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2007 Submitted in partial fulfillment of the requirement
For the award of the degree Of MASTER OF BUSINESS ADMINISTRTION
Chanchal Roll No.0411670032
UNDER THE GUIDENCE OF
EXTERNAL GUIDE: Ms. Atul Chaturvedi (Engg.Bio Medical) INTERNAL GUIDE: Asst. Prof. Alok Satsangi
Identify Training Requirements 1
JAIPURIA INSTITUTE OF MANAGEMENT VASUNDHRA, GHAZIABAD
A STUDY OF TRAINING NEED IDENTIFICATION IN FORTIS HOSPITAL
2006 Submitted in partial fulfillment of the requirement
For the award of the degree Of MASTER OF BUSINESS ADMINISTRTION
Identify Training Requirements 2
CHANCHAL Roll No.0411670032
UNDER THE GUIDENCE OF
EXTERNAL GUIDE: Ms Anshu Upadhyaya (Asst. Mgr. H.R)
INTERNAL GUIDE: Asst. Prof. Alok Satsangi
JAIPURIA INSTITUTE OF MANAGEMENT VASUNDHRA, GHAZIABAD
Identify Training Requirements
In his early stint in the pharma industry he understood the limitations of the Indian Market and the restrictive environment of price control regime.About Fortis Health Care Ltd Dr. “To be a Research based International pharmaceutical company”. when both “globalization” and “level playing field” was being touted of in India. Singh. When Indian industrialists were dreading the GATT agreement. The Indian pharma industry’s entire strategy of globalization started from Ranbaxy and Dr. Ranbaxy was doing business in 20 countries. a thinker and a scientist. In the early 90’s. Singh was formulating his Ranbaxy mission statement. Parvinder Singh was a visionary. A rare personality who always thought beyond his time and could realize many of his dreams in a short span of life. a strategist. an entrepreneur and leader of the industry. He Identify Training Requirements 4 . Dr. This led him to his first international foray in 1978.
He acquired and respected talent.understood the value of research and he knew that the company’s survival post GATT would depend upon ability to discover new molecules. along with his pharmaceutical endeavor. developing. far reaching health delivery system. He was active in national and international economic forums. Parvinder Singh was able to transform Ranbaxy from a middlerung company to the India’s first pharmaceutical MNC with turnover touching Rs. It was through this pursuit of talent that Dr. The man with the vision had an equally compassionate heart. integrity and corporate ethics and set an example for Indian Industry. Identify Training Requirements 5 . He was deeply concerned about Medical care of common people. Under his trustee ship about dozen mobile medical units started operating in various parts of India serving more than 3 lacs people with free diagnosis and free medicine (under the banner of Ranbaxy Rural Development Trust). he would create a total. which created advance research activities at Ranbaxy’s R&D center to start new drug discovery research and new drug delivery research. unique. 1400 Crores. comparable to the best in the world. wholly owned subsidiaries and joint ventures. producing and distributing medicine. He was an adviser to successive governments in the center in various capacities. He promoted competence and quality. He dreamt of creating a health delivery system of a very unique standard. as a first step towards preparation for post GATT era. He always thought. He was an outstanding leader always remembered for his sterling qualities of “head & heart”. Singh demonstrated the highest standards of professionalism. He was convinced India had the intellectual capital to create wealth & worked towards realizing it. His ability to think ahead of time created the first Indian International Company spanning over 40 countries with representative offices. Dr. Science and Technology was very near to his heart! It was his personal interest. His strategic initiatives created several strategic alliances at international and national levels. But his vision did not remain limited to researching. He created a well-respected research foundation (Ranbaxy Research Foundation) which recognizes scientists of international standing.
Dr. at Mohali. The vision of the Company is to become the most revered healthcare service provider in India by 2010. Partners Healthcare Systems Inc. Fortis Healthcare Limited has collaboration with one of the leading hospital systems of the world. Identify Training Requirements 6 . Singh’s contribution to promotion of professionalism and high standards of corporate ethics and governance will continue to serve as a lighthouse for industrial community forever. Parvinder Singh’s dream. Massachusetts General Hospital (MGH) and Brigham & Women's Hospital (BWH) are the founding members of Partners Healthcare Systems (PHS). Fortis Heart Institute. easily available and accessible from any part of the Country. he setup Fortis Healthcare Limited to promote Super Specialty Hospitals. FORTIS HEALTH CARE LIMITED AN INTRODUCTION: Fortis Healthcare Limited has been formed with the sole objective of providing total integrated healthcare by establishing a state of the ART health delivery system. is the stepping-stone towards the realization of Dr.convenient. Accordingly. a 200-bedded Cardiac Super Speciality Hospital.
the Company plans to set up a Hub and Spoke Delivery System. It aims to exceed customer expectations in terms of quality. the centralization and constant up gradation of patient Identify Training Requirements 7 . starting from Northern India. This system will provide a clear performance edge over other existing facilities in the country by integrating all hospital functions on line. For example. creating a seamless patient work flow in a film less environment. To achieve the above objectives. Wellness Programmers and Basic Diagnostics. LEVEL3: Health Maintenance Clinics for providing Preventive Maintenance. Therapeutic and Surgical requirements at the time of need. a Super-specialty unit equipped with all OPD and IPD facilities. in real time. Health FOCUS ON INFORMATION TECHNOLOGY Fortis Healthcare Limited plans implementation of the world's most advanced integrated Hospital Information System (HIS) and Picture Archiving and Communication System (PACS). safety and value for money through constant innovation and better product delivery. The HIS will enable us to humanize hospital care in line with the patient-centric philosophy which is the keystone of the Fortis system.“Team Fortis” is committed to meet all healthcare needs of its customers. starting from maintenance of good health to providing global standards in Diagnostics. This will consist of the following levels for total Healthcare Management: LEVEL1: A Hub hospital. LEVEL2: Medical Centers as stand alone units for providing Ambulatory and Day Care Surgery along with high-level Diagnostics. service.
which today is a major source of dissatisfaction. It also integrates all the back office functions covering the pharmacy. The system makes available the status of each patient to key hospital personnel and will immediately alert the doctor if there are any drug-drug interactions suggesting alternatives. this allows patients and doctors to access the record remotely for greater patient convenience. The Cardiology data is also available in compressed form. laundry. a complete updated EPR (Electronic Patient Record) instantly. billing and subsequently patient discharge. support systems. Moreover. This EPR will be available to every doctor and nurse in the hospital campus enabling them to react instantly in an emergency. PACS stores all the images from X-Rays. inventory management etc. from scheduling of appointments with consultants.records from all departments by the HIS will ensure that minimum time is taken on formalities such as patient discharge protocols. CT Scan. MRI. Ultra sound etc in digital form to be available any time anywhere as a part of the Electronic Patient Record. The software Identify Training Requirements 8 . The system will also make available to the doctor. O. Being web enabled. kitchens.T. The system has been created keeping in mind all the possible needs that a hospital will have not just today but also into the foreseeable future. It prompts the nursing station to ensure timely drug administration to the patient and will inform the nurses' supervisors of any slip-ups to enable corrective action. The HIS integrates all the functions in the hospital. HIS is fully integrated with the latest Picture Archiving and Communication System (PACS) and medical equipment. to creating and updating patient records. admissions. This system has an advanced decision support system that provides inherent checks & balances to minimize human errors. reviewing room options and payment plans.
COLLABORATION Fortis Healthcare Limited has collaboration with one of the leading hospital systems of the world. Partners Healthcare Systems Inc.Created would be constantly upgraded to incorporate advances made by GE internationally to ensure that the Fortis Heart Institute's cutting edge is maintained.S. which communicates with the latest communication facilities like cell phones and pagers. to keep in contact with the doctors attending on the patient. News and World Report 2000. using Telemedicine. HIS is a powerful interactive tool. Under this collaboration. The system will enable doctors at the hospital to refer to and seek second opinions from the doctors at Massachusetts General Hospital and Brigham and Women's Hospital. It makes sure that the doctors always receive the current information by constantly updating patient handling information thereby ensuring highest standards in patient care and hospital management. and are the leading teaching hospitals of Harvard Medical School. Identify Training Requirements 9 . This is in keeping with our vision of providing the very best in quality healthcare using cutting edge technology coupled with exceptional patient care. We at Fortis are proud to say that we have the most technologically advanced hospital in the country. The MGH and BWH are ranked 3rd and 9th respectively in the best hospitals honor roll of U. USA. Massachusetts General Hospital (MGH) and Brigham & Women's Hospital (BWH) are the founding members of Partners Healthcare Systems (PHS). Fortis Healthcare Limited will be an International Scientific Affiliate of the PHS hospitals.
hospital processes. training of hospital personnel. Draper Laboratories and the Massachusetts Institute of Technology (MIT). The alliance will help in developing the Fortis Heart Institute as a `Centre of Excellence' benchmarked against the best international medical systems. PHS will transfer Clinical protocols and procedures related to cardiac care. high quality standards of patient care. As a continuing relationship with PHS. This collaboration will play a pivotal role in the execution of the Fortis plan for delivery of integrated Healthcare in India. state-of-the-art medical technology and superior hospital management systems. brings over 150 years of rich and varied experience across specialties. By working together with the industry. criteria for accreditation in accordance with US hospital standards and help credentialing protocols for cardiac surgeons and cardiologists based on US teaching hospital standards. there will be an exchange and updates on cardiac care. Under the collaboration. FHL will get an opportunity to become a participant in the "Centre for Innovative Minimally Invasive Therapy" (CIMIT) and in the prestigious "Operating room of the future" project. educational and medical research initiatives. the goal of CIMIT is to discover.collaborating on patient care. technology and postgraduate educational exchange. develop and evaluate new approaches and technologies in minimally invasive diagnosis and treatment Award Identify Training Requirements 10 . MGH. quality assurance. This partnership with PHS hospitals. CIMIT is a medical research and development consortium comprising the BWH.
Identify Training Requirements 11 . Environment Care Of Fortis Health Care Ltd. The care and concern for patients starts right from the design of the institute. accessibility and operational efficiency by the hospital design specialists Kaplan McLaughlin Diaz of San Francisco. starts well before disease with prevention and wellness. And safeguarding the environment has a critical role to play in this. That's why we have put in place the strictest environmental protection measures at the Hospital. A design developed for optimum patient care.This design won the Best Design Award '99 of the American Institute of Architecture. The 'People Centric' ethos at Fortis is also reflected in the care for the environment that is a guiding force at the Hospital. neuro we firmly believe. For cardiac care.
which has been built around the existing trees. Emphasis on landscaping and planting ensures an environment of verdant green • Ozone and energy friendly air-conditioning system.• Incinerator to take care of the bio-medical and hazardous hospital waste. • Shredder & Autoclave to take care of plastic and metallic waste • A sophisticated zero-waste water discharge system purifies the contaminated water and recycles it for horticulture. It slows or shuts down depending on the ambient temperature and occupancy demands. • Not a single tree was cut during the construction of the Hospital. • Water Harvesting Identify Training Requirements 12 . automatically adjusts to the occupancy levels.
Objective Of The Study Generally the training policies are formulated by the HR manager at the request of line managers. The training objectives are laid .down keeping in view the company's goals and objectives • To impart the basic knowledge and skill to the entrants and Identify Training Requirements 13 .
• To teach the employees the new techniques and ways of performing the job or operations. • To equip the employee to meet changing requirements of the job and the organisation. • To prepare employees for higher Level tasks and build up a second line of competent managers Identify Training Objectives Once training needs are identified. objectives should be set to begin meeting these need. Innovative: • • Anticipating problems before they occur Team building sessions with the departments Problems Solving: Identify Training Requirements 14 .enable them to perform their jobs well.
The second of training objective is problem solving. supervisors and executives working at various levels Identify Training Requirements 15 . The focus is on solving a specific problem instead of providing general information about a problem area. The final objective is innovation.• Training clerks to reduce complaints • Training supervisors in communications to reduce grievances Regular: • Orientation • Recurring training of interviewers • Refresher courses on safety procedures suggests training objectives can be of three types. The most basic training takes place through orientation programmes. Here the emphasis is on changing the mind set of workers.
Scope Of The Study Identify Training Requirements 16 .
Identify Training Requirements 17 .
Identify Training Requirements 18 .
