You are on page 1of 138

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 3


About Fortis Health Care Ltd
Dr. Parvinder Singh was a visionary, a strategist, a thinker and a
scientist, an entrepreneur and leader of the industry. 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. This led him to his first
international foray in 1978. The Indian pharma industry’s entire
strategy of globalization started from Ranbaxy and Dr. Singh.

In the early 90’s, when both “globalization” and “level playing field” was
being touted of in India, Ranbaxy was doing business in 20 countries.
When Indian industrialists were dreading the GATT agreement, Dr.
Singh was formulating his Ranbaxy mission statement, “To be a
Research based International pharmaceutical company”. He
Identify Training Requirements 4
understood the value of research and he knew that the company’s
survival post GATT would depend upon ability to discover new
molecules. Science and Technology was very near to his heart! It was
his personal interest, which created advance research activities at
Ranbaxy’s R&D center to start new drug discovery research and new
drug delivery research, as a first step towards preparation for post
GATT era.

His strategic initiatives created several strategic alliances at


international and national levels. His ability to think ahead of time
created the first Indian International Company spanning over 40
countries with representative offices, wholly owned subsidiaries and
joint ventures.

He was an adviser to successive governments in the center in various


capacities. He was active in national and international economic
forums. He was convinced India had the intellectual capital to create
wealth & worked towards realizing it. He created a well-respected
research foundation (Ranbaxy Research Foundation) which
recognizes scientists of international standing. The man with the vision
had an equally compassionate heart. He was deeply concerned about
Medical care of common people. Under his trustee ship about dozen
mobile medical units started operating in various parts of India serving
more than 3 lacs people with free diagnosis and free medicine (under
the banner of Ranbaxy Rural Development Trust).

He acquired and respected talent. It was through this pursuit of talent


that Dr. Parvinder Singh was able to transform Ranbaxy from a middle-
rung company to the India’s first pharmaceutical MNC with turnover
touching Rs. 1400 Crores. He promoted competence and quality. Dr.
Singh demonstrated the highest standards of professionalism, integrity
and corporate ethics and set an example for Indian Industry. He was
an outstanding leader always remembered for his sterling qualities of
“head & heart”.

But his vision did not remain limited to researching, developing,


producing and distributing medicine. He always thought, along with his
pharmaceutical endeavor, he would create a total, unique, far reaching
health delivery system. He dreamt of creating a health delivery system
of a very unique standard, comparable to the best in the world,
Identify Training Requirements 5
convenient, easily available and accessible from any part of the
Country. Accordingly, he setup Fortis Healthcare Limited to promote
Super Specialty Hospitals.

Fortis Heart Institute, a 200-bedded Cardiac Super Speciality Hospital,


at Mohali, is the stepping-stone towards the realization of Dr. Parvinder
Singh’s dream.

Dr. 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.

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. The vision of the Company is to become the
most revered healthcare service provider in India by 2010.

Fortis Healthcare Limited has collaboration with one of the leading


hospital systems of the world, Partners Healthcare Systems Inc.
Massachusetts General Hospital (MGH) and Brigham & Women's
Hospital (BWH) are the founding members of Partners Healthcare
Systems (PHS).

Identify Training Requirements 6


“Team Fortis” is committed to meet all healthcare needs of its
customers, starting from maintenance of good health to providing
global standards in Diagnostics, Therapeutic and Surgical
requirements at the time of need. It aims to exceed customer
expectations in terms of quality, service, safety and value for money
through constant innovation and better product delivery.

To achieve the above objectives, the Company plans to set up a Hub


and Spoke Delivery System, starting from Northern India. This will
consist of the following levels for total Healthcare Management:

LEVEL1:
A Hub hospital, a Super-specialty unit equipped with all OPD and IPD
facilities.

LEVEL2:
Medical Centers as stand alone units for providing Ambulatory and
Day Care Surgery along with high-level Diagnostics.

LEVEL3:
Health Maintenance Clinics for providing Preventive Health
Maintenance, Wellness Programmers and Basic Diagnostics.

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).

This system will provide a clear performance edge over other existing
facilities in the country by integrating all hospital functions on line, in
real time, creating a seamless patient work flow in a film less
environment.

The HIS will enable us to humanize hospital care in line with the
patient-centric philosophy which is the keystone of the Fortis system.
For example, the centralization and constant up gradation of patient
Identify Training Requirements 7
records from all departments by the HIS will ensure that minimum time
is taken on formalities such as patient discharge protocols, which today
is a major source of dissatisfaction.

The HIS integrates all the functions in the hospital, from scheduling of
appointments with consultants, to creating and updating patient
records, admissions, reviewing room options and payment plans,
billing and subsequently patient discharge. It also integrates all the
back office functions covering the pharmacy, kitchens, laundry, O.T.
support systems, inventory management etc.

This system has an advanced decision support system that provides


inherent checks & balances to minimize human errors. 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. It prompts the nursing station to
ensure timely drug administration to the patient and will inform the
nurses' supervisors of any slip-ups to enable corrective action.

The system will also make available to the doctor, a complete updated
EPR (Electronic Patient Record) instantly. This EPR will be available to
every doctor and nurse in the hospital campus enabling them to react
instantly in an emergency. Being web enabled, this allows patients and
doctors to access the record remotely for greater patient convenience.

Moreover, HIS is fully integrated with the latest Picture Archiving and
Communication System (PACS) and medical equipment. PACS stores
all the images from X-Rays, CT Scan, MRI, Ultra sound etc in digital
form to be available any time anywhere as a part of the Electronic
Patient Record. The Cardiology data is also available in compressed
form.

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 software

Identify Training Requirements 8


Created would be constantly upgraded to incorporate advances made
by GE internationally to ensure that the Fortis Heart Institute's cutting
edge is maintained.

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, USA, using Telemedicine.

HIS is a powerful interactive tool, which communicates with the latest


communication facilities like cell phones and pagers, to keep in contact
with the doctors attending on the patient. 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.

We at Fortis are proud to say that we have the most technologically


advanced hospital in the country. This is in keeping with our vision of
providing the very best in quality healthcare using cutting edge
technology coupled with exceptional patient care.

COLLABORATION
Fortis Healthcare Limited has collaboration with one of the leading
hospital systems of the world, Partners Healthcare Systems Inc.
Massachusetts General Hospital (MGH) and Brigham & Women's
Hospital (BWH) are the founding members of Partners Healthcare
Systems (PHS). The MGH and BWH are ranked 3rd and 9th
respectively in the best hospitals honor roll of U.S. News and World
Report 2000, and are the leading teaching hospitals of Harvard
Medical School. Under this collaboration, Fortis Healthcare Limited will
be an International Scientific Affiliate of the PHS hospitals,
Identify Training Requirements 9
collaborating on patient care, educational and medical research
initiatives.

This partnership with PHS hospitals, brings over 150 years of rich and
varied experience across specialties, high quality standards of patient
care, state-of-the-art medical technology and superior hospital
management systems. The alliance will help in developing the Fortis
Heart Institute as a `Centre of Excellence' benchmarked against the
best international medical systems.

This collaboration will play a pivotal role in the execution of the Fortis
plan for delivery of integrated Healthcare in India. Under the
collaboration, PHS will transfer Clinical protocols and procedures
related to cardiac care, quality assurance, training of hospital
personnel, criteria for accreditation in accordance with US hospital
standards and help credentialing protocols for cardiac surgeons and
cardiologists based on US teaching hospital standards. As a continuing
relationship with PHS, there will be an exchange and updates on
cardiac care, hospital processes, technology and postgraduate
educational exchange. 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.
CIMIT is a medical research and development consortium comprising
the BWH, MGH, Draper Laboratories and the Massachusetts Institute
of Technology (MIT). By working together with the industry, the goal of
CIMIT is to discover, develop and evaluate new approaches and
technologies in minimally invasive diagnosis and treatment

Award

Identify Training Requirements 10


This design won the Best Design Award '99 of the American Institute
of Architecture.

The care and concern for patients starts right from the design of the
institute. A design developed for optimum patient care, accessibility and
operational efficiency by the hospital design specialists Kaplan McLaughlin
Diaz of San Francisco.

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. For cardiac care,
neuro we firmly believe, starts well before disease with prevention and
wellness. And safeguarding the environment has a critical role to play
in this. That's why we have put in place the strictest environmental
protection measures at the Hospital.

Identify Training Requirements 11


• Incinerator to take care of the bio-medical and hazardous
hospital waste.

• Shredder & Autoclave to take care of plastic and metallic waste

• A sophisticated zero-waste water discharge system purifies the


contaminated water and recycles it for horticulture.

• Not a single tree was cut during the construction of the Hospital,
which has been built around the existing trees. Emphasis on
landscaping and planting ensures an environment of verdant
green

• Ozone and energy friendly air-conditioning system, automatically


adjusts to the occupancy levels. It slows or shuts down
depending on the ambient temperature and occupancy
demands.

• Water Harvesting

Identify Training Requirements 12


Objective Of The Study

Generally the training policies are formulated by the HR manager at


the request of line managers. The training objectives are laid .down
keeping in view the company's goals and objectives

• To impart the basic knowledge and skill to the entrants and


Identify Training Requirements 13
enable them to perform their jobs well.

• To equip the employee to meet changing requirements of the job


and the organisation.

• 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, objectives should be set to begin
meeting these need.

Innovative:
• Anticipating problems before they occur
• Team building sessions with the departments

Problems Solving:
Identify Training Requirements 14
• Training clerks to reduce complaints
• Training supervisors in communications to reduce grievances

Regular:

• Orientation
• Recurring training of interviewers
• Refresher courses on safety procedures

suggests training objectives can be of three types. The most basic


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

Identify Training Requirements 15


Scope Of The Study

Identify Training Requirements 16


Identify Training Requirements 17
Identify Training Requirements 18
LOGO OF FORTISESIS

ENESIS

LOGO GENESIS

Every entity, human or corporate, has a hallmark…a signature


that identifies it.
The Fortis logo defines our very persona.
Our endeavor to achieve excellence in healthcare delivery,
equivalent to world standards. And the human values that
govern every facet of our business.
The two hands that fuse seamlessly with a human form,
express our reassuring approach to healthcare…
………..A constant reminder to all that patient-centric care is
fundamental to our ethos.
Green is the colour of healing and is symbolic of our steadfast
focus: to ensure the health and well being of those we
minister to.
And red, expressive of the dynamic zeal with which we
strive to make it a reality.

Identify Training Requirements 19


The Fortis logo is the indelible assurance that our expertise
will always be tempered with humanity. We never forget that
the wellness of human lives is our raison d’etre.

