netrashetty
Netra Shetty
Air Products and Chemicals, Inc. (NYSE: APD) is an international corporation whose principal business is selling gases and chemicals for industrial uses. Air Products' headquarters is in Allentown, Pennsylvania, in the Lehigh Valley region of Pennsylvania, in the United States. Air Products is the Lehigh Valley's third largest employer, after Lehigh Valley Hospital and St. Luke's Hospital.
Training is always done with specific objectives. Hence, evaluation of training is
very important. It is important because:
1. It tells us about the quality of training and the effect it has created on the
learners.
2. Systematic evaluations also help us in pointing out the weaknesses of the
training program so that in future such things can be taken care of.
3. It also indicates the extent to which learners have learnt from the program
and
4. The extent they have transferred their learning into their daily job.
For the evaluation to be effective, it is very important that training objectives are
carefully thought and framed, the principal significant questions should be:
1. To what extent the identified training needs objectives achieved by the
programme?
2. To what extent were the learner’s objective achieved?
3. What did the learner’s learn?
www.InfoFanz.com
It indicates the feedback of the participants with regard to the coverage,
deliverability, content, presentation and duration of the program. (annexure 1
attached)
Process
1. A feedback form will be circulated to the trainees at the end of the training
program to gather their individual feedback / comments.
2. The training feedback questionnaire will cover all the domains mentioned
above.
Step 2 LEARNING
The purpose of this stage is to obtain information on the amount of learning by
the trainees. Getting feedback in an organized manner helps in correct and
valuable evaluation.
We can evaluate a trainee learning by the following ways
1. Personal action plan
2. 180 degree feedback
Process
1. All the trainees will be asked to answer the following the questions and
would be asked to reply them while at work:
•
What was your learning out of the session: we would know the
extent to which an employee has learned out of the training
the notion of aligning business strategy and HR strategy applies only to the ‘classical’ approach to strategyinvolving the classical approach to strategic management argues that the image of the manager as a reflective planner and strategist is a myth. The rapidly changing global environment with regard to competition and technological advances in the industry and ICL’s subsequent decision to shift from hardware to total systems differentiation, led the MD to pursue a new strategy based on strategic alliances. The main reasoning behind this was that it allowed the company to break into new markets and gain access to new technologies quicker than would be possible if the company were acting on its own. This new focus and the ongoing financial crisis led to the need to restructure the financial side of the organization and were achieved mainly through downsizing in a number of product areas and a series of redundancy procedures as it is difficult to make critical assumptions of the organizations. The availability of resources with the need for skills and financial resources appears to be a justification taken by the company. defining culture as ‘the commonly held beliefs, attitudes and values that exist in an organisation with shifts in the product strategy and the recent collaborations came the difficult task of changing aspects of the cultural values of the organization. The organization embraced what theorists would generally refer to as a role culture and referred to organizations operating in stable environments with focus on hierarchy and bureaucracy rather than dynamism .
For the organisation to succeed in the more volatile and competitive environment, its cultural values need to be revised to a certain extent. It started to become necessary that the top management understood the major changes that the company was undergoing and the need for refining of thinking processes and general management values. From the initial response by the organization, it appears that the organization did embrace the new values but as a short-term response to the ensuing financial crisis and not really the understanding of the business’ long term strategy to address strategic need for cultural change, a criticism may be levelled that this approach should have been adopted initially.
Henceforth, ICL’s structure had been based on the concept of functional grouping such as dividing the organisation on the basis of the distinct functions they were aligned with, though the concept did foster good communication and co-operation skills within the functional units, there was the disadvantage of very little or no co-ordination across these functions. In the case of ICL, it was highly apparent in the lack of communication between the product development and marketing functions and the ensuing financial crisis brought about by it. The developers were into designing advanced and very high technology equipment for which marketing had failed to capture a market. With the company’s focus shifting towards product differentiation, decentralization of the organization into smaller self-managing business units based on the matrix structure.
The idea was to bring together the essential functions to work more closely together in achieving the company’s new strategic goals. Thus, states the matrix system can be effective in the complex changing environment and the style is applicable to a high need for information processing. The firm has very much shifted its focus from technology to market-driven and there appears to be a danger of the marketing function dominating authority, thereby leading to operational problems along with the shift towards decentralized units and product differentiation within the need to restructure the essential skills of its engineering workforce. The major increase in the development of HR systems was achieved through a combination of upskilling of existing, and creation of a new entry-level grade of service oriented representatives. The majority of the new business initiatives had been implemented to reasonable success. Through various tactical changes made and the new product strategy, the company’s financial situation had stabilized and things were back to normal in the short term. During the period of the financial crisis, it appeared that there was a complete buy-in to the new strategy once the company had started to stabilise, the realisation that the cultural issues still very much remained, began to dawn. In order to achieve the long term strategic goals of the company, that after initial resistance, people gradually started to understand the concepts of the new strategy and the importance of human resources in gaining competitive advantage.