The two hands that fuse seamlessly with a human form. human or corporate. Identify Training Requirements 19 .. equivalent to world standards. Our endeavor to achieve excellence in healthcare delivery. has a hallmark…a signature that identifies it. expressive of the dynamic zeal with which we strive to make it a reality. express our reassuring approach to healthcare… ………. Green is the colour of healing and is symbolic of our steadfast focus: to ensure the health and well being of those we minister to. And the human values that govern every facet of our business.LOGO OF FORTISESIS ENESIS LOGO GENESIS Every entity. The Fortis logo defines our very persona.A constant reminder to all that patient-centric care is fundamental to our ethos. And red.
We never forget that the wellness of human lives is our raison d’etre.The Fortis logo is the indelible assurance that our expertise will always be tempered with humanity. The FORTIS Network Fortis Mohali 2001 Amritsar2003 Jessaram2004 Amritsar2003 i Amritsar2003tsar2003 Noida2004 Identify Training Requirements 20 .
Even if we have finance to build the physical infrastructure. You can call it another miracle. which would revolutionize the way. wrought by the death of distance. The high incidence of near-fatal emergencies requiring immediate medical attention and high prevalence of chronic Identify Training Requirements 21 . healthcare services are delivered in India. it would be difficult to arrange Specialist expertise locally. WHY TELEMEDICINE? There are no super specialty hospitals in small towns of the country. the ability of a doctor to diagnose & treat (or prescribe a line of treatment) the ailment of a patient sitting far away.TELEMEDICINE A new concept.
Design Identify Training Requirements 22 . Medical centers & Fortis Heart Institute with the best technology available in the world. At Fortis. in order to provide our customers world-class healthcare services at a click of a button. • Pool in all the expertise of the FORTIS GROUP to provide all the necessary medical help to its partners. Images.) of a patient across the places & consult each other to suggest a line of treatment. We are going to network our Health Maintenance Clinics. There by reducing patient travel time WHAT FORTIS PLANS TO DO? • Setting up a Multi-Speciality Telemedicine Network. we are exploring this opportunity to its best. • Bring quality health care to the common man at an affordable price. This would make it possible for doctors.aliments demands the availability of these health care services at the doorstep. Scans etc. not only to communicate with each other but also to transmit diagnostic details (Data.
An important design feature has been the space allocation of approx. natural light and facilities for attendants./bed in contemporary and comparative hospitals in India. 2000 sq. The special feature of this design lies in imbibing a flexible and modular approach to impart adaptability to future changes/ modifications.ft. FORTIS HOSPITAL NOIDA Identify Training Requirements 23 .The design development for maximizing the accessibility and operational efficiency to deliver improved patient care has been achieved by appointing a San Francisco based Hospital Design Specialist Architects M/s Kaplan McLaughlin Diaz along with the leading local architects M/s Achal Kataria Architects (AKA).ft/bed instead of the normal 800-900 sq. This has provided the organization with a modular concept of flexibility to adapt and accommodate future trends of care parameters. This international architecture award winning facility has a remarkable design feature: all rooms have soothing views.
5 kms from National Highway 24 Surrounded by a large number of cooperative group societies and adjacent to the institutional and industrial sectors of Noida Hospital’s Specialties Orthopedics Neuro Sciences Identify Training Requirements 24 .350 bedded super specialty in Orthopaedics and Neurosciences Location Sector 62-Noida 1.
Nephrology General Surgery Psychiatry Urology Ophthalmology Pediatrics Dermatology Telemedicine Gastroenterology Pulmonology Plastic Surgery Radiology Oncology Anesthesiology Emergency Physiotherapy Transfusion Medicine Gynecology Dental. ENT Internal Medicine Cardiology Endocrinology OUT Department Details Identify Training Requirements 25 .
Gulshan Arora Hospital Support Services: Ms. G. Mohit Kumar Chaturvedi IN Patient Department: Mr. P. Promila Adhana Finance: Mr. Singh Materials: Purchase – Ms.Medical Services: Dr. Shishir Kumar Nursing: Ms. Indira Tripathi Human Resources: Ms. Upinder Pal Singh Identify Training Requirements 26 . Nandini Gokhale Stores – Ms. Archana Dhiman Engineering: Mr. Rajendra Patankar OUT Patient Department: Mr. Sadhna Singh Information Technology: Mr. Sunil Jain Marketing: Mr. Jai Paul Facilities: Mr.
24 RANBAXY LABORATORY Time Office Entrance BLOCK OPD BLOCK ATRIUM GATE 1 GATE 2 TOWARDS NH .24 -NH 24 IPD BLOCK GATE 3 (Staff Entrance)) GATE 6 GATE 5 (EMERGENCY GATE) TOWARDS BANK OF INDIA GATE 4 Identify Training Requirements 27 .LAYOUT TOWARDS TOWARDS NH .
Identify Training Requirements 28 .e.HUMAN RESOURCES The Human Resource Department deals with the effective management and development of the most valuable “Resource:” i.
4. 14.the Human component of the organization. 10. Over the years the Human Resource Management (HRM) has developed into a well defined area which formulates various policies and goals. 13. 7. 3. Improving Intra-organizational Communication channels. thereby improving the overall effectiveness of the whole organization. At FHI we emphasize on empathy and flexibility along with open communication channels so to provide an environment conducive to individual and organizational growth. Some of the important functions of HR are as follows 1. In recent times the challenges Faced by HR Professionals have undergone a sea change. all of which are basically aimed at quantifying an individual’s capacity and formulating a career graph best suited to the mutual requirements of the organization and the individual. 6. Employee Welfare Scheme Organizational Development Improvement Of Decision Making Skills Wage and Salary Administration. 9. Rewards and Incentives Organizational Structure and Design. Manpower planning Recruitment and Selections Training and Career Development Periodic Employee Performance Appraisal Employee Grievance Handling. 12. 2. 5. We also aim at combining Identify Training Requirements 29 . Leave Auditing Job Description & Job Analysis. which has made the HR Deptt. a very important and effective component of any organization as it ensures that the organization recruits the most effective and suitable talents and retains them. 11. 8.
not just IQ. a breed with high EQ. conscientiousness. initiative.individual commitment with organizational values so as to provide a healthy atmosphere favorable in providing world-class healthcare. It tries to secure the best from Identify Training Requirements 30 . interpersonal skill. As our organization is growing at an exponential pace the HR department is all the more actively involved in imbibing the right kind of individuals who are not only the best in their professional fields but are emotionally more competent. optimism and team skills Meaning Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. Those with self confidence. It is that part of the management process which is concerned with the management of human resources in an organization.
training and development coupled with fair wage policies. It tries to put people on assigned jobs in order to produce good results. Pervasive force: HRM is pervasive in nature. it may be defined as the art of procuring. c. It is a way of managing people at work. HRM is concerned with the most effective use of people to achieve organizational and individual goals. In short. both as individual and groups. It motivates employees through a systematic process of recruitment. Individually oriented: It tries to help employees develop their potential fully. Identify Training Requirements 31 . written procedures or rules. rather than on record keeping. It has the following features: a. developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner. People oriented: HRM is all about people at work. The problems of employees at work are solved through rational policies. The resultant gains are used to reward people and motivate them toward further improvements in productivity. According to lnvancevich and Glueck. It permeates all levels of management in an organization.people by winning their wholehearted cooperation. d. It is present in all enterprises. It encourages them to give out their best to the organization. so that they give their best to the organization. b. Action oriented: HRM focuses attention on action. selection.
Identify Training Requirements 32 . to some extent. Employees are rotated on various jobs so that they gain experience and exposure. Auxiliary service: HR departments exist to assist and advise the line or operatin managers to do their personnel work more effectively. HR manager is a specials advisor. effectiveness through effective and efficient utilization of human resource remains the same. f. concerned with any organizational decision which has an impact on the. In short. Personnel work may take different-shapes and forms at each level in the organizational hierarchy but the basic objective of achieving organization. intends to develop the full potential of employees. middle and top managers. it tries to integral human assets in the best possible manner in the service of an organization. h. It covers all types of personnel. It is a staff function. Development oriented: HRM. Every attempt is made to use their talents fully in the service of organizational goals. "It is basically a method of developing potentialities employees so that they get maximum satisfaction out of their work and give their best efforts to the organisation". Comprehensive function: HRM is. The reward structure is tuned to the needs of employees.' working at various levels in the organization. supervisors. Integrating mechanism: HRM tries to build and maintain cordial relations between people. g. workforce or the potential workforce The term 'workforce' signifies people working various levels. Training is offered to sharpen and improve their skills. including workers. It concerned with managing people at work.e.
It requires a constant alertness and awareness of human relations and their importance in every day operations. HRM is not a one short deal. • Continuous function: According to Terry. managers need to understand and appreciate the contributions of all such 'soft' disciplines. Scope of HRM The scope of HRM is very wide.• Inter-disciplinary function: HRM is a multi-disciplinary activity.etc. Research in behavioural sciences. anthropology economics. It cannot be practiced only one . utilizing knowledge and inputsdrawn from psychology.day a week. Identify Training Requirements 33 .To unravel the myster surrounding the human brain. sociology.
remuneration. productivity. etc. promotion. rest and lunch rooms. transport. incentives. The Indian Institute of Personnel Management has specilied the scope of HRM thus: • Personnel aspect: This is concerned with manpower planning. a. housing. because of the protection that is provided by the unions and government or because their skills are in short supply. Today's employees demand more considerate treatment and a more sophisticated form of leadership. transfer. In the light of these emerging trends. recruitment. recreation facilities etc. settlement of disputes.new trends in managing knowledge workers and advances in the field of training have expanded the scope of HR function in recent years. Industrial relation aspect : This covers union-management relations. Furthermore. etc. many group of employees are in a position to demand and obtain more favorable employment conditions and. HRM's objectives have been expanding all these years. and safety. selection. bargaining. education. treatment. HR department (or for that matter any other unit) will wither Identify Training Requirements 34 . creches. health. training and development. exists to achieve the goals of the organization first and if does not meet this purpose.To help the organization reach its goals: HR department.placement. layoff and retrenchment. today this type of leadership is being increasingly rejected. The present generation of employees is more enlightened and better educated than were preceding ones. medical assistance. collective bargaining. joint consultation. • Objective of HRM Although managers and supervisors in the past often were arbitrary and autocratic in their relations with subordinates. • Welfare aspect: It deals with working conditions and amenities such as canteens. grievance and disciplinary procedures. like other departments in an organization.
b. g. It is the responsibility of HRM to in the fullest possible sense both in regulators and other external public as well as in understanding the views of internal human resources.To provide the organization with well-trained and well-motivated employees: HRM requires that employees be motivated to exert their maximum efforts. Without improvement in the quality of work life.To develop and maintain a quality of work life: It makes employment in the organization a desirable personal and social situation.To help maintain ethical policies and behavior: The Chief Personnel Officer in a Corporation put it thus: Personnel's purpose is "to practice morality in management in preparing people for Identify Training Requirements 35 .To increase to the fullest the employee's job satisfaction and self-actualization: It tries to prompt and stimulate every employee to realize his potential. it is difficult to improve organizational performance.To employ the skills and abilities of the workforce efficiently: The primary purpose of HRM is to make people's strengths productive and to benefit customer’s stockholders and employees. c. d. opinions and feelings of customers. non-customers.To communicate HR policies to all employees: tapping ideas. To this end suitable programmes have to be designed aimed at improving the quality of work life (QWL). f. that their performance be evaluated properly for results and that they be remunerated on the basis of their contributions to the organization.and die. e.
The above eight objectives (drawn from lvancevich and Glueck) should ultimately lead to employee satisfaction and fulfillment. It is through the combined and concerted efforts of people that monetary or material resources are harnessed to achieve organizational goals.. standards that determine progression and adhering to the spirit and letter of high professional conduct". attitudes and skills have to be sharpened from time. legal and economic trends in the economy. HRM in short should try to (a) attain economically and effectively the organisational goals. (b) serve to the highest possible degree the individual goals. cannot improve efficiency or contribute to an increased rate of return on investment. But these efforts. IMPORTANCE OF HRM Human resources. This is however easier said than done. This is where Human Resource Management plays a crucial role. building acceptance or. and (c) preserve and advance the general welfare of the community. to time to optimize the effectiveness of human resources and to enable them to meet greater challenges. Thus. It helps an organization in multifarious ways: Identify Training Requirements 36 . holding high standards of productivity. are thoroughly conversant with the social. contribute to the production of goods and services in an organization. dealing with dissent and conflict. managing people in today's world of work would always prove to be a ticklish affair. along with financial and material resources. Unless HR people. by themselves.change. Physical and monetary resources.
