-2 2.50 0.17 0.08EPS 0.58 0.92 0.75
Cent. Garage 20.25 3.58 3.50Oxygen Plant 0.42 0.83 0.42
PP-1 2.08 1.42 0.00PP (2X25MW) 0.92 0.58 0.58
RUBM 82.67 74.92 62.08Sinter Plant 14.00 3.33 2.42
SMS-2 61.83 59.08 45.83
BF-1 BF-2 EPS
Cent. G
arage
Oxyge
n Plant
PP-1
PP (2X25MW
)
RUBM
Sinter
Plant
SMS-2
0
10
20
30
40
50
60
70
80
90
Bench Mark2010-112011-12
Apart from above mentioned benefits the employees of department challenging the traditional concept of various problems and analyze the cases with very fruifull results, the all case study finally accepted as true by R&D Department of JSPL Raigarh also .
Sl. Description Department1 Unusual vibration damping by anti-vibration pads Dilution Fan/MSLM2 Abnormal sound from motor and gearbox Bucket wheel drive of
reclaimer#3/RMH-33 Bearing not centrally located inside bearing Product hopperbag-filter ID
52
housing. fan/sms-24 Indentification of loose v-belts in running
conditiongRoots blower #KK5RB01/DRI-1
5 Coupling bolt arrangement in mixer unit of Neptune-5000
Bricks plant(Neptune Vibro-5000)
6 Root cause analysis of high vibration for SGP Pump-1
SGP Pump-1(BF-1 -area)
Tangible Benefits On the basis of above training department started to solve some crucial problem in house now, earlier similar problems were outsourced , considering it as saving and department made significant saving through the new technique.
Type Rs.Saving through Vibration Monitoring 4036500
Saving through Line balancing 2325000
Saving through LASER Alignment 2280000
Cost saving through oil saving 1879700
Saving through Flow 84500
Saving through Thermography 42000
Saving through Thickness maintenance 149800
Saving through V-Belt analysis 6000010857500
The above calculation of saving is based on the service charge fixed by external companies , till previous financial year.
Cost of Training :
53
In the calculation of training cost , we followed Dr. Philip Model. In our project we calculated cost of the entire training program. We consider all associated cost of training , as per JSPL Rule book.
Name Allowance Location Class FARETo & fro
TOTALTution
feeMandays
costCTC
Dhananjay 9800 Mumbai AC-3 1080 2160 11960 15993 18000 45953
Pradeep 39750 Hydrabad AC-1 1600 3200 42950 35000 30000 98950
Neeraj 12075 Delhi AC-2 1700 3400 15475 17500 15000 47975
Arindam 4900 Pune 2nd SL 440 880 5780 14000 15000 34780
Shivnath 9900 Mumbai AC-2 1800 3600 13500 27000 12000 52500Total CTC 280158
The participants of external training , shared his/her learning with peers and subordinates as in house training.Cost incurred to arrange in house training for subordinates and peers .
In house training cost:-
Designation No. of participants
Details of cost
Chargemans 3 Stationary 30
54
Snacks 60venue 100Mandays(Participant) 1500MandaysTrainers
3000total 4690
Designation No. of participants
Details of cost
Technician 15
Stationary 150Snacks 240venue 100Mandays(Participant) 7500MandaysTrainers
3000Total 10990
Designation No. of participants
Details of cost
Technician & Jr. Manager
19 Stationary 190Snacks 300venue 100Mandays(Participant) 9500MandaysTrainers
300013090
Designation No. of participants
Details of cost
55
Jr. Manager 2 Stationary 20Snacks 45venue 100Mandays(Participant) 1000MandaysTrainers
30004165
Designation No. of participants
Details of cost
Sr. Technician 20 Stationary 40Snacks 60venue 100Mandays(Participant) 1500MandaysTrainers
30004700
Designation No. of participants
Details of cost
Technician & Asst.
Foreman
4 Stationary 40Snacks 75venue 100Mandays(Participant) 2000Mandays 3000Trainers
5215
Designation No. of participants
Details of cost
Asst. Foreman
4 Stationary 40Snacks 75
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venue 100Mandays(Participant) 2000Mandays 3000Trainers
total 5215
Total Inhouse training cost = Rs. 56950
Total Cost cost =280158+56950 =Rs. 337108
ROI (Return on investment) of training:-
ROI=[ (SAVING-COST)/COST]*100
Total savings = Rs. 10857500Taking 5% level of significance in saving = Rs. 10314625
EPS(Electrical Power System) Department
The EPS(Electrical Power System) department is one of the major contributors to the production . The department is responsible to provide electrical power to all possible units.
The selected 35 employees of the department have undergone training with ABB Ltd. at Vadodra and Bangalore in four different batches. The training modules were fully equipped with new ,efficient and safety measured techniques.
