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FORTIS HOSPITAL
PROJECT REPORT
2007
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
PROJECT REPORT
2006
SUBMITTED BY:
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.
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.
LEVEL1:
A Hub hospital, a Super-specialty unit equipped with all OPD and IPD
facilities.
LEVEL2:
Medical Centers as stand alone units for providing Ambulatory and
Day Care Surgery along with high-level Diagnostics.
LEVEL3:
Health Maintenance Clinics for providing Preventive Health
Maintenance, Wellness Programmers and Basic Diagnostics.
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.
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
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.
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
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.
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.
• 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
• Water Harvesting
Innovative:
• Anticipating problems before they occur
• Team building sessions with the departments
Problems Solving:
Identify Training Requirements 14
• Training clerks to reduce complaints
• Training supervisors in communications to reduce grievances
Regular:
• Orientation
• Recurring training of interviewers
• Refresher courses on safety procedures
ENESIS
LOGO GENESIS
Amritsar2003
Jessaram2004
Amritsar2003
i Amritsar2003tsar2003
Noida2004
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
•
Pool in all the expertise of the FORTIS GROUP to
provide all the necessary medical help to its partners.
Design
Location
Sector 62-Noida
1.5 kms from National Highway 24
Surrounded by a large number of co-
operative group societies and adjacent to
the institutional and industrial sectors of Noida
Hospital’s Specialties
Orthopedics
Neuro Sciences
Gastroenterology
Pulmonology
Plastic Surgery
Radiology
Oncology
Anesthesiology
Emergency
Physiotherapy
Transfusion Medicine
Gynecology
Dental.
ENT
Internal Medicine
Cardiology
Endocrinology
OUT
Department Details
Materials:
Purchase – Ms. Nandini Gokhale Stores
TOWARDS
Time Office Entrance GATE 1
RANBAXY
TOWARDS
LABORATORY OPD BLOCK
BLOCK
-NH 24
TOWARDS
ATRIUM GATE 2
NH - 24
NH - 24
IPD BLOCK GATE 3
TOWARDS BANK
OF INDIA
1. Manpower planning
2. Recruitment and Selections
3. Training and Career Development
4. Periodic Employee Performance Appraisal
5. Employee Grievance Handling.
6. Employee Welfare Scheme
7. Organizational Development
8. Improvement Of Decision Making Skills
9. Wage and Salary Administration.
10. Rewards and Incentives
11. Organizational Structure and Design.
12. Improving Intra-organizational Communication channels.
13. Leave Auditing
14. Job Description & Job Analysis.
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,
• 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.
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.
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
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.
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.
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:
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'
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
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
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.
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.
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
Management responsibilities
• Generating reports to the management regarding patient inflows;
based on individual specialty and consultants, 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
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.
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
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.
• 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.
• 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.
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.
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
.
• Bridges the gap between job needs and employee skills, knowledge
and behavior
Importance
Benefits to the business
• Trained workers can work more efficiently
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.
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”.
PerformanceAnalysis:Assessingcurrent Employee’s
Training Needs
Performance analysis is the process of verifying that there is a
performance deficiency and determining if such deficiency should be
corrected through some other means (like transferring the employee).
There are several methods you can use to identify a current
employee’s training needs. These includes supervisor, peer, self, and 360-
degree performance reviews; job related performance data (including
productivity, absenteeism and tardiness, accidents short-term sickness,
grievances, waste, late deliveries, product quality, downtime, repairs,
equipment utilization, and customer complaints); observations by
supervisors or other specialists; interviews with the employee or his or her
supervisor; tests of things like job knowledge, skills, and attendance;
attitude surveys; individual employee daily diaries; and assessment
centers.
On-the-Job Training
On-the-job training (OJT)
On-the-job training (OJT) means having a person learn a job by a!
doing it. Every employee, from mailroom clerk to company president, getl
the-job training when he or she joins a firm. In many firms, OJT is the only
Using available.