The FORTIS Network

Fortis Mohali 2001

Amritsar2003
Jessaram2004
Amritsar2003

i Amritsar2003tsar2003

Noida2004

Identify Training Requirements 20


TELEMEDICINE
A new concept, which would revolutionize the way, healthcare
services are delivered in India. You can call it another miracle, wrought
by the death of distance; the ability of a doctor to diagnose & treat (or
prescribe a line of treatment) the ailment of a patient sitting far away.

WHY TELEMEDICINE?
There are no super specialty hospitals in small towns of the country.
Even if we have finance to build the physical infrastructure, 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


aliments demands the availability of these health care services at the
doorstep.

At Fortis, we are exploring this opportunity to its best, in order to


provide our customers world-class healthcare services at a click of a
button. We are going to network our Health Maintenance Clinics,
Medical centers & Fortis Heart Institute with the best technology
available in the world. This would make it possible for doctors, not only
to communicate with each other but also to transmit diagnostic details
(Data, Images, Scans etc.) of a patient across the places & consult
each other to suggest a line of treatment. There by reducing patient
travel time

WHAT FORTIS PLANS TO DO?

• Setting up a Multi-Speciality Telemedicine Network.


Pool in all the expertise of the FORTIS GROUP to
provide all the necessary medical help to its partners.

• Bring quality health care to the common man at an


affordable price.

Design

Identify Training Requirements 22


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). The
special feature of this design lies in imbibing a flexible and modular
approach to impart adaptability to future changes/ modifications.

An important design feature has been the space allocation of approx.


2000 sq.ft/bed instead of the normal 800-900 sq.ft./bed in
contemporary and comparative hospitals in India. This has provided
the organization with a modular concept of flexibility to adapt and
accommodate future trends of care parameters.

This international architecture award winning facility has a remarkable


design feature: all rooms have soothing views, natural light and
facilities for attendants.

FORTIS HOSPITAL NOIDA

Identify Training Requirements 23


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 co-
operative group societies and adjacent to
the institutional and industrial sectors of Noida

Hospital’s Specialties

Orthopedics
Neuro Sciences

Identify Training Requirements 24


Nephrology
General Surgery
Psychiatry
Urology
Ophthalmology
Pediatrics
Dermatology
Telemedicine

Gastroenterology
Pulmonology
Plastic Surgery

Radiology
Oncology
Anesthesiology
Emergency
Physiotherapy
Transfusion Medicine
Gynecology
Dental.
ENT
Internal Medicine
Cardiology
Endocrinology
OUT

Department Details

Identify Training Requirements 25


Medical Services: Dr. Rajendra Patankar

OUT Patient Department: Mr. Mohit Kumar


Chaturvedi

IN Patient Department: Mr. Shishir Kumar

Nursing: Ms. Indira Tripathi

Human Resources: Ms. Promila Adhana

Finance: Mr. Sunil Jain

Marketing: Mr. Gulshan Arora

Hospital Support Services: Ms. Sadhna Singh

Information Technology: Mr. G. P. Singh

Materials:
Purchase – Ms. Nandini Gokhale Stores

– Ms. Archana Dhiman

Engineering: Mr. Jai Paul

Facilities: Mr. Upinder Pal Singh

Identify Training Requirements 26


LAYOUT

TOWARDS
Time Office Entrance GATE 1
RANBAXY

TOWARDS
LABORATORY OPD BLOCK
BLOCK

-NH 24

TOWARDS
ATRIUM GATE 2

NH - 24
NH - 24
IPD BLOCK GATE 3

(Staff Entrance)) GATE 4


GATE 5
GATE 6 (EMERGENCY GATE)

TOWARDS BANK
OF INDIA

Identify Training Requirements 27


HUMAN RESOURCES
The Human Resource Department deals with the effective
management and development of the most valuable “Resource:” i.e.
Identify Training Requirements 28
the Human component of the organization. Over the years the Human
Resource Management (HRM) has developed into a well defined area
which formulates various policies and goals, 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, which has made the HR Deptt, a very
important and effective component of any organization as it ensures
that the organization recruits the most effective and suitable talents
and retains them, thereby improving the overall effectiveness of the
whole organization.

Some of the important functions of HR are as follows

1. Manpower planning
2. Recruitment and Selections
3. Training and Career Development
4. Periodic Employee Performance Appraisal
5. Employee Grievance Handling.
6. Employee Welfare Scheme
7. Organizational Development
8. Improvement Of Decision Making Skills
9. Wage and Salary Administration.
10. Rewards and Incentives
11. Organizational Structure and Design.
12. Improving Intra-organizational Communication channels.
13. Leave Auditing
14. Job Description & Job Analysis.

At FHI we emphasize on empathy and flexibility along with open


communication channels so to provide an environment conducive to
individual and organizational growth. We also aim at combining

Identify Training Requirements 29


individual commitment with organizational values so as to provide a
healthy atmosphere favorable in providing world-class healthcare. 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; a breed with high EQ, not just IQ. Those with self
confidence, conscientiousness, initiative, interpersonal skill, 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. It is that part
of the management process which is concerned with the management
of human resources in an organization. It tries to secure the best from
Identify Training Requirements 30
people by winning their wholehearted cooperation. In short, it may be
defined as the art of procuring, developing and maintaining competent
workforce to achieve the goals of an organization in an effective and
efficient manner.
According to lnvancevich and Glueck, HRM is concerned with the most
effective use of people to achieve organizational and individual goals.
It is a way of managing people at work, so that they give their best to
the organization. It has the following features:

a. Pervasive force:
HRM is pervasive in nature. It is present in all enterprises. It
permeates all levels of management in an organization,

b. Action oriented:
HRM focuses attention on action, rather than on record keeping,
written procedures or rules. The problems of employees at work are
solved through rational policies.

c. Individually oriented:
It tries to help employees develop their potential fully. It encourages
them to give out their best to the organization. It motivates
employees through a systematic process of recruitment, selection,
training and development coupled with fair wage policies.

d. People oriented:
HRM is all about people at work, both as individual and groups. It
tries to put people on assigned jobs in order to produce good
results. The resultant gains are used to reward people and motivate
them toward further improvements in productivity.
Identify Training Requirements 31
e. Development oriented:
HRM. intends to develop the full potential of employees. The reward
structure is tuned to the needs of employees. Training is offered to
sharpen and improve their skills. Employees are rotated on various
jobs so that they gain experience and exposure. Every attempt is
made to use their talents fully in the service of organizational goals.

f. Integrating mechanism:
HRM tries to build and maintain cordial relations between people.'
working at various levels in the organization. In short, it tries to
integral human assets in the best possible manner in the service of
an organization.

g. Comprehensive function:
HRM is, to some extent, concerned with any organizational decision
which has an impact on the, workforce or the potential workforce
The term 'workforce' signifies people working various levels,
including workers, supervisors, middle and top managers. It
concerned with managing people at work. It covers all types of
personnel. Personnel work may take different-shapes and forms at
each level in the organizational hierarchy but the basic objective of
achieving organization. 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".

h. Auxiliary service:
HR departments exist to assist and advise the line or operatin
managers to do their personnel work more effectively. HR manager
is a specials advisor. It is a staff function.
Identify Training Requirements 32
• Inter-disciplinary function:
HRM is a multi-disciplinary activity, utilizing knowledge and
inputsdrawn from psychology, sociology, anthropology
economics,etc.To unravel the myster surrounding the human
brain, managers need to understand and appreciate the
contributions of all such 'soft' disciplines.

• Continuous function:
According to Terry, HRM is not a one short deal. It cannot be
practiced only one .day a week. It requires a constant alertness
and awareness of human relations and their importance in every
day operations.

Scope of HRM
The scope of HRM is very wide. Research in behavioural sciences,

Identify Training Requirements 33


new trends in managing knowledge workers and advances in the field
of training have expanded the scope of HR function in recent years.
The Indian Institute of Personnel Management has specilied the scope
of HRM thus:

• Personnel aspect:
This is concerned with manpower planning, recruitment,
selection,placement, transfer, promotion, training and development,
layoff and retrenchment,remuneration, incentives, productivity, etc.

• Welfare aspect:
It deals with working conditions and amenities such as canteens,
creches, rest and lunch rooms, housing, transport, medical assistance,
education, health, and safety, recreation facilities etc.

• Industrial relation aspect :


This covers union-management relations, joint consultation, collective
bargaining, bargaining, grievance and disciplinary procedures,
settlement of disputes, etc.

Objective of HRM
Although managers and supervisors in the past often were arbitrary
and autocratic in their relations with subordinates, today this type of
leadership is being increasingly rejected. The present generation of
employees is more enlightened and better educated than were
preceding ones. Today's employees demand more considerate
treatment and a more sophisticated form of leadership. Furthermore,
because of the protection that is provided by the unions and
government or because their skills are in short supply, many group of
employees are in a position to demand and obtain more favorable
employment conditions and. treatment. In the light of these emerging
trends, HRM's objectives have been expanding all these years.

a.To help the organization reach its goals:


HR department, like other departments in an organization, exists to
achieve the goals of the organization first and if does not meet this
purpose, HR department (or for that matter any other unit) will wither
Identify Training Requirements 34
and die.

b.To employ the skills and abilities of the workforce efficiently:


The primary purpose of HRM is to make people's strengths productive
and to benefit customer’s stockholders and employees.

c.To provide the organization with well-trained and well-motivated


employees:
HRM requires that employees be motivated to exert their maximum
efforts, that their performance be evaluated properly for results and
that they be remunerated on the basis of their contributions to the
organization.

d.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 this end suitable programmes have to be designed aimed at
improving the quality of work life (QWL).

e.To develop and maintain a quality of work life:


It makes employment in the organization a desirable personal and
social situation. Without improvement in the quality of work life, it is
difficult to improve organizational performance.

f.To communicate HR policies to all employees:


tapping ideas, opinions and feelings of customers, non-customers, 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.

g.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


change, dealing with dissent and conflict, holding high standards of
productivity, building acceptance or. standards that determine
progression and adhering to the spirit and letter of high professional
conduct".
Thus, HRM in short should try to
(a) attain economically and effectively the organisational goals;
(b) serve to the highest possible degree the individual goals; and
(c) preserve and advance the general welfare of the community.

The above eight objectives (drawn from lvancevich and Glueck) should
ultimately lead to employee satisfaction and fulfillment. This is however
easier said than done. Unless HR people. are thoroughly conversant
with the social, legal and economic trends in the economy, managing
people in today's world of work would always prove to be a ticklish
affair.
IMPORTANCE OF HRM

Human resources, along with financial and material resources,


contribute to the production of goods and services in an organization.
Physical and monetary resources, by themselves, cannot improve
efficiency or contribute to an increased rate of return on investment. It
is through the combined and concerted efforts of people that monetary
or material resources are harnessed to achieve organizational goals.
But these efforts, attitudes and skills have to be sharpened from time..
to time to optimize the effectiveness of human resources and to enable
them to meet greater challenges. This is where Human Resource
Management plays a crucial role.