At the enterprise level . Identify Training Requirements 37 . At the individual level: Effective management of human resources helps employees thus: • • It promotes team work and team spirit among employees. Planning alerts the company to the types of people it will need in the short. Good human resource practices can help in attracting and retaining the best people in the organization. j. • It allows people to work with diligence and commitment.medium and long run. If offers excellent growth opportunities to people who have the potential to rise.i.
Identify Training Requirements
HUMAN RESOURCE PLANNING INTRODUCTION
Finding the right man for the right job and developing him into an effective team member is an important function of every manager. Human resource are capable of enlargement, i.e., capable of producing an output that is greater than sum of inputs. In order to harness the human energies in the service of organizational goals, every manager is expected to pay proper attention to recruitment, selection and training activities in an organization. Proper promotional avenues must also be created so as to motivate people to peak performance. All these things, however, do not come by easily. It requires thorough planning and a certain amount of zeal and commitment to convert the rhetoric into concrete action.
Human resource is an important corporate asset and the overall performance of companies depends upon the way it is put to use. In order to realize company objectives, it is essential to have a manpower plan. Manpower Planning or Human Resource Planning is essentially the process of getting the right number of qualified people into the right job at the right time. It is a system of matching the supply of people (existing employees and those to be hired or searched for) with openings the organization expects over a given time frame. Human Resource Planning (HRP) is a forward looking function. It tries to asses manpower requirements in advance keeping the production schedules, market fluctuations, demand forecasts, etc., in The background. The manpower plan is subject to revision, of course, and is tuned to the requirements of an organization from time to time. It is an integral part of the overall corporate plan and reflects the broad thinking of management about manpower needs within the organization. The focus of plan is always on getting right number of qualified people into the organization at the right time. To this end, manpower plans are prepared for varying time periods, i.e., short term plans covering a time frame of 2 years and long term plans encompassing a period of 5 or more years.
Identify Training Requirements
The basic purpose of having a manpower plan is to have an accurate estimate of the number of employees required, with matching skill requirements to meet organizational objectives. It provides information about the manner in which existing personnel are employed, the kind of skills required for different categories of jobs and manpower needs over a period of time in relation to organizational objectives. It would also give an indication of the lead time that is available to select and train the required number of additional manpower. More specifically, manpower planning is required to meet the following objectives:
Forecast personnel requirements:
Manpower planning is essential to determine the future manpower needs in an organization. In the absence of such a plan, it would be difficult to have the services of right kind of people at the right time.
Cope with changes:
Manpower planning is required market conditions, technology, products and government regulations in an effective way. These changes may, often, require the services of people having requisite technical knowledge and training. In the absence of a manpower plan, we may not be in a position to enlist their services in time.
Use existing manpower productively: By keeping an inventory of existing personnel in an enterprise by skill, level, training, educational qualifications, work experience, it will be possible to utilize the existing resources more usefully in relation to the job requirements. This also helps in decreasing wage and salary costs in the long run.
Promote employees in a systematic manner:
Manpower planning provides useful information on the basis of which management decides on the promotion of eligible personnel in the organization. In the absence of a manpower plan, it may be difficult to ensure regular promotions to competent people on a justifiable basis. Training need identification 40
continuously. Cut Costs: Planning facilitates the preparation of an appropriate manpower budget for each department or division. school. as canteen quarters. motivated and developed in advance and this helps in meeting future needs for high quality employees quite easily. People with requisite skills are readily available to carry out the assigned tasks. Likewise. helps in controlling manpower costs by avoiding shortages/excesses in manpower supply. If used properly. prepares people for future challenges. All multinational companies for example. Advance planning ensures a continuous supply of people with requisite skills who can handle challenging jobs easily. The 'physical facilities such. Expand or Contract: If the organization wants to expand its scale of operations. When the time comes. have this policy of having a 'hot list' of promising candidates prepared in advance. Prepare People for Future: People can be trained. Succession Planning: Human resource Planning. it offers a number of benefits: Reservoir of Talent: The organization can have a reservoir of talent at any point of time. etc. medical help. The stars can be picked up and kept ready for further promotion whenever they arise. such people 'switch hats' Training need identification 41 . Such candidates. can be planned in advance. This. it can go ahead easily. are rolled over various jobs and assessed and assisted .IMPORTANCE Human Resource Planning is a highly important and useful activity. manpower shortages can also met comfortably (when people quit the organization for various reasons) through proper human resource planning. in turn.. as pointed out previously.
quickly and replace their respective losses without any problem. FORTIS AMBASSADORS Objective Keeping in view our prime focus of being “Patient Centric”. who require staying in the hospital. our home. Any person bearing a FORTIS nametag is expected to know about the Organization in depth so that any outsider be it the patient. o White belts o Green Belts o Black Belts These belts are awarded to individuals based on their level of familiarity/expertise about the Hospital & its facilities Training need identification 42 . Program Details 1. attendant or any other visitor. There is a system in place to select Facility ambassadors. 2. it is felt that all FORTIS Team members must act like a Family of Hosts to our customers. it is believed that all the Fortis Members must be thoroughly familiar with the • • • • • • • • • Hospital & its layouts Various Facilities and their location Process flows Equipments Each department activities and its key focus areas Marketing & Pricing Issues People The Why’s of the institute and Key differentiators of FHI Each and every employee is the Ambassador of the Institute. gets all their queries answered satisfactorily. Therefore. These Ambassadors are divided into three levels.
Achieving the White Belt level is compulsory for all FORTIS Team members. Facilities charts are displayed at prominent places in the Hospital. For any specific questions an email ID has been created by the name of blackbelts@fortis. 4. b.Intranet Training need identification 43 . e. Department would be responsible for displaying these. a. d.in Facilities manual. giving detailed information about the hospital. Fortislife .. Those interested in gathering more information have the option of contacting Black Belts.e. All new joinees undergo a two days’ Orientation Program within the first week of their joining the hospital.co. The next two levels i. This would ensure that each employee knows the minimum required information about the Institute & sufficient information about the workplace.3. c. Green Belt & Black Belt are optional for those keen on knowing more about the Organization 5. The idea being that all employees should be familiar with the Organization background. Hospital & its General layout and their own Department in details. Engg. The following serve as the inputs for imparting knowledge about the facility to the employees.
like 10% of the total employee strength. The level of Black Belt Interview would be raised every time the number of persons holding the BlackBelt crosses a certain limit.The New Black Belt Champions are honoured by placing their names on the Honour board put up for this purpose.They get a grape bunch or green strip on the nametag to depict their status and a token gift. For this the Committee of the Black Belts will form a sub-team and Quiz its members individually to renew their status. Training need identification 44 . Organisation.A token gift would be given to all those who attain the status of White Belt. This renewal will be held after every six months.How to Attain the Belts 1. Apart from all this they would get a black strip on the nametag and a token gift. Attaining GREEN BELT . as well. The Black Belt members will keep contributing to the questionnaire bank and hence will keep raising the level. Attaining BLACK BELT . Current black belt champions will also need to renew their ambassadorship status. They will also get the privilege to have a meal with the Top management. 2. The Black belt hopefuls would require clearing an interview/quiz to be conducted The White belt must be attained within first month of joining the by the Black Belt holders. The quiz for all the belts is held every month Rewards Attaining WHITE BELT .
These rewards are meant primarily to give recognition to the people who know about the facility Training need identification 45 .
and redesigning processes. implementing and improving customer/patient handling processes and thus improving patient satisfaction • Coordinating with the diagnostic departments on operational issues Coordination of Doctors • Maintaining sound rapport with consultants & coordinating by being their one point of contact for all administrative issues • Monitoring attendance of empanelled consultants • Coordinating payment of consultation fees of empanelled consultants Coordination of Customer/Patient Services • Determining customer/ patient service requirements by maintaining constant relation with patients/ customers • Maximizing customer service by providing help desk resources and technical advice. resolving queries and problems. • Improving customer quality by studying. establishing and communicating service metrics.JOB DESCRIPTIONS INCHARGE (OPD) Management of OPD • Day to day monitoring of the OPD functions • Coordinating with the Front Office Assistants and streamlining of OPD processes • Designing. monitoring and analyzing results & implementing changes Coordination of Health Check Centre • Day to day supervision of the functioning of HCC • Coordinating between FHI & corporate clients (receiving & guiding all corporate clients) • Ensuring a pleasant experience for all clients Training need identification 46 . evaluating.
• Identifying and overcoming complacency. by constantly improving the functional abilities. orienting. which would not settle for complacency • Identifying and attending training programs that would enhance knowledge and skills required for development of self. • Taking part in the process of selecting. • Identifying and nominating team members for training programs that would enhance knowledge. counseling and disciplining employees • Encouraging and develop team members’ multi-functionality. skills and shape the attitudes required for Training need identification 47 . • Identifying and categorizing various types of performers in the department and chalking out an action plan for their development and growth in tune with strategies and objectives of the organization and in consultation with HR department. • Managing in-house medical camps Self Development • Updating job knowledge by participating in educational opportunities reviewing professional publications. customer/ patient service trends etc.• Streamlining of processes from time to time by visiting operational environment. functional and multi-functional abilities and capabilities Team Development • Keeping in touch with the entire team by regular meetings. conducting surveys and bench marking best practices Management responsibilities • Generating reports to the management regarding patient inflows. based on individual specialty and consultants. maintaining personal networks • Developing multi-functionality • Benchmarking and implementing best practices in the departmental functioning. training.
Responsible for maintaining an excellent relationship at all levels between his/her department and other departments. functional and multi functional abilities and capabilities. • Building relationships with other dignitaries in the hospital industry and other key local dignitaries. Other Responsibilities • Taking decision on all operational and team matters that are outside the purview of subordinates. • Maintaining professional relation with all external professional agencies/contact persons. • Co-ordinating with other departments to ensure implementation of his/her department strategies /policies.development of self. Training need identification 48 . • • Representing the department or team in the management morning meetings and other employee or department related committees. • Actively networking with contemporaries in other industries to stay abreast of latest developments and initiatives.
evaluating. establishing and communicating service metrics. monitoring and analyzing results & implementing change Training need identification 49 . technical advice and resolving their queries and problems • Determining customer/patient service requirements by maintaining constant relation with patients/ customers • Improving customer quality by studying.JOB DESCRIPTIONS INCHARGE (IPD) Management of IPD • Day to day monitoring of the IPD functions • Coordinating with the Front Office and billing assistants for streamlining of IPD processes • Designing. implementing and improving customer/patient handling processes and thus improving patient satisfaction • Coordinating with the diagnostic departments on Inpatient operational issues • Monitoring the admissions process for allocating rooms and beds • Streamlining of processes from time to time by visiting operational environment. conducting surveys and bench marking best practices Coordination of Doctors • Maintaining sound rapport with consultants & coordinating for all inpatient services by being their one point of contact for all administrative issues Coordination of Customer/Patient Services • Maximizing customer service by providing counseling. and redesigning processes.
• Identifying and nominating team members for training programs that would enhance knowledge. skills and shape the attitudes required for development of self. Training need identification 50 . Self Development • Updating job knowledge by participating in educational opportunities reviewing professional publications. customer/ patient service trends etc. maintaining personal networks • Developing multi-functionality • Benchmarking and implementing best practices in the departmental functioning. training. • Identifying and overcoming complacency. counseling and disciplining employees • Encouraging and develop team members’ multi-functionality. by constantly improving the functional abilities. orienting. • Taking part in the process of selecting. admissions. functional and multi functional abilities and capabilities. which would not settle for complacency • Identifying and attending training programs that would enhance knowledge and skills required for development of self. discharges. • Identifying and categorizing various types of performers in the department and chalking out an action plan for their development and growth in tune with strategies and objectives of the organization and in consultation with HR department.Management responsibilities • Generating reports to the management regarding bed occupancy. functional and multi-functional abilities and capabilities Team Development • Keeping in touch with the entire team by regular meetings.
