Final Report

A STUDY OF TRAINING NEED
IDENTIFICATION IN FORTIS HOSPITAL
PROJECT REPORT
Submitted in partial fulfillment of the
requirement
For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRTION
(2009-2011)
SUBMITTED BY
EKTA SRIVASTAVA
Roll No.0911670037
INDUSTRY GUIDE FACULTY GUIDE

Miss Jessy John
Miss Divyanshu Chauhan
Manager(HR)
Training need identification 1

Jaipuria Institute Of Management,Ghaziabad
STATEMENT BY THE CANDIDATE
I hereby certify that I, "Ekta Srivastava" has
successfully completed my internship with
“FORTIS HOSPITAL” in the month of June-July
‘2010 from (06/06/10 to 31/08/10). This is also
to certify that this report is an original
product and no unfair means like copying
etc… have been used for its completion.
Name: EKTA SRIVASTAVA

Signature:

ACKNOWLEDGEMENT
No task is a single person effort, same is with this project. Thus I would like to
extend my sincere thanks to all those people who helped me in accomplishing my
project.
I owe my project success to all faculty members,
especially our Director for providing us with this
wonderful opportunity and guidance. I would like to
extend my special gratitude to "Miss JESSY JOHN" for
providing excellent facilitation for the successful
completion of this project. This project provided me a
platform to increase my knowledge and empowered me
with a better understanding of concepts in the real world
scenario. And last but not the least special thanks to
“FORTIS HOSPITAL” who accepted me in spite of my

inexperience in the field and gave me the opportunity to
work and learn with them.
PREFACE
To start any business the success entirely depends on the Human Resourse
Management done about the A Study Of Training Need Identification In Fortis
Hospital.
Training plays a vital role in a business to make it success.
We have tried to put our best effort to complete this task on the basis of skill that
we have achieved during our studies in the institute.
We have tried to put our maximum effort to get the accurate statistical data.
However we would appreciate if any mistakes are brought to us by the reader.

TABLE OF CONTENTS
 Introduction
• Company Profile
• Literature Review
 Objective of Study
 Research Methodology
 Analysis
 Suggestion
 Recommendation
 Limitation
 Conclusion
 Bibliography
Annexure
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 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, 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).
“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 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
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,
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
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.
• 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.
LOGO OF FORTISESIS
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.
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’être.
The FORTIS Network
Fortis Mohali 2001
Amritsar2003

Jessaram2004
Amritsar2003
i Amritsar2003tsar2003
Noida2004
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
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

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
Nephrology
General Surgery
Psychiatry
Urology
Ophthalmology
Pediatrics
Dermatology
Telemedicine
Gastroenterology
Plastic Surgery
Radiology
Oncology
Anesthesiology
Emergency
Physiotherapy
Transfusion Medicine
Gynecology
Dental.
ENT
Internal Medicine
Cardiology
Endocrinology
OUT TOWARDS NH - 24
TOWARDS
-NH 24
TOWARDS
LAYOUT
NH - 24
Time Office Entrance GATE 1

RANBAXY IPD
OPD GATE
BLOCK 5
BLOCK
LABORATORY
GATE 6 GATE 4
2 20
3
(EMERGENCY GATE)
Training need identification
BLOCK TOWARDS BANK
OF INDIA
ATRIUM
(Staff Entrance))
FORTIS AMBASSADORS
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.
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.
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, 2009)

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
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
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).

1. Training is necessary to make employees mobile and versatile. They
can be placed on various jobs depending on organisational needs.
2. Training is needed to bridge the gap between what the employee has
and what the job demands. Training is needed to make employees
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.
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”.
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
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.

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.
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
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.
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.
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.
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.

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.
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 teractions
and relations.
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.

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
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.

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.

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

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 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)Relevance applicability & compatibility of training to work situation.
iv)Training as a means of bringing about change in behavior back on

the job.
v)Behavior including activities that can be observed, measured and

recorded.
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 .
iii) Indicators to be used in determining changes from existing to the

desired level in terms of ratio and frequency.
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.

OBJECTIVE
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 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:
• 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 level

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

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.
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.

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.

2.The main text of the report should have the following
parts :
1. 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.
2. Main report:
The main body of the report should be presented in logical sequence and
broken down into readily identifiable sections.
3. 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.

