Original Research Article DOI: 10.18231/2394-2770.2018.

0068

A study on the effectiveness of internal trainers- A case study of Oil India Limited
Arindam Garg

Associate Professor, Rajiv Gandhi University Doimukh, Arunachal Pradesh, India

*Corresponding Author: Arindam Garg

Email: [email protected]

Abstract
Training is one of the key aspects for effective management of human resources. Training is the aim of increasing the knowledge and skills
of an employee for doing a particular job. Modern organisations are focusing a lot on training and the stress is on building the capability of
internal trainers and delivering more and more internal training programs. Oil India limited is one of the largest public sector organizations
in India which is focusing a lot on training and a lot of the training programs are conducted by internal trainers. The focus of this paper is to
understand the effectiveness of the training programs conducted by the internal trainers and give recommendations for making the internal
trainers and the training programs conducted by them more effective.

Keywords: Internal trainers, Training, Effectiveness of training, Evaluation.

Introduction challenges to meet. Due to such environment, the dynamic

Every organization needs to have well trained and organizations are smoothly surviving in the present
experienced people to perform the activities that have to be competition. While facing these challenges, there is a great
done. Training is a process of learning a sequence of pressure of work on the shoulder of management. Therefore,
programmed behavior. It is application of knowledge. It it is a responsibility of the management to make necessary
gives people an awareness of the rules and procedures to changes at the workplace as per the requirement of the job.
guide their behavior. It attempts to improve their The focus of HRD is developing the most superior
performance on their current job and prepare them for an workforce which helps the organization for successive
intended job. Development is a related process. It covers not growth. All employees are needed to be valued and they
only those activities which improve job performance, but should apply collective efforts in the labour market every
also which bring about the growth of personality; help time. This can only achieved through proper and systematic
individuals in the progress towards maturity and implementation of employee training and development
actualization of their potential capabilities so that they programs.
become not only good employees but better men and
women. In organizational terms, it is intended to equip Objectives of Trainings
person to earn promotions and hold greater responsibilities. The overall training objectives are to develop required
Training a person for a bigger and higher job is knowledge, skills and attitudes of our employees so that
development. And this way well include not only importing they can perform more productively and achieve the
specific skills and knowledge but also uncalculating certain business goals. It is recognized that the employees learn
personality and mental attitudes. As the job become more primarily from on-the-job experience.
complex, the importance of employee training and Therefore, in achieving these objectives, primary
development are not only an activity that an organization contribution is from on-the-job training and supporting
must commit resources if it is necessary to maintain contribution from the formal training effort.
available and knowledgeable work force. 1. To impart basic knowledge and skill to new entrants
Training has played a very important role in helping the and enable them to perform the job well.
corporation to reach the commanding heights of 2. To equip employee to meet the changing requirement of
performance. Any training would be considered successful the job and organization.
only when the knowledge gained by the participants is 3. To teach the employees the new technique and ways of
transferred to the job performance. performing the job or operations.
Training is the main function of HR, to enhance the 4. To prepare employees for higher level task and build up
corporation’s growth and keeps it ready to anticipate all a second line of competent managers.
types of competition and face it too, there is a need that HR Training has always played an important and integral
should play more active role for overall progress of the part in furthering many kinds of human learning and
corporation. The impact of training programs is to develop development. However, the fact that training can make an
the employee’s attitude and help them to synergies important, if not crucial, contribution to organization
individual goals with organizational goals. It also helps in effectiveness is only now being recognized fully.
reducing dissatisfaction, complaints, absenteeism, and Companies, organizations and government are
labour turn over. beginning to appreciate the value of adequate, consistent
In the changing place of the market, all organizations and long term investment in this function.
have a number of opportunities to grab and number of The need for training mainly arises from:
Journal of Management Research and Analysis, October-December, 2018;5(4):420-426 420
Arindam Garg A study on the effectiveness of internal trainers- a case study