It helps an organization in multifarious ways:

Identify Training Requirements 36


i. At the enterprise level

. Good human resource practices can help in attracting and retaining


the best people in the organization. Planning alerts the company to
the types of people it will need in the short,medium and long run.
j. At the individual level:
Effective management of human resources helps employees thus:

• It promotes team work and team spirit among employees.


• If offers excellent growth opportunities to people who have
the potential to rise.
• It allows people to work with diligence and commitment.

Identify Training Requirements 37


Identify Training Requirements 38
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.

Identify Training Requirements 39


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
IMPORTANCE
Human Resource Planning is a highly important and useful activity. If used
properly, it offers a number of benefits:

Reservoir of Talent:
The organization can have a reservoir of talent at any point of time. People
with requisite skills are readily available to carry out the assigned tasks.

Prepare People for Future:

People can be trained, motivated and developed in advance and this helps
in meeting future needs for high quality employees quite easily. Likewise,
manpower shortages can also met comfortably (when people quit the
organization for various reasons) through proper human resource planning.

Expand or Contract:
If the organization wants to expand its scale of operations, it can go ahead
easily. Advance planning ensures a continuous supply of people with
requisite skills who can handle challenging jobs easily.

Cut Costs:

Planning facilitates the preparation of an appropriate manpower budget for


each department or division. This, in turn, helps in controlling manpower
costs by avoiding shortages/excesses in manpower supply. The 'physical
facilities such, as canteen quarters, school, medical help, etc., can be
planned in advance.

Succession Planning:
Human resource Planning, as pointed out previously, prepares people for
future challenges. The stars can be picked up and kept ready for further
promotion whenever they arise. All multinational companies for example,
have this policy of having a 'hot list' of promising candidates prepared in
advance. Such candidates. are rolled over various jobs and assessed and
assisted .continuously. When the time comes, such people 'switch hats'

Training need identification 41


quickly and replace their respective losses without any problem.

FORTIS AMBASSADORS
Objective
Keeping in view our prime focus of being “Patient Centric”, it is felt that all
FORTIS Team members must act like a Family of Hosts to our customers,
who require staying in the hospital, our home. Therefore, 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. Any person
bearing a FORTIS nametag is expected to know about the Organization in
depth so that any outsider be it the patient, attendant or any other visitor,
gets all their queries answered satisfactorily.

Program Details

1. There is a system in place to select Facility ambassadors.


2. These Ambassadors are divided into three levels,
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


3. Achieving the White Belt level is compulsory for all FORTIS Team
members. The idea being that all employees should be familiar with
the Organization background, Hospital & its General layout and their
own Department in details. This would ensure that each employee
knows the minimum required information about the Institute &
sufficient information about the workplace.

4. The next two levels i.e., Green Belt & Black Belt are optional for
those keen on knowing more about the Organization

5. The following serve as the inputs for imparting knowledge about the
facility to the employees.

a. All new joinees undergo a two days’ Orientation Program within


the first week of their joining the hospital.

b. Facilities charts are displayed at prominent places in the


Hospital. Engg. Department would be responsible for displaying
these.
c. Those interested in gathering more information have the option
of contacting Black Belts. For any specific questions an email
ID has been created by the name of blackbelts@fortis.co.in
d. Facilities manual, giving detailed information about the hospital.
e. Fortislife - Intranet

Training need identification 43


How to Attain the Belts
1. Organisation.

2. The Black belt hopefuls would require clearing an interview/quiz


to be conducted The White belt must be attained within first month of
joining the by the Black Belt holders. The level of Black Belt Interview
would be raised every time the number of persons holding the
BlackBelt crosses a certain limit, like 10% of the total employee
strength. Current black belt champions will also need to renew their
ambassadorship status. For this the Committee of the Black Belts will
form a sub-team and Quiz its members individually to renew their
status. This renewal will be held after every six months. The Black
Belt members will keep contributing to the questionnaire bank and
hence will keep raising the level.

The quiz for all the belts is held every month

Rewards
Attaining WHITE BELT - A token gift would be given to all those who
attain the status of White Belt.

Attaining GREEN BELT - They get a grape bunch or green strip on the
nametag to depict their status and a token gift.

Attaining BLACK BELT - The New Black Belt Champions are honoured
by placing their names on the Honour board put up for this purpose. They
will also get the privilege to have a meal with the Top management. Apart
from all this they would get a black strip on the nametag and a token gift, as
well.

Training need identification 44


These rewards are meant primarily to give recognition to the people who
know about the facility

Training need identification 45


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, implementing and improving customer/patient handling
processes and thus improving patient satisfaction
• Coordinating with the diagnostic departments on operational issues

Coordination of Doctors
• Maintaining sound rapport with consultants & coordinating by being
their one point of contact for all administrative issues
• Monitoring attendance of empanelled consultants
• Coordinating payment of consultation fees of empanelled consultants

Coordination of Customer/Patient Services


• Determining customer/ patient service requirements by maintaining
constant relation with patients/ customers
• Maximizing customer service by providing help desk resources and
technical advice; resolving queries and problems.
• Improving customer quality by studying, evaluating, and redesigning
processes, establishing and communicating service metrics;
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


• Streamlining of processes from time to time by visiting operational
environment; conducting surveys and bench marking best practices

Management responsibilities
• Generating reports to the management regarding patient inflows;
based on individual specialty and consultants, customer/ patient
service trends etc.

• Managing in-house medical camps

Self Development
• Updating job knowledge by participating in educational opportunities
reviewing professional publications; maintaining personal networks
• Developing multi-functionality
• Benchmarking and implementing best practices in the departmental
functioning, which would not settle for complacency
• Identifying and attending training programs that would enhance
knowledge and skills required for development of self, functional and
multi-functional abilities and capabilities

Team Development
• Keeping in touch with the entire team by regular meetings.
• Taking part in the process of selecting, orienting, training, counseling
and disciplining employees
• Encouraging and develop team members’ multi-functionality.
• 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.
• Identifying and overcoming complacency, by constantly improving the
functional abilities.
• Identifying and nominating team members for training programs that
would enhance knowledge, skills and shape the attitudes required for

Training need identification 47


development of self, functional and multi functional abilities and
capabilities.

Other Responsibilities

• Taking decision on all operational and team matters that are outside the
purview of subordinates.
• Representing the department or team in the management morning
meetings and other employee or department related committees.
• Responsible for maintaining an excellent relationship at all levels
between his/her department and other departments.
• Co-ordinating with other departments to ensure implementation of
his/her department strategies /policies.

• Building relationships with other dignitaries in the hospital industry and


other key local dignitaries.
• Actively networking with contemporaries in other industries to stay
abreast of latest developments and initiatives.
• Maintaining professional relation with all external professional
agencies/contact persons.

Training need identification 48


JOB DESCRIPTIONS

INCHARGE (IPD)

Management of IPD
• Day to day monitoring of the IPD functions
• Coordinating with the Front Office and billing assistants for
streamlining of IPD processes
• Designing, implementing and improving customer/patient handling
processes and thus improving patient satisfaction
• Coordinating with the diagnostic departments on Inpatient operational
issues
• Monitoring the admissions process for allocating rooms and beds
• Streamlining of processes from time to time by visiting operational
environment; conducting surveys and bench marking best practices

Coordination of Doctors
• Maintaining sound rapport with consultants & coordinating for all
inpatient services by being their one point of contact for all
administrative issues

Coordination of Customer/Patient Services


• Maximizing customer service by providing counseling, 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, evaluating, and redesigning
processes, establishing and communicating service metrics;
monitoring and analyzing results & implementing change

Training need identification 49


Management responsibilities
• Generating reports to the management regarding bed occupancy,
admissions, discharges, customer/ patient service trends etc.

Self Development
• Updating job knowledge by participating in educational opportunities
reviewing professional publications; maintaining personal networks
• Developing multi-functionality
• Benchmarking and implementing best practices in the departmental
functioning, which would not settle for complacency
• Identifying and attending training programs that would enhance
knowledge and skills required for development of self, functional and
multi-functional abilities and capabilities

Team Development
• Keeping in touch with the entire team by regular meetings.
• Taking part in the process of selecting, orienting, training, counseling
and disciplining employees
• Encouraging and develop team members’ multi-functionality.
• 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.
• Identifying and overcoming complacency, by constantly improving the
functional abilities.
• Identifying and nominating team members for training programs that
would enhance knowledge, skills and shape the attitudes required for
development of self, functional and multi functional abilities and
capabilities.

Training need identification 50


Other Responsibilities

• Taking decision on all-operational and team matters that are outside the
purview of subordinates.
• Representing the department or team in the management morning
meetings and other employee or department related committees.
• Responsible for maintaining an excellent relationship at all levels
between his/her department and other departments.

• Co-ordinating with other departments to ensure implementation of


his/her department strategies /policies.
• Building relationships with other dignitaries in the hospital industry and
other key local dignitaries.
• Actively networking with contemporaries in other industries to stay
abreast of latest developments and initiatives.
• Maintaining professional relation with all external professional
agencies/contact persons.

Front Office Assistant - OPD


• Receiving all customers/patients and providing them the required
information promptly, accurately and courteously.
• Taking appointments for Consultants directly or over the phone, as per
their schedules and guiding patients for consultation.
• Updating the patients in case of changed schedule of Consultants and
rescheduling their appointments.
• Undertaking cash collections, preparing collection summary and handing
over the same to the main cashier.
• Submitting daily compiled report of Consultations and cash collection to
the OPD Incharge.

Training need identification 51


• 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.
• Executing all admissions by verifying availability and readiness of beds
with the floor coordinator
• Explaining the tariff of different services, Doctor’s consultation fees,
investigation charges and satisfying the patient and their attendants.
• Explaining, counseling and communicating the billing procedures to the
patient and his attendants.
• Obtaining necessary documents in case of Insurance patients.
• Following up with the various departments for generation of final bill of
the patients.

• Generating the discharge summary and final bill based on the services
rendered to the patient.
• Executing all patient discharges.
• Undertaking cash collections, preparing collection summary and handing
over the same to the main cashier.
• Submitting daily compiled report of admissions and discharges to the
IPD Incharge/Counsellor.
• Performing any other jobs assigned by the superiors as per exigencies
of work.