Responsible for maintaining an excellent relationship at all levels between his/her department and other departments.Other Responsibilities • Taking decision on all-operational and team matters that are outside the purview of subordinates.OPD • Receiving all customers/patients and providing them the required information promptly. Training need identification 51 . • Taking appointments for Consultants directly or over the phone. • Submitting daily compiled report of Consultations and cash collection to the OPD Incharge. • Undertaking cash collections. • Maintaining professional relation with all external professional agencies/contact persons. preparing collection summary and handing over the same to the main cashier. • Updating the patients in case of changed schedule of Consultants and rescheduling their appointments. accurately and courteously. • Co-ordinating with other departments to ensure implementation of his/her department strategies /policies. • Actively networking with contemporaries in other industries to stay abreast of latest developments and initiatives. as per their schedules and guiding patients for consultation. Front Office Assistant . • • Representing the department or team in the management morning meetings and other employee or department related committees. • Building relationships with other dignitaries in the hospital industry and other key local dignitaries.
Doctor’s consultation fees. • Submitting daily compiled report of admissions and discharges to the IPD Incharge/Counsellor. investigation charges and satisfying the patient and their attendants. • Generating the discharge summary and final bill based on the services rendered to the patient. • Following up with the various departments for generation of final bill of the patients. • Executing all admissions by verifying availability and readiness of beds with the floor coordinator • Explaining the tariff of different services. • Performing any other jobs assigned by the superiors as per exigencies of work. Front Office Assistant – IPD • Receiving all customers/patients and providing them the required information promptly and accurately. • Obtaining necessary documents in case of Insurance patients. counseling and communicating the billing procedures to the patient and his attendants. • Executing all patient discharges. • Explaining. Training need identification 52 .• Performing any other jobs assigned by the superiors as per exigencies of work. preparing collection summary and handing over the same to the main cashier. • Undertaking cash collections.
Cancer is a public health problem worldwide. The CME was organized with an objective with an objective of spreading awareness in order to achieve enhanced patient care through knowledge and experience sharing. it has created an example of helping the poor people. Noida brings the latest trends on head and neck cancer surgery. 2005) Fortis hospital. the rich and poor. Fortis Hospital. The hospital doesn’t have any charitable trust as at for such purpose. DAINIK JAGARAN (February 10. a two year old boy. HINDUSTAN TIMES (March 5. 2005) Fortis Hospital. It affects all people: the young and old. the latest trends at the cancer front and surgical --------- 3. met with a road accident and went in comma. The hospital has spent more than 2. Noida in association with IMA. It has been noted that Sonu. Training need identification 53 .PRESS SPEAK 1. men. women and children. JANSATTA EXPRESS (April 16. Still. Noida a super specialty in Orthopaedics and Neuro Sciences is attracting Foreigners for their healthcare. 2. Doctors Shared with Modinagar’s medical fraternity. Modinagar today organized a Continuous Medical Education (CME) program on cancer and neck cancers and headaches.5 lakhs on this child. The child’s poor parents couldn’t afford the cost. 2005) Fortis Hospital. Noida is making a great effort in helping the poor and needy. A two year old child being treated free of cost during the last six month. People from abroad come here for their knee and joint operation.
Noida has created a history by successfully operating thousand knees and joint surgery. DAINIK JAGRAN (May 19. Training need identification 54 . Rajgopal 5.4. Shaifurehman Moni. It is to be noted that these surgeries has been done within a span of less than one year . 2005) Fortis Hospital. HINDUSTAN TIMES (July 16. The footballer had his knee operated under the guidance of Orthopaedics Chief Dr. 2005) Fortis Hospital. Noida adds one more gem to it’s crown by operating the chief striker of Bangladesh’s football team Md.
Training need identification 55 .
In any case. Training enables an employee to do his present job more efficiently and prepare himself for a higher level job. he is given adequate training. The major outcome of training is learning. it provides skills and abilities that may be called on In the future to satisfy the organisation's human resources needs. Training.perhaps in a motel or a training center . trainees are expected to acquire abilities and knowledge that will enable them to perform their jobs more effectively. Training is an important activity in many organisations. Basically. DEFINING TRAINING AND DEVELOPMENT According to Flippo. training is the act of increasing the knowledge and skills of an employee for doing a particular job. attitude and social behavior of employees. A trainee learns new habits. training them for the specific tasks to which they have been assigned assumes great importance. thus. It is true in many organisations that before an employee is fitted into a harmonious working relationship with other employees.or it may be in a simulated environment that is thought to be similar to the work environment in important respects. Training may be carried out on the job or in the classroom and in the latter case. skills. "Just as equipment needs a breaking in period. a new employee also needs a training period to adjust to the new environment". Furthermore. it is operated on trial basis before going into actual production. Training imparts the ability to detect and correct error. refined skills and useful knowledge during the training that helps him improve performance. it may be on site or off site .INTRODUCTION HUMAN RESOURCE MANAGEMENT After employees have been selected for various positions in an organisation. it is a learning experience that is planned and carried out by the organisation to enable more skilled task behavior by the trainee. may be defined as a planned programme designed to improve performance and bring about measurable changes in knowledge. We generally see that when a new machine is installed in a factory. Training need identification 56 .
4Training is necessary when a person moves from one job to another (transfer). Existing employees require refresher training so as to keep abreast of the latest developments in job operations. 2. 3. vocational in nature • Short-term activity designed essentially for operatives NEED FOR TRAINING Training is the act of increasing the knowledge and skills of an employee for performing a particular job. coaching help them to handle jobs competently. knowledge and behavior Job-oriented process. Newly recruited employees require training so as to perform their tasks effectively. 3. Training is needed to make employees Training need identification 57 . Training is needed to achieve the following purposes: 1. 2. Training is necessary to make employees mobile and versatile. Training is necessary to prepare existing employees for higher-level jobs (promotion). without any wastage.Features of Training • • • Increases knowledge and skills for doing a job Bridges the gap between job needs and employee skills. guidance. In the face of rapid technological changes. It is concerned with important specific skills for a particular purpose. Training is needed to bridge the gap between what the employee has and what the job demands. Training is mainly job-oriented. They can be placed on various jobs depending on organisational needs. Instruction. it aims at maintaining and improving current job performance. this is an absolute necessity.
Training improvesthe knowledge Of employees regarding the use of machines and equipment. Wastage is thus eliminated to a large extent There will be fewer accidents. they can produce more with minimum effort • Training enables employees to secure promotions easily. They will be more satisfied on their jobs. They can handle jobs with confidence. By combining materials. They can realise their career goals comfortably • Training helps an employee to move from one organisation to another easily. Hence. tools and equipment in a right way. Hence.as they know how to handle operations properly Trained workers can show superior performance Trained workers can show superior performance turn out better quality goods by putting the materials. Training need identification 58 . materials in a proper way. he will find employment more easily • Training makes employees more efficient and effective. tools.trained workers need not be put under close supervision. Importance Benefits to the business • Trained workers can work more efficiently • They use machines. tools and equipment to good use. Training makes employees more loyal to an organisation.more productive and useful in the long-run. accidents on the job. They will be less inclined to leave the unit where there are growth opportunities Benefits to the employees • Training makes an employee more useful to a firm. He can be more mobile and pursue career goals actively • Employees can avoid mistakes.
The supervisor continues the orientation by explaining the exact nature of the job.Their morale would be high. the smaller firms. fewer mistakes. formal courses. Orientation typically includes information on employee benefits. new employees usually receive either printed or Internet-based employee handbooks. and helping to reduce first day jitters. Effective training is an invaluable investment in the humanresources of an organisation Employee Orientation Employee orientation provides new employees with the basic background information required to perform their jobs satisfactorily. company organization and operations. personnel policies. the daily routine. At a minimum. by explaining basic matters like working hours and vacations. introducing the person to his or her colleagues. familiarizing the new employee with the workplace. companies often include disclaimers to make it clear that statements of the company policies. getting on the payroll. Programs may range from brief. companies generally do not insert statements such as “no employee will be fired without just cause” or statements that imply or state that employees have tenure. and vacations. The HR specialist (or. Also. performance reviews. Also. Training need identification 59 . • Thus. the courts may find that the employee handbook’s contents represent legally binding employee commitments. it can enable employees to cope with organisational. and regulations do not constitute the terms and conditions of an employment contracts either expressed or implied. training can contribute to higher production. Under certain conditions. These explain things like working hours. Therefore. normal introduction to lengthy. greater job satisfaction and lower bbour turnover. benefits. the office manager) usually performs the first part of the orientation. Indeed it’s usually best to emphasize that the employment relationship is strictly “at-will”. social and technological change. such as information about company rules. That person then introduces the new employee to his or her new supervisor.
To reduce entry shock and employee stress. if so. Not all new hires react to orientation in the same way. Analyzing Training Needs Before training someone. “newcomers should be forewarned about the typical disappointments they can expect…” and how to deal with them (such as. Supervisors should also provide general support and reassurance. How you analyze training needs depends on whether you are training new employee or current employees.the job requires. make sure to ask”). and follow up and encourage new employees to engage in those activities that will enable each to “learn the ropes and become productive quickly. In fact the ROPES orientation method (for “realistic orientation programs for new employees’ stress”) emphasizes orientation’s stress-reduction role. what the training should achieve. These list the jobs specific duties and skills and thus provide the basic reference point in determining the training required. so if you don’t understand something. Training therefore traditionally starts with determining what training is required. each of which you then teach to the new employee. performance may down because the standards aren’t clear or because the person is not motivated. it’s common to hire inexperienced personnel and train them. Task analysis is detailed study of the job to determine what specific skills.like Java (in the case of a web developer) or interviewing (in the case of supervisor). Job descriptions and job specifications are helpful here. Supervisors should therefore be vigilant. Task Analysis: Assessing New Employee’s Training Needs Particularly with lower-level workers. You can also Training need identification 60 . “your new boss is tough. Analyzing current employee’s training needs can be more complex. it obviously makes sense to know whether the person really requires training and.Using Orientation to Reduce Stress Reducing jitters is important. The main task in analyzing new employee’s training needs is to determine what the job entails and to break it down into subtasks. Your aim here is to give these new employees the skills and knowledge they need to do the job. since you have the added task of deciding whether training is the solution. You use task analysis to determine the new employee’s training needs. For example.
accidents short-term sickness. product quality. interviews with the employee or his or her supervisor. repairs. tests of things like job knowledge. and attendance. observations by supervisors or other specialists. performing the job.uncover training needs by reviewing performance standards. individual employee daily diaries. skills. Training need identification 61 . and assessment centers. job related performance data (including productivity. equipment utilization. late deliveries. attitude surveys. and customer complaints). absenteeism and tardiness. grievances. There are several methods you can use to identify a current employee’s training needs. These includes supervisor. PerformanceAnalysis:Assessingcurrent Employee’s Training Needs Performance analysis is the process of verifying that there is a performance deficiency and determining if such deficiency should be corrected through some other means (like transferring the employee). downtime. waste. self. peer. and 360degree performance reviews. and questioning current job holders and their supervisors.
and there is no need for expensive off-site facilities like classrooms or programmed learning devices. Every employee. The most familiar type of on-the-job training is the coaching or understudy method. learn by doing and get quick feedback on their performance. You can create the content and program sequence yourself. OJT is the only Using available. an experienced worker or the trainee's supervisor trains employee.Traditional Training Methods Once you have decided to train employees and what they are to learn. for instance. Jeffrey Immelt progressed through such a process in becoming GE's new CEO. trainees learn while producing. The method also facilitates learning. Training need identification 62 . the principles of learning perhaps the four-step job instruction technique that follows.and offline content and packages from which to choose. since trainees . OJT has several advantages. Trainers should know. On-the-Job Training On-the-job training (OJT) On-the-job training (OJT) means having a person learn a job by a! doing it. It is relatively inexpensive. Carefully train the trainers themselves. In many firms. Here. don't take the success of an on-the-job training program for granted. But this technique is widely used at topmanagement levels. is another OJT technique. from mailroom clerk to company president. Those training others should emphasize the high expectations they have for their trainees' success. You’ll find turnkey. for instance job rotation. A potential future CEO might spend a year as assistant to the current CEO. you have to design the training program. in which an employee (usually a management trainee) moves from job to job at planned intervals. too. off-theshelf programs on virtually any topic---from occupational safety to sexual harassment to web design---from tens of thousands of providers. But there are several points to note when using OJT. getl the-job training when he or she joins a firm. At lower levels. Most important. there is also a vast selection of on. trainees may acquire skills by observing the supervisor. Low expectation the trainer's part may translate into poorer trainee performance (a phenomenon researchers have called "the golem effect"). and provide the necessary traing materials. Special assignments similarity give lower-level executives firsthand experience in working on actual problem.
