NHPC Training & HRD Policy

Sl. . No. Content Page No.

1.0 Philosophy 3
2.0 Objectives 3
3.0 Coverage 3
4.0 Definitions 3
5.0 Training target 4
6.0 Training Budget 4
7.0 Agencies of training 4
8.0 Training Need Analysis (TNA) 5
9.0 Training code directory 7
10.0 Training calendar 7
11.0 Nomination system 8
12.0 Nomination for training programmes 8
13.0 Pre-promotion training for SC/ST employees 10
14.0 Categorisation of prqgrammes 10
15.0 Limit on the number of programmes 10
16.0 Information regarding nomination 10
17.0 Non-attendance/absence from training programmes 11
18.0 Training Database 11
19.0 Training Evaluation 12
20.0 Pre-Training Evaluation 12
21.0 Programme Evaluation 12
22.0 Impact Assessment 12
23.0 Programme Evaluation Report 13
24.0 Honorarium for Faculty 13
25.0 Regulation of Entitlements 13
26.0 Template Courses 13
27.0 Sharing of Learning 13
28.0 General 13
 LIST OF ANNEXURES

GENERAL Page No.

ANNEXURE -1A PLANNED INTERVENTIONS 14

(Executives)

ANNEXURE – 1B PLANNED INTERVENTIONS 15

( Non-Executives)
ANNEXURE - IIA TRAINING NEEDS FORM 16 - 17
(Executives)
ANNEXURE – IIB
TRAINING NEEDS FORM 18
(Non-Executives)
ANNEXURE – III PROGRAMME FEED BACK FORM 19 - 20

ANNEXURE – IV IMPACT ASSESSMENT FORM 21- 23

ANNEXURE – V PROGRAMME EVALUATION REPORT 24 - 25

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 PHILOSOPHY:
The basic philosophy is to use training as an effective tool for
performance improvement of the individual, the team and the organization and in
transforming NHPC into a learning organization.

OBJECTIVES:

1 The objectives of the policy are to:

1.1 Make learning one of the fundamental values of the Corporation.
1.2. Ensure value addition through training to the overall business process
1.3 Institutionalize learning opportunities that supplement work experience
1.4 Integrate organizational and individual developmental needs
1.5 Enable employees to keep abreast with the latest knowledge and skills
and enable them to undertake current and future responsibilities in a
more effective manner.
1.6 Provide linkages between the different functionaries of training activity
1.7 Provide linkages of training activity with overall Human Resource
function.
1.8 Make performance improvement in every sphere of work

COVERAGE:

The Training policy shall cover all the regular employees of the Corporation.

DEFINITIONS:

1 Training: Training shall include a training programme, seminar, convention,

workshop, symposium or any other structured learning or developmental programme
based on organizational needs and/ or Training Need Analysis.

4.2 Training Year: Training Year shall mean a period of one year commencing from 1st
April till 31st March of the subsequent year.

3 In-house Training Programme: A training programme designed, developed and

conducted within the Corporation, exclusively for the regular employees of the
Corporation, with or without the assistance of external agency(ies).

4 External Training Programme: A training programme designed, developed and

conducted within India, by an outside agency, not exclusively for the employees of
the Corporation and to which one or more employees of the Corporation may be
nominated.

5 Planned Intervention: A grade/level/category-wise in-house training programme,

normally based on a template course design, and conducted to improve competency
base of employees as felt necessary by the organization.

The List of current Planned Interventions is given in Annexure I.

6 Need-based Programme: A training programme, designed, developed and conducted

on the basis of the developmental needs felt and identified for the employees
concerned in the Training Needs Form.

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7 Specified Intervention: An external training programme or an in-house training
programme other than a Planned Intervention or a Need-based Programme, conducted
to improve certain specified competencies, as felt necessary by the organization.

8 Classification of Training Needs (for Need-based Programmes):

1 Essential : Developmental needs which, if not met, may affect job

performance

2 Desirable : Developmental needs which are necessary for personal

development and growth.