Training need identification 52


PRESS SPEAK

1. DAINIK JAGARAN
(February 10, 2005)
Fortis hospital, Noida is making a great effort in helping the poor and
needy. The hospital doesn’t have any charitable trust as at for such
purpose. Still, it has created an example of helping the poor people. A two
year old child being treated free of cost during the last six month. It has
been noted that Sonu, a two year old boy, met with a road accident and
went in comma. The child’s poor parents couldn’t afford the cost. The
hospital has spent more than 2.5 lakhs on this child.

2. HINDUSTAN TIMES
(March 5, 2005)
Fortis Hospital, Noida brings the latest trends on head and neck
cancer surgery. Cancer is a public health problem worldwide. It affects all
people: the young and old, the rich and poor, men, women and children.
Fortis Hospital, Noida in association with IMA, Modinagar today organized
a Continuous Medical Education (CME) program on cancer and neck
cancers and headaches.
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. Doctors Shared with Modinagar’s
medical fraternity, the latest trends at the cancer front and surgical ---------

3. JANSATTA EXPRESS
(April 16, 2005)
Fortis Hospital, Noida a super specialty in Orthopaedics and Neuro
Sciences is attracting Foreigners for their healthcare. People from abroad
come here for their knee and joint operation.

Training need identification 53


4. DAINIK JAGRAN
(May 19, 2005)
Fortis Hospital, Noida adds one more gem to it’s crown by operating
the chief striker of Bangladesh’s football team Md. Shaifurehman Moni. The
footballer had his knee operated under the guidance of Orthopaedics Chief
Dr. Rajgopal

5. HINDUSTAN TIMES
(July 16, 2005)
Fortis Hospital, Noida has created a history by successfully operating
thousand knees and joint surgery. It is to be noted that these surgeries has
been done within a span of less than one year
.

Training need identification 54


Training need identification 55
INTRODUCTION

HUMAN RESOURCE MANAGEMENT


After employees have been selected for various positions in an
organisation, training them for the specific tasks to which they have been
assigned assumes great importance. 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 is an important
activity in many organisations. We generally see that when a new machine
is installed in a factory, it is operated on trial basis before going into actual
production. "Just as equipment needs a breaking in period, a new
employee also needs a training period to adjust to the new environment".

DEFINING TRAINING AND DEVELOPMENT

According to Flippo, training is the act of increasing the knowledge and


skills of an employee for doing a particular job. The major outcome of
training is learning. A
trainee learns new habits, refined skills and useful knowledge during the
training that helps him improve performance. Training enables an
employee to do his present job more efficiently and prepare himself for a
higher level job. Training, thus, may be defined as a planned programme
designed to improve performance and bring about measurable changes in
knowledge, skills, attitude and social behavior of employees.
Basically, it is a learning experience that is planned and carried out by the
organisation to enable more skilled task behavior by the trainee. Training
imparts the ability to detect and correct error. Furthermore, it provides skills
and abilities that may be called on In the future to satisfy the organisation's
human resources needs. Training may be carried out on the job or in the
classroom and in the latter case, it may be on site or off site - perhaps in a
motel or a training center - or it may be in a simulated environment that is
thought to be similar to the work environment in important respects. In any
case, trainees are expected to acquire abilities and knowledge that will
enable them to perform their jobs more effectively.

Training need identification 56


Features of Training

• Increases knowledge and skills for doing a job

• Bridges the gap between job needs and employee skills, knowledge
and behavior

• Job-oriented process, 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. It is concerned with important specific skills
for a particular purpose. Training is mainly job-oriented, it aims at
maintaining and improving current job performance. Training is needed to
achieve the following purposes:
1. Newly recruited employees require training so as to perform their tasks
effectively. Instruction, guidance, coaching help them to handle jobs
competently, without any wastage.
2. Training is necessary to prepare existing employees for higher-level jobs
(promotion).

3. Existing employees require refresher training so as to keep abreast of


the latest developments in job operations. In the face of rapid technological
changes, this is an absolute necessity.

4Training is necessary when a person moves from one job to another


(transfer).

2. Training is necessary to make employees mobile and versatile. They


can be placed on various jobs depending on organisational needs.
3. Training is needed to bridge the gap between what the employee has
and what the job demands. Training is needed to make employees
Training need identification 57
more productive and useful in the long-run.

Importance
Benefits to the business
• Trained workers can work more efficiently

• They use machines, tools, materials in a proper way. Wastage is thus


eliminated to a large extent

There will be fewer accidents. Training improvesthe knowledge


Of employees regarding the use of machines and equipment.
Hence,trained workers need not be put under close
supervision,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, tools and equipment to good use.

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. Hence, he will
find employment more easily

• Training makes employees more efficient and effective. By combining


materials, tools and equipment in a right way, they can produce more
with minimum effort

• Training enables employees to secure promotions easily. They can


realise their career goals comfortably

• Training helps an employee to move from one organisation to another


easily. He can be more mobile and pursue career goals actively

• Employees can avoid mistakes, accidents on the job. They can


handle jobs with confidence. They will be more satisfied on their jobs.
Training need identification 58
Their morale would be high.

• Thus, training can contribute to higher production, fewer mistakes,


greater job satisfaction and lower bbour turnover. Also, it can enable
employees to cope with organisational, social and technological
change. Effective training is an invaluable investment in the human-
resources of an organisation

Employee Orientation
Employee orientation provides new employees with the basic
background information required to perform their jobs satisfactorily, such as
information about company rules. Programs may range from brief, normal
introduction to lengthy, formal courses.
The HR specialist (or, the smaller firms, the office manager) usually
performs the first part of the orientation, by explaining basic matters like
working hours and vacations. That person then introduces the new
employee to his or her new supervisor. The supervisor continues the
orientation by explaining the exact nature of the job, introducing the person
to his or her colleagues, familiarizing the new employee with the workplace,
and helping to reduce first day jitters. Orientation typically includes
information on employee benefits, personnel policies, the daily routine,
company organization and operations.
At a minimum, new employees usually receive either printed or
Internet-based employee handbooks. These explain things like working
hours, performance reviews, getting on the payroll, and vacations. Under
certain conditions, the courts may find that the employee handbook’s
contents represent legally binding employee commitments. Therefore,
companies often include disclaimers to make it clear that statements of the
company policies, benefits, and regulations do not constitute the terms and
conditions of an employment contracts either expressed or implied. Also,
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. Indeed it’s usually best to emphasize that the employment
relationship is strictly “at-will”.

Training need identification 59


Using Orientation to Reduce Stress
Reducing jitters is important. In fact the ROPES orientation method (for
“realistic orientation programs for new employees’ stress”) emphasizes
orientation’s stress-reduction role. To reduce entry shock and employee
stress, “newcomers should be forewarned about the typical
disappointments they can expect…” and how to deal with them (such as,
“your new boss is tough, so if you don’t understand something, make sure
to ask”). Supervisors should also provide general support and reassurance.
Not all new hires react to orientation in the same way. Supervisors
should therefore be vigilant, and follow up and encourage new employees
to engage in those activities that will enable each to “learn the ropes and
become productive quickly.

Analyzing Training Needs


Before training someone, it obviously makes sense to know whether
the person really requires training and, if so, what the training should
achieve. Training therefore traditionally starts with determining what
training is required.
How you analyze training needs depends on whether you are training
new employee or current employees. The main task in analyzing new
employee’s training needs is to determine what the job entails and to break
it down into subtasks, each of which you then teach to the new employee.
Analyzing current employee’s training needs can be more complex, since
you have the added task of deciding whether training is the solution. For
example, performance may down because the standards aren’t clear or
because the person is not motivated.

Task Analysis: Assessing New Employee’s Training


Needs
Particularly with lower-level workers, it’s common to hire inexperienced
personnel and train them. Your aim here is to give these new employees
the skills and knowledge they need to do the job. You use task analysis to
determine the new employee’s training needs.
Task analysis is detailed study of the job to determine what specific
skills- like Java (in the case of a web developer) or interviewing (in the case
of supervisor)- the job requires. Job descriptions and job specifications are
helpful here. These list the jobs specific duties and skills and thus provide
the basic reference point in determining the training required. You can also
Training need identification 60
uncover training needs by reviewing performance standards, performing
the job, and questioning current job holders and their supervisors.

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

Training need identification 61


Traditional Training Methods
Once you have decided to train employees and what they are to learn, you
have to design the training program. You can create the content and
program sequence yourself, there is also a vast selection of on- and offline
content and packages from which to choose. You’ll find turnkey, off-the-
shelf programs on virtually any topic---from occupational safety to sexual
harassment to web design---from tens of thousands of providers.

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

Training need identification 62


Here are some steps to help ensure success
Step1. Prepare the learner
1. Put the learner at ease-relieve the tension.
2. Explain why he or she is being taught.
3. Create interest, encourage questions, find out what the learner already
about this or other jobs.
4. Explain the whole job and relate it to some job the worker already knows.
5. Place the learner as close to the normal working position as possible.
6. Familiarize the worker with equipment, materials, tools, and trade terms.

Step2. Present the Operation


1. Explain quantity and quality requirements.
2. Go through the job at the normal work pace.
3. Go through the job at a slow pace several times, explaining each step.
Between operations, explain the difficult parts, or those in which errors are
likely to be made.
4. Again go through the job at a slow pace several times; explain the key
points.
5. Have the learner explain the steps as you go through the job at a slow
pace.
Step3. Do a Tryout
1. Have the learner go through the job several times, slowly, explaining
each step to you. Correct mistakes and, if necessary, do some of the
complicated steps the first few times.
2. Run the job at the normal pace.
3. Have the learner do the job, gradually building up skill and speed.
4. As soon as the learner demonstrates ability to do the job, let the work
begin, but. Don’t abandon him or her.

Step4. Follow Up
1. Designate to whom the learner should go for help.
2, Gradually decrease supervision, checking work from time to time against
quality and quantity standards.
3. Correct faulty work patterns before they become a habit. Show why the
learned method is superior.
4, Compliment good work; encourage the worker until he or she is able to
meet the quality and quantity standards

Training need identification 63


Apprenticeship Training

More employers are implementing apprenticeship programs, an


approach that began in the middle ages. Apprenticeship Training is a
structured process by which people become skilled workers through a
combination of classroom instruction and on-the-job training. It is widely
used to train individuals for many occupations. It traditionally involves
having the learner/apprentice study under the tutelage of a master
craftsperson.
Adults’ works on the factory floor, receive classroom instruction at
Seminole College, and also study at the plant’s hands –on apprenticeship
lab. Graduates receive Associates Degrees in telecommunications and
electronics engineering. High school students spend two afternoons per
week at the apprenticeship lab.

Job Instruction Training

Many jobs consists of a logical sequence of steps and are best taught
step-by-step. This step-by-step process is called job instruction training
(JIT). To begin, list all necessary steps in the job, each in its proper
sequence. Alongside each step also list a corresponding “key point”(if any).
The steps show what is to be done, and the key points show how it’s to be
done- and why?