2. explaining each step to you. encourage questions. 2. find out what the learner already about this or other jobs. Designate to whom the learner should go for help. 4. 4. Between operations.Here are some steps to help ensure success Step1. explaining each step. As soon as the learner demonstrates ability to do the job. slowly. 3. Show why the learned method is superior. Step4. Step3. Explain quantity and quality requirements. Run the job at the normal pace. 4. gradually building up skill and speed. Again go through the job at a slow pace several times. 5. Have the learner explain the steps as you go through the job at a slow pace. or those in which errors are likely to be made. Place the learner as close to the normal working position as possible. Go through the job at a slow pace several times. but. materials. 3. Do a Tryout 1. Gradually decrease supervision. 2. Have the learner do the job. Don’t abandon him or her. 4. Create interest. 5. Prepare the learner 1. Step2. and trade terms. explain the difficult parts. Explain why he or she is being taught. Go through the job at the normal work pace. 3. let the work begin. 6. Compliment good work. Correct mistakes and. checking work from time to time against quality and quantity standards. do some of the complicated steps the first few times. tools. 3. Present the Operation 1. Follow Up 1. Explain the whole job and relate it to some job the worker already knows. explain the key points. Put the learner at ease-relieve the tension. Familiarize the worker with equipment. if necessary. Have the learner go through the job several times. 2. Correct faulty work patterns before they become a habit. encourage the worker until he or she is able to meet the quality and quantity standards Training need identification 63 .
an approach that began in the middle ages. Apprenticeship Training is a structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training. It traditionally involves having the learner/apprentice study under the tutelage of a master craftsperson. It is widely used to train individuals for many occupations. list all necessary steps in the job. To begin. Graduates receive Associates Degrees in telecommunications and electronics engineering. The steps show what is to be done. Training need identification 64 . and also study at the plant’s hands –on apprenticeship lab. This step-by-step process is called job instruction training (JIT). Job Instruction Training Many jobs consists of a logical sequence of steps and are best taught step-by-step. It is a quick and simple way to provide knowledge to large groups of trainees. High school students spend two afternoons per week at the apprenticeship lab. Alongside each step also list a corresponding “key point”(if any).and why? Lectures Lecturing has several advantages. and the key points show how it’s to be done. You could use written materials. but they may involve considerably more production expense and don’t encourage the give-and-take questioning that lectures do. Adults’ works on the factory floor. as when the sales force need to learn the special features of the new product.Apprenticeship Training More employers are implementing apprenticeship programs. receive classroom instruction at Seminole College. each in its proper sequence.
Allowing the person to respond 3. Simulated Training Simulated training (occasionally call vestibule training) is a method in which trainees learn on the actual or simulated equipment they will use on the job. Presenting questions.Programmed Learning Whether the medium is textbook. video conferencing. 2. or problems to the learner. and the cost of not having aircraft in regular service. computer. Simulated training may take place in a separate room with the same equipment the trainees will use in the job. audiotapes. for instance. and videotapes can be very effective and are widely used. PowerPoint. It is a necessity when it is too costly or dangerous to train employees on the job. including savings on maintenances. In pilot training. and when safety is a concern—as with pilots--. However. airlines use flight simulators for safety. Audiovisual Tools Audiovisual-based training techniques like films. Providing feedback on the accuracy of answers Generally it presents facts and follow-up questions. Programmed Learning (or programmed instruction) is a step-by-step self-learning method that consists of three parts: 1. for instance. Putting new assembly-line workers right to work could slow production. Training need identification 65 . fuel. and cost savings.simulated training may be the only practical alternative. if often involves the use of equipment simulators. and subsequent frames provide feedback on the accuracy of his or her answers. pilot cost. The learner can then respond. facts. learning efficiency. or the Internet.
based on responses to a multitude of questions already in the computer. introduce about 80 new products per year. When they need it: When a customer calls about a specific problem. so it’s unrealistic to expect Dell’s technical support people to know everything about every product. Dell computers. as well as information about the nature of the job. At the end of the session. for example. culture and values. Then trainees then begins a simulated interview by typing in questions. which a videotaped model acting as the applicant answers. one employer uses computer based training to train interviewers to conduct correct and legally defensible interviews. Specific methods here include computer based training. the trainees uses computer-based and/or CD-ROM systems to interactively increase his or her knowledge and skills. the trainee records his or her evaluation of the applicant’s answer and makes a decision about the person’s suitability for the position. the computers tells the trainee where he or she went wrong and offer further instructions to correct these mistakes. Electronic Performance Support System People don’t remember everything they learn. Computer based support systems then delivered rest of what they need to know. Dell’s training therefore focuses on the skill they need everyday. The same applies to training. question by question. such as Dell’s rules. Some items require follow-up questions. Trainees start with a computer screen that shows the applicant’s completed employment application. the computerized training aid helps walk the customer rep through the solution. As each question is answered. and systems and work processes. and learning portals. For example. electronic performance support systems. Computer-Based Training With computer-based training. Training need identification 66 .ELECTRONIC METHOD Computerized and Internet-based tools have revolutionized the training process.
the keypad system lets instructors call remote trainees and lets the latter respond. For example. PBS affiliate WITF. videoconferencing. a trainer in a central location teaches groups of employees at remote locations via television hookups. For instance. in a program at Texas instrument. Channel 33 of Harrisburg. Training need identification 67 .each in their individual offices----simultaneously.000 employees around the country. Management Recruiters International (MRI) uses the firm’s desktop Confer View system to train hundreds of employees---. Pennsylvania. supplied the equipment and expertise required to broadcast the program to five AMP Facilities in North America. and Internet-based classes. Teletraining With teletraining.Distance and Internet-Based Training Firms today use various forms of distance learning methods includes traditional paper-and-pencil correspondence courses. Macy’s established the Macy’s satellite Network. Keypads allow audience interactivity. Videoconferencing Firms use videoconferencing to train employees who are geographically separated from each other – or from the trainer. (The firm makes electrical and electronic connection devices. in part to provide training for 59. AMP Incorporated used satellites to train its engineers and technicians at 165 sites in the United States and 27 other countries.) To reduce costs for one training program. Videoconferencing allows people in one location to communicate live via a combination of audio and visual equipment with people in another city or country or with groups in several cities. AMP supplied the program content. as well as teletraining.
and the games can be useful for gaining such involvement. Each group typically must decide. for example. (3) how much inventory to maintain. The person then analyzes the case. (2) how much to produce. (1) how much spend on advertising. information systems. The Case Study Method As most every one knows. For example. and total quality management. They help trainees to develop their problem-solving skills. they can thus develop leadership skills and foster cooperation and teamwork. each of which competes with the others in a simulated market place. and (4) how many of which product to produce. Outside Seminars Many companies and universities offer Web-based and traditional management development seminars and conferences. and presents his or her findings and solutions in a discussion with other trainees. Training need identification 68 . The groups also usually elect their own officers and organize themselves. trainees are divided unto five-or six. basic financial skills. purchasing management.person groups.Off-the-Job Training and Development Techniques There are also many off-the-job techniques for training and developing managers. the case study method presents a trainee with a written description of an organizational problem. Management Games With computerized or CD-ROM-based management games. diagnoses the problem. Management games can be good development tools. the American Management Association provides thousands of courses in areas ranging from accounting and controls to assertiveness training. as well as to focus attention on planning rather than just putting out fires. project management. People learn best by getting involved.
The participants play the role of certain characters. The aim is to develop trainee’s skills in areas like leadership and delegating. quality control inspectors. This method of training involves action. Training need identification 69 . Vestibule training In this method. and the like. doing and practice. such as the production manager. actual work conditions are simulated in a. When combined with the general instructions and other roles for the exercise. Role Playing The aim of role playing is to create a realistic situation and then have the trainees assume the parts (or roles) of specific persons in that situation.University Related Programs Many universities provide executive education and continuing education programs in leadership. These can range from 1-to 4-day programs to executive development programs lasting one to four months. files and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for electrical and semi-skilled jobs. workers and the like. Theory can be related to practice in this method Role Playing It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. class room. An increasing number of these are offered online. maintenance engineers. supervision. Material. role playing can trigger spirited discussions among the role layer/trainees. superintendents. This method is mostly used for developing interpersonal interactions and relations. The duration of this training ranges from a few days to a few weeks. foreman. mechanical engineer.
the trainer delivers a lecture and involves the trainee in a discussion so that his doubts about the job get clarified. An advantage of lecture method is that it is direct and can be used for a large group of trainees. Thus. This method is. Those individuals who have a general educational background and whatever specific skills are required such as typing. Training need identification 70 . The conference is. The subject-matter to be learned is presented in a series of carefully planned sequential units. costs and time involved are reduced. the lecture must motivate and create interest among the trainees. in some cases the lectures are videotaped or audio taped.Lecture method The lecture is a traditional and direct method of instruction. shorthand. etc. These units are arranged from simple to more complex levels of instructions. Conference/discussion approach In this method.. Even the trainee's presentation can be taped for self-confrontation and self-assessment. The major limitation of the lecture method is that it does not provide for transfer of training effectively. filing. To be effective. communication of procedures and standards to the trainees. thus. When big organisations use this method. The trainee goes through these units by answering questions or filling the blanks. expensive and time-consuming. the trainer uses audio-visual aids such as blackboards. office equipment operation. Programmed instruction In recent years this method has become popular. recording. mockups and slides. indexing. thus. a groupcentered approach where there is a clarification ot ideas. may be provided with specific instructions to handle their respective jobs. The instructor organizes the material and gives it to a group of trainees in the form of a talk.
Training need identification 71 . For example. skills. Evaluate trainee’s reaction to the program. Data (for instance. Training and development can be effective. Reaction. on quantity of sales or quality of Web designing) are obtained both before and after the group is exposed to training and before and after a corresponding work period in the controlled group.” Another study found that businesses operating below their expected labor productivity levels had significant increases in productivity growth after implementing new employee training programs. A recent evaluation of a total quality leadership program at the department of the Navy lead to the conclusion that training can produce fundamental changes in the way organization perform. Test the trainees to determine whether they learned the principles. and facts they were supposed to learn. A controlled experiment uses both a training group and a controlled group that receives no training. “firms that establish work place education programs and reorganize work report noticeable improvements in their worker’s abilities and the quality of expected products. as one study concluded.Evaluating The Training Effort After trainees complete their training (or perhaps at planned intervals during the program). This makes a possible to determine the extent to which any change in performance in the training group resulted from the training rather than from some organizationwide change like a raise in pay that would have affected employees in both groups equally. Learning. the firm evaluates the program to see how well its goals have been met and whether this is the best method for reaching the goals. Designing The Study Controlled experimentation is the evaluation process of choice. Did they like the program? Did they think it worthwhile? 2. Training Effects To Measure You can measure four basic categories of training outcomes: 1.
Ask whether the trainee’s on-the-job behavior change because of the training program.3. Training need identification 72 . then it probably hasn’t achieved its goal if so. For example. Probably most important. are employees in the store’s complaint department more courteous toward disgruntled customers 4. learning. ask: what final results were achieved in terms of the training objectives previously set? Did the numbers of customer complaints about employees drop? Did the reject rate improve? Reaction. But remember that the results may be poor because training in the first place could not solve the problem. But if the program doesn’t produce results. and behavior are important. Behavior. Results. the problem may lie in the program.
Gain Patient Trust. U .Uphold innovation and continuous improvement. S . T .Imbibe and share the Vision. I . O .Earn Respect. U .Lead through honesty and Integrity.Own quality excellence. care and Understanding. R .Commit to compassion.VIRTUOUS Values V .Develop and Share success Training need identification 73 .