1. The installation of new equipment or techniques. information on the effects of training performance and to
2. A change in working methods or products produced. assess the value of training in that information.”
3. A realization that performance is inadequate. According to Mamoria, “objectives of training
4. Labour shortage, necessitating the upgrading of some evaluation is to determine the ability of the participant in the
employees. training programme to perform jobs foir which they were
5. A desire to reduce the amount of scrap and to improve trained, the specific nature of training deficiencies, whether
quality. the trainees required any additional on the job training and
6. An increase in the number of accidents. the extent of training not needed for the participants to meet
7. Promotion or transfer of individual employees. job requirements.”
8. Ensures availability of necessary skills and there could
be a pool of talent from which to promote from. About the Organisation
9. Up gradation of skills in a particular position. Oil India Limited (OIL) is the second
10. Acquire advance knowledge/skill in areas of concern. largest hydrocarbon exploration and production Indian
Evaluation of effectiveness of training conducted can be public sector company with its operational headquarters in
done through Duliajan, Assam, India under the administrative control of
1. Continuous observation during the programme the Ministry of Petroleum and Natural Gas. The company is
2. Reaction Level feedback a state-owned Navratna with its corporate offices
3. Post training feedback in Noida in the New Delhi-NCR region.
4. Pre training and post training test OIL is engaged in the business of exploration,
5. On job observation by supervisor, reporting officer and development and production of crude oil and natural gas,
HOD transportation of crude oil and production of liquid
Impacts of training can be felt in the following areas - petroleum gas. The company's history spans the discovery
1. Motivated work force of crude oil in the far east of India at Digboi, Assam in 1889
2. Performance improvement to its present status as a fully integrated upstream petroleum
3. Strengthen the culture company.
4. Strong bonding and team spirit among employees
5. Outside exposure Training and Development in Oil India Limited
6. Behavioural changes The main functions of the Training and Development
7. Enhanced knowledge base Department are –
8. Developed a positive attitude toward training The training and development department of OILs main
9. Helped in conflict resolution objective is to align the Training and Development process
with the corporate strategy and plan of the company in the
Literature Review changing business scenario.
According to Yoder (1970) - Training & development Training Programmes in Oil India Limited-
in today’s employment setting is far more appropriate than There are three types of training programmes in Oil India
training alone since human resources can exert their full Limited.
potentials only when the learning process goes far beyond 1. Internal – a) In-House Training
the simple routine. 2. External – b) In –Country Training
According to Chris (1996)- Training and development 3. Overseas Training.
aim at developing competences such as technical, human, In- House Training Programmes
conceptual and managerial for furtherance of individual and Introduction: The training is organized in-house
organizational growth. means inside the organization, with reputed external and
According to Isyaku (2000) - The process of training & internal faculties. In-house training may be technical,
development is a continuous one. It is an avenue to acquire behavioral, managerial, safety related and various statutory
more and new knowledge and develop further the skills and programmes.
techniques to function effectively. In-House Training will be organized through any one or
According to Tan, Hall and Boyce (2005) - Companies more of the following-
are making huge investment on training programmes to 1/By In-house faculty from different departments: In-
prepare them for future needs. The researchers and house program by internal faculty is the best way for
practitioners have constantly emphasized on the importance building an organization and to ensure that transfer of
of training due to its role and investment. knowledge takes place within the organization.
According to Giangreco, Sebastian’s and Peccei (2009) To make such programs more effective, following will
– The key determinants of overall satisfaction with training be adhered to the external possible:
(OST) are perceived training efficiency (PTE) and perceived a) Individual sessions for in-house courses and the
usefulness of training (PUT). programs of statutory nature will be organized by
According to P Subba Rao- The process of Training getting speakers nominated by HOD’s. While
evaluation has been defined as, “Any attempt to obtain organizing structure course in specific areas of

Journal of Management Research and Analysis, October-December, 2018;5(4):420-426 421

