human resource development in apollo hospital mysore

SEIED BENIAMIN HOSSEINIBA,LLB,PG STUDENT IN MBA,BIMS-UNIVERSITY OF MYSORE

HUMAN RESOURCE DEVELOPMENT IN APOLLO HOSPITAL MYSORE

September 2016

By set of systematic and planned activities

It is Designed by an organisation

To provide opportunities to learn necessary skills

When HRD should begin ?

to meet current and future job demands

HRD

HRD programs must respond to job changes and integrate the long – term plans and strategies of the organisation to ensure the efficient and effective use of resources.”

when an employee joins an organisation and continue throughout his or her career regardless of whether that employee is an executive or a worker on an assembly line.

What is must and should for HRD?

HRD

Learning

Training:acquiring knowledge of or skill in something by

study, experience or being taught – a never-ending process of personal unfolding

a relatively systematic attempt to bring someone to a desired standard of efficiency by

instruction and practice

What is Training OR HRD Need?Gap between what an organization expects to happen and what actually occursIdentifies needs in this sense focus on skills training necessity to correct the discrepancy. Analytic Needs identify new and better ways to perform tasks. The needs are generally discovered by intuition, insight or expert consideration. Compliance Needs are those needs that are mandated by law. Often deals with mandated training programs, such as safety training or food handlingHRD professionals should be proactive and future oriented. HRD professionals should bother with needs assessment. HR frames this in terms of potentially hazardous shortcuts

changes in the behaviour of employees involves the following areas:1. Recruitment and selection of employees for meeting the present and future requirements

of an organization.

2. Performance appraisal of the employees in order to understand their capabilities and

improving them through additional training.

3. Offering the employees’ performance counseling and performance interviews from the

superiors.

4. Career planning and development programmes for the employees.

5. Development of employees through succession planning.

6. Workers’ participation and formation of quality circles

7. Employee learning through group dynamics and empowerment.

8. Learning through job rotation and job enrichment.

9. Learning through social and religious interactions and programmes.

10. Development of employees through managerial and behavioral skills.

Apollo Hospital Apollo BGS Hospitals is an NABH accredited, Super-specialty tertiary care hospital which Founded in

the year 2001, today it is one of the largest private hospitals in the heart of Royal City Mysore, with

over 200 beds and over 30 Specialist. Apollo Hospital providing diagnostic, therapeutic and intensive

care facilities in one medical center which has located at Adhichunchanagiri Road, Kuvempunagar,

Mysore, Karnataka 570023.

This Hospital is a significant social initiative from Apollo Group. It is designed to raise India's global

standing as a healthcare destination, with emphasis on excellence in clinical services, diagnostic

facilities and research activities. It is only hospitals in Mysore to function with a “Full Time Specialist

System”, to ensure the availability and access to the best medical talent. Treating over 200,000 patients

annually.

The main objective of this study is to study the organization of various departments, the origin growth

and development of the industry and organization, the present status of the industry ,future prospects

of the industry as Apollo Hospital ll as the organization. The study also helps to identify the specific

quality of management which makes this hospital more popular among other hospitals in Mysore.

Activities of HRD programs in Apollo Hospital “The key to success is investment in its people” They build a culture of interaction that enables the members to feel like they are

part of a family, rather than just a business or a job. the way of people think and behave is deeply rooted in the company philosophy

Integrity

Teamwork

Respect

Customer Satisfaction

Safety

Continuous Improvement

The value of activities

Competitive Advantage and Mutual Prosperity

Promote Individuals

Train Employees in new Skills

Respect for people and continuous

improvement

suggests where in the organization training needed and under what conditions it will occur

explains what must be done to perform a job or complete a process successfully

Explains who needs to be trained & what kind of training they need

:

human resource inventories

organizational climate measuresskill inventories

Levels of Needs

Analysis

Strategic or organizational

analysis

Task Analysis

Person Analysis

Methods of Strategic / Organizational Analysis

Sources of Data For Organizational Need Analysis

Recommended Data Source HRD/Training Need Implications

Organizational Goals & Objectives Where HRD or training emphasis can and should be placed. These provide normative standards of both direction and expected impact, which can highlight deviations from objectives and performance problems

Human Resource (Manpower) Inventory Where HRD/training is needed to fill gaps caused by retirement, turnover, age, etc. this provides an important demographic database regarding possible scope of training needs