Task analysis involves assessment of the functions of each job in light of the skills. technological. instead of the job itself. Assessment of training needs: Training needs are identified on the basis of organizational job analysis. People may need additional training to perform their present or anticipated job functions effectively. resources. Training programs. People analysis examines the individuals in the jobs and their particular skills and abilities. Organizational analysis entails an examination of goals. knowledge. economic. task and people. and social. and staff analysis.Identify training based on needs.and behavior required to perform it. Step 1: programs based on needs In determining training needs the three major areas that require analysis are: Organization. and legal environment in which the firm operates. Training needs = job and organizational Requirements = Employees Specification Training need identification 74 . training methods and course content are planned on the basis of training needs.
Departmental requirements Job specifications and employee specifications. iii) Relationship with other positions vertically and horizontally and technologically imperatives. in selection. It will be desirable to use the following criteria in setting the training objectives. or in exit interviews. in personnel appraisals. ii) Roles and tasks to be carried out by the target group. Anticipating specific problems Managements' requests Observation Interviews Group conferences Questionnaire surveys Test Checklists Performance appraisal Step 2: Develop training objectives. Two sets of objectives are integrated. Training need identification 75 . Identifying specific problems. The methods generally used to identify training needs are: Organizational requirements.Training needs may be discovered in employee counseling. i) Specific requirements of the individual and organization to achieve integration of the two.
turnover. the following steps could be involved in setting training objectives. frequency of occurrence reporting by exceptions self monitoring mechanism etc. formal education iii)Existing behavior defined in terms of ratio. omissions. iv) Desired behavior aimed at improving the existing condition stated preferably in quantitative terms such as ratio. v)Training as a means of bringing about change in behavior back on the job. cost. innovations. supervision. measured and recorded. v)Operational results to be achieved through training stated in terms of increase in efficiency and effectiveness criteria such as productivity. i) Identification of the behavior where change is required. errors etc. quality of interaction and routineness &repetitiveness. time for innovation and creativity vi) Indicators to be used in determining changes from existing to the desired level in terms of ratio and frequency. frequency. down time. Training need identification 76 . ii) Nature and size of the group to be trained in terms of prior tr:aining. situational factors. More specifically. vii) The expected change in the behavior must be useful closely related & subject to maintenance in the work environment.iv)Relevance applicability & compatibility of training to work situation. vi)Behavior including activities that can be observed.
which will allow them to: 1. available for facilitating learning. Training need identification 77 . Step 4: Design / select Training method In order to achieve the training objective successfully. For in-house training programmes or external programmes it is essential to secure professional instructor or to provide special training to those selected as trainers.Step 3: Design training curriculum Training may range from highly specified instruction in the procedure to be adopted while performing a particular job to very general instruction concerning the economy and society. training techniques. 5. approaches & feelings. A proper curriculum according to the job requirement and employee's individual requirement should be prepared. Experiment freely with new ideas. Participate in setting learning goals & get actively involved in the learning process. Establish relationship between the new knowledge and the work experience to explore their interconnectedness. 4. Contribute to the learning of others through sharing of experience. Raise their own problems and concerns and initiates search for alternative solutions within the framework of the content being discussed. 2. For adult learners it is imperative to select such training techniques. Trainees must be carefully chosen or they will gain little from their participation. 3. it is essential that a careful choice is made amongst a variety of pedagogical tools.
Training need identification 78 .
Training Need Evaluation COMMITMENT PROCESS INFO 120 OUTPUT & QUALITY INITIATIVE & CUSTOMER ORIENTATION 100 TEAM WORK COMMUNICATION 80 VERSITALITY APPTITUDE TO LEARN No.of people 60 CONFIDENCE JOB ROTATION 40 CONDUCT COMPUTER KNOWLEDGE 20 PROTOCOLS LEADERSHIP & MANAGERIAL NEEDS 0 1 MOTIVATIONAL NEEDS BEHAVIOURAL NEEDS DEVELOPMENT NEEDS Training need identification 79 .
2. The need for assessing training requirements is for the following reasons:1. In order to identify the different types of training needs. To help in organisation growth and increase patients’ satisfaction.The responsibility of fulfilling training requirements is given upon the Human resource department of any organisation. 5. Noida has the requirements to identify Various training needs in its different department so as to improve The efficiency at personnel. managerial. To reduce the cost of training and have maximum benefits 4. The data collection is done through The information delivered by the probationary and annual appraisal done by the Head of department with the head of department with the human resource Training need identification 80 . departmental and organizational Level. To make an employee efficient enough to handle his/her task. To frame the training programmes according 3. Training the employees as per job requirements is a kind of grooming the employees for the specific purpose he/she is suppose to fulfill Fortis hospital. A sample of 250 employees covering the various department of the Organisation was undertaken for the study.
who are in the employment of the Company as of 30th September. Staff category. Staff To illustrate: Executive category. Appraisal Categories: For the purpose of Performance Appraisal.. Medical Administrative / Support Management Senior Consultant / Consultant / HOD / Department Manager / Junior Consultant/ Associate Deputy Manager / Assistant Consultant / Senior Resident / Manager / Executive etc. Executive b...Department in coordinate. the employees are divided into two broad categories: a. 2004 and are confirmed in the services. ANNUAL PERFORMANCE REVIEW Eligibility: All the employees. charge / Supervisor / Technical Assistant / Front Office Assistant / Training need identification 81 Medical . Resident etc. shall be eligible for the Annual Performance Review for the Performance Year April 2004 to March 2005. Administrative / Support Management Nursing Supervisor / Technician / Junior Executive / System Senior Staff Nurse / O T Networking Support Specialist / Technician / Staff Nurse / CSSD Service Co-coordinator / Shift InTechnician / Pharmacist / etc.
The Executive Performance Appraisal has to be filled by the executive himself / herself and to hand over the same to his / her HOD for completing his / her Performance Appraisal. HOD is not clearly defined for a group of people. one for Executive category another for Staff category.. The HOD will be handing over Appraisal Forms to the Executive category of employees for completing the same. As a process. Process: HR will be forwarding appropriate Performance Appraisal Forms (Executive and Staff categories) to the HODs.Technician / Mechanic etc. Operator Cum Formats: The Performance Appraisal Forms are of two types. The Staff Performance Appraisal focuses on the demonstration of personal characteristics. In case. The HOD will be briefing all the Department Managers / Executive Incharges on the Process and the time schedule for Performance Appraisal. senior most people in the Department would review the performance together. The Executive Performance Appraisal has focus on significant achievements / contributions and managerial competencies. Training need identification 82 . it is expected that the Performance Appraisal Form in respect of an employee is filled-in by his / her Reporting In-charge not below the level of Manager or Junior Consultant as far as possible and the review of the appraised performance will be done by the HOD.
) the HOD will be sending completed Performance Appraisal Forms under Confidential Cover to HR. the Performance Appraisal will be filled by COO. the Medical Superintendent would finally review all Performance Appraisals. While filling the Appraisal Form. Training need identification 83 . On the basis of Performance Appraisal Forms. After reviewing all the Performance Appraisal Forms (ensuring that the same have been filled up properly – evaluation has been done objectively – no favourable or unfavourable bias observed in respect of the appraised employee etc. HR would make ‘Employee wise Summary’ and present to COO. It is highly improper to fill-in the Appraisal Form keeping increment or performance reward in mind. individual employee’s performance against various criteria needs to be evaluated objectively.. For HODs.For Medical side.
Customer Orientation means the work should be done in such a way that it would ultimately lead to customer satisfaction and help the organisation to increase its customer base. Outputs and Quality: This parameter is to check the efficiency of the employees. 5. It has to be Observed whether the employees dose the assigned task properly to the best of his ability.Parameters of Survey 1. solving problems and helping others. skill. 4. These should be communicated to the employees and should be known by the employees. 3.Team Work: Training need identification 84 . Commitment: The dedication towards the work assigned is commitment. Process information:Proper information must be provided to the employees regarding the way or method by which they should undertake and complete a given work. This would help in gaining goodwill. The work done should be quality oriented. The employee must have the sense of responsibility towards the job assigned and the position he/she holds. 2. The output must be according to organizational needs and requirements. efficiency and knowledge. Initiatives and Customer Orientation: The employees must take initiative in trying out new things. Every organisation has its own way of doing certain task.
In every organisation employees are trained to suit the job requirements. an individual must be efficient enough to work as a team so that the sub-task done by him contributes to the entire project. Work pressure is never the same every time. An employee who is confident at his work would be efficient. Aptitude to learn: With the growing technological advancements. An employee must be the jack-of-all-trades. Every employee must be flexible enough to adjust themselves according to the needs and must have the capabilities to learn and try out new things. He should be able to handle different work if required. 7. Thus. 9. Job Rotation: This is an era of multitasking. 10. Therefore nowadays organisation undertakes Job Rotation so as to equip the employees for multiple works. Communication: It is said that an efficient communicator is one who is able to communicate" more and more in less and less". 8. Confidence level leads to quality level. the job requirements are also changing. Different level of communication skill is required at different jobs. For example a lady at the front office must have an excellent communication skills as she has to communicate with maximum customers. 6. Every project is divided into a task and sub-task.Cnfidence: Confidence is depicted in the work done by employees.Each employee working in the organisation works at individual level as well as in a group level. Versatility: Job rotation and multitasking is the requirement in every organisation. Training need identification 85 .
The employees must be acquainted with the protocols of the organization so as to have a healthy working environment. Protocols: Protocols mean "a set of rules and regulation". seniors and juniors. every employee must have the require computer Knowledge.Leadership and Managerial needs: Leadership is one of the basic managerial qualities.Computer Knowledge: Different organization uses different software’s as per their requirements. According to Maslaws theory there are various needs in a human being. The main thing is to identify those needs and use it as a motivational factor in work. 15. the employees must have good conduct with their colleagues. 13. Behavioral needs: Since. Employees must behave properly Training need identification 86 . Since everything in an organization is computerized nowadays. Conduct: Since every organisation lays emphasis on teamwork. People working in the administrative department must have some managerial qualities as they have to lead the entire team of the organisation and undertake numerous ventures.11. every individual in an organisation works as a team member. Motivational needs: Motivation means desire to do work. They are the representatives of the organization. 12. their behavior with each other must be good. 14. 16. This would help in a good teamwork.
Therefore specific types of training programmes are designed to enhance the efficiency.with colleagues. seniors and juniors. apart from these their is a need to train people how to behave in different situations. Training need identification 87 . 17. Development needs: Training is required to develop the efficiency of the employees from existing level to a new height.
number of people IN IT IA TI VE C O 100 120 20 40 79 58 67 27 52 31 12 40 60 80 0 title Training need identification 18 15 37 10 10 27 71 65 Series1 Traning Need Evaluation M PR MI TM O & U O C US TP CES EN T S TO UT IN & M FO ER Q UA O L R IE ITY NT T C EAM ATI O O M M WO N UN R K AP VE ICA PT TI O IT RS N UD IT AL E IT TO Y CO LE AR JO NF N B IDE RO N C O M TA CE LE PU AD T TE CO IO ER R N N SH KN DU IP C O & T W M PR LE AN D G M AG OT E O O ER TI CO VA IA LS L BE TI HA ON NE E A DE VIO L N DS U EE VE R DS LO AL PM NE EN ED S T N EE DS 102 88 .
Training need identification 89 .
Training need identification 90 .
Training need identification 91 .
Training need identification 92 .
employees IN IT IA T CO IV E 10 15 20 25 30 35 40 45 0 16 24 24 28 8 22 12 0 2 5 Nursing 3 9 12 Training need identification 15 16 30 29 Series1 Nursing M PR MIT M O O & EN C CU UT PU ESS T ST T IN O & F M ER QU O AL O RI I EN TY TA TE CO AM TIO N W M M O UN R K I AP VE CA TI PT RS O IT UD ITA N L E TO ITY CO LE N ARN JO FI DE B RO NC CO TA E M LE PU T AD CO ION TE ER R N SH KN DU CT IP O W & M PR LE AN D O AG TO GE M O E C TI VA RIA OL S L BE TIO N HA NA EE D V DE IO L N S VE UR EED LO AL S PM NE ED EN S T NE ED S 39 93 .
