A STUDY OF TIME & MOTION STUDY IN FORTIS HOSPITAL

PROJECT REPORT

2007 Submitted in partial fulfillment of the requirement
For the award of the degree Of MASTER OF BUSINESS ADMINISTRTION

SUBMITTED BY
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
PROJECT REPORT

2006 Submitted in partial fulfillment of the requirement
For the award of the degree Of MASTER OF BUSINESS ADMINISTRTION

SUBMITTED BY:
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

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Ranbaxy was doing business in 20 countries. This led him to his first international foray in 1978. When Indian industrialists were dreading the GATT agreement. when both “globalization” and “level playing field” was being touted of in India. He Identify Training Requirements 4 . Singh was formulating his Ranbaxy mission statement. a strategist. “To be a Research based International pharmaceutical company”. The Indian pharma industry’s entire strategy of globalization started from Ranbaxy and Dr. In the early 90’s. a thinker and a scientist. Parvinder Singh was a visionary. Dr. an entrepreneur and leader of the industry.About Fortis Health Care Ltd Dr. Singh. A rare personality who always thought beyond his time and could realize many of his dreams in a short span of life. In his early stint in the pharma industry he understood the limitations of the Indian Market and the restrictive environment of price control regime.

wholly owned subsidiaries and joint ventures. But his vision did not remain limited to researching. Singh demonstrated the highest standards of professionalism. It was through this pursuit of talent that Dr. He was an adviser to successive governments in the center in various capacities. Science and Technology was very near to his heart! It was his personal interest. Dr. He always thought. He acquired and respected talent. He was active in national and international economic forums. The man with the vision had an equally compassionate heart. comparable to the best in the world. which created advance research activities at Ranbaxy’s R&D center to start new drug discovery research and new drug delivery research. His strategic initiatives created several strategic alliances at international and national levels. He was deeply concerned about Medical care of common people. he would create a total. His ability to think ahead of time created the first Indian International Company spanning over 40 countries with representative offices. along with his pharmaceutical endeavor. unique.understood the value of research and he knew that the company’s survival post GATT would depend upon ability to discover new molecules. He promoted competence and quality. producing and distributing medicine. He dreamt of creating a health delivery system of a very unique standard. as a first step towards preparation for post GATT era. 1400 Crores. Identify Training Requirements 5 . far reaching health delivery system. Parvinder Singh was able to transform Ranbaxy from a middlerung company to the India’s first pharmaceutical MNC with turnover touching Rs. He was convinced India had the intellectual capital to create wealth & worked towards realizing it. 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). integrity and corporate ethics and set an example for Indian Industry. He created a well-respected research foundation (Ranbaxy Research Foundation) which recognizes scientists of international standing. developing. He was an outstanding leader always remembered for his sterling qualities of “head & heart”.

The vision of the Company is to become the most revered healthcare service provider in India by 2010. at Mohali. Parvinder Singh’s dream. Partners Healthcare Systems Inc.convenient. 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. he setup Fortis Healthcare Limited to promote Super Specialty Hospitals. Fortis Heart Institute. Massachusetts General Hospital (MGH) and Brigham & Women's Hospital (BWH) are the founding members of Partners Healthcare Systems (PHS). 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. easily available and accessible from any part of the Country. is the stepping-stone towards the realization of Dr. Identify Training Requirements 6 . Fortis Healthcare Limited has collaboration with one of the leading hospital systems of the world. a 200-bedded Cardiac Super Speciality Hospital. Dr. Accordingly.

“Team Fortis” is committed to meet all healthcare needs of its customers. This system will provide a clear performance edge over other existing facilities in the country by integrating all hospital functions on line. safety and value for money through constant innovation and better product delivery. It aims to exceed customer expectations in terms of quality. 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. the centralization and constant up gradation of patient Identify Training Requirements 7 . Therapeutic and Surgical requirements at the time of need. LEVEL3: Health Maintenance Clinics for providing Preventive Maintenance. the Company plans to set up a Hub and Spoke Delivery System. in real time. The HIS will enable us to humanize hospital care in line with the patient-centric philosophy which is the keystone of the Fortis system. creating a seamless patient work flow in a film less environment. LEVEL2: Medical Centers as stand alone units for providing Ambulatory and Day Care Surgery along with high-level Diagnostics. For example. starting from Northern India. Wellness Programmers and Basic Diagnostics. a Super-specialty unit equipped with all OPD and IPD facilities. service. To achieve the above objectives. 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).

T. O.records from all departments by the HIS will ensure that minimum time is taken on formalities such as patient discharge protocols. a complete updated EPR (Electronic Patient Record) instantly. Ultra sound etc in digital form to be available any time anywhere as a part of the Electronic Patient Record. Moreover. This system has an advanced decision support system that provides inherent checks & balances to minimize human errors. 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. reviewing room options and payment plans. which today is a major source of dissatisfaction. CT Scan. 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. The HIS integrates all the functions in the hospital. The Cardiology data is also available in compressed form. This EPR will be available to every doctor and nurse in the hospital campus enabling them to react instantly in an emergency. from scheduling of appointments with consultants. billing and subsequently patient discharge. laundry. 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. inventory management etc. MRI. kitchens. HIS is fully integrated with the latest Picture Archiving and Communication System (PACS) and medical equipment. PACS stores all the images from X-Rays. Being web enabled. The system will also make available to the doctor. support systems. It also integrates all the back office functions covering the pharmacy. this allows patients and doctors to access the record remotely for greater patient convenience. The software Identify Training Requirements 8 . admissions. to creating and updating patient records.

and are the leading teaching hospitals of Harvard Medical School.S. Under this collaboration. using Telemedicine. Massachusetts General Hospital (MGH) and Brigham & Women's Hospital (BWH) are the founding members of Partners Healthcare Systems (PHS). USA. News and World Report 2000. Fortis Healthcare Limited will be an International Scientific Affiliate of the PHS hospitals. 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. This is in keeping with our vision of providing the very best in quality healthcare using cutting edge technology coupled with exceptional patient care. Identify Training Requirements 9 . Partners Healthcare Systems Inc. HIS is a powerful interactive tool. 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. The MGH and BWH are ranked 3rd and 9th respectively in the best hospitals honor roll of U. COLLABORATION Fortis Healthcare Limited has collaboration with one of the leading hospital systems of the world. We at Fortis are proud to say that we have the most technologically advanced hospital in the country. which communicates with the latest communication facilities like cell phones and pagers. to keep in contact with the doctors attending on the patient.Created would be constantly upgraded to incorporate advances made by GE internationally to ensure that the Fortis Heart Institute's cutting edge is maintained.

technology and postgraduate educational exchange. Draper Laboratories and the Massachusetts Institute of Technology (MIT). training of hospital personnel.collaborating on patient care. Under the collaboration. the goal of CIMIT is to discover. This partnership with PHS hospitals. high quality standards of patient care. By working together with the industry. quality assurance. develop and evaluate new approaches and technologies in minimally invasive diagnosis and treatment Award Identify Training Requirements 10 . educational and medical research initiatives. This collaboration will play a pivotal role in the execution of the Fortis plan for delivery of integrated Healthcare in India. there will be an exchange and updates on cardiac care. CIMIT is a medical research and development consortium comprising the BWH. PHS will transfer Clinical protocols and procedures related to cardiac care. As a continuing relationship with PHS. MGH. The alliance will help in developing the Fortis Heart Institute as a `Centre of Excellence' benchmarked against the best international medical systems. state-of-the-art medical technology and superior hospital management systems. hospital processes. brings over 150 years of rich and varied experience across specialties. 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. criteria for accreditation in accordance with US hospital standards and help credentialing protocols for cardiac surgeons and cardiologists based on US teaching hospital standards.

accessibility and operational efficiency by the hospital design specialists Kaplan McLaughlin Diaz of San Francisco. Identify Training Requirements 11 . neuro we firmly believe. The care and concern for patients starts right from the design of the institute.This design won the Best Design Award '99 of the American Institute of Architecture. A design developed for optimum patient care. starts well before disease with prevention and wellness. For cardiac care. That's why we have put in place the strictest environmental protection measures at the Hospital. Environment Care Of Fortis Health Care Ltd. The 'People Centric' ethos at Fortis is also reflected in the care for the environment that is a guiding force at the Hospital. And safeguarding the environment has a critical role to play in this.

• 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. • Water Harvesting Identify Training Requirements 12 . Emphasis on landscaping and planting ensures an environment of verdant green • Ozone and energy friendly air-conditioning system. • Not a single tree was cut during the construction of the Hospital. which has been built around the existing trees. It slows or shuts down depending on the ambient temperature and occupancy demands. automatically adjusts to the occupancy levels.• Incinerator to take care of the bio-medical and hazardous hospital waste.

