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Findings: Over 48 of employees feel they have highly learnt, 8 say that
they have learnt and have average opinion.
K L E Society's
Institute of Management Studies and Research, HubIi
8
2) To what extent have you learned on the course about your behavioral
skills?
Lot 5 4 3 2 Nothing
learnt on behavioural skills
highly learnt learnt
P
e
r
c
e
n
t
1
8
6
4
Finding: over 8 of employees feel they have highly learnt on behavioral
skills, 16 say that they have learnt on behavioral skills, from the training
program.
3) %o what extent have you improved your team building skills?
Lot 5 4 3 2 Nothing
K L E Society's
Institute of Management Studies and Research, HubIi
8
learnt on team building skills
highly learnt learnt
P
e
r
c
e
n
t
6
5
4
Finding: over 58 of employees feel they have highly learnt on team building
skills, 4 say that they have learnt from the training program..
4) %o what extent have your skills in the subject of the program improved or
increased as a result of the program?
Lot 5 4 3 2 Little
K L E Society's
Institute of Management Studies and Research, HubIi
84
skills in subject increased or decreased
45. highly learnt learnt average
P
e
r
c
e
n
t
6
5
4
Finding: over 5 of employees feel they have learnt the subject, 8 say
that they have highly learnt and 6 say that they have learnt average from
the training program..
5) %o what extent do you feel your personal learning objectives have been
achieved?
Fully Achieved
Achieved
Average
$omewhat Achieved
Not Achieved
K L E Society's
Institute of Management Studies and Research, HubIi
85
extent personel learning ojectives achieved
f ully achieved achieved average
P
e
r
c
e
n
t
6
5
4
Finding: over 58 of employees feel they have highly learnt on team building
skills, 4 say that they have learnt from the training program..
7) #ight balance of skills in team formation is met in %elcon.omment.
H.gree gree vg Ds.gree H.Ds
5 4 3 2
( ) ( ) ( ) ( ) ( )
K L E Society's
Institute of Management Studies and Research, HubIi
86
right balanceof skills in team whether met or not
Highly agree agree average disagree
P
e
r
c
e
n
t
7
6
5
4
Finding: over 56 of employees agree that right balance of skills in team is
met in telcon, 5 say that they highly agree that right balance of skills in
team is met in telcon,9 say that they disagree and 4 are of average
opinion.
7) %he inception of $elf anaged %eams can contribute to a rise in
employee's morale and retention.
$trongly Agree
Agree
$ometimes Agree
Disagree
$trongly Disagree
K L E Society's
Institute of Management Studies and Research, HubIi
87
inception of SMT's contribute to employee's morale and retention
Highly agree agree average
P
e
r
c
e
n
t
8
6
4
Finding: over 68 of employees highly agree that inception of SMT's
contribute to employee's morale and retention, say that they agree that
inception of SMT's contribute to employee's morale and retention and 4 are
of average opinion.
9) How capable are you in performing the tasks assigned to you in a team?
V.Good Good vg Poor V.Poor
5 4 3 2
( ) ( ) ( ) ( ) ( )
K L E Society's
Institute of Management Studies and Research, HubIi
88
how capable in performing tasks in team
very good good average
P
e
r
c
e
n
t
6
5
4
Finding: over 5 of employees feel they are good in their capability to
perform tasks in team, feel they are very good in their capability to
perform tasks in team and 14 have average opinion.
9) What level of confidence have you developed in communicating with your
team? (!lease ring the score number that you feel most closely
represents your views)
High 5 4 3 2 Low
K L E Society's
Institute of Management Studies and Research, HubIi
89
level of confidence developed in communicating with team
very high high average low
P
e
r
c
e
n
t
5
4
Finding: Over 4 of employees feel they have highly developed confidence
in communicating with their team,8 feel they have very highly developed
confidence in communicating with their team,1 have average opinion and
4 have low opinion.
10) %o what extent do you extend your help to other members of team?
(!lease ring the score number that you feel most closely represents your
views)
Lot 5 4 3 2 Never
K L E Society's
Institute of Management Studies and Research, HubIi
9
extent of helping other members of team
very high high average low
P
e
r
c
e
n
t
6
5
4
Finding: Over 48 of employees feel they highly extend their help to other
members of team, 4 feel that they very highly extend their help to other
members of team, 5 of employees have average and low opinion.
11) How efficient are you in resolving conflicts occurring in your team?
Very fficient
fficient
Average
$omewhat fficient
Never fficient
K L E Society's
Institute of Management Studies and Research, HubIi
91
how efficient in resolving conflicts?
very ef ficient eff icient average somewhat ef f icient
P
e
r
c
e
n
t
6
5
4
Finding: Over 58 of employees feel that they are very efficient in resolving
conflicts in team, 14 feel that they are very efficient in resolving conflicts in
team.
