Evaluation of training

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A
SUMMER TRAINING PROJECT REPORT
ON
‘EVALUATION OF TRAINING’
IRCON INTERNATIONAL LIMITED, NEW DELHI
Submitted in the partial fulfilment of the requirement for the Degree of
MASTER OF BUSINESS ADMINISTRATION
(SESSION 2017 - 2019)
DR. A.P.J. ABDUL KALAM TECHNICAL UNIVERSITY,
LUCKNOW
UNDER THE GUIDENCE
MR. SUMIT YADAV
(HR/MANAGER)
SUBMITTED TO SUBMITTED BY
MRS. SWAPNIL MISHRA PUNEET CHATURVEDY
(FACULTY - M.B.A) MBA-IIND year
ROLL NO.-1752270025
MAHARANA PRATAP COLLEGE OF ENGINEERING
MANDHANA, KANPUR, UTTAR PRADESH

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PREFACE
This Industrial Training Report is based on, which I performed after completion of 8 weeks
of Industrial training at IRCON INTERNATIONAL LIMITED. Industrial Training
Completion of 6 TO 8 weeks is compulsory for the award of the Degree of the MASTER OF
BUSINESS ADMINISTRATION in M.P.C.E KANPUR
Industrial Training program was held on 3RD
semester of the MBA degree programme
curriculum and Industrial training is carried out by the AKTU, LUCKNOW
This report contained experiences and knowledge which I gathered during my training period
from 10/06/2018 to 10/08/2018.
Mainly report has Two Parts. Part 1 is included information about training organization,
project description, hierarchy of the organization, safety of the project and welfare activities.
Part 2 mainly described my experiences which are learned during my training and
comparison with structural knowledge which I gained during academic. Part 2 is divided into
sub topics according to which I performed and observed HR activities in the office.
Finally Part 2 is about the conclusion of the training, which includes my development,
suggestions and activities which I couldn’t perform.

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ACKNOWLEDGEMENT
I express my sincere gratitude to Ms’ JAISHREE SHARMA, (JGM/HRM) Department for
providing me an opportunity to undergo summer training at IRCON INTERNATIONAL
LIMITED , DELHI.
The successful completion of project work requires efforts of several intellectual minds.
Working with “IRCON INTERNATIONAL LIMITED” , DELHI” has been a great
learning experience for which I would like to thank everybody who has been instrumental in
the completion of my training.
I wish to express my deep sense of gratitude to my Guide, MR. SUMIT YADAV (HR
MANAGER), for his able guidance and useful suggestions, which helped me in completing
the summer training, in time.
I would like to give a special thanks to MS SWAPNIL MISHRA (FACULTY - MBA) for
providing me the opportunity to do summer training at IRCON INTERNATIONAL
LIMITED, DELHI.
PLACE…………..
DATE……………

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STUDENT DECLARATION
I “Puneet Chaturvedy”, student of "Maharana Pratap College Of
Engineering, Kanpur” here by solemnly declare that the project titled“
Evaluation of training” is my original as all the information, facts and figure in
this report is based on my own experience and study during my summer training
procedures.
PUNEET CHATURVEDY
ROLL NO. 1752270025
PLACE…………………
DATE…………………..

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TO WHOM SO IT MAY CONCERN
This is to certified that Mr Puneet Chaturvedy completed his summer internship training on
the topic “Evaluation of Training of IRCON International limited” under the guidance of
Mr Sumit Yadav, HR manager for the partial fulfilment of Master of Business
Administration. He is bonafide student of M.P.C.E (522).
Our best wishes for future endeavour.
MS. SWAPNIL MISHRA
(FACULTY – M.B.A)
PLACE-..……………………..
DATE -………………………..

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EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet this
requirement, training is not important. When this not the case, it is necessary to raise the skill
levels and increase the versatility and adaptability of employees. It is being increasing
common for individual to change careers several times during their working lives. The
probability of any young person learning a job today and having those skills go basically
unchanged during the forty or so years if his career is extremely unlikely, may be even
impossible. In a rapid changing society employee training is not only an activity that is
desirable but also an activity that an organization must commit resources to if it is to maintain
a viable and knowledgeable work force.
The entire project talks about the training and development. Here we have discussed what
would be the input of training if we ever go for and how can it be good to any organization in
reaping the benefits from the money invested in terms like (ROI) i.e. return on investment.
What are the ways we can identify the training need of any employee and how to know what
kind of training he can go for? Training being covered in different aspect likes integrating it
with organizational culture. The best and latest available trends in training method, the
benefits which we can derive out of it. How the evaluation should be done and how effective
is the training all together. Some of the companies practicing training in unique manner a
lesson for other to follow as to how to train and retain the best resource in the world to reap
the best out of it.

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INDEX
S. NO. TOPIC PAGE NO.
PART – I
1.
INTRODUCTION:
 Introduction of topic
 Objective and scope of study
 About company
2. Training
3. Training process in IRCON
4. Importance of training
5. Training Evaluation in IRCON
 Tools & methods for training evaluation
 Training Seminar/Workshop held in IRCON
Methods of measuring results for various categorized
training in IRCON
6. Conceptual framework of training evaluation
(Kirkpatrick’s four level)
PART – II
7. Research methodology
8. Research problem
9. Research design
10. Data analysis and interpretation
11. Findings
12. Conclusions
13. Recomondations and suggestions
14. Limitations of study
15. Bibliography
16. Annexure

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INTRODUCTION
Effective training is considered as an important factor in determining the efficiency of an
organization which depends upon the capability of its employees. For training evaluation to
be truly effective, the training and development itself must be appropriate for the person and
the situation. Even though evaluation is listed at the last phase, evaluation actually happens
during all the phases. It is used during the training process to evaluate the training process
itself. Evaluation is not just for the trainer or organization it is absolutely important for the
learner too. The purpose of this paper is to provide information to evaluate and improve the
effectiveness of training. One new model was found namely Back planning model. Which is
same as Kirkpatrick’s model but the process occurs in the reverse order and continues in a
cyclic process.
The purpose of this paper is to provide information to evaluate and improve the effectiveness
of training. One new model was found namely Back planning model. Which is same as
Kirkpatrick’s model but the process occurs in the reverse order and continues in a cyclic
process.
The main purpose of evaluating a training program is to gain knowledge about whether it has
achieved or failed its objectives. Analysing the training event by using appropriate evaluation
tools can improve the outcome of future trainings to a considerable extend. Even if the
evaluation process of training is essential, it must always be incorporated within the available
framework of time and cost. Defining the appropriate questions is the key starting point of
every evaluation
Evaluation involves the assessment of the effectiveness of the training programs. This
assessment is done by collecting data on whether the participants were satisfied with the
deliverables of the training program, whether they learned something from the training and
are able to apply those skills at their workplace. There are different tools for assessment of a
training program depending upon the kind of training conducted.
Training is essential because technology is developing at a fast rate. The objective of the
organizational policies process and programmes for the delivery of training is to achieve its
HRD strategies by ensuring the availability of skilled and competent employees to meet its
present and future requirements. Training & Development is essential to remove performance
deficiencies.

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SCOPE OF THE STUDY
The scope of the study covers in depth, the various training practices, modules, formats being
followed and is limited to the company IRCON INTERNATIONAL LIMITED, DELHI
and its employees. The different training programs facilitated in IRCON through its faculties,
outside agencies or professional groups. It also judges the enhancement of the knowledge &
skills of employees and feedback on its effectiveness.
OBJECTIVE OF THE STUDY
The broad objective of the study of training policies in IRCON is to study the impact of
training on the overall skill development of workers. The specific objectives of the study are:
 To examine the effectiveness of training in overall development of skills of work
force.
 To examine the impact of training on the workers.
 To study the changes in behavioral pattern due to training.
 To measure the differential change in output due to training.
 To compare the cost effectiveness in implanting training programs.

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INTRODUCTION
COMPANY – IRCON INTERNATIONAL LIMITED
IRCON International Limited
Type Public-sector undertaking
Industry Engineering, procurement and
construction
Founded 1976
Headquarters New Delhi, India
Area served Worldwide
Key people Mohan Tiwari, Chairman &
Managing Director
Services Infrastructure
Operating
income
INR 29.5 Billion (2014)
Net income INR 8.44 Billion (2014)
Number of
employees
1600 (2014)[1]
Subsidiaries IRCON Infrastructure & Services
Limited, Indian Railway Stations
Development Corporation
Limited, IRCON Shivpuri Guna
Toll way Limited and IRCON PB
Toll way Limited
Website www.ircon.org

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ABOUT COMPANY
Ircon international limited (ircon), a governmentcompany in by the central government (ministry
of railways) undet the companies act, 1956 on 28 april, 1976 originally under the name indian
ralways construction company limited is the leading turnkey construction company in the public
sector known for its qualuty, commitment and consistancy in terms of performance ircon has
widespread operations in several stayes in india and in other contries (malaysia, nepal, bangladesh,
mozambique, ethopia, afganistan, u.k algeria & sri lanka now).
Irocon is a specialized constructions organizaton covering the entire spectrum of construction
actijvities and servies in the infrastructure sector. However, railway and highway construction,
ehp substations (engineering and constructons), and mrts are the core competence areas of
ircon.
Ircon operates not onlu in a highly competitive environment but also in diffcult terrains and
regons in india and abroad and as an active paricipant in prestigious naton builsing prijecgs . Ircon
has so for complete more than 300 infrastructore projects in india and more than 100 projects
across the globe in more than 21 countries.
The Company has a long standing reputation as a sectoral leader in Transportation
Infrastructure amongst the public sector construction companies in the Country with
specialization in execution of Railway Projects on turnkey basis or otherwise. IRCON is
known for its quality, commitment and consistency in terms of its performance.
After commencing business as a railway construction company it diversified progressively
since 1985 to roads, buildings, electrical sub-station and distribution, airport construction,
commercial complexes, as well as to metro works. It has been one of the few construction
companies in the public sector to have earned substantial foreign exchange for the Country
and paid dividend without fail every year to the Government. As a construction organization,

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the Company operates in the entire spectrum of construction activities and infrastructure
services; Railways and Highway Construction, Tunnels & Bridges, Railway Workshops,
EHP sub-station (engineering and constructions) and MRTS being the core competence areas.
The Company has executed many landmark construction projects in the last 41 years both in
India and abroad. In India, in particular, it has also been undertaking projects even in difficult
terrains and disturbed regions. The Company has so far completed more than 120 projects in
more than 24 countries across the globe, and 376 projects in India. The Company is an ISO
certified Company for Quality, Environment, and Occupational Health and Safety
Management Systems, a Schedule ‘A’ public sector company, and a Mini Ratna – Category I.
LEGAL STATUS AND AUTONOMY
The Company, a legal entity separate from the Government, is legally, functionally, and
financially autonomous, operates under the corporate laws as an independent commercial
enterprise, does not receive any budgetary or financial support from the Government, nor is it
a dependent agency of the Government. However, the Government of India through the
Ministry of Railways and the Department of Public Enterprises under the Ministry of Heavy
Industries and Public Enterprises monitors its performance through a system of Memorandum
of Understanding (MOU) as regards targets to be achieved every year as part of
accountability to the Parliament in respect of all government companies.