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
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

ANALYSIS
1 Yes No
)
1) Do you require a high degree of technical
knowledge for your job? No
Yes
No
Interpretation: Most of the trainee accepted that high

degree of technical knowledge is very important. 90%
trainee are accepted it.
2) How do you work? Please circle

Alone Part of a team Other (specify below)

Alone
WithTeam
Others
2 3)To what extent does your job require you to work closely with
) other people, such as customers, clients or people in you own
organisation? Please circle.
Very little Moderately A lot
Very Little
Moderately
A lot

3 4)How much variety is there in your job, ie, to what extent do
) you do different things at work, using several skills and
talents? Please circle.
VeryLittle
Moderately
A lot
4 5) What training or experience would be required? ,(i) machine

) operation,(ii) negotiation skills,(iii) Occupational Health,(iv) Safety
Awareness
machine opration
negotiationskills
health
safty

5 6)What training or development do you need to help more beneficial
) to you?(i) external degree study,(ii) formal meeting procedures,
(iii) leadership training
External Degree Study
Formal Meeting
Procedure
Leadership Training
6) According to you which of the following training are more

beneficial to the organization?

Interpretation: More respondent replied to all the
training as beneficial to the executives, out of that also IN-
COUNTRY TRAINING (80%) was given more prior then IN-
HOUSE TRAINING & OVERSEAS TRAINING (48%&32%)
respectively.
7) How do you select executives for training?
Interpretation: Almost 100% of the respondent said that the

executives are selected on the “NEED BASIS OF THE
ORANISATION AND IMPROVE THE KNOWLEDGE OF THE
FRESH EXECUTIVES”
8) How many training programmes will you attend in a year?

Response No. of Percentage
respondants
Less than 10 14 56
10 - 20 2 8
20 – 40 6 24
More than 40 3 12
Total 25 100
INTERPRETATION:-
The above chart indicates that less training programmes

are held in the organization.
9) To whom the training is given more in your organization?

respondants
Senior staff 3 12
Junior staff 5 20
New staff 6 24
Based on 13 52
requirement
Total 25 100
INTERPRETATION:-
Training is provided on the basis of requirement
10) What are all the important barriers to Training and

Development in your organization?

Response No. of respondants Percentage
Time 5 20
Money 4 16
Lack of interest by 6 24
staff
Non-availability of 10 40
skilled trainer
Total 25 100
INTERPRETATION:-
The above graph indicates that the important barriers to

Training and Development in the organization is Non-
availability of skilled trainers.
11) Enough practice is given for us during training session?

Do you agree with this statement?

Respondants No. of respondants Percentage
Strongly Agree 14 56
Agree 2 8
Somewhat agree 6 24
Disagree 3 12
Total 25 100
INTERPRETATION:-
This graph indicates that enough practice is given for

employees during training sessions.
12) The training sessions conducted in your organization is

useful. Do you agree with this statement?

Strongly agree 15 60
Agree 5 20
Somewhat 5 20
Disagree 0 0
Total 25 100
INTERPRETATION:-
The above graph indicates that the training sessions

conducted in the organization is useful.

13) Employees are given appraisal in order to motivate them
to attend the training. Do u agree with this statement?

Strongly Agree 14 56
Agree 6 24
Somewhat 3 12
Disagree 2 8
Total 25 100
INTERPRETATION:-
The above graph shows that Employees are given

appraisal in order to motivate them to attend the training.
14) What are the skills that the trainer should possess to
make the training effective?

Technical skills 8 32
People skills or 6 24
Soft skills
Generalist makes 6 24
better Personnel
managers than
Specialist
Fond of talking to 5 20
people
Total 25 100
INTERPRETATION:-
The above graph indicates that the trainer should possess

technical skills to make the training effective

15) What are the general complaints about the training
session?

Take away 4 25
precious time of
employees
Too many gaps 10 40
between the
sessions
Training sessions 6 15
are unplanned
Boring and not 5 20
useful
Total 25 100
INTERPRETATION:-
The above graph indicates that there are two many gaps
between the training sessions.

16) Reason for shortage of skilled man power at workplace
are :
Respondats No. of respondants Percentage

Lack of planning 5 20
Lack of support 10 40
from senior staff
Lack of proper 8 32
guidance and
training at
workplace
Lack of quality 2 8
education at
primary and
secondary level
Total 25 100
INTERPRETATION:-

The above graph indicates that reason for shortage of
skilled man power at workplace are lack of support from
senior staff.

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

technical training programmes.
 Training & Development should be made a regular feature and

must be incorporated in the policies of HR..
 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.

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 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.
 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
 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.

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

presume.
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
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.

