Kshitish Unmukta

Roll no: 31

Q1: How did the L and D team at Tata Motors involve the key
stakeholders in their initiatives for creating a learning culture?
Considering Human as an important resource, TATA Motors emphasized on
creating a learning culture by involving their key stakeholders. Following are
some of the ways-:
1. Employees were made accountable for their projects and Tata Motors
success as well. This gives a sense of responsibility to become an integral
part of the company.
2. Community of Project Management Practitioners (COPMP) All
the employees have different life experiences, have worked on different
projects and thus can take advantage of this knowledge sharing platform.
Here they can share experiences, ideas, projects, goals, problems.
3. Through the CIRO format a feedback would be collected by the
employees immediately after the training and a knowledge gain test to
measure the effectiveness of the training programs.TMA also published
the knowledge gained of the participants to the various stakeholders
4. One of the tenets of the ACES of the new Human Capital strategy was
Accountability where each employee would be made accountable and
will have to take ownership for his teams and Tata motors results.
5. I teach program: Employees who are experts of a particular subject will
train others for the same and similarly they will also be trained by some
other employee trainers on the topics which he/she needs to improve. A
proper certification like from Harvard, Google etc qualify to be the trainer
and the people who take part in this training program will be given a
participation certificate on successfully completion of the training. This
will help the employees in their future.
6. All the employees and some stake holders as well are required have the
appropriate training. Tata Motors also provides a chance to do further
certifications in the interested areas for its Human Capital. They call it
TAM. Feedback & evaluation for the participation can also be done using
TAM.
7. A feedback will be collected from all the employees immediately the
training.

Q2: Which aspects of the Kirkpatrick and Philips Model of

measuring learning effectiveness (Reaction, Learning, Behavior,
Results and ROI) can be observed in TMAs attempts to measure
effectiveness of the training? To what extent do you think were they
successful?
ANS: Reaction a measure of satisfaction (what the trainees/fellows thought
and felt about the training); evaluation here focuses on the reaction of
individuals to the training or other improvement intervention:
Learning a measure of learning (the resulting increase in knowledge or
capability); evaluation here assesses what has been learned as measured
with end of course tests
Behavior a measure of behavior change (extent of behavior and
capability improvement and implementation/application); evaluation here
measures the transfer of what has been learned back to the workplace
Results a measure of results (the effects on the institutional environment
Resulting from the fellows performance); evaluation here measures (at least
tries to) the impact of the training on overall organizational results (in the
private sector on business results).
In the framework of the above summary of types of evaluation levels 1 and
2 are normally seen as part of formative evaluation, whereas levels 3 and 4
are typically associated with summative evaluation. There have also been
attempts to establish a level 5 by measuring the impact at a societal level (in
business terms, by calculating return on investment (ROI). Levels 4 and 5 are
associated with normative and/or meta evaluation to achieve an ideal fullscale evaluation.