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Government can issue and does issue guidelines to regulate and bring about some uniform
pattern in the functioning of the Company as a public sector company. However, no
Government department has any supervisory authority to exercise control over the Company
which is managed and run under the superintendence, control, and direction of its Board of
Directors as per the Companies Act.
BUSINESS ENVIRONMENT
India is not only among the world’s fastest growing major economies, but also one of the few
economies enacting major structural reforms. Indian economy registered a growth of 7.1%
for the financial year 2016-17 in the backdrop of two major domestic development viz.
demonetization of two highest denomination notes in November 2016, and subsequently
implementation of Goods & Service Tax (GST) in July 2017.
To make this growth rate consistent and enduring, the government continues with its
initiatives on economic reforms, increase in public investment in infrastructure and
development projects, export growth etc. A total allocation of Rs. 3,96,135 crore for
infrastructure development in 2017-18 would afford business opportunities for your
Company. The historic step of merger of the Railways Budget with the General Budget
would facilitate multi-modal transport planning between railways, highways, and inland
waterways.
VISION & MISSION
OUR VISION
To be recognized nationally and internationally as as a specialized construction organization
comparable with the best in the field covering the entire spectrum of constructions activities
and services in the infrastructure sector
OUR MISSION
 To effectively position the company so as to meet the construction needs of
infrastructure development as per the changing economic scenario in India and
abroad.
 To earn global recognition by providing high quality products and services in time
and in conformity with the best engineering practices as well as good corporate
governance and customer satisfaction.

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FINANCIAL PROFILE
The operating income of the company has registered an increase of 24% from Rs. 2419 crore
in 2015-16 to Rs. 2995 crore in 2016-17, though profit before tax has decreased by 12% from
Rs. 602 to Rs. 532 crore during the corresponding period. Indian project has contributed 90%
to the total income of Rs. 3254 crore.
IRCON has allotted bonus shares in January 2017 in the ratio of 4:1 i.e. bonus (equity) shares
for every one equity share held by the shareholders thereby increasing the paid up capital
from Rs. 19.796 crore to Rs. 98.98 crore.
FINANCIAL PERFOMANCE INDICATOR
S.
No.
Particulars 2016-2017 2016-2015 Increase/
Decrease
(In %)
1
2
3
4
5
6
7
8
Total income/turnover
Total operating income /
turnover
Operating income from
foreign projects
Operating income from
Indian projects
Profit before tax
Profit after tax
Net worth
Dividend
3254
2995
327
2668
532
369
3828
192.40*
2860
2419
409
2010
602
395
3667
168.26
14%
24%
20%
33%
12%
7%
4%
14%
Table: 1

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BOARD OF DIRECTORS
As on 31st March 2017, the strength of Board of Directors was nine comprising four whole-
time directors, two government nominated directors, and three independent directors. The
details are as follows:
1) Mr. S.K. Chaudhary
Chairman & Managing Director
w.e.f.
29.10.2016
2) Mr. M.K. Singh
Director Finance
w.e.f.
01.05.2016
3) Mr. Deepak Sabhlok
Director Projects
w.e.f.
16.04.2016
4) Mr. Hitesh Khanna
Director Works
w.e.f.
07.03.2011
5) Mr. Rajiv Chaudhary
Part-time (Official) Director
w.e.f.
17.11.2016
6) Mr. S.C. Jain
Part-time (Official) Director
w.e.f.
03.01.2017
7) Mr. S.K. Singh
Independent Director
w.e.f.
05.04.2017
8) Mr. Avineesh Matta
w.e.f.
08.04.2016
9) Prof(Ms.) Vasudha V. Kamat
w.e.f.
22.04.2016
Table : 2

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MR. S.K CHAUDHARY
Mr. S.K Chaudhary graduated in civil engineering form Delhi College of engineering in the
year1982 and obtained Master Degree in Management system from Indian institute of
technology, Delhi and P.G diploma in alternative Dispute resolution from Indian institute of
law he has 35 years’ experience
He started his career with IRCON and worked for about 23 years in various capacities. He
has handles national & international tendering works having funding from World Bank, ADB
bank etc., along with construction projects involving flyovers, roads, railway line, etc.
He has extensive knowledge in the field of infrastructure projects, such as, highways,
railways, airports, flyovers and bridges etc. as well as experience in international market and
finance appraisal and feasibility study etc.
Recently, he has been awarded “Distinguished alumni” from DCE-DTU alumni association
of Delhi College of engineering in the year 2017.
SH. M.K SINGH
Mr. M.K Singh has joined the board of IRCON as director finance w.e.f 1st
may 2016 in
terms of presidential order dared 26th
April 2016 issued by the ministry of railways.
Born on 25th
September 1961, Mr. Singh’s academic qualification BA. (Hones.). MA.
(Mathematics), M.Phil. (mathematics), and post graduate diploma in financial management
form IGNOU. He is an Indian railway accounts service (IRAS) officer of 1990 Batch. Prior
to joining Indian railways he worked as a lecturer of mathematics in the University of Delhi.
He has undergone training on public private partnership mode of project finance form IIM
Ahmedabad, freight business marketing course from railway Staff College, management
development program in Canada from Rottman School of management, university of
Toronto, Canada. He has also received various awards like minister of railway award (in
1998), general manager award (2004) etc.

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SH. DEEPAK SABHLOK
Mr. Deepak Sabhlok in an officer of 1982 Batch of Indian railways service of engineers. He
is graduate in civil engineering from national institute of technology (NIT), Bhopal (Gold
medalist).
He has held various responsible positions in many capacities on northern railway, north
central railway, north western railway and south eastern railway. In his career, spanning over
29 years, he worked on important projects including prestige’s rail coach factory, kapurthala
during its construction phase, chief engineer track machines on south eastern railway.
He was in charge of maintenance of civil engineering assets and coordination of various
divisional activities of Allahabad division of NC railway for over 5 yeats. He has published
technically papers on Bridge Rehabilitation technique he has worked on deputation with
IRCON for over 5 years as GM/Business development and GM/works.
MR. RAJIV CHAUDHARY
Rajiv Chaudhary aged 57 years, is a government nominee (part- time official) director of our
company. He holds a bachelor’s degree in civil engineering from Indian institute of
technology. Roorkee (formally known as university of Roorkee). He is an officer of the
Indian railway service of engineers.
He is posted as principle executive director (station development) railway board, ministry of
railways and is also on the board of konkan Railway Corporation limited as government
nominee director (part-time official). He is experienced in various fields of the railway sector
particularly rail transport, operation, maintenance, planning, designing and executive of large
civil engineering projects. He has been on the board of our company since November 17,
2016

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SH. VED PAL
Ved pal, aged 59 years, is the government nominee (Part-time officially). Director of our
company. He holds a bachelor’s degree and a master’s degree in electrical engineering from
university of Roorkee.
He also holds a bachelor’s degree in law from barkatullah vishwavidhalaya, Bhopal and is
an officer of Indian railway service of electrical engineers. Presently, he is posted as an
additional member (planning), railway board, ministry of railway and is experienced in the
railway sector particularly in preparation of annual reports, budgets and feasibility report for
projects of various railway zones, planning and monitoring safety works, port connectivity
and coal connectivity projects, planning of infrastructure for long term planning, maintenance
of electric locomotives, production and technology. He has been on the board of our company
since November 22, 2017.
SH. AVINEESH MATTA
Avinesh matta 58 years, is an independent (part-time non - official), director of our company.
He holds a bachelor’s degree in commerce (honors) and bachelor’s degree in law from
university of Delhi. He also holds an advanced diploma in management from Indira Gandhi
national Open University. He is a fellow member of the institute of Charted accountants of
India (ICAI) and has completed courses in information systems audit and valuation from
ICAI. He is registered as an insolvency and bankruptcy board of India.
He is experienced in finance, audit and taxation with service segments. He also provides
consultancy on engineering procurement-construction, operate-maintain-transfer, build-
operate transfer and similar projects in road transport and highway sector. He is currently a
partner at AVA & Associates, Chartered Accountants. He has been on the board of our
company since April 8, 2016

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PROF (MS.) VASHUDHA V. KAMAT
Vashudha vasant kamat, aged 65 years, is an independent (Part –time non official) director of
our company. She holds a bachelor’s degree in science (Chemistry) from university of Poona
and a master’s degree in arts (sociology) from shreemati Nathibai Damodar Thackersy
(S.N.D.T) women’s university, Bombay. She is also holds a bachelor’s degree and a master’s
degree in education from university of Bombay.
She is experienced in the education sector and is associated with various foreign universities
for the fellowship programmers and in the capacities of visiting scholar. In the past, she has
held the post of joint director at the central institute of educational technology a constituent
unit of National Council of educational research and training and vice- chancellor of S.N.D.T
women’s university thereby retiring from the post in 2016.
She is also a part of the committee constitute for preparation of the draft national education
policy. She has been on the board of our Company since April 22, 2016
DR. C.B. VANKATARAMANA
Chitta Balasatya Venkataramana, aged 62 years, is an independent (Part-time non-official)
Director of our company. He holds a master’s degree in commerce from Sri Venkateswara
University, masters degree in arts (economics) from University of madras and a master’s
degree in health science of Hygiene and public Health, Baltimore, MD, USA and is a retired
office of the Indian administration services.
He has experienced in the public services sector and has been on the board of our Company
since September 28, 2017.

