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A PROJECT ON-

EVALUATION OF TRAINING AND EFFECTIVENESS

OF

NALCO

(Submitted in Partial Fulfillment of the Requirements of Bachelor of Business Administration Programunder Utkal University)

By

Name of the Candidate

University Roll No

Faculty Guide Corporate Guide

Name of the Faculty Guide: Name of the Corporate Guide

Dr. / Mr. / Mrs. /------- Mr. / Mrs. / Miss----------Designation Designation


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ACKNOWLEDGEMENT

I extend my heartfelt gratitude towards Mr. Amiya Pattnaik, DGM,

HRD centre of excellence, NALCO for his constant support and guidance

in preparing my project on the topic EVALUATION OF TRAINING

AND EFFECTIVENESS. I also express my gratitude to all the staff

members of NALCO for their constant help and support. I am also

thankful to our Principal Prof.(Dr.) H.K. Panda and faculty guide Prof.S.K.Bishey for their

valuable guidance and support.

Finally,I extend my heart-full obligation to my parents,without whose support this

could been a successful one.


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DECLARATION

I SOMYASHREE PANDA, a student of ASBM INSTITUTE OF BBA, do here by

declare that the project report entitledEVALUATION OF TRAINING AND

EFFECTIVENESS At NALCO, is a bonafied work done by us at NALCO,

Bhubaneswar in partial fulfillment for the award of degree in Graduate Programme in

Management 2010-2011. No part of this report has been submitted to anyone at time before

and any other University for award of any degree.


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CONTENT-

Chapter-1

Introduction

1.1 Review of Literature

1.2 Meaning of the study1.3 Objectives of the study

1.4 Significance of the study

1.5 Methodology

1.6 Sources of data collection1.7 Limitation of the study

Chapter-2

Company Profile

2.1 Brief history of the company

2.2 Vision, Mission and objective of the company2.3 Organization structure & style of work of company

Chapter- 3

Research Methodology

3.1 Sampling Design

3.2 Methods of data collection3.3 Tool or technique used

Chapter-4

Data analysis & interpretation

5.1 Data analysis


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5.2 Data interpretation

Chapter-5

Conclusion

6.1 Findings6.2 Suggestions

6.3 Conclusion

y Referencesy Appendix

EXECUTIVESUMMARY

Human resources planning is a process of stricking balance between human resources

required and acquired in an organization. It is a process by which an organization determines

how it should acquire its desired manpower to achieve the organizational goals. Human

resources planning helps an organization have the right number and kind of people at the

right places and right times to successfully achieve its overall objectives. This topic dealswith the evaluation and effectiveness of the training in NALCO Bhubaneswar.

Training is a systematic development of knowledge, skill, attitude required byan individual to perform a given task or job.


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Before conducting any training programme first we have to identify the needfor that training i.e.

y Is there a need to trainy About the current positiony W

here you want to be The need identification may be in terms of

y Organizational needy Police needy Specific needy Performance appraisaly Competency mappingy Venders training

The two important concepts are Performance appraisal and competencymapping. Performance appraisal is describe as merit rating in which one individual isranked as better or worse in comparison to other.

After identifying the need the methods through which the training is given arey On the job trainingy Off the job training

Evaluation of training effectiveness is a highly desirable step in total trainingprogramme so one can judge the value or worth of training.

Training evaluation is a mean by which participant express their feedbackregarding the effectiveness of training through a source of qualitative and

quantitative survey question completed at the training programme.

The effectiveness of training programme depends upon the feedback given bythe trainee.

process that makes training effectiveness are like determine the trainingobjective, fixation of evaluation criteria, collect of information relevant to

training analysis.

The persons who are responsible for evaluation of training are seniormanagement, the trainer, the training manager, the trainee.

In each of the five chapters as described above, every chapter has been scheduled in a

manner so as to enable the reader to appreciate the contents easily. The report is supported

by figures and data wherever necessary with a view to assist the reader in developing a clear

cut understanding of the topic.


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We hope this report will be extremely useful for those it is meant. Constructive and healthy

suggestions for improvements of the report will be great fully appreciated.

CHAPTER 1-

INTRODUCTION-

REVIEW OF LITEATURE-

y Human Resource Management- Biswajeet Pattanayak, edition-third edition.January2008,.

Publisher- Prentice Hall of India (p) Ltd

y Human Resource Management- VSP Rao


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y Human Resource Management- P. Subha Raoy Management Research Methodology- K. N. Krishnaswamy, Appa Iyer Sivakumar and

M. Mathirajan, edition- third edition..2009

Publisher-Dorling Kindersley (India)(p) Ltd

y NALCO Journals and PublicationsINTERNET SITES

www.google.com

www.wikipedia.comwww.answer.com

www.nalcoindia.

To have a realistic and clear perception and understanding of what Training entitles ,some of

the information are collected from Internet,materials of Training and development of

INC,HRM book of author LN PRASAD,BSP RAO etc.

In the mid 1940s after worldwar-2,Training was first adopted by large commercial

organizations in the west as part of their regular commercial activity.

Every organization needs the services of trained people for performing the activities in a

systematic way.Training is a collection of actions,which enables the organization to achieve

its goals.Training needs can be identified by deducting the existing skills from the job

requirements.

The basis of evaluation and the mode of collection of information necessary for evaluation

should be determined at the planning stage. The process of training evaluation has been

defined as any attempt to obtain information on the effects of training performance and to

assess the value of training in the light of that information. Evaluation helps in controllingand correcting the training programme. Hamblin suggested five levels at which evaluation of

training can take place, viz., reaction, learning, job behaviour, organization, organization and

ultimate value.

In this topic I coveredthe need for training ,objectives,significance ofstudy,methodology,limitations of study,company profile,Research


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methodology,suggestion,reference,conclusion,training and learning ,evaluation, feedback

forms, action plans and follow-up,evaluation of workplace learning and training,responsibility for the evaluation of the training,training evaluation and validation options,the trainer's overall responsibilities - aside from training evaluation,a note. According to thefeedback given by the trainees the Overall rating of the programme was excellent. The most

helpful part of this training according to them was forms of modalities in English, New

Concepts of writing skill, New approach of Grammar, new concept of writing skills.

MEANING OF THE STUDY

Training is the act of increasing the knowledge and skills of an employee or doing a

specified job.It can be viewed as a systematic planning process which has its organizationalpurpose to impart and provide learning experience.This is done with a view to bring about

improvement in an employee and thus enabling him to make his contribution in greater

measure inmeeting the goals and objectives of the organization.It also gives awarenessofthe rules and procedures to guide their behavior thereby improving the performance of

employees on present job and prepares them for taking up new assignment in future.

