SIMPLE METHOD FOR TRAINING EVALUATION:
I ll suggest sme points.
1.Before starting any training u hv to make the questionnare Pre and post training questionnare.( Questionnare should be same for both)
2.Take the xmas before training.
3.Take the xmas after training.
4.Prepare score card and set your parameters (see attachment Training Evaluation)
5.U hv to arrange retraining for non performer and partial performer
6.Take rating basis feedback form.evaluate the trainer as well as emp on the basis of mentioned tool in feedback form.
7.Start Level 2 evaluation with the help of dept head after one month of training.conduct a meeting with Head and emps and take feedback of the training.
Areas of Concern
Reactions.
Learning.
Job Behaviour.
Organisational Impact.
Additional Outcome
4 Level Training Outcomes
Given by Donald Kirkpatrick
Kirkpatrick's model includes four levels or steps of outcome evaluation:
• Level 1 Evaluation—Reaction
• Level 2 Evaluation—Learning
• Level 3 Evaluation—Behavior
• Level 4 Evaluation—Results
Assumptions
Evaluations are definitive.
Evaluation equals effectiveness.
Trainers are accountable for Effectiveness.
Level 4 evaluation is superior.
You just have to measure it.
Training Impact Tree
Identify the Organization's Values and Practices.
Identify Skills, Knowledge & Attitudes.
Define the scope & purpose of evaluation.
Quality Delivery & Retention of Training.
How well training cuts deficiencies in a particular workgroup.
Usefulness of Parallel Training for Managers & their Staff.
Variables in the work environment that discourage or facilitate the effect of training.
From India, Pune
Acknowledge(5)
Amend(0)
73I ll suggest sme points.
1.Before starting any training u hv to make the questionnare Pre and post training questionnare.( Questionnare should be same for both)
2.Take the xmas before training.
3.Take the xmas after training.
4.Prepare score card and set your parameters (see attachment Training Evaluation)
5.U hv to arrange retraining for non performer and partial performer
6.Take rating basis feedback form.evaluate the trainer as well as emp on the basis of mentioned tool in feedback form.
7.Start Level 2 evaluation with the help of dept head after one month of training.conduct a meeting with Head and emps and take feedback of the training.
Areas of Concern
Reactions.
Learning.
Job Behaviour.
Organisational Impact.
Additional Outcome
4 Level Training Outcomes
Given by Donald Kirkpatrick
Kirkpatrick's model includes four levels or steps of outcome evaluation:
• Level 1 Evaluation—Reaction
• Level 2 Evaluation—Learning
• Level 3 Evaluation—Behavior
• Level 4 Evaluation—Results
Assumptions
Evaluations are definitive.
Evaluation equals effectiveness.
Trainers are accountable for Effectiveness.
Level 4 evaluation is superior.
You just have to measure it.
Training Impact Tree
Identify the Organization's Values and Practices.
Identify Skills, Knowledge & Attitudes.
Define the scope & purpose of evaluation.
Quality Delivery & Retention of Training.
How well training cuts deficiencies in a particular workgroup.
Usefulness of Parallel Training for Managers & their Staff.
Variables in the work environment that discourage or facilitate the effect of training.
From India, Pune
Acknowledge(5)Amend(0)
Hi Abhi, Your post is indeed very effective and resourceful. I am highly benefitted with it. Simply wonderful for upcoming trainers and training executives. Cheers $
Acknowledge(0)Amend(0)
Acknowledge(0)Amend(0)
Hi,
Good one. This should be done at regular intervals after the training program, like immediately after the training, after 3 months, after 6 months, and so on. Only then can the effectiveness be known.
Mithun
From India, Mumbai
Acknowledge(0)Amend(0)
Good one. This should be done at regular intervals after the training program, like immediately after the training, after 3 months, after 6 months, and so on. Only then can the effectiveness be known.
Mithun
From India, Mumbai
Acknowledge(0)Amend(0)
Dear Mithunn ya definately,u can check effectiveness at the regular intervals.....abso ryt...nd thanx for comments
From India, Pune
Acknowledge(1)Amend(0)
From India, Pune
Acknowledge(1)Amend(0)
Dear Mr.Abhishek,
Thanks for your nice matrix for Training effectiveness..