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DR. NARENDRE SINGH RAINA
Narinder Singh Raina, aged 51 years, is an independent (part –time Non-official) Director of
our company. He holds bachelors degree and a master’s degree in science (forestry) from Dr.
Yashwant Singh parmar University of Horticulture and forestry. He also holds a degree of
doctor of Philosophy (Forestry) from Dr. Yashwant Singh Parmer University of horticulture
and forestry. Prior to joining our Company,
he was posted as the range officer grade 1, Jammu and Kashmir, Department of forest and
then as the assistant professor agroforestry with Sheer-e-Kashmir University of agricultural
Science and technology of Jammu.
He is experienced in education sector and is presently working as an associate professor with
Sheer-e-Kashmir University of Agricultural Sciences and technology of Jammu. He has been
on the board of our Company since October 17, 2017.
SH. ASHOK KUMAR GANJU
Sh. Ashok Kumar Ganju, aged 65 years, is an independent (part –time Non- Official).
Director of our Company. He holds a bachelors degree in science (civil engineering) from
University of Delhi and a master’s degree in technology (Water resources) form Indian
institute of technology, Delhi. He also holds a post graduate diploma in Hydraulics from IHE
Delft institute for water education, Netherlands. Presently, he is providing consultancy on
water resources development projects to PSUs.
He was ex-officio additional secretory to the government of India and retired as a member,
design and research, central water commission in 2012. He was the chairman of Ganga Flood
Control Commission, Patna from May 2010 to august 2011. He has experienced in the
planning and designing of water resources development, Flood management, hydro and
thermal projects, dam safety inspections, resolution of disputes between the project
authorities and contractors and advising on construction related problems. He has been on the
board of our company since March 08. 2018

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OPERATIOAL PROFILE
During 2016-17, IRCON has completed four projects, two in India and one each in Bhutan
and Bangladesh. Ircon is having pan India presence through more than 24 projects across
various states of India. In addition, the company executing projects in Bangladesh,
Algeria, and South Africa.
The product mix of IRCON is varied and includes signaling projects, electrical sub-stations,
and road over bridges, buildings, road projects from NHAI, apart from railway projects of
track laying, up gradation, doubling, railway sidings, coal connectivity projects,
redevelopment of stations, etc.
The mode of execution of some of these projects is EPC whereas road projects from NHAI
are being executed through wholly owned subsidiary companies (WOS) formed for this
purpose, and coal connectivity projects are being executed through joint venture companies
formed as a strategic alliance with other PSUs, Ircon’s equity stake in such JVs being 26%.
OPERATIONAL PERFORMANCE
A. FOREIGN PROJECTS COMPLETED
IRCON has completed two projects (one in Bhutan and another in Bangladesh)
during the financial year 2016-17.
BHUTAN
 The turnkey project for dismantling of existing 66/33/11 KV sub-station and Design,
Engineering, Construction, Supply, Erection, Testing and Commissioning of New
2x20 MVA, 66/33 KV sub-station including all associated works at Paro in Bhutan by
Bhutan Power Corporation Limited, at a value of Rs. 23 crore, has been completed in
March 2017
BANGLADESH
 The project for construction of 2nd Bhairab Railway Bridge with Approach Rail Lines
(Lot-A) — being undertaken through unincorporated JV between your Company and
AFCONS viz. IRCONAFCONS JV, at a revised value of Rs. 265 crore (Ircon’s
share), has been completed in March 2017.

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B. ON-GOING FOREIGN PROJECTS:
IRCON is executing the following four projects in foreign countries:
BANGLADESH
 Design, Supply, Installation, Testing, and Commissioning of Computer based
Interlocking Colour Light Signalling System on turnkey basis at 11 stations between
Ishurdi-Darsana sections of Bangladesh, at a value of Rs. 60 crore. Physical work has
been completed in July 2017. The work is scheduled to be commissioned in
September 2017.
 Construction of Embankment, Track, all civil works, major & minor bridges (Except
Rupsha) & culverts and implementation of EMP against Package WD1 under the
project Construction of Khulna-Mongla Port Rail Line for Bangladesh Railway, at a
value of Rs. 971 crore (USD 147.80 million). The physical progress up to July 2017
is10%. The work was commenced in March 2016 and is scheduled to be completed in
September 2019.
The project is progressing slowly due to non-availability of encumbrance free land and non
issuance of drawings for bridges and buildings by the client.
ALGERIA
 Installation of double track line (93 kms) in Algeria awarded by ANESRIF, Ministry
of Transport, Government of Algeria, at a value of Rs. 1103 crore (converted in INR)
involving construction of second line and up gradation of existing line from Oued-Sly
to Yellel in Alger-Oran section of Algerian Railways. The value of contract including
additional works for realization of double line has been revised to Rs. 1944 crore
(converted in INR). Though the project was awarded in 2008, but it was suspended by
the client in January 2009 and restarted in May 2010.
 The completion time has been extended by client up to 10th May 2018.The modalities
of payment to the local subcontractor were not spelled in the amendment and were
later negotiated with the client, which hampered the cash flow and project progress.
Eventually, the mode of payment to the local sub-contractors and revision of the price
were negotiated by a high level committee in July 2016 paving the way for smooth
progress of the project. Lack of sufficient funds with the client is likely to affect the
completion period of the project.

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SOUTH AFRICA
 Procurement of Plant Design, Supply and Installation of Overhead Track Equipments,
Traction Sub-stations, Auxiliary Power Supplies Substations, Bulk Power Supplies
Switching Stations and Signalling Systems for Majuba Rail Project, South Africa, for
Eskom Holdings SOC Limited, at a value of Rs. 346 crore (Rand 663 million, Rand 1
= 5.212). The work has been secured in November 2015. During the operation of
contract, Foreign Currency issue arose which has been resolved. The work is in
progress and likely to be completed by 31st March 2018.
C. PROJECT COMPLETED IN INDIA:
In March 2017, following two projects at a total value of Rs. 178 crore got completed in India
for Delhi Metro Rail Corporation Limited (DMRC):
 Contract KT-4: Design, Supply, Installation, Testing and Commissioning of
Ballastless Track of Standard Gauge in elevated section of Aluva to Petta corridor,
and
 Contract KT-5R1: Supply, installation, testing, and commissioning of standard gauge
track work in Muttom Depot of Kochi Metro Rail Limited.
D. NEW PROJECTS IN INDIA:
During 2016-17, your Company secured following projects in India:
 Construction of Corridor-III of East-West Corridor between Gevra Road to Pendra
Road approximately 135 km, feasibility study of East-West Corridor between Gevra
Road to Pendra Road in the State of Chhattisgarh, for Chhattisgarh East-West
Railway Limited (CEWRL), at an estimated project cost of Rs. 2840 crore as per
approved Detailed Project Report (DPR).
 Survey, Feasibility study, Detailed Design and Construction of various identified Rail
Coal Connectivity Project(s), for Jharkhand Central Railway Limited (JCRL), at an
estimated project cost Rs. 1365 crore as per approved DPR.
1. Survey, Feasibility study, Detailed Design and Construction of various
identified Rail Coal Connectivity Project(s), for Mahanadi Coal Railway
Limited (MCRL), at an estimated project cost of Rs. 1075 crore.

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2. Execution of rail connectivity projects identified by Bastar Railway Private
Limited (BRPL), at an estimated project cost of Rs. 1406 crore.
3. Akhaura – Agartala Rail Link project, for North Frontier Railway, at an
estimated project cost of Rs. 574 crore as per approved DPR, out of which Rs.
211 crore has been considered for the year’s order book.
4. Additional work of Design, Drawing and Construction of External
Development works & External Services at National Institute of Technology
(NIT), Mizoram, at a value of Rs. 330 crore.
5. Six-Laning of Davanagere-Haveri (from Km. 260+000 to Km. 338+923) of
NH-48 in the State of Karnataka to be executed (through incorporation of a
subsidiary) on Hybrid Annuity Project on DBOT Annuity under NHDP –
Phase V – EPC Cost, for NHAI, at a value of Rs. 1095 crore.
6.
E. NEW PROJECTS SECURED AFTER THE CLOSE OF THE
YEAR:
After the close of the year 2016-17, IRCON secured following projects in India
 Visakhapatnam (Diesel Loco shed) – Augmentation of shed for homing 100 HHP
locomotives, for East Coast Railway, at a value of Rs. 61.75 crore.
 Katni Grade Seperator / by pass line (21.50 Km) Project, for West Central Railway at
an estimated cost of Rs. 582.13 crore.
 Re-development of Safdarjung Railway Station, for RLDA and Ministry of Railways
at an estimated cost of Rs. 261.72 crore.
1. Railway electrification work for Katni-Singrauli, for East Central
Railway, at an estimated cost of Rs. 258 crore.
2. Mathura-Kasganj-Kalyanpur Railway Electrification Project with
Signalling, for East Central Railway at an estimated project cost of Rs.
305.90 crore.
PERSONNEL DEVELOPMENT
Cordial and harmonious industrial relations prevailed in the Company during the year. The
total manpower strength as on 31 March 2017 stood at 1495, which included 1183 regular
employees, 47 deputationists, and 265 employees on contract (including service contract).

27 | P a g e
1004 employees of the Company were technically and professionally qualified. The total
number of women employees was 68. There were a total of 241 scheduled caste / scheduled
tribe employees as on 31st March 2017.
IRCON has been continuously taking steps for building capacity of its human resource
through training in functional and general management areas, contract & arbitration,
leadership, information technology, as well as soft skills. External faculty is arranged
wherever required and officials are nominated for workshops, seminars, etc. with reputed
institutes. During the year 2016-17, a total 912 man-days training was imparted to officials of
Ircon through workshops, seminars, conferences, in-house trainings and training in external
institutes, etc.
Ircon has various schemes for staff welfare like educational scholarships, one-time
educational grant for admission to professional degrees and diploma courses, educational
awards to meritorious children of employees, educational assistance to the wards of deceased
employees, assistance for marriage of daughters and dependent sisters of group ‘C’ and ‘D’
employees, etc. An award was introduced for meritorious wards of Ircon employees who
secured gold medal in professional courses. In addition to facility of homeopathy and
allopathy treatment at corporate office, yoga classes are also conducted for overall well-being
of the employees. Other facilities like immediate financial assistance and guidance are being
provided to employees and their family members in case of any medical exigency, lump sum
exgratia payment to family members in case of death of serving employee.
IRCON aims to provide congenial and safe working atmosphere to women employees. The
Company has a complaints committee for prevention of sexual harassment at work place.
Further, provision pertaining to prohibition of sexual harassment has also been incorporated
in Ircon Conduct, Disciplinary, and Appeal Rules. No complaints relating to sexual
harassment has been received by the Company during the year. The Company, on
International Women’s day, arranged one workshop during the year, exclusively for women
employees for creating awareness on health related issues. Inter-project Quiz programmes
and Debate competition were conducted for the employees of Ircon. Winning team and the
runners up were awarded cash prize and certificate of commendation.
QUALITY, ENVIRONMENT, AND HEALTH & SAFETY
MANAGEMENT
Quality Management System (QMS) has been successfully sustained and continually
improved since 1996 when the Company as a whole was first certified for ISO-9002-1994 by
TUV Suddeutschland Private Limited (TUV). Your Company has continued the certification