Lectures

Lecturing has several advantages. It is a quick and simple way to provide


knowledge to large groups of trainees, as when the sales force need to
learn the special features of the new product. You could use written
materials, but they may involve considerably more production expense and
don’t encourage the give-and-take questioning that lectures do.

Training need identification 64


Programmed Learning
Whether the medium is textbook, computer, or the Internet,
Programmed Learning (or programmed instruction) is a step-by-step
self-learning method that consists of three parts:

1. Presenting questions, facts, or problems to the learner.


2. Allowing the person to respond
3. Providing feedback on the accuracy of answers

Generally it presents facts and follow-up questions. The learner can


then respond, and subsequent frames provide feedback on the accuracy of
his or her answers.

Audiovisual Tools

Audiovisual-based training techniques like films, PowerPoint, video


conferencing, audiotapes, and videotapes can be very effective and are
widely used.

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. It is a necessity when it is too costly or dangerous to train
employees on the job. Putting new assembly-line workers right to work
could slow production, for instance, and when safety is a concern—as with
pilots--- simulated training may be the only practical alternative.
Simulated training may take place in a separate room with the same
equipment the trainees will use in the job. However, if often involves the
use of equipment simulators. In pilot training, for instance, airlines use flight
simulators for safety, learning efficiency, and cost savings, including
savings on maintenances, pilot cost, fuel, and the cost of not having aircraft
in regular service.

Training need identification 65


ELECTRONIC METHOD

Computerized and Internet-based tools have revolutionized the


training process. Specific methods here include computer based training,
electronic performance support systems, and learning portals.

Computer-Based Training

With computer-based training, the trainees uses computer-based


and/or CD-ROM systems to interactively increase his or her knowledge and
skills. For example, one employer uses computer based training to train
interviewers to conduct correct and legally defensible interviews. Trainees
start with a computer screen that shows the applicant’s completed
employment application, as well as information about the nature of the job.
Then trainees then begins a simulated interview by typing in questions,
which a videotaped model acting as the applicant answers, based on
responses to a multitude of questions already in the computer. Some items
require follow-up questions. As each question is answered, the trainee
records his or her evaluation of the applicant’s answer and makes a
decision about the person’s suitability for the position. At the end of the
session, the computers tells the trainee where he or she went wrong and
offer further instructions to correct these mistakes.

Electronic Performance Support System

People don’t remember everything they learn. The same applies to


training. Dell computers, for example, introduce about 80 new products per
year, so it’s unrealistic to expect Dell’s technical support people to know
everything about every product. Dell’s training therefore focuses on the skill
they need everyday, such as Dell’s rules, culture and values, and systems
and work processes. Computer based support systems then delivered rest
of what they need to know, When they need it: When a customer calls
about a specific problem, the computerized training aid helps walk the
customer rep through the solution, question by question.

Training need identification 66


Distance and Internet-Based Training

Firms today use various forms of distance learning methods includes


traditional paper-and-pencil correspondence courses, as well as
teletraining, videoconferencing, and Internet-based classes.

Teletraining

With teletraining, a trainer in a central location teaches groups of


employees at remote locations via television hookups. For example, AMP
Incorporated used satellites to train its engineers and technicians at 165
sites in the United States and 27 other countries. (The firm makes electrical
and electronic connection devices.) To reduce costs for one training
program, AMP supplied the program content. PBS affiliate WITF, Channel
33 of Harrisburg, Pennsylvania, supplied the equipment and expertise
required to broadcast the program to five AMP Facilities in North America.
Macy’s established the Macy’s satellite Network, in part to provide training
for 59,000 employees around the country.

Videoconferencing

Firms use videoconferencing to train employees who are


geographically separated from each other – or from the trainer.
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. Keypads allow audience
interactivity. For instance, in a program at Texas instrument, the keypad
system lets instructors call remote trainees and lets the latter respond.
Management Recruiters International (MRI) uses the firm’s desktop Confer
View system to train hundreds of employees---- each in their individual
offices----simultaneously.

Training need identification 67


Off-the-Job Training and Development Techniques
There are also many off-the-job techniques for training and developing
managers.

The Case Study Method

As most every one knows, the case study method presents a trainee
with a written description of an organizational problem. The person then
analyzes the case, diagnoses the problem, and presents his or her findings
and solutions in a discussion with other trainees.

Management Games

With computerized or CD-ROM-based management games, trainees


are divided unto five-or six- person groups, each of which competes with
the others in a simulated market place. Each group typically must decide,
for example, (1) how much spend on advertising, (2) how much to produce,
(3) how much inventory to maintain, and (4) how many of which product to
produce.
Management games can be good development tools. People learn
best by getting involved, and the games can be useful for gaining such
involvement. They help trainees to develop their problem-solving skills, as
well as to focus attention on planning rather than just putting out fires. The
groups also usually elect their own officers and organize themselves; they
can thus develop leadership skills and foster cooperation and teamwork.

Outside Seminars

Many companies and universities offer Web-based and traditional


management development seminars and conferences. For example, the
American Management Association provides thousands of courses in areas
ranging from accounting and controls to assertiveness training, basic
financial skills, information systems, project management, purchasing
management, and total quality management.

Training need identification 68


University Related Programs

Many universities provide executive education and continuing


education programs in leadership, supervision, and the like. These can
range from 1-to 4-day programs to executive development programs lasting
one to four months. An increasing number of these are offered online.

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.
When combined with the general instructions and other roles for the
exercise, role playing can trigger spirited discussions among the role
layer/trainees. The aim is to develop trainee’s skills in areas like leadership
and delegating.

Vestibule training
In this method, actual work conditions are simulated in a. class room,
Material, files and equipment those are used in actual job performance are
also used in training. This type of training is commonly used for training
personnel for electrical and semi-skilled jobs. The duration of this training
ranges from a few days to a few weeks. 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 method of training involves action,
doing and practice. The participants play the role of certain characters,
such as the production manager, mechanical engineer, superintendents,
maintenance engineers, quality control inspectors, foreman, workers and
the like. This method is mostly used for developing interpersonal
interactions and relations.

Training need identification 69


Lecture method
The lecture is a traditional and direct method of instruction. The instructor
organizes the material and gives it to a group of trainees in the form of a
talk. To be effective, the lecture must motivate and create interest among
the trainees. An advantage of lecture method is that it is direct and can be
used for a large group of trainees. Thus, costs and time involved are
reduced. 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 trainer delivers a lecture and involves the trainee in a
discussion so that his doubts about the job get clarified. When big
organisations use this method, the trainer uses audio-visual aids such as
blackboards, mockups and slides; in some cases the lectures are
videotaped or audio taped. Even the trainee's presentation can be taped for
self-confrontation and self-assessment. The conference is, thus, a group-
centered approach where there is a clarification ot ideas, communication of
procedures and standards to the trainees. Those individuals who have a
general educational background and whatever specific skills are required -
such as typing, shorthand, office equipment operation, filing, indexing,
recording, etc., may be provided with specific instructions to handle their
respective jobs.
Programmed instruction
In recent years this method has become popular. The subject-matter to be
learned is presented in a series of carefully planned sequential units. These
units are arranged from simple to more complex levels of instructions. The
trainee goes through these units by answering questions or filling the
blanks. This method is, thus, expensive and time-consuming.

Training need identification 70


Evaluating The Training Effort
After trainees complete their training (or perhaps at planned intervals
during the program), 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.
Training and development can be effective. For example, as one study
concluded, “firms that establish work place education programs and
reorganize work report noticeable improvements in their worker’s abilities
and the quality of expected products.” Another study found that businesses
operating below their expected labor productivity levels had significant
increases in productivity growth after implementing new employee training
programs. A recent evaluation of a total quality leadership program at the
department of the Navy lead to the conclusion that training can produce
fundamental changes in the way organization perform.

Designing The Study

Controlled experimentation is the evaluation process of choice. A


controlled experiment uses both a training group and a controlled group
that receives no training. Data (for instance, 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. 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 Effects To Measure


You can measure four basic categories of training outcomes:

1. Reaction. Evaluate trainee’s reaction to the program. Did they


like the program? Did they think it worthwhile?

2. Learning. Test the trainees to determine whether they learned the


principles, skills, and facts they were supposed to learn.

Training need identification 71


3. Behavior. Ask whether the trainee’s on-the-job behavior change
because of the training program. For example, are employees in the
store’s complaint department more courteous toward disgruntled
customers

4. Results. Probably most important, 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, learning, and behavior are important. But if the
program doesn’t produce results, then it probably hasn’t achieved its
goal if so, 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.

Training need identification 72


VIRTUOUS Values

V - Imbibe and share the Vision.

I - Lead through honesty and Integrity.

R - Earn Respect.

T - Gain Patient Trust.

U - Commit to compassion, care and Understanding.

O - Own quality excellence.

U - Uphold innovation and continuous improvement.

S - Develop and Share success

Training need identification 73


Identify training based on needs.

Step 1: programs based on needs

In determining training needs the three major areas that require analysis
are:
Organization, task and people.
Organizational analysis entails an examination of goals, resources, and
social, technological, economic, and legal environment in which the firm
operates. Task analysis involves assessment of the functions of each job
in light of the skills, knowledge,and behavior required to perform it. People
analysis examines the individuals in the jobs and their particular skills and
abilities, instead of the job itself. People may need additional training to
perform their present or anticipated job functions effectively.

Assessment of training needs:

Training needs are identified on the basis of organizational job analysis,


and staff analysis. Training programs, training methods and course content
are planned on the basis of training needs.

Training needs = job and organizational Requirements


= Employees Specification

Training need identification 74


Training needs may be discovered in employee counseling, in personnel
appraisals, in selection, or in exit interviews. The methods generally used
to identify training needs are:

 Organizational requirements.
 Departmental requirements
 Job specifications and employee specifications.
 Identifying specific problems.
 Anticipating specific problems
 Managements' requests
 Observation
 Interviews
 Group conferences
 Questionnaire surveys
 Test
 Checklists
 Performance appraisal

Step 2: Develop training objectives.


Two sets of objectives are integrated. It will be desirable to use the
following criteria in setting the training objectives.

i) Specific requirements of the individual and organization to achieve


integration of the two.

ii) Roles and tasks to be carried out by the target group.

iii) Relationship with other positions vertically and horizontally and


technologically imperatives.

Training need identification 75


iv)Relevance applicability & compatibility of training to work situation.

v)Training as a means of bringing about change in behavior back on


the job.

vi)Behavior including activities that can be observed, measured and


recorded.

vii) The expected change in the behavior must be useful closely


related & subject to maintenance in the work environment.