How it can be applied for Soft Skills Training & Behavioral training.Since all this would be a intangible , How it will demonstrate us as performer/non-performer
Kindly explain
Gobinath
I ll suggest sme points.
1.Before starting any training u hv to make the questionnare Pre and post training questionnare.( Questionnare should be same for both)
2.Take the xmas before training.
3.Take the xmas after training.
4.Prepare score card and set your parameters (see attachment Training Evaluation)
5.U hv to arrange retraining for non performer and partial performer
6.Take rating basis feedback form.evaluate the trainer as well as emp on the basis of mentioned tool in feedback form.
7.Start Level 2 evaluation with the help of dept head after one month of training.conduct a meeting with Head and emps and take feedback of the training.
Areas of Concern
Reactions.
Learning.
Job Behaviour.
Organisational Impact.
Additional Outcome
4 Level Training Outcomes
Given by Donald Kirkpatrick
Kirkpatrick's model includes four levels or steps of outcome evaluation:
• Level 1 Evaluation—Reaction
• Level 2 Evaluation—Learning
• Level 3 Evaluation—Behavior
• Level 4 Evaluation—Results
Assumptions
Evaluations are definitive.
Evaluation equals effectiveness.
Trainers are accountable for Effectiveness.
Level 4 evaluation is superior.
You just have to measure it.
Training Impact Tree
Identify the Organization's Values and Practices.
Identify Skills, Knowledge & Attitudes.
Define the scope & purpose of evaluation.
Quality Delivery & Retention of Training.
How well training cuts deficiencies in a particular workgroup.
Usefulness of Parallel Training for Managers & their Staff.
Variables in the work environment that discourage or facilitate the effect of training.[/quote]
From India, Madras
Acknowledge(0)Amend(0)
Thanks for your nice matrix for Training effectiveness..
How it can be applied for Soft Skills Training & Behavioral training.Since all this would be a intangible , How it will demonstrate us as performer/non-performer
Kindly explain
Gobinath
I ll suggest sme points.
1.Before starting any training u hv to make the questionnare Pre and post training questionnare.( Questionnare should be same for both)
2.Take the xmas before training.
3.Take the xmas after training.
4.Prepare score card and set your parameters (see attachment Training Evaluation)
5.U hv to arrange retraining for non performer and partial performer
6.Take rating basis feedback form.evaluate the trainer as well as emp on the basis of mentioned tool in feedback form.
7.Start Level 2 evaluation with the help of dept head after one month of training.conduct a meeting with Head and emps and take feedback of the training.
Areas of Concern
Reactions.
Learning.
Job Behaviour.
Organisational Impact.
Additional Outcome
4 Level Training Outcomes
Given by Donald Kirkpatrick
Kirkpatrick's model includes four levels or steps of outcome evaluation:
• Level 1 Evaluation—Reaction
• Level 2 Evaluation—Learning
• Level 3 Evaluation—Behavior
• Level 4 Evaluation—Results
Assumptions
Evaluations are definitive.
Evaluation equals effectiveness.
Trainers are accountable for Effectiveness.
Level 4 evaluation is superior.
You just have to measure it.
Training Impact Tree
Identify the Organization's Values and Practices.
Identify Skills, Knowledge & Attitudes.
Define the scope & purpose of evaluation.
Quality Delivery & Retention of Training.
How well training cuts deficiencies in a particular workgroup.
Usefulness of Parallel Training for Managers & their Staff.
Variables in the work environment that discourage or facilitate the effect of training.[/quote]
From India, Madras
Acknowledge(0)Amend(0)
Dear Abhi
Any evaluation carried out at the end of a trainng program does not bring thre real impact. It would be an emotional one. The impact can be measured at the work situation and attitudanal/ skill change of the participants through a well structured statistical survey. The support of the participants supervisor is vital .