28 | P a g e
and sustained the system as per latest revised code ISO 9001:2015 (by periodical re-
certification audit after expiry of every three years). Latest re-certification audit has been
conducted in March 2017, whereby the Company has been re-certified by TUV for a period
of another three years i.e. up to June 2020.
During the year, the Company has started working on development of mobile phone / web
based video library, and for this purpose two topics have been identified viz. Construction of
Embankment (Mechanized) in 3D format and Personal Safety & safety in construction in 2D
format. The mobile / internet based application on personal safety and safety in construction
has been released and is available on Ircon’s internal website.
Environmental friendly equipment such as solar panels has been installed and are being
installed at various offices / projects. Waste water is recycled at Corporate Office through
Sewage Treatment Plant (STP), and the same is used for horticulture work. STPs are also
being constructed at Noida, Gurgaon, and MFC buildings. LED lights, sensor lights and
sensor taps are being used in Corporate Office to conserve electricity and water. Various
environment friendly steps like use of fly ash brick instead of clay brick, rain water
harvesting arrangements, sensor controlled Cromium Plate (CP) fittings, use of latest version
of fecade glass (glass in building) to make the building sustainable etc. are being taken up
across various offices / projects of the Company. Monitoring of water usage and waste water,
ambient air quality and noise quality is also being carried out at various construction sites.
The Company is emphasizing on providing clean environment by initiating indoor air quality
monitoring in the Corporate Office building. Tree plantation is also undertaken by corporate
office and project offices.
TECHNOLOGY ABSORPTION AND UPGRADATION
Supervisory Control and Data Acquisition System (SCADA) for energy management have
been made operational at Rail Coach Factory, Rae Bareli. Further, the Company has
constructed all sub-station buildings in DMRC with latest energy efficient and environmental
friendly guidelines which includes LED lights, Rain Water harvesting.
For the first time in Indian Railways, Overhead Equipment (OHE) design for Railway
Electrification Project is being carried out by using Drone camera for picking the coordinates
and Geographical Information System (GIS). The OHE layout plans are then prepared with
the help of Autocad. Ircon has also planned for use of Drone Camera for Katni Singrauli
Doubling project.
A concept paper on adoption of Semi High Speed on existing routes was presented in IPWE
Seminary in January 2017.

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RESEARCH AND DEVELOPMENT
IRCON does not undertake any pure research project but takes the help of consultants and
firms to innovate and to develop methods and techniques to execute projects in a cost
effective manner, with requisite quality, to enhance the technological competence and
efficiency.
INFORMATION TECHNOLOGY AND DEVELOPMENT OF ERP
With an objective to enable IT facility in all domain, efforts were directed towards
enhancement of SAP ECC 6.0 based Finance-Controlling module to incorporate additional
functionalities like fixed asset accounting for calculation of depreciation as per Indian Income
Tax Act, Bank Reconciliation System, FOREX reporting in Functional currency, local
currency and reporting currency, Implementation of IndAS functionality (age analysis and
discounting of Financial Asset and liability),
reports for quarterly and annual financial statements as per schedule III of the Companies
Act, 2013; implementation of E-recruitment system on SAAS model with functionalities like
on-line submission of application with payment gateway, generation of admit card and
communication through SMS / e-mail with the applicants, conducting online written test,
instant publication of results; installation of video conferencing system for conducting review
meetings with Project Heads, training, promotion interviews etc.; hiring data centre services
for SAP ERP application to gain enhanced efficiency, security, and flexibility for capacity
augmentation; revamping company’s responsive internet website etc.
To reduce paper usage and transparent working, use of IT has been enhanced in all the
functional domains.
AWARDS
IRCON had received following awards during the year 2016-17:
1. India Pride Awards 2015-16 instituted by Dainik Bhaskar for ‘Excellence in
Public Sector Undertaking – Central in CSR/Environment Protection and
Conservation’. The award was presented by Mr. Venkaiah Naidu, Hon’ble Union
Minister for Urban Development to Mr. Mohan Tiwari, former Chairman &
Managing Director, Ircon, at a function held in New Delhi on 4th April 2016.

30 | P a g e
2. Dun & Bradstreet Infra Awards 2016, in the category of “Best Infrastructure
Project: Setting up of Rail Coach Factory, Rae Bareli at Lalganj (U.P.) Phase-I
Project”. The award was presented by Mr. Mansukh L. Mandaviya, Hon’ble
Minister of State for Transport & Highways to Mr. M.K. Singh, Director Finance,
Ircon, at a function held in New Delhi on 8th November 2016.
3. Governance Now 4th PSU Awards 2016 in the category of “HR Initiative
(Miniratna I)”. The award was presented by Mr. Ram Villas Paswan, Hon’ble
Union Minister for Consumer Affairs, Food and Public Distribution, to Ms. Anupam
Ban, General Manager/HRM, Ircon, at a function held in New Delhi on 23rd
December 2016.
4. CIDC Vishwakarma Award 2017 from Construction Industry Development
Council (CIDC) in the category of Best Construction Project for Railways Coach
Factory, Rae Bareli. The award was presented to Mr. S.K. Chaudhary Chairman &
Managing Director; Mr. Deepak Sabhlok, Director Projects; Mr. Dwarika Prasad,
Executive Director (Rae Bareli);, and Mr. A.K. Goyal, Executive Director (Projects);
at a function held in New Delhi on 7th March 2017.
5. As per Dun & Bradstreet India’s Top PSUs 2016 Certificate released on 22nd
August 2016, Ircon ranks 93 on the basis of Total Income.
SUBSIDIRIES AND JOINT VENTURE COMPANY
Subsidiaries companies
1. IRCON INFRASTRUCTURE & SERVICES LIMITED
(IRCONISL)
IrconISL, a wholly owned subsidiary of Ircon, was incorporated on 30th
September 2009 and
obtained a Certificate of Commencement of Business on 10th
November 2009. The main
object of IrconISL is to undertake infrastructure projects including planning, designing,
development, improvement etc. in the field of construction of Multi Functional Complexes
(MFCs), etc., to provide facilities and amenities to users of Indian Railway System, and to
carry on the business of hire purchasing, leasing of all kinds of moveable and immoveable
properties, to provide consultancy for all kinds of engineering projects including providing

31 | P a g e
maintenance, support, and all kinds of services including social welfare measures, etc. During
the year 2016-17, IrconISL has executed consultancy project of Ministry of External Affairs
(MEA) for preparation of feasibility report and Detailed Project Report (DPR) for Bridge
Project in Myanmar, and preparation of DPR for road project in Rakhine state.
During the year, IrconISL had achieved an operating income of Rs. 40.98 crore, and earned
profit before tax of Rs. 20.81 crore and profit after tax of Rs. 12.36 crore.
2, INDIAN RAILWAY STATIONS DEVELOPMENT CORPORATION
LIMITED (IRSDC)
IRSDC, a subsidiary company of Ircon and JV Company with Rail Land Development
Authority (RLDA), was incorporated on 12th
April 2012 and obtained a Certificate of
Commencement of Business on 9th
May 2012. The main objects of IRSDC is to develop / re-
develop the existing / new railway station(s) which will consist of upgrading the level of
passenger amenities by new constructions/ renovations including re-development of the
station buildings, platform surfaces, circulating area, etc., to better standards so as to serve
the need of the passengers in India, and commercial development of land/ air space. The
equity participation of Ircon and RLDA in IRSDC is in the ratio of 51:49 respectively.
IRSDC has been entrusted with development of 13 stations located at Chandigarh, Habibganj
(Bhopal), Shivaji Nagar (Pune), Bijwasan (New Delhi), Anand Vihar (Delhi), Surat and
Gandhinagar (Gujarat), and SAS Nagar (Mohali) Punjab, Gandhinagar (Jaipur), Amritsar,
Gwalior, Nagpur and Baiyappanhalli (Benguluru) for development/re-development. The
status of re-development of railway station by IRSDC is as follows:
(i) Chandigarh Railway Station - proposal sent to Railway Board for taking up
re-development work on EPC mode, decision awaited;
(ii) (ii) Habibganj Railway Station - contract for redevelopment of this station has
been awarded, wherein the station will be modernized through commercial
development of land and maintained through retail and advertising revenues,
physical work has started;
(iii) Shivajinagar Railway Station - development is under approval by Pune
Municipal Corporation;
(iv) Bijwasan and Anand Vihar Railway Station - bidding process is in advance
stage;

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(v) (v) Surat Railway Station - planned to be re-developed as a Multi Modal
Transportation Hub through a Joint Venture Company and pooling of land by
the Central, State, and Local Government;
(vi) Gandhinagar Railway Station - work taken up through a JV company between
IRSDC (MoR) and Gujarat Industrial Development Board (GIDB) (GoG) on
EPC mode;
(vii) SAS Nagar Mohali Railway Station - found to be unviable and has been
proposed for de-entrustment.
2. IRCON PB TOLL-WAY LIMITED (IRCONPBTL)
IrconPBTL, a wholly owned subsidiary of Ircon, was incorporated as a Special Purpose
Vehicle on 30th
September 2014, and has obtained approval for, commencement of business
on 14th
November 2014. The main object of IrconPBTL is to carry on the business of
widening and strengthening of the existing Bikaner & Phalodi Section to four lane from
4.200 km to 55.250 km and Two Lane with paved shoulder from 55.250 km to 163.500 km of
NH-15 on Build, Operate, and Transfer (BOT) (Toll) basis in the State of Rajasthan, in
accordance with the terms of the Concession Agreement signed with National Highways
Authority of India (NHAI) on 7th
November 2014.
Joint venture companies
1. IRCON-SOMA TOLL WAY PRIVATE LIMITED (ISTPL)
A joint venture company called ‘Ircon-Soma Toll way Private Limited’ (ISTPL) was
1incorporated on 19th
April 2005, with 50% equity participation by both Ircon and Soma
Enterprise Limited (a construction company in private sector), for executing a BOT project
for four laning of Pimpalgaon-Dhule section of NH-3 from km 380 to km 265 in Maharashtra
for NHAI. The BOT project for four laning of Pimpalgaon-Dhule section got completed in
2010-11 and accordingly, ISTPL is earning toll on the entire stretch of 118.158 km.
Financials of ISTPL: The authorized share capital of ISTPL is Rs. 130 crore and its
subscribed and paid-up share capital is Rs. 127.74 crore (Ircon’s share being Rs. 63.87 crore)
as on 31st
March 2017. During the year, ISTPL has achieved operating turnover of Rs. 153.34
crore as compared to Rs. 157.23 crore achieved during the previous year, and earned profit
after tax of Rs. 11.69 crore against profit of Rs. 5.91 crore incurred during the previous year.