DEFINITION OF THE STUDY:Training is organising procedure by which people learn knowledge and/or skill for adefinite purpose.

- Defined by Dale S Beach


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Training is a systematic development of knowledge, skill & attitude required by an

individual to perform adequately a given task or job.

-Defined by Michael Armstrong

OBJECTIVE OF TRAINING-Once the training needs were determined,the next step is consider how

these will achieved.The objectives for the training program and the

individual sessions need to be decided.Training objectives are tactical

applications of the strategic goals.They specify what the learners will be

able to do at the end of each stage of the learning process.

The important Training objectives are:

1.Articulate the goal of the traning.

2.Communicate intent to learner.

3.Provides means for evaluation.

4.Assist in selection of materials,content,methods.

INDENTIFYING TRAINING NEEDS:


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There are several needs in an organisation.

1. Organisational need:

An organisational need means the qualities that are needed in the organisation. Managers

can anticipate if there are any training inputs that can help in achieving organisational

objectives. For e.g.: organisation structure has to be realigned keeping in view the

organisational objectives, growth & diversification or the possibility of need for greater

decentralisation, or induction of new employees and redefined jobs. All these will have

implications on each individual job role in the organisation necessitating the training of

employees.

2. Policy needs:

In order to run an organisation, the organisation must know certain law which the

organisation has to obey. The employees in the organisation must know about the law. Such

policies are:

y HR policyy Marketing policyy Purchase policy

HR policy involves:-training policy, promotion policy, recruitment policy, job rotation

policy etc. The employees must know about the changes in policy & the new policy of the

organisation.

3. Specific needs:-

If in an organisation there is an immediate need to conduct a programme on transaction

analysis, but the employees dont know about this, then the employees must be trained about

this. This is known as specific need.

4. Vendor training:-


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Providing required tips to the customers about the use of the product is also a quality needed

by the employees. The employees must be trained about this. This is known as vendor

training. e.g:-if a customer buys a refrigerator, but he doesnt know how to use it, the sales

person must provide him guidance about its use.

SIGNIFICANCEOFTRAINING :

1. SALARY INCREASE:-

Performance appraisal plays role in making decisions about salary increase of an employee

depends on how he is performing his job.

2.PROMOTION:-Performance appraisal plays a significant role where promotion is based

on merit. Performance appraisal discloses how an employee is working in his present job &

what his strong & weak points are. In the light of these, it can be decided whether he can be

promoted to the next higher position &what additional training will be necessary for him.

3. TRAINING & DEVELOPMENTS:-

Performance appraisal tries to identify the strengths & weaknesses of an employee on his

present job. This information can be used for devising training and development

programmes appropriate for overcoming weaknesses of the employees.

4. FEED BACK:-

Performance appraisal provides feed back to employees about there performance. It tells

them where they stand.

5. PRESSURE ON EMPLOYEES:-

PA puts a sort of pressure on employees for better performance. If the employees are

conscious that they are being appraised in respect of certain factors & their future largely

depends on such appraisal they tend to have positive & acceptable behaviour on this respect.


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METHODOLOGY:

Today , training programmes offer something for everyone-from free employment

preparation for the first job to pre-retirement courses for those who are due to retire soon.The range of training method is such that they can provide opportunity to unskilled; they

offer people to be promoted at various levels of the organisation.

Training methods are means of attaining the desired objectives in a learning situation. These

methods can be grouped in some categories on various bases. For e.g.:-Training methods can

be grouped on the basis of level of personnel in an organisation because there are three

categories of people, i.e. operative, supervisor, mgmt. .They have different training needs

and, therefore, different methods may be suitable for them.

Training methods may be grouped as:-

A.On the job methodB.Off the job method

ON THE JOB TRAINING METHOD:-

This method emphasises on learning while an individual is actually engaged in work. This

method can be suitable for all types of employees. Thus people can learn by working on

jobs. There can be several ways in which on-the job training can be offered.

OFF THE JOB TRAINING METHOD:-

In the off the job training, a trainee has to leave his place of working & devote his entire

time for training purpose. During this period he doesnt contribute anything to the

organisation. These methods can be followed either in the organisation itself or the trainee

may be sent away for training courses organised by specialised institutions.

In our country , there are many organisations which have their own training institutes,

prominent among them TISCO, Hindustan Liver, ITC etc. in the private sector; State

Trading Corporation ,LIC, Steel Authority OfIndia, Coal India etc. in the public sector.

Besides there are special training institutions like Indian Institute of Management,

Administrative Staff College ofIndia, All India Management Association etc. .


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A.OF THE JOB TRANING:-

1. On specific job:-

This the most common form of training for all individuals. A person can learn when he is

put on a specific job. He can develop skills for doing the job in better way over the period of

time. However he can learn the job better if he is given some guidance either in the form of

coaching or working as understudy.

Coaching involves direct personal instructions & guidance usually with demonstration &

continuous critical evaluation & correction.

Under the understudy method, supervision of trainee works under the direction &

supervision of a person, normally an assistant. He can learn the job very quickly under the

guidance of his trainer.

2. Position rotation:-

In position rotation, a person is given jobs in various depts. of the organisation. The major

rotation of job rotation training is to broaden the background of trainee. He can learn the

working of various sections & depts. of the organisation which helps in developing an

integrated view of the organisational functioning.

3. special projects, task forces etc.:-


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Assignments of people on special projects, task forces, committees etc. works like position.

Besides learning the jobs performed in these assignments, he also to learns how to work with

different types of persons.

4. Apprenticeship:-

Apprenticeship is like understudy in which trainee is put under the supervision of persons

who may be quite experienced in his field. In todays context, many organisations have to

take trainees under Apprenticeship Act. Besides various organisations also take apprentices

to fulfil their requirement of skilled personnel.

5. Vestibule school:-

The concept of vestibule school is that people will learn & develop skills while working in

the situation similar to what they will face after they are put on actual jobs. Manyorganisations establish training centres to train people for skilled work particularly in

production dept. When the job requirement is such that people cant be absorbed directly

,they are put in such training centre. Here they learn while they work. However, learning, as

against the actual production, is the basic objective. When they learn the job handling, they

are absorbed by the organisation in actual production.

B. OFF THE JOB TRAINING METHOD:-


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1. Special courses & lectures:-

Special courses & lectures are knowledge based training methods. In these programmes, an

effort is made to expose participants to concepts & theories, basic principles, & pure &applied knowledge in any subject area. Basically it is aimed at creating an awareness of the

knowledge of fundamentals. The focus is essentially on transmission of knowledge. This is a

very popular method. But this method has a limitation i.e. i.e. it emphasises only one way

communication, i.e., from trainer to trainee.