Suggestions: Developments needs are of utmost importance as the skills required in this area must be adequate. 2. The survey done revealed the following things: The graphical projections gives the following traning requirements: 1. Initiative and customer orientation must be of next importance as patient care ultimately leads to patient satisfaction. Motivational needs: Thirty employees in this department requires traning in this area. Behavioral needs must be of second imprtance as nursing people must behave properly with patients. Development needs: Thirty nine people requires traning in this area. Training need identification 94 . the main task of nursing department is patient care. 3. Behavioural needs: Twenty nine people needs traning.There are around sixty five staffs working in this department.
employees CO 10 12 14 16 18 20 0 2 4 6 8 IN IT IA TI VE 7 17 10 7 8 10 6 5 Training need identification 0 10 0 0 2 12 14 Series1 Engineering 95 M M IT PR M EN O O CE T UT & SS CU PU IN ST T FO & O Q M UA ER LI O T RI EN Y TA TE TI O AM N CO W M O M UN RK IC AT VE AP IO RS PT N IT IT AL UD IT E Y TO LE CO AR N NF ID JO EN B CE RO TA CO TI M O PU N CO LE TE ND AD R UC KN ER T O SH W IP LE & PR DG M O AN E TO AG CO M ER O LS TI IA VA L NE TI BE O ED NA HA S L VI NE O UR ED DE S VE AL LO NE PM ED EN S T NE ED S 18 .
Training need identification 96 .
employees CO 0 1 2 3 4 5 6 IN IT IA TI VE 0 0 1 4 2 2 0 1 2 titels Training need identification 0 1 0 0 1 1 2 Series1 materials 5 M M IT PR M O O CE EN & UT CU SS T PU ST IN T FO O & M Q ER UA LI O T RI EN Y TE TAT IO CO AM N W M O M RK UN IC AT AP VE IO PT RS N IT IT UD AL IT E Y TO LE CO AR N N JO FID EN B RO C CO TA E TI M PU LE CO ON TE AD ND R ER UC KN SH O T IP W & PR LED M AN G O E AG TO M CO O ER TI LS IA VA L TI NE BE O ED NA HA S L VI NE DE OU ED RA VE S L LO NE PM ED EN S T NE ED S 97 .
the availibility of materials must be according to customers satisfaction. Suggestions: I would suggest that motivational need should be in the first priority as people working in the materials department doesn't have much variation in their work. Motivational needs: Around eighty people needs traning in this area. Initiative and customer orientation is also an important factor which needs improvement.Materials There are around eleven people working in the materials department. Communication: Three employees out of a totle of tweleve needs to improve their communication skills. Their main task is to maintain the availability of the materials required in the organisation. 3. Training need identification 98 . The interviews undertaken reveald the following results: As per graphical projection following are the traning requirements: 1. Initiative and Customer Orientation: Four people in the materials department requires traning in this area. 2.
employees CO 0 1 2 3 4 5 6 7 8 9 IN IT IA T 2 8 5 4 1 1 0 0 0 Training need identification 0 1 0 0 1 1 4 Series1 Radiology Radiology M M IT PR M IV O EN O E CE UT T & CU PU SS IN ST T FO & O Q M UA ER LI O T RI EN Y TA TE TI AM O CO N W M O M RK UN IC AT VE AP IO RS PT N IT IT AL UD IT E Y TO LE CO AR N NF ID JO EN B RO CE TA CO TI M O PU N CO LE TE ND AD R ER UC KN SH T O W IP LE & PR DG M O AN E AG TO CO M ER O LS TI IA VA L NE TI BE O ED NA HA S L VI NE O DE UR ED VE AL S LO NE PM ED EN S T NE ED S 99 8 .
Suggestions: My personel suggestions are according to graphical projections. Development needs are required as the doctors and technicians must be highly efficient. the interviews and survey revealed the following things: The graphical projection shows the following traning requirements: 1. the main task of this department is to diagnose problems through radiactive equipments. Output and Quality: Five people working in this department requires traning in this area.There are fifteen people employeed in this department. Development Needs: Eight employees needs traning in thts area. Process information is highly essential as the technicians must know how to conduct diagnostic work. 2. Training need identification 100 . It comprises of reception counter. technicians and doctors . Process Information: Eight people employed in this department requires traning in this area. 3.
employees CO 10 12 0 2 4 6 8 IN IT IA TI VE 3 6 6 10 4 5 0 3 3 Training need identification 0 3 0 0 4 7 6 7 Series1 Front Office Front Office M M PR IT M O O E C & U ES NT C TP U S U ST IN T O FO & M Q ER UA O LI R TY IE NT TE A AM TIO C N O W M O M R U K N IC AT AP VE IO PT RS N IT IT U AL D I E TO TY LE C AR O N N JO FID EN B R C O C TA E O M TI PU O LE N TE CO AD N R ER D KN UC SH O T IP W & PR LED M AN O G E AG TO M C O ER O TI LS IA VA L N BE TIO EE N H DS AL AV IO N D EE U EV R DS AL EL O NE PM EN EDS T N EE D S 101 .
Process information is also an important factor. Process Information. The main task of front office is to provide information. Training need identification 102 . Initiative and Customer Orientation. Motivational needs. There are around twenty two employees working in this department. Behavioural needs: Suggestions: Initiative and Customer orientation must be in the priority list as the person in the front office creates maximum impact in the customers mind. Development needs: Eight employees needs traning in this area. 2. Output and Quality. Around eleven people working in this department requires traning in this area. 3. direction and billing. The graphical projection reveals tje following things: 1.As an organisation is the body of human structure . Apart from these traning must also be provided on behavioural needs. Front office is the face of that human structure.
employees IN IT IA T CO 0.5 0 1 2 IV E 0 1 0 1 0 2 0 Human Resources 0 0 0 Human Resource 0 0 0 1 1 0 Series1 The main Task of Human Resource department is planning.5 1. Training need identification 103 M M IT PR M O E O C & U ES NT TP C U S U ST IN T O FO & M Q ER UA LI O TY R IE N TE TAT AM IO C N O W M O M R U K N IC AT AP VE IO PT R SI N IT TA U D LI E TY TO LE CO AR N N JO FID E B RO NC CO TA E M TI PU O LE N TE CO AD N R ER D KN UC SH O T IP W & PR LED M AN G O E AG TO M CO O ER TI LS IA VA L N BE TIO EE N HA DS AL VI N O D EE U EV R D AL EL S O NE PM ED EN S T N EE DS 2 . organizing.5 2.
2. customer Orientation. Secondly. leading and controlling. Managerial needs. Communication: Two people requires to improve their communication skills. Training need identification 104 . communication skills must be taken care of. There are five people working in this depatment. Motivational needs: Suggestion: According to my personal view priority must be given to improve the managerial needs as the work of human resource department represents the management process. Human Resource department is the backbone behind the workforce. Development needs: Two employees needs traning in this area. 3.staffing. The graphical projections reveals the following points: 1. Process Information. In total these functions represents management process.
Training need identification 105 .
Defining the research problem & objectives Developing the research plan for collecting information. Implementing the research plan.Research Management Research Management has been divided into the following stages. collecting and analysis data. Preparation of the report or the thesis Training need identification 106 .
The information are collected by means of primary as well as secondary data. There are several ways of collecting the appropriate data which differ considerably in context to money costs. and hence. it becomes necessary to collect data that are appropriate. Relevant data of FORTIS Health Care Ltd. were referred. time and other resources at the disposal of the researcher. The “Training need Evaluation” of Fortis Hospital is defined the research problem and objective of my study. The best way of understanding the problem is to discuss it with one's own co11eagues or with those having some expertise in the matter. The feasibility of a particular solution has to be considered before a working formulation of the problem can be set up. secondary data are collected by means of books. Primary data can be collected either through experiment or through survey. Training need identification 107 . On the other hand. The research problem was discussed with my HR guide and the expert Human resource manager. In my study the survey was conducted with the help of self designed questionnaire and personal interviews.Research Methodology The research methodology stages can be divided and explained below: 1. 2. Developing the research plan for collecting the information In dealing with any real life problem it is often found that data at hand are inadequate. Defining the research problem and objectives The first most important step is identifying and defining the research problem and objective. These can be divided as: Primary Source of Data Primary data collection was done through questionnaires and personal interviews.
With the aid of job analysis. we get JOB DESCRIPTION & JOB SPECIFICATION. Implementing the research plan. . Trend analysis Human Resource needs were also forecasted by the past trends. The questions were open ended as well as close ended in order to collect data regarding employee's perceptions and expectations. 3. SECONDARY SOURCE OF DATA Existing Training need procedure and other relevant official documents. The questionnaires among the sample employees working at the different department and office of FORTIS Hospital Personal Interview Various employees of FORTIS Hospital were interviewed.job analysis was also done. Job analysis analysis Along with the trend analysis. Relevant Books & Journals were also the source of data. Not only the employees were interviewed but also the fresh candidates were also interviewed.Questionnaire Self designed questionnaires were issued to interviewers. With the aid of past data the training procedures were carried out. collecting & analysis data. The detailed study of jobs is usually made to identify the qualifications and experience required for them. Training need identification 108 .
Writing of report must be done with great care keeping in view the following: l. 4.The research plan so made is to be implemented. the researcher has to prepare the report of what has been done by the researcher.1 list of tables and list of graphs and charts. Training need identification 109 . The analysis of data requires a number of closely related operations such as establishment of categories. Then there should be a table of contents followed by .The layout of the report should be as follows: (i) The preliminary pages. The researcher should see that the project see that the project is executed in a systematic manner and in time. the researcher turns to the task of analysing them. Preparation of the report or thesis Finally. the application of these call:gories to raw data through coding. In its preliminary pages the report should carry title and date followed by acknowledgements and foreword. The Research objective-Training Need was implemented with the framework of the research plan. In such a situation. if any. tabulation and then drawing statistical inferences. questions as well as the possible answers may be coded. If the survey is to conducted by means of structured questionnaires data can be readily machine processed. (ii) The main text (iii) The end matter. After the data have been collected. given in the report.
Training need identification 110 .
reports. appendices should be enlisted in respect of all technical data .A t the end of the report. In fact. Training need identification 111 . Main report: The main body of the report should be presented in logical sequence and broken down into readily identifiable sections. The scope of the study along with the various limitations should as well be stated in this part. Bibliography: list of books.The main text of the report should have the following parts : 2. the researcher should again put down the results of his research clearly and precisely. Conclusion: Towards the end of the main text. If the findings are extensive. consulted should also be given in the end. they should be summarised. journals. Summary of findings: After introduction there should appear a statement of findings and recommendations in non-technical language. 3. 2. 1. 5. Index should also be given specially in a published research report. etc. 4. it is the final summing up. Introduction: it should contain a clear statement of the objective of the objective of the research and an explanation of the methodology adopted in accomplishing the research.
absenteeism. Some of these are: • • • • Tests: Standard tests could be used to find out whether trainees have learnt anything during and after the training. production stoppage. Studies: Comprehensive studies could be carried out eliciting the opinions and judgments of trainers. ete. dismissals. • Cost benefit analysis: The costs of training (cost of hiring trainers. Human resource factors: Training can also be evaluated on the basis of employee satisfaction. time spent. tools to learn. grievances. which in turn can be examined on the basis of decrease in employee turnover.) should be provided Training need identification 112 . superiors and peer groups about the training. the situation should be examined to identify the probable causes for gaps in performance. improved learning. The training evaluation information (about costs. discharges. accidents. • Feedback: After the evaluation. training centre. Interviews: Interviews could be conducted to find the usefulness of training offered to operatives.Methods of Evaluation Various methods can be used to collect data on the outcomes of training. ete. wastage. outcomes. opportunity cost of trainers and trainees) could be compared with its value (in terms of reduced learning time. superior performance) in order to evaluate a training programme.
trainees and other parties concerned for control. correction and improvement of trainees' activities. The training evaluator should follow it up sincerely so as to ensure effective implementation of the feedback report at every stage Training need identification 113 .to the instructors.
effective supervision.SUGGESTION The following things are suggested: Training need identification and assessment survey should be conducted at regular interval say after every 2-3 years so that any changes in the need of individual and the organization can be moderated and matched. stress management Efforts should be made to provide Training as soon as the need for it has been identified while appraising the performance of the employees. Workmen category needs more training programmes on understanding themselves and being more effective in their work. motivation. More programmes for executives in self-management and subordinate development may be organized. effective communication. Programmes on quality management. Appropriate and adequate time should be given for the Training need identification 114 . &feedback system and problem solving & decision-making are recommended. More exposures to supervisors in the areas of managing time.