33 | P a g e
2. CHHATTISGARH EAST RAILWAY LIMITED (CERL)
A joint venture company called ‘Chhattisgarh East the Railway Limited’ (CERL) was
incorporated on 12th
March 2013, with equity participation by South Eastern Coalfields
Limited, Ircon, and Chhattisgarh State Industrial Development Corporation Limited (nominee
of Government of Chhattisgarh) in the ratio of 64:26:10 respectively, for development of coal
connectivity corridor i.e. East Corridor (length 180 Km) in the State of Chhattisgarh. CERL
had obtained the Certificate for Commencement of Business on 7th
May 2013.
The CERL has signed concession agreement on 12th
June 2015 with Ministry of Railways,
for Chhattisgarh East Railway Corridor - Phase I in the State of Chhattisgarh (Total 104.157
km). Phase I of the project is being implemented for Build, Own, Operate, and Transfer
(BOOT) model for PPP projects. Detailed Project rd Report (DPR) has been approved on 3rd
May 2016 by Zonal Railways viz. South Eastern Central Railway with inflated mileage
proposed by the Ministry of Railways.
Financial closure is in progress and likely to be completed by 30th
September 2017. The
project progress is infringing due to stay by National Green Tribunal (NGT) payment of
compensation on account of Rehabilitation and Resettlement to land holders. So far only 67%
disbursement has been completed by State Revenue officials and balance as committed by
State Government would be completed by August 2017.
FINANCIALS OF CERL:
The authorized share capital of CERL is Rs. 400 crore and its subscribed and paid-up share
capital.
MAHANADI COAL RAILWAY LIMITED (MCRL)
A joint venture company called ‘Mahanadi l is Rs. 306 crores (Ircon’s share being Rs.
139.06 crore) as on 31st
March 2017. CERL is yet to start commercial operations.
Coal Railway Limited’ (MCRL) was incorporated on 31st
August 2015, with equity
participation by Mahanadi Coalfields Limited, Ircon, and Odisha Industrial Infrastructure
Development Corporation (nominee of Govt. of Odisha) in the ratio of 64:26:10 respectively,
with the main object to build, construct, operate, and maintain identified rail corridor projects
that are critical for evacuation of coal from mines in the State of Odisha. MCRL has signed
project execution agreement with Ircon on 19th
April 2016. Angul-Balram-Jharpada new rail
corridor has been identified by the Company for implementation. Feasibility Report has been
submitted to East Coast Railway (ECoR) on 8th
August 2016 and DPR has been submitted to

34 | P a g e
ECoR on 18th
July 2017 and forwarded to Railway Board on 20th
July 2017 for approval.
Land acquisition process is in progress.
FINANCIALS OF MCRL:
The authorized, subscribed, and paid-up share capital of MCRL is Rs. 5 lakhs as on
31st
March 2017.
JHARKHAND CENTRAL RAILWAY LIMITED (JCRL)
A joint venture company called ‘Jharkhand Central Railway Limited’ (JCRL) was
incorporated on 31st
August 2015, with equity participation by Central Coalfields Limited,
Ircon, and Govt. of Jharkhand in the ratio of 64:26:10 respectively, with the main object to
build, construct, operate, and maintain identified rail corridor projects that are critical for
evacuation of coal from mines, in the State of Jharkhand.
JCRL had signed project execution agreement with Ircon on 28th
March 2016. Railway Board
on 6th
April 2016 has granted in-principle approval for project transferring Broad Gauge
Single Railway Line connecting Shivpur to Kathautia from km 41.5 to km 90.7 in the State of
Jharkhand, having a total route length of 49.2 km and track length of 68.7 km to JCRL. The
construction of the project is expected to be started by March 2018 at an estimated cost of Rs.
1400 crore. Orders for acquisition of private and Government land acquisition have been
issued and environmental clearances are under process. Feasibility / initial viability
estimation and Detailed Project Report (DPR) are in the process of finalization.
FINANCIALS OF JCRL:
The authorized share capital of JCRL is Rs. 100 crore and its subscribed and paid-up share
capital is Rs. 50 crore as on 31st
March 2017.
HR SCENERIO
HR VISSION
To make human resource management a strategic business partner in achieving objectives of
the company by attracting& nurturing the professionals in the areas of core competence of
company and evolving a strategy with employee development as an important dimension.
HR MISSION
 To adopt and innovate the best in class HR practices and to create new benchmarks in
HR productivity.

35 | P a g e
 To develop and sustain an organizational culture of integrity, transparency,
innovativeness.
 Encouraging employees to involve voluntarily in corporate social responsibility
initiatives.
HR VALUES
 Mutual trust and respect in a culturally diverse workforce
 Adopting principles of integrity, transparency, fairness and objectively.
 Ensuring excellence and quality in performance.
 Building an environment of sharing and team work
 Being proactive, preventive, and innovative.
 Being responsible and accountable.
 Systematic improvements
 Complete digitalization communication from HRM.
 Online recruitment system
 E-grievance handling
 Online file transferring system
 E-suggestions scheme
SKILL DEVELOPMENT PROGRAMMES
The organization is gradually moving towards a competency-based framework for managing
human resources. The first stop in this direction is GROW project with the aim of building
competency map for the organization while also identifying the competency pool for all
employees at all levels. Training and developmental initiatives have been taken through
GROW project in IRCON.
The organization had taken a prolonged approach under GROW for employee development
with three levels namely, organizational level, manager level, & individual level.
Competency based training is also being designed to align the skills of organization human
resources with that of company present and future needs. The aim is to offer training to
employees that help in their present work while also grooming them for future. Under
GROW project, two 9 day long behavioral and leadership skills. These were based on areas
defied during the development center exercise.
Further, at project level behavioral and leadership training at project locations and at
corporate office were conducted. A total of 163 employees were achieved across 5 locations

36 | P a g e
of IRCON. Under this program, competency mapping of behavioral, leadership and technical
skills has been carries on. Individual development plans haven framed. Thus, accordingly
customized training programs were conducted. Various presentations haven held at IRCON,
CO related to leadership and management skills. Various assessment exercised such as
simulation, case studies, leadership discussion etc. has been carried out in IRCON. The
essence of this program is self-development of the individual and their skills.
EMPLOYEE DEVELOPMENT PLAN
To retain the leadership position in Transportation Infrastructure Sector and maintain growth
trajectory, enhancement of core competencies of employees on a continual basis at all levels
in the organization is the most critical success factor.
Ircon has envisioned an ambitious growth plan for the next few years, which requires each
employee of the company to realize his/her potential. With this objective, Ircon has initiated
the Project named “GROW-Get Ready to Outperform & Win” for the talent development in
the organization. Leadership/ Behavioral and Technical competency framework across the
organization for all departments/ projects have been framed. Development centre which
involved creating Individual Development Plans (IDP) for all participants from the
Development Centre have been conducted.
To take the Development journey further, specific trainings based on the competency
requirement of the employee have been planned.
It is a well known fact that The need for development, varies from level to level. At the top
level the strategic vision, ability to scan environment and clear understanding of evolving
technologies is essential. While the developmental needs at middle and lower management
levels and at other functionaries may be more skill and knowledge based.
National Training Policy of 2012 of Govt. of India has recommended 2.5% of salary budget
for training

37 | P a g e
During last 4 years in Ircon training expenditure and percentage
of training expenditure of staff cost is as below:
FINANCIAL
YEAR
TRAINING
EXPANDITURE
IN CRORES
STAFF
COST IN
CRORES
% OF
TRAINING
EXPANDITURE
2012-2013 0.60 197.61 0.30
2013-2014 0.49 221.07 0.22
2014-2015 0.60 188.36 0.32
2015-2016 0.53 173.76* 0.31
Table : 3
Similarly, the Industry bench-mark based on per employee training days per year is 4-6 days
of training per year per employee. The National Training Policy, 2012 has also recommend 3
days of training per employee per year. In view of this, it is proposed that the development
plan should aim at an average 3 days of training per employee per year starting from the year
201617.
Keeping the best industry practices in this area of knowledge management, following
developmental plan is proposed:-
1. PEER LEARNING AT TOP LEVEL:
Learning at Board level is required to:
 To focus on strategic vision and understanding of ‘best practices’ in corporate
governance areas, to keep the organization on a growth trajectory. Also to understand
the intricacies of International business scenario with special focus on construction
and infrastructure sector t develop new International business opportunities.
 Peer learning from the Board members and CEO of world class organizations.
Keeping the above objectives in view, It is proposed that for 3-5 days executive education
programs which is specially meant for the top management (Board members and CEOs),may
be kept at one of the best institutes of the India, like ISB, IIM Ahmadabad, IIM Bangalore,
IIM Calcutta. The DPE HBR Mumbai etc.

