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Time of India
a day ago
- General
- Time of India
2 years on, NHAI steps in to carry out repair of sewer after cave-ins on Sohna highway
Gurgaon: A day after a portion of Sohna highway caved in near SD Adarsh Public School, NHAI on Tuesday said it is planning taking up the rehabilitation of the master sewer line — after being locked in a blame game. The cave-in on Monday was the fifth such incident over the last two years due to the damaged sewer line. This comes after nearly two years of inaction and repeated back-and-forth between GMDA and the highway authority even as commuters have been suffering. In 2022, the sewer line was officially handed over to GMDA once the Sohna highway project was completed. However, since Dec 2023, repeated sinkholes developed along the same stretch. A senior NHAI official said, "We have been pursuing GMDA for over a year now to carry out the rehabilitation of the sewer line, but the work hasn't started. Now they are raking up an old estimate from before GMDA was even formed. But given the repeated collapses, we are deliberating to take up the work ourselves as per GMDA's specifications. We will soon request their formal consent." You Can Also Check: Gurgaon AQI | Weather in Gurgaon | Bank Holidays in Gurgaon | Public Holidays in Gurgaon NHAI officials say they have been asking GMDA to take up the permanent repairs in vain. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Beyond Text Generation: An AI Tool That Helps You Write Better Grammarly Install Now Undo GMDA, which earlier floated a tender to carry out the sewer repairs using cured-in-place pipe (CIPP) technology, is now saying the responsibility lies with NHAI. The CIPP technique involves inserting a flexible liner into the damaged pipe, which is then cured to form a new, seamless pipe within the old one, effectively sealing any leaks and restoring structural integrity without the need for excavation. The sewer line rehabilitation was originally proposed in 2017, before the Sohna highway project began. At the time, HUDA — now Haryana Shehri Vikas Pradhikaran — drew up an estimate of Rs 28.75 crore for the rehabilitation of the 1800mm sewer line using CIPP technology, the laying of a 900mm line from Subhash Chowk towards Sector 48, and the strengthening of manholes. Get the latest lifestyle updates on Times of India, along with Doctor's Day 2025 , messages and quotes!
Hindustan Times
2 days ago
- Automotive
- Hindustan Times
Sohna Road caves in for fifth time as GMDA fails to repair master pipeline
Jun 30, 2025 11:50 PM IST Gurugram: A large portion of the surface road on the Sohna highway caved in on Monday evening leaving 20 square feet gaping hole, which was barricaded by the highway maintenance company. National Highways Authority of India (NHAI) officials said that this was the fifth time the highway had caved in at the same stretch due to a damaged master sewage line, which is in very poor condition. A portion of the surface road on the Sohna highway caved in on Monday evening leaving 20 square feet gaping hole. (HT PHOTO) The road has been barricaded and signages installed for commuters to avoid the stretch, they added. An official of the highway project contractor, Oriental Engineering, said that just a few days earlier, GMDA officials had repaired a similar damaged stretch of sewage pipeline near Shishpal Vihar and asked them to repair the road. 'The sinkhole is 5 feet by 4 feet and is quite large. It happened on Monday evening at the same place where the road was damaged last year. The sewage drain under the Sohna Road is almost 20 years old and in bad shape. It needs to be reconstructed or repaired,' the official said. NHAI project director, Yogesh Tilak, said that they had brought the matter to the notice of GMDA. 'We had asked the GMDA for permanent repairs earlier and we will do it again today. It is the fifth time the road has collapsed,' he said. A senior GMDA official, who is aware of the matter, said that they have decided to carry out permanent repairs to the damaged sewage pipeline, which is quite old to prevent any further recurrence of such incidents. 'The tender for the project will be floated again. This master sewage pipeline will be repaired through the CIPP technology,' the official said.
