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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:
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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

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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 middlerung 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 Maintenance, Wellness Programmers and Basic Diagnostics. Health

FOCUS ON INFORMATION TECHNOLOGY Fortis Healthcare Limited plans implementation of the world's most advanced integrated Hospital Information System (HIS) and Picture Archiving and Communication System (PACS). 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

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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

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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

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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

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• 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

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Scope Of The Study

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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.

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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

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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
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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
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350 bedded super specialty in Orthopaedics and Neurosciences

Location
Sector 62-Noida 1.5 kms from National Highway 24 Surrounded by a large number of cooperative group societies and adjacent to the institutional and industrial sectors of Noida

Hospital’s Specialties Orthopedics Neuro Sciences
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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
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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

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LAYOUT
TOWARDS TOWARDS NH - 24
RANBAXY LABORATORY

Time Office Entrance
BLOCK

OPD BLOCK
ATRIUM

GATE 1 GATE 2

TOWARDS NH - 24 -NH 24

IPD BLOCK

GATE 3

(Staff Entrance))
GATE 6

GATE 5 (EMERGENCY GATE)
TOWARDS BANK
OF INDIA

GATE 4

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

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HUMAN RESOURCE PLANNING INTRODUCTION
Finding the right man for the right job and developing him into an effective team member is an important function of every manager. Human resource are capable of enlargement, i.e., capable of producing an output that is greater than sum of inputs. In order to harness the human energies in the service of organizational goals, every manager is expected to pay proper attention to recruitment, selection and training activities in an organization. Proper promotional avenues must also be created so as to motivate people to peak performance. All these things, however, do not come by easily. It requires thorough planning and a certain amount of zeal and commitment to convert the rhetoric into concrete action.

MEANING
Human resource is an important corporate asset and the overall performance of companies depends upon the way it is put to use. In order to realize company objectives, it is essential to have a manpower plan. Manpower Planning or Human Resource Planning is essentially the process of getting the right number of qualified people into the right job at the right time. It is a system of matching the supply of people (existing employees and those to be hired or searched for) with openings the organization expects over a given time frame. Human Resource Planning (HRP) is a forward looking function. It tries to asses manpower requirements in advance keeping the production schedules, market fluctuations, demand forecasts, etc., in The background. The manpower plan is subject to revision, of course, and is tuned to the requirements of an organization from time to time. It is an integral part of the overall corporate plan and reflects the broad thinking of management about manpower needs within the organization. The focus of plan is always on getting right number of qualified people into the organization at the right time. To this end, manpower plans are prepared for varying time periods, i.e., short term plans covering a time frame of 2 years and long term plans encompassing a period of 5 or more years.

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OBJECTIVE
The basic purpose of having a manpower plan is to have an accurate estimate of the number of employees required, with matching skill requirements to meet organizational objectives. It provides information about the manner in which existing personnel are employed, the kind of skills required for different categories of jobs and manpower needs over a period of time in relation to organizational objectives. It would also give an indication of the lead time that is available to select and train the required number of additional manpower. More specifically, manpower planning is required to meet the following objectives:



Forecast personnel requirements:

Manpower planning is essential to determine the future manpower needs in an organization. In the absence of such a plan, it would be difficult to have the services of right kind of people at the right time.



Cope with changes:

Manpower planning is required market conditions, technology, products and government regulations in an effective way. These changes may, often, require the services of people having requisite technical knowledge and training. In the absence of a manpower plan, we may not be in a position to enlist their services in time.



Use existing manpower productively: By keeping an inventory of existing personnel in an enterprise by skill, level, training, educational qualifications, work experience, it will be possible to utilize the existing resources more usefully in relation to the job requirements. This also helps in decreasing wage and salary costs in the long run.



Promote employees in a systematic manner:

Manpower planning provides useful information on the basis of which management decides on the promotion of eligible personnel in the organization. In the absence of a manpower plan, it may be difficult to ensure regular promotions to competent people on a justifiable basis. Training need identification 40

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

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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.

c.

d. e.

Facilities charts are displayed at prominent places in the Hospital. Engg. Department would be responsible for displaying these. 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 [email protected] Facilities manual, giving detailed information about the hospital. Fortislife - Intranet

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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.

