1. Panel Discussion (Session 2) Evaluation and Assessment of Training and Training Establishments Prof. (Dr.) Sanjiv M. Sansgiri MS and PhD, Mechanical Engineering, USA FIE, CEng, LMIAENG, LMISTE www.sansgiri.com May 16, 2016 Regional Symposium on Excellence in Training Management of Training and Training Establishments

2. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 2 of 12 Terminology Three Key Processes Evaluation Leveraging specific customized criteria for judging and qualifying performance, output or pertinent learning outcome Assessment Gather information and/or feedback to help stakeholders (trainee included) interpret data and arrive at learning efficiency/effectiveness Assessment Goal is to make improvements not simply judge Measuring Grading quality of performance (Grade: percentage, letter, number, etc) Focus is on: Trainee, Trainer, Content, Infrastructure, System etc.

3. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 3 of 12 Evaluation Steps Define Test Objective/Purpose Measure Performance or Administer Test Set STANDARD Compare Performance to STANDARD 1. Do Evaluation 2. Share and Publish Firm up 1. Lessons Learned 2. Best Practices

4. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 4 of 12 Assessment of Training Purpose: Report through summative evaluation Use training evidence to judge trainee performance, in relation to: Goals Standards Learning Outcomes Assessment for Training Purpose: Guide training through formative feedback Draw inferences about training and progress from ongoing data and impact training Assessment as Training Purpose: Develop and support trainee metacognition through reflection Reflection by trainees on training and progress, to closely monitor their training Assessment Strategies

5. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 5 of 12 Surveys/Interviews: Planned sequence of questions (exchange of ideas) Homework/Case studies: Formal tools (usually Formative) One-on-one/Observe/Discuss/Home-rooms: Informal tools Do-it-yourself Tasks: Focus on the Journey (usually Formative) Presentation/Demos/Fieldwork: Implementation and Maturity Project/Product: Assignments have impressions (usually Summative) Portfolios: Formal/Informal collection of outcomes (shows growth pattern) Evaluation and Assessment Methods

6. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 6 of 12 What knowledge and/or skills to highlight? Outcome objectives Meaningful feedback Is outcome for formative or summative purposes? What are instructional objectives and delivery methods? Class size and the optimum route to effectively assess all trainees Repeatability and reusability Evaluation and Assessment Development

7. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 7 of 12 Results People Business Bottom Management Middle Management Top Management Example: Leadership Development by Level

8. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 8 of 12 People Takes Ownership People Development Interpersonal effectiveness Building Effective Teams Withstanding Pressure Business Managing Vision & Purpose Strategic Capability Dealing with Ambiguity Business Acumen Functional Excellence Results Drive for Results Customer Focus Timely Decision making Innovation Management Practices and Success Factors

9. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 9 of 12 Success Factors Translated across Levels

10. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 10 of 12 An example of Success Factors mapped for a manager in Middle Management level having potential for Senior Management level MiddleSeniorTop People Development Stimulates and supports a learning culture Reviews organizational capability and fosters talent Builds future capability “Certainly”“Now good sense of”“Some grasp of” Functional Excellence Learns and uses knowledge for operational excellence Learns and uses knowledge for business innovation Learns and uses knowledge for creating strategy “Yes”“Discusses & understands”“Not really creating yet” Case: Charting Potential

11. www.sansgiri.com May 16, 2016Dr Sanjiv M Sansgiri (Confidential)Page 11 of 12 Focus for Maximizing Efficiency Standard work Goal/target orientation Performance measurement system Innovation, Structured and Non-improvisation Brand and Branding (Organization/Department Reputation) Accountability and connection with core department Best practices and lessons learned  Lead to next generation standard work Stakeholder focus Identify organization Nodes and Hubs Checks and "What if" scenarios Peer reviews Internal and external Audits Beyond stakeholder satisfaction  Stakeholder delight

12. Thank You LET US BUILD OUR NATION TOGETHER Prof. (Dr.) Sanjiv M. Sansgiri MS and PhD, Mechanical Engineering, USA FIE, CEng, LMIAENG, LMISTE www.sansgiri.com