Training is always done with specific objectives. Hence, evaluation of training is
very important. It is important because:
1. It tells us about the quality of training and the effect it has created on the
learners.
2. Systematic evaluations also help us in pointing out the weaknesses of the
training program so that in future such things can be taken care of.
3. It also indicates the extent to which learners have learnt from the program
and
4. The extent they have transferred their learning into their daily job.
For the evaluation to be effective, it is very important that training objectives are
carefully thought and framed, the principal significant questions should be:
1. To what extent the identified training needs objectives achieved by the
programme?
2. To what extent were the learner’s objective achieved?
3. What did the learner’s learn?
www.InfoFanz.com
It indicates the feedback of the participants with regard to the coverage,
deliverability, content, presentation and duration of the program. (annexure 1
attached)
Process
1. A feedback form will be circulated to the trainees at the end of the training
program to gather their individual feedback / comments.
2. The training feedback questionnaire will cover all the domains mentioned
above.
Step 2 LEARNING
The purpose of this stage is to obtain information on the amount of learning by
the trainees. Getting feedback in an organized manner helps in correct and
valuable evaluation.
We can evaluate a trainee learning by the following ways
1. Personal action plan
2. 180 degree feedback
Process
1. All the trainees will be asked to answer the following the questions and
would be asked to reply them while at work:
•
What was your learning out of the session: we would know the
extent to which an employee has learned out of the training
the notion of aligning business strategy and HR strategy applies only to the ‘classical’ approach to strategyinvolving the classical approach to strategic management argues that the image of the manager as a reflective planner and strategist is a myth. The rapidly changing global environment with regard to competition and technological advances in the industry and ICL’s subsequent decision to shift from hardware to total systems differentiation, led the MD to pursue a new strategy based on strategic alliances. The main reasoning behind this was that it allowed the company to break into new markets and gain access to new technologies quicker than would be possible if the company were acting on its own. This new focus and the ongoing financial crisis led to the need to restructure the financial side of the organization and were achieved mainly through downsizing in a number of product areas and a series of redundancy procedures as it is difficult to make critical assumptions of the organizations. The availability of resources with the need for skills and financial resources appears to be a justification taken by the company. defining culture as ‘the commonly held beliefs, attitudes and values that exist in an organisation with shifts in the product strategy and the recent collaborations came the difficult task of changing aspects of the cultural values of the organization. The organization embraced what theorists would generally refer to as a role culture and referred to organizations operating in stable environments with focus on hierarchy and bureaucracy rather than dynamism .
For the organisation to succeed in the more volatile and competitive environment, its cultural values need to be revised to a certain extent. It started to become necessary that the top management understood the major changes that the company was undergoing and the need for refining of thinking processes and general management values. From the initial response by the organization, it appears that the organization did embrace the new values but as a short-term response to the ensuing financial crisis and not really the understanding of the business’ long term strategy to address strategic need for cultural change, a criticism may be levelled that this approach should have been adopted initially.
Henceforth, ICL’s structure had been based on the concept of functional grouping such as dividing the organisation on the basis of the distinct functions they were aligned with, though the concept did foster good communication and co-operation skills within the functional units, there was the disadvantage of very little or no co-ordination across these functions. In the case of ICL, it was highly apparent in the lack of communication between the product development and marketing functions and the ensuing financial crisis brought about by it. The developers were into designing advanced and very high technology equipment for which marketing had failed to capture a market. With the company’s focus shifting towards product differentiation, decentralization of the organization into smaller self-managing business units based on the matrix structure.
The idea was to bring together the essential functions to work more closely together in achieving the company’s new strategic goals. Thus, states the matrix system can be effective in the complex changing environment and the style is applicable to a high need for information processing. The firm has very much shifted its focus from technology to market-driven and there appears to be a danger of the marketing function dominating authority, thereby leading to operational problems along with the shift towards decentralized units and product differentiation within the need to restructure the essential skills of its engineering workforce. The major increase in the development of HR systems was achieved through a combination of upskilling of existing, and creation of a new entry-level grade of service oriented representatives. The majority of the new business initiatives had been implemented to reasonable success. Through various tactical changes made and the new product strategy, the company’s financial situation had stabilized and things were back to normal in the short term. During the period of the financial crisis, it appeared that there was a complete buy-in to the new strategy once the company had started to stabilise, the realisation that the cultural issues still very much remained, began to dawn. In order to achieve the long term strategic goals of the company, that after initial resistance, people gradually started to understand the concepts of the new strategy and the importance of human resources in gaining competitive advantage.
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