The most familiar type of on-the-job training is the coaching or
understudy method. Here, an experienced worker or the trainee's
supervisor trains employee. At lower levels, trainees may acquire skills by
observing the supervisor. But this technique is widely used at top-
management levels, too. A potential future CEO might spend a year as
assistant to the current CEO, for instance job rotation, in which an
employee (usually a management trainee) moves from job to job at
planned intervals, is another OJT technique. Jeffrey Immelt progressed
through such a process in becoming GE's new CEO. Special assignments
similarity give lower-level executives firsthand experience in working on
actual problem.
OJT has several advantages. It is relatively inexpensive; trainees learn
while producing; and there is no need for expensive off-site facilities like
classrooms or programmed learning devices. The method also facilitates
learning, since trainees . learn by doing and get quick feedback on their
performance. But there are several points to note when using OJT.
Most important, don't take the success of an on-the-job training program
for granted. Carefully train the trainers themselves, and provide the
necessary traing materials. Trainers should know, for instance, the
principles of learning perhaps the four-step job instruction technique that
follows. Low expectation the trainer's part may translate into poorer trainee
performance (a phenomenon researchers have called "the golem effect").
Those training others should emphasize the high expectations they have
for their trainees' success.
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
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
Audiovisual Tools
Simulated Training
Computer-Based Training
Teletraining
Videoconferencing
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
Outside Seminars
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
Conference/discussion approach
In this method, the trainer delivers a lecture and involves the trainee in a
discussion so that his doubts about the job get clarified. When big
organisations use this method, the trainer uses audio-visual aids such as
blackboards, mockups and slides; in some cases the lectures are
videotaped or audio taped. Even the trainee's presentation can be taped for
self-confrontation and self-assessment. The conference is, thus, a group-
centered approach where there is a clarification ot ideas, communication of
procedures and standards to the trainees. Those individuals who have a
general educational background and whatever specific skills are required -
such as typing, shorthand, office equipment operation, filing, indexing,
recording, etc., may be provided with specific instructions to handle their
respective jobs.
Programmed instruction
In recent years this method has become popular. The subject-matter to be
learned is presented in a series of carefully planned sequential units. These
units are arranged from simple to more complex levels of instructions. The
trainee goes through these units by answering questions or filling the
blanks. This method is, thus, expensive and time-consuming.
R - Earn Respect.
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.
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
ii) Nature and size of the group to be trained in terms of prior tr:aining,
situational factors, formal education
4. Raise their own problems and concerns and initiates search for
alternative solutions within the framework of the content being discussed.
COMMITMENT
PROCESS INFO
80 VERSITALITY
APPTITUDE TO LEARN
40 CONDUCT
COMPUTER KNOWLEDGE
20 PROTOCOLS
LEADERSHIP & MANAGERIAL NEEDS
0 MOTIVATIONAL NEEDS
1
BEHAVIOURAL NEEDS
DEVELOPMENT NEEDS
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.
Formats:
The Performance Appraisal Forms are of two types, one for Executive
category another for Staff category.
Process:
The HOD will be briefing all the Department Managers / Executive In-
charges on the Process and the time schedule for Performance Appraisal.
The HOD will be handing over Appraisal Forms to the Executive category
of employees for completing the same.
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.
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.
1. Commitment:
2. Process information:-
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.
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:
6. Communication:
7. Versatility:
8. Aptitude to learn:
9.Cnfidence:
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:
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.