The training objectives are laid .Objective Of The Study Generally the training policies are formulated by the HR manager at the request of line managers.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 .

enable them to perform their jobs well. • To teach the employees the new techniques and ways of performing the job or operations. • To prepare employees for higher Level tasks and build up a second line of competent managers Identify Training Objectives Once training needs are identified. • To equip the employee to meet changing requirements of the job and the organisation. Innovative: • • Anticipating problems before they occur Team building sessions with the departments Problems Solving: Identify Training Requirements 14 . objectives should be set to begin meeting these need.

Here the emphasis is on changing the mind set of workers.• 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 second of training objective is problem solving. The most basic training takes place through orientation programmes. supervisors and executives working at various levels Identify Training Requirements 15 . The final objective is innovation. The focus is on solving a specific problem instead of providing general information about a problem area.

Scope Of The Study Identify Training Requirements 16 .

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Identify Training Requirements 19 . 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. The two hands that fuse seamlessly with a human form. human or corporate. expressive of the dynamic zeal with which we strive to make it a reality.. equivalent to world standards. has a hallmark…a signature that identifies it.A constant reminder to all that patient-centric care is fundamental to our ethos. Our endeavor to achieve excellence in healthcare delivery. And the human values that govern every facet of our business. The Fortis logo defines our very persona.LOGO OF FORTISESIS ENESIS LOGO GENESIS Every entity. And red. express our reassuring approach to healthcare… ……….

The FORTIS Network Fortis Mohali 2001 Amritsar2003 Jessaram2004 Amritsar2003 i Amritsar2003tsar2003 Noida2004 Identify Training Requirements 20 . 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.

healthcare services are delivered in India.TELEMEDICINE A new concept. it would be difficult to arrange Specialist expertise locally. The high incidence of near-fatal emergencies requiring immediate medical attention and high prevalence of chronic Identify Training Requirements 21 . Even if we have finance to build the physical infrastructure. which would revolutionize the way. the ability of a doctor to diagnose & treat (or prescribe a line of treatment) the ailment of a patient sitting far away. You can call it another miracle. WHY TELEMEDICINE? There are no super specialty hospitals in small towns of the country. wrought by the death of distance.

Medical centers & Fortis Heart Institute with the best technology available in the world. Scans etc. We are going to network our Health Maintenance Clinics. At Fortis. not only to communicate with each other but also to transmit diagnostic details (Data. • Pool in all the expertise of the FORTIS GROUP to provide all the necessary medical help to its partners.aliments demands the availability of these health care services at the doorstep. in order to provide our customers world-class healthcare services at a click of a button. There by reducing patient travel time WHAT FORTIS PLANS TO DO? • Setting up a Multi-Speciality Telemedicine Network. Images. • Bring quality health care to the common man at an affordable price.) of a patient across the places & consult each other to suggest a line of treatment. Design Identify Training Requirements 22 . we are exploring this opportunity to its best. This would make it possible for doctors.

natural light and facilities for attendants./bed in contemporary and comparative hospitals in India.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). This international architecture award winning facility has a remarkable design feature: all rooms have soothing views. FORTIS HOSPITAL NOIDA Identify Training Requirements 23 . 2000 sq. The special feature of this design lies in imbibing a flexible and modular approach to impart adaptability to future changes/ modifications.ft. This has provided the organization with a modular concept of flexibility to adapt and accommodate future trends of care parameters.ft/bed instead of the normal 800-900 sq. An important design feature has been the space allocation of approx.

350 bedded super specialty in Orthopaedics and Neurosciences Location Sector 62-Noida 1.5 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 .

ENT Internal Medicine Cardiology Endocrinology OUT Department Details Identify Training Requirements 25 .Nephrology General Surgery Psychiatry Urology Ophthalmology Pediatrics Dermatology Telemedicine Gastroenterology Pulmonology Plastic Surgery Radiology Oncology Anesthesiology Emergency Physiotherapy Transfusion Medicine Gynecology Dental.

G. P. Mohit Kumar Chaturvedi IN Patient Department: Mr. Promila Adhana Finance: Mr. Shishir Kumar Nursing: Ms. Upinder Pal Singh Identify Training Requirements 26 . Indira Tripathi Human Resources: Ms.Medical Services: Dr. Rajendra Patankar OUT Patient Department: Mr. Archana Dhiman Engineering: Mr. Sadhna Singh Information Technology: Mr. Sunil Jain Marketing: Mr. Jai Paul Facilities: Mr. Singh Materials: Purchase – Ms. Gulshan Arora Hospital Support Services: Ms. Nandini Gokhale Stores – Ms.

24 RANBAXY LABORATORY Time Office Entrance BLOCK OPD BLOCK ATRIUM GATE 1 GATE 2 TOWARDS NH .LAYOUT TOWARDS 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 .

HUMAN RESOURCES The Human Resource Department deals with the effective management and development of the most valuable “Resource:” i. Identify Training Requirements 28 .e.

Over the years the Human Resource Management (HRM) has developed into a well defined area which formulates various policies and goals. 10. 6. At FHI we emphasize on empathy and flexibility along with open communication channels so to provide an environment conducive to individual and organizational growth. 14. 8. 4. 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. 12. We also aim at combining Identify Training Requirements 29 . Manpower planning Recruitment and Selections Training and Career Development Periodic Employee Performance Appraisal Employee Grievance Handling. 13. 2. thereby improving the overall effectiveness of the whole organization. Rewards and Incentives Organizational Structure and Design. 5. 3. Employee Welfare Scheme Organizational Development Improvement Of Decision Making Skills Wage and Salary Administration. 9. 11. 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. In recent times the challenges Faced by HR Professionals have undergone a sea change. 7. Some of the important functions of HR are as follows 1.the Human component of the organization. Improving Intra-organizational Communication channels. Leave Auditing Job Description & Job Analysis. which has made the HR Deptt.

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. a breed with high EQ. Those with self confidence. It tries to secure the best from Identify Training Requirements 30 . interpersonal skill. initiative.individual commitment with organizational values so as to provide a healthy atmosphere favorable in providing world-class healthcare. It is that part of the management process which is concerned with the management of human resources in an organization. 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. not just IQ. conscientiousness.

Pervasive force: HRM is pervasive in nature. training and development coupled with fair wage policies. so that they give their best to the organization. It motivates employees through a systematic process of recruitment. It has the following features: a. it may be defined as the art of procuring. rather than on record keeping. It tries to put people on assigned jobs in order to produce good results. The problems of employees at work are solved through rational policies. Action oriented: HRM focuses attention on action.people by winning their wholehearted cooperation. It encourages them to give out their best to the organization. According to lnvancevich and Glueck. c. HRM is concerned with the most effective use of people to achieve organizational and individual goals. Identify Training Requirements 31 . It permeates all levels of management in an organization. In short. b. selection. both as individual and groups. The resultant gains are used to reward people and motivate them toward further improvements in productivity. People oriented: HRM is all about people at work. It is present in all enterprises. d. It is a way of managing people at work. developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner. Individually oriented: It tries to help employees develop their potential fully. written procedures or rules.

concerned with any organizational decision which has an impact on the. f. supervisors. It concerned with managing people at work. Employees are rotated on various jobs so that they gain experience and exposure. h.' working at various levels in the organization. Training is offered to sharpen and improve their skills. The reward structure is tuned to the needs of employees. Personnel work may take different-shapes and forms at each level in the organizational hierarchy but the basic objective of achieving organization. In short. It is a staff function. It covers all types of personnel. it tries to integral human assets in the best possible manner in the service of an organization. Comprehensive function: HRM is.e. Auxiliary service: HR departments exist to assist and advise the line or operatin managers to do their personnel work more effectively. middle and top managers. intends to develop the full potential of employees. g. HR manager is a specials advisor. Every attempt is made to use their talents fully in the service of organizational goals. to some extent. Integrating mechanism: HRM tries to build and maintain cordial relations between people. Development oriented: HRM. effectiveness through effective and efficient utilization of human resource remains the same. "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". workforce or the potential workforce The term 'workforce' signifies people working various levels. including workers. Identify Training Requirements 32 .

etc. • Continuous function: According to Terry. Research in behavioural sciences. Scope of HRM The scope of HRM is very wide. managers need to understand and appreciate the contributions of all such 'soft' disciplines. sociology. It requires a constant alertness and awareness of human relations and their importance in every day operations. HRM is not a one short deal. Identify Training Requirements 33 . It cannot be practiced only one .day a week.To unravel the myster surrounding the human brain. utilizing knowledge and inputsdrawn from psychology. anthropology economics.• Inter-disciplinary function: HRM is a multi-disciplinary activity.

