Yadapadithaya, P. S. (2001, December)
Training Evaluation
Evaluating corporate training and development: An Indian experience. International Journal of Training & Development, Vol. 5, Issue 4.
Yadapathiya (2001) surveys large corporations (more than 500 employees) in India (public, private and multinational) about training policies and practices. The survey reveals an increase in attention to training from 1991-99 following the introduction of the New Industrial Policy (NIP) which emphasized India’s transition to a market-oriented, global economy. At the time of this study 100% of the multinational corporations in India reported regular practices of training-needs analysis and evaluation of training programs, while the public and private Indian corporations reported only 80-85%.
The results also indicate the perceived deficiencies of the training and development programs including lack of clear policies, lack of results (“absence of transfer of learning”) and failure to evaluate effectiveness.
Use of training by multinational corporations in India is well-established. However, development of systematic training and development in Indian companies is relatively new (last 15 years).
Focus on individual development in Indian training practices lags severely behind that of the multinational corporations.
Uses Kirkpatrick’s rubric for evaluating training. Similar to the US, reactions are regularly gathered. More than half of Indian companies and over 90% of MNCs reported use of the second level of evaluation. Less than 30% of Indian public & private sector companies reported use of the third level of evaluation while close to 90% of MNCs reported the evaluation of behavioral changes. The difficulty of evaluating results is highlighted by the low percentage of India-only based companies (less than 10%) and MNCs (65%) reporting the use of this measure.
· Provides a useful breakdown of instruments used for data collection.