ANALYSYIS OF TRAINING NEED IDENTIFICATION AND TRAINING EFFECTIVENESS FOR VENDORS OF TITAN COMPANY LIMITED, HOSUR

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1 ANALYSYIS OF TRAINING NEED IDENTIFICATION AND TRAINING EFFECTIVENESS FOR VENDORS OF TITAN COMPANY LIMITED, HOSUR A. Sahana 1, B. Varalakshmi 2 1 Assistant Professor, Department of MBA, The Oxford College of Engineering, Bengaluru. 2 MBA IV Semester, Department of MBA, The Oxford College of Engineering, Bengaluru. ABSTRACT Training and development plays a crucial role in any organisation. Training is applicable to any level of the management irrespective of their designation or demographic factors. Training motivates the employees and aims at improving their efficiency and performance. In order to deliver effective training, it is necessary to identify the need and evaluate the effectiveness of the training successfully. One of the commonly used method of evaluating training is the Kirkpatrick s method for evaluating training effectiveness. Titan company limited ensures perfection and quality at every level of their manufacturing process and thus provide regular training sessions to both their employees and employees of their vendor companies. The training sessions included both technical and non-technical subjects. This study was carried out to identify the need for the upcoming training sessions to vendor employees. The main objective of this study is to identify the need for training among vendors at Titan Company Ltd. Keywords: training, behaviour, learning, need identification, methods of training. 1.INTRODUCTION Indian watch industry has grown tremendously in the past decades and has managed to emerge as market leaders. The companies make use of high end technologies and innovative designs to gain more customers and thereby withstand high competition. The government of India has taken various initiatives to support the growth of Indian Watch Industry and hence they have attained excessive recognition in the world market. The study helps in understanding the evaluation of training effectiveness and to identify the training needs of the vendor employees of Titan Company Ltd.The study was carried out pertaining to the training and development functions of the human resource management. It assists in identify the various activities carried out by the learning and development department of Titan Company Ltd. The department carries out various activities such as identifying needs, developing the training content, executing the sessions and evaluating the outcome. The main objective is to study about the various steps involved in evaluating the effectiveness of the training conducted and identifying the needs for upcoming training sessions. The study makes use of the Kirkpatrick s method for evaluating the effectiveness of vendor training. The model evaluates the effectiveness based on 4 levels namely reaction, learning, behaviour and result. 2.LITERATURE REVIEW According to a research carried out bysaad andmat(2013), evaluating the effectiveness of training helps to match the cost incurred for the training and the benefits associated with them. It also depicts whether the program has been effective in delivering the awaited goals and objectives. Vol: I. Issue LIV, August

2 From a report prepared by Arthur et.al. (2003), it is understood that the effectiveness of training programs and the choice of training evaluation criteria, method, skill or task characteristic used are related to each other. Based on the study accomplished bysrinivas (2012), the success or failure of any organization depends on its employee s skills and knowledge which are improved by the trainings given by the company. According to Rao (2010), the basic aim of any training is to meet the requirements of the organisations and its employees. It must be answerable to questions like whether the training is required and if yes, where and which type of training is needed. It also insists that its necessary to plan, implement and evaluate all the processes involved to deliver an effective training. 3.OBJECTIVES To identify the need for training among vendors at Titan Company Ltd. To analyse the training effectiveness of vendors at Titan Company Ltd. 4.RESEARCH METHODOLOGY The research design applied in this study is a descriptive research. The sampling unit considered for the research purpose are the vendor employees of Titan Company Ltd., Hosur. and the sampling elements are the vendor employees of Titan Company Ltd., specifically those who have attended the training programmes conducted by Titan Company Ltd. Probability stratified random sampling technique was used and a sample size of 111 was selected for the study. Primary data was collected using a questionnaire which was orally administered to the vendor employees. In the present study, Kirkpatrick s 4 level training evaluation model has been used for evaluating the effectiveness of vendor training. The four levels include: Reaction: How favourable is the participant s reaction towards the training given. Learning: The level of employees learning about the knowledge, skill and ability intended to be delivered through the training. Behaviour: The extent up to which the participants implement the learning of the training at their work or personal life. Result: The final outcome of the training and their benefits to both the employee and the organisation. 5.RESULTS AND DISCUSSION DEMOGRAPHIC ANALYSIS Table No.5.1 Demographic Analysis of the Respondents Demographic Factors Gender Age Education Experience Options No. of Respondent (%) Male 57 (51) Female 54 (49) (31) (21) (13) (19) (12) (1) (2) Above 50 1 (1) Below 10th 19 (17) 10th Pass 67 (60) Diploma/ITI 9 (8) XII/12th/PU 12 (11) UG 3 (3) PG 0 (0) Others/Nil 1(1) Less Than 1 30 (27) (44) (21) (4) (3) Above 20 1 (1) Total (%) Vol: I. Issue LIV, August