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

 Please give answer to the basis of
this questioners.
ORGANIZATION NAME:
Name :
Employee Id :
Designation :
Department :
Location :
Date of Joining :
1 Yes No
7
) 1)Do you require a high degree of technical
knowledge for your job? No
2)How do you work? Please circle

Alone Part of a team Other (specify below)

1 3)To what extent does your job require you to work closely
8 with other people, such as customers, clients or people in you
) own organisation? Please circle.
1 4)How much variety is there in your job, ie, to what extent do

9 you do different things at work, using several skills and
) talents? Please circle.
2 5) What training or experience would be required? ,(i) machine

0 operation,(ii) negotiation skills,(iii) Occupational Health,(iv) Safety
) Awareness
2 6)What training or development do you need to help more beneficial

1 to you?(i) external degree study,(ii) formal meeting procedures,
) (iii) leadership training

7)According to you which of the following training are more
beneficial to the organization?
8)How do you select executives for training?
9)How many training programmes will you attend in a year?

respondants
Less than 10
10 - 20
20 – 40
More than 40
Total
10)To whom the training is given more in your organization?

respondants
Senior staff
Junior staff
New staff
Based on

requirement
Total
11)What are all the important barriers to Training and

Development in your organization?
Response No. of respondants Percentage

Time
Money
Lack of interest by
staff
Non-availability of
skilled trainer
Total
12)Enough practice is given for us during training session? Do

you agree with this statement?

Strongly Agree
Agree
Somewhat agree
Disagree
Total

13)The training sessions conducted in your organization is
useful. Do you agree with this statement?

Strongly agree
Agree
Somewhat
Disagree
Total
14)Employees are given appraisal in order to motivate them to

attend the training. Do u agree with this statement?

Strongly Agree
Agree
Somewhat
Disagree
Total
15)What are the skills that the trainer should possess to make the
training effective?

Technical skills
People skills or
Soft skills
Generalist makes
better Personnel
managers than
Specialist
Fond of talking to
people
Total
16)What are the general complaints about the training session?
17)Reason for shortage of skilled man power at workplace are :
Respondats No. of respondants Percentage

Lack of planning
Lack of support
from senior staff
Lack of proper
guidance and
training at
workplace
Lack of quality
education at
primary and
secondary level
Total
Signature of Staff
Member : Date :
Signature of
Supervisor : Date :

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A STUDY OF TRAINING NEED

IDENTIFICATION IN FORTIS HOSPITAL

INDUSTRY GUIDE FACULTY GUIDE

Training need identification 1

STATEMENT BY THE CANDIDATE

I hereby certify that I, "Ekta Srivastava" has

successfully completed my internship with

“FORTIS HOSPITAL” in the month of June-July

‘2010 from (06/06/10 to 31/08/10). This is also

to certify that this report is an original

product and no unfair means like copying

etc… have been used for its completion.

Name: EKTA SRIVASTAVA

Training need identification 2

extend my sincere thanks to all those people who helped me in accomplishing my

I owe my project success to all faculty members,

especially our Director for providing us with this

wonderful opportunity and guidance. I would like to

extend my special gratitude to "Miss JESSY JOHN" for

providing excellent facilitation for the successful

completion of this project. This project provided me a

platform to increase my knowledge and empowered me

with a better understanding of concepts in the real world

scenario. And last but not the least special thanks to

“FORTIS HOSPITAL” who accepted me in spite of my

Training need identification 3

work and learn with them.

we have achieved during our studies in the institute.

However we would appreciate if any mistakes are brought to us by the reader.

Training need identification 4

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

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

Training need identification 7

FORTIS HEALTH CARE LIMITED

“Team Fortis” is committed to meet all healthcare needs of its customers,

Training need identification 8

FOCUS ON INFORMATION TECHNOLOGY

Fortis Healthcare Limited plans implementation of the world's most

Training need identification 9

Created would be constantly upgraded to incorporate advances made by

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

Training need identification 10

Training need identification 12

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

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

• A sophisticated zero-waste water discharge system purifies the

Training need identification 13

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

Training need identification 14

The FORTIS Network

Fortis Mohali 2001

Training need identification 15

WHAT FORTIS PLANS TO DO?

• Setting up a Multi-Speciality Telemedicine Network.

Training need identification 16

The design development for maximizing the accessibility and operational

Training need identification 17

This international architecture award winning facility has a remarkable

FORTIS HOSPITAL NOIDA

Training need identification 18

Time Office Entrance GATE 1

• Hospital & its layouts

Training need identification 22