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

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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.

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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.

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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 .

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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.

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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 humanresources 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 360degree 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.

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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-theshelf 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 topmanagement 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.

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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.

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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.

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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.

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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.

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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.

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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 groupcentered 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.

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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.

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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.

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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

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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

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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.

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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

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Training Need Evaluation

COMMITMENT PROCESS INFO 120 OUTPUT & QUALITY INITIATIVE & CUSTOMER ORIENTATION 100 TEAM WORK COMMUNICATION 80 VERSITALITY APPTITUDE TO LEARN No.of people 60 CONFIDENCE JOB ROTATION 40 CONDUCT COMPUTER KNOWLEDGE 20 PROTOCOLS LEADERSHIP & MANAGERIAL NEEDS 0 1 MOTIVATIONAL NEEDS BEHAVIOURAL NEEDS DEVELOPMENT NEEDS

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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. Administrative / Support Management Nursing Supervisor / Technician / Junior Executive / System Senior Staff Nurse / O T Networking Support Specialist / Technician / Staff Nurse / CSSD Service Co-coordinator / Shift InTechnician / Pharmacist / etc., charge / Supervisor / Technical Assistant / Front Office Assistant / Training need identification 81 Medical

Technician / Mechanic etc.,

Operator

Cum

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 Incharges on the Process and the time schedule for Performance Appraisal. The HOD will be handing over Appraisal Forms to the Executive category of employees for completing the same. 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.

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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.

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number of people
IN IT IA TI VE C O

100

120

20 40 79 58 67 27 52 31 12

40

60

80

0

title

Training need identification
18 15 37 10 10 27 71 65 Series1

Traning Need Evaluation

M PR MI TM O & U O C US TP CES EN T S TO UT IN & M FO ER Q UA O L R IE ITY NT T C EAM ATI O O M M WO N UN R K AP VE ICA PT TI O IT RS N UD IT AL E IT TO Y CO LE AR JO NF N B IDE RO N C O M TA CE LE PU AD T TE CO IO ER R N N SH KN DU IP C O & T W M PR LE AN D G M AG OT E O O ER TI CO VA IA LS L BE TI HA ON NE E A DE VIO L N DS U EE VE R DS LO AL PM NE EN ED S T N EE DS

102

88

Training need identification

89

Training need identification

90

Training need identification

91

Training need identification

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employees
IN IT IA T CO IV E

10

15

20

25

30

35

40

45

0 16 24 24 28 8 22 12 0 2

5

Nursing
3 9 12

Training need identification
15 16 30 29 Series1

Nursing

M PR MIT M O O & EN C CU UT PU ESS T ST T IN O & F M ER QU O AL O RI I EN TY TA TE CO AM TIO N W M M O UN R K I AP VE CA TI PT RS O IT UD ITA N L E TO ITY CO LE N ARN JO FI DE B RO NC CO TA E M LE PU T AD CO ION TE ER R N SH KN DU CT IP O W & M PR LE AN D O AG TO GE M O E C TI VA RIA OL S L BE TIO N HA NA EE D V DE IO L N S VE UR EED LO AL S PM NE ED EN S T NE ED S

39

93

There are around sixty five staffs working in this department. 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.

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employees
CO

10

12

14

16

18

20

0

2

4

6

8

IN IT IA TI VE

7 17 10 7 8 10 6 5

Training need identification
0 10 0 0 2 12 14 Series1

Engineering

95

M M IT PR M EN O O CE T UT & SS CU PU IN ST T FO & O Q M UA ER LI O T RI EN Y TA TE TI O AM N CO W M O M UN RK IC AT VE AP IO RS PT N IT IT AL UD IT E Y TO LE CO AR N NF ID JO EN B CE RO TA CO TI M O PU N CO LE TE ND AD R UC KN ER T O SH W IP LE & PR DG M O AN E TO AG CO M ER O LS TI IA VA L NE TI BE O ED NA HA S L VI NE O UR ED DE S VE AL LO NE PM ED EN S T NE ED S