2. Conference:-

In order to overcome the limitations of lecture method, many organisations have adopted

guided discussion type of conferences in their training programmes. In this method, the

participants pool their ideas & experiences in attempting to arrive at improved methods of

dealing with problems which are faced by them at their work place. For intensive discussion

on the various subjects of the conference, many small groups can be constituted.

3. Cases:-

Case method of training has been developed by Harvard Business School of U.S.A. . It is

one of the most commonly used training methods not only for business executives but also

for management institutes.

A case is a written description of an organisation containing information about its numerous

aspects: its history, external environment, internal operation, financial structure etc. .In fact

cases are prepared looking into the real decision making situations. In case analysis, the

analyst must work with the information he has & must make reasonable assumptions.


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Normally cases are discussed in groups. Each member of the group is asked by the instructor

to present his analysis and to comment on the analysis of others. At times, members are

required to respond the queries of other members & instructors. This process helps to

develop analytical skills among participants. Since each participant analyses the situation

based on actual facts, he learns how to analyse the situation in actual practice. Thus he canimprove his decision-making process.

4. Roleplaying:-

The concept of role playing has been drawn from drama & play in which actors play various

roles. While playing roles, the actors assume themselves as the persons whose roles they are

playing. Similarly role playing technique is used in groups where various individuals are

given roles of different managers who may be required to solve a problem or arrive at a

decision. Thus it is spontaneous acting of a realistic situation involving two or more personsunder training situation. Dialogue grows spontaneously proceeds. Since people take role

everyday in actual situation, they are experienced in the art of role playing, & with certain

amount of imagination, they can project themselves into roles other than their own.

At the end of the role playing session, there is a critique session in which the trainees are

given feedback about their role playing. This helps the trainee to develop better perspective

in performing jobs because he may see his jobs from different angles. It also develops

sensitivity among people which is quite helpful for maintaining better human relations.

5. Management games:-

Management games are used to stimulate the thinking of people to run an organisation or its

departments. It can be used for developing skills for a variety of purposes like investment

strategy, marketing strategy, production strategy, collective bargaining etc. Mgmt game is

played by two or more teams which are given a company or department to operate over a

periods. Simply, both teams try to win. Various situations of the game are specified by the

trainer. All the teams have to make decisions regarding the operation of their companies in

the given situation. Such decisions may be on the areas of level of production, level ofinventory, price, expenditure on advertisement etc. This process is repeated over a number

of times.

Since each team is competing with others, each teams decision will affect the results of

others. The trainer gives the feedback to every team after every period. In the light of this


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feedback, each team can evaluate its decisions & may modify them to arrive at better results.

This way, management game develops analytical & decision-making skills in trainees.

6. Brainstorming:-

Brainstorming is a technique to stimulate for idea generation. Originally applied by Osborn

in 1938 in an American Company , the technique is now widely used by many companies ,

educational institutions, & other organisations for building ideas.

Osborn has defined brainstorming simply as using the brain to storm the problem. Websters

dictionary defines brainstorming as a conference technique by which a group attempts to

find a solution for a specific problem by amassing all the ideas spontaneously contributed by

its members.

For conducting brainstorming, a group pf 10 to 15 people is constituted. Since ideageneration is the main objective, usually the group consists of people of the same level. The

participants should be connected with the problem directly or closely, though they need not

necessarily from the same discipline.

The process in brainstorming session goes in the following ways.

1. A problem is given to a group engaged in brainstorming session. Problem is stated clearly &

precisely so that members of the group can focus their direct attention on it. Each member is

given the problem.

2. The member is asked to give ideas through which the problem can be

solved. Here the emphasis is on quantity may follow later.

3. The members are required to put their ideas for problem solution without taking into

consideration any limitations-financial, procedural, legal, organisational or otherwise.


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4. Ideas-evaluation is deferred to a later stage because it does not flow in the direction of idea

generation. Hence, any criticism, judgement, or comment is strictly prohibited & the

participants are told to abstain from it.

Brainstorming has strong potential for developing creativity in participants because it

provokes them to think without any constraints or limitations. It provides opportunity to

remove various social & psychological blocks which comes in the way of idea generation &

creates favourable atmosphere for imaginative power to fly in unknown & untrodden lands

to generate ideas for problem solving.

7. In-basket exercise:-

In-basket exercise is a simulation technique designed around the incoming mail of a

manager. A variety of situation is present in this exercise which would usually be dealt by a

manager in his typical working day. One method of this exercise is to present mail of

various types to a trainee whose reactions on these are noted.

A slight variation in this method may be in the form of incident method. In this method, the

trainee is given certain incidents & his reactions are noted down. Some trainees may even

play surprise roles which interrupt the manager & give him two or more simultaneous

problems more like real on-the job pressures.

Through the feedback of his behaviour, the trainee comes to know his behavioural pattern &

tries to overcome the one which is not productive or functional. Thus he can learn

techniques of giving priorities to various problems faced by him.

8. Sensitivity training:-

Sensitivity training was first used by National Training Laboratories at Bethel, U.S.A. The

training group called itself as T Group. So it is also called T group training.

Sensitivity training is a small group interaction under somewhat strained conditions. Thetraining group has the following characteristics.

i. The group is a small one.(10-12 members)ii. The group begins its activity without any formal agenda.

iii. The role of trainer is primarily to call attention from time to time to the on-goingprocess within the group.


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iv. The procedure tends to develop introspection & self-examination, with emotionallevel of involvement & behaviour and the possibility of severe criticisms of

colleagues & emotional breakdown.

v. The trainer provides feedback about the behaviour of each individual pointing outwhere trainees have gone wrong, particularly in situations which have been stressing.

This way trainee can develop tolerance of others views, become less prejudiced, develop

understanding of group process & listening skills. Sensitivity training offer several

advantages in the field of human relations. This is why it is called as human relations

training also.

However, sensitivity training may create more harm especially if it is not conducted

properly. The major problems which are noticeable in this method are as follows:-

a) The first few sessions of the training prove to be quite frustrating to the participants.The reasons for initial frustration may be lack of formal agenda for the group process,

criticisms of ideas by strangers, & group process ending without arriving at any

meaningful outcome. Because of this frustration, many participants leave the training

session in between with the bad feelings.

b) Group process in sensitivity training creates emotional problems to the individualsbecause it attacks on their emotions directly.

c) Sometimes , T-group exercise is unjustified invasion of privacy of individuals becauseit tries to bring the hidden & private feelings of an individual.

d) T-group exercise is based on false assumptions of human relationships at work. So,time taken by sensitivity training goes in waste. Even participants who have

appreciated sensitivity training are not able to point out its specific benefits.