3 The above table indicates that 51% of the respondents comprised of male and 49% are female respondents.31 % of the respondents belong to the age group of years, 21% of the respondents belong to the age group of years, 19 % of the respondents belong to the age group of years,13% of the respondents belong to the age group of years,12% of the respondents belong to the age group of years,2% of the respondents belong to the age group of years and 1% of the respondents belong to the age group of years and above 50 years age group. 60% of the respondents are class X educated, 17 % of the respondents have passed less than class X education, 11% of employees are educated till class XII/PU,8 % of the respondents have educated up to diploma or ITI, 3% of the respondents have completed their under graduation and 1% of employees are uneducated.44% of employees have 1-5 years of work experience, 27% of employees have less than 1year of work experience, 21% of employees have 5-10 years of work experience,4% of employees have years of work experience,3% of employees have years of work experience and 1% of employees have above 20 years of work experience. OBJECTIVE 1: To identify the need for training among vendors at Titan Company Ltd. Table No.5.2 Areas of Requirement for Training Areas of Requirement Number of Responses Technical 56 Quality 20 Behavioural 32 Personality Development 24 Health 22 Safety 13 Increase in Efficiency 7 Improvement in Production 13 Communication 29 General Awareness 12 Others 9 Nil 0 Graph No.5.1 Areas of Requirement for Training The above table and graph indicates that 56 vendor respondents need technical training, 32 vendor respondents need behavioural training, 29 vendor employees need training related to communication skills, 24 vendor respondents need personality development training, 22 vendor respondents need health related training, 20 vendor respondents need quality related training, 13 vendor respondents need training related safety or to increase production, 12 vendor respondents need training for general awareness, 9 vendor respondents need other trainings. 18

4 OBJECTIVE 2:To analyse the training effectiveness of vendors at Titan Company Ltd. Table No.5.3 Key Learning of the Training Graph No.5.2Key Learning of the Training Number of Options Responses Technical 27 Quality 49 Behaviour 39 Personality Development 3 Health 51 Safety 82 POSH 7 Efficiency Improvement 29 Communication 7 General Awareness 25 The above table and graph indicates that 82 vendor respondents have learnt about safety, 51 vendor respondents have learnt about health,49 vendor respondents have learnt about quality,39 vendor respondents have learnt about behaviour,29 vendor respondents have learnt ways to improve their efficiency,27 vendor respondents have learnt technical skills,25 vendor respondents have gained general awareness,7 vendor respondents have learnt about POSH or communication, and 3 vendor respondents have learnt about personality development. Table No.5.4 Benefits After the Training Factors Number of Responses Increase in efficiency 82 Less error 42 Increase in production 31 Improvement in interpersonal relationship 53 Updated knowledge/learning 78 High involvement 7 Career development 6 Job satisfaction 0 Increase in income 0 Others 0 No change 1 Graph No.5.3 Benefits After the Training Table 5.4 indicates that 82 vendor respondents efficiency has increased after the training,78vendor respondents have updated their knowledge/learning through the training,53 vendor respondents have improved their interpersonal relationship,42 vendor respondents have reduced making errors at their work,31 vendor respondents have increased their production,7 vendor respondents have showed high involvement at work,6 vendor respondents have improved in their career and 1 vendor respondent have had no changes after the training. 19

5 Table No.5.5 Behavioural Change After the Training Factor Weighted Average Extent of implementing the learning Noticeable changes after the training Table No.5.6 Quality of The Training Factor Weighted Average Overall quality of the training Table No.5.7 Reaction to The Training Factor Importance of the program contents with reference to work Relevance of the program contents with reference to work Weighted Average The above Table5.5 represents the behavioural changes after training, Table 5.6 represents the quality of the training and Table 5.7 represents the reactional changes to the training out of which, reactional changes are ranked 1st with a weighted average of and respectively and the 2 important factors taken into consideration are the importance of the program contents with reference to work and relevance of the program contents with reference to work, quality changes are ranked 2 nd with a weighted average of and the factor taken into consideration is the overall quality of the training and behavioural changes are ranked 3 rd with a weighted average of and the 2 important factors taken into consideration are the extent of implementing the learning and the noticeable changes after the training. The consolidated Kirkpatrick grid for evaluation of training effectiveness based on the above analysis are as represented in the Figure 5.1 Key learning of the training LEARNING The key learning of the vendor respondents is about safety, health, and quality. Benefits after the training The key benefits after the training for the vendor respondents is increase in efficiency, updated their knowledge/learning and improvement interpersonal relationship QUALITY Overall quality of the training 70% of the vendor respondents say that the training given by Titan company was very good, 28% of the vendor respondents say that the training given was good and 2 % of the vendor respondents say that the training given was acceptable. 20