12) %eams provide more results than individual contribution. omment on this
statement.
H.gree gree vg Ds.gree H.Ds
5 4 3 2
( ) ( ) ( ) ( ) ( )
K L E Society's
Institute of Management Studies and Research, HubIi
9
teams provide more rsult than individual contribution
Highly agree agree average disagree
P
e
r
c
e
n
t
7
6
5
4
Finding: Over 55 of employees feel that they highly agree that teams
provide more result than individual contribution, feel that they agree that
teams provide more result than individual contribution, over 5 are
disagreeing with this fact and some 5 are of average opinion.
13) A high level of trust and strong commitment in team is met in %elcon.
H.gree gree vg Ds.gree H.Ds
5 4 3 2
( ) ( ) ( ) ( ) ( )
K L E Society's
Institute of Management Studies and Research, HubIi
9
a level of trust and strong commitment in team is met
Highly agree agree average
P
e
r
c
e
n
t
6
5
4
Finding: Over 5 of employees agree that a level of trust and strong
commitment in team is met in Telcon, highly agree that a level of trust
and strong commitment in team is met in Telcon,14 are of average opinion.
14) Brainstorming sessions contribute to the generation of new ideas and
thinking in team.
$trongly Agree
Agree
$ometimes Agree
Disagree
Highly Disagree
K L E Society's
Institute of Management Studies and Research, HubIi
94
brainstorming contributes to generation of new ideas and thinking in tea
Highly agree agree average disagree
P
e
r
c
e
n
t
6
5
4
Finding: Over 59 of employees highly agree that brainstorming sessions
contribute to generation of new ideas and thinking, 9 agree that
brainstorming sessions contribute to generation of new ideas and thinking,
1 have average opinion,1 disagree with this fact.
15) How would you rate the overall program?
Very useful 5 4 3 2 Little use
Very Interesting 5 4 3 2 Of Little Interest
K L E Society's
Institute of Management Studies and Research, HubIi
95
how do u rate overall program?
very usef ul usef ul average
P
e
r
c
e
n
t
6
5
4
Finding: Over 51 of employees feel that the training program has been
very useful to them in enhancing their team building skills, 8 feel that the
training program has been useful to them in enhancing their team building
skills and 19 have average opinion.
K L E Society's
Institute of Management Studies and Research, HubIi
96
K L E Society's
Institute of Management Studies and Research, HubIi
97
Inferences
W From the findings and interpretation of the graphs we can infer that the
trainees have highly learnt from the program and their behavioral skills
regarding the team work importance and inter personal relations have
been gradually improved.
W Maximum no of the trainees were of the opinion that they have highly
learnt about the significance of team building skills and their personal
learning objectives were achieved to high extent.
W This training program has initiated brainstorming sessions and the
concept of self managed teams has highly gained its significance.
W The study revealed that the trainees have highly developed the
confidence of communicating with team and they have been highly
efficient in resolving conflicts.
W From this study we can infer that Telcon's module of training has
received positive response by the respondents in the "Reaction stage
and same response is expected in the further stages of research and
evaluation.
O nference can be made that Telcon should focus on maintaining right
balance of skills in team to achieve high productivity and achievement
of objectives and should arrange for such behavioral training sessions
which can enhance capability of employees to perform the assigned
tasks in team.
K L E Society's
Institute of Management Studies and Research, HubIi
98
ConcIusion
W Telcon should continue following the Kirk Patrick Method Of Training
and should give more importance to the sustainability and effect of the
training program in the long run and should align business strategies
with the training objectives.
W All the four levels of Kirk Patrick model should be given equal
importance and effective measures should be taken to check their
effectiveness.
W The effectiveness evaluation of behavioral training is very difficult and
Telcon should effectively maintain the results gained after training.
W Another aspect of a comprehensive training program is continuing
education. The most effective programs make it an ongoing
responsibility of one person in a department. This is an important
function that will keep all staff members current about policies,
procedures and the technology used in the department.
W Assessment of training needs should be done perfectly to match the
trainees requirements, and individual needs should be given priority.
W From the overall study we can conclude that the behavioral training
provided to staff regarding team building skills have received a positive
response from the respondents and the training is going to benefit
them in the long run and can surely contribute to the change in their
behavioral skills in the organization.
K L E Society's
Institute of Management Studies and Research, HubIi
99
W Working in Telcon was good learning experience for me. The project
allotted to me by the company was challenging as it was very much
implementation oriented and it provided me the knowledge of how
actually teams work in Telcon and its importance in achieving
organizational objectives.
