Archive from September, 2014
Sep 24, 2014 - Sunand Sampath    No Comments


Mount Kilimanjaro is the tallest peak in Africa. It is also the tallest free standing mountain in the world. rising 15,100 feet (4,600 meters) from base to summit. Kilimanjaro is also the most prominent mountain in Africa.



Kilimanjaro is composed of three distinct volcanic cones: Kibo 19,340 feet (5,895 meters); Mawenzi 16,896 feet (5,149 meters); and Shira 13,000 feet (3,962 meters). Uhuru Peak is the highest summit on Kibo’s crater rim.

The youngest person to climb Kilimanjaro is Keats Boyd, an American who trekked up Uhuru Peak at age 7. What’s impressive is that he managed to dodge the 10-year-old minimum age limit!

It is to Be led by a Highly experienced Mountaineering Leader and supported by well experienced Guides and Friendly Staff.

Day 1: 7th Feb 2015.
Arrival – Arusha

Day 2: 8th Feb 2015.
Stay at Arusha get acclimatized.

Day 3: 9th Feb 2015.
Machame Gate (1490m) – Machame camp (2980m

Day 4: 10th Feb 2015
Machame camp (2980m) – Shira camp (3840m)

Day 5: 11th Feb 2015.
Shira (3840m) – Lava Tower (4630m)-Barranco camp (3950m)
Hiking time: 7 hours | Distance: About 15 km’s | Habitat: Semi desert.

Day 6: 12th Feb2015.
Barranco camp (3950m) – Barafu camp (4550m)
Hiking time: 7 hours | Distance: About 13 km’s | Habitat: Alpine desert.

Day 7: 13th Feb 2015.
SUMMIT ATTEMPT, Barafu camp (4550m) – Uhuru Peak (5895m)-Mweka (3100m).Hiking time: 8 hours | Distance: About 7 km’s | Habitat: Stone scree and ice-capped summit.

Day 8: 14th Feb 2015.
Mweka camp (3100m) – Mweka Gate (1980m)
Hiking time: 3 hours | Distance: About 15 km’s |Habitat: Forest

Day 9: 15th Feb 2015.
End Of Expedition . Drop At the Airport for departures. Good Byes.

Day 10: 16th Feb 2015,
On this day you will awake to the breath taking view from the camp or lodge at the crater rim. After breakfast,
continue with your drive into Serengeti, past the Olduvai gorge and on to the Seronera.

Day 11: 17th Feb 2015,
On this day, you will spend the entire day at the Serengeti. You can also experience the migration of the wildebeest , zebra and Thompson gazelle.

DAY 12 : 18th Feb 2015,
Departing the park and heading on to the border of Kenya and Tanzania from where you will exit Tanzania and enter into Kenya.

DAY 13 : 19th Feb 2015,
A full day will spent at the park. You have the choice of a full day of game drive
The Mara is home to the Big Five as well as many other animals and birds. You can also have a drive to the Mara river which is home to many hippos and crocodile.

DAY 14 : 20th Feb 2015,
This will be another full day spent at the Mara having morning and afternoon drives within the park.

DAY 15 : 21st Feb 2015, MASAI MARA / NAIROBI
Have an early morning pre- breakfast drive within the park, you will then return for breakfast followed by departure for your drive

The Evaluation of Outbound Learning Program in the Workplace.

It was seen  that the outbound activities brought  great trust among members,   openness,  & people were  more approachable.

It increase the team cohesion, at an individual level,  employees who underwent  the training  programs  around 87% of people felt  they had a  new and refreshing experience.

Read till the end to get an idea of how the outbound learning helps….


thuralii mountain


The most elementary reason for providing learning and development opportunities is to ensure that an employee is able to carry out their current role which would be in sync to the organizations goal and objectives. Organizations believe that adding value to an employee, will benefit in having skilled and knowledgeable employees.

Organizations which are keen to increase their productivity, efficiency and profitability will look to move beyond obligatory and traditional training methods and look at more diverse and innovative learning and development practices which will enable the employees to capitalize on their potential and prove to be a valuable resource for the organization.

Learning activities can be a source where employees gain new knowledge and skills. Which provides a strong argument for organization to invest in their employees so that they can benefit and differentiate themselves from their competitors.

What do we mean by Evaluation of learning and development?

Training evaluation can be described as a systematic process of collecting and analyzing information for and about a training program which can be used for planning and influencing decision making as well as assessing the relevance, effectiveness and the impact of various training components.

The evaluation of training is the systematic and impartial collection of data for managers and all other interested parties. This information equips them to particular training measures as a way of achieving organizational objectives, implementing policy and promoting organizational learning.

The importance of evaluating learning and development activities

Mann States “with the huge investment in developing training strategies, the question is no longer “should we train” but rather “is the training worthwhile and effective?”

For the Organization:

  • To help make decisions about what interventions should be duplicated in the future.
  • To establish the value that interventions bring to the organization
  • As part of business efficiency considerations
  • To reinforce the importance of an evaluation process when testing new programs for employees
  • To assist in determining who should attend training programs

To Individuals:

Evaluation provides employees with the opportunity to give feedback to their trainers; Individuals can also benefit from the evaluation process if feedback is acted upon for the benefit of the program.

To trainers/Facilitators:

Evaluation data may be used as a performance indicator which justifies the presence of a training department and invest in trainers. Independent trainers may also depend on their feedback to gain future business and to engage with potential new clients as an indicator of the quality of their provision and delivery.

The purpose of evaluation:

APSC provide a simple overview of the purpose of evaluation and state that it has the following four objectives.

