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Investments in organizational training and its evaluation is important in recent times. One of the most popular models of training evaluation is the four-level model developed by Kirkpatrick. It includes participant reactions (Level I), extent of learning (Level II), the extent of transfer of training through appropriate behaviour (Level III) and improvement in organization performance (Level IV). Despite its overwhelming use in the industry, organizations have frequently gathered data on Level I of this model only. While extant literature researched on factors affecting participant reactions; group composition influences merited scant attention. To address this gap, the current study conducted at an Indian power transmission organization, focused on the influence of group composition on participant reactions to training of a programme titled ‘Empowering Self for Better Performance’. Reaction data were collected from all the 120 participants who attended the programme. Data analyses pointed out to significant resultant differences in perception on two major dimensions of reaction—programme content and programme duration among participants with differences in age, organizational tenure, job position and educational qualifications. Our results not only provide empirical credence to the importance of group composition in influencing participant reactions but also bear implications for training design of millennials and soft skills programmes in heterogenous groups.
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