No doubt, these are the various limitations of sensitivity training, but most of these emerge

because of inefficient handling of training sessions. Thus limitations can be overcome if the

training sessions are handled by properly qualified trainers.

9. Transactional analysis:-


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Transactional analysis is used to develop better interpersonal interactions among individuals.

It involves understanding of personality factors of individuals & their ego with which they

interact.

Transactional analysis offers a model of personality & dynamics of self & its relationship toothers that makes possible a clear & meaningful discussion of behaviour. Transactional

analysis refers to a method of analysing & understanding interpersonal behaviour. When

people interact, there is a social transaction in which one person responds to another. The

study of this transaction between people is called transaction analysis.

Evaluation:-

Evaluation of training effectiveness is a highly desirable step in total training programmes so

that one can judge the value or worth of training.

Evaluation is crucial for providing further information about future training. If your training

has been well received & has resulted in the changes in how people do their jobs, it has

clearly been a success & is worth repeating. On the other hand if participants say they did

not like the training & it has no effect on how they do their jobs , then the training needs to

be changed. Sometimes evaluating training also might results in further new training need

being identified.

Here are some questions to ask when evaluating training:

Did you (the trainer) think the training went well ? Did the participants enjoy the training ? Did participants learn from the training ? Has training changed how participants do their job ?

Evaluation of training effectiveness:-

The training evaluation is a means by which participants express their feedback regarding

the effectiveness of training through a series of quantitative and qualitative survey questions

completed at the end of the training program. Participant reaction to training can represent

instrumental feedback that can drive important changes in any part of the training delivery

process, such as refining of training materials and methods or revisions to content. This


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feedback can also be extremely useful in predicting performance after the program. Training

evaluation questions on the importance and relevance of the training to the job have been

shown to have a correlation to actual use of skills and knowledge learned on-the-job.

Training evaluation can be more meaningful if the following process is adopted.

Determination of training objectives Fixation of evaluation criteria Collection of information relevant to training evaluation analysis

1-Training objectives:-

Training objectives should be fixed in clear terms because all training programmes do not

contribute in all areas. Hamblin has classified training objectives into four categories:

y Reaction objectives:-intended to stimulate a high level of involvement & interest.y Learning objectives:-concerned with knowledge, skills & attitudes.y Job behaviour objectives:-learning to bring about desired changes in job behaviour.y Organisational objectives:-intended to promote overall results.

2-Evaluation Criteria:-

Like training objectives, training evaluation criteria can be fixed in terms of immediate

objectives like learning , behaviour change etc. and in terms of ultimate objectives likeachieving organisational objectives through learning. Normally, ultimate criteria are long

term perspectives like increase in productivity, reduced employee turn over, reduced labour

& human relations problems etc. Therefore these can be used for measuring the overall

effectiveness of training programmes over the period of time.

Training evaluation criteria can also be fixed in terms of immediate objectives of training.

Standards in respect of these can be fixed in two terms: either the difference in pre-training

& post-training behaviour of the same employee or difference between trained employee and

untrained employee of the same level.

3-Collection of information:-

After fixing the factors to be measured and criteria fixed in respect of these, evaluator has to

collect the relevant information which may be helpful in arriving at certain conclusions.


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Information can be collected on the basis of facts like production records, cost controls,etc.

This may be used for measuring the achievement of ultimate objectives of training.

For measuring immediate objectives, information may be collected on various aspects

through observation of employees behaviour on job, conducting interview & administering psychological tests to unearth behavioural changes which cannot be observed or which

cannot be measured by interview.

4-Analysis:-

Collected information can be analysed to interpret the impact of training on various aspects,

and consequently its effectiveness. If a particular aspect is being affected by several factors,

the analysis may be carried out further to identify the contribution of training.

Two points are important in information collection & its analysis.

Information to measure the immediate impact of training should be collectedimmediately after training.

There should be feedback of such evaluation to employees concerned so that they arealso able to know the results of their training.

SOURCESOFDATACOLLECTION-LIMITATION OF THE STUDY-The major limitations of the study:

Time Constraint.

The sample size is small.

The method of the sampling chosen is random sampling.

Some of the information is confidential which are not provided sufficiently.

Busy schedule of the employees and Company guide.


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CHAPTER-2

COMPANY PROFILE-

A.HISTORY OF NALCO- National Aluminium Company Limited, abbreviated as

'NALCO', was incorporated in 1981, as a public sector enterprise of the Government of

India.

Today, it is Asia's largest, and one of the world's leading and the sixth largest,integrated aluminium complex, encompassing bauxite mining, alumina refining,

aluminium smelting and casting, power generation, rail and port operations. It boasts of

some of the world's latest and finest technology in the Aluminium manufacturing industry

In 1975 bauxite was discovered in the east coast. In 1979, July NALCOs feasibility report

was prepared. In 1980, January government decided to invest money on NALCO. In 1981,


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january there was a collaboration agreement on INDO-FRENCH. In the same year

NALCO was

formed and in march foundation stone laid by late Smt Indira Gandhi. In 1982, february

there was signing of majorEuro-Dollar loan agreement and in February Civil Work Starts.In 1985 under commissioning dates in September port facilities was provided and in

November bauxite mines were developed. In 1986, September alumina refinery and captive

power plant were built after that NALCO gradually started establishing Smelter plant in

march, 1987 and in may commencement of sale of aluminium. In 1988, January

commencement of alumina export and it was repeated in September also. In the same year

NALCO got its first award for mines safety award and then for CAPEXIL export award.

In 1989, may NALCO was given recognition for London metal exchange and in june

NALCO was dedicated to nation by late Rajiv Gandhi.

PRESENT STATUS OF NALCO:-

NALCO is a bright example of indias industrial capability. Today as an ISO 9001,ISO

14001 and OHSAS 18001 company, with its products registered in London metal exchange,

NALCO has emerged as the largest integrated bauxite-alumina-aluminium complex in

Asia.within a short period of time the company is emerged as a leader in the field of

Aluminium production in the country and has its impacts abroad. The company has helped

the country to make a quantum jump in the production of aluminium and has been earning

substantial foreign exchange through creditable export performances year after year.

With a consistent track record in capacity utilization,technology absorption,quality assurance, export performance and committed man power, with excellent teamwork.

NALCO emerged as Indias leading aluminium company . NALCO has been contributing

significantly to the state and central government exchequers over the years through

increased production and consistent posting of profits. With its second phase expansion,

involving an investment of over Rs 5000 crore, schedule to be completed, the company is

all set for third phase expansion. Besides,plans are afoot for Greenfield projects in countries

like Indonesia,southafrica and iran.

