Measurement of

Training
Effectiveness at
Telcon
By Harsha Ankola (MBA09001012)
Industry & Company
Overview
Overview about construction equipment industry and
Telcon.
Info on Telcon Service network, departments, etc.
Construction equipment
industry
Has only medium and large businesses.
The leaders in this industry have SBU’s or
Collaboration in India.
The customer are normally Road Contractors,
Mining Co’s, Govt. Institutions, Construction
Co’s.
The companies are highly computerized and
use advanced design software's and quality
management techniques.
About Telcon
Started as department of Telco and floated as
separate company in 1999.
Has 3 manufacturing plants at Kharagpur,
Jamshedpur and Dharwad.
Has collaboration with John Deere, Hitachi,
Serviplem, Lebrero, CESAN, Tadano and
Berco.
Leaders in excavators with 50% Market share
and over all share of 11%.
Vision & Mission
Vision
Global Top 25 in CE Industry by 2012.
Mission
To be most trusted partner for Full line of
Constructive Solutions.
While dominating Indian market try to get
global.
Hall mark will motivated employees, superior
technology and widespread customer
support working with environment and
society.
Ownership & Capital
Structure
60% of shares are held by Hitachi and rest 40%
by Tata Motors.
Initially HCM took 20%. Stakes in 2000, another
20% in 2005 for `203.55 Cr., another 20% in
2009 for $220 million.
Equity capital is `1,000 million.
Tata Motors took a debt of 70% of its tangible
net-worth in2008-09.
The Y-o-Y growth in 06-07 was 39%, 07-08 was
50% and dropped to -20% in 08-09 due to
recession.
Service
Network of
Telcon
With wide service


network Telcon poses a

strategic advantage over
other competitors.
Departments
Finance
Planning
SCM
Design
Production
Quality Assurance
Human Resource & Administration
Environment, Health & Safety
Marketing
SWOT Analysis
Strengths
 Telcon is leader in Hydraulic Excavators.
 Telcon has huge service network in India.
Weakness
 R & D is not on par with Hitachi.
Opportunities
 Growing domestic CE Industry.
 Globalization is helping expanding to foreign
markets.
Threats
 JCB has become leader in Backhoe loaders.
 Higher attrition rate in industry.
Measurement of
Training
Effectiveness
Kirkpatrick Model introduction. Evaluation


methodology at Telcon.
Kirkpatrick Model
Donald Kirkpatrick published this learning
evaluation model in 1959.
The 4 levels are
Reaction of the student: What he thought
about training.
Learning: The resulting increase in
knowledge.
Behavior: Extent of behavior improvement in
application of KSA’s.
Results: The effect on business and
environment due to training.
How needs are assed at
Telcon?
Training Process
Questionnaire
Questions
Over all I was satisfied with this program.
I had the knowledge and/or skills required to start this program
The facilities and equipment were favourable to learning.
I was able to take this program when I needed it.
I clearly understood the program objectives.
The program met all its stated objectives.
The way course was delivered (such as classroom, training equipment) was an effective way to for
me to learn the subject.

Study materials were useful during the programme.

I had enough time to learn the subject matter covered in the programme.
The program content was logically organized.
My knowledge and/or skills increased as a result of this programme.
My knowledge and skills gained through this program are directly applicable to my job.
Level 1 Results
Training Results
Conclusion
Consider an example of TPM. The training session has


aggregate score of 4.55 in Level 1. The pre-test

aggregate were 50% and post-test aggregate were
50%. The supervisors provided rating of 4.35 and
participants rated it as 4.75. The training resulted in 400
Kaizens resulting in cost cutting of `19.5 lacks. After
evaluating all the 4 levels of Kirkpatrick model, the
above shown training at Telcon, the training session can
be judged as is effective.