Arindam Garg A study on the effectiveness of internal trainers- a case study

specialization, management approval will be necessary course offered by various training institutes within the
highlighting amongst other. country.
1. Program objective Nomination will be made to different in-country
2. Course content programs for skill enhancement and maintenance. Apart
3. Methodology from acquiring a skill through specific training module,
4. Target group exposure to such programs, gives opportunities to learn
5. Participant profit and expected number of the from interaction and case studies from other organization
participant. and through valuable contacts. These training should be
6. Proposed duration. need based and relevant to present future assignment of the
b) A panel of names from different department would be employees or executives.
prepared from amongst the willing executives having Some in-country training institute/agencies:
good presentation skill to work as internal faculty as 1. All India Management Association (New Delhi)
and when required. Such list would be reviewed once in 2. Tata Management Training Centre (Mumbai)
2 years unless otherwise required. 3. Indian Institute of Management
c) To attract more and more executives with requisite 4. Indian School of Business (Hyderabad)
expertise/skill to work as trainers. Successful trainers 5. Computer Management Corporation
from different discipline will: 6. National Petroleum Council
1. Be deputed at frequent intervals to centre to
excellencies. Overseas Training Programmes
2. Be given preferences for training abroad to enhance Introduction: The scope for training personnel in advance
their professional/ training skills. Oil technology within the country is limited. This advance
3. Be given monetary incentives as decided from time training technical and managerial aspects is imparted by
to time. subscribing to overseas course. Petroleum industry is a
d) Feedback from participants will be one of the criteria in high-tech, high-risk and highly competitive business
assessing quality of training by trainers and amending especially in the global scenario. To keep the first changing
necessary improvement. technologies being deployed worldwide and to keep abreast
1. Faculties from other petroleum and related with the latest methods and systems, it is imperative that HR
organizations in the vicinity may be invited from have to be exposed through overseas conferences, seminars,
time to time for better interaction and workshop or training program both in their technical areas
transfer/exchange of professional knowledge. of specialization and managerial aspects.
2. External faculties of repute both from within and In today’s business environment, knowledge capital
outside the country from various institutions are along with IT based solutions will be the determining factor
engaged for imparting training. For example: ASCI, in petroleum business. Confirmed executives of all grades
Hyderabad, IIM’S, ITI’S, M/Fugro Robertson, U.K are send overseas for need based training, seminars,
etc. workshop, study tours, inspection visits, work associations
3. Retired personnel’s with proven skill will be invited etc to countries like- USA, Singapore, France, Germany,
as and when considered necessary subject to Canada etc.
availability. It will endeavored to maintain a data Evaluation of Participants Effectiveness
bank of retired company personnel with specialist Training evaluation is done in four levels- immediate
skill who can be instrumental is not only importing feedback, evaluate learning, evaluating changed in behavior,
rich hands on experience to participants, but their evaluating results-
involvement will also contribute towards causes of 1. Immediate feedback is evaluated by the participant’s
company’s unique culture & values. response in the feedback form.
I. Finance for non-finance 2. Evaluating learning is observed by the test scores,
i. Basic life support before and after, training, showing change in
ii. Program on reservation policy knowledge skills attitudes of the participants of a
iii. Six sigma program.
3. Evaluating changes in behavior observed by the past
In-country Training Programmes training feedback on changes observed in on-the-job
Introduction: In the areas of functional skill and behavior.
knowledge where in-house experts are not available or the 4. Evaluating results is observed by comparison of process
skill is related to opening know how of newly acquired and business results before and after training process.
equipments, executives or workmen are sent for in-country
trainings to institute of repute based on needs and wants. Training and Development Process
Oil also invites external faculties from reputed institutes The Training and Development process in OIL has the
at a particular region of its operational areas for training following stages:
purpose. Training is so imported by subscribing to packages 1. Assessment of individual training needs by
departments.
Journal of Management Research and Analysis, October-December, 2018;5(4):420-426 422
Arindam Garg A study on the effectiveness of internal trainers- a case study