because of the protection that is provided by the unions and government or because their skills are in short supply. grievance and disciplinary procedures. treatment. transport. In the light of these emerging trends. etc. layoff and retrenchment. medical assistance. Today's employees demand more considerate treatment and a more sophisticated form of leadership. bargaining. today this type of leadership is being increasingly rejected. settlement of disputes. incentives. • Objective of HRM Although managers and supervisors in the past often were arbitrary and autocratic in their relations with subordinates. rest and lunch rooms. Furthermore. etc.placement. productivity.new trends in managing knowledge workers and advances in the field of training have expanded the scope of HR function in recent years. creches. The Indian Institute of Personnel Management has specilied the scope of HRM thus: • Personnel aspect: This is concerned with manpower planning. collective bargaining. training and development.remuneration. many group of employees are in a position to demand and obtain more favorable employment conditions and. promotion. joint consultation. health. selection. recruitment. HR department (or for that matter any other unit) will wither Identify Training Requirements 34 . a. like other departments in an organization. Industrial relation aspect : This covers union-management relations. housing. and safety. education. recreation facilities etc.To help the organization reach its goals: HR department. transfer. exists to achieve the goals of the organization first and if does not meet this purpose. • Welfare aspect: It deals with working conditions and amenities such as canteens. HRM's objectives have been expanding all these years. The present generation of employees is more enlightened and better educated than were preceding ones.

and die. 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. e.To develop and maintain a quality of work life: It makes employment in the organization a desirable personal and social situation. c.To provide the organization with well-trained and well-motivated employees: HRM requires that employees be motivated to exert their maximum efforts. To this end suitable programmes have to be designed aimed at improving the quality of work life (QWL). f. g. non-customers.To communicate HR policies to all employees: tapping ideas.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.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 . d. opinions and feelings of customers. b. 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. that their performance be evaluated properly for results and that they be remunerated on the basis of their contributions to the organization. Without improvement in the quality of work life.

Thus. This is however easier said than done. (b) serve to the highest possible degree the individual goals. by themselves. holding high standards of productivity. managing people in today's world of work would always prove to be a ticklish affair. standards that determine progression and adhering to the spirit and letter of high professional conduct". Unless HR people. But these efforts. dealing with dissent and conflict. legal and economic trends in the economy. IMPORTANCE OF HRM Human resources. It is through the combined and concerted efforts of people that monetary or material resources are harnessed to achieve organizational goals. The above eight objectives (drawn from lvancevich and Glueck) should ultimately lead to employee satisfaction and fulfillment. Physical and monetary resources.change. This is where Human Resource Management plays a crucial role. and (c) preserve and advance the general welfare of the community. It helps an organization in multifarious ways: Identify Training Requirements 36 . cannot improve efficiency or contribute to an increased rate of return on investment. are thoroughly conversant with the social. HRM in short should try to (a) attain economically and effectively the organisational goals. contribute to the production of goods and services in an organization.. attitudes and skills have to be sharpened from time. along with financial and material resources. building acceptance or. to time to optimize the effectiveness of human resources and to enable them to meet greater challenges.

medium and long run.i. At the enterprise level . If offers excellent growth opportunities to people who have the potential to rise. Identify Training Requirements 37 . j. • It allows people to work with diligence and commitment. 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.

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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.

MEANING
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.

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OBJECTIVE
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

All multinational companies for example. etc. Succession Planning: Human resource Planning. People with requisite skills are readily available to carry out the assigned tasks. The 'physical facilities such.IMPORTANCE Human Resource Planning is a highly important and useful activity. have this policy of having a 'hot list' of promising candidates prepared in advance. Cut Costs: Planning facilitates the preparation of an appropriate manpower budget for each department or division. Advance planning ensures a continuous supply of people with requisite skills who can handle challenging jobs easily.continuously. Prepare People for Future: People can be trained. When the time comes. manpower shortages can also met comfortably (when people quit the organization for various reasons) through proper human resource planning. as canteen quarters. This. can be planned in advance. If used properly. helps in controlling manpower costs by avoiding shortages/excesses in manpower supply. are rolled over various jobs and assessed and assisted . in turn. it can go ahead easily. such people 'switch hats' Training need identification 41 . motivated and developed in advance and this helps in meeting future needs for high quality employees quite easily.. it offers a number of benefits: Reservoir of Talent: The organization can have a reservoir of talent at any point of time. prepares people for future challenges. Expand or Contract: If the organization wants to expand its scale of operations. Such candidates. medical help. as pointed out previously. The stars can be picked up and kept ready for further promotion whenever they arise. Likewise. school.

our home. attendant or any other visitor.quickly and replace their respective losses without any problem. 2. FORTIS AMBASSADORS Objective Keeping in view our prime focus of being “Patient Centric”. gets all their queries answered satisfactorily. There is a system in place to select Facility ambassadors. 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. Therefore. it is felt that all FORTIS Team members must act like a Family of Hosts to our customers. Any person bearing a FORTIS nametag is expected to know about the Organization in depth so that any outsider be it the patient. who require staying in the hospital. These Ambassadors are divided into three levels. 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.

.3. The next two levels i. The following serve as the inputs for imparting knowledge about the facility to the employees. e. For any specific questions an email ID has been created by the name of blackbelts@fortis. Facilities charts are displayed at prominent places in the Hospital.Intranet Training need identification 43 . giving detailed information about the hospital. Engg. c.e. a. 4.in Facilities manual. This would ensure that each employee knows the minimum required information about the Institute & sufficient information about the workplace. d. The idea being that all employees should be familiar with the Organization background. Achieving the White Belt level is compulsory for all FORTIS Team members.co. Department would be responsible for displaying these. Those interested in gathering more information have the option of contacting Black Belts. Fortislife . b. Hospital & its General layout and their own Department in details. Green Belt & Black Belt are optional for those keen on knowing more about the Organization 5. All new joinees undergo a two days’ Orientation Program within the first week of their joining the hospital.

Organisation.A token gift would be given to all those who attain the status of White Belt. Attaining BLACK BELT . as well. They will also get the privilege to have a meal with the Top management.How to Attain the Belts 1. Attaining GREEN BELT . The Black Belt members will keep contributing to the questionnaire bank and hence will keep raising the level. Apart from all this they would get a black strip on the nametag and a token gift. like 10% of the total employee strength. 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 New Black Belt Champions are honoured by placing their names on the Honour board put up for this purpose. This renewal will be held after every six months. For this the Committee of the Black Belts will form a sub-team and Quiz its members individually to renew their status. The quiz for all the belts is held every month Rewards Attaining WHITE BELT . 2. Training need identification 44 . The level of Black Belt Interview would be raised every time the number of persons holding the BlackBelt crosses a certain limit.They get a grape bunch or green strip on the nametag to depict their status and a token gift. Current black belt champions will also need to renew their ambassadorship status.

These rewards are meant primarily to give recognition to the people who know about the facility Training need identification 45 .

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. and redesigning processes. • Improving customer quality by studying. 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 .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. resolving queries and problems. establishing and communicating service metrics. evaluating.

functional and multi-functional abilities and capabilities Team Development • Keeping in touch with the entire team by regular meetings. training.• Streamlining of processes from time to time by visiting operational environment. 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. maintaining personal networks • Developing multi-functionality • Benchmarking and implementing best practices in the departmental functioning. customer/ patient service trends etc. orienting. • Identifying and nominating team members for training programs that would enhance knowledge. • Managing in-house medical camps Self Development • Updating job knowledge by participating in educational opportunities reviewing professional publications. 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. based on individual specialty and consultants. conducting surveys and bench marking best practices Management responsibilities • Generating reports to the management regarding patient inflows. counseling and disciplining employees • Encouraging and develop team members’ multi-functionality. by constantly improving the functional abilities. • Identifying and overcoming complacency.

development of self. • Maintaining professional relation with all external professional agencies/contact persons. functional and multi functional abilities and capabilities. • Co-ordinating with other departments to ensure implementation of his/her department strategies /policies. Responsible for maintaining an excellent relationship at all levels between his/her department and other departments. • Building relationships with other dignitaries in the hospital industry and other key local dignitaries. 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. Other Responsibilities • Taking decision on all operational and team matters that are outside the purview of subordinates.

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. 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. monitoring and analyzing results & implementing change Training need identification 49 . and redesigning processes. evaluating.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. establishing and communicating service metrics. 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.

counseling and disciplining employees • Encouraging and develop team members’ multi-functionality. Training need identification 50 . which would not settle for complacency • Identifying and attending training programs that would enhance knowledge and skills required for development of self. skills and shape the attitudes required for development of self. • Taking part in the process of selecting. functional and multi functional abilities and capabilities. maintaining personal networks • Developing multi-functionality • Benchmarking and implementing best practices in the departmental functioning. customer/ patient service trends etc. • Identifying and nominating team members for training programs that would enhance knowledge. orienting. discharges. Self Development • Updating job knowledge by participating in educational opportunities reviewing professional publications. by constantly improving the functional abilities. • Identifying and overcoming complacency. admissions. • 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. training.