A feed back form given at the end of the training program will not convey any thing . It can give extreme emotions. I have carried a large number of evaluations in orporate organnizations based on statristical sampling. Best Wishes
A. Educational
v Ph.D. (Management)
v M.Phil(Statistics)
v M.Sc(Psychology)*
v Master' Degree in Statistics ( MysoreUniversity)
v Master's Degree in Public Administration( MadrasUniversity
v Master's Degree (Distance Education-IGNOU)
v Master's Degree ( Rural Development)
v DDE(IGNOU)
v PGD in Operation Research & SQC (ISI)
B Participated in M.D.P. of:
v Indian Institute of Management, Ahmedabad
v Indian Institute of Management, Bangalore
v Indian Institute of Management, Calcutta
v Administrative StaffCollege, Hyderabad
v XLRI, Jamshedur/Indian Institute for Public Administration, New Delhi
v School of BusinessManagementUniversity of Hawaii, Honolulu (USA)
C Professional Training / Research/Consultancy
v Marketing Management
v Management Information Systems (MIS), Six Sigma
v Distribution Management / Logistics Systems
v Rural Marketing / Agricultural Marketing
v Quantitative Techniques / Operations Research
v Human Resources Development / Management
v Business Policy / Corporate Management / Strategic Management/Soft- Skills
D Major Assignments
v Research Fellow (Sr. Professor of International Study at WestCenter, Honolulu, Hawaii (USA) on four the and half year study on “Fertilizer Marketing Systems” in South East Asian Countries.
v Associated with the “Study on Urban Employment Generation” Sponsored by World Bank.
v FAO / Bay of Bengal project “Development of Micro Enterprises” *Australia India International Education Foundation. Australia- India Higher Education Programs
E Visiting Faculty / Member Board of Studies / Examiner / Project Guide
v University of Hawaii (School of Business Management), USA/ University of Hyderabad
v University De Paris- Department of Management/ Switzerland school of Hotel Management/ LondonBusinessSchool
v London School of Business Administration, University de Paris, Swiss School of ManagementSwitzerland
v IIM.Birla Institute of Technology & Science (BITS), Pilani (Rajasthan)
v Ashok Leyland, Management Development Centre
v Ambedkar Institute of Management Studies (AIMS), Vishakapatnam
v Indian Bank Staff Training College, Chennai/Doddaappa Appa Institute for M.B.A , Gulbarga
v Micro & Small Enterprise Development Institute MSEDI- GovT of India, Guindy, Chennai
v All India Management Association (AIMA), Delhi & Madras Management Association(MMA)
v Anna Institute of Management (Tamilnadu Govt.), Chennai
v Consultant to : Friday Solutions, B-School,ITC,Stratigic HR Services, Delhi
v National Institute of Agricultural Extension Management( MANAGE), Hyderabad
v MadrasSchool of Management Science (University of Lincon of Lincon Shire, London)
v Vizag Steel Plant, Visakhapatnam
Modular programs offered: Statistical Methods for Management, OR/SQC, Marketing Research, Project Management, SOFT- SKILLS, Rural Marketing, Corporate Social Responsibility(CSR),Time Management ,SCM,CRM,FTMP, TQM
F Corporate Clients include: ITC, HCL-T, VIZAG STEEL LTD, TATA –Chem. NTPC, MANAGE, TNPL IFFCO, APSRTC, EID, , BHEL.,
G Guide / Examiner : Ph.D. of MadrasUniversity, Pondicherry , BITS & other Several Universities
H Alumnus of:
v Indian Institute of Management Ahmedabad, EastWestCenter, Honolulu, Hawaii (USA)
v Fulbright Scholar (USA)
I Publications:
· One hundred and seventy Seven papers(Sminar/Workshop, Conferences/Journals/magazines) and four books, Development of sides and Modules for M.B.A on Management Statistics for Managers. Presented papers on Management Education & Operations Research at several National, International seminars. Speaker/ interviewer-CVC Radio Australia, ALL India Radio
J Countries Visited:
· USA, UK, Malaysia, Singapore, Japan, Thailand, Nepal, Pakistan , Srilanka., Rome, Paris, Switzerland,, Netherlands
· Modular Programs offered: QM for Management, Research Methodology, Marketing Research, Rural Marketing, Soft- Skills, SQC Techniques, CSR, SCM, CRM, Time Management, Placements for MBA,
· Contact : “Anugraha”, 33, Krishapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656 . Mobile:9381036989/email:hklrao@gmail.com, * in progress
From United States
Acknowledge(0)Amend(0)
Any evaluation carried out at the end of a trainng program does not bring thre real impact. It would be an emotional one. The impact can be measured at the work situation and attitudanal/ skill change of the participants through a well structured statistical survey. The support of the participants supervisor is vital .