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In addition, Individual Board of Directors may be nominated for similar programs during
2016-17.
2. SENIOR MANAGEMENT (ED&GM)
The objectives for executive education for senior management would be the following:-
 Enhancing strategic vision.
 Developing leadership skills for highly competitive international business scenario.
 Preparing for Board level roles as a part of succession planning.
 Sharpening core competencies required for infrastructure industry and Project
Management skills.
To fulfill above objectives, a specially designed, 3-5 days program for senior management of
IRCON is proposed to be evolved at one of the best management institute of the India like
ISB Hyderabad; HBS (India Centre), Mumbai etc.
In addition to the above mentioned 3-5 days special program, identified EDs/GMs would also
be nominated for 2-3 days program relevant to their present role in one of the
management/technical institute of repute in India or abroad
3. MIDDLE MANAGEMENT (AGM, JGM & DGM)
Middle Management needs to be groomed so as to make them capable of handling future
leadership roles. AGM, JGM and DGM are to be developed to cater to the needs of
succession planning at GM level, which is very critical at this stage because out of 41 EDs &
GMs 21 are on deputation basis. Ircon needs to develop its own cadre at middle and senior
management level
with the organization specific competencies so that the competencies of these officers are in
alignment to its long term objectives. As is seen from the Need Analysis data wherein
employees have themselves filled in the training need requirement and which is endorsed by
their immediate superior, and further ratified by concerned coordinator ED/ GMs in
Corporate office, most of the officers at this level need training in “Project Management”
and “Management Development Program” others include behavioural competencies and
Leadership Development etc.
Officers would be imparted 3-4 days training program on Functional, behavioural and
Leadership competency areas. They would also be given Management Development Program

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and Coaching and mentoring skills for leaders. Some of the functional trainings would be
done inhouse however specialized trainings would be conducted at specialized Institutes. For
Behavioural and Leadership training various Management Institutes would be shortlisted
4. EXECUTIVES (MANAGER, DM, AM, AE/AO)
As far as executives are concerned more technical/functional trainings are required.
Behavioral skills like communication, process focus etc. are also required. As is seen from
the Training need analysis data most of the employees have identified the training in
Procurement/ contract management, Bridges and structures, Project Management, Quality
Management, Concrete technology etc.
Other Behavioural areas include communication, negotiation, quality etc.
Executive would be imparted 2-4 days training program on Functional areas as well as
behavioural competencies like result driven communication, Negotiation, Individual
productivity etc. Managers would be given Training on Management development Program
also.
5. NON-EXECUTIVE
SE/JEs/Technicians/Fitters/Operators etc. need to be provided technical, functional and
supervisory training as to make them technically sound as well as make them learn time and
cost efficient base in effective execution of the project.
The non-executive non technical staff needs to be developed in terms of their capabilities and
efficiency in day to day working. As per need analysis data required areas for training are
Process Focus, Communication, Working in collaboration etc

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PROJECTS-
MAJOR PROJECTS COMPLETED- ABROAD
SR.NO NAME OF PROJECT COMPLETION COST(US$
mn)
1 Construction of a high-speed railway line (250
kmph) on MUSSAYEB-KERBALA-SAMAVA
SECTION in Iraq
1984 350
2 Rehabilitation of 327 km track (mtr. gauge) from
paloh to singapore & from slim river to seremban
main lime
1984 67
3 signalling project on sharud-mashad section of
larnian state railways
1986 25
4 Construction of a new railway line at benisef,
involving 70m tall viaducts etc. on turnkey basis
1986 87
5 Construction of new railway line at AL Muthanna in
Iraq on turnkey basis
1987 135
6 Rahabilitaion of railway track on sena line (652 km) 1990 39
7 Double tracking of KL port klarg railway line (105
km)
1994 60
8 Double tracking of Rawang-serenbun railway line
(126 km)
1999 57
9 Desing and construction of pelabuhan tanjurg
pelepas (31.5 km) rail link
2002 129
10 Jammu bridge rail link- II (Rehabilitaion of 245 km
dual gauge lime)
2003 60
11 Rehabilitation of Dhaka sylhet road project from
auskandi to sylhet rail over bridge-Funded by ADB
2005 19
12 Signalling project, (DCDR), ministry of road &
transport, Islamic republic of iran
2006 35
13 Construction of Dera-Mechara road up-grading
contract-1 (dera manga)
2010 24
14 Up gradation of Colombo- Matara Coastal Railway
line
2012 67

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15 Design, construction, Testing and commissioning
and maintrnance of the double track project between
seremban and gemas
2013 1040
16 Restoration of Medawachchiya- madhu road and
omantal – Mankulam railway l207 kmine
2013 259
17 Reconstruction of madhu raod talai mannar railway
line
2016 150
18 Reconstruction of pallai to kankesanthurai railway
line
2016 149
19 Construction of 2nd
Bhairab railway bridge with
approach rail lines (lot-A) Bangladesh (JV IRCON
55%- AFCONS 45%)
2017 37
20 Design, supply, installation, testing and commisiiong
of computer based interlocking colour light
signalling system on turnkey basis at 11 stations
between ishurdi- dausana section of Bangladesh
2017 10
Table : 4
MAJOR PROJECT COMPLETED – DOMESTIC
MAJOR PROJECT COMPLETED – DOMESTIC
SR.NO NAME OF PROJECT COMPLETION COST (RS.
IN CRORE)
1 Strengthering & widening to 4- lane of NH – 2
between delhi-Mathura from KM 37.30 to km
148.33 in the state of Haryana and uttar
Pradesh
1998 163
2 Construction of station building with shopping
archades and commercial complexes at vashi,
Belapur, Juinagar and Nerul.
1998 317
3 Improvement & strengheining of varanashi-
shaktinagar road (including major Bridge)
1999 176
4 Construction of expressway (including bridge) 2004 202

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between Noida & greater Noida
5 Design and construction of metro carrier
(6545m) bet. ISBT (excluded) & central
secretraite MC – 1 B –DMRC
2005 151
6 Four laning of Khaga- Allahabad of road
project for NHAI
2006 189
7 Desing, supply, installation testing and
commissioning of Power supply, Power
Distribution, Traction power and SCADA
system SYS – 2 DMRC
2006 122
8 Supply installation testing and commissioning
of track woek of DMRC line – 3 corridor
(barahkhambha road Connaught Place -
dwarka), Najafgarh depot and workshop –
contract 3 T- 01.
2006 107
9 Kashmir valley new BG rail link qazigund –
baramulla railway project
2009 2058
10 Gauge conversion work of NW railway :
Rewari to Ajmer
2010 154
11 Expansion of RCF, Kapurthala 2010 90
12 Four laning of Pimpalgaon - dhule section of
Bot basis, national Highway project
2010 346
13 Gauge conversion from rewari to ajmer in
rajasthan
2010 155
14 Provision of 3rd
line of Aligarh – Ghaziabad
section of NCR in the state of uttar Pradesh
2012 132
15 Contract BE-8; sub stations for delhi MRTS
project, phase II
2012 155
16 4- laning of siliguri islampur section of NH-31
in west Bengal (19km)
2012 166
17 Aligarh Ghaziabad 3rd
line with electrification 2012 132
18 Design, supply, erection, testing &
commissioning of 25 kv (Lucknow), single
Phase, 50Hz, electrification works for
2013 266

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mugalsarai sultanpur utaratia section
19 Lucknow Mughalsarai electrification 2013 266
20 Rail cum road bridge across river ganges at
Patna, Bihar
2016 1570
21 Contract KT-4 & KT-5R1: design, supply,
installation, testing and commissioning of
Ballastless track of standard gauge in elevated
section of aluva to petta corridor of Kochi
metro rail limited.
2017 102
Table : 5
MAJOR ONGOING PROJECT - DOMESTIC
MAJOR ONGOING PROJECT - DOMESTIC
SR.NO NAME OF PROJECT DATE OF
AWARD
COST (IN
CRORE)
1 Katra qazigund section including Dharam- qazigudnd
section, km 33.09 to 39.00 & km 61.00 to 91.00
05.jan.04 16743
2 Setting up of New rail coach factory at raebareli 16-jul-10 2973
3 Construction of ROBs (20 nos.) in rajasthan 02-apr-11 618
4 Sivok- rangpo New rail line project 07-may-10 4085
5 Construction of rail link between jogbani (Bihar)
india to Biratnagar (Nepal)
28-jan-11 354
6 Construction of rail link between jaynagar bijalpur
(GC) with extension to Baridas on india Nepal
border.
03-oct-11 446
7 Construction of ROBs in state of Bihar 22-jul-04 688
8 Construction of ROBs in state of Bihar (New ROBs) 26-aug-10 629
9 Construction of corridor – 1 of east corridor between
kharsia to Dharmjaygarh in the state of chattisgarh.
18-jan-14 1424
10 Hajipur – Bachrawa Doubling project (ECR) 30-may-16 678

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11 Kiul – Gaya doubling project (ECR) 24-jun-16 1200
12 Katni – singrauli Doubling project (WCR) 24-jun-16 1763
13 Pampur dumra – Tal – rajendrapul Doubling
including ganga bridge (ECR)
24-jun-16 1491
14 Akhura - Agartala rail link 22-jul-16 574
15 Design and construction of civil, building and track
works for doubleline on design build lump sum price
basis for vaitarna – Vadodara section of wesrern
dedicated freight corridor. Contract package CTP- 12
vaitarna – sachin section.
22-may-15 2116
16 Civil building & track woeks of western dedicated
freight corridor. Contract package CTP – 11 JNPT –
vaitarna section
10-oct-16 1716
17 Widening & strengthening of Bikaner-Phalodi
section to four lane from km. 4.200 to km. 55.250 .
12-jan-15 646
18 Four lanining of shivputt to guna from km 236.00 to
km. 332.110 (Package-I) on BOT (Toll) basis,
Madhya Pradesh.
02-sep-15 704
19 Six-laning of Davangere- Haveri from (km. 260+000)
tp (km. 338+923) of NH-48 to be executrd on hybrid
annuity mode, karnatka.
29-mar-17 1095

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INTRODUCTION
Effective training is considered as an important factor in determining the efficiency of an
organization which depends upon the capability of its employees. For training evaluation to
be truly effective, the training and development itself must be appropriate for the person and
the situation. Even though evaluation is listed at the last phase, evaluation actually happens
during all the phases. It is used during the training process to evaluate the training process
itself. Evaluation is not just for the trainer or organization it is absolutely important for the
learner too. The purpose of this paper is to provide information to evaluate and improve the
effectiveness of training. One new model was found namely Back planning model. Which is
same as Kirkpatrick’s model but the process occurs in the reverse order and continues in a
cyclic process.
The purpose of this paper is to provide information to evaluate and improve the effectiveness
of training. One new model was found namely Back planning model. Which is same as
Kirkpatrick’s model but the process occurs in the reverse order and continues in a cyclic
process.
The main purpose of evaluating a training program is to gain knowledge about whether it has
achieved or failed its objectives. Analysing the training event by using appropriate evaluation
tools can improve the outcome of future trainings to a considerable extend. Even if the
evaluation process of training is essential, it must always be incorporated within the available
framework of time and cost. Defining the appropriate questions is the key starting point of
every evaluation
Training is essential because technology is developing at a fast rate. The objective of the
organizational policies process and programmes for the delivery of training is to achieve its
HRD strategies by ensuring the availability of skilled and competent employees to meet its
present and future requirements. Training & Development is essential to remove performance
deficiencies.