3 Short-term : Developmental needs which need to be fulfilled for

immediate job performance.

4 Long-term : Developmental needs which need to be fulfilled for future

job performance, in the next two years or so.

TRAINING TARGET:

1 It shall be the endeavor of the Corporation to provide seven mandays

of need-based training in a training year to every employee.

2 Employees shall make full use of the Training System to support this endeavor to
create a learning organization.

TRAINING BUDGET:

Adequate funds, for training and development activities for meeting the stipulated
training required, should be allocated. A minimum of 2.5% salary budget may be
provided initially, gradually increasing it to a level of 5% depending on requirement.

AGENCIES OF TRAINING:

1 The agencies that shall deal with the training function in the Corporation shall include:

1.1 HRD, Centre for Excellence: HRD, Centre for Excellence shall be the nodal agency
for Training for the Corporation. It shall cater to the advanced training needs of all
executives from E-5 to E9 level of the Corporation. In case of employees of
Corporate Office, it shall cater to the training needs of both executives and non-
executives. It shall specialize in Management Development and advanced technical
areas including Information Technology and shall serve as Knowledge Dissemination
Centre for the Corporation as a whole.

1.2 Hydro Power Station/ Project Training Centers: Hydro Power Station/ Project
Training Centres shall cater to the training and development needs of the employees
up to E-4 level of the respective Power Station/ Project.

1.3 Regional HR Division: The Regional HR Division shall cater to the training and
development needs of the employees up to E4 level of the respective region. Wherever
it is not feasible for the Hydro Power Station/ Project/ Training Centres to organize a

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 specific programme, Regional HR Division would organize such a programme for the
employees in the entire region. It would also take an active and proactive part in
finalization of the training calendars of each unit within the region in consultation with
HRD, Centre for Excellence.

1.4 Departmental Training Coordinator: The Head of each Department/ Power Station/
Project shall nominate an executive who shall, besides his normal functional
assignment, co-ordinate the training and related matters for the employees of the
department. It shall be the responsibility of the Departmental Training Coordinator for
conducting Training Need Analysis and ensuring nomination of the employees of the
department concerned to training programmes so that the Training Target of 7
mandays of training for every employee in a training year, is achieved.

TRAINING NEED ANALYSIS (TNA):

1 The objectives of Training Need Analysis are to

1.1 systematically identify developmental needs of employees
1.2 integrate so-identified individual needs with organizational needs
1.3 enhance relevance and acceptance of training programmes

2 Employees would identify their training needs once in two years.

3 Each employee will identify his/ her training needs in a maximum of four areas in
consultation with his reporting officer. The training needs expressed should be related
to the employee's present responsibilities and his likely areas of future assignments.

4 Training Needs would be classified as Essential and Desirable along two time-frames
of short-term (for immediate job performance) and long-term (for future job
performance in the next two years or so ).

5 The identified needs would be prioritized in the following manner and would be
addressed accordingly:

5.1 Priority A Essential short-term

5.2 Priority B Desirable short-term
5.3 Priority C Essential long-term
5.4 Priority D Desirable long-term

6 Training needs identification in case of executives would be done by the executive

concerned in consultation with his/ her Reporting Officer in the Training Needs Form
enclosed at Annexure II A.

7 Training needs identification in case of non-executives would be done by their

Reporting Officers in the Training Needs Form enclosed at Annexure IIB.

8 The Departmental Training Co-ordinator shall trigger the TNA exercise from 1st
September, every second year, with the distribution of Training Need Forms. He/ she
would consolidate and submit the filled-up Training Need forms of Executives and
Non- Executives, of his/ her department concerned to the respective Training Centre
by 30th October. He shall play a proactive and dynamic role by interacting
with maximum number of employees at all levels and shall keep data available of the
latest training courses available, list of training agencies, their training schedules etc.