Time Business News
25-06-2025
- Business
- Time Business News
Strategies for and Monitoring the Effectiveness of Employee Development Programs
Abstract Employee development is a strategic component in contemporary human resource management, particularly in dynamic organizational contexts driven by innovation. This paper analyzes, from both a historical and scientific perspective, the main strategies for evaluating and monitoring the effectiveness of employee development programs. It discusses classical and contemporary theoretical models, such as those by Kirkpatrick, Phillips, and CIPP, as well as applied methodologies for measuring impact and return on investment (ROI). The growing role of data analysis and continuous monitoring in strategic decision-making within HR is also examined. The study concludes that effective evaluation not only validates investments in human development but also guides more precise, customized actions aligned with long-term organizational objectives. Keywords: Employee Development; Effectiveness Evaluation; Continuous Monitoring; Strategic Human Resources; Decision Making; ROI; Evaluation Models. Introduction In an organizational context marked by accelerated transformations, increasing complexity, and constant pressure for innovation, employee development has become one of the strategic pillars of human resource management. The ability to continuously qualify employees, align competencies with business demands, and foster learning cultures has become not only a competitive advantage but also a fundamental condition for organizational sustainability. However, for development programs to generate real and proven value, it is essential that they are systematically evaluated and monitored. The measurement of the effectiveness of these programs has shifted from being a supplementary practice to becoming a central concern on the agendas of HR leaders and decision-makers. More than simply verifying the achievement of training goals, evaluating effectiveness involves understanding the actual impact of training activities on individual performance, organizational outcomes, and strategic indicators. This paradigm shift requires the adoption of robust theoretical models, consistent evaluation methodologies, and intensive use of data and technologies. This paper aims to analyze, from a historical and scientific perspective, the main strategies for evaluating and monitoring the effectiveness of employee development programs, highlighting their contributions to strategic decision-making in human resources. By integrating theoretical foundations, organizational practices, and technological innovations, the study seeks to demonstrate how effective evaluation can transform human development into a measurable and sustainable source of competitive advantage. 1. Historical and Evolutionary Overview of Employee Development Employee development, as an organizational practice, has evolved significantly since the early models focused solely on technical training. During the Industrial Revolution and throughout the 20th century, corporate training aimed to prepare workers for operational roles, focusing on task repetition and standardization. The emphasis was exclusively functional, reflecting the prevailing Taylorist-Fordist management model. From the 1960s onward, with the rise of humanistic and behavioral theories, development began to consider relational, emotional, and motivational aspects. The role of the employee shifted from merely executing tasks to becoming an individual with needs, aspirations, and growth potential. This shift led to the emergence of programs more focused on leadership, communication, and teamwork, aligning with the idea of more flexible and innovative organizations. In recent decades, technological advancement, globalization, and digitalization have accelerated changes in the ways people work and learn. As a result, development programs have adopted continuous, personalized approaches based on strategic competencies. The focus has shifted from mere training to lifelong learning, aiming to prepare employees for uncertain and ever-changing environments. Evaluating the effectiveness of these programs has become imperative to ensure a return on investment and strategic direction. 2. Theoretical Foundations of Effectiveness Evaluation in Development Programs The evaluation of the effectiveness of employee development programs is supported by solid conceptual models that guide the collection and analysis of data on the impact of training activities. One of the most influential models is Donald Kirkpatrick's, which proposes four levels of evaluation: reaction, learning, behavior, and results. Each level expands the complexity of the analysis, requiring specific methodologies to capture the transformations generated by the program. Despite the widespread adoption of Kirkpatrick's model, critiques point to its linear rigidity and limitations in capturing contextual variables. In response to these gaps, Jack Phillips proposed adding a fifth level to the model: calculating Return on Investment (ROI). This approach allows for associating measurable gains from the program with its financial costs, enhancing the strategic value of the evaluation for top leadership. Another relevant contribution is the CIPP (Context, Input, Process, Product) model by Stufflebeam, which broadens the scope of evaluation by considering contextual factors, available resources, formative processes, and products generated. This model is particularly useful in formative evaluations, as it allows for adjustments during program execution, optimizing outcomes. The integration of these models contributes to more comprehensive analyses that are better aligned with the complexity of today's organizational environments. 