• Co-ordinating with other departments to ensure implementation of his/her department strategies /policies. Responsible for maintaining an excellent relationship at all levels between his/her department and other departments. as per their schedules and guiding patients for consultation. • Actively networking with contemporaries in other industries to stay abreast of latest developments and initiatives. 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. • Maintaining professional relation with all external professional agencies/contact persons. Training need identification 51 . • • Representing the department or team in the management morning meetings and other employee or department related committees. Front Office Assistant . • Taking appointments for Consultants directly or over the phone.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. • Building relationships with other dignitaries in the hospital industry and other key local dignitaries. accurately and courteously. • Submitting daily compiled report of Consultations and cash collection to the OPD Incharge. • Undertaking cash collections.

• Submitting daily compiled report of admissions and discharges to the IPD Incharge/Counsellor. Training need identification 52 . • Explaining. • Undertaking cash collections. counseling and communicating the billing procedures to the patient and his attendants.• 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. investigation charges and satisfying the patient and their attendants. Doctor’s consultation fees. • Obtaining necessary documents in case of Insurance patients. • Executing all patient discharges. • Generating the discharge summary and final bill based on the services rendered to the patient. • 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. • Executing all admissions by verifying availability and readiness of beds with the floor coordinator • Explaining the tariff of different services. • Following up with the various departments for generation of final bill of the patients.

5 lakhs on this child. a two year old boy. People from abroad come here for their knee and joint operation. The hospital doesn’t have any charitable trust as at for such purpose. Training need identification 53 . the rich and poor. Fortis Hospital. A two year old child being treated free of cost during the last six month. 2. Cancer is a public health problem worldwide. women and children. 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. HINDUSTAN TIMES (March 5. 2005) Fortis hospital. Noida is making a great effort in helping the poor and needy. the latest trends at the cancer front and surgical --------- 3. The child’s poor parents couldn’t afford the cost. it has created an example of helping the poor people. It affects all people: the young and old. Noida in association with IMA. Noida a super specialty in Orthopaedics and Neuro Sciences is attracting Foreigners for their healthcare. JANSATTA EXPRESS (April 16. men. 2005) Fortis Hospital. The hospital has spent more than 2. 2005) Fortis Hospital. It has been noted that Sonu. Doctors Shared with Modinagar’s medical fraternity. met with a road accident and went in comma. Modinagar today organized a Continuous Medical Education (CME) program on cancer and neck cancers and headaches.PRESS SPEAK 1. DAINIK JAGARAN (February 10. Still. Noida brings the latest trends on head and neck cancer surgery.

2005) Fortis Hospital. Rajgopal 5. HINDUSTAN TIMES (July 16. Noida has created a history by successfully operating thousand knees and joint surgery.4. DAINIK JAGRAN (May 19. Training need identification 54 . Shaifurehman Moni. Noida adds one more gem to it’s crown by operating the chief striker of Bangladesh’s football team Md. It is to be noted that these surgeries has been done within a span of less than one year . The footballer had his knee operated under the guidance of Orthopaedics Chief Dr. 2005) Fortis Hospital.

Training need identification 55 .

may be defined as a planned programme designed to improve performance and bring about measurable changes in knowledge. a new employee also needs a training period to adjust to the new environment". training is the act of increasing the knowledge and skills of an employee for doing a particular job. it is operated on trial basis before going into actual production. We generally see that when a new machine is installed in a factory. Training need identification 56 . The major outcome of training is learning. Basically. Training is an important activity in many organisations.INTRODUCTION HUMAN RESOURCE MANAGEMENT After employees have been selected for various positions in an organisation. It is true in many organisations that before an employee is fitted into a harmonious working relationship with other employees. he is given adequate training. Training enables an employee to do his present job more efficiently and prepare himself for a higher level job. Furthermore. thus. Training may be carried out on the job or in the classroom and in the latter case. attitude and social behavior of employees. DEFINING TRAINING AND DEVELOPMENT According to Flippo. it may be on site or off site . Training. Training imparts the ability to detect and correct error. refined skills and useful knowledge during the training that helps him improve performance.or it may be in a simulated environment that is thought to be similar to the work environment in important respects. In any case.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 them for the specific tasks to which they have been assigned assumes great importance. A trainee learns new habits. skills. it provides skills and abilities that may be called on In the future to satisfy the organisation's human resources needs. "Just as equipment needs a breaking in period. it is a learning experience that is planned and carried out by the organisation to enable more skilled task behavior by the trainee.

Existing employees require refresher training so as to keep abreast of the latest developments in job operations. Newly recruited employees require training so as to perform their tasks effectively. guidance. 2. 3.Features of Training • • • Increases knowledge and skills for doing a job Bridges the gap between job needs and employee skills. 2. They can be placed on various jobs depending on organisational needs. 3. this is an absolute necessity. 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. Training is needed to achieve the following purposes: 1. Training is necessary to prepare existing employees for higher-level jobs (promotion). Training is needed to make employees Training need identification 57 . In the face of rapid technological changes. without any wastage. Instruction. Training is needed to bridge the gap between what the employee has and what the job demands. Training is necessary to make employees mobile and versatile. It is concerned with important specific skills for a particular purpose. Training is mainly job-oriented. 4Training is necessary when a person moves from one job to another (transfer). knowledge and behavior Job-oriented process. it aims at maintaining and improving current job performance.

He can be more mobile and pursue career goals actively • Employees can avoid mistakes. They will be more satisfied on their jobs. materials in a proper 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. They can handle jobs with confidence. he will find employment more easily • Training makes employees more efficient and effective. accidents on the job. tools and equipment in a right way. they can produce more with minimum effort • Training enables employees to secure promotions easily.trained workers need not be put under close supervision. Importance Benefits to the business • Trained workers can work more efficiently • They use machines. Training makes employees more loyal to an organisation. 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. tools and equipment to good use. Hence. They can realise their career goals comfortably • Training helps an employee to move from one organisation to another easily. Wastage is thus eliminated to a large extent There will be fewer accidents.more productive and useful in the long-run. Training improvesthe knowledge Of employees regarding the use of machines and equipment. Training need identification 58 . By combining materials. tools.

introducing the person to his or her colleagues. Also. the daily routine. such as information about company rules. getting on the payroll. familiarizing the new employee with the workplace. Also. company organization and operations. performance reviews. the courts may find that the employee handbook’s contents represent legally binding employee commitments. normal introduction to lengthy. and regulations do not constitute the terms and conditions of an employment contracts either expressed or implied. training can contribute to higher production. 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. new employees usually receive either printed or Internet-based employee handbooks.Their morale would be high. and helping to reduce first day jitters. formal courses. That person then introduces the new employee to his or her new supervisor. Training need identification 59 . The supervisor continues the orientation by explaining the exact nature of the job. Under certain conditions. Therefore. The HR specialist (or. the smaller firms. fewer mistakes. social and technological change. personnel policies. and vacations. • Thus. it can enable employees to cope with organisational. companies often include disclaimers to make it clear that statements of the company policies. Orientation typically includes information on employee benefits. greater job satisfaction and lower bbour turnover. the office manager) usually performs the first part of the orientation. 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. benefits. Programs may range from brief. At a minimum. by explaining basic matters like working hours and vacations. Indeed it’s usually best to emphasize that the employment relationship is strictly “at-will”. These explain things like working hours.