  • Assess if proposed learning objective have been met
  • Continuous enhancement of learning interventions
  • Assess whether resources are used judiciously
  • Assess the value for money of the learning interventions
  • Linking learning, development and evaluation to business strategy

Learning can provide a crucial link between an organization’s  human resource strategy and overall business strategy by ensuring that the organization’s employees have the relevant skills and knowledge needed to be able to execute the HR Strategy. As strategies are updated it will be necessary to review the learning and development process and therefore an ongoing dialogue is needed between those responsible for learning and senior management.

Models of Evaluation:

The Kirkpatrick model

In the 1960’s Donald Kirkpatrick wrote a series of articles on evaluation where he identified four stages. Despite its age, Kirkpatrick’s model continues to be used in contemporary research. Kirkpatrick divided the evaluation process into four segments or stages as shown below.



Figure 1

Stage one-Reaction How do the participants feel about the program they attended? 
Stage Two-Learning To what extent have the trainees learned the information and skills? 
Stage Three- Behavior To what extent has their job behavior changed as a result of attending the training program? 
Stage Four-Results To what extent have results been affected by the training program? 


Alternative model

The CIRO model focuses on three questions as shown below figure 2 and the main difference from Kirkpatrick’s model in that it focuses on measurements taken before and after the training has been carried out. Perhaps a key strength of this model is that it takes into account the resources of the organization and their objectives thereby responding to some of the critique this model by highlighting that it does not take behaviors  into account  they also believe that it is suitable for managerial focused training programmes rather than those that are less specialized and perhaps aimed at people working at lower levels in the organization. The CIRO approach was originally developed be Warr, Bird and Racham.


Figure 2

Context Evaluation What needs to be addressed? 
Input Evaluation What is likely to bring about the changes? 
Reaction Evaluation How did the learners react to the training? 
Outcome Evaluation What are immediate, intermediate and ultimate outcomes? 


Context Evaluation

Context evaluation involves collecting information about performance deficiency, assessing that information to establish training needs and on the basis of those findings, setting of objectives. Context of the learning event concerns with procuring and using information about the current functional situation on order to determine training needs and objectives. This evaluation  determines if training is needed. During this process three types of objectives may be evaluated.

Input evaluation

It concerns with how well the learning intervention was planned, organized, designed and delivered.

It involves determining cost efficiency & cost effectiveness, feasibility and other major inputs are. It involves analyzing the available resources and determining how they can be deployed in order to achieve desired objectives.

Reaction Evaluation

Reaction evaluation concerns with obtaining and using information about participants reactions to improve the intervention. The distinguishing feature inputs of participants. This can be helpful when collected and used in systematic and objective manner.

Outcome evaluation

This involves assessing what actually happened as a result of learning event, This can be seen as changes in individual’s knowledge, skills and attitudes, comparing it at the beginning and at the completion of the training. At work place level this can be measured by appraisal, observation, discussion with the manager of learner. This involves identifying changes that take place in team, department or units as a result of learning event. Changes at departmental level may include change in departmental output, costs, clash rates, absenteeism, staff turnover ect.

The Iquest Outdoor Leadership and Adventure Consultants  follows  some of the above models to evaluate the training programmes . 93% felt  their learning projectives from the programme were met. Almost everyone has to say that these kind of event must happern more often .

Post event evaluation from teams that are scattered graphicallyIn one sentence  we can say , the  team has a better understanding of  each other,   and the synergy increased .

Post event evaluation from  newly merged teams

With people  from different  team working styles,  different team cultures,   and different  backgrounds  coming together  as one team , the organization  has a  goal to get them together and on one platform and move ahead ,

After  the Out Bound Learning  program we conduct,  we found greater  amount of trust among members, greater  willingness to help each other,   and better utility of resources.


Although Post  Training evaluation  involve cost, and effort,  the effort is worth  it, and helps  the organization in many ways .





Established by a strong group of Professionals, iQuest Adventures is committed to producing adventurous challenges, professional events and learning programs that are fused with our unique brand of fun and creativity.


Over the years, our team has become one of India’s Leading Adventure Companies by providing excellent customer service, a trustworthy standard of safety, and above all, by bringing a pioneering vision to the activities we feel so passionate about.


The dzongri trek takes you up-close for a spectacular view amidst a majestic panorama of the Himalayan giants within its range of mountains.


It’s a beautiful journey  through  a very spectacular  range of  Mountains Meadows ,  This trek is suitable for first timers, beginners and those with less holidays

9th to 16th November 2014

ARRIVAL AT  Bagdogra ON 9th Nov, 2014.

Day 1

Arrive at Bagdogra in the morning & depart to Yuksam. Arrive in Yuksam by evening & check into hotel

Day 2

Explore Yuksam & get acclimatized to clean air

Day 3

Trek to Bakkim or Tshoka

Day 4

Tshoka to Dzongri

Day 5

Dzongri Acclimatizing Day

Day 6

Dzongri to Tshoka

Day 7

Tshoka to Yuksum

Day 8

Yuksum to NJP or bagdogra



Rs. 17,000/- Service Tax Extra


Age Group:-

15 and above

Minimum number of participants : 10 nos.

Cost Includes:-

● Highly experienced, Leaders, High Altitude Guides, Cooks and support Staff

● Transportation [Train, Jeep & local transportations]

 ● Accommodation [hotels when in city, during the trek in tents on sharing basis]

● Food [3 Veg meals a day, tea/coffee, Snacks

● Porters and Yaks [ruck sacks will be carried by porters and yaks

● Trekker needs to carry the day pack with minimal must haves]

● Certificates and expedition t-shirts


Cost Excludes:-

  • All the personal expenses like drinks, tips etc.
  • ● Cost of any form of insurance, rescue, evacuation, hospitalization, etc.
  • Travel fare up to Kolkatta and Back (iQuest can assist in getting reservations for travel)

Register now  : Contact

Sunand sampath : +91 9448476683

Email :