2. Prepare training calendar on the basis of annual training 3. The departmental training in charge shall monitor
plans submitted by the departments and obtains implementation of training plan of his department at
approval from competent authority. suitable intervals and liaise with T & D department for
3. Execution of the training plan. services/ help required.
4. Nominations. 4. In case a nomination is received with lesser lead time it
5. Evaluation of training effectiveness. shall be processed only in case of special
recommendations by Directors, Head – Fields, SBU
A. Assessment of training needs of individuals by Heads and work exigencies justified by concerned
departments. GMs.
The Objective of this stage is to –
1. Assess the training needs of individuals in each E. Evaluation of Training Effectiveness.
department, through the active Involvement of the 1. Training evaluation shall be done in four levels out of
Supervising Officer and the HOD. these four levels of training effectiveness checks; two
2. Prepare Annual Training Plan for the department shall be done immediately upon conclusion of a training
covering 25-30% of the program.
3. Executive strength to be trained in areas as determined 2. The objective of the stage is to ensure -
by - 3. Multi-level feedback on training is received by the T &
4. Training Needs assessed by department. D department.
5. Competency Development Training inputs of respective 4. Feedback is received, analyzed, remedial actions
salary grade as listed by T & D Department. determined, and the progress shared with the Unit
6. Priority in the merit of ‘Not Attended – Latest Training Cell (UTC)
Attended’ list, to be maintained by the departments.
Development of Internal Trainers in the Organisation
B. Prepare annual training plan and calendar and obtain A structured program is already in place to identify
approval from competent authority by T & D department. internal trainers, which shall be a key aspect of creating a
1. T & D Department shall prepare the Annual Training knowledge driven organization. Internal trainers shall be
Plan of the company and annual training calendar on nominated by the HODs from interested employees by
the basis of annual training plans submitted by considering factors like - in depth knowledge of the subject
departments and obtain approval for the annual training matter, interested in training others and good
plan of the company from competent authority, head – communication ability. T & D department after discussion
fields. with the applicants shall make the final list of internal
2. T & D department shall prepare the annual training plan trainers. The selected Internal Trainers shall be developed
and calendar by January end. through In house Train the Trainers program conducted by
3. The essential requirement for timely preparation of faculties of repute. The trained internal trainers shall have to
annual training plan and calendar by T & D department conduct at least one training program in a financial year.
is – Receipt of annual training plan of the department’s
latest by the month of December. The role of internal trainers shall be to:
1. Identify training needs and participants.
C. Execution of the training plan. 2. Design training modules.
1. T & D Department shall inform the respective 3. Implement training to selected target group.
departments about the approved Training Plan. T & D 4. Evaluate training effectiveness.
Department shall also send approved copies of the
Annual Training Plan to Functional Directors. These trainers could be at varying proficiency levels,
2. The lead time for processing individual nominations put based on number of programs/training days carried out,
up by the respective department shall be as under:- feedback/assessment on the training conducted shall be
In house 10 days decided by the participants.
In country 60 days
Overseas 75 days Objectives of the Research
T & D department shall process all nominations 1. To understand the effectiveness of the trainings
received from departments within prescribed norms. imparted by the internal trainers
2. To make suggestions on how the training provided by
D. Nominations the internal trainers can be provided.
The objective of this stage is to -
1. Nominate the right person for the right program by Research Methodology
departments as determined by TNA and eligibility in Research Design: Descriptive research design will be made
terms of ‘Not Attended – Latest attended’ list. in this study in which effectiveness of internal trainers
2. Maintain corporate priorities for the above. regarding their training skills given to them by the company
in Oil for both employees and executives will be discussed.
Journal of Management Research and Analysis, October-December, 2018;5(4):420-426 423
Arindam Garg A study on the effectiveness of internal trainers- a case study

The research methodology adopted for the purpose of the Q. Approximately how many classes have you taken till
mentioned study can be classified into two stages, namely:- date?
1. Collection of secondary data and Exploratory Study:- Answer Choices– Responses–
Exploratory study was carried out by scrutinizing the Less than 5 classes 38.46%
available secondary data. This study was done by 5 - 10 classes 23.08%
studying the website of the organization, past reports 10 - 30 classes 30.77%
and articles in magazines as well as observing the past More than 30 classes 7.69%
performance of the Organisation which was essentially Total
secondary data.
2. Collection of primary data and Descriptive study : The It is found that only 7.69% of respondents have taken
descriptive study can be further sub divided into the more than 30 classes, 30.77% of respondents have taken 10-
following steps – 30 classes, 23.08% of respondents have taken 5-10 classes
Questionnaire: A questionnaire was prepared to collect and 38.46% of respondents have taken less than 5 classes.
primary data encompassing questions that would help to
throw up desired results and the same was distributed to a Q. In addition to PowerPoint presentations what other
sample size of executives. The questionnaire was designed forms of training tools do you use?
in such a way that it would help to identify the constraints as Answer Choices– Responses–
to why they are not able to perform. Questions and Answers 53.85%
Sample Size: The sample size was selected on the basis of
Group discussion 0.00%
the total strength of executives in OIL India Limited. A
Audio Visuals 23.08%
sample size of 15 was taken. The sample size was finalized
Practical Demonstration 15.38%
on the basis of number of people in various departments and
Hand outs 7.69%
with inputs from the OIL HR Department.
Collection of Data: In this study, information was collected Total
from the trainers of different department of Oil India
Limited. Thus, it is a sample investigation. Here judgmental It is found that 53.85% of the respondents use questions
sampling design is referred in which using probability & answer tools, 23.08% of the respondents use audio
methods initial sampling units are selected and then visuals, 15.38% of the respondents use practical
additional information is obtained from information demonstration and only 7.69% use handouts.
supplied by initial units
Analysis of Data: A detailed analysis of the data collected Q. On the scale given below please rate the knowledge
was made using statistical and empirical methods. The final absorption of your training participants?
analysis was done on the findings that were thrown up by Answer Choices– Responses–
the data. 0 - 30 % 0.00%
Findings: The findings and the recommendations based on 30 - 60 % 46.15%
that data has been recorded down. 60 - 90 % 53.85%
Above 90 % 0.00%
Data Analysis Total