Training therefore traditionally starts with determining what training is required. Analyzing current employee’s training needs can be more complex.the job requires. 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. Analyzing Training Needs Before training someone. and follow up and encourage new employees to engage in those activities that will enable each to “learn the ropes and become productive quickly.Using Orientation to Reduce Stress Reducing jitters is important. Task analysis is detailed study of the job to determine what specific skills. Supervisors should also provide general support and reassurance. so if you don’t understand something. For example. You can also Training need identification 60 . Your aim here is to give these new employees the skills and knowledge they need to do the job. The main task in analyzing new employee’s training needs is to determine what the job entails and to break it down into subtasks. In fact the ROPES orientation method (for “realistic orientation programs for new employees’ stress”) emphasizes orientation’s stress-reduction role. Job descriptions and job specifications are helpful here. since you have the added task of deciding whether training is the solution. To reduce entry shock and employee stress. it obviously makes sense to know whether the person really requires training and. what the training should achieve. How you analyze training needs depends on whether you are training new employee or current employees. make sure to ask”). Supervisors should therefore be vigilant.like Java (in the case of a web developer) or interviewing (in the case of supervisor). Task Analysis: Assessing New Employee’s Training Needs Particularly with lower-level workers. These list the jobs specific duties and skills and thus provide the basic reference point in determining the training required. “newcomers should be forewarned about the typical disappointments they can expect…” and how to deal with them (such as. if so. You use task analysis to determine the new employee’s training needs. Not all new hires react to orientation in the same way. it’s common to hire inexperienced personnel and train them. “your new boss is tough.

performing the job. peer. grievances. and questioning current job holders and their supervisors. product quality. waste. and attendance. attitude surveys. accidents short-term sickness. self. and 360degree performance reviews. job related performance data (including productivity. 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). interviews with the employee or his or her supervisor. and assessment centers. tests of things like job knowledge. These includes supervisor. individual employee daily diaries.uncover training needs by reviewing performance standards. late deliveries. downtime. repairs. Training need identification 61 . equipment utilization. observations by supervisors or other specialists. skills. and customer complaints). absenteeism and tardiness. There are several methods you can use to identify a current employee’s training needs.

and there is no need for expensive off-site facilities like classrooms or programmed learning devices. A potential future CEO might spend a year as assistant to the current CEO. Trainers should know. In many firms. learn by doing and get quick feedback on their performance. in which an employee (usually a management trainee) moves from job to job at planned intervals. is another OJT technique. Training need identification 62 . Low expectation the trainer's part may translate into poorer trainee performance (a phenomenon researchers have called "the golem effect"). At lower levels. Every employee. too. OJT is the only Using available. for instance. Jeffrey Immelt progressed through such a process in becoming GE's new CEO.Traditional Training Methods Once you have decided to train employees and what they are to learn. You’ll find turnkey. the principles of learning perhaps the four-step job instruction technique that follows. there is also a vast selection of on. Carefully train the trainers themselves. Most important. Special assignments similarity give lower-level executives firsthand experience in working on actual problem. trainees may acquire skills by observing the supervisor. for instance job rotation. Those training others should emphasize the high expectations they have for their trainees' success. You can create the content and program sequence yourself. an experienced worker or the trainee's supervisor trains employee. Here. don't take the success of an on-the-job training program for granted. But this technique is widely used at topmanagement levels. But there are several points to note when using OJT. and provide the necessary traing materials. off-theshelf programs on virtually any topic---from occupational safety to sexual harassment to web design---from tens of thousands of providers. The most familiar type of on-the-job training is the coaching or understudy method. trainees learn while producing. OJT has several advantages. getl the-job training when he or she joins a firm. The method also facilitates learning. you have to design the training program. 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. from mailroom clerk to company president. It is relatively inexpensive. since trainees .and offline content and packages from which to choose.

Between operations. if necessary. gradually building up skill and speed. 4.Here are some steps to help ensure success Step1. Gradually decrease supervision. do some of the complicated steps the first few times. Step3. materials. Go through the job at a slow pace several times. explaining each step to you. Explain quantity and quality requirements. 6. Show why the learned method is superior. Designate to whom the learner should go for help. 5. 2. 3. Prepare the learner 1. 3. Again go through the job at a slow pace several times. 4. Explain the whole job and relate it to some job the worker already knows. or those in which errors are likely to be made. slowly. explain the key points. Familiarize the worker with equipment. Go through the job at the normal work pace. Do a Tryout 1. Step2. Put the learner at ease-relieve the tension. Explain why he or she is being taught. explain the difficult parts. tools. Run the job at the normal pace. Compliment good work. find out what the learner already about this or other jobs. Present the Operation 1. 4. 2. Have the learner explain the steps as you go through the job at a slow pace. As soon as the learner demonstrates ability to do the job. 3. Follow Up 1. Place the learner as close to the normal working position as possible. Step4. Correct faulty work patterns before they become a habit. 5. explaining each step. encourage questions. 2. Correct mistakes and. encourage the worker until he or she is able to meet the quality and quantity standards Training need identification 63 . let the work begin. Have the learner go through the job several times. checking work from time to time against quality and quantity standards. 3. 2. Create interest. Don’t abandon him or her. 4. Have the learner do the job. but. and trade terms.

You could use written materials. each in its proper sequence. receive classroom instruction at Seminole College.and why? Lectures Lecturing has several advantages. Training need identification 64 . and the key points show how it’s to be done. Job Instruction Training Many jobs consists of a logical sequence of steps and are best taught step-by-step. list all necessary steps in the job. and also study at the plant’s hands –on apprenticeship lab. but they may involve considerably more production expense and don’t encourage the give-and-take questioning that lectures do. It is widely used to train individuals for many occupations.Apprenticeship Training More employers are implementing apprenticeship programs. an approach that began in the middle ages. Alongside each step also list a corresponding “key point”(if any). To begin. Graduates receive Associates Degrees in telecommunications and electronics engineering. It traditionally involves having the learner/apprentice study under the tutelage of a master craftsperson. Adults’ works on the factory floor. High school students spend two afternoons per week at the apprenticeship lab. It is a quick and simple way to provide knowledge to large groups of trainees. This step-by-step process is called job instruction training (JIT). Apprenticeship Training is a structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training. The steps show what is to be done. as when the sales force need to learn the special features of the new product.

video conferencing. including savings on maintenances. The learner can then respond. and cost savings.simulated training may be the only practical alternative. Providing feedback on the accuracy of answers Generally it presents facts and follow-up questions. and subsequent frames provide feedback on the accuracy of his or her answers. Training need identification 65 . audiotapes. Simulated training may take place in a separate room with the same equipment the trainees will use in the job. computer. or the Internet. pilot cost. and the cost of not having aircraft in regular service. facts. Audiovisual Tools Audiovisual-based training techniques like films. PowerPoint. if often involves the use of equipment simulators. and when safety is a concern—as with pilots--. learning efficiency.Programmed Learning Whether the medium is textbook. It is a necessity when it is too costly or dangerous to train employees on the job. or problems to the learner. airlines use flight simulators for safety. Presenting questions. In pilot training. Programmed Learning (or programmed instruction) is a step-by-step self-learning method that consists of three parts: 1. fuel. However. 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. Putting new assembly-line workers right to work could slow production. for instance. Allowing the person to respond 3. 2. and videotapes can be very effective and are widely used. for instance.

Dell’s training therefore focuses on the skill they need everyday. electronic performance support systems. Training need identification 66 . the computers tells the trainee where he or she went wrong and offer further instructions to correct these mistakes. based on responses to a multitude of questions already in the computer. When they need it: When a customer calls about a specific problem. Computer-Based Training With computer-based training. such as Dell’s rules. Trainees start with a computer screen that shows the applicant’s completed employment application. Electronic Performance Support System People don’t remember everything they learn.ELECTRONIC METHOD Computerized and Internet-based tools have revolutionized the training process. Some items require follow-up questions. and learning portals. As each question is answered. introduce about 80 new products per year. one employer uses computer based training to train interviewers to conduct correct and legally defensible interviews. the computerized training aid helps walk the customer rep through the solution. The same applies to training. Dell computers. for example. Computer based support systems then delivered rest of what they need to know. Then trainees then begins a simulated interview by typing in questions. which a videotaped model acting as the applicant answers. as well as information about the nature of the job. Specific methods here include computer based training. At the end of the session. and systems and work processes. question by question. culture and values. so it’s unrealistic to expect Dell’s technical support people to know everything about every product. 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. For example.

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. in part to provide training for 59. For example. PBS affiliate WITF. AMP supplied the program content. Teletraining With teletraining. AMP Incorporated used satellites to train its engineers and technicians at 165 sites in the United States and 27 other countries. supplied the equipment and expertise required to broadcast the program to five AMP Facilities in North America. Pennsylvania. the keypad system lets instructors call remote trainees and lets the latter respond.each in their individual offices----simultaneously. in a program at Texas instrument. Videoconferencing Firms use videoconferencing to train employees who are geographically separated from each other – or from the trainer. a trainer in a central location teaches groups of employees at remote locations via television hookups. videoconferencing. For instance. Management Recruiters International (MRI) uses the firm’s desktop Confer View system to train hundreds of employees---. Keypads allow audience interactivity.) To reduce costs for one training program. and Internet-based classes. Macy’s established the Macy’s satellite Network. (The firm makes electrical and electronic connection devices. as well as teletraining.000 employees around the country. Training need identification 67 . Channel 33 of Harrisburg.Distance and Internet-Based Training Firms today use various forms of distance learning methods includes traditional paper-and-pencil correspondence courses.