0
20
40
60
80
100
120
TM
C U O
US TP CES EN
TO UT S T
M & IN
F
40
ER Q
UA O
O L
R
IE ITY
79
NT
T
C EAM ATI
O O
58
M
M WO N
UN R 67
AP V IC K
PT ER ATI
IT S O
N
27
UD IT
E A L
TO TY I
52
CO LE
A 31
JO NF RN
B IDE
C RO N
O 12
LE M TA CE
PU T
title
AD
SH R N N
KN DU
IP O C
& T
15
W
M P L
AN RO ED
M G
37
AG T E
O ER OC
TI O
VA IA LS
L
10
BE TI
HA ON NE
A E
10
Traning Need Evaluation
DE VIO L N DS
U E
VE R ED
LO AL S
27
PM NE
EN ED
T S
71
N
EE
65
DS
102
88
Series1
Training need identification 89
Training need identification 90
Training need identification 91
Training need identification 92
employees
IN
IT CO
IA M
T IV PR MIT
E
0
5
10
15
20
25
30
35
40
45
& O O M
CU UT CE EN
P S S T
16
ST UT
O & IN
M F
ER QU O
24
O A
RI LIT
EN Y
24
TE TA
CO AM TIO
M W N
28
M O
UN R
I K
8
AP VE CA
PT RS T IO
IT
22
UD ITA N
E L
TO ITY
12
CO LE
N ARN
JO FI
0
B DE
CO RO NC
LE M TA E 2
Nursing
PU TI
C O
ER R
15
ND
SH KN UC
IP O T
& W
16
M PR LE
AN O D
M AG TO GE
3
O E C
TI
VA RIA OL
L S
9
BE TIO N
HA NA EE
V D
12
DE IO L N S
VE UR EED
LO AL S
30
PM NE
EN E DS
T
29
NE
ED
S
39
93
Series1
There are around sixty five staffs working in this department. the main
task of nursing department is patient care. The survey done revealed the
following things:
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.
0
2
4
6
8
10
12
14
16
18
20
IA IT
TI PR M
VE O O EN
C T
&
7
UT ES
CU PU S
ST T IN
O & FO
M Q
17
ER UA
O LI
T
RI
EN Y
10
TA
TE TI
AM O
N
7
CO
M W
M O
UN RK
IC
VE AT
AP IO
PT RS N
8
IT IT
UD AL
E IT
TO Y
10
LE
CO AR
N
NF
ID 6
JO
B E NC
RO E
5
T
0
LE TE ND
AD R UC
ER KN
O T
Engineering
SH
W
10
IP LE
& PR
M O
DG
AN E
0
TO
AG
M CO
O ER
LS
TI IA
0
VA L
TI NE
BE O ED
NA
HA
L S
2
VI
O NE
DE UR ED
VE AL S
12
LO NE
PM ED
EN S
T
14
NE
95
ED
S
18
Series1
Training need identification 96
employees
IN CO
IT M
IA M
IT
0
1
2
3
4
5
6
TI PR
VE O M
& O C EN
UT E
0
CU PU SS T
ST T IN
O & FO
M Q
0
ER UA
O LI
T
RI
1
EN Y
TE TAT
IO
CO AM N
4
M W
M O
UN R K
2
IC
AP V ATI
O
PT ERS N
2
IT IT
UD AL
E ITY
TO
0
LE
CO AR
N N
1
JO FID
B EN
RO C
2
CO TA E
M T
titels
PU I
SH KN UC
O T
IP W
1
& P LE
M DG
AN RO
A E
0
TO
M G
O ER CO
TI IA LS
VA L
0
TI N
BE O EE
HA NA DS
L
1
VI
DE O NE
UR ED
VE AL S
5
LO NE
PM ED
EN S
T
1
NE
ED
S
2
97
Series1
Materials
There are around eleven people working in the materials department. Their
main task is to maintain the availability of the materials required in the
organisation. The interviews undertaken reveald the following results:
1. Motivational needs:
Around eighty people needs traning in this area.
3. Communication:
Three employees out of a totle of tweleve needs to improve their
communication skills.