With time, all these remarkable achievements have translated into another creditable title

for NALCO,now a navaratna from 2nd may 2008.

PRODUCTS MIXALUMINIUM

Ignots.

Sows


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ALUMINA

Calcined Billets

Wirerods

Alloy wire rods

Cast strips aluminaAlumina hydrate

ZEOLITE-A

SPECIAL PRODUCTS

Specialty

Hydrate/alumina (alumina chemicals)

ROLLED PRODUCT

Aluminium

Rolled products.

MANAGEMENT-The Company is a government of India enterprise under the administrative control ofministry of mines. A board of directors appointed by the president of India manages the

company. The board consists of directors including the Chairman cum Managing Director of

the Company. Apart from C.M.D, there are four director heading Production, Finance,

Project, Technical and Personnel and Administration disciplines. There are two senior

government officials nominated to the board of directors by the Govt. ofIndia.

Beside there are non-official directors in the board.

The management control system is based on the delegation of authority and individual

accountability for results. The Chairman-cum-Managing Director to different level in

management hierarchy delegates the responsibility and authority to take decision on variousmatters. For personnel matter such as appointment conformations, promotions, discipline,

transfer, grant of various benefits, etc powers have been delegated to different level of

executives, in conformity with the principles and policies of management.

B.VISION OF NALCO- To be reputed company in the metals and energy sectors.

MISSION OF NALCO- To achieve growth in business with global competitive edge

providingsatisfaction to the customer, employees, shareholders and community at large.

EXPANSION:-Nalco is planning to invest around 40,000 crores ofIndian rupees in thenext five years starting 2008. The investments will be made in alumina smelters and power

projects in Indonesia, South Africa, Iran and within India.


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Commissioned during 1985-87, NALCO has emerged to be a star performer in production

and export of alumina and aluminium, and more significantly, in propelling a self-sustained

growth. It has made the country more than self sufficient in alumina and aluminium needs

and has quite impressive export figures as well. Being the largest exporter of the metal in the

country, it has its own section of port facilities at Visakhapatnam.All the units of NALCOemploy the latest in technology and advanced manufacturing units in the world.

The main units of NALCO are at Damanjodi (Mines & Refinery complex)

and NALCOnagar-Angul (Smelter & Power Plant Complex). The Bauxite mines called

"Panchpatmalli Mines" is situated atop a set of five mountains called Panchpatmalli. These

mines are open cast mines. The refinery complex for producing bauxite is located in

Damanjodi. The smelter unit of NALCO is located in NALCOnagar, Anugul. The

company's headquarters are located in Bhubaneswar, which is the capital of the Indian state

of Orissa.

NALCO is considered to be one of the best profits making PSU in India and reaps

impressively huge benefits every year. It is expanding by currently employing new projects.

The ongoing second phase of expansion is set to make it the sixth largest producer of the

metal in the world. The recent disinvestment issues, for the alumina giant, finally settled

down after the central government decided not to disinvest profit making PSUs which meant

that NALCO would not be privatized and continue to be a complete Government decided

not to disinvest profit

making PSUs which meant that NALCO would not be privatized and continue to be acomplete Government ofIndia Enterprise PSU.

The company has numerous awards to its credit, some of them being the most prestigious

awards and recognitions. The Company received Indira Priyadarshini Vrikshamitra Award

from Government. of India for its contribution in the field of afforestation and wasteland

development. The 960 MW Captive Thermal Power Plant of the Company also received the

prestigious Indira Gandhi Paryavaran Puraskar for the year 2000 from Government. ofIndia

for its outstanding contributions in the field of environment management. Besides these, the

Company and its Units have received various National, State and Institutional awards for

excellence in Safety & Environment Management.

With consistent track record in capacity utilization, technology absorption, quality

assurance, export performance and profitability, NALCO is a bright example of Indias

Industrial capability. Today, as an ISO 9001, ISO 14001 and OHSAS 18001 company, with

its products registered in London Metal Exchange, NALCO has emerged as the largest


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integrated Bauxite-Alumina-Aluminium complex in Asia. Now, NALCO enjoys the status

of Navratna Company.

TRAINING OBJECTIVES IN NALCO

y Achieve systematic integration of training with the organization's missiony Stimulate constructive interaction between employees problems & perspective of the

organization

y Establish a distinctive work-culture for the organization .

C.OBJECTIVE OF THE COMPANY-

1). To create anenabling climate that can be continuously identified, nurtured and utilize thecapabilities of employees.

2). To devote the capabilities of each employee in each relation to his or her present job or

role.

3). To develop the capabilities of each employees as an individual.

4). To develop a mutual supporting relationship but each employee and his or her superior.

5). To develop overall health and self-renewing capabilities in the organization.

6). To develop the team spirit and effective function of every sub system in the

organization.

a.) Achieve systematic integration of training with the organization's mission


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b.)Stimulate constructive interaction between employees problems & perspective of the

organization

c.)Establish a distinctive work-culture for the organization.

Nalco: A Benchmark In Corporate Social Responsibility

In Orissa, for setting up Asia's largest integrated alumina-aluminum complex in 1981,

National Aluminum Company Limited (Nalco) had acquired 7263 acres of land at

Damanjodi in Koraput district and 4057 acres at Angul. During the inception of the

company, 635 families in 51 villages were displaced - 600 families in Damanjodi sector and

35 families in Angul sector. From these 635 displaced families, employment has been

provided to 625 nominees. Confusion regarding educational background and nominationstatus of balance 10 families has been taken up at appropriate level. Besides, 1495 families

were substantially affected (i.e. parting with one third or more land) in Angul sector. Even

from these, jobs have been provided to 1060 persons. Nalco has also been sponsoring ITI

training to such persons and 543 have been technically trained so far. Apart from financial

compensation, employment and rehabilitation packages, Nalco has also spent more than Rs.

100 crore towards various social sector development activities. Creation of infrastructure in

the surrounding villages for communication, education, health care and drinking water gets

priority in the periphery development plans of the company. Community participation in

innovative farming, pisciculture, social forestry and sanitation programmes apart,encouragement to sports, art, culture and literature are all a part of Nalco's deep involvement

with the life of the community. Successful operations of the company have led to

employment and income generation for the local people in many significant ways.

Caring For Culture: Illumination Of Lord Lingaraj Temple


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As a corporate policy, Nalco has been allocating 1% of its net profit of the year for social

sector activities of the succeeding year. For example, during the 2006-07 fiscal, Nalco made

a net profit of Rs. 2381 crore. Accordingly, for the current year, the company has earmarked

Rs. 23.81 crore for various developmental activities in State.