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TRAINING
Training can be stated as the methods which are imparted to the employee in fulfilling the
organizational goals. Organizations involving in the evaluation of training effectiveness are
not only responsible for what the employees learn but they need to see that the knowledge
which the employee gained is being applicable in their work performance.so, Training and its
regular evaluation would definitely make an organization to stand in the lime light in
achieving the objectives. Organizations invest huge amounts for their employee training ex:
Infosys and many other MNC’s.
Training is an organized activity for increasing the technical skills of the employees to enable
them to do particular jobs efficiently. In other words, training provides the workers with
facility to gain technical knowledge and to learn new skills to do specific jobs. Training is
equally important for the existing as well as the new employees. It enables the new
employees to get acquainted with their jobs and also increase the job-related knowledge and
skills
OBJECTIVES OF TRAINING
 To provide job related knowledge to the workers.
 To impart skills among the workers systematically so that they may learn
quickly.
 To bring about change in the attitudes of the workers towards fellow workers,
supervisor and the organization.
 To improve the productivity of the workers and the organization.
 To reduce the number of accidents by providing safety training to the workers,
 (vi) To make the workers handle materials, machines and equipment
efficiently and thus to check wastage of time and resources.
 (vii) To prepare workers for promotion to higher jobs by imparting them
advanced skills

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TRAINING PROCESS IN IRCON
PERFORMANCE OF EMPLOYEES:
At the initial stage, target was set by the heads of the project/department for a time period of
1 year.
ANNUAL PERFORMANCE REPORT:
Over the year employee’s performance get recoded by the heads in Annual Performance
Report (APR) and checked by them whether the employees achieve the target or not and a
rating sheet was made. In APR heads also mention the training areas where training is
required.
EMPLOYEE’S REQUIREMENT FOR TRAINING:
A list of training areas made by HR department gets circulated to the employees to know in
which areas employees want training for themselves.
TRAINING CALENDAR:
After finalizing the training areas by HR department, training calendar was made and send to
chairman and managing director (CMD) for approval.
TRAINING SCHEDULE:
When training calendar gets approved then training schedule was made which includes the
list of trainers, trainees, venue, man-day’s and budget.
NOMINATION OF TRAINEES:
The list of trainees then again sends to CMD for the nomination of trainees for training.

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IMPORTANCE OF TRAINING
HELP IN ADDRESSING
EMPLOYEE WEAKNESSES
IMPROVEMENT IN
WORKERS PERFORMANCE
ENSURING WORKER
SATISFACTION
INCREASED PRODUCTIVITY
REDUCED COST
REDUCTION IN
SUPERVISION

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ADVANTAGES OF TRAINING
 Staff become more competent at their job
 Staff become more flexible
 Staff motivation increases
 Increased productivity
 Changes become easier to introduce
 Reduced cost
DISADVANTAGES OF TRAINING
 Training is a costly affair and expensive process.
 Training may result dislocation of work and loss of output because regular office
work is likely to be interrupted or delayed because of the time spent in training.
 Sometimes, it is difficult to obtain good training instructors and leaders
 Self-reliance and capacity for new ideas might be stiffed.
5 BEHAVIOURAL TRAINING IN IRCON
INTERNATIONAL LIMITED, NEW DELHI.
The procedures for imparting training based on organizational needs to employees in Ircon are
as follows:
ORGANISATIONAL TRAINING NEEDS:-
Training needs based on organizational needs will be identified by the manager using training
needs identification form. The base for such training is organizational requirements, change in
system, procedure.
PLANNING AND ORGANISING TRAINING PROGRAMMES:-
The HRD will make plan for training programmed based on needs of the firm. This may
include training related to product image, process change, fire and safety, environmental
change, etc.

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SPECIFIC TRAINING NEEDS THROUGH RESPECTIVE
DEPARTMENTAL HEADS:-
Based on Training plan, training programs will be organized in-house or outside Faculty.
Participant may also be sent for outside training programs for Specific training needs through
respective departmental head. For the Purpose of organizing in-house training program, the
department can maintain a list of faculties available in the company. This list will serve as a
Guideline documents. Records of training programs conducted will be maintained.
EVALUATION OF TRAINING PROGRAMMES:-
The HRD will monitor progress on training needs collected with respect to plan. The
evaluation will be done and record will be maintained for each employee to whom training has
been imparted.
MEASURE OF EFFECTIVENESS:-
The measure of effectiveness of training programs is done in following ways: Overall
improvement of individual. Fulfillment of firm’s goals. Knowledge Enrichment. Enhancement
in Employee Satisfaction Index. Feedback obtained from the employees.
IMPORTANCE OF TRAINING EVALUATION
Help in addressing employee weaknesses
Improvement in workers performance
Ensuring worker satisfaction
Increased productivity
Reduced cost
Reduction in supervision

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KEY ELEMENTS OF TRAINING PROGRAM EFFECTIVENESS
TRAINING ENVIRONMENT
The knowledge and skills of the trainee would also contribute in identifying whether the
training process is effective or not. It also depends upon the organization to what extent it
supports its employee in the training process. If the company refers to training as basic this
won’t yield much results. On the other hand if it refers training as advanced it would make
trainees get motivated resulting in good performance
TRAINING ENVIRONMENT
TRAINING DESIGN AND DEVELOPMENT
TRAINING DELIVERY
TRAINING IMPLIMENTATION
TRAINING EVALUATION

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TRAINING DESIGN AND DEVELOPMENT
In this stage, the organization should identify the skills and knowledge of the trainee. For this
it requires properly designed and developed training. Even though properly designed and
developed, the training would go waste for those people who already have knowledge on that
job resulting in waste of time.
TRAINING DELIVERY
This involves some set of activities and methods to evaluate training delivery effectiveness.
TRAINING IMPLIMENTATION
This is in fact a critical step in getting the resources allocated by the management in an
effective manner. It addresses some activities and methods which ensures that training to be
developed for better performance of the employee.
TRAINING EVALUATION
This helps in assessing to what extent the training and development efforts contribute to
improved performance and results (it evaluates the employee basing on his
performance).Evaluation is the fundamental aspect of good program management at all
levels. In the process of evaluation we first need to monitor the things. So both monitoring
and evaluation come together

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TRAINING EVALUATION
Training program evaluation is a continual and systematic process of assessing the value or
potential value of a training program. Results of the evaluation are used to guide decision-
making around various components of the training (e.g. instructional design, delivery, results)
and its overall continuation, modification, or elimination.
Since organisations spend a large amount of money, it is therefore important for them to
understand the usefulness of the same. For example, if a certain technical training was
conducted, the organisation would be interested in knowing whether the new skills are being
put to use at the workplace or in other words whether the effectiveness of the worker is
enhanced. Similarly in case of behavioural training, the same would be evaluated on whether
there is change in the behaviour, attitude and learning ability of the participants.
NEED OF TRAINING EVALUTION
 To assess the effectiveness of program.
 Company need heavy investment in training development.
 They want to know whether it has product desired outcome or not.
 They are assessed for purpose of improvement.
 For effectiveness – formulative evaluation is conducted(evaluation during design and
development phase).
 For outcome – summative evaluation is conducted(evaluation is done once program is
over).
 Program is evaluated to assess strength and weaknesses.
 To assess whether contents, organization and administration of program contributing
activities.

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TYPES OF TRAINING EVALUATION
 FORMATIVE EVALUATION: Formative evaluation occurs while a training
program is forming or occurring. For example: a formative evaluation could be a pilot
test, a structured walk-through, a preview or collecting continuous feedback from
participants in a training program in order to modify it as needed.
How To Conduct Formative Evaluation?
Here are several steps to conducting formative evaluation:
a) Review the training materials with one or two trainees.
b) Hold group discussions with the trainees to gain feedback.
c) Use the materials in a situation similar to that of an actual training program to see how
the materials work.
d) Assess the materials with managers and supervisors who oversee trainees
participating in training program.
e) Observe trainee behavior.
f) Give short tests to trainees.
 SUMMATIVE EVALUATION: Summative evaluation takes place after the
training program has occurred. Most articles about training evaluations, and Kirkpatrick´s
famous types of evaluation are summative. For example: summative evaluation could be
evaluating the attitudes and information learned after the training program has been
conducted, or determining how the information provided is used back on the job.
HOW TO CONDUCT SUMMATIVE EVALUATION?
There are several methods to conducting summative evaluation:
a) Ask trainees for their opinions about the training program after it has been delivered.
b) Test trainees to learn how well they grasped the information.
c) Ask participants to demonstrate how they would use the information learned in
training.
d) Conduct surveys or interviews with each participant to gain better understanding of
what they learned.
e) Measure changes in production and quality of work that has been accomplished after
the training program.

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BENEFITS
 LACK OF APPLICATION OF SKILLS BY LEARNERS
You had analyzed the performance gaps in your employees and devised a suitable training
program. At the end of the training program, your participants said that the training program
was quite useful and they had learnt many useful skills. You are happy about that. But at the
end of your annual auditing, you are horrified to find no progress in the performance in spite
of the training. And your employees have not used the skills you intend them to after the
training. This is quite possible. You can avert it by putting in place a proper evaluation
mechanism.
 INABILITY TO MEASURE ROI
Financial assessment of a training program is crucial in that it provides useful insights into
the Returns on Investment (ROI). This assessment depends on evaluating how well the
employees implemented the skills they have learnt in the training program.
 INABILITY TO MAKE YOUR FUTURE TRAINING PROGRAMS
CONTEXTUAL
In today’s dynamic marketplace, the need for consistent skill up gradation never loses its
importance. You need to continuously adapt it to suit your current needs. This is possible
when you know how effective your previous training program was. There are methods like
Kirkpatrick’s Training Evaluation Model, Bloom’s Taxonomy of Learning Domains and
Keller’s ARCS Model. When you have complex and critical training programs, you need to
choose elaborate tools and have a wider approach to evaluate each program at various stages.
Only then can the evaluation become effective and accurate.
PROCESS OF TRAINING EVALUATION
 WHAT IS THE PURPOSE OF EVALUATION?
There are mainly two purposes of doing evaluation. They are justification evaluation and
determination evaluation.
Justification evaluations are undertaken as reactions to mandates. Other purposes that will
make evaluation efforts more fruitful. These purposes include training needs assessment,
programme improvements and impact evaluation.