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9 In case of projects/ stations/ units, based on such Training Need forms, a Department-
wise analysis would be done by the Training Centre of the Unit and with Heads of
Department for evolving the yearly Training Calendar for the next two years, by 15th
November in consultation with HRD, Centre for Excellence.

10 With a view to integrate the process of evolving of the Training Calendar and to utilize
Training resources optimally, the finalization of Training Calendars would be done by
Heads of Training in Projects/ Stations/ Units in association with the Head of HR of the
respective Regions. The Training Calendars so prepared, shall be sent for approval of
HRD, Centre for Excellence by 30th November.

11 In case of advanced training needs where it is not possible for the Training Centres to
design and conduct programmes, the same should be forwarded to HRD, Centre for
Excellence for designing and conducting Corporation-level programmes and
incorporation of the same in its Training Calendar. For this purpose, the Heads of HR
of Regions and HRD, C.O. shall meet before 15th December for sharing Training
Calendars of the Projects/ Stations of the respective Region and for providing inputs
to the Training Calendar of HRD, Centre for Excellence.

12 In case of training needs expressed by only a few employees and it is not viable to
design and conduct programmes at the project/ station level, the Heads of HR of each
Region would explore the possibility of conducting the programmes at the Region
level either at the Regional Headquarters or in any of the Projects/ Stations of the
Region, so that the training needs are not left unfulfilled for want of number of
employees.

13 In case of Corporation-level need-based programmes, the Training

Need Analysis forwarded by individual projects/ stations and Corporate Office would
be consolidated by HRD and the yearly training calendar for the next two years would
be prepared accordingly.

14 In case of Corporate Office, the Training Need forms and Department-wise analysis
would be consolidated by HRD and the yearly supplementary training calendar for the
next two years would be prepared accordingly, after discussion with and acceptance of
the EDs/ GMs of the respective departments by 15th December.

TRAINING CODE DIRECTORY

1 A training code directory, listing out codes for various –training courses/ programmes
shall be evolved, maintained and circulated by HRD for uniform compilation and
classification of training needs identified and training programmes attended by
employees.

2 The needs may be analysed on the basis of the training course codes given in Code
Directory. All such courses, which do not appear in Directory, shall be marked as
'AAAA' for initial consideration/ registration. Subsequently these would be reported
to HRD for inclusion in the Code Directory.

TRAINING CALENDAR:

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1 The Heads of training from the Projects/ Stations would meet in the Regional Head
Quarter (RHQ) during the 1st week of January to share training calendars. They
would also provide inputs to RHQ/ HRD regarding programmes to be assigned to
RHQ/ HRD from out of the training needs identified by the employees of their
respective projects.

2 Each Training Centre/ HRD, Centre for Excellence shall bring out, by 15th February
every year, a Training Calendar, specifying the schedules of the programmes, both
planned interventions and need-based interventions, planned to be conducted by it
during the following training year.

3 Each Training Centre shall circulate on quarterly basis calendar of programmes

scheduled for the next three months to all HODs and other Training Agencies.

4 The Training Calendars of the various Training Centres and of HRD would be widely
made available to all departments/ sections at all Power Station/ Projects. Copies of
Training Calendar would also be kept in the Central Library of the Unit. Copies of
Training Calendar of one Project/ Station would be circulated to other Training
Centres and HRD, Centre for Excellence by 15th March, for need-based utilization.

NOMINATION SYSTEM:

1 The objectives of the nomination system are

1.1 To ensure that employees are nominated to training in areas which are
relevant to their duties or which have been identified as their developmental needs
1.2 To ensure that opportunities to attend training programmes are made available to all
employees to achieve the Training Target of average of seven mandays of training in a
training year for each employee.

NOMINATION FOR TRAINING PROGRAMMES:

1 Planned Interventions:

1.1 The Training Centre/ HRD, Centre for Excellence would send to departmental training
co-ordinators, schedules for the next three programmes of a planned intervention, who
in turn shall seek preferences for nomination from the employees in the target group
and send the list of employees to the Training Centre/ HRD.