Q. Since when have you been working with OIL India It is found that 46.15% of respondents have scaled 30-
Limited? 60% and 53.58% 0f respondents have scaled 60-90% of the
Answer Choices– Responses– knowledge absorption.
Less than 2 years 46.15%
2 - 5 years 15.39% Q. Have you undergone any of these training
5 - 10 years 23.08% programmes?
More than 10 years 15.38% Answer Choices– Responses–
Total Train the trainer's 15.38%
Training on communication skill 7.69%
It is found that 46% of the respondents are working for Training on presentation skill 15.38%
less than 2 years, 15.39% are working up to 2-5 years, Soft skill training 61.54%
23.08% are working up to 5-10 years and only 15.38% are Total
working for more than 10 years.
It is found that 61.54% of respondents have attended
the soft skill training, 15.38% of respondents have attended
training on presentation skills, 15.38% of respondents have
attended Train the Trainers program and only 7.69
respondents have attended the training on communication
skills.
Journal of Management Research and Analysis, October-December, 2018;5(4):420-426 424
Arindam Garg A study on the effectiveness of internal trainers- a case study

Q. Would you be willing to attend an In-House 3 day,

"Train the Trainer", programme? Q. Please give us your comments on how to improve
Answer Choices– Responses your training for making it more effective
Strongly agree 23.08% (In response to this final question of the questionnaire these
Agree 61.54% answers were received from the internal trainers)
Disagree 15.38% 1. I have imparted Trainings to batch size of in the
Strongly disagree 0.00% range of 250+. Training could have been more
Total effective if the batch size could have reduced to 50.
2. Number of trainee should be restricted under 30 in
It is found that 23.08% of respondents have strongly each group
agreed to attend the above mentioned training program, 3. The trainers should be briefed well before time on the
61.54% of respondents have agreed to attend the program, topic in which they are expected to deliver the
and only 15.38% have disagreed to attend the program. training.
4. Practice makes a man perfect. I think that is the only
Q. To your knowledge when was the last time that your key to improve your skills. However if the points that
module's ppt was modified/amended/updated? need to be improved are known very clearly then it
Answer Choices– Responses– will be very easy to improve yourself.
After each presentation 46.15% 5. Interdepartmental or interpersonal cooperation is
important.
Every quarter 30.77%
6. 1. Training needs assessment needs to be done
Every year 15.38%
properly. 2. Follow up mini sessions need to be there
Never 7.69%
from time to time.
Total 7. Practical field visit - site and installation is to be
shown to the trainee during training period.
It is found that 46.15% of respondents use to modify 8. Training for the trainer. Training needs identification.
their module’s ppt after each presentation, 30.77% of Ensure that each executive gets some minimum set
respondents use to modify after every quarter, 15.38% of no. of trainings (in country/ in-house) every year, as
respondents use to modify after each year and 7.69% of some departments never send their executives for
respondents have never modified their module’s ppt. training.
9. There should be a discussion on the content of the
Q. In your opinion what is the optimum number of slides training where subject matter is vast. This is required
for a 1/1.5 hours module? to prioritize the content which is essential to the
Answer Choices– Responses– participants.
0 - 10 7.69% 10. It should be more work oriented
10 - 20 46.15% 11. By training the trainer, selection of trainees for a
20 - 30 30.77% particular training program should be relevant.
Above 30 15.38% 12. No of trainees attending the program should be 20-30
Total people per program.