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 WHAT WILL BE MEASURED?
The focus of the evaluation will be on training and delivery, programme content, materials,
impact of training on individuals through learning, behaviour or performance change.
Learning can be measured through pre-test and post-test. Evaluate the effects of training after
the trainee returns to the work place using changes in between or the work results as
indicators.
 HOW COMPREHENSIVE WILL THE EVALUATION BE?
The scope or the duration and comprehensiveness of the evaluation is influenced by available
support, communication and evaluation purpose.
 WHO HAS THE AUTHORITY AND RESPONSIBILITY?
Who has the authority and responsibility at different stages of evaluation will be determined
by the factors like personnel, credibility of internal staff, communication, objectivity of
internal staff to do an evaluation regardless of results.
 WHAT ARE THE SOURCES OF DATA?
The most common sources of evaluation data are reactions, opinions and/ or test results of the
participants, managers, supervisors, production records, quality control, financial records,
personnel records, safety records, etc.
 HOW WILL THE DATA BE COLLECTED AND COMPILED?
Data can be collected before training for needs analysis or pre-testing purpose, during
training programme to make improvements along the way and after training for evaluation.
Next step is selection of treatment or control groups and determination of nature of samples.
Data can be complied either manually or by computers.
 HOW WILL THE DATA BE ANALYSED AND REPORTED?
First reporting issue is concerned with audiences like participants or trainees, training staff,
managers, customers etc. Second and third issues are concerned with analysis and results and
accuracy, policies and format respectively.
These decision points are intended to increase awareness of and interest in u. evaluation of
training, to improve planning skills and to encourage more systematic- evaluation of training.

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2 – LITRATURE SURVEY
Levels of monitoring and evaluation include
INPUT - (resources, supplies, staff)
PROCESS - (activities)
OUTPUT - (services knowledge)
OUTCOME – (risk behavior, handling the situations)
INPUT
PROCESS
OUTPUT
OUTCOME

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PURPOSE OF TRAINING EVALUATION
 FEEDBACK
 RESEARCH
 CONTROL PROGRAM
 POWER GAMES
 INTERVENTION
FEEDBACK
It helps in giving feedback to the trainees by defining the objectives and linking it to their learning
outcomes and performance.
RESEARCH
It helps in finding out the relationship between acquired knowledge, transfer of knowledge at the
work place, and training.
CONTROL PROGRAM
It helps in controlling the training program because if the training is not effective then it can be dealt
with accordingly with some advancement.
PROCESS OF TRAINING EVALUATION
AFTER TRAINING
DURING TRAINING
BEFORE TRAINING

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BEFORE TRAINING
The learner's (trainees) skills and knowledge are assessed before the training program itself. In
the initial stage of training, candidates generally consider it as a waste of resources because
most of the times they are unaware of the objectives and learning outcomes of the program.
Once aware, they are asked to give their opinions on the methods used and whether those
methods are preferred and applicable of their learning style.
DURING TRAINING
It is the phase at which instruction is started. This phase usually consist of short tests at regular
intervals and monitoring their daily performances.
AFTER TRAINING
It is the phase when learner’s skills and knowledge are assessed again to measure the
effectiveness of the training. This phase is designed to determine whether training has had the
desired effect at individual department and organizational levels. There are various evaluation
techniques for this phase
TYPES OF TRAINING EVALUTAION
TRAINING
EVALUATION
FORMATIVE
EVALUATION
SUMMATIVE
EVALUATION

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FORMATIVE EVALUATION –
Formative evaluation occurs while a training program is forming or occurring. For example: a
formative evaluation could be a pilot test, a structured walk-through, a preview or collecting
continuous feedback from participants in a training program in order to modify it as needed.
HOW TO CONDUCT A FORMATIVE EVALUTION
 Review the training materials with one or two trainees.
 Hold group discussions with the trainees to gain feedback.
 Use the materials in a situation similar to that of an actual training program to see how
the materials work.
 Assess the materials with managers and supervisors who oversee trainees
participating in training program.
SUMMATIVE EVALUTION-
Summative evaluation takes place after the training program has occurred. Most articles
about training evaluations and Kirkpatrick´s famous types of evaluation are summative. For
example: summative evaluation could be evaluating the attitudes and information learned
after the training program has been conducted, or determining how the information provided
is used back on the job.
HOW TO CONDUCT A SUMMATIVE EVALUATION
 Ask trainees for their opinions about the training program after it has been delivered.
 Test trainees to learn how well they grasped the information.
 Ask participants to demonstrate how they would use the information learned in
training.
 Conduct surveys or interviews with each participant to gain better understanding of what
they learned

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TECHNIQUES OF EVALUATION
OBSERVATION:
The work behavior of the trainees is observed before, during and after the training. The
trained observer observes and records the behavior of the trainees. The evaluation would be
regarding communication and speaking, presentation skills, time management and
productivity, customer service, negotiation, creativity and critical thinking etc.
QUESTIONNAIRE:
It consists of some questions in the form of multiple choices or rating scales which would be
given to both the trainer and learner. In some cases this would also be given to the
supervisors in order to evaluate the effectiveness of training regarding the learner.
INTERVIEW:
Interviews can be either structured or unstructured. Structured interviews consist of
predetermined questions where as unstructured questions starts with basic questions and
would go on depending on the interviewer in response of the learner. Though it is time
consuming it gives the exact mind map of what the learner thinks. at times interviews can
also be done in groups of 5-12 in order to obtain qualitative information.
OBSERVATI
ON
INTERVIEW
QUESTION
NAIRE

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ON TEMPORARY TRAINING AND DEVELOPMENT TECHNIQUES
As there is always a scope for continuous development, several training methods have proven
highly effective and are widely accepted in improving the Technical Skills and
communication skills of the employee. These training methods include on-the-job training,
role playing, self- instruction, team building games and simulations, computer-based training,
mentoring, and job rotation. Any further development to these methods would yield good
results.
ON THE JOB TRAINING-
This is one of the most common and least expensive training and development techniques
which is followed by most of the organizations. On job training is the process of learning
skills while working where the employees obtain the knowledge and skills for the completion
of their tasks through a systematic training program. Research indicates that employees gain
approximately 80 percent of their work-related knowledge and skills on the job itself.
Structured OJT involves having an experienced employee train a new employee at the work
site and having the new employee receive feedback, advice, and suggestions from coworkers
and trainers. Implementing a structured OJT program involves five basic steps:
 Analyzing the tasks and skills to be learned
 Selecting, training and supervising trainers
 Preparing training materials.
 Conducting an OJT program; and
 Evaluating the program and making any necessary improvements or modification.
ROLE PLAYING
In role playing, trainees are put into various roles and play out that role within a group in
order to learn and practice ways of handling different situations. A trainer creates a scenario
that is to be acted out by the trainees and is guided accordingly by the trainer. Here the
trainees receive immediate feedback from the trainer and this helps them allowing better
understanding of their own behavior.

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SELF INSTRUCTION
Self-instruction refers to an instructional method that emphasizes on individual learning. In
self-instruction programs, the employees take the responsibility for their own learning. This
helps the trainees to have a Great countertopics, the sequence of learning, and the pace of
learning. Forms of self-instruction include programmed learning, individualized instruction,
personalized systems of instruction, learner-controlled instruction, and correspondence study
TEAM BUILDING
Team building is the creation and maintenance of effective work groups with possesses
similar goals and objectives. Team building is a formal process of building work teams with
objectives and goals, facilitated by a third-party consultant. Every individual working in
teams share the work equally. Team building provides a structured, guided process whose
benefits include a greater ability to manage complex projects and processes, flexibility to
respond to changing situations, and greater motivation among team members
SIMULATIONS
Games and simulations are structured competitions and operational models used as training
situations to reflect the real-life scenarios. The benefits include improvement of problem-
solving and decision-making skills, a greater understanding of the organization the ability to
study actual problems, and the power to capture the trainee’s interest.
COMPUTER BASED TRAINING
In computer-based training (CBT), computers and computer-based instructional materials act
as the primary medium of instruction. Computer-based training programs are designed to
facilitate the learning process for the student. Primary uses of CBT include instruction in
computer hardware, software, and operational equipment. The last is of particular importance
because CBT can provide the student with a simulated experience of operating a particular
piece of equipment or machinery while eliminating the risk of damage to costly equipment by
a trainee. The use of computer-based training enables a training organization to reduce
training costs, while improving the effectiveness of the training.

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MENTORING
Mentoring refers to programs in which companies select mentors also called advisers,
counselors, and role models—for trainees or let trainees choose their own. When trainees
have questions or need help, they turn to their mentors, who are experienced workers or
managers with strong communication skills. Mentors offer advice not only on how to perform
specific tasks, but also on how to succeed in the company, how the company's corporate
culture and politics work, and how to handle delicate or sensitive situations. Furthermore,
mentors provide feedback and suggestions to assist trainees in improving inadequate work
JOB ROTATION
Through job rotation, companies can create a flexible workforce capable of performing a
variety of tasks and working for multiple departments or teams if needed. Furthermore,
employees can cultivate a holistic understanding of a company through job rotation and can
learn and appreciate how each department operates. Job rotation duties encompass typical
work performed under the same conditions as the employees of the department’s experience.
Because of the value some companies place on job rotation, they establish permanent training
slots in major departments, ensuring ongoing exposure of employees to new tasks and
responsibilities.
PERFORMANCE APPRAISAL
Appraisal is the evaluation of worth, quality or merit. In the organizations context it is the
systematic evaluation of personnel by superiors or others familiar with their performance.
The role of performance appraisals is not limited only to make decisions about salary increase
but it helps to arrive at many decisions which include: salary increase, Promotion, Training
and Development, Feedback, Pressure on Employees.

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CONCEPTUAL FRAMEWORK FOR
TRAINING EVALUATION
The Kirkpatrick model:
In the 1960’s Donald Kirkpatrick wrote a series of articles on evaluation where he identified
four stages (or levels of evaluation). Despite its age, Kirkpatrick’s model continues to be used
in contemporary research (Schmidt et al, 2009 and Elliott et al, 2009). Kirkpatrick (1977:9)
divided the evaluation process into four segments or stages as shown below in Figure 1.
Figure 1.
Stage 1-Reaction How do the participants feel about the program they
attended? To what extent are they ‘satisfied customers’?
Stage 2- Learning To what extent have the trainees learned the information
and skills? To what extent have their attitudes changed?
Stage 3- Behavior To what extent has their job behavior changed as a result
of attending the training program?
Stage 4- Results To what extent have results been affected by the training
program? (Results would include such factors as profits,
return-on-investment, sales, production quality, quantity,
schedules being met, costs, safety record, absenteeism,
turnover, grievances and morale).

Evaluation of training

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