A feed back form given at the end of the training program will not convey any thing . It can give extreme emotions. I have carried a large number of evaluations in orporate organnizations based on statristical sampling. Best Wishes
Dr.H.K.Lakshman Rao Ph.D. (Mgmt.),M.Phil (Statistics)
M.Sc(Stat), M.A(D.Edn.),M.A(Pub.Admn),M.A(R.D) M.Sc(Psy), OR & SQC (ISI.),AMP (IIM-A), DDE.
(Former Gen. Manager MFL & Professor & Head Dept. of Management CEC)
Management, Corporate & Statistical Consultant - World Bank Aided Projects
“ANUGRAHA”, 33, Krishnapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656, M: 09381036989, e-mail: hklrao@gmail.com
A. Educational
v Ph.D. (Management)
v M.Phil(Statistics)
v M.Sc(Psychology)*
v Master' Degree in Statistics ( MysoreUniversity)
v Master's Degree in Public Administration( MadrasUniversity
v Master's Degree (Distance Education-IGNOU)
v Master's Degree ( Rural Development)
v DDE(IGNOU)
v PGD in Operation Research & SQC (ISI)
B Participated in M.D.P. of:
v Indian Institute of Management, Ahmedabad
v Indian Institute of Management, Bangalore
v Indian Institute of Management, Calcutta
v Administrative StaffCollege, Hyderabad
v XLRI, Jamshedur/Indian Institute for Public Administration, New Delhi
v School of BusinessManagementUniversity of Hawaii, Honolulu (USA)
C Professional Training / Research/Consultancy
v Marketing Management
v Management Information Systems (MIS), Six Sigma
v Distribution Management / Logistics Systems
v Rural Marketing / Agricultural Marketing
v Quantitative Techniques / Operations Research
v Human Resources Development / Management
v Business Policy / Corporate Management / Strategic Management/Soft- Skills
D Major Assignments
v Research Fellow (Sr. Professor of International Study at WestCenter, Honolulu, Hawaii (USA) on four the and half year study on “Fertilizer Marketing Systems” in South East Asian Countries.
v Associated with the “Study on Urban Employment Generation” Sponsored by World Bank.
v FAO / Bay of Bengal project “Development of Micro Enterprises” *Australia India International Education Foundation. Australia- India Higher Education Programs
E Visiting Faculty / Member Board of Studies / Examiner / Project Guide
v University of Hawaii (School of Business Management), USA/ University of Hyderabad
v University De Paris- Department of Management/ Switzerland school of Hotel Management/ LondonBusinessSchool
v London School of Business Administration, University de Paris, Swiss School of ManagementSwitzerland
v IIM.Birla Institute of Technology & Science (BITS), Pilani (Rajasthan)
v Ashok Leyland, Management Development Centre
v Ambedkar Institute of Management Studies (AIMS), Vishakapatnam
v Indian Bank Staff Training College, Chennai/Doddaappa Appa Institute for M.B.A , Gulbarga
v Micro & Small Enterprise Development Institute MSEDI- GovT of India, Guindy, Chennai
v All India Management Association (AIMA), Delhi & Madras Management Association(MMA)
v Anna Institute of Management (Tamilnadu Govt.), Chennai
v Consultant to : Friday Solutions, B-School,ITC,Stratigic HR Services, Delhi
v National Institute of Agricultural Extension Management( MANAGE), Hyderabad
v MadrasSchool of Management Science (University of Lincon of Lincon Shire, London)
v Vizag Steel Plant, Visakhapatnam
Modular programs offered: Statistical Methods for Management, OR/SQC, Marketing Research, Project Management, SOFT- SKILLS, Rural Marketing, Corporate Social Responsibility(CSR),Time Management ,SCM,CRM,FTMP, TQM
F Corporate Clients include: ITC, HCL-T, VIZAG STEEL LTD, TATA –Chem. NTPC, MANAGE, TNPL IFFCO, APSRTC, EID, , BHEL.,
G Guide / Examiner : Ph.D. of MadrasUniversity, Pondicherry , BITS & other Several Universities
H Alumnus of:
v Indian Institute of Management Ahmedabad, EastWestCenter, Honolulu, Hawaii (USA)
v Fulbright Scholar (USA)
I Publications:
· One hundred and seventy Seven papers(Sminar/Workshop, Conferences/Journals/magazines) and four books, Development of sides and Modules for M.B.A on Management Statistics for Managers. Presented papers on Management Education & Operations Research at several National, International seminars. Speaker/ interviewer-CVC Radio Australia, ALL India Radio
J Countries Visited:
· USA, UK, Malaysia, Singapore, Japan, Thailand, Nepal, Pakistan , Srilanka., Rome, Paris, Switzerland,, Netherlands
· Modular Programs offered: QM for Management, Research Methodology, Marketing Research, Rural Marketing, Soft- Skills, SQC Techniques, CSR, SCM, CRM, Time Management, Placements for MBA,
· Contact : “Anugraha”, 33, Krishapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656 . Mobile:9381036989/email:hklrao@gmail.com, * in progress
From United States
Acknowledge(0)Amend(0)
Dear Abhishek,
Thank you a ton for sharing informative information. I am also working in T&D section and use almost the same way to evaluate the training.