Caring People: Free Eye-Camp

These apart, during natural calamities, Nalco has been donating to Chief Minister's Relief

Fund and Prime Minister's National Relief Fund. Soon after Super Cyclone in Orissa, Nalco

created 197 primary school-cum-cyclone shelters in the coastal districts. Besides,

illuminating Lord Lingaraj Temple, Nalco has created Mahatma Gandhi Park and Biju

Patnaik Park at Bhubaneswar and Gandhi Ghat Park at Puri. Nalco has also committed Rs. 2

crore for the renovation of Ananda Bazar in the premises of Lord Jagannath Temple.

SCOPE

NALCO has been for the scope of the study in general and HRD department in particular.This is the scope of the study includes the areas such as:

i). Man power planning

ii). Recruitment

iii). Selection

iv). Induction

v). Trainig and development.

vi). Performance appraisal.

vii). Promotion and separation

RECRUITMENTFor recruitment NALCO recruits two categories of employees they are GETs (Graduate

engineering technology) and MTs (Management trainees) with 65% marks in aggregate.

Then age not more than 30 years. Then they have number of posts i.e. total posts is 60 for

GETs and 12 for MTs which is categorized under castes reservation.


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For selection candidates goes through written test comprising of general aptitude test and

subject knowledge test. And then the short listed candidates are called for personal

interview. While joining the company the trainees first sign a contract bond of

apprenticeship and non-judicial stamp paper for 12 months training. Then they are placed in

different scale (industrial dearness allowance pattern). They also see that the candidate is

medically fit or not.

VALUES AND BELIEFS:

C.ORGANISATION STRUCTURE AND STYLE OF WORK OF A

COMPANY-

STRUCTURE AND STYLE OF THE WORK OF

COMPANY:-

Traditionally, in the main, any evaluation or other assessment has been left to the trainers"because that is their job..." The 'Training Evaluation Quintet' advocated consists of:

y senior managementy the trainery line management

Team Work

ExcellenceIntegrity

Valuesand

Beliefs

Honesty Caring

Knowledge


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y the training managery the trainee

Senior management -

y Awareness of the need and value of training to the organization.y The necessity of involving the Training Manager (or equivalent) in senior

management meetings where decisions are made about future changes when

training will be essential.

y Knowledge of and support of training plans.y Active participation in events.y Requirement for evaluation to be performed and require regular summary report.y Policy and strategic decisions based on results and ROI data.

the trainer -

y Provision of any necessary pre-programme work etc and programme planning.y Identification at the start of the programme of the knowledge and skills level of

the trainees/learners.

y Provision of training and learning resources to enable the learners to learn withinthe objectives of the programme and the learners' own objectives.

y Monitoring the learning as the programme progresses.y At the end of the programme, assessment of and receipt of reports from the

learners of the learning levels achieved.

y Ensuring the production by the learners of an action plan to reinforce, practiseand implement learning.

the line manager -

y Work-needs and people identification.


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y Involvement in training programme and evaluation development.y Support of pre-event preparation and holding briefing meetings with the learner.y

Giving ongoing, and practical, support to the training programme.

y Holding a debriefing meeting with the learner on their return to work to discuss,agree or help to modify and agree action for their action plan.

y Reviewing the progress of learning implementation.y Final review of implementation success and assessment, where possible, of the

ROI.

the training manager -

y Management of the training department and agreeing the training needs and theprogramme application

y Maintenance of interest and support in the planning and implementation of theprogrammes, including a practical involvement where required

y The introduction and maintenance of evaluation systems, and production of regularreports for senior management

y Frequent, relevant contact with senior managementy Liaison with the learners' line managers and arrangement of learning

implementation responsibility learning programmes for the managers

y Liaison with line managers, where necessary, in the assessment of the trainingROI.

the trainee or learner


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y Involvement in the planning and design of the training programme wherepossible

y Involvement in the planning and design of the evaluation process where possibley Obviously, to take interest and an active part in the training programme or

activity.

y To complete a personal action plan during and at the end of the training forimplementation on return to work, and to put this into practice, with support

from the line manager.

y Take interest and support the evaluation processes.Although the principal role of the trainee in the programme is to learn, the

learner must be involved in the evaluation process. This is essential, sincewithout their comments much of the evaluation could not occur. Neither would

the new knowledge and skills be implemented. For trainees to neglect either

responsibility the business wastes its investment in training. Trainees will assist

more readily if the process avoids the look and feel of a paper-chase or number-

crunching exercise. Instead, make sure trainees understand the importance oftheir input - exactly what and why they are being asked to do.

CHAPTER-3

RESEARCH METHODOLOGY-

1.TYPES OF RESEARCH:-The researcher adopted the descriptive research design method to do the survey at OPTCL.A

survey is conducted for obtaining the feedback of employees about the training an

development programme at OPTCL. Descriptive research includes survey and fact findin

enquiries of different kinds. The researcher used this research design to find out the responden

and attitude inside the organization, by the research the researcher can only give suggestion

but implementing these suggestions depends up on the interest of the company.


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2). SAMPLING TECHNIQUE:-

A questionnaire is prepared for doing the survey about analysis of training and development a

NALCO.

Step-1 Define the population

Elements Employees of NALCO,Sampling unit:Employees of NALCO

Step-2 Specify sampling frame

The executive and non executive employees of NALCO are taken a

sampling frame

Step-3 Sampling design

It is the process of obtaining information about an entire population b

examining only a part of it. The item selected from the population is known as a sample.

Judgemetal sampling,random sampling and convenience sampling are bein

used.

Step-4 Sample size.

Sampling size is being taken as (including executive and non executive)

3.SAMPLE SIZE :-The researcher is being done by taking the sample size of 20 executives .This will

represent the NALCO whole employees.

4.SAMPLING DESCRIPTION:-In this research sample size is 20 .It includes only executive.

3.3 DATA COLLECTION:-Data is being collected in the form of questionnaire .

1.INSTRUMENTATION TECHNIQUEBased on descriptive research design method for achieving the objective of the study the

researcher adopted instrumental tool as the questionnaire.

2.COLLECTION OF DATATaking the help of the questionnaire I am able to collect information about the organization.

At NALCO I collected the information or data by interacting with the employees. The


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information required for our project was collect mainly from the primary sources and even

from secondary sources. The primary source consists of the data analyzed from

questionnaire and interaction with the user at that time only. And internet is used as

secondary source.