1.2 On the basis of the preferences received for nomination, the Training
Centre shall send confirmation.

2 Need-Based:

2.1 The concerned Training Agency will ensure that employees are normally nominated
to programmes related to training needs identified.

2.2 An employee interested in attending any of the training programmes included in the
training calendar of the training centre of respective Unit or HRD should forward his/ her
request for nomination through the reporting officer at least two weeks before the
commencement of the programme.

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.3 External Training:

3.1 Employees may generally be considered for nomination to training programmes only in
the areas identified in the Training Needs Analysis and after verifying if a similar
programme is being conducted in-house during the year.

3.2 Training Centres shall, as far as possible, try to provide training to employees in-house.
Employees will normally be nominated for external programmes only for advanced
programmes or where conducting the programme in-house is not feasible.

3.3The authorities competent to nominate for external training

programmes are as given below:-

A) Power Stations/Projects & RHQs

For period up to one week ED/GM/HOP (Orders to be

in each case in respect of issued by HR)
employees up to E4 level

B) Corporate Office

For period up to one week ED / GM (Orders to be

in each case in respect of issued by HRD)
employees up to E4 level

C) Full Powers Functional Director

4 Specified Interventions:

1 The authorities competent to approve specified training programmes

are as given below:

A) Project level intervention Head of the Project concerned

B) Region-level intervention ED of the Region concerned
C) Corporation-level intervention ED (HRD)

5 With a view to achieve the Training Target of average of seven mandays of training in
a training year for each employee, the Training Centre, along with the Departmental
Training coordinator will periodically prepare a list of employees who have not
attended any training programme or have not yet completed an average of seven
mandays of training. Nominations should generally be based on this list. The list
should be made available to all the employees.

PRE-PROMOTION TRAINING FOR SC/ST EMPLOYEES:

1 The Departmental Training coordinator shall ensure that employees of Scheduled

Caste and Scheduled Tribe categories are adequately nominated to training
programmes.

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2 The Training Centres/ HRD, Centre for Excellence shall also endeavour to organize
pre-promotion training programmes exclusively for SC/ ST employees.

CATEGORISATION OF PROGRAMMES:

1 On the basis of duration, training programmes would be categorized as:

1.1 Short-duration Up to Three days
1.2 Medium-duration Four days to ten training days
1.3 Long-duration Above ten training days

LIMIT ON THE NUMBER OF PROGRAMMES:

1 An employee may be nominated for training programmes within the limits stipulated
herein.
1.1 Short-duration Maximum of three in a year
1.2 Medium-duration Maximum of two in a year
1.3 Long-duration Once in two years

2 Relaxation of the limits on the number of training programmes for an employee in a

year as stipulated in para 14.1 can be permitted by

i) Head of the Project concerned/ In case of Non-executives &

ED/ GM at CO Executives up to E4
ii) Functional Director Full powers

INFORMATION REGARDING NOMINATION:

1 An employee will normally be informed through his Reporting Officer, by the

Training Agency regarding his/ her nomination for the programme preferably with a
notice of

1.1 3 days in case of short-duration progammes

1.2 7 days in case of medium-duration programmes
1.3 2 weeks in case of long-duration programmes

2 However, where verbal or any other form of concurrence of the participant and the
Head of Department is obtained, the period of notice could be less.

3 Copy of the communication regarding nomination for a training programme shall

be sent to the Departmental Training Co-ordinator.

NON-ATTENDANCE/ ABSENCE FROM TRAINING PROGRAMMES:

1 Non-attendance of any training programme for which an employee has been

nominated will be allowed only on the basis of approval by

i) HOD/ HOP concerned All Non-executives

ii) ED- Region/ED at CO All Executives up toE4
iii) Functional Director All Executives E5 to E6
iv) CMD through Director(Pers.) All Executives E7 & above

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2 Communication regarding inability to attend the programme shall be intimated to the
Training Agency at least 01 day before the programme for short-duration
programmes, three days for medium-duration programmes and one week for long-
duration programmes.