6 BEHAVIOURAL Extent of implementing the learning 65% of the vendor respondents have always implemented the learning of the training at work, 30% of the vendor respondents have frequently implemented the learning of the training at work,2% of the vendor respondents have occasionally or rarely implemented the learning of the training at work, and 1% of the respondents have never implemented the learning of the training at work. Noticeable changes after the training 58% of the vendor respondents have seen excellent changes at work after attending the training given by Titan company and 42% of the vendor respondents have seen better changes at work after attending the training given by Titan company. REACTION Importance of program content with reference to work 93% of the vendor respondents consider the training given by Titan company very important with reference to their work, 6% of the vendor respondents consider the training important with reference to their work and 1% of the vendor respondents consider the training fairly important with reference to their work. Relevance of program content with reference to work 94% of the vendor respondents consider the training given by Titan company as very relevant to their work, 4% of the vendor respondents consider the training as fairly relevant to their work and 2% of the vendor respondents consider the training as relevant to their work. 6.FINDINGS Figure 5.1 Kirkpatrick s Grid for Evaluating Effectiveness of Vendor Training at Titan Company Limited 82 vendor respondents have learnt about safety at work place and personal life.93% of the vendor respondents consider the training given by Titan Company Ltd. as very important and 94% of the vendor respondents consider the training given by Titan company as very relevant.86% of the vendor respondents say that the trainer of Titan company is excellent. 65% of the vendor respondents have alwaysimplemented the learning of the training at work and 58% of the vendor respondents have seen excellent changes at work after attending the training given by Titan Company Ltd.82 vendor respondent s efficiency has increased after the training.70% of the vendor respondents say that the training given by Titan company were very good.101 vendor respondents have not faced any barrier during the training.56 vendor respondents need technical training. 7.RECOMMENDATIONS Recap of the training concepts can be done on a regular basis to the employees to recall and retain the major learning. Regular training need analysis must be conducted to deliver effective trainings to the employees. Feedback of the training can be collected by interacting with the employees rather than using feedback forms. Induction programs can be conducted to newly joined employees and thereby update them with the concepts of previously delivered training sessions. Timely evaluation of the training effectiveness must be carried out to measure the outcomes and rectify the deviations if any. Here, training has not been associated with the performance of the employee. For better understanding, another study can be piloted to explore the relationship between the performance of the employee and thetraining effectiveness evaluated. 21

7 8.CONCLUSION Training the vendor employees ensure increased production and quality output. It also helps in maintaining long term relationship with the vendor employees. Vendor training depicts the importance given to vendors in the various operations of the company and supports them to advance in their performance and quality standards. conducting such training motivates them and by facilitating them to overcome their inabilities. Conducting training need assessment helps in delivering training sessions according to the employee s need and demand. They improve the effort and attentiveness of the employee as they find the training relevant to their work situation. It also reduces employee retention by developing a sense of loyalty and trust towards the organisation. Regular evaluation of training effectiveness helps the organisation to measure benefits and outcomes of the training. It assists the company in analysing the degree up to which the organisational goals are accomplished. It also allows to recognise whether the training delivered has fulfilled the objectives set and whether it has benefited both the organisation as well as the employee. Evaluation also helps in making mid-course corrections or deviations rectification in order to deliver valuable training sessions. 9.REFERENCES 1. Arthur, Bennett, Edens S and. Bell T (2003) Effectiveness of Training in Organizations: A Meta-Analysis of Design and Evaluation Features. Journal of applied psychology, Vol. 88, (2), pp , ISSN: Saad, Mohammed and Mat, NorsiahBinti(2013).Evaluation of Effectiveness of Training and Development: The Kirkpatrick Model. Asian Journal of Business and Management sciences, vol. 2 (11), pp 14-24, ISSN: Srinivas K T (2012).A study on Effectiveness of Training and Development Programs Adopted by KPCL, Bangalore. International Journal of Engineering and Management Research, Vol. 2, (1), ISSN No.: Rao. V S P, (2010). Human Resource Management Text and Cases, Excel Books, 3 rd Edition. 22