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PROJECT REPORT
Submitted in partial fulfillment of the
requirement
For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRTION
(2009-2011)
SUBMITTED BY
EKTA SRIVASTAVA
Roll No.0911670037
No task is a single person effort, same is with this project. Thus I would like to
project.
PREFACE
To start any business the success entirely depends on the Human Resourse
Management done about the A Study Of Training Need Identification In Fortis
Hospital.
Training plays a vital role in a business to make it success.
We have tried to put our best effort to complete this task on the basis of skill that
We have tried to put our maximum effort to get the accurate statistical data.
Introduction
• Company Profile
• Literature Review
Objective of Study
Research Methodology
Analysis
Suggestion
Recommendation
Limitation
Conclusion
Bibliography
Annexure
Training need identification 5
About Fortis Health Care Ltd
Dr. Parvinder Singh was a visionary, a strategist, a thinker and a scientist,
an entrepreneur and leader of the industry. A rare personality who always
thought beyond his time and could realize many of his dreams in a short
span of life. In his early stint in the pharma industry he understood the
limitations of the Indian Market and the restrictive environment of price
control regime. This led him to his first international foray in 1978. The
Indian pharma industry’s entire strategy of globalization started from
Ranbaxy and Dr. Singh.
In the early 90’s, when both “globalization” and “level playing field” was
being touted of in India, Ranbaxy was doing business in 20 countries.
When Indian industrialists were dreading the GATT agreement, Dr. Singh
was formulating his Ranbaxy mission statement, “To be a Research based
International pharmaceutical company”. He understood the value of
research and he knew that the company’s survival post GATT would
depend upon ability to discover new molecules. Science and Technology
was very near to his heart! It was his personal interest, which created
advance research activities at Ranbaxy’s R&D center to start new drug
discovery research and new drug delivery research, as a first step towards
preparation for post GATT era.
Training need identification 6
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 acquired and respected talent. It was through this pursuit of talent that
Dr. Parvinder Singh was able to transform Ranbaxy from a middle-rung
company to the India’s first pharmaceutical MNC with turnover touching Rs.
1400 Crores. He promoted competence and quality. Dr. Singh
demonstrated the highest standards of professionalism, integrity and
corporate ethics and set an example for Indian Industry. He was an
outstanding leader always remembered for his sterling qualities of “head &
heart”.
But his vision did not remain limited to researching, developing, producing
and distributing medicine. He always thought, along with his
pharmaceutical endeavor, he would create a total, unique, far reaching
health delivery system. He dreamt of creating a health delivery system of a
very unique standard, comparable to the best in the world, convenient,
easily available and accessible from any part of the Country. Accordingly,
he setup Fortis Healthcare Limited to promote Super Specialty Hospitals.
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).
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:
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 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,
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
Training need identification 11
cardiac surgeons and cardiologists based on US teaching hospital
standards. As a continuing relationship with PHS, there will be an
exchange and updates on cardiac care, hospital processes, technology and
postgraduate educational exchange. FHL will get an opportunity to become
a participant in the "Centre for Innovative Minimally Invasive Therapy"
(CIMIT) and in the prestigious "Operating room of the future" project. CIMIT
is a medical research and development consortium comprising the BWH,
MGH, Draper Laboratories and the Massachusetts Institute of Technology
(MIT). By working together with the industry, the goal of CIMIT is to
discover, develop and evaluate new approaches and technologies in
minimally invasive diagnosis and treatment
AWARD
This design won the Best Design Award '99 of the American Institute
of Architecture.
The care and concern for patients starts right from the design of the
institute. A design developed for optimum patient care, accessibility and
operational efficiency by the hospital design specialists Kaplan McLaughlin
Diaz of San Francisco.
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
LOGO OF FORTISESIS
LOGO GENESIS
Amritsar2003
i Amritsar2003tsar2003
Noida2004
•
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
Nephrology
General Surgery
Psychiatry
Urology
Ophthalmology
Training need identification 19
Pediatrics
Dermatology
Telemedicine
Gastroenterology
Plastic Surgery
Radiology
Oncology
Anesthesiology
Emergency
Physiotherapy
Transfusion Medicine
Gynecology
Dental.
ENT
Internal Medicine
Cardiology
Endocrinology
OUT TOWARDS NH - 24
TOWARDS
-NH 24
TOWARDS
LAYOUT
NH - 24
(Staff Entrance))
FORTIS AMBASSADORS
Keeping in view our prime focus of being “Patient Centric”, it is felt that all
FORTIS Team members must act like a Family of Hosts to our customers,
who require staying in the hospital, our home. Therefore, it is believed that
all the Fortis Members must be thoroughly familiar with the
Each and every employee is the Ambassador of the Institute. Any person
bearing a FORTIS nametag is expected to know about the Organization in
depth so that any outsider be it the patient, attendant or any other visitor,
gets all their queries answered satisfactorily.
PRESS SPEAK
1. DAINIK JAGARAN
(February 10, 2005)
Fortis hospital, Noida is making a great effort in helping the poor and
needy. The hospital doesn’t have any charitable trust as at for such
purpose. Still, it has created an example of helping the poor people. A two
year old child being treated free of cost during the last six month. It has
been noted that Sonu, a two year old boy, met with a road accident and
went in comma. The child’s poor parents couldn’t afford the cost. The
hospital has spent more than 2.5 lakhs on this child.
3. JANSATTA EXPRESS
(April 16, 2005)
Fortis Hospital, Noida a super specialty in Orthopaedics and Neuro
Sciences is attracting Foreigners for their healthcare. People from abroad
come here for their knee and joint operation.