3 Where an employee has been nominated but has absented himself or withdrew in the
midst of the programme or has partially attended the programme without giving
adequate notice and adequate reasons for the same, the cost of the programme may be
recovered from the monthly salary of the employee through interest-free equated
monthly installments within a year.

4 The Training Agency, within two days from the commencement of the programme,
shall take up with the Reporting Officers cases of absence/ withdrawal.

5 Recovery as per para 17.3 can be relaxed/ waived by

i) ED – Region/ ED at CO All Non-executives and Executives up to E4

ii) Functional Director All Executives E5 to E6
iii) CMD All Executives E7 & above

TRAINING DATABASE:

1 Training Centres should maintain a database of training details of all employees

of the respective unit, which shall include

1.1 Training Needs identified

1.2 Training Programmes nominated/ attended/ absented

2 The Training Centres should also maintain details of the programmes conducted,
training cost and all other similar information.

3 HRD would maintain the training database for all executives. For this, different
training agencies should forward training details to HRD on a monthly basis.

4 Training details will be periodically updated in the personal files of the employees, for
which the Training Agency would forward the details of nomination/ attendance/
absence of employees to the Head of HRD concerned.

TRAINING EVALUATION:

1 The objective of training evaluation is to enhance value addition through training

programmes by building on the strengths and by removing the shortcomings, if any,
and measure the impact of training programmes on job behavior.

2 Training Evaluation would be done at three levels:

2.1 Pre-training Evaluation
2.2 Programme Feedback
2.3 Impact Assessment

PRE-TRAINING EVALUATION:

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1 Pre-training Evaluation is aimed at detecting shortcomings in the programme design
before the commencement of the programme. For this, in case of all in-house
programmes, the Training Centre/ HRD/ HR Wing, as the case may be, shall review the
programme design, content etc. in the light of the feed back obtained from a sample of
participants.
PROGRAMME EVALUATION:

1 The Training Centre/ HRD/ HR Wing, as the case may be, shall seek participant
Feedback at the end of the training programme in the Programme Feedback Form as
in Annexure III for making modifications/ improvements in future programmes.
IMPACT ASSESSMENT:

1 It involves measuring the change in job behavior of the employee on account of

the learning during the training programme. The information would be collected through
the Impact Assessment Form (IAF) as in Annexure IV after completion of six months of the
programme.

2 Pre-training Evaluation is required in case of all programmes. Impact Assessment is

required in case of all programmes and Planned Interventions.
PROGRAMME EVALUATION REPORT:

1 After Impact Assessment, the Training Centre/ HRD/ HR Wing, as the case may be,
would prepare a Programme Evaluation Report in case of all Long-duration
programmes and Planned Interventions of duration of not less than 10 training days
in the proforma given in Annexure V and circulate it to all the participants concerned

HONORARIUM FOR FACULTY:

1 Honorarium for faculty, both internal and external, for training programmes would be
regulated as per the extant rules on 'Honorarium rates and other training related
expenses'.

REGULATION OF ENTITLEMENTS:

1 Entitlements of employees on training, relating to TA/ DA shall be regulated as per

NHPC Traveling Allowance Rules.

TEMPLATE COURSES:

1 HRD, Centre for Excellence will design templates for training programmes in areas
like Attitudinal Training, Information Technology, Executive Development
Programme etc. for bringing about uniformity across the Company in important areas
of training.

2 Sessions on Yoga/ Meditation and Values shall be included in all in-house training
programmes of medium-duration and long-duration categories.

SHARING OF LEARNING:

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1 Employees who have attended training programmes shall normally share their
learning with other employees in fora like Professional Circles, Quality Circles,
Departmental Meetings etc. and submit a report on the same to his Controlling
Officer.

2 In case of medium and long-duration programmes for executives, the participant shall
submit an action plan to his Reporting Officer, with a copy marked to the Training
Agency, detailing the steps that would be taken by him/ her for implementing the
learning in his/ her job.