Here in this project the methods used by me for collecting information regarding th

plans are

Primary Method Secondary Method

PRIMARY METHOD:

It is the direct respondents to employees of collecting information. Primary data a

generated in an investigation according to the needs of the problem in hand. Here I collecte

the information from distributing questionnaire to the people.

SECONDARY METHOD:

This is the method, which is collected through some other external sources. Secondary dat

can be defined as the data collected by some one else for purposes other than solving th

problem. In this method I have collected the information from Internet.

CHAPTER-4

DATA ANALYSIS-


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GRAPHICAL PRESENTATION OF THE DATA

DATA ANALYSIS AND INTERPRETATION DESCRIPTIVE STATISTICS

Objective- to measure the effectiveness of the training programs.

1). Do you think OHSAS upgradation training is important?

Variable Total Count N

Importance 20 20

Value Label Value Total Count N Percent

Yes 1 20 20 100(%)No 2 0 0 0

INTERPRETATION:y Here 20 out of 20 employees said that the upgradation training is important.

2). To what extent do you think the training programme is relevant to your job?

Variable Total Count N Mean Std.Dev.

Relevance 20 20 4.3 0.985

Value Label Value Total Count PercentV.poor 1 0 0

Poor 2 0 0

Satisfactory 3 4 20

Good 4 6 30

V.good 5 10 50


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INTERPRETATION:Here 10 out of 20 employees feel that training programme isrelevant to your job and the Mean is 4.33). Rate the selection criteria for the participants of the program.


Selection Criteria 20 20 1.6 0.658

Value Label Value Total Count Percent

V.good 1 10 50

Good 2 9 45

Poor 3 0 0

Cant Say 4 1 5

0% 0%

20%

30%

50%

RELEVANCE

v.poor poor satisfactory good v.good


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INTERPRETATION:Here 10 out of 20 employees feel that selection criteria for the participants of the

programme is very good and the Mean rating is 1.6

4). To what extent the training program would enable you to perform your job better?


Performance 20 20 4.15 0.934

Value label Value Total Count Percent

V.poor 1 0 0

Poor 2 1 5

Satisfactory 3 2 10

Good 4 9 45

V.good 5 8 40

50%45%

0%5%

SELECTION CRITERIA

v.good good por can't say


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INTERPRETATION:

Here 09 no of employees o t of 20 feel that the training program would enable them to do

the job better. The Mean rating is 4.15.

5). To what extent the training program has improved your job knowledge about OHSAS?


Job knowledge 20 20 4.15 0.934


V.poor 1 0 0

Poor 2 0 0

Satisfactory 3 4 20

Good 4 9 45

V.good 5 7 35

0%

5%

10%

45%

40%

PERFORMANCE

V.Poor Poor Satisfactory Good V.Good


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INTERPRETATION:Here 9 out of 20 employees feel that the training program has improved their job

knowledge about OHSAS and the Mean rating is 4.15.

6). To what extent do you feel your personal learning objectives have been achieved?


Personal Learning 20 20 1.7 0.345

INTERPRETATION:Here 8 out of 20 employees said that there is good value addition after attending the training

program. The Mean rating is 3.95

.....Rate the overall training program?

Variable Total Count N Mean std.dev

Overall rating 20 20 4.1 0.919

0% 0%

20%

45%

35%

JOB KNOWLEDGE

v.poor poor satisfactory good v.good


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Value Label Value Total Count PercentVery poor 1 0 0

Poor 2 0 0

Satisfactory 3 4 20

Good 4 10 50

Very good 5 6 30

Ratethe value addition after attending the training program?

0% 0%

20%

50%

30%

OVERALL RATING

Very poor Poor Satisfactory Good Very good


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Value addition 20 20 3.95 0.873


Very poor 1 0 0

Poor 2 1 5

Satisfactory 3 5 25

Good 4 8 40

Very good 5 6 30

CHAPTER-5

0% 0%

20%

50%

30%

VALUE ADDITION

Very poor Poor Satisfactory Good Very good


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SUGGESTIONS-1.The training department should modify training programs to meet the current global

demand.

2.The company should organize training & development programs on regular basis to

increase productivity & regular feedback about the training programs.

3.Feedback should be taken from every employee but not from a selected few.

4.After a specific training program is completed and employee is assessed company

needs to track the performance of employee for a specific duration, to check howeffectively the employee is working.

This also enables the company to evaluate their own training department.

5.Every quarter the company should conduct a survey for better identification of

training needs from the employees in the organization (self nomination method).

6.The training department of the company should have resources that are better trained to

handle complex training methodologies in order to train the employees in a better and

innovative way.

MANAGEMENTDEVELOPMENT-

...To be able to move towards releasing the organizational need for succession,

promotion and better performance.

o To help the managers to use more effectively the Company's existingresources.

o To help the managers, as To upgrade the skills, abilities, capacities ofmanagers to handle broader assignments.

o individuals " to perceive more clearly & control more effectively thesituations in which, at the outset, nobody knows what to do"


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To develop the managers through problems of business by using experience on the job as the

powerful instrument of learning and thereby improve the performance of the manager, aswell as operation of the business.

CONCLUSION-After going through the concept of training, training methods & most importantly

Evaluation of training effectiveness, we may conclude that training is now an important part

of any organization. By performance appraisal & competency mapping the management can

know the strengths & weaknesses of the employees & accordingly they will be trained. After

training it is necessary to evaluate the training to know its effectiveness that is the worth or

value of training. For evaluating the training effectiveness there are different processes

which are discussed before. To make the training evaluation more meaningful the fourimportant steps are founded, that are:

Determination of training objective Fixation of evaluation criteria Collection of information relevant to training evaluation Analysis

I have taken a practical example of evaluation of training effectiveness at NALCO. This is

from a two-day Training programme on Business communication for Supervisory

Employees conducted at HRD Centre of Excellence, Bhubaneswar on 17th & 18thFebruary, 2009. After collecting the views of 16 participants the programme effectiveness &

facilitators effectiveness was evaluated. Their suggestion about the training programme thatis the overall feedback was also collected for evaluation of the training effectiveness.

Now as we know the importance of training & the evaluation of its effectiveness, it may be

suggested that various types of training programmes should be conducted regularly in

organizations as per their need. To face the new challenges of the global economy the

employees should be trained properly. Everyday there are implementation of new

technology, introduction of new ideas, entry of new competitor in the market. So in order to

stand the organization in the changing Economy, the training methods are to be modified.The process of evaluation of training should be developed. More effective processes should

be introduced so that the effectiveness of the training can be evaluated properly & furthertraining need can be identified.