4. DAINIK JAGRAN
(May 19, 2005)
Fortis Hospital, Noida adds one more gem to it’s crown by operating
the chief striker of Bangladesh’s football team Md. Shaifurehman Moni. The
footballer had his knee operated under the guidance of Orthopaedics Chief
Dr. Rajgopal
5. HINDUSTAN TIMES
(July 16, 2009)
• 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
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
Training need identification 34
for granted. Carefully train the trainers themselves, and provide the
necessary traing materials. Trainers should know, for instance, the
principles of learning perhaps the four-step job instruction technique that
follows. Low expectation the trainer's part may translate into poorer trainee
performance (a phenomenon researchers have called "the golem effect").
Those training others should emphasize the high expectations they have
for their trainees' success.
Here are some steps to help ensure success
Step1. Prepare the learner
1. Put the learner at ease-relieve the tension.
2. Explain why he or she is being taught.
3. Create interest, encourage questions, find out what the learner already
about this or other jobs.
4. Explain the whole job and relate it to some job the worker already knows.
5. Place the learner as close to the normal working position as possible.
6. Familiarize the worker with equipment, materials, tools, and trade terms.
Apprenticeship 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
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:
Audiovisual Tools
Simulated Training
ELECTRONIC METHOD
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
It is defined as a method of human interaction that involves realistic
behaviour in imaginary situations. This method of training involves action,
doing and practice. The participants play the role of certain characters,
such as the production manager, mechanical engineer, superintendents,
maintenance engineers, quality control inspectors, foreman, workers and
the like. This method is mostly used for developing interpersonal teractions
Training need identification 41
and relations.
Lecture method
The lecture is a traditional and direct method of instruction. The instructor
organizes the material and gives it to a group of trainees in the form of a
talk. To be effective, the lecture must motivate and create interest among
the trainees. An advantage of lecture method is that it is direct and can be
used for a large group of trainees. Thus, costs and time involved are
reduced. The major limitation of the lecture method is that it does not
provide for transfer of training effectively.
Conference/discussion approach
In this method, the trainer delivers a lecture and involves the trainee in a
discussion so that his doubts about the job get clarified. When big
organisations use this method, the trainer uses audio-visual aids such as
blackboards, mockups and slides; in some cases the lectures are
videotaped or audio taped. Even the trainee's presentation can be taped for
self-confrontation and self-assessment. The conference is, thus, a group-
centered approach where there is a clarification ot ideas, communication of
procedures and standards to the trainees. Those individuals who have a
general educational background and whatever specific skills are required -
such as typing, shorthand, office equipment operation, filing, indexing,
recording, etc., may be provided with specific instructions to handle their
respective jobs.
Programmed instruction
In recent years this method has become popular. The subject-matter to be
learned is presented in a series of carefully planned sequential units. These
units are arranged from simple to more complex levels of instructions. The
trainee goes through these units by answering questions or filling the
blanks. This method is, thus, expensive and time-consuming.
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.
Training need identification 46
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
• To impart the basic knowledge and skill to the entrants and enable
them to perform their jobs well.
Innovative:
• Anticipating problems before they occur
• Team building sessions with the departments
Problems Solving:
• Training clerks to reduce complaints
• Training supervisors in communications to reduce grievances
Regular:
• Orientation
• Recurring training of interviewers
• Refresher courses on safety procedures
suggests training objectives can be of three types. The most basic training
takes place through orientation programmes. The second of training
objective is problem solving. The focus is on solving a specific problem
instead of providing general information about a problem area. The final
objective is innovation. Here the emphasis is on changing the mind set of
workers, supervisors and executives working at various level
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:
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.
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. Summary of findings:
After introduction there should appear a statement of findings and
recommendations in non-technical language. If the findings are extensive,
they should be summarised.
2. Main report:
The main body of the report should be presented in logical sequence and
broken down into readily identifiable sections.
3. Bibliography:
list of books, journals, reports, etc. consulted should also be given in the
end. Index should also be given specially in a published research report.
• 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 58
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
1 Yes No
)
1) Do you require a high degree of technical
knowledge for your job? No
Yes
No
2 3)To what extent does your job require you to work closely with
) other people, such as customers, clients or people in you own
organisation? Please circle.
Very Little
Moderately
A lot
VeryLittle
Moderately
A lot
machine opration
negotiationskills
health
safty
Formal Meeting
Procedure
Leadership Training
INTERPRETATION:-
INTERPRETATION:-
INTERPRETATION:-
INTERPRETATION:-
INTERPRETATION:-
INTERPRETATION:-
14) What are the skills that the trainer should possess to
make the training effective?
INTERPRETATION:-
INTERPRETATION:-
The above graph indicates that there are two many gaps
between the training sessions.
INTERPRETATION:-
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
Training need identification 82
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.
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.
Training need identification 83
These are what foreseen in any training program by an organization.
On the defined yardsticks, various trainings are conducted in Fortis
Hospital Noida for its employees effectively. The training activities at Fortis
Hospital Noida are adequate. It is an ongoing continuous process & its
possible outcomes can only be met through proper implementation by the
organization. Although work at Fortis Hospital Noida has a very systematic
approach, yet we cannot say that it is free from any loopholes. To get best
of the training programmes, management has to take some initiatives. The
training cell at Fortis Hospital Noida needs to continuously monitor and
review its training programmes to ensure that it remains on stalk.
ORGANIZATION NAME:
Name :
Employee Id :
Designation :
Department :
Location :
Date of Joining :
1 Yes No
7
) 1)Do you require a high degree of technical
knowledge for your job? No
15)What are the skills that the trainer should possess to make the
training effective?
Signature of Staff
Member : Date :
Signature of
Supervisor : Date :