GENERAL:

1 The system shall be reviewed from time to time to keep it in line with the latest trends
in the area of Training and Development. The management reserves the right to modify,
cancel, add or amend any of these provisions at any time.

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 ANNEXURE – I A

PLANNED INTERVENTIONS (For Executives)

Sl.No. Level Module Duration

01 E4 with 2 yrs. Programme on Basic 2 weeks
experience Management

02 E3 Effective communication & 5 days

presentation skills

03 E4 Functional Module 5 days

(covering all functions)

04 E5 Foundation Course in 10 days

General Management

05 E5 Capsule Course in 10 days

General Management
06 E6 Enhancing 2 weeks
Managerial Competence
07 E6 Capsule course in 3 days
General Management
08 E6 (O&M) Power Station Management 10 days

09 E7 Strategic Management / 1 week

Advanced Management

10 E8 Managing Creativity and 5 days

Innovation / Advance Management

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 ANNEXURE – I B

PLANNED INTERVENTIONS (For Non-Executives)

Sl. Level Module Duration At what level

No
01 W0 – W2 a) Basic Education for those 3 months
who can not read and write
02 W1 – W2 a)Company information & welfare 4 days On joining (W1-W2)
Measures.
b) Tools for Measurement 2 days 2 yrs. Experience
c) Safety, fire fighting & first aid 1 week (W1-W2)
03 W3 – W6 a) Power Station Familiarization 1 week On joining (W3-W6)
b) Enhancing Personal 1 week For W4 & W5
Productivity 1 week For W6
c) Quality Awareness including
service/customer orientation 1 week For W6
d) SQC tools
04 W7 - W9 a) Systematic Problem solving 2 week W7-W8
Tools & techniques (3 days)
Project Work (1 week)
Review workshop (3 days)
b) New skills (Beyond Routine) 1 week W9
c) Retirement Planning 1 week W9
05 S1 a)Orientation in Basic 2 week
Management 3 days On Promotion/joining
b) Company Information 3 days 2 yrs. Experience
c) Inter-Personal Skills 1 week For those joining
d) Programmes on Good living directly as Supervisors
06 S2 - S4 a) Enhancing personal 2 week S2
periodicity 1 week S3
b)Quality Improvement through
service and customer 1 week S3-S4
orientation
c) Retirement planning
(for those who are though
W6-W7 level)

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 ANNEXURE – II A

TRAINING NEEDS FORM (For Executives)

Instructions:

Please fill up the form in consultation with your Reporting Officer, what in your opinion are
the additional knowledge, skills and attitudes required for enhancing your performance in the
present job, for hand1ing future responsibilities and for your personal development and
growth.

A short explanation of the terms used in the table is given below for your appreciation:

Essential: Developmental needs which, if not met, will affect job performance.

Desirable: Developmental needs which do are necessary for personal development and
growth.

Short-term: Developmental needs which need to be fulfilled for immediate job

Performance.

Long-term: Developmental needs which need to be fulfilled for future job

performance, in next two years or so.

Name: Emp. No.

Designation : Division/Wing:
Department: Place of posting:

Needs Short-term Long-term Remarks of HOD / Head of

Region / Head of Power
Station / HOP
E 1
S
S
E
N 2
T
I
A
L

Needs Short-term Long-term Remarks of HOD / Head of

Region / Head of Power
Station / HOP
D 1
E
S

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I
R 2
A
B
L
E

Signature Signature of the Signature of the

of the employee Reporting Officer HOD/Head of Region/Head
of Power Station/HOP

Name Name Name

Designation Designation Designation

Head of T&HRD

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 ANNEXURE – II B

TRAINING NEEDS FORM (For Non- Executives)

Division/ Wing Department/ Region/ P.S./ Project

Name Emp. No. Desig- Tech./ Department/ Remarks

nation Functional Region/P.S./ Project
Training Needs Training Needs

Signature of the Reporting Officer

Name:---------------------------------------
Designation:-------------------------------

Head of Department/Region/P.S./Project

Head of T&HRD
ANNEXURE – III

PROGRAMME FEEDBACK FORM

PART I – BACKGROUND INFORMATION

Name: Emp. No.