More specifically, the following steps could be involved in setting training


objectives;
i) Identification of the behavior where change is required.

ii) Nature and size of the group to be trained in terms of prior tr:aining,
situational factors, formal education

iii)Existing behavior defined in terms of ratio, frequency, quality of


interaction and routineness &repetitiveness, supervision, innovations,
omissions, errors etc.

iv) Desired behavior aimed at improving the existing condition stated


preferably in quantitative terms such as ratio, frequency of occurrence
reporting by exceptions self monitoring mechanism etc.

v)Operational results to be achieved through training stated in terms of


increase in efficiency and effectiveness criteria such as productivity, cost,
down time, turnover, 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.

Training need identification 76


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. A proper curriculum according to the
job requirement and employee's individual requirement should be prepared.
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. Trainees must be carefully chosen or they will gain
little from their participation.

Step 4: Design / select Training method

In order to achieve the training objective successfully, it is essential that a


careful choice is made amongst a variety of pedagogical tools, training
techniques, available for facilitating learning.

For adult learners it is imperative to select such training techniques, which


will allow them to:

1. Participate in setting learning goals & get actively involved in the


learning process.

2. Contribute to the learning of others through sharing of experience.

3. Establish relationship between the new knowledge and the work


experience to explore their interconnectedness.

4. Raise their own problems and concerns and initiates search for
alternative solutions within the framework of the content being discussed.

5. Experiment freely with new ideas, approaches & feelings.

Training need identification 77


Training need identification 78
Training Need Evaluation

COMMITMENT
PROCESS INFO

120 OUTPUT & QUALITY


INITIATIVE & CUSTOMER ORIENTATION

100 TEAM WORK


COMMUNICATION

80 VERSITALITY
APPTITUDE TO LEARN

No.of people 60 CONFIDENCE


JOB ROTATION

40 CONDUCT
COMPUTER KNOWLEDGE
20 PROTOCOLS
LEADERSHIP & MANAGERIAL NEEDS
0 MOTIVATIONAL NEEDS
1
BEHAVIOURAL NEEDS
DEVELOPMENT NEEDS

Training need identification 79


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

A sample of 250 employees covering the various department of the


Organisation was undertaken for the study. 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


Department in coordinate.

ANNUAL PERFORMANCE REVIEW


Eligibility:

All the employees, who are in the employment of the Company as of 30th
September, 2004 and are confirmed in the services, shall be eligible for
the Annual Performance Review for the Performance Year April 2004 to
March 2005.

Appraisal Categories:

For the purpose of Performance Appraisal, the employees are divided into
two broad categories:
a. Executive
b. Staff

To illustrate:
Executive category.
Medical Administrative / Support
Management
Senior Consultant / Consultant / HOD / Department Manager /
Junior Consultant/ Associate Deputy Manager / Assistant
Consultant / Senior Resident / Manager / Executive etc.,
Resident etc.,

Staff category.

Medical 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 In-
Technician / Pharmacist / etc., charge / Supervisor / Technical
Assistant / Front Office Assistant /

Training need identification 81


Technician / Operator Cum
Mechanic etc.,

Formats:

The Performance Appraisal Forms are of two types, one for Executive
category another for Staff category.

The Executive Performance Appraisal has focus on significant


achievements / contributions and managerial competencies. The Staff
Performance Appraisal focuses on the demonstration of personal
characteristics.

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.

Process:

HR will be forwarding appropriate Performance Appraisal Forms (Executive


and Staff categories) to the HODs.

The HOD will be briefing all the Department Managers / Executive In-
charges 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.

As a process, 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.

In case, HOD is not clearly defined for a group of people, senior most
people in the Department would review the performance together.
Training need identification 82
For Medical side, the Medical Superintendent would finally review all
Performance Appraisals.

For HODs, the Performance Appraisal will be filled by COO.

While filling the Appraisal Form, individual employee’s performance against


various criteria needs to be evaluated objectively. It is highly improper to
fill-in the Appraisal Form keeping increment or performance reward in mind.

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.,) the HOD will be sending completed Performance Appraisal
Forms under Confidential Cover to HR.

On the basis of Performance Appraisal Forms, HR would make ‘Employee


wise Summary’ and present to COO.

Training need identification 83


Parameters of Survey

1. Commitment:

The dedication towards the work assigned is commitment. It has to be


Observed whether the employees dose the assigned task properly to the
best of his ability, skill, efficiency and knowledge. The employee must have
the sense of responsibility towards the job assigned and the position
he/she holds.

2. 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.
Every organisation has its own way of doing certain task. These should be
communicated to the employees and should be known by the employees.

3. Outputs and Quality:

This parameter is to check the efficiency of the employees. The work done
should be quality oriented. This would help in gaining goodwill. The output
must be according to organizational needs and requirements.

4. Initiatives and Customer Orientation:

The employees must take initiative in trying out new things, solving
problems and helping others. 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.

5.Team Work:

Training need identification 84


Each employee working in the organisation works at individual level as
well as in a group level. Every project is divided into a task and sub-task.
Thus, an individual must be efficient enough to work as a team so that the
sub-task done by him contributes to the entire project.

6. Communication:

It is said that an efficient communicator is one who is able to communicate"


more and more in less and less". Different level of communication skill is
required at different jobs. For example a lady at the front office must have
an excellent communication skills as she has to communicate with
maximum customers.

7. Versatility:

Job rotation and multitasking is the requirement in every organisation. An


employee must be the jack-of-all-trades. He should be able to handle
different work if required.

8. Aptitude to learn:

With the growing technological advancements, the job requirements are


also changing. In every organisation employees are trained to suit the job
requirements. 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.

9.Cnfidence:

Confidence is depicted in the work done by employees. Confidence level


leads to quality level. An employee who is confident at his work would be
efficient.

10. Job Rotation:

This is an era of multitasking. Work pressure is never the same every time.
Therefore nowadays organisation undertakes Job Rotation so as to equip
the employees for multiple works.
Training need identification 85
11. Conduct:

Since every organisation lays emphasis on teamwork, the employees must


have good conduct with their colleagues, seniors and juniors. This would
help in a good teamwork.

12.Computer Knowledge:
Different organization uses different software’s as per their requirements.
Since everything in an organization is computerized nowadays, every
employee must have the require computer Knowledge.

13. Protocols:

Protocols mean "a set of rules and regulation". The employees must be
acquainted with the protocols of the organization so as to have a healthy
working environment.

14.Leadership and Managerial needs:

Leadership is one of the basic managerial qualities. 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. They are the representatives of the organization.

15. Motivational needs:


Motivation means desire to do work. According to Maslaws theory there
are various needs in a human being. The main thing is to identify those
needs and use it as a motivational factor in work.

16. Behavioral needs:

Since, every individual in an organisation works as a team member, their


behavior with each other must be good. Employees must behave properly

Training need identification 86


with colleagues, seniors and juniors. apart from these their is a need to
train people how to behave in different situations.

17. 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.

Training need identification 87


number of people
IN
IT C
IA O
TI
VE M
PR MI
& O

0
20
40
60
80
100
120
TM
C U O
US TP CES EN
TO UT S T
M & IN
F

40
ER Q
UA O
O L
R
IE ITY

79
NT
T
C EAM ATI
O O

58
M
M WO N
UN R 67
AP V IC K
PT ER ATI
IT S O
N

27
UD IT
E A L
TO TY I
52

CO LE
A 31
JO NF RN
B IDE
C RO N
O 12
LE M TA CE
PU T

title
AD

Training need identification


ER TE CO IO
18

SH R N N
KN DU
IP O C
& T
15

W
M P L
AN RO ED
M G
37

AG T E
O ER OC
TI O
VA IA LS
L
10

BE TI
HA ON NE
A E
10
Traning Need Evaluation

DE VIO L N DS
U E
VE R ED
LO AL S
27

PM NE
EN ED
T S
71

N
EE
65

DS
102

88
Series1
Training need identification 89
Training need identification 90
Training need identification 91
Training need identification 92
employees
IN
IT CO
IA M
T IV PR MIT
E

0
5
10
15
20
25
30
35
40
45
& O O M
CU UT CE EN
P S S T

16
ST UT
O & IN
M F
ER QU O

24
O A
RI LIT
EN Y

24
TE TA
CO AM TIO
M W N
28
M O
UN R
I K

8
AP VE CA
PT RS T IO
IT
22

UD ITA N
E L
TO ITY
12
CO LE
N ARN
JO FI

0
B DE
CO RO NC
LE M TA E 2

Nursing
PU TI
C O

Training need identification


AD TE O N
Nursing

ER R
15

ND
SH KN UC
IP O T
& W
16

M PR LE
AN O D
M AG TO GE
3

O E C
TI
VA RIA OL
L S
9

BE TIO N
HA NA EE
V D
12

DE IO L N S
VE UR EED
LO AL S
30

PM NE
EN E DS
T
29

NE
ED
S
39

93
Series1
There are around sixty five staffs working in this department. the main
task of nursing department is patient care. The survey done revealed the
following things:

The graphical projections gives the following traning requirements:

1. Development needs:
Thirty nine people requires traning in this area.

2. Motivational needs:
Thirty employees in this department requires traning in this area.

3. Behavioural needs:
Twenty nine people needs traning.

Suggestions:
Developments needs are of utmost importance as the skills required in
this area must be adequate. Behavioral needs must be of second
imprtance as nursing people must behave properly with patients. Initiative
and customer orientation must be of next importance as patient care
ultimately leads to patient satisfaction.

Training need identification 94


employees
CO
IN M
IT M

0
2
4
6
8
10
12
14
16
18
20
IA IT
TI PR M
VE O O EN
C T
&

7
UT ES
CU PU S
ST T IN
O & FO
M Q
17
ER UA
O LI
T
RI
EN Y

10
TA
TE TI
AM O
N

7
CO
M W
M O
UN RK
IC
VE AT
AP IO
PT RS N

8
IT IT
UD AL
E IT
TO Y
10

LE
CO AR
N
NF
ID 6
JO
B E NC
RO E
5
T

Training need identification


CO AT
M IO
PU CO N

0
LE TE ND
AD R UC
ER KN
O T
Engineering

SH
W
10

IP LE
& PR
M O
DG
AN E
0

TO
AG
M CO
O ER
LS
TI IA
0

VA L
TI NE
BE O ED
NA
HA
L S
2

VI
O NE
DE UR ED
VE AL S
12

LO NE
PM ED
EN S
T
14

NE

95
ED
S
18

Series1
Training need identification 96
employees
IN CO
IT M
IA M
IT

0
1
2
3
4
5
6
TI PR
VE O M
& O C EN
UT E

0
CU PU SS T
ST T IN
O & FO
M Q

0
ER UA
O LI
T
RI

1
EN Y
TE TAT
IO
CO AM N
4
M W
M O
UN R K

2
IC
AP V ATI
O
PT ERS N

2
IT IT
UD AL
E ITY
TO

0
LE
CO AR
N N
1
JO FID
B EN
RO C
2

CO TA E
M T

titels
PU I

Training need identification


LE CO ON
AD TE 0
ER R ND
materials

SH KN UC
O T
IP W
1

& P LE
M DG
AN RO
A E
0

TO
M G
O ER CO
TI IA LS
VA L
0

TI N
BE O EE
HA NA DS
L
1

VI
DE O NE
UR ED
VE AL S
5

LO NE
PM ED
EN S
T
1

NE
ED
S
2

97
Series1
Materials
There are around eleven people working in the materials department. Their
main task is to maintain the availability of the materials required in the
organisation. 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.