18

Training need identification

96

employees
CO

0

1

2

3

4

5

6

IN IT IA TI VE

0 0 1 4 2 2 0 1 2

titels

Training need identification
0 1 0 0 1 1 2 Series1

materials

5

M M IT PR M O O CE EN & UT CU SS T PU ST IN T FO O & M Q ER UA LI O T RI EN Y TE TAT IO CO AM N W M O M RK UN IC AT AP VE IO PT RS N IT IT UD AL IT E Y TO LE CO AR N N JO FID EN B RO C CO TA E TI M PU LE CO ON TE AD ND R ER UC KN SH O T IP W & PR LED M AN G O E AG TO M CO O ER TI LS IA VA L TI NE BE O ED NA HA S L VI NE DE OU ED RA VE S L LO NE PM ED EN S T NE ED S

97

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.

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employees
CO

0

1

2

3

4

5

6

7

8

9

IN IT IA T

2 8 5 4 1 1 0 0 0

Training need identification
0 1 0 0 1 1 4 Series1

Radiology

Radiology

M M IT PR M IV O EN O E CE UT T & CU PU SS IN ST T FO & O Q M UA ER LI O T RI EN Y TA TE TI AM O CO N W M O M RK UN IC AT VE AP IO RS PT N IT IT AL UD IT E Y TO LE CO AR N NF ID JO EN B RO CE TA CO TI M O PU N CO LE TE ND AD R ER UC KN SH T O W IP LE & PR DG M O AN E AG TO CO M ER O LS TI IA VA L NE TI BE O ED NA HA S L VI NE O DE UR ED VE AL S LO NE PM ED EN S T NE ED S

99

8

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

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employees
CO

10

12

0

2

4

6

8

IN IT IA TI VE

3 6 6 10 4 5

0 3 3

Training need identification
0 3 0 0 4 7 6 7 Series1

Front Office

Front Office

M M PR IT M O O E C & U ES NT C TP U S U ST IN T O FO & M Q ER UA O LI R TY IE NT TE A AM TIO C N O W M O M R U K N IC AT AP VE IO PT RS N IT IT U AL D I E TO TY LE C AR O N N JO FID EN B R C O C TA E O M TI PU O LE N TE CO AD N R ER D KN UC SH O T IP W & PR LED M AN O G E AG TO M C O ER O TI LS IA VA L N BE TIO EE N H DS AL AV IO N D EE U EV R DS AL EL O NE PM EN EDS T N EE D S

101

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.

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employees
IN IT IA T CO

0.5

1.5

2.5

0

1

2

IV E

0 1 0 1 0 2 0

Human Resources

0 0 0

Human Resource
0 0 0 1 1 0 Series1

The main Task of Human Resource department is planning, organizing, Training need identification 103
M M IT PR M O E O C & U ES NT TP C U S U ST IN T O FO & M Q ER UA LI O TY R IE N TE TAT AM IO C N O W M O M R U K N IC AT AP VE IO PT R SI N IT TA U D LI E TY TO LE CO AR N N JO FID E B RO NC CO TA E M TI PU O LE N TE CO AD N R ER D KN UC SH O T IP W & PR LED M AN G O E AG TO M CO O ER TI LS IA VA L N BE TIO EE N HA DS AL VI N O D EE U EV R D AL EL S O NE PM ED EN S T N EE DS

2

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.

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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

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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.

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The main text of the report should have the following parts :
2.

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.

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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

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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.

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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.

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CONCLUSION
In the present corporate Olympia, which is characterized by unprecedented competition to excel & the large-scale changes in organizational strategies to grow? The Indian organization needs to redraw & revamp their strategies, Organizational structure, management system, decision-making process & styles for effectively coping with the global competition. Today the need of re-examine & reframe the very mode of transacting & process of organization building to meet complex environmental demands & challenges is quite high. Gone are the days when management manages business through transactional' & exchange modes with the unprecedented turbulence today, no organization can achieve success through the old ways of functioning. They need to be innovative in order to cope with the uncertainty around. These are what foreseen in any training program by an organization. On the defined yardsticks, various trainings are conducted in Fortis Hospital Noida for its employees effectively. The training activities at Fortis Hospital Noida are adequate. It is an ongoing continuous process & its possible outcomes can only be met through proper implementation by the organization. Although work at Fortis Hospital Noida has a very systematic Training need identification 122

approach, yet we cannot say that it is free from any loopholes. To get best of the training programmes, management has to take some initiatives. The training cell at Fortis Hospital Noida needs to continuously monitor and review its training programmes to ensure that it remains on stalk.