It is found that 7.69% of respondents vote for 0-10 Suggestions / Recommendations

slides, 46.15% of respondents vote for 10-20 slides, 30.77% 1. Senior people those who have more than 5 years of
of respondents vote for 20-30 slides and 15.38% of experience in Oil India Limited should be preferred
respondents vote for above 30 slides. more in case of taking different training classes.
2. Very less number of internal trainers’ had the
Q. How would you rate your overall experience as an experience of taking 10 or more than 10 classes. More
internal trainer in Oil India Limited? training is required.
Answer Choices– Responses– 3. Handouts for the participants are a must.
Excellent 7.69% 4. For better communication and clarification participants
Good 61.54% should be given the task of group discussion.
Average 30.77% 5. The company should take some steps in organizing
Poor 0.00% certain training programs for the internal trainer’s who
Total have recently joined the organization and also for those
who have 5 or more than 5 years of experience in the
It is found that only 7.69% of respondents have marked same company.
their experience in Oil India Company as excellent, 61.54% 6. For better performance and implementation of the
of respondents have marked well and 30.77% of trainings the participants should be given practical field
respondents have marked as average. demonstration.

Journal of Management Research and Analysis, October-December, 2018;5(4):420-426 425

Arindam Garg A study on the effectiveness of internal trainers- a case study

7. As the training programs mainly depend upon sources. Primary data was collected through questionnaire
communication which needs good interaction between and secondary data was collected from information provided
the trainer and the participants, every trainer should be by the organization, various official books and websites. On
given training on communication skills at least twice a the basis of the data collected, analysis and interpretation
year were made.
8. The company should also pay attention to the interest of
the trainer’s which helps in motivating the trainer’s for References
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9. For better outcome number of participants in one batch Text and Cases and Pg 310-312
should be according to the comfort level of the trainer. 2. Dale Yodder (2011), Personnel Management and Industrial
Relations.
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when their trainings are scheduled so that they can “Trainees’ Reactions to Training: An Analysis of the Factors
prepare in advance which will be helpful for the trainer Affecting Overall Satisfaction with Training” The International
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4. Isyaku, I.A. (2000) Training and retraining of Teachers
for their development of different skills.
through Distance Education. Being a paper presented at the
National Workshop on Distance Education Held at Abuja
Conclusion Nigeria. 27-29
Training and development programs play a vital role in 5. Kothari, C.R- Research Methodology
every organization. These programs improve employee 6. Obisi Chris (1996), Personnel Management, Freman
performance at work place; it updates employee knowledge Publications Ibadan.Oil Diary, 2016.
7. P Subba Rao (2010), Personnel and Human resources
and enhances their personal skills. With the use of these Management, Pg No 164-165
programs, it is easier for the management to evaluate the job 8. Reports on Training in Oil India Limited
performance. These training programs also help the 9. Tan, J.A., Hall, R.J., and Boyce, C. (2003), ‘The Role of
managers in planning, employee retention and motivation. It Employee Reactions in Predicting Training,’ Human Resource
creates efficient and effective employees in the Development Quarterly, Vol. 14, 4, pp. 397–411.
10. Website of Oil India Limited (http://www.oil-india.com)
organization. The need for training and development is
determined by the employee’s performance deficiency,
computed as- How to cite this article: Garg A. A study on the
Training & Development need = Standard Performance effectiveness of internal trainers- A case study of
– Actual Performance Oil India Limited. J Manag Res Anal.
Therefore, the main objective of this paper and analysis 2018;5(4):420-426.
was to find out the effectiveness of the internal trainer’s in
OIL terms of their knowledge and trainings given to them
by the company and suggest ways how it can be improved.
The study was conducted from primary and secondary

Journal of Management Research and Analysis, October-December, 2018;5(4):420-426 426