2. Initiative and Customer Orientation:


Four people in the materials department requires traning in this area.

3. Communication:
Three employees out of a totle of tweleve needs to improve their
communication skills.

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. Initiative and customer orientation is also an important factor
which needs improvement. the availibility of materials must be according to
customers satisfaction.

Training need identification 98


employees
CO
IN M
IT M
IA

0
1
2
3
4
5
6
7
8
9
T IT
IV
PR M
E O O EN
& U C T

2
TP ES
CU
U S
ST T IN
O & FO
M Q
8
ER UA
O LI
T
RI

5
EN Y
TA
TE TI
AM O
N

4
CO
M W
M O
UN R K

1
IC
VE AT
AP IO
PT RS N

1
IT IT
UD AL
E IT
TO Y

0
LE
CO AR
NF N

0
JO ID
B E
RO NC
E
0
CO TA

Training need identification


M T

Radiology
IO
PU CO N
LE T
0
AD E R N DU
Radiology

ER KN CT
SH O
1

IP W
& L ED
M PR
O G
AN T E
0

AG O
M E C O
O RI LS
TI AL
0

VA
BE T IO
NE
NA ED
HA
L S
1

VI
O N E
DE UR ED
VE AL S
1

LO NE
PM ED
EN S
T
4

NE
ED
S

99
8

Series1
There are fifteen people employeed in this department. It
comprises of reception counter, technicians and doctors . the main task of
this department is to diagnose problems through radiactive equipments. the
interviews and survey revealed the following things:

The graphical projection shows the following traning


requirements:

1. Process Information:
Eight people employed in this department requires traning in this area.

2. Development Needs:
Eight employees needs traning in thts area.

3. Output and Quality:


Five people working in this department requires traning in this area.

Suggestions:

My personel suggestions are according to graphical projections. Process


information is highly essential as the technicians must know how to conduct
diagnostic work. Development needs are required as the doctors and
technicians must be highly efficient.

Training need identification 100


employees
IN CO
IT M
IA M
IT

10
12
TI

0
2
4
6
8
PR
VE O M
& O C E
C U
T ES NT

3
U PU S
ST
O T IN
M & FO
Q

6
ER UA
O LI
R TY
IE

6
NT
TE A
C AM TIO
N
O W
10

M O
M R
U K
N
IC

4
AP VE AT
PT RS IO
IT I N
T
U
D AL 5
E I
TO TY

0
LE
C
O AR
N N 3
JO FID
B EN
R C
C O
3

O TA E
M T
LE PU IO
N

Training need identification


AD TE CO
0
R N
ER
K D
U
Front Office

Front Office
SH N C
O T
IP W
3

& P LE
M D
AN RO G
A E
0

TO
M G C
O E O
TI R
VA IA LS
L
0

BE T IO N
EE
H N DS
AV AL
4

D IO N
U EE
EV R DS
EL AL
O
7

PM N E
EN EDS
T
6

N
EE
D
S
7

101
Series1
As an organisation is the body of human structure , Front office is the
face of that human structure. The main task of front office is to provide
information, direction and billing. There are around twenty two employees
working in this department.

The graphical projection reveals tje following things:

1. Initiative and Customer Orientation;


Around eleven people working in this department requires traning in this
area.

2. Development needs:
Eight employees needs traning in this area.

3. Process Information, Output and Quality, Motivational needs,


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.
Process information is also an important factor. Apart from these traning
must also be provided on behavioural needs.

Training need identification 102


employees
IN CO
IT M
IA M
T IT

0
0.5
1
1.5
2
2.5
PR
IV
E O M
& O C EN
U E T
C S

0
TP
U U S
ST T IN
O & FO
M

1
ER QU
AL
O IT
R Y
IE
N

0
TE T A
C AM TIO
N
O

1
M W
M O
U R
N K
IC

0
AP VE AT
PT R IO
IT SI N
2

U TA
D LI
E TY
TO

0
LE
CO AR
N N

0
JO FID
B E
RO NC

0
CO TA E
M TI
PU C O
LE N

Training need identification


T O

0
AD ER N
ER D
Human Resources

KN UC
SH O
W T

Human Resource
IP

0
&
M PR LED
AN O G
E
0
M AG TO
O ER CO
TI IA LS
VA L
0
BE TIO N
EE
HA N DS
AL
1

VI N
D O
U EE
EV R D
EL AL S
1

O NE
PM ED
EN S
T
0

N
EE
DS
2

The main Task of Human Resource department is planning, organizing,


103
Series1
staffing, leading and controlling. In total these functions represents
management process. Human Resource department is the backbone
behind the workforce. There are five people working in this depatment.

The graphical projections reveals the following points:

1. Communication:
Two people requires to improve their communication skills.

2. Development needs:
Two employees needs traning in this area.

3. Process Information, customer Orientation, Managerial needs,


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. Secondly, communication skills must be taken
care of.

Training need identification 104


Training need identification 105
Research Management
Research Management has been divided into the following stages.

Defining the research


problem & objectives

Developing the
research plan for
collecting information.

Implementing the
research plan,
collecting and analysis
data.

Preparation of the
report or the thesis

Training need identification 106


Research Methodology
The research methodology stages can be divided and explained below:

1. Defining the research problem and objectives


The first most important step is identifying and defining the research
problem and objective. The feasibility of a particular solution has to be
considered before a working formulation of the problem can be set up. The
best way of understanding the problem is to discuss it with one's own
co11eagues or with those having some expertise in the matter.
The “Training need Evaluation” of Fortis Hospital is defined the research
problem and objective of my study. The research problem was discussed
with my HR guide and the expert Human resource manager.

2. Developing the research plan for collecting the information


In dealing with any real life problem it is often found that data at hand are
inadequate, and hence, it becomes necessary to collect data that are
appropriate. There are several ways of collecting the appropriate data
which differ considerably in context to money costs, time and other
resources at the disposal of the researcher. The information are collected
by means of primary as well as secondary data.
Primary data can be collected either through experiment or through survey.
On the other hand, secondary data are collected by means of books.

In my study the survey was conducted with the help of self designed
questionnaire and personal interviews. Relevant data of FORTIS Health
Care Ltd. were referred. These can be divided as:

Primary Source of Data


Primary data collection was done through questionnaires and personal
interviews.

Training need identification 107


Questionnaire
Self designed questionnaires were issued to interviewers. The questions
were open ended as well as close ended in order to collect data regarding
employee's perceptions and expectations. 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. Not only the
employees were interviewed but also the fresh candidates were also
interviewed.

Trend analysis
Human Resource needs were also forecasted by the past trends. With the
aid of past data the training procedures were carried out.

Job analysis analysis


Along with the trend analysis, .job analysis was also done. The detailed
study of jobs is usually made to identify the qualifications and experience
required for them. With the aid of job analysis, we get JOB DESCRIPTION
& JOB SPECIFICATION.

SECONDARY SOURCE OF DATA

Existing Training need procedure and other relevant official documents.


Relevant Books & Journals were also the source of data.

3. Implementing the research plan, collecting & analysis data.


Training need identification 108
The research plan so made is to be implemented. The researcher should
see that the project see that the project is executed in a systematic manner
and in time. If the survey is to conducted by means of structured
questionnaires data can be readily machine processed. In such a situation,
questions as well as the possible answers may be coded. After the data
have been collected, the researcher turns to the task of analysing them.
The analysis of data requires a number of closely related operations such
as establishment of categories, the application of these call:gories to raw
data through coding, tabulation and then drawing statistical inferences.

The Research objective-Training Need was implemented with the


framework of the research plan.

4. Preparation of the report or thesis


Finally, the researcher has to prepare the report of what has been done by
the researcher. Writing of report must be done with great care keeping in
view the following:
l.The layout of the report should be as follows:
(i) The preliminary pages; (ii) The main text
(iii) The end matter.

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 .1 list of tables and list of graphs and charts, if any, given in the
report.

Training need identification 109


Training need identification 110
2.The main text of the report should have the following
parts :

1. 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. The scope of the study along with the various limitations
should as well be stated in this part.
2. Summary of findings:
After introduction there should appear a statement of findings and
recommendations in non-technical language. If the findings are extensive,
they should be summarised.
3. Main report:
The main body of the report should be presented in logical sequence and
broken down into readily identifiable sections.

4. Conclusion:
Towards the end of the main text, the researcher should again put down
the results of his research clearly and precisely. In fact, it is the final
summing up.A t the end of the report, appendices should be enlisted in
respect of all technical data .
5. Bibliography:
list of books, journals, reports, etc. consulted should also be given in the
end. Index should also be given specially in a published research report.

Training need identification 111


Methods of Evaluation
Various methods can be used to collect data on the outcomes of training. Some
of these are:

• Tests:
Standard tests could be used to find out whether trainees have learnt
anything during and after the training.

• 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, superiors and peer groups about the training.

• Human resource factors:


Training can also be evaluated on the basis of employee satisfaction,
which in turn can be examined on the basis of decrease in employee
turnover, absenteeism, accidents, grievances, discharges, dismissals,
ete.

• Cost benefit analysis:


The costs of training (cost of hiring trainers, tools to learn, training
centre, wastage, production stoppage, opportunity cost of trainers and
trainees) could be compared with its value (in terms of reduced learning
time, improved learning, superior performance) in order to evaluate a
training programme.

• Feedback:
After the evaluation, the situation should be examined to identify the
probable causes for gaps in performance. The training evaluation
information (about costs, time spent, outcomes, ete.) should be provided
Training need identification 112
to the instructors, trainees and other parties concerned for control,
correction and improvement of trainees' activities. The training evaluator
should follow it up sincerely so as to ensure effective implementation of
the feedback report at every stage

Training need identification 113


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 programmes for executives in self-management and


subordinate development may be organized.
 More exposures to supervisors in the areas of managing time,
effective communication, motivation, effective supervision, &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.

 Programmes on quality management, 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.