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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? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

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_____________________________________________________________________________ _______________ 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? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ ____________

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Training need identification

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PERFORMANCE
REVIEW
Name Employee Id Designation Department Location Date of Joining
: : : : : :

RATING SCALE FOR “OTHER PERFORMANCE AREAS”

Qualitative Assessm ent for other Perform ance Areas

Description for Qualitative Assessment Rating Points

A+ A B

Manifests an extremely high degree of commitment and application at all times. Serves as a role model Reflects a high degree of commitment and application most of the time. Substantially meets expectations in terms of commitment and application. Some scope for improvement.

5 4 3
128

Training need identification

C D

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

2 1

FORM - II NON-MEDICAL STAFF PERFORMANCE REVIEW
(To be filled in by the Reporting Incharge) Name : «Title»«Name_» Department : «Department» Emp Id : «Emp_ID» Date of Joining : «DoJ» PERFORMANCE EVALUATION:
PERSONAL CHARACTERISTICS JOB KNOWLEDGE •

APRIL 2003 – MARCH 2004

Designation : «Designation»
OBSERVATI ON BASED EVALUATIO N*

DEMONSTRATED BEHAVIOURALASPECTS BY THE EMPLOYEE DURING THE PERFORMANCE PERIOD SUPPORTING EVALUATION

PRODUCTIVITY (Output/Work) QUALITY OF OUTPUT/ WORK (Response time & Standard) ADHERENCE TO PROCESSES / PROCESS ORIENTATION COST CONSCIOUSN ESS VERSATILITY (Multi work knowledge / Skills )

• •







SELF DISCIPLINE (Conduct/Disciplin e)





ATTENDANCE

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

OVERALL PERFORMANCE EVALUATION – A+/A/B/C/D/E
SIGNATURE OF THE REPORTING INCHARGE COMMENTS OF HEAD OF DEPTT: DATE:

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SIGNATURE OF THE HEAD OF DEPTT SIGNATURE OF HEAD OF HR:

: DATE :

DATE :

FINAL DECISION SHARED WITH REPORTING IN-CHARGE ON :

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PERFORMANCE REVIEW
Name Employee Id Designation Department Location Date of Joining : : : : : :

RATING SCALE FOR “OTHER PERFORMANCE AREAS”

Qualitative Assess ment for other Perfor mance Areas A+ A B

Description for Qualitative Assessment Rating Points

Manifests an extremely high degree of commitment and application at all times. Serves as a role model Reflects a high degree of commitment and application most of the time. Substantially meets expectations in terms of commitment and application. Some scope for improvement. Substantial scope for improvement in commitment and application.

5 4 3 2

C

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D

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

1

FORM-I MEDICAL STAFF PERFORMANCE REVIEW APRIL 2004 – MARCH 2005 (To be filled in by the Reporting Incharge) Name : Date of Joining : Department : Designation : Emp Id :

PERFORMANCE EVALUATION: BRIEF FACTUAL SUPPORT LEADING TO REVIEW PARAMETERS EVALUATION
KNOWLEDGE OF THE SPECIALISED FIELD PRODUCTIVITY (Output/Work Volume) OVERALL QUALITY OF OUTPUT / WORK / PATIENT CARE (Response time & Standard)

EVALUATION*

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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 Performance (Below 50%) TOWARDS 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%)

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

OVERALL PERFORMANCE EVALUATION – A+/A/B/C/D/E SIGNATURE OF THE REPORTING INCHARGE COMMENTS OF HEAD OF DEPARTMENT DATE:

SIGNATURE OF THE HEAD OF DEPTT SIGNATURE OF HEAD OF HR :

:

DATE : DATE :

FINAL DECISION SHARED WITH REPORTING IN-CHARGE ON :

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Training need identification

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Training need identification

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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

• • • •

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