Skill Inventory No. of employees in each skill group, knowledge and skill levels, training time per job, etc. this provides an estimate of the magnitude of the specific needs for HRD/training. Useful in cost-benefit analysis

Organizational Climate Indexes “Quality of working life” indicators at the organization may help focus on problems of HRD components

Task Analysis

• . Task analysis sometimes also known as operational analysis, is a systematic collection of data about a specific job or group of jobs to determine what an employee should be taught to achieve optimal performance

Results of a task analysis typically include the appropriate standards of performance, how tasks should be performed to meet these standards, the knowledge, skills and other characteristics

Step 1 : Overall Job Description : JD is the narrative statement of the major activities involved in performing a job and the conditions under which the job is to be performedJob analysis : a systematic study of a job to identify its major components. A Job Analysis process generally involves observing the job being performed; asking job incumbents and supervisors questions about the job, tasks, working conditions & knowledge, skills etc.

Task Analysis process

• Step II : Task Identification : it focuses on the behaviors performed within the job. The following information about the job is determined and clearly described:

The major tasks within the job

How each task should be performed (performance standard)

The variability of performance (how the task is actually performed on day to day basis)

5 methods for task identification include

it involves a trained observer, watch and note the nature and frequency of an employee activity. Time Sampling

the EE knows it is time to perform a particular behavior, is the response or behavior that EE is to perform and then it is feedback of the EE received about how well the behavior was performed

Stimulus – response Feedback

a questionnaire is developed by asking people familiar with the job to identify all of its tasks. This list is then given to supervisors and job incumbents to evaluate each task is important and time spent to perform the task. This allows inputs from many people and gives numerical information's about each task that can be used to compute indexes and be analyzed

Job inventories

developed by John Flanagan can be used for task identification. It involves having individuals who are familiar with the job record incidents of particularly effective and ineffective behavior that have been seen on the job over a period of time. This can be done by individuals or groups.

Critical incident technique

Job- duty –task method

the job is divided into its subparts providing a comprehensive list that identifies the job title, each of its duties and tasks and finally the knowledge, skills abilities or other characteristics (KSAO) required to perform each subtasks.

Step III : Identify what it takes to do the job: successful task performance requires that employees possess the KSAO’s to perform

the task. HRD professional must specify the KSAO’s because it is these competencies that employees must develop or acquire during the training program.

Information on KSAO required to perform a job is valuable in determining the focus of an HRD program. Some skills such as written and oral communication or knowledge of safety products and procedure are necessary for effective performance. In such case HRD program may be developed and conducted that can be offered to employees in a wide range of jobs

Step IV : Identify the areas that can most benefit from Training or HRD : the focus here is on determining which tasks and capabilities should be included in HRD programs, both ratings of tasks as well as ratings of KSAO should be examined.

Task ratings should be studied concerning their importance, time spent, and the ease of acquisition. These ratings should be studied for their importance, difficult of learning and opportunity to acquire them on the job.

Step V : Prioritize Training Needs : it should be clear with tasks and KSAO could benefit from training. These tasks and

KSAO’s should be prioritized to determine which ones should be addressed first. Again inspection of ratings provided in steps 2 and 3 can facilitate the prioritizations process.

Person Analysis

Evaluation approach called 360 degree performance appraisal uses as many if these sources as possible to get a complete picture of employees performance

Determining the training needs of individual employees. The focus is typically on how well each employee is performing key job tasks, but this process may identify a wide range of both common and unique HRD needs

Traditionally, Person Analysis involved an EE and their supervisor. Depending an the nature of individual’s work, that EE peers, customers, and subordinates may also be in a position to provide information that can be used to identify person-level needs.

Technique or Data Obtained HRD / Training Need Implications

Attitude Survey Useful in determining morale, motivation or satisfaction of each employee

Rating Scale Care must be taken to ensure relevant, reliable, and objective employee rating

Critical Incidents Observed actions that are critical to the successful or unsuccessful performance of the job

Diaries Individual employee records details of job

Devised situations Role Play, Conference Leadership, Training Sessions, Business games

Certain knowledge, skills, attitudes are demonstrated by these techniques

Assessment Centers Combination of several techniques in a program

MBO or Work Planning & Review system Provides actual performance data on recurring basis related to organization, so that baseline measurements may be known & subsequent improvement or deteriorated

THANK YOU