One thing I want to clarify, Abhishek, is when we are talking about level 2 evaluation, what will be the timeframe? Like, after how many days do we need to take feedback from seniors? We did it after 3 months, but we found that even participants and seniors forget the training content. Please suggest what would be an acceptable solution, as feedback immediately after training does not serve the purpose.
We can discuss it on the phone if you are comfortable.
Shalu Singh
9999-169-600
From India, Delhi
Acknowledge(0)Amend(0)
Thank you a ton for sharing informative information. I am also working in T&D section and use almost the same way to evaluate the training.
One thing I want to clarify, Abhishek, is when we are talking about level 2 evaluation, what will be the timeframe? Like, after how many days do we need to take feedback from seniors? We did it after 3 months, but we found that even participants and seniors forget the training content. Please suggest what would be an acceptable solution, as feedback immediately after training does not serve the purpose.
We can discuss it on the phone if you are comfortable.
Shalu Singh
9999-169-600
From India, Delhi
Acknowledge(0)Amend(0)
Thank you, Mr. Rao, for your great comments. I do agree with you. Soon, I will contact you for more information.
Thank you, Mr. Gobi, Nidhi, Sankar, Nids, Deepti, Sahlu, and Rajeev, for your comments. It is really very motivating for me.
From India, Pune
Acknowledge(0)Amend(0)
Thank you, Mr. Gobi, Nidhi, Sankar, Nids, Deepti, Sahlu, and Rajeev, for your comments. It is really very motivating for me.
From India, Pune
Acknowledge(0)Amend(0)
The impact can be measured at the work situation and attitudinal/skill change of the participants through a well-structured statistical survey. The support of the participant's supervisor is vital. So, as well, you start a survey after the training at regular intervals. You can interact with employees as well as their supervisors.
The evaluation timeframe can vary from one training to another, so you must standardize this. You can evaluate level two like this:
1. After one month of training
2. After three months of training
3. After six months of training
Shalu mentioned it after 3 months, but we found that participants, even seniors, forget the training content. I don't think it will happen when you interact with employees and their supervisors on a regular interval.
From India, Pune
Acknowledge(0)Amend(0)
The evaluation timeframe can vary from one training to another, so you must standardize this. You can evaluate level two like this:
1. After one month of training
2. After three months of training
3. After six months of training
Shalu mentioned it after 3 months, but we found that participants, even seniors, forget the training content. I don't think it will happen when you interact with employees and their supervisors on a regular interval.
From India, Pune
Acknowledge(0)Amend(0)
Excellent stuff. There was some clarity tht I needed to have about the calculation.In trainer evaluation, in the percentage column, the formula has a number 145. Where did we get that number from?
Acknowledge(0)Amend(0)
Acknowledge(0)Amend(0)
Hi Abhi,
Good work! Wouldn't you consider also adding parameters for the pecuniary impact analysis of training? Training, by and large, is being looked at as an abstract subject different from several other inputs of an organization; therefore, perhaps erroneously considered dispensable more often than not.
Both corporates and individuals are likely to be more interested in assessing the cost of training vis-a-vis the benefits. Please try out a simple method, if you can, to facilitate this.
Regards,
BPD :)
From India, Bhubaneswar
Acknowledge(0)Amend(0)
Good work! Wouldn't you consider also adding parameters for the pecuniary impact analysis of training? Training, by and large, is being looked at as an abstract subject different from several other inputs of an organization; therefore, perhaps erroneously considered dispensable more often than not.