W also had the chance of doing some Recruitment work at Telcon which
gave me many insights on how TATA'S follow recruitment procedure.
W The one satisfaction what had with my project was that it gave me a
good foundation for evaluating training programs for company and also
helped me to get in depth knowledge about it. Though the limitations
were there in the study but these helped me in understanding them and
overcoming these limitations in my next coming projects.
K L E Society's
Institute of Management Studies and Research, HubIi
1
K L E Society's
Institute of Management Studies and Research, HubIi
11
Recommendations/Suggestions
Proposed training moduIe for teIcon
Research &ndertaken
This project has been undertaken to evaluate behavioral training modules
effectiveness at Telcon.
This project has mainly dealt with the 1
st
stage i.e. "Reaction Stage
The reaction stage is effectively carried out to gather the reaction of the
respondents regarding training through distribution of questionnaires and also
through verbal communication.
The response is fairly good and the implication part is yet to be evaluated
through the next three stages.
So recommendation for Telcon would be to carry the further three stages as
follows.
2
nd
Stage: Learning Stage
The Learning stage should be carried out after 4 months to analyze the
accurate implication.
The behavior of individuals in team should be measured either by
observing or by determining the number of times this identified
behavior is occurring under existing conditions.
K L E Society's
Institute of Management Studies and Research, HubIi
1
Questions to be anaIyzed in this stage are
Tests to be conducted
Pre training test to check behavior
Post behavioral training to check the improvement after some period.
nterview or observation can be used before and after training to collect
essential data.
Hindrances to Learning Stage
Relatively simple to set up, but more investment and thought required
than reaction evaluation highly relevant and clear-cut for certain
training such as quantifiable or technical skills
Less easy for more complex learning such as attitudinal development,
which is difficult to assess.
Questions to AnaIyze
Did the trainees learn what intended to be taught?
Did the trainee experience what was intended for them to
experience?
What is the extent of advancement or change in the
trainees after the training, in the direction or area that was
intended?
K L E Society's
Institute of Management Studies and Research, HubIi
1
Cost escalates if systems are poorly designed, which increases work
required to measure and analyze.
Telcon should overcome these hindrances to manage Learning stage to
successfully carry on the next stage "Behavior Stage.
3
rd
Stage: BehavioraI Stage
O Behavior evaluation is the extent to which the trainees applied the
learning and changed their behavior, and this can be immediately and
several months after the training, depending on the situation:
Questions to AnaIyze
Did the trainees 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?
Would the trainee be able to transfer their learning to another person?
s the trainee aware of their change in behavior, knowledge, skill level?
K L E Society's
Institute of Management Studies and Research, HubIi
14
Suggestions for successfuI BehavioraI Stage"
Observation and interview over time are required to assess change,
relevance of change, and sustainability of change
Arbitrary snapshot assessments are not reliable because people
change in different ways at different times
Assessments need to be subtle and ongoing, and then transferred to a
suitable analysis tool.
6-degree feedback is useful method and need not be used before
training, because respondents can make a judgment as to change
after training, and this can be analyzed for groups of respondents and
trainees
Self-assessment can be useful, using carefully designed criteria and
measurements
Suggestions for successfuI ResuIts Stage"
Results evaluation is the effect on the business or environment
resulting from the improved performance of the trainee - t is the acid
test
Measures would typically be business or organizational key
performance indicators, such as: Volumes, values, percentages, ,
return on investment, and other quantifiable aspects of organizational
performance,
For instance; numbers of complaints, staff turnover, attrition, failures,
wastage, non-compliance, quality ratings, achievement of standards
and accreditations, growth, retention, etc.
K L E Society's
Institute of Management Studies and Research, HubIi
15
BIBLIOGRPHY
Fred Luthans , (2005) Organizational Behavior, Mc Graw Hill
International Edition.
Gary Dessler (2003), Human Resource & Personnel
Management, Eastern Economy Edition.
P. Subba Rao,(2004) Personnel and Human Resource
Management, Himalaya Publishing House.
Luis R. Gomez-Mejia;David B Balkin;Robert L
Cardy.(2006) 'Managing Human Resources".
K shwathappa (2000) 'Human Resource and
Personnel Management",Tata Mc Graw Hill
Publications.
Dr B Ratan Reddy (2008), Effective Human Resource Training
nd Development Strategy, Himalaya Publishing House
WEBSITES REFERRED
wwwteIconcoin
wwwbusinessbaIIscom
wwwgoogIecom
wwwhumanresourcecom
wwwworkforcecom