3. Strategies, Methods, and Evaluation Tools The practical application of effectiveness evaluation requires the adoption of strategies that integrate different methods, metrics, and tools. The use of reaction and satisfaction surveys is a common practice, typically applied immediately after training sessions. While simple and easy to implement, this method has low correlation with the actual effectiveness of learning and is more useful for making minor adjustments to the format or pedagogy of programs. Learning evaluation, on the other hand, requires comparing performance before and after training. Knowledge tests, simulations, case studies, and practical activities are commonly used. This approach allows for objective measurement of the knowledge acquired but does not, by itself, ensure that the learning will be transferred to the workplace environment. Behavioral evaluation and the monitoring of organizational performance indicators are crucial for verifying the transfer of learning and its real effects on company outcomes. This stage involves the collection of observational data, structured feedback, interviews, as well as the analysis of indicators such as productivity, absenteeism, turnover, and engagement. Integrating this data into performance management systems provides a more strategic view of the impacts of the programs. 4. Continuous Monitoring and Data Intelligence in People Management Continuous monitoring of program effectiveness represents an advancement over point-in-time evaluations. This approach entails the systematic collection and analysis of data throughout the entire program lifecycle, from design to final outcomes. This enables real-time corrective interventions, promoting immediate gains in efficiency and effectiveness. Digital tools and People Analytics systems play a central role in this process. By integrating data on performance, behavior, feedback, and learning pathways, interactive dashboards can be created to provide up-to-date insights for managers and HR professionals. This practice contributes to faster decision-making, grounded in concrete evidence. Additionally, continuous monitoring allows for the personalization of development pathways based on identified gaps, promoting more relevant and individualized learning. The use of artificial intelligence and predictive algorithms expands the possibilities for analysis, anticipating future qualification needs and preparing the workforce for the organization's strategic challenges. 5. Challenges in Implementing Effective Evaluations Despite methodological and technological advancements, many organizations still face significant barriers to the effective implementation of evaluations. One of the main challenges is cultural resistance, both from employees and leadership, to the systematic measurement of results. There is also a tendency to view development programs as 'intangible' investments, making it difficult to create clear metrics and measurable objectives. Another important obstacle is the fragmentation of information systems, which prevents integration between learning platforms, performance management systems, and data analysis. The lack of adequate technological infrastructure limits HR's ability to conduct predictive analysis, hindering continuous monitoring and the strategic use of collected information. Furthermore, there is a lack of technical training among HR professionals in areas such as statistics, data analysis, and evaluation methodology design. To overcome these limitations, it is necessary to invest in training, the adoption of technological tools, and the development of an organizational culture oriented toward evidence-based learning. This will allow organizations to advance in analytical maturity and achieve greater returns on investments in human development. 6. Conclusion: Evaluation as a Strategic Axis of People Management Evaluating and monitoring the effectiveness of employee development programs is more than an operational requirement: it is a strategic practice that directly contributes to organizational sustainability and innovation. Through scientific and technological methods, it is possible to validate the effectiveness of training activities and align development investments with business priorities. The adoption of robust evaluation models, combined with the use of real-time data, strengthens HR's ability to act as a strategic partner to top management. This means making evidence-based decisions, anticipating scenarios, identifying risks, and promoting a culture of continuous improvement centered on human capital. The future of people management is directly linked to its ability to generate measurable impact. To achieve this, it is essential that development programs are designed with clear objectives, implemented with appropriate methodologies, and evaluated with scientific rigor. Only then will it be possible to ensure that employee development moves beyond a promise and becomes a true competitive differentiator. About the Author Renato Afonso Arraes Menezes Netto Sodré is a professional focused on leadership development and achieving tangible results through employee development. Throughout his career in various organizations, he has distinguished himself by identifying and developing leaders, offering programs focused on team management and leadership skills. His methodology involves creating and implementing training initiatives tailored to the specific needs of employees and the company, with rigorous tracking of employee progress and adjustments to the programs as needed to ensure maximum effectiveness. In addition to his experience in training and development, as the owner of Sodré Serviços de Promoção de Vendas, Marketing e Treinamento LTDA., Renato also manages strategy, planning, financial management, operations, marketing, and sales, demonstrating a holistic and business-oriented approach. TIME BUSINESS NEWS