Both corporates and individuals are likely to be more interested in assessing the cost of training vis-a-vis the benefits. Please try out a simple method, if you can, to facilitate this.
Regards,
BPD :)
From India, Bhubaneswar
Acknowledge(0)Amend(0)
This is very informative abhi but still I found it lil bit incomplete as some details should be added on level-3,4....
From India, Rohtak
Acknowledge(0)Amend(0)
From India, Rohtak
Acknowledge(0)Amend(0)
This training evaluation Excel sheet is good. But, in my opinion, putting comments like "refrainer" and "non-performer" will demoralize employees. However, we can take individual feedback regarding training aspects in detail.
From India, Bangalore
Acknowledge(0)Amend(0)
From India, Bangalore
Acknowledge(0)Amend(0)
Hi Abhi Your post is a fantastic presentation of Training Evaluation method and indeed very effective and resourceful I am highly benefitted with it. Sanjeev
From India, Pune
Acknowledge(0)Amend(0)
From India, Pune
Acknowledge(0)Amend(0)
Certainly! Here is the corrected and formatted text:
---
Good indeed.
I have developed a PPT on Marketing for a Workshop in Delhi, which I am conducting on Dec 19 for corporate executives. I am willing to share the PPT with the most serious executives in this network.
Dr. H.K. Lakshman Rao
Management, Corporate & Statistical Consultant
Chennai
Email: [hklrao@gmail.com](mailto:hklrao@gmail.com)
---
I have corrected the spelling, grammar, and punctuation errors and formatted the text into proper paragraphs. Let me know if you need any further assistance.
From United States
Acknowledge(0)Amend(0)
---
Good indeed.
I have developed a PPT on Marketing for a Workshop in Delhi, which I am conducting on Dec 19 for corporate executives. I am willing to share the PPT with the most serious executives in this network.
Dr. H.K. Lakshman Rao
Management, Corporate & Statistical Consultant
Chennai
Email: [hklrao@gmail.com](mailto:hklrao@gmail.com)
---
I have corrected the spelling, grammar, and punctuation errors and formatted the text into proper paragraphs. Let me know if you need any further assistance.
From United States
Acknowledge(0)Amend(0)
I offer my services to executives of this net work who are pursuing for MBA , on line in HR, QT, OR, Marketing
Dr. H.K.LakshmanRao
A. Educational
v Ph.D. (Management)
v M.Phil(Statistics)
v M.Sc(Psychology)*
v Master’ Degree in Statistics ( MysoreUniversity)
v Master’s Degree in Public Administration( MadrasUniversity
v Master’s Degree (Distance Education-IGNOU)
v Master’s Degree ( Rural Development)
v DDE(IGNOU)
v PGD in Operation Research & SQC (ISI)
B Participated in M.D.P. of:
v Indian Institute of Management, Ahmedabad
v Indian Institute of Management, Bangalore
v Indian Institute of Management, Calcutta
v Administrative StaffCollege, Hyderabad
v XLRI, Jamshedur/Indian Institute for Public Administration, New Delhi
v School of BusinessManagementUniversity of Hawaii, Honolulu (USA)
C Professional Training / Research/Consultancy
v Marketing Management
v Management Information Systems (MIS), Six Sigma
v Distribution Management / Logistics Systems
v Rural Marketing / Agricultural Marketing
v Quantitative Techniques / Operations Research
v Human Resources Development / Management
v Business Policy / Corporate Management / Strategic Management/Soft- Skills
D Major Assignments
v Research Fellow (Sr. Professor of International Study at WestCenter, Honolulu, Hawaii (USA) on four the and half year study on “Fertilizer Marketing Systems” in South East Asian Countries.
v Associated with the “Study on Urban Employment Generation” Sponsored by World Bank.