(1) how much spend on advertising. Training need identification 68 . diagnoses the problem. trainees are divided unto five-or six. The person then analyzes the case. information systems. The Case Study Method As most every one knows.person groups. purchasing management. Management games can be good development tools. each of which competes with the others in a simulated market place. Outside Seminars Many companies and universities offer Web-based and traditional management development seminars and conferences. People learn best by getting involved. (2) how much to produce. as well as to focus attention on planning rather than just putting out fires. Management Games With computerized or CD-ROM-based management games. the case study method presents a trainee with a written description of an organizational problem. and presents his or her findings and solutions in a discussion with other trainees. (3) how much inventory to maintain. The groups also usually elect their own officers and organize themselves. They help trainees to develop their problem-solving skills. and total quality management. the American Management Association provides thousands of courses in areas ranging from accounting and controls to assertiveness training. and the games can be useful for gaining such involvement.Off-the-Job Training and Development Techniques There are also many off-the-job techniques for training and developing managers. Each group typically must decide. they can thus develop leadership skills and foster cooperation and teamwork. and (4) how many of which product to produce. basic financial skills. project management. For example. for example.

quality control inspectors. and the like. Training need identification 69 . An increasing number of these are offered online. class room. 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. mechanical engineer. The aim is to develop trainee’s skills in areas like leadership and delegating. foreman. Vestibule training In this method. maintenance engineers. When combined with the general instructions and other roles for the exercise. such as the production manager. supervision. superintendents. workers and the like. These can range from 1-to 4-day programs to executive development programs lasting one to four months. actual work conditions are simulated in a. The duration of this training ranges from a few days to a few weeks. role playing can trigger spirited discussions among the role layer/trainees. This method of training involves action. Material. This method is mostly used for developing interpersonal interactions and relations. The participants play the role of certain characters.University Related Programs Many universities provide executive education and continuing education programs in leadership. 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. This type of training is commonly used for training personnel for electrical and semi-skilled jobs. doing and practice. files and equipment those are used in actual job performance are also used in training.

the lecture must motivate and create interest among the trainees. Even the trainee's presentation can be taped for self-confrontation and self-assessment. expensive and time-consuming. indexing. costs and time involved are reduced. Those individuals who have a general educational background and whatever specific skills are required such as typing. communication of procedures and standards to the trainees.Lecture method The lecture is a traditional and direct method of instruction. the trainer uses audio-visual aids such as blackboards. The conference is. This method is. thus. Thus. The trainee goes through these units by answering questions or filling the blanks. the trainer delivers a lecture and involves the trainee in a discussion so that his doubts about the job get clarified. Training need identification 70 . office equipment operation. When big organisations use this method. in some cases the lectures are videotaped or audio taped. shorthand. To be effective. recording. An advantage of lecture method is that it is direct and can be used for a large group of trainees. thus. a groupcentered approach where there is a clarification ot ideas. may be provided with specific instructions to handle their respective jobs. These units are arranged from simple to more complex levels of instructions. mockups and slides. etc. The instructor organizes the material and gives it to a group of trainees in the form of a talk. The major limitation of the lecture method is that it does not provide for transfer of training effectively.. Conference/discussion approach In this method. The subject-matter to be learned is presented in a series of carefully planned sequential units. filing. Programmed instruction In recent years this method has become popular.

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. 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.” Another study found that businesses operating below their expected labor productivity levels had significant increases in productivity growth after implementing new employee training programs. Data (for instance. Training and development can be effective. and facts they were supposed to learn.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. Training need identification 71 . Test the trainees to determine whether they learned the principles. Learning. A controlled experiment uses both a training group and a controlled group that receives no training. Did they like the program? Did they think it worthwhile? 2. Reaction. Evaluate trainee’s reaction to the program. “firms that establish work place education programs and reorganize work report noticeable improvements in their worker’s abilities and the quality of expected products. For example. skills. as one study concluded. Training Effects To Measure You can measure four basic categories of training outcomes: 1. Designing The Study Controlled experimentation is the evaluation process of choice. 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.

the problem may lie in the program. But remember that the results may be poor because training in the first place could not solve the problem. Probably most important. But if the program doesn’t produce results. Ask whether the trainee’s on-the-job behavior change because of the training program. 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. Results. Training need identification 72 . and behavior are important.3. learning. are employees in the store’s complaint department more courteous toward disgruntled customers 4. For example. then it probably hasn’t achieved its goal if so. Behavior.

I . U .Develop and Share success Training need identification 73 . S .Imbibe and share the Vision. O . care and Understanding.Commit to compassion. U .Own quality excellence. T . R .Lead through honesty and Integrity.Uphold innovation and continuous improvement.VIRTUOUS Values V .Earn Respect.Gain Patient Trust.

and staff analysis. task and people. instead of the job itself. Organizational analysis entails an examination of goals. training methods and course content are planned on the basis of training needs. Task analysis involves assessment of the functions of each job in light of the skills. economic. People may need additional training to perform their present or anticipated job functions effectively. and legal environment in which the firm operates. Assessment of training needs: Training needs are identified on the basis of organizational job analysis. Step 1: programs based on needs In determining training needs the three major areas that require analysis are: Organization. Training programs. technological.Identify training based on needs. Training needs = job and organizational Requirements = Employees Specification Training need identification 74 .and behavior required to perform it. and social. People analysis examines the individuals in the jobs and their particular skills and abilities. knowledge. resources.

or in exit interviews. in selection. The methods generally used to identify training needs are:              Organizational requirements. Identifying specific problems. 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. Departmental requirements Job specifications and employee specifications. i) Specific requirements of the individual and organization to achieve integration of the two. iii) Relationship with other positions vertically and horizontally and technologically imperatives.Training needs may be discovered in employee counseling. Two sets of objectives are integrated. Training need identification 75 . It will be desirable to use the following criteria in setting the training objectives.

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.iv)Relevance applicability & compatibility of training to work situation. supervision. cost. down time. measured and recorded. i) Identification of the behavior where change is required. innovations. formal education iii)Existing behavior defined in terms of ratio. errors etc. v)Training as a means of bringing about change in behavior back on the job. omissions. More specifically. turnover. quality of interaction and routineness &repetitiveness. v)Operational results to be achieved through training stated in terms of increase in efficiency and effectiveness criteria such as productivity. vii) The expected change in the behavior must be useful closely related & subject to maintenance in the work environment. ii) Nature and size of the group to be trained in terms of prior tr:aining. frequency of occurrence reporting by exceptions self monitoring mechanism etc. vi)Behavior including activities that can be observed. frequency. iv) Desired behavior aimed at improving the existing condition stated preferably in quantitative terms such as ratio. situational factors. the following steps could be involved in setting training objectives. Training need identification 76 .

Training need identification 77 . it is essential that a careful choice is made amongst a variety of pedagogical tools. 2. A proper curriculum according to the job requirement and employee's individual requirement should be prepared. available for facilitating learning. Trainees must be carefully chosen or they will gain little from their participation. 3. 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. Establish relationship between the new knowledge and the work experience to explore their interconnectedness. Contribute to the learning of others through sharing of experience. 4. 5.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. which will allow them to: 1. approaches & feelings. Step 4: Design / select Training method In order to achieve the training objective successfully. Raise their own problems and concerns and initiates search for alternative solutions within the framework of the content being discussed. training techniques. For adult learners it is imperative to select such training techniques. Experiment freely with new ideas. Participate in setting learning goals & get actively involved in the learning process.

Training need identification 78 .

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 .Training Need Evaluation COMMITMENT PROCESS INFO 120 OUTPUT & QUALITY INITIATIVE & CUSTOMER ORIENTATION 100 TEAM WORK COMMUNICATION 80 VERSITALITY APPTITUDE TO LEARN No.

The need for assessing training requirements is for the following reasons:1. To reduce the cost of training and have maximum benefits 4. To make an employee efficient enough to handle his/her task. In order to identify the different types of training needs. 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 . A sample of 250 employees covering the various department of the Organisation was undertaken for the study. departmental and organizational Level. To frame the training programmes according 3. managerial. 5. 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. 2.The responsibility of fulfilling training requirements is given upon the Human resource department of any organisation. Noida has the requirements to identify Various training needs in its different department so as to improve The efficiency at personnel. To help in organisation growth and increase patients’ satisfaction.

. charge / Supervisor / Technical Assistant / Front Office Assistant / Training need identification 81 Medical . Executive b. Appraisal Categories: For the purpose of Performance Appraisal. 2004 and are confirmed in the services. Staff category. who are in the employment of the Company as of 30th September. shall be eligible for the Annual Performance Review for the Performance Year April 2004 to March 2005. the employees are divided into two broad categories: a. Medical Administrative / Support Management Senior Consultant / Consultant / HOD / Department Manager / Junior Consultant/ Associate Deputy Manager / Assistant Consultant / Senior Resident / Manager / Executive etc. ANNUAL PERFORMANCE REVIEW Eligibility: All the employees..Department in coordinate. 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. Resident etc.. Staff To illustrate: Executive category.