Batch Training Program No. of Participants1st 1.HV/MV Switch Gear Maintenance 62nd 2.Power System Studies and Relay Co-ordination 83rd 3.HV/MV Switch Gears(Circuit Breakers,
CT/CVT/Disconnections/Surge arrestors/Power 10
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Transformer4th 4.HV/EHV equipments like (LT/PT/CT)
5.Instrument Transformer(Applicability, CT/VCT Selection parameters, maintenance and
troubleshooting
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Cost of Training
As per Philip model we considered all parameters , which were associated with training.
ABB Ltd. Has been paid , Rs. 33000/participants as training fees Hence for 35 participants = 35*33000 = Rs.1155000
Other expenses of company on the training:- JSPL Raigarh , prompt the training activities and Providing special allowances and travelling facilities according to designation.
Designation No. of Employee Train Fare Allowance Man DaysAGM 2 7204 18750 48000
Sr. Manager 1 3602 4950 24000Manager 6 21612 29700 144000
Dy. Manager 7 25214 34650 168000Asst. Manager 9 32418 28665 216000
Jr. Manager 5 18010 15925 80000Asst. Engineer 2 7204 6370 32000
Jr. Engineer 3 10806 9555 4800035 126070 148565 760000 1034635
Total Cost of training =2189635
Benefits:-
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The EPS department has managed some savings by implementation of training knowledge in the organization.
Sl. No.
Testing/Condition Monitoring performed
Unit Rate in Rs.
Aug-11 Sep-11 Oct-11 Nov-11
Qty.Total
saving in Rs.
Qty.Total
saving in Rs.
Qty.Total
saving in Rs.
Qty.Total
saving in Rs.
1Transformer
Testing40,000
3 120000 00
4 160000 7 280000
2 Circuit Breaker Testing
15006 9000 3
45005 7500 12 18000
3 CT Testing 8000/8hrs 4 32000 0 0 1 8000 1 80004 PT Testing 8000/hrs 6 48000 3 24000 0 0 0 0
Total saving in Rs. 19 209000 6 28500 10 175500 20 306000
Dec-11 Jan-12 Feb-12 Mar-12
Qty.Total
saving in Rs.
Qty.Total
saving in Rs.
Qty.Total
saving in Rs.
Qty.Total
saving in Rs.
9 360000 14 560000 10 400000 17 680000
2 3000 2 3000 45 67500 23 345002 16000 0 7 56000 3 240004 32000 0 0 0
17 411000 16 563000 62 523500 43 738500 2955000
ROI= [ (Profit- Cost)/cost]*100 = [(2955000-2189635)/ 2189635]*100 = [646557/2189635]*100 = 35%
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Conclusion
On the overall analysis of the data of all levels, we can conclude that the immediate reaction rated 8.1 point(scale-10), means the participants were satisfied with all four mentioned i.e Course, Relevance , Trainer, and Venue.
However the learning was also good in all three parameters i.e Learning index (54.38%) , Self evaluation (Effective), Knowledge sharing (Effective) .
Evaluators of change in behavior rated 8.1(10) ,which justified the program expectation. The reasons that imparted improvement to the performance are increased number of coaching and feedbacks, better supervision on job by the supervisors, increase in the actual usage of knowledge/skills gained through the program, and the availability of necessary equipments and materials for performing on the job.
In the last level of “Kirkpatrick Model” , we saw new initiative by the employees like case study, New attempt and high ROI(Return on investment)
Suggestions
In the course of my study and the analysis that followed thereafter, I came across certain setbacks in the various levels as well as in the system, regarding whom, I would like to make the following suggestions :
For level 1:
The employees should be given sufficient time to study the subject matter of the program.
The study material should be adequate and relevant according to the program. More practical example should be given. Proper agenda should be made for the program. Venue facilities should be enhanced.
For level - 2 :
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Proper facilitation of learning should be made and the knowledge/skills of the employees should be increased.
For level - 3 :
Confidence of the employees to perform on the job needs to be increased. The programs should be made more relevant to the job requirements. Opportunities provided to the employees to use the knowledge/skills gained from the
program needs to be increased. Necessary equipments and materials required for the job should be made easily
available.
For Level- 4
Each department should be instructed to maintain data based on training impact for future reference:-
Major work done based on training Cost saving Accident avoided New initiative
Apart from these, I would like to make the following suggestions, too on increase training’s effectiveness in JSPL.
1. Each and every individual of the company should be taught what “ Kirkpatrick model” is, so that they give genuine feedback when desired.
2. After training program there should be suitable rewarding system for the excellent performers and the average and poor performer’s problems should be identified and necessary motivation dose and support should be given for their improvement.
3. Training facility should be more job relevant and should be given to those whose job profile is related to that particular training program.
