hrd evaluation and audit
TRANSCRIPT
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Six Sigma
Client, Enterprise & Competitive Intelligence for Product, Process & Systems InnovationDr. Rick L. Edgeman, University of Idaho
APresentation on
HRD EVALUATION
ACCMAN INSTITUTE OF MANAGEMENT
PRESENTED BY- Shishir Garg, Khushbu Sinha, Muniji Kumar,
Saurabh Nagpal, Praveen Mittal, Priti bisht and Nupur Chhabra.
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Six Sigma
HRD EVALUATION
The systematic collection of descriptive and judgmental information necessary to makeeffective training decisions related to theselection, adoption, value and modification ofvarious instructional activities.
Effectiveness : The degree to which atraining (or other HRD program)
achieves its intended purpose,i.e.
Are we training the right people, the right stuff,
ACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA
qthe right way,qwith the rightmaterials,qat the right time ?
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Six Sigma
NEED FOR HRD EVALUATION
q Shows the value of HRD.
q Provides metrics for HRD efficiency.
q Demonstrates value-added approach for HRD.
q Demonstrates accountability for HRDactivities.
q Everyone else has it why not HRD?
ACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA
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Six Sigma
PURPOSE OF HRD EVALUATION
q To obtain the highest level of performancewhich depends on 3 enablers i.e. people(workforce), process and technology.
q Ensuring that mandatory and regulatoryrequirements are met.
q Gaining information regarding
organizational performance and learningcultures.
q Provide information for improving HRDprograms.
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Six Sigma
HRD EVALUATION STEPS
a. Analyze needs.b. Determine explicit evaluation
strategy.
c. Insist on specific and measurabletraining objectives.
d. Obtain participant reactions.e. Develop criterion
measures/instruments to measureresults.
f. Plan and execute evaluationstrategy.
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Six Sigma
KIRKPATRICK MODEL
Kirkpatrick developed a model of training
evaluation in 1959.Arguably the most widely used approach.
Simple, Flexible and Complete.
Kirkpatrick's four-level model is now considered an
industry standard across the HR and training
communities. It essentially measures:
REACTION OF STUDENT - what they thought and felt
about the training
LEARNING -the resulting increase in knowledge
or capability
ACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA
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Six SigmaEvaluati-
on type
Evaluation
description and
characteristics
Examples of evaluation
tools and methods
Relevance and
practicability
1 Reaction Reaction
evaluation is how thedelegates felt about the
training or learning
experience.
'Happy sheets', feedback forms.
Verbal reaction, post-trainingsurveys or questionnaires.
Quick and very easy to
obtain.Not expensive to gather or
to analyse.
2 Learning Learning evaluation is
the measurement of
the increase in
knowledge - before and
after.
Typically assessments or tests
before and after the training.
Interview or observation can
also be used.
Relatively simple to set
up; clear-cut for
quantifiable skills.
Less easy for complex
learning.
3 Behaviour Behavior evaluation is
the extent of applied
learning back on the job- implementation.
Observation and interview over
time are required to assess
change, relevance of change, andsustainability of change.
Measurement of behavior
change typically requires
cooperation and skill ofline-managers.
4 Results Results evaluation is
the effect on the
business or
environment by the
trainee.
Measures are already in place
via normal management systems
and reporting - the challenge is
to relate to the trainee.
Individually not difficult;unlike whole
organization.Processmust attribute clearaccountabilities.
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Six SigmaLIMITATIONS OF
KIRKPATRICK MODEL
1) Misuse of the terms evaluation andevaluating effectiveness.
1) Failure to explicitly address the differentpurposes for evaluating HRD activities.
1) Narrow view of stakeholders and theiragendas
1) Vague and often inaccurate definition of theintended outcomes of an HRD intervention
1) Insufficient research methods (definition of
units of analysis and tools for understandingACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA
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Six SigmaMETHODS OF DATA COLLECTION
FOR HRD EVALUATION
ACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA
Interviews
Direct
Observation
Simulation/PerformanceTests
Archival
PerformanceInformation
Questionnaires
Written Tests
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Six SigmaETHICS IN HRDEVALUATION
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Six SigmaHRD AUDIT
Examines long term and short term plans andvisualizes to assess competency requirements.
Examines the existing HRD strategies, systems
and practices and assess their appropriatenessto have the required competencies.
Examines the adequacies and inadequacies of
HRD structure, staff and their competencies,line managers and their attitudes, topmanagement and their support, unions andtheir role in competence building for future.
Suggests mechanisms for improving all theseACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA
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Six SigmaREASONS FOR HRD AUDIT
1) For expanding, diversifying and entering intoa fast growth phase.
1) For promoting more professionalism and
professional management.
1) Bench-marking for improving HRD practices.
1) Growth and diversification.
1) Dissatisfaction with any component.
1) Change of leadership.
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Six SigmaSOME ORGANIZATIONS
USING HRD AUDIT
Aditya Birla Group (Rajashree Cement, VikramCement, Hindalco, Indo-Gulf Fertilisers, GwaliorGrasim, Harihar Fibres etc.) has been doing itfor the last 8 years.
L&T, Crompton Greaves
Apollo Tyres
Godrej Soaps
BPL
Gati Cargo Management Services.ACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA
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Six SigmaCONCLUSION
qEvaluation is the feedback loop that allows theorganization to monitor various factors ofeffectiveness how well are we doingcompared to what we intended to do?
qAlthough there may be many specificsituations where the 40-year-old Four Levelapproach is still relevant and meaningful, it is
generally ineffective as an overarchingparadigm for todays business.
q In the complexity of todays business, and the complexity andsophistication of HRD, our feedback processes must be equally
sophisticated.ACCMAN INSTITUTE OF MANAGEMENT, GREATER NOIDA
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Six Sigma
THANK
YOU