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Designation : Division/Wing:
Department: Place of posting:

Course Title:
Period: From: To:
Venue:
Programme Objectives

PART II - PERFORMANCE OF FACULTY

(Please circle your choice on the scale)

S NAME OF THE NAME OF THE UNSATISFACTORY EXCELLENT

L.N FACULTY SESSION
O
1 1 2 3 4 5
2 1 2 3 4 5
3 1 2 3 4 5
4 1 2 3 4 5

PART III - RELEVANCE OF INPUTS

(Please circle your choice on the scale)

SL.NO. NAME OF THE TOPIC NOT RELEVANT  MOST RELEVANT

1 1 2 3 4 5
2 1 2 3 4 5
3 1 2 3 4 5
4 1 2 3 4 5

PART IV - LEVEL OF INPUTS

(Please circle your choice on the scale)

SL.NO. NAME OF THE TOPIC NOT RELEVANT  MOST RELEVANT

1 1 2 3 4 5

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 2 1 2 3 4 5
3 1 2 3 4 5
4 1 2 3 4 5

DURATION OF THE TRAINING Adequate / Inadequate

PROGRAMME:
COURSE MATERIAL: Adequate / Inadequate
TRAINING METHODLOGY: Satisfactory / Not Satisfactory
ADMINISTRATIVE SERVICES: Satisfactory / Not Satisfactory

Signature of the participant

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 ANNEXURE – IV

IMPACT ASSESSMENT FORM

PART I – BACKGROUND INFORMATION

(to be filled in by Programme Co-ordinator)

Course Title:
Period:
Venue:
Programme Objectives

(to be filled in by the Participant)

Name: Emp. No.
Designation : Division/ Wing:
Department: Place of posting:

PART II – IMPACT ASSESSMENT

1. The programme introduced me to new concepts and tools that helped me

to perform my job better

No impact -------------------  Great Impact

1 2 3 4 5

2. How often do you apply the knowledge/skills gained during the programme

Occasional -------------------  Daily

1 2 3 4 5

3. Are there any significant achievements as a result of the application of your

knowledge to your organization?

Not Significant -------------------  Significant

1 2 3 4 5

4. Would you like to elaborate on some/any of the achievements?

5. Was action planning done as part of the programme? If yes, how far have
you been able to implement the action targets set?

6. What barriers have you experienced in trying to apply your new knowledge

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 and skills?

Not Significant -------------------  Significant

Lack of finances 1 2 3 4 5

Lack of team support 1 2 3 4 5

Lack of Institutional 1 2 3 4 5
Support

Change of role

Others (please explain)

7. Would you like to explain in detail, any of the above barriers?

Signature of the participant

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 PART III – ASSESSMENT REVIEW

(To be filled in by the Reporting Officer)

Do you agree with the information furnished by the participant in Part II? Kindly elaborate.

Signature of the Reporting Officer

Name:---------------------------------------
Designation:-------------------------------
Unit : ----------------------------------------

Head of Department/Region/P.S./Project

Head of T&HRD

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 ANNEXURE – V

PROGRAMME EVALUATION REPORT

Programme Title:
Period:
Venue:
Programme Co-ordinator:

PART I - BACKGROUND INFORMATION

PROGRAMME OBJECTIVES:

PROGRAMME SCHEDULE:

PARTICIPANT PROFILE:

ANALYSIS OF PROGRAMME FEEDBACK:

PART II – IMPACT ASSESSMENT

EXTENT OF IMPACT OF LEARNING ON JOB PERFORMANCE:

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AREAS OF APPLICATION OF LEARNING:

SIGNIFICANT ACHIEVEMENTS OF PARTICIPANTS ON APPLICATION OF

LEARNING:

Signature of the Programme Co-ordinator

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