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Lastly, it can be said that, like the important functions of any organization or Company that

is production, financing, marketing, now training & evaluation of training effectiveness isalso vital for any organization.

REFERENCES:-

I the student of, ASBM institute of BBA,have undertaken the topic EVALUATION OF

TRAINING AND EFFCTIVENESS for my training program in NALCO under the

guidance of Mr. AMIYA PATTNAIK, DGM, HRD CENTRE OF EXCELLENCE,

NALCO, BHUANESWAR.

APPENDIX:-

CASE STUDYAT NALCO: A general feedback form at NALCO for in houseprogrammes

NALCO

Corporate HRD: Training Department

Bhubaneswar

FEEDBACK FORM FORIN-HOUSE PROGRAMMES

Instruction:

The objective of the report is to know your frank opinion about the various aspects of theprogramme which you have attended. Your response must be objective, frank and without

any prejudice. The feedback may be used by us to refine or strengthen our activities and

assess the worth of training. Please avoid guess work.

Please read the following questions carefully and record your answers either by

putting ticks or writing in the space provided.


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PROGRAMME TITLE

From. to

(..days)

VENUE:

1. How would rate the programme as an educational experience ?

Excellent good fair average unsatisfactory

2. In your opinion whether this training was in the direction ofa. Fulfilling present functional learning needs

b. Future developments needc. Only informative

3. To what extent will it help you to do a better job?

To a large extent To some extent Of no consequences

Comments

4. What were the major learning benefits you received?(Check as many you wish)a. Helped confirm/clarify some of my ideas

b. Presented new ideas.


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c. Provided approaches and strategies to solve problems.

d. Gave the stimulus to look objectively at myself and at my job.

Any other benefits, please

state

..

5. What do you think about the course durationOne or two days be added.

About right.

One or two days be reduced.

6.Were the programme contents exhaustive? If not, what other topics would you like

to be included/excluded?Induced Excluded

a. a.

b. b.

7. What topics, according to you, were not covered adequately?a.

b.

c.

8.Name the session/subjects you like most and why?a. Why

b.


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c. .

9.How does the programme rate in the following aspects?

Conceptual inputs

Exhaustive adequate poor

Training tools

excellent average poor

10.Were the following in your opinion relevant or not ?

Yes No

Reading materials ( ) ( )

Case studies ( ) ( )

Games ( ) ( )

Group exercises ( ) ( )

11.Would you recommend the programme to others in your organization?

Yes/No

If yes, for whom would you recommend this programme ?

a. Superiors ( ) b. Colleagues ( )

c. Subordinates ( ) d. For all levels ( )

Please state reasons for this recommendation.

1.

2.


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3.

12.Would like to select some of the new ideas for preparing actions plans for

implementation in your area of work? If yes what are they?

i.

ii.

iii.

13. How were the administrative arrangements?

Excellent

good fair average poor

Any suggestion you have , to improve the arrangements:

14. Any other comments/suggestion on this programme:

Signature.. Date

Name Pl.No

Designation & unit


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..

NALCO

HRD centre of excellence: Bhubaneswar

Evaluation Check list for faculties addressing in-house training

programmes

Today you are being asked to evaluate this programme & the faculty. Your feedback will be

used for our developmental & improvement purposes. Therefore feel free in expressing your

views frankly.

Name of the Programme

date .

Name of the faculty .

Venue .


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Sl. No. Inputs Excellent Very

Good

Good Fair Poor

01 Command on the subject

02 Interest in teaching

03 Facilitation in various games,

exercises, case study etc.

04 Showing interest for opinion ofothers

05 The level of instruction & delivering

style

06 Ability maintain continuity from one

topic to another

07 Sincerity in approach & response toqueries

08 Learning environment In the class

09 Awareness of time factors & time

allocation on the subject

10 Overall rating of the Programme.


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Signature.

Name..Pl.no

Date Designation.Unit

Thanking you fir taking the time to complete this questionnaire, Please return completed

form to the officials of training department.

A practical example of evaluation of training :-

A two day Training programme on Business Communication for Supervisory Employees

exclusively meant for employees in supervisory level of HRD Centre of Excellence,

Bhubaneswar on 17th

& 18th

February 2009, with the faculty support of Mr. SrikantaMohanty, HRD Centre, Bhubaneswar.

Objective of the programme:-

y Technical/Commercial writings & Correspondencesy Basic English of businessy Getting well with customers

Feedback analysis Report with reference to the structured Feedback given to participants onconclusion of the programme:-

Sl.

No.

Programme Effectiveness Excellent Very

good

good Fair Poor

01 Prog. was well structuredto fulfill the specific need

73% 27% 7% - -

02 Content of the session was

relevant to the objective ofthe prog.

40% 53% 13% - -


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Sl

no.

Prog. Effectiveness Excellent Very

good

Good Fair Poor

03 Scheduling of prog. session

with adequate timemanagement

40% 27% 20% 20% -

04 Delivery of prog. outline &

contents with relevance tothe job

27% 67% 13% - -

05 Teaching methods 73% 27% - - -

06 Reading material/handout

used in the prog.

40% 47% 20% - -

07 Sharing experience &

knowledge with group

members

13% 40% 33% 20% -

08 Generating new ideas for

preparing action plan forself development

33% 67% 7% - -

09 Administrative

arrangement

67% 40% - - -

10 Overall ratings of thisprogramme

45% 44% 13% 4% -

After evaluating Programme Effectiveness, Facilitators Effectiveness is to be evaluated.

Sl. No. Facilitators Effectiveness Excellent Very

Good

Good Fair Poor

01 Command on the subject 60% 33% 7% - -


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02 Interest in teaching 40% 47% - 13 -

03 Facilitation in various

games,exercises,case study etc.

20% 47% 20% 13 -

04 Showing interest for opinion of

others

33% 47% 20% - -

05 The level of instruction &delivering style

60% 40% - - -

06 Ability maintain continuity from

one topic to another

47% 47% 7% - -

07 Sincerity in approach & response

to queries

60% 27% 7% - -

08 Learning environment In the

class

53% 53% 7% 7% -

09 Awareness of time factors &time allocation on the subject

27% 53% 13% 7% -

10 Overall rating of the Programme 44% 42% 9% 4% -

Overall rating of the programme:-

Programme Effectiveness : Excellent

Facilitators Effectiveness : Excellent

Overall feedback:-

A. The most helpful part of this training was:y Forms of modalities in Englishy New Concepts of writing skilly New approach of Grammar, new concept of writing skills


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B.The training could have been improved by:y The programme would be more useful if repeated in regular intervals.y Providing more study material.y Extending the duration of the programme by one or two days more.


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somya sip project renew

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