4. Sometimes the communication pattern itself becomes an obstacle, so according to situations, Hindi should also be used.
5. Apprehensions in the minds of employees restrain them from cooperating with the management, proper care should be taken to remove such apprehensions.
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Bibliography:
1.Int. J. of Human Resource Management 14:6 September 2003 on“Effects of training on business results” by Antonio Arago´n-Sa´nchez, Isabel Barba-Arago´n andRaquel Sanz-ValleInterdisciplinary Journal Of Contemporary Research In Business on“How Organizations Evaluate their Trainings? An evidence from PakistaniOrganizations”ByIshfaq AhmedMuhammad Musarrat NawazAhmad UsmanMuhammad Zeeshan ShaukatNaveed AhmedWasim-ul-Rehman
www. ijcrb.webs.com www.citehr.comwww.jspl.com
www.google.com
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Self Evaluation Sheet
Employee Name Employee Code Designation DepartmentTraining Training Date Training Institute Location
TO BE FILLED BY THE PARTICIPANT Mr. / Ms. .………………………………..
High Medium Low
Your knowledge on the subject matter taught during the training Before training 5 4 3 2 1
After training 5 4 3 2 1
Your skill level in doing the task that was addressed during Before training 5 4 3 2 1
the training. After training 5 4 3 2 1
Your ability to learn and apply that has been taught to you. Before training 5 4 3 2 1
After training 5 4 3 2 1
Overall level of learning in the area you have just been trained. Before training 5 4 3 2 1
After training 5 4 3 2 1
Overall learning based on the above score Highly Ineffective(0-4) Ineffective(5-8) Moderate(9-12) Effective(13-16) Highly Effective(17-20)
.
Signature of HOD / In-Charge
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Training Program Effectiveness MeasurementLearning Evaluation(Knowledge sharing)
.
Employee Name- Employee Code - Designation- Department-Training- Training Date- Training Institute - Location-
I have attended above training/seminar/workshop/course and shared learning with …………number of employees. The feedback of some of the employees( selected on sample basis) is given below :
Employee Code/Name
FEEDBACK ON TRAINING
Highly Effective(5) Effective(4) Moderate(3) Ineffective(2) Highly Ineffective(1)
Overall Feedback based on above score Highly Ineffective(0-5) Ineffective(6-10) Moderate(11-15) Effective(16-20) Highly Effective(21-25)
Signature of HOD / In-Charge
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Training Program Effectiveness Measurement Behavior Evaluation
.
Employee Name- Employee Code - Designation- Department-Training- Training Date- Training Institute - Location-
TO BE FILLED BY THE HOD/In-Charge
You are requested to assess the change, relevance of change and sustainability of change based on your observation to measure the impact / effectiveness of the training program of the candidate.
Feedback Question
Feedback5
Strongly Agree
4Agree
3Undecided
2Disagree
1StronglyDisagree
Did the trainee put their learning into effect when back on the job?
Were the relevant skills and knowledge used?
Was there noticeable and measurable change in the activity and performance of the trainees when back in their roles?
Was the change in behavior and new level of knowledge sustained?
Is the trainee aware of his / her change in behavior, knowledge, skill level?
Overall do you think the employee has demonstrated the learning’s from trainings in his / her day to day work?
0-7 8-14 15-21 22-28 29-35
HighlyIneffective
Ineffective Moderate Effective Highly Effective
The learning evaluation confirms that the training was beneficial / non-beneficial (Please Tick) & is recommended / not recommended (Please Tick) to be conducted again for the benefit of our employee.
Thank you for taking out your time and filling up this evaluation form.
HR Department Signature of HOD / In-Charge
EVALUATION PARAMETERS 1 2 3 4 5
The training was well organized and clearly structured
The objective and aim of training was explained clearly The training covered a variety of useful topics The content and material of the training were relevant The medium of presentations(lecture/discussion/exercise/ games/ case studies, AV's) was appropriate
The examples and references used were effective The pace of training was appropriate COURSE AVERAGE RATING
EVALUATION PARAMETERS This course gave me ideas/information/material which I can use in my normal job
I will suggest this course to my colleagues
This course was time well spent and met my expectations I will be able to apply my learning's immediately at the workplace
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RELEVANCE TO JOB AVERAGE RATING EVALUATION PARAMETERS
The trainers were friendly and approachable The trainer conveyed enthusiasm for the subject and responded positively to the ideas and questions of the participants
The trainers were clear in their communication and encouraged participation
The trainer had strong subject knowledge The trainer was able to answer my questions TRAINER AVERAGE RATING
EVALUATION PARAMETERS The venue was suitable The facilities and food were satisfactory The course material (handouts/ writing pads/ stationary) were adequate & helpful
The batch size was about right VENUE AVERAGE RATING EVALUATION PARAMETERS OVERALL AVERAGE RATING
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