Globe and Mail
11-06-2025
- Business
- Globe and Mail
The Pleasant Plumber Brings NuFlow Trenchless Pipe Repair to Winnipeg – No Digging, No Damage, Just Results
Winnipeg's leading plumbing company, The Pleasant Plumber, now offers NuFlow trenchless pipe repair—a no-dig, no-damage solution for underground sewer and water line issues. As the only certified NuFlow provider in Winnipeg and a three-time Top Choice Award winner, The Pleasant Plumber brings fast, clean, and property-safe repairs using advanced Cured-In-Place Pipe (CIPP) technology. Ideal for cracked pipes, corrosion, tree root intrusion, and more. WINNIPEG, MB - June 11th, 2025 - The Pleasant Plumber, the leading name in plumbing innovation and a three-time Top Choice Award winner, and the only Certified NuFlow Trenchless Pipe Repair specialist in Winnipeg, is transforming how homeowners handle sewer and water line repairs with its cutting-edge trenchless pipe repair service. Backed by back-to-back Consumer Choice Awards, The Pleasant Plumber continues to deliver on its promise of clean, fast, and property-friendly plumbing solutions. Trenchless technology eliminates the need to dig up driveways, lawns, or foundations—solving underground pipe problems with minimal disruption and maximum efficiency. 'We believe in smarter plumbing,' said Barrett Ferguson, owner of The Pleasant Plumber. 'Our trenchless solutions save our customers time, money, and stress—without compromising quality or durability.' What Is Trenchless Pipe Repair? Using a proven Cured-In-Place Pipe (CIPP) lining system, The Pleasant Plumber creates a new pipe inside the damaged one. A flexible liner is saturated with epoxy resin, inserted into the existing pipe, and cured in place—resulting in a seamless, long-lasting pipe that can last up to 50 years or more. This modern approach is ideal for: Most jobs are completed in a single day, with no excavation or major disruption required. Why Winnipeg Chooses The Pleasant Plumber Winnipeg homeowners dealing with aging or damaged underground lines now have a better option—one that preserves both their property and their peace of mind. Learn more about trenchless pipe repair or schedule a no-dig consultation below. Media Contact Company Name: The Pleasant Plumber Inc. Contact Person: Barrett Ferguson Email: Send Email Phone: 204-930-9630 Address: 1041 Erin St Unit A City: Winnipeg State: MB Country: Canada Website:
Hindustan Times
31-05-2025
- Business
- Hindustan Times
GMDA to put up five key projects for approval at Haryana CM's meet
Gurugram: The Gurugram Metropolitan Development Authority (GMDA) will put up five key infrastructure project proposals before a high-powered purchase committee meeting scheduled to be helmed by Haryana chief minister Nayab Singh Saini on Monday, officials, aware of the matter, said. These projects include setting up around 2,300 CCTV cameras in Gurugram, repair work of the Sohna Road sewage drain, desilting the Hero Honda Chowk drain, Basai electricity substation, building cycle tracks on two major roads. GMDA officials said that tenders for these projects have already been opened, and they have received bids, which shall be put before the committee chaired by the CM. According to details shared by the authority, the GMDA will seeks approval for the second phase of CCTV projects in the city under which it plans to install 2,272 cameras at 258 locations in developing sectors and outskirts of the city. These cameras will be used to detect traffic violations, keep an eye on the city and detect speeding violations on national highways. The phase two camera system will be installed at a cost of around Rs136 crore. Five companies have submitted their bids for this tender, officials said. Another key project will be to desilt the sewerage drain from Hero Honda Chowk to Dhanwapur sewage treatment plant, a stretch of around 7.5km, which will clear the entire sewage network downstream from Hero Honda Chowk. 'An amount of ₹12 crore will be spent on this project, after the committee approves the project. Around 600 metres of the drain would also be strengthened using CIPP technology. Three companies have submitted their bids for the project,' said a senior GMDA official. In order to resolve the problem of damages to the sewage line on Sohna Road, the authority has also proposed to rehabilitate the entire sewage pipeline from Subhash Chowk to Tikri Morh on the highway. 'An amount of ₹19 crore has been earmarked for this project and it will be completed in 12 months after allotment. Once this work is done, the problem of road caving in at different spots on this highway will be resolved,' the GMDA official added. Apart from these three major projects, the authority has also planned to set up a 66 KV dedicated electricity substation at the Basai water treatment plant, which will ensure seamless and regular electricity supply to the plant, which provides drinking water to the entire old city. The authority will also put up a proposal to construct footpaths and cycle tracks on the master sector roads of Sector 58 and Sector 61.