Suggestions:
0
1
2
3
4
5
6
7
8
9
T IT
IV
PR M
E O O EN
& U C T
2
TP ES
CU
U S
ST T IN
O & FO
M Q
8
ER UA
O LI
T
RI
5
EN Y
TA
TE TI
AM O
N
4
CO
M W
M O
UN R K
1
IC
VE AT
AP IO
PT RS N
1
IT IT
UD AL
E IT
TO Y
0
LE
CO AR
NF N
0
JO ID
B E
RO NC
E
0
CO TA
Radiology
IO
PU CO N
LE T
0
AD E R N DU
Radiology
ER KN CT
SH O
1
IP W
& L ED
M PR
O G
AN T E
0
AG O
M E C O
O RI LS
TI AL
0
VA
BE T IO
NE
NA ED
HA
L S
1
VI
O N E
DE UR ED
VE AL S
1
LO NE
PM ED
EN S
T
4
NE
ED
S
99
8
Series1
There are fifteen people employeed in this department. It
comprises of reception counter, technicians and doctors . the main task of
this department is to diagnose problems through radiactive equipments. the
interviews and survey revealed the following things:
1. Process Information:
Eight people employed in this department requires traning in this area.
2. Development Needs:
Eight employees needs traning in thts area.
Suggestions:
10
12
TI
0
2
4
6
8
PR
VE O M
& O C E
C U
T ES NT
3
U PU S
ST
O T IN
M & FO
Q
6
ER UA
O LI
R TY
IE
6
NT
TE A
C AM TIO
N
O W
10
M O
M R
U K
N
IC
4
AP VE AT
PT RS IO
IT I N
T
U
D AL 5
E I
TO TY
0
LE
C
O AR
N N 3
JO FID
B EN
R C
C O
3
O TA E
M T
LE PU IO
N
Front Office
SH N C
O T
IP W
3
& P LE
M D
AN RO G
A E
0
TO
M G C
O E O
TI R
VA IA LS
L
0
BE T IO N
EE
H N DS
AV AL
4
D IO N
U EE
EV R DS
EL AL
O
7
PM N E
EN EDS
T
6
N
EE
D
S
7
101
Series1
As an organisation is the body of human structure , Front office is the
face of that human structure. The main task of front office is to provide
information, direction and billing. There are around twenty two employees
working in this department.
2. Development needs:
Eight employees needs traning in this area.
Suggestions:
0
0.5
1
1.5
2
2.5
PR
IV
E O M
& O C EN
U E T
C S
0
TP
U U S
ST T IN
O & FO
M
1
ER QU
AL
O IT
R Y
IE
N
0
TE T A
C AM TIO
N
O
1
M W
M O
U R
N K
IC
0
AP VE AT
PT R IO
IT SI N
2
U TA
D LI
E TY
TO
0
LE
CO AR
N N
0
JO FID
B E
RO NC
0
CO TA E
M TI
PU C O
LE N
0
AD ER N
ER D
Human Resources
KN UC
SH O
W T
Human Resource
IP
0
&
M PR LED
AN O G
E
0
M AG TO
O ER CO
TI IA LS
VA L
0
BE TIO N
EE
HA N DS
AL
1
VI N
D O
U EE
EV R D
EL AL S
1
O NE
PM ED
EN S
T
0
N
EE
DS
2
1. Communication:
Two people requires to improve their communication skills.
2. Development needs:
Two employees needs traning in this area.
Suggestion:
Developing the
research plan for
collecting information.
Implementing the
research plan,
collecting and analysis
data.
Preparation of the
report or the thesis
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:
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.
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.
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.
• 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.
• 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
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.
Use training and development to bridge the gap with the external
world.
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.
Programme Title:
Name of the Trainer: Date:
This feedback form will help us improve the quality of programmes. Please express your
thoughts very generously.
_____________________________________________________________________________
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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?
