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TATA TRUSTS: MEASURING TRAINING PROGRAMME PERFORMACE$1$

On November $11,2022,$ Natalie Beale Chopra, Lead of the Centre for Excellence $$

Learning, Development, and Engagement $($LDE$),$ was waiting at Mumbai Airport Terminal $1$ for

the announcement of her boarding gate. She was taking her fifth flight to Ahmedabad in less than

a year to visit the Institute of Rural Management Anand, some $90$ km east of Ahmedabad. This

time, she was visiting the institute to see the final leg of her widely watched and highly ambitious

Transition Leadership Programme $($TLP$)$ for the Area Managers of Tata Trusts. The programme,

which started in December $2021,$ was a carefully crafted and one$-$of$-$a$-$kind programme for the

managers in a social sector organization in India.

She was pleased that TLP had the participation of one of the most important cadre of

employees at the Tata Trusts, the area managers. They acted as an essential conduit between the

field of work of the trusts and the design and strategy team. For TLP$,$ she received great

endorsement from her CHRO as well as leads of other centres of excellence, i$.$e$.,$ Talent

Management and Performance and Rewards. At various points in time during the programme, she

also took support and inputs from the design team, grant lifecycle management team, and various

thematic heads of the trusts. While all of this was satisfying for Natalie, she couldn't help but

contemplate the key criteria for evaluating TLP$$s performance. If she were to judge it based on the

engagement of internal specialists and Tata Trusts in the programme or the level of participation

of the immediate reporting officer of the Area Managers, then the TLP was already a resounding

success. However, she remained concerned about what other parameters she could use to measure

the programme$$s success in the long run.

Despite having a busy five$-$day schedule ahead of her in Anand, Natalie was optimistic

about finding solutions to her queries on evaluating TLP$$s performance. $$There is so much

happening. This is not only new for us$,$ but also for the sector. We just need to keep going,$$ she

thought. As she updated her to$-$do list for IRMA, the announcement for the boarding gate change

interrupted her train of thought. Nonetheless, Natalie remained determined to make the most of her

time at IRMA, so that she could develop a comprehensive understanding of TLP$$s performance

and use it to improve and fine$-$tune the programme for future participants.

Tata Trusts

The Tata Trusts was founded in $1892$ and was one of India$$s oldest and most respected

philanthropic organizations, with a legacy that spanned over $130$ years. The trusts had a long history

of working towards the betterment of Indian communities, and their initiatives had a significant

impact on millions of lives. Tata Trusts was engaged in a variety of themes, including rural

upliftment, water, health, education, arts, crafts and culture, urban poverty alleviation, energy, and

climate change. The Trusts also focused on innovation, institutions, and individual grants. It was

committed in research and development and leveraged the latest technologies to develop innovative

solutions to social problems. The trusts also prioritized long$-$term sustainability in their initiatives,

aiming to create lasting change rather than just addressing short$-$term needs.

In the area of rural upliftment, the Tata Trusts launched a number of programs to address

the challenges faced by rural communities, such as improving agricultural productivity, sustainable

livelihood, affordable finance, and natural resource management. In the area of water, the trust

supported projects aimed at water harvesting and conservation, water security and management

and improving access to clean drinking water.

$1$ Satyendra Pandey wrote this case solely to provide material for class discussion. The author does not intent to illustrate

either effective or ineffective handling of a managerial situation. The author expresses his sincere gratitude to Tata

Trusts for their inspiring work in the field of social impact, which served as the inspiration for this case study. Their

dedication and commitment to creating positive change in the world are an inspiration to all.

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In the area of health, the Tata Trusts supported themes of cancer care, non$-$communicable

diseases, communicable diseases, elder care, mental care and health systems strengthening. In

education, the trust focused on initiatives to improve early childhood education, teacher education,

promote digital literacy, and support skill development.

Using the case above

Develop an action plan for Natalie to measure changes in behaviour using the

Kirkpatrick Model

$-$ Develop a robust plan to measure results as an outcome of training. Please mention

all the possible risks in adopting results approach to measuring training

effectiveness in this context and how it can be overcome.