The Executive Performance Appraisal has focus on significant achievements / contributions and managerial competencies. Training need identification 82 . As a process. The HOD will be briefing all the Department Managers / Executive Incharges on the Process and the time schedule for Performance Appraisal. The HOD will be handing over Appraisal Forms to the Executive category of employees for completing the same. Operator Cum Formats: The Performance Appraisal Forms are of two types.Technician / Mechanic etc. Process: HR will be forwarding appropriate Performance Appraisal Forms (Executive and Staff categories) to the HODs. 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. The Staff Performance Appraisal focuses on the demonstration of personal characteristics. senior most people in the Department would review the performance together. In case. HOD is not clearly defined for a group of people. 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.. one for Executive category another for Staff category.

For HODs.For Medical side. While filling the Appraisal Form. the Medical Superintendent would finally review all Performance Appraisals. It is highly improper to fill-in the Appraisal Form keeping increment or performance reward in mind. HR would make ‘Employee wise Summary’ and present to COO.) the HOD will be sending completed Performance Appraisal Forms under Confidential Cover to HR. the Performance Appraisal will be filled by COO. 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. Training need identification 83 . individual employee’s performance against various criteria needs to be evaluated objectively. On the basis of Performance Appraisal Forms..

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. solving problems and helping others. Initiatives and Customer Orientation: The employees must take initiative in trying out new things. 4. The output must be according to organizational needs and requirements. The work done should be quality oriented. Every organisation has its own way of doing certain task. 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. These should be communicated to the employees and should be known by the employees. 3. The employee must have the sense of responsibility towards the job assigned and the position he/she holds. It has to be Observed whether the employees dose the assigned task properly to the best of his ability. This would help in gaining goodwill. Commitment: The dedication towards the work assigned is commitment.Parameters of Survey 1.Team Work: Training need identification 84 . skill. efficiency and knowledge. 2. Outputs and Quality: This parameter is to check the efficiency of the employees. 5.

Therefore nowadays organisation undertakes Job Rotation so as to equip the employees for multiple works. Every project is divided into a task and sub-task.Cnfidence: Confidence is depicted in the work done by employees. In every organisation employees are trained to suit the job requirements. An employee who is confident at his work would be efficient. Thus. Job Rotation: This is an era of multitasking. Communication: It is said that an efficient communicator is one who is able to communicate" more and more in less and less". 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. Versatility: Job rotation and multitasking is the requirement in every organisation. He should be able to handle different work if required. Work pressure is never the same every time. 10. For example a lady at the front office must have an excellent communication skills as she has to communicate with maximum customers. An employee must be the jack-of-all-trades. 9. the job requirements are also changing. an individual must be efficient enough to work as a team so that the sub-task done by him contributes to the entire project.Each employee working in the organisation works at individual level as well as in a group level. 7. Aptitude to learn: With the growing technological advancements. Training need identification 85 . 8. 6. Different level of communication skill is required at different jobs. Confidence level leads to quality level.

their behavior with each other must be good. Employees must behave properly Training need identification 86 . 14.11. the employees must have good conduct with their colleagues. The employees must be acquainted with the protocols of the organization so as to have a healthy working environment. The main thing is to identify those needs and use it as a motivational factor in work. Protocols: Protocols mean "a set of rules and regulation". every individual in an organisation works as a team member. Behavioral needs: Since. Conduct: Since every organisation lays emphasis on teamwork. This would help in a good teamwork. They are the representatives of the organization. 12. 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.Computer Knowledge: Different organization uses different software’s as per their requirements. 16. seniors and juniors. every employee must have the require computer Knowledge. Since everything in an organization is computerized nowadays. According to Maslaws theory there are various needs in a human being.Leadership and Managerial needs: Leadership is one of the basic managerial qualities. 15. 13. Motivational needs: Motivation means desire to do work.

Training need identification 87 . 17. apart from these their is a need to train people how to behave in different situations. Development needs: Training is required to develop the efficiency of the employees from existing level to a new height. Therefore specific types of training programmes are designed to enhance the efficiency. seniors and juniors.with colleagues.

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 .

There are around sixty five staffs working in this department. Behavioural needs: Twenty nine people needs traning. The survey done revealed the following things: The graphical projections gives the following traning requirements: 1. 3. Behavioral needs must be of second imprtance as nursing people must behave properly with patients. Training need identification 94 . Development needs: Thirty nine people requires traning in this area. Motivational needs: Thirty employees in this department requires traning in this area. 2. Initiative and customer orientation must be of next importance as patient care ultimately leads to patient satisfaction. the main task of nursing department is patient care. Suggestions: Developments needs are of utmost importance as the skills required in this area must be adequate.

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 .

Training need identification 98 . 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. The interviews undertaken reveald the following results: As per graphical projection following are the traning requirements: 1. Motivational needs: Around eighty people needs traning in this area. Initiative and customer orientation is also an important factor which needs improvement. Their main task is to maintain the availability of the materials required in the organisation. the availibility of materials must be according to customers satisfaction. 3. Initiative and Customer Orientation: Four people in the materials department requires traning in this area. Communication: Three employees out of a totle of tweleve needs to improve their communication skills. 2.Materials There are around eleven people working in the materials department.

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 .

It comprises of reception counter. Training need identification 100 . Process Information: Eight people employed in this department requires traning in this area. Output and Quality: Five people working in this department requires traning in this area. 3.There are fifteen people employeed in this department. Suggestions: My personel suggestions are according to graphical projections. Development needs are required as the doctors and technicians must be highly efficient. 2. Development Needs: Eight employees needs traning in thts area. the interviews and survey revealed the following things: The graphical projection shows the following traning requirements: 1. Process information is highly essential as the technicians must know how to conduct diagnostic work. the main task of this department is to diagnose problems through radiactive equipments. technicians and doctors .

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 .

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. Initiative and Customer Orientation. The main task of front office is to provide information. Apart from these traning must also be provided on behavioural needs. Training need identification 102 . Output and Quality.As an organisation is the body of human structure . There are around twenty two employees working in this department. The graphical projection reveals tje following things: 1. Front office is the face of that human structure. Motivational needs. direction and billing. Process information is also an important factor. 3. Development needs: Eight employees needs traning in this area. 2. Process Information. Around eleven people working in this department requires traning in this area.

organizing.5 2.5 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.employees IN IT IA T CO 0. 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 .

The graphical projections reveals the following points: 1. Process Information. leading and controlling. Secondly. Training need identification 104 . Human Resource department is the backbone behind the workforce.staffing. 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. communication skills must be taken care of. In total these functions represents management process. Development needs: Two employees needs traning in this area. customer Orientation. 3. Managerial needs. 2. There are five people working in this depatment. Communication: Two people requires to improve their communication skills.

Training need identification 105 .

Implementing the research plan. Defining the research problem & objectives Developing the research plan for collecting information. Preparation of the report or the thesis Training need identification 106 .Research Management Research Management has been divided into the following stages. collecting and analysis data.

secondary data are collected by means of books. There are several ways of collecting the appropriate data which differ considerably in context to money costs. were referred. The research problem was discussed with my HR guide and the expert Human resource manager. Relevant data of FORTIS Health Care Ltd. Training need identification 107 . In my study the survey was conducted with the help of self designed questionnaire and personal interviews. The “Training need Evaluation” of Fortis Hospital is defined the research problem and objective of my study. The information are collected by means of primary as well as secondary data. 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. it becomes necessary to collect data that are appropriate. 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. On the other hand. Defining the research problem and objectives The first most important step is identifying and defining the research problem and objective.Research Methodology The research methodology stages can be divided and explained below: 1. The feasibility of a particular solution has to be considered before a working formulation of the problem can be set up. Primary data can be collected either through experiment or through survey. These can be divided as: Primary Source of Data Primary data collection was done through questionnaires and personal interviews. and hence. 2. time and other resources at the disposal of the researcher.

collecting & analysis data. The questions were open ended as well as close ended in order to collect data regarding employee's perceptions and expectations. . Job analysis analysis Along with the trend analysis.job analysis was also done. we get JOB DESCRIPTION & JOB SPECIFICATION. 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. Relevant Books & Journals were also the source of data. Training need identification 108 .Questionnaire Self designed questionnaires were issued to interviewers. The detailed study of jobs is usually made to identify the qualifications and experience required for them. Trend analysis Human Resource needs were also forecasted by the past trends. Implementing the research plan. SECONDARY SOURCE OF DATA Existing Training need procedure and other relevant official documents. Not only the employees were interviewed but also the fresh candidates were also interviewed. 3. With the aid of job analysis. With the aid of past data the training procedures were carried out.

the application of these call:gories to raw data through coding. questions as well as the possible answers may be coded. (ii) The main text (iii) The end matter. The analysis of data requires a number of closely related operations such as establishment of categories.1 list of tables and list of graphs and charts. The Research objective-Training Need was implemented with the framework of the research plan.The layout of the report should be as follows: (i) The preliminary pages. the researcher has to prepare the report of what has been done by the researcher. Preparation of the report or thesis Finally. The researcher should see that the project see that the project is executed in a systematic manner and in time. In such a situation. After the data have been collected. tabulation and then drawing statistical inferences. the researcher turns to the task of analysing them. Training need identification 109 . if any. given in the report. 4. If the survey is to conducted by means of structured questionnaires data can be readily machine processed.The research plan so made is to be implemented. Writing of report must be done with great care keeping in view the following: l. In its preliminary pages the report should carry title and date followed by acknowledgements and foreword. Then there should be a table of contents followed by .