v FAO / Bay of Bengal project “Development of Micro Enterprises” *Australia India International Education Foundation. Australia- India Higher Education Programs
E Visiting Faculty / Member Board of Studies / Examiner / Project Guide
v University of Hawaii (School of Business Management), USA/ University of Hyderabad
v University De Paris- Department of Management/ Switzerland school of Hotel Management/ LondonBusinessSchool
v London School of Business Administration, University de Paris, Swiss School of ManagementSwitzerland
v IIM.Birla Institute of Technology & Science (BITS), Pilani (Rajasthan)
v Ashok Leyland, Management Development Centre
v Ambedkar Institute of Management Studies (AIMS), Vishakapatnam
v Indian Bank Staff Training College, Chennai/Doddaappa Appa Institute for M.B.A , Gulbarga
v Micro & Small Enterprise Development Institute MSEDI- GovT of India, Guindy, Chennai
v All India Management Association (AIMA), Delhi & Madras Management Association(MMA)
v Anna Institute of Management (Tamilnadu Govt.), Chennai
v Consultant to : Friday Solutions, B-School,ITC,Stratigic HR Services, Delhi
v National Institute of Agricultural Extension Management( MANAGE), Hyderabad
v MadrasSchool of Management Science (University of Lincon of Lincon Shire, London)
v Vizag Steel Plant, Visakhapatnam
Modular programs offered: Statistical Methods for Management, OR/SQC, Marketing Research, Project Management, SOFT- SKILLS, Rural Marketing, Corporate Social Responsibility(CSR),Time Management ,SCM,CRM,FTMP, TQM
F Corporate Clients include: ITC, HCL-T, VIZAG STEEL LTD, TATA –Chem. NTPC, MANAGE, TNPL IFFCO, APSRTC, EID, , BHEL.,
G Guide / Examiner : Ph.D. of MadrasUniversity, Pondicherry , BITS & other Several Universities
H Alumnus of:
v Indian Institute of Management Ahmedabad, EastWestCenter, Honolulu, Hawaii (USA)
v Fulbright Scholar (USA)
I Publications:
· One hundred and seventy Seven papers(Sminar/Workshop, Conferences/Journals/magazines) and four books, Development of sides and Modules for M.B.A on Management Statistics for Managers. Presented papers on Management Education & Operations Research at several National, International seminars. Speaker/ interviewer-CVC Radio Australia, ALL India Radio
J Countries Visited:
· USA, UK, Malaysia, Singapore, Japan, Thailand, Nepal, Pakistan , Srilanka., Rome, Paris, Switzerland,, Netherlands
· Modular Programs offered: QM for Management, Research Methodology, Marketing Research, Rural Marketing, Soft- Skills, SQC Techniques, CSR, SCM, CRM, Time Management, Placements for MBA,
· Contact : “Anugraha”, 33, Krishapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656 . Mobile:9381036989/email:hklrao@gmail.com, * in progress
From United States
Acknowledge(0)Amend(0)
Dr. H.K.LakshmanRao
Dr.H.K.Lakshman Rao Ph.D. (Mgmt.),M.Phil (Statistics)
M.Sc(Stat), M.A(D.Edn.),M.A(Pub.Admn),M.A(R.D) M.Sc(Psy), OR & SQC (ISI.),AMP (IIM-A), DDE.
(Former Gen. Manager MFL & Professor & Head Dept. of Management CEC)
Management, Corporate & Statistical Consultant - World Bank Aided Projects
“ANUGRAHA”, 33, Krishnapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656, M: 09381036989, e-mail: hklrao@gmail.com
A. Educational
v Ph.D. (Management)
v M.Phil(Statistics)
v M.Sc(Psychology)*
v Master’ Degree in Statistics ( MysoreUniversity)
v Master’s Degree in Public Administration( MadrasUniversity
v Master’s Degree (Distance Education-IGNOU)
v Master’s Degree ( Rural Development)
v DDE(IGNOU)
v PGD in Operation Research & SQC (ISI)
B Participated in M.D.P. of:
v Indian Institute of Management, Ahmedabad
v Indian Institute of Management, Bangalore
v Indian Institute of Management, Calcutta
v Administrative StaffCollege, Hyderabad
v XLRI, Jamshedur/Indian Institute for Public Administration, New Delhi
v School of BusinessManagementUniversity of Hawaii, Honolulu (USA)
C Professional Training / Research/Consultancy
v Marketing Management
v Management Information Systems (MIS), Six Sigma
v Distribution Management / Logistics Systems
v Rural Marketing / Agricultural Marketing
v Quantitative Techniques / Operations Research
v Human Resources Development / Management
v Business Policy / Corporate Management / Strategic Management/Soft- Skills
D Major Assignments
v Research Fellow (Sr. Professor of International Study at WestCenter, Honolulu, Hawaii (USA) on four the and half year study on “Fertilizer Marketing Systems” in South East Asian Countries.