 Appropriate and adequate time should be given for the

Training need identification 114


technical training programmes.

 Training & Development should be made a regular feature and must


be incorporated in the policies of HR.

 Tailor made programmes, considering the specific needs of the


concerned departments, should be worn. On site training
programmes should also be endorsed. 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.

 Efforts should be made to make Training & development Program


effective implementing.

 Practical experience, case studies etc, should be developed as tools


to provide operational training.

 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.
Activities should be done in time as per the distribution of training
calendar.

Training need identification 115


Training need identification 116
RECOMMENDATION

Evaluation of training programs need to be conducted both before, during


and after training to truly access the effectiveness of training. Ideally, more
than one evaluation instrument should be used.

Level 1. evaluation should be done for all courses.


Level 2. evaluations should be done for any courses in which the trainees
need to retain a set of knowledge or apply a specific skill. Level 3.
evaluations are necessary in cases in which the course objective(s) is to
change behavior on the job. A
Level 4. evaluation should be done in those cases in which the results
represent a top priority to the company; the evaluation should be able to be
realistically linked to hard financial information.

With all the effort involved, however, it would be impractical for most
companies to conduct Levels 3 and Level 4 evaluation on every single
course. Recommendations include concentrating on the most expensive
programs, the strategic value of a course, or courses that have high priority
to upper management.

Training need identification 117


Training Need Analysis is a well-developed process adopted by Fortis
Hospital to develop each & every Fortis employee to cope with the
changing trends. The method has been incorporated in the policies of HR
to make room for the uncertainty of the future. 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.

 Commit major resources and adequate time for training and


development.

 Use training and development to bridge the gap with the external
world.

 Integrate the training and development programmes into initiatives for


change management.

 Use training and development programmes as the development tool


for individuals.

 Link organizational operational and individual training needs.

 Install training systems that substitute work experience.

 Ensure that training and development programmes allow the soft


skills to bloom.
Training need identification 118
 Use retraining to continuously upgrade employee's skills.

 Avoid the repetition of Same Training programmes.

 Design the Training and Development programmes to match job


specification.

 Make Training and Development programmes more effective by


making Organisation analysis, Task analysis and Man analysis.

 Create a conducive climate for continued learning and growth. This


will give birth to a healthy personal development, as the experience of
employees will get exposed to the climate.

 Rely on more informal, unstructured unplanned and easily adaptable


training situations. This will help the employees to develop good
interpersonal skills. Thus resulting in learning of other skills also.

 New growth opportunities should be created for the employees so


that they can get new, interesting and professionally challenging work
experiences. These growth opportunities should be prevailed to the
employees at all the levels.

 Create a good system to evaluate the effectiveness of training.

 More & more INHOUSE Training Programs are required to be


imparted for better operational activities. Calling expert faculties in
some specialized field can be good option to acquaint the training
candidates with latest technologies.

 Trainees should be given feed back about their performance after


training, as this will allow them to work on their drawbacks.

 Case studies, audio-video aids etc. should be used to impart


behavioral training program in an effective way.
Training need identification 119
Any project that employs questionnaire as an instrument for study is
bound to have limitations. These limitations may arise due to sampling size
selection, inaccurate responses, or the profile of the sample population.
The salient points, which might have contributed to edge effects in the
instant study, are summarized as under:

 The most important limitation of this analysis is that it has been


conducted in only one of the offices of Forts health care Ltd., which
employs around 250 employees, whereas Forts health care Ltd is a very
big organisation employing number of employees.

 The number of people surveyed were only a part of the whole population
in the Fortis Hospital, Noida.

 The attrition rate of the nurses and doctors are very high that create a
problem to identify the training need.

 A student has conducted the survey for their educational purposes and
not by a professional surveyor.

 As the questionnaire and personal interview had been used for the
survey, the respondents who lack the learning skills could have revealed
the wrong information.

Training need identification 120


 Also the cooperation on the part of the respondents can be difficult to
presume.

Training need identification 121


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.

Training need identification 123


TRAINING FEEDBACK FORM

Programme Title:
Name of the Trainer: Date:

This feedback form will help us improve the quality of programmes. Please express your
thoughts very generously.

1. How will you rate the programme?

Very Useful Useful Partly useful Not Useful

2. What was the most helpful part of the course?

_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_______________

3. What was the least helpful part of the course?

_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_______________

4. How could the instructor have been more effective?

_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________

Training need identification 124


_____________________________________________________________________________
_______________

5. Was enough time dedicated to each subject? If not, what would you recommend we
change for future programs?

_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_______________

6. How will you apply what you learned in this course when you return to your job?

_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_______________

7. Is there any follow-up training or assistance that you feel might help you implement what
you've learned? If yes, what would you recommend?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
____________

Training need identification 125


Training need identification 126
Training need identification 127
PERFORMANCE
REVIEW
Name :

Employee Id :

Designation :

Department :

Location :

Date of Joining :

RATING SCALE FOR “OTHER PERFORMANCE AREAS”

Qualitative Description for Qualitative Assessment


Assessm
ent for Rating Points
other
Perform
ance
Areas
Manifests an extremely high degree of commitment and
A+ application at all times. Serves as a role model 5
Reflects a high degree of commitment and application most of
A the time. 4
Substantially meets expectations in terms of commitment and
B application. Some scope for improvement. 3

Training need identification 128


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

FORM - II
NON-MEDICAL STAFF PERFORMANCE REVIEW
APRIL 2003 – MARCH 2004
(To be filled in by the Reporting Incharge)
Name : «Title»«Name_» Department : «Department» Emp Id : «Emp_ID»
Date of Joining : «DoJ» Designation : «Designation»
PERFORMANCE EVALUATION:
OBSERVATI
PERSONAL DEMONSTRATED BEHAVIOURALASPECTS BY THE EMPLOYEE DURING THE ON BASED
CHARACTERISTICS PERFORMANCE PERIOD SUPPORTING EVALUATION EVALUATIO
N*

JOB KNOWLEDGE


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



INITIATIVE
ORIENTATION


CUSTOMER
ORIENTATION

APTITUDE TO LEARN

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

RELATIONSHIP WITH

SUPERIORS

TEAM WORK •

A+=Exceeds expectations (100%+), A=Meets expectations with high quality (86-99%), B= Substantially meets expectations (71-85%),
C=Meets expectations considerably, shortfall in some areas (61-70%), Shortfall in meeting expectations (50-60%), E= Unsatisfactory
Performance (Below 50%)

AREAS OF IMPROVEMENTS:
OBSERVED IMPROVEMENT/ SUGGESTED ACTION PLAN
AREAS DEVELOPMENT NEEDS WHAT IS TO BE DONE BY BY WHOM
WHEN

OVERALL PERFORMANCE EVALUATION – A+/A/B/C/D/E

SIGNATURE OF THE REPORTING INCHARGE DATE:

COMMENTS OF HEAD OF DEPTT:

Training need identification 130


SIGNATURE OF THE HEAD OF DEPTT : DATE :

SIGNATURE OF HEAD OF HR: DATE :

FINAL DECISION SHARED WITH REPORTING IN-CHARGE ON :

Training need identification 131


PERFORMANCE REVIEW

Name :

Employee Id :

Designation :

Department :

Location :

Date of Joining :

RATING SCALE FOR “OTHER PERFORMANCE AREAS”

Qualitative Description for Qualitative Assessment


Assess
ment
Rating Points
for
other
Perfor
mance
Areas
Manifests an extremely high degree of commitment and
A+ application at all times. Serves as a role 5
model
Reflects a high degree of commitment and application
A 4
most of the time.
Substantially meets expectations in terms of
B
commitment and application. Some scope for 3
improvement.
Substantial scope for improvement in commitment and
C 2
application.

Training need identification 132


D Substantial gap in meeting base standards. Needs to be
1
a focused improvement area.

FORM-I
MEDICAL STAFF PERFORMANCE REVIEW
APRIL 2004 – MARCH 2005
(To be filled in by the Reporting Incharge)

Name : Department : Emp Id :


Date of Joining : Designation :

PERFORMANCE EVALUATION:
REVIEW BRIEF FACTUAL SUPPORT LEADING TO EVALUATION*
PARAMETERS EVALUATION
KNOWLEDGE OF THE
SPECIALISED
FIELD

PRODUCTIVITY
(Output/Work Volume)

OVERALL QUALITY
OF OUTPUT /
WORK / PATIENT
CARE
(Response time &
Standard)

Training need identification 133


ADHERENCE TO
MEDICAL /
CLINICAL /
PATIENT CARE
PROTOCOLS
COST
CONSCIOUSNE
SS
VERSATILITY
(Multi work knowledge
/ Skills )

SELF DISCIPLINE
(Conduct/Discipline)

ATTENDANCE

INITIATIVE
ORIENTATION

PATIENT CARE /
SERVICES
ORIENTATION

APTITUDE TO
LEARN / UPGRADE
KNOWLEDGE /
SKILLS
A+=Exceeds expectations (100%+), A=Meets expectations with high quality (86-99%), B= Substantially meets expectations (71-85%),
COMMITMENT
C=Meets expectations considerably, shortfall in some areas (61-70%), Shortfall in meeting expectations (50-60%), E= Unsatisfactory
TOWARDS Performance (Below 50%)
ORGANIZATIO
NAL VALUES/
NEEDS/
OBJECTIVES
RELATIONSHIP WITH
PEERS

RELATIONSHIP WITH
SUPERIORS

TEAM WORK

A+=Exceeds expectations (100%+), A=Meets expectations with high quality (86-99%), B= Substantially meets expectations (71-85%),
C=Meets expectations considerably, shortfall in some areas (61-70%), Shortfall in meeting expectations (50-60%), E= Unsatisfactory
Performance (Below 50%)

Training need identification 134


AREAS OF IMPROVEMENTS:
OBSERVED SUGGESTED ACTION PLAN
AREAS IMPROVEMENT/ WHAT IS TO BE DONE BY BY
DEVELOPMENT NEEDS WHEN WHOM

OVERALL PERFORMANCE EVALUATION – A+/A/B/C/D/E

SIGNATURE OF THE REPORTING INCHARGE DATE:

COMMENTS OF HEAD OF DEPARTMENT

SIGNATURE OF THE HEAD OF DEPTT : DATE :

SIGNATURE OF HEAD OF HR : DATE :

FINAL DECISION SHARED WITH REPORTING IN-CHARGE ON :

Training need identification 135


Training need identification 136
Training need identification 137
Bibliography

• Rao V.S.P. Human Resource management


• Prasad L.M. Human Resource management
• Pasrikh Uday Instrument for training in HRD
• Pearsonal Training and development.
• www.fortislife.com
• www.yahoo.com
• www.google.com
• www.mammas.com

Training need identification 138