Training need identification 110 .

it is the final summing up. Conclusion: Towards the end of the main text. 2. 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. 1. the researcher should again put down the results of his research clearly and precisely. Index should also be given specially in a published research report. they should be summarised.The main text of the report should have the following parts : 2. Main report: The main body of the report should be presented in logical sequence and broken down into readily identifiable sections. journals. reports. consulted should also be given in the end. 3. If the findings are extensive. appendices should be enlisted in respect of all technical data . etc. 5.A t the end of the report. In fact. Bibliography: list of books. Summary of findings: After introduction there should appear a statement of findings and recommendations in non-technical language. 4. The scope of the study along with the various limitations should as well be stated in this part. Training need identification 111 .

opportunity cost of trainers and trainees) could be compared with its value (in terms of reduced learning time. dismissals. improved learning. grievances. The training evaluation information (about costs. the situation should be examined to identify the probable causes for gaps in performance. absenteeism. time spent. ete. • Feedback: After the evaluation. superior performance) in order to evaluate a training programme. which in turn can be examined on the basis of decrease in employee turnover. training centre. discharges. ete. accidents. tools to learn. Interviews: Interviews could be conducted to find the usefulness of training offered to operatives. Studies: Comprehensive studies could be carried out eliciting the opinions and judgments of trainers. wastage. production stoppage. outcomes.Methods of Evaluation Various methods can be used to collect data on the outcomes of training. superiors and peer groups about the training. • Cost benefit analysis: The costs of training (cost of hiring trainers.) should be provided Training need identification 112 . Human resource factors: Training can also be evaluated on the basis of employee satisfaction. Some of these are: • • • • Tests: Standard tests could be used to find out whether trainees have learnt anything during and after the training.

trainees and other parties concerned for control.to the instructors. 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 . correction and improvement of trainees' activities.

 Programmes on quality management. effective communication.  More programmes for executives in self-management and subordinate development may be organized. Appropriate and adequate time should be given for the Training need identification 114  . motivation.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.  More exposures to supervisors in the areas of managing time. &feedback system and problem solving & decision-making are recommended.  Workmen category needs more training programmes on understanding themselves and being more effective in their work. 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. effective supervision.

considering the specific needs of the concerned departments.  Training & Development should be made a regular feature and must be incorporated in the policies of HR. should be developed as tools to provide operational training.  Efforts should be made to make Training & development Program effective implementing.technical training programmes.  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. should be worn. Training need identification 115 . On site training programmes should also be endorsed. case studies etc. Activities should be done in time as per the distribution of training calendar.  Tailor made programmes.  Practical experience.

Training need identification 116 .

evaluations are necessary in cases in which the course objective(s) is to change behavior on the job. With all the effort involved. Recommendations include concentrating on the most expensive programs.RECOMMENDATION Evaluation of training programs need to be conducted both before. Training need identification 117 . Level 3. the evaluation should be able to be realistically linked to hard financial information. however. evaluations should be done for any courses in which the trainees need to retain a set of knowledge or apply a specific skill. more than one evaluation instrument should be used. during and after training to truly access the effectiveness of training. it would be impractical for most companies to conduct Levels 3 and Level 4 evaluation on every single course. evaluation should be done for all courses. evaluation should be done in those cases in which the results represent a top priority to the company. Level 2. Ideally. or courses that have high priority to upper management. Level 1. A Level 4. the strategic value of a course.

 Integrate the training and development programmes into initiatives for change management.  Use training and development to bridge the gap with the external world. 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 Analysis is a well-developed process adopted by Fortis Hospital to develop each & every Fortis employee to cope with the changing trends. Training need identification 118 .  Commit major resources and adequate time for training and development.  Ensure that training and development programmes allow the soft skills to bloom. 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.  Use training and development programmes as the development tool for individuals.

 Avoid the repetition of Same Training programmes. Thus resulting in learning of other skills also.  Create a conducive climate for continued learning and growth. Training need identification 119 .  Case studies. as the experience of employees will get exposed to the climate. This will help the employees to develop good interpersonal skills.  Design the Training and Development programmes to match job specification.  Trainees should be given feed back about their performance after training. These growth opportunities should be prevailed to the employees at all the levels.  New growth opportunities should be created for the employees so that they can get new.  More & more INHOUSE Training Programs are required to be imparted for better operational activities. Use retraining to continuously upgrade employee's skills. should be used to impart behavioral training program in an effective way.  Create a good system to evaluate the effectiveness of training. This will give birth to a healthy personal development. Calling expert faculties in some specialized field can be good option to acquaint the training candidates with latest technologies. as this will allow them to work on their drawbacks. unstructured unplanned and easily adaptable training situations. audio-video aids etc.  Rely on more informal. interesting and professionally challenging work experiences. Task analysis and Man analysis.  Make Training and Development programmes more effective by making Organisation analysis.

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.

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CONCLUSION
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.

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Please express your thoughts very generously. How could the instructor have been more effective? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Training need identification 124 . How will you rate the programme? Very Useful Useful Partly useful Not Useful 2. What was the most helpful part of the course? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _______________ 3. 1.TRAINING FEEDBACK FORM Programme Title: Name of the Trainer: Date: This feedback form will help us improve the quality of programmes. What was the least helpful part of the course? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _______________ 4.

what would you recommend we change for future programs? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _______________ 6. Is there any follow-up training or assistance that you feel might help you implement what you've learned? If yes. How will you apply what you learned in this course when you return to your job? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _______________ 7. Was enough time dedicated to each subject? If not. what would you recommend? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ ____________ Training need identification 125 ._____________________________________________________________________________ _______________ 5.

Training need identification 126 .

Training need identification 127 .

5 4 3 128 Training need identification .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. Some scope for improvement. Substantially meets expectations in terms of commitment and application.

Needs to be a focused improvement area. Substantial gap in meeting base standards.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 . 2 1 FORM .C D Substantial scope for improvement in commitment and application.

C=Meets expectations considerably. Shortfall in meeting expectations (50-60%). C=Meets expectations considerably. shortfall in some areas (61-70%). 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 some areas (61-70%). E= Unsatisfactory PEERS Performance (Below 50%) RELATIONSHIP WITH SUPERIORS • TEAM WORK • A+=Exceeds expectations (100%+). Shortfall in meeting expectations (50-60%).• INITIATIVE ORIENTATION • CUSTOMER ORIENTATION • APTITUDE TO LEARN COMMITMENT TOWARDS ORGANISATIONAL VALUES/ NEEDS/ OBJECTIVES • A+=Exceeds expectations • RELATIONSHIP WITH (100%+). B= Substantially meets expectations (71-85%). A=Meets expectations with high quality (86-99%). B= Substantially meets expectations (71-85%). A=Meets expectations with high quality (86-99%).

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 .

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. Substantial scope for improvement in commitment and application. 5 4 3 2 C Training need identification 132 . Some scope for improvement.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.

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 . Needs to be a focused improvement area.D Substantial gap in meeting base standards.

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 meeting expectations (50-60%). shortfall in some areas (61-70%). A=Meets expectations with high quality (86-99%). COMMITMENT C=Meets expectations considerably. Shortfall in meeting expectations (50-60%). C=Meets expectations considerably. B= Substantially meets expectations (71-85%). E= Unsatisfactory Performance (Below 50%) Training need identification 134 . B= Substantially meets expectations (71-85%). 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%+).

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 .

fortislife.S.P. Human Resource management Prasad L.mammas.com www. www.M.yahoo.com www.google.Bibliography • • • • Rao V.com • • • • Training need identification 138 .com www. Human Resource management Pasrikh Uday Instrument for training in HRD Pearsonal Training and development.

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