v Associated with the “Study on Urban Employment Generation” Sponsored by World Bank.
v FAO / Bay of Bengal project “Development of Micro Enterprises” *Australia India International Education Foundation. Australia- India Higher Education Programs
E Visiting Faculty / Member Board of Studies / Examiner / Project Guide
v University of Hawaii (School of Business Management), USA/ University of Hyderabad
v University De Paris- Department of Management/ Switzerland school of Hotel Management/ LondonBusinessSchool
v London School of Business Administration, University de Paris, Swiss School of ManagementSwitzerland
v IIM.Birla Institute of Technology & Science (BITS), Pilani (Rajasthan)
v Ashok Leyland, Management Development Centre
v Ambedkar Institute of Management Studies (AIMS), Vishakapatnam
v Indian Bank Staff Training College, Chennai/Doddaappa Appa Institute for M.B.A , Gulbarga
v Micro & Small Enterprise Development Institute MSEDI- GovT of India, Guindy, Chennai
v All India Management Association (AIMA), Delhi & Madras Management Association(MMA)
v Anna Institute of Management (Tamilnadu Govt.), Chennai
v Consultant to : Friday Solutions, B-School,ITC,Stratigic HR Services, Delhi
v National Institute of Agricultural Extension Management( MANAGE), Hyderabad
v MadrasSchool of Management Science (University of Lincon of Lincon Shire, London)
v Vizag Steel Plant, Visakhapatnam
Modular programs offered: Statistical Methods for Management, OR/SQC, Marketing Research, Project Management, SOFT- SKILLS, Rural Marketing, Corporate Social Responsibility(CSR),Time Management ,SCM,CRM,FTMP, TQM
F Corporate Clients include: ITC, HCL-T, VIZAG STEEL LTD, TATA –Chem. NTPC, MANAGE, TNPL IFFCO, APSRTC, EID, , BHEL.,
G Guide / Examiner : Ph.D. of MadrasUniversity, Pondicherry , BITS & other Several Universities
H Alumnus of:
v Indian Institute of Management Ahmedabad, EastWestCenter, Honolulu, Hawaii (USA)
v Fulbright Scholar (USA)
I Publications:
· One hundred and seventy Seven papers(Sminar/Workshop, Conferences/Journals/magazines) and four books, Development of sides and Modules for M.B.A on Management Statistics for Managers. Presented papers on Management Education & Operations Research at several National, International seminars. Speaker/ interviewer-CVC Radio Australia, ALL India Radio
J Countries Visited:
· USA, UK, Malaysia, Singapore, Japan, Thailand, Nepal, Pakistan , Srilanka., Rome, Paris, Switzerland,, Netherlands
· Modular Programs offered: QM for Management, Research Methodology, Marketing Research, Rural Marketing, Soft- Skills, SQC Techniques, CSR, SCM, CRM, Time Management, Placements for MBA,
· Contact : “Anugraha”, 33, Krishapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656 . Mobile:9381036989/email:hklrao@gmail.com, * in progress
From United States
Acknowledge(0)Amend(0)
Hi, Good post but at first glance, it creates slight confusion,so perhaps you could have more elaborate on that. Regards
From India, New Delhi
Acknowledge(0)Amend(0)
From India, New Delhi
Acknowledge(0)Amend(0)
I have a doubt in the questionnaire you attached. Regarding the scores calculation, the pre-scores are always more than the post scores, which would, in turn, give a negative result. Have you done a pilot test of that questionnaire? Please revert.
From India, Pune
Acknowledge(0)Amend(0)
From India, Pune
Acknowledge(0)Amend(0)
Hi Abhi,
I would like to thank you so much for being so helpful for L&D professionals like me through this piece of material. We should also think about a feedback form for induction programs.
Regards,
Manoj
From Ireland
Acknowledge(0)Amend(0)
I would like to thank you so much for being so helpful for L&D professionals like me through this piece of material. We should also think about a feedback form for induction programs.
Regards,
Manoj
From Ireland
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
TRAINING EFFECTIVENESS FORM.xls