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
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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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____________
Employee Id :
Designation :
Department :
Location :
Date of Joining :
FORM - II
NON-MEDICAL STAFF PERFORMANCE REVIEW
APRIL 2003 – MARCH 2004
(To be filled in by the Reporting Incharge)
Name : «Title»«Name_» Department : «Department» Emp Id : «Emp_ID»
Date of Joining : «DoJ» Designation : «Designation»
PERFORMANCE EVALUATION:
OBSERVATI
PERSONAL DEMONSTRATED BEHAVIOURALASPECTS BY THE EMPLOYEE DURING THE ON BASED
CHARACTERISTICS PERFORMANCE PERIOD SUPPORTING EVALUATION EVALUATIO
N*
•
JOB KNOWLEDGE
•
PRODUCTIVITY
(Output/Work)
QUALITY OF •
OUTPUT/ WORK
(Response time &
Standard)
ADHERENCE TO •
PROCESSES /
PROCESS
ORIENTATION
COST •
CONSCIOUSN
ESS
•
VERSATILITY
(Multi work
knowledge /
Skills )
•
SELF DISCIPLINE
(Conduct/Disciplin
e)
ATTENDANCE
•
CUSTOMER
ORIENTATION
APTITUDE TO LEARN
COMMITMENT •
TOWARDS
ORGANISATIONAL
VALUES/ NEEDS/
OBJECTIVES
A+=Exceeds expectations •
RELATIONSHIP WITH (100%+), A=Meets expectations with high quality (86-99%), B= Substantially meets expectations (71-85%),
C=Meets expectations considerably, shortfall in some areas (61-70%), Shortfall in meeting expectations (50-60%), E= Unsatisfactory
PEERS
Performance (Below 50%)
RELATIONSHIP WITH
•
SUPERIORS
TEAM WORK •
A+=Exceeds expectations (100%+), A=Meets expectations with high quality (86-99%), B= Substantially meets expectations (71-85%),
C=Meets expectations considerably, shortfall in some areas (61-70%), Shortfall in meeting expectations (50-60%), E= Unsatisfactory
Performance (Below 50%)
AREAS OF IMPROVEMENTS:
OBSERVED IMPROVEMENT/ SUGGESTED ACTION PLAN
AREAS DEVELOPMENT NEEDS WHAT IS TO BE DONE BY BY WHOM
WHEN
Name :
Employee Id :
Designation :
Department :
Location :
Date of Joining :
FORM-I
MEDICAL STAFF PERFORMANCE REVIEW
APRIL 2004 – MARCH 2005
(To be filled in by the Reporting Incharge)
PERFORMANCE EVALUATION:
REVIEW BRIEF FACTUAL SUPPORT LEADING TO EVALUATION*
PARAMETERS EVALUATION
KNOWLEDGE OF THE
SPECIALISED
FIELD
PRODUCTIVITY
(Output/Work Volume)
OVERALL QUALITY
OF OUTPUT /
WORK / PATIENT
CARE
(Response time &
Standard)
SELF DISCIPLINE
(Conduct/Discipline)
ATTENDANCE
INITIATIVE
ORIENTATION
PATIENT CARE /
SERVICES
ORIENTATION
APTITUDE TO
LEARN / UPGRADE
KNOWLEDGE /
SKILLS
A+=Exceeds expectations (100%+), A=Meets expectations with high quality (86-99%), B= Substantially meets expectations (71-85%),
COMMITMENT
C=Meets expectations considerably, shortfall in some areas (61-70%), Shortfall in meeting expectations (50-60%), E= Unsatisfactory
TOWARDS Performance (Below 50%)
ORGANIZATIO
NAL VALUES/
NEEDS/
OBJECTIVES
RELATIONSHIP WITH
PEERS
RELATIONSHIP WITH
SUPERIORS
TEAM WORK
A+=Exceeds expectations (100%+), A=Meets expectations with high quality (86-99%), B= Substantially meets expectations (71-85%),
C=Meets expectations considerably, shortfall in some areas (61-70%), Shortfall in meeting expectations (50-60%), E= Unsatisfactory
Performance (Below 50%)