Training need identification 115 . case studies etc. Department heads / section In-charges should be made more aware about the importance of training so that the subordinates are sponsored phase wise & recommended as per the job requirement. The training should be focused on local problems so that the trainees can relate to it. These training should be related to direct work situation. considering the specific needs of the concerned departments. Tailor made programmes. Efforts should be made to make Training & development Program effective implementing. should be worn. should be developed as tools to provide operational training. Practical experience. On site training programmes should also be endorsed. Activities should be done in time as per the distribution of training calendar. Training & Development should be made a regular feature and must be incorporated in the policies of HR.technical training programmes.
Training need identification 116 .
Training need identification 117 . the strategic value of a course. Level 3. during and after training to truly access the effectiveness of training. evaluations are necessary in cases in which the course objective(s) is to change behavior on the job. more than one evaluation instrument should be used. Ideally. it would be impractical for most companies to conduct Levels 3 and Level 4 evaluation on every single course. Level 1. the evaluation should be able to be realistically linked to hard financial information. A Level 4. evaluation should be done in those cases in which the results represent a top priority to the company. With all the effort involved. or courses that have high priority to upper management. Level 2.RECOMMENDATION Evaluation of training programs need to be conducted both before. evaluation should be done for all courses. evaluations should be done for any courses in which the trainees need to retain a set of knowledge or apply a specific skill. Recommendations include concentrating on the most expensive programs. however.
Ensure that training and development programmes allow the soft skills to bloom. The method has been incorporated in the policies of HR to make room for the uncertainty of the future. Install training systems that substitute work experience. Training need identification 118 . Use training and development programmes as the development tool for individuals. Integrate the training and development programmes into initiatives for change management. Commit major resources and adequate time for training and development. To achieve organizational effectiveness in order to achievement of goal and to acquire best from training programmes there are few points to consider Make learning one of the fundamental values of the company. Link organizational operational and individual training needs.Training Need Analysis is a well-developed process adopted by Fortis Hospital to develop each & every Fortis employee to cope with the changing trends. Use training and development to bridge the gap with the external world.
This will give birth to a healthy personal development. as the experience of employees will get exposed to the climate. Make Training and Development programmes more effective by making Organisation analysis. Create a conducive climate for continued learning and growth. Calling expert faculties in some specialized field can be good option to acquaint the training candidates with latest technologies. Design the Training and Development programmes to match job specification. unstructured unplanned and easily adaptable training situations. as this will allow them to work on their drawbacks. Use retraining to continuously upgrade employee's skills. interesting and professionally challenging work experiences. Rely on more informal. Thus resulting in learning of other skills also. This will help the employees to develop good interpersonal skills. Case studies. Training need identification 119 . New growth opportunities should be created for the employees so that they can get new. should be used to impart behavioral training program in an effective way. Avoid the repetition of Same Training programmes. Trainees should be given feed back about their performance after training. audio-video aids etc. Create a good system to evaluate the effectiveness of training. More & more INHOUSE Training Programs are required to be imparted for better operational activities. Task analysis and Man analysis. These growth opportunities should be prevailed to the employees at all the levels.
Any project that employs questionnaire as an instrument for study is bound to have limitations. These limitations may arise due to sampling size selection, inaccurate responses, or the profile of the sample population. The salient points, which might have contributed to edge effects in the instant study, are summarized as under: The most important limitation of this analysis is that it has been conducted in only one of the offices of Forts health care Ltd., which employs around 250 employees, whereas Forts health care Ltd is a very big organisation employing number of employees. The number of people surveyed were only a part of the whole population in the Fortis Hospital, Noida. The attrition rate of the nurses and doctors are very high that create a problem to identify the training need. A student has conducted the survey for their educational purposes and not by a professional surveyor. As the questionnaire and personal interview had been used for the survey, the respondents who lack the learning skills could have revealed the wrong information. Training need identification 120
Also the cooperation on the part of the respondents can be difficult to presume.
Training need identification
In the present corporate Olympia, which is characterized by unprecedented competition to excel & the large-scale changes in organizational strategies to grow? The Indian organization needs to redraw & revamp their strategies, Organizational structure, management system, decision-making process & styles for effectively coping with the global competition. Today the need of re-examine & reframe the very mode of transacting & process of organization building to meet complex environmental demands & challenges is quite high. Gone are the days when management manages business through transactional' & exchange modes with the unprecedented turbulence today, no organization can achieve success through the old ways of functioning. They need to be innovative in order to cope with the uncertainty around. These are what foreseen in any training program by an organization. On the defined yardsticks, various trainings are conducted in Fortis Hospital Noida for its employees effectively. The training activities at Fortis Hospital Noida are adequate. It is an ongoing continuous process & its possible outcomes can only be met through proper implementation by the organization. Although work at Fortis Hospital Noida has a very systematic Training need identification 122
approach, yet we cannot say that it is free from any loopholes. To get best of the training programmes, management has to take some initiatives. The training cell at Fortis Hospital Noida needs to continuously monitor and review its training programmes to ensure that it remains on stalk.
Training need identification
TRAINING FEEDBACK FORM Programme Title: Name of the Trainer: Date: This feedback form will help us improve the quality of programmes. How will you rate the programme? Very Useful Useful Partly useful Not Useful 2. What was the most helpful part of the course? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _______________ 3. What was the least helpful part of the course? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _______________ 4. 1. How could the instructor have been more effective? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Training need identification 124 . Please express your thoughts very generously.
_____________________________________________________________________________ _______________ 5. How will you apply what you learned in this course when you return to your job? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _______________ 7. what would you recommend we change for future programs? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _______________ 6. what would you recommend? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ ____________ Training need identification 125 . Is there any follow-up training or assistance that you feel might help you implement what you've learned? If yes. Was enough time dedicated to each subject? If not.
Training need identification 126 .
Training need identification 127 .
PERFORMANCE REVIEW Name Employee Id Designation Department Location Date of Joining : : : : : : RATING SCALE FOR “OTHER PERFORMANCE AREAS” Qualitative Assessm ent for other Perform ance Areas Description for Qualitative Assessment Rating Points A+ A B Manifests an extremely high degree of commitment and application at all times. Serves as a role model Reflects a high degree of commitment and application most of the time. Substantially meets expectations in terms of commitment and application. Some scope for improvement. 5 4 3 128 Training need identification .
II NON-MEDICAL STAFF PERFORMANCE REVIEW (To be filled in by the Reporting Incharge) Name : «Title»«Name_» Department : «Department» Emp Id : «Emp_ID» Date of Joining : «DoJ» PERFORMANCE EVALUATION: PERSONAL CHARACTERISTICS JOB KNOWLEDGE • APRIL 2003 – MARCH 2004 Designation : «Designation» OBSERVATI ON BASED EVALUATIO N* DEMONSTRATED BEHAVIOURALASPECTS BY THE EMPLOYEE DURING THE PERFORMANCE PERIOD SUPPORTING EVALUATION PRODUCTIVITY (Output/Work) QUALITY OF OUTPUT/ WORK (Response time & Standard) ADHERENCE TO PROCESSES / PROCESS ORIENTATION COST CONSCIOUSN ESS VERSATILITY (Multi work knowledge / Skills ) • • • • • SELF DISCIPLINE (Conduct/Disciplin e) • • ATTENDANCE Training need identification 129 .C D Substantial scope for improvement in commitment and application. 2 1 FORM . Substantial gap in meeting base standards. Needs to be a focused improvement area.
E= Unsatisfactory PEERS Performance (Below 50%) RELATIONSHIP WITH SUPERIORS • TEAM WORK • A+=Exceeds expectations (100%+). C=Meets expectations considerably. E= Unsatisfactory Performance (Below 50%) AREAS OF IMPROVEMENTS: AREAS OBSERVED IMPROVEMENT/ DEVELOPMENT NEEDS SUGGESTED ACTION PLAN WHAT IS TO BE DONE BY WHEN BY WHOM OVERALL PERFORMANCE EVALUATION – A+/A/B/C/D/E SIGNATURE OF THE REPORTING INCHARGE COMMENTS OF HEAD OF DEPTT: DATE: Training need identification 130 . Shortfall in meeting expectations (50-60%). A=Meets expectations with high quality (86-99%). C=Meets expectations considerably. shortfall in some areas (61-70%). B= Substantially meets expectations (71-85%). B= Substantially meets expectations (71-85%).• INITIATIVE ORIENTATION • CUSTOMER ORIENTATION • APTITUDE TO LEARN COMMITMENT TOWARDS ORGANISATIONAL VALUES/ NEEDS/ OBJECTIVES • A+=Exceeds expectations • RELATIONSHIP WITH (100%+). A=Meets expectations with high quality (86-99%). Shortfall in meeting expectations (50-60%). shortfall in some areas (61-70%).
SIGNATURE OF THE HEAD OF DEPTT SIGNATURE OF HEAD OF HR: : DATE : DATE : FINAL DECISION SHARED WITH REPORTING IN-CHARGE ON : Training need identification 131 .
Substantial scope for improvement in commitment and application. 5 4 3 2 C Training need identification 132 .PERFORMANCE REVIEW Name Employee Id Designation Department Location Date of Joining : : : : : : RATING SCALE FOR “OTHER PERFORMANCE AREAS” Qualitative Assess ment for other Perfor mance Areas A+ A B Description for Qualitative Assessment Rating Points Manifests an extremely high degree of commitment and application at all times. Substantially meets expectations in terms of commitment and application. Some scope for improvement. Serves as a role model Reflects a high degree of commitment and application most of the time.
D Substantial gap in meeting base standards. Needs to be a focused improvement area. 1 FORM-I MEDICAL STAFF PERFORMANCE REVIEW APRIL 2004 – MARCH 2005 (To be filled in by the Reporting Incharge) Name : Date of Joining : Department : Designation : Emp Id : PERFORMANCE EVALUATION: BRIEF FACTUAL SUPPORT LEADING TO REVIEW PARAMETERS EVALUATION KNOWLEDGE OF THE SPECIALISED FIELD PRODUCTIVITY (Output/Work Volume) OVERALL QUALITY OF OUTPUT / WORK / PATIENT CARE (Response time & Standard) EVALUATION* Training need identification 133 .
C=Meets expectations considerably. B= Substantially meets expectations (71-85%). A=Meets expectations with high quality (86-99%). COMMITMENT C=Meets expectations considerably. E= Unsatisfactory Performance (Below 50%) Training need identification 134 . B= Substantially meets expectations (71-85%). Shortfall in meeting expectations (50-60%). shortfall in some areas (61-70%).ADHERENCE TO MEDICAL / CLINICAL / PATIENT CARE PROTOCOLS COST CONSCIOUSNE SS VERSATILITY (Multi work knowledge / Skills ) SELF DISCIPLINE (Conduct/Discipline) ATTENDANCE INITIATIVE ORIENTATION PATIENT CARE / SERVICES ORIENTATION APTITUDE TO LEARN / UPGRADE KNOWLEDGE / SKILLS A+=Exceeds expectations (100%+). A=Meets expectations with high quality (86-99%). E= Unsatisfactory Performance (Below 50%) TOWARDS ORGANIZATIO NAL VALUES/ NEEDS/ OBJECTIVES RELATIONSHIP WITH PEERS RELATIONSHIP WITH SUPERIORS TEAM WORK A+=Exceeds expectations (100%+). shortfall in some areas (61-70%). Shortfall in meeting expectations (50-60%).
AREAS OF IMPROVEMENTS: AREAS OBSERVED IMPROVEMENT/ DEVELOPMENT NEEDS SUGGESTED ACTION PLAN WHAT IS TO BE DONE BY BY WHEN WHOM OVERALL PERFORMANCE EVALUATION – A+/A/B/C/D/E SIGNATURE OF THE REPORTING INCHARGE COMMENTS OF HEAD OF DEPARTMENT DATE: SIGNATURE OF THE HEAD OF DEPTT SIGNATURE OF HEAD OF HR : : DATE : DATE : FINAL DECISION SHARED WITH REPORTING IN-CHARGE ON : Training need identification 135 .
Training need identification 136 .
Training need identification 137 .
com www.com • • • • Training need identification 138 .M.P.fortislife.com www.yahoo.Bibliography • • • • Rao V. www.google.com www. Human Resource management Prasad L.S. Human Resource management Pasrikh Uday Instrument for training in HRD Pearsonal Training and development.mammas.