MID-TERM REPORT

On
In-depth Study & Critical Analysis Of HRD And Training Aspects
Of
Medte!"et India P#t $td
Su%&itted t'
I"DIA" SOCIET( )OR TRAI"I"* A"D DE+E$OPME"T
In partial fulfill&ent 'f the re,uire&ents f'r the a-ard 'f the Dipl'&a in
Training And De#el'p&ent
.y
Deepthi /ppalapati
Reg No: 63/ 20228.
Under the guidance of
Dr! ( + Su%rah&anya&
MSc0 PhD0 C1A
Signature2 33333!
CO"TE"TS
E4ecuti#e Su&&ary
This project is designed to make an in-depth study and critical analysis of HR aspects in
MedTek.Net India Pt !td. "t this point in the project# it reports a$out the progress %e
made in analy&ing the
training aspects and the progress it made to%ards its goals' descri$e o$stacles ($oth
internal) e*ternal+ faced' detail %ork accomplished and actions to $e taken in the future.
,uring the process of project# %e got to kno% and notice lot many interesting facts and
points %hich are really important for the gro%th and success of the organi&ation. It gae
an opportunity for the HR department to audit the entire HR, aspects of the organi&ation
there $y adding more alue to %ay %e operate. "t the end of this project# all parties of the
organi&ation' Management# employees# HR department are eager to kno% more a$out
the findings and improements that %e can make to the organi&ation from the HR,
prospect %hich can $ring an edge to the company %hen compared to our competitors in
the market. -elo% pages of this report offers a $rief description a$out the analysis and
%ork %e hae done so far in this project.
Intr'ducti'n2
.ithin eery organi&ation# there is a need to manage learning in accordance %ith
$usiness re/uirements. " systematic approach in training and deelopment al%ays adds
an edge to the performance of the organi&ation in all means.
O%5ecti#e2
0$jectie of this project is to do complete analysis on the $elo% training aspects# their
performance impact and recommendations for $etterment of the organi&ation.
a6 Human Resource Planning# Training Policy# Training -udget.
%6 Training Needs "ssessment 1ystem.
c6 Training ) other ,eelopment Programmes and their ealuation.
d6 1trategies for improing HR, actiities in the 0rgani&ation.
.ith our analysis# findings ) recommendations# our attempt is to proide ia$le
propositions for $etterment in the applica$le areas of organi&ation. In this process# %e
hae collected all recorded data like policies# /uestionnaires# processes follo%ed etc and
lie data like interie%s and one on one discussion %ith arious employees of different
departments and e*ternal data like market scenario# industry analysis etc.
Pr'5ect Design2
.e hae designed the project in to four phases.
2. 3ollecting $asic data and information related to all training aspects.
4. "naly&ing data# processes and dra%ing findings for their ealuation procedure.
5. 6aluating the information and processes of arious data analy&ed.
7. Recommending strategies for the improement of HR, actiities %ith the help of
a$oe in the organi&ation.
8or any company# training and deelopment is an important aspect %hich $oosts
continuous gro%th and success to the $usiness. .e hae considered all e*ternal and
internal components of the e*isting performance of the organi&ation %ith respect to the
targeted o$jecties set. 1ome of the components include a$senteeism# %ork hours of the
employee9s %.r.t their performance# performance of the soft%are (IP"1 : Integrated
Performance "ppraisal 1ystem+ %hich %as initiated recently# employee hiring and jo$
enrichment strategies used for retaining the e*isting employees# HR, actiities practiced
for long term gro%th of the organi&ation etc.
Pr'5ect I&ple&entati'n
.e started implementing the project $y collating data aaila$le from all sources.
1imultaneously %e started %orking %ith people as %ell $y circulating /uestionnaires and
$y conducting one on one discussion. -elo% e*planation %ill gie us a $rief of %hat %e
hae studied and analy&ed in this process %ith the help of $oth data and people.
HRD Syste&2 Hu&an Res'urce Planning0 Training P'licy0 Training .udget!
Hu&an Res'urce Planning
"t MedTek.Net %e measure the gro%th of $usiness $y the no of minutes and reports %e
process per year. Therefore our target of $usiness gro%th lies in the same and
accordingly %e plan for resources to recruit per year# it includes $oth fresher9s and
e*perienced resources. MedTek HR planning for the period of 4;24-4;25 is focused on
the $elo% points to achiee during this time. -elo% points are analy&ed after a detailed
discussion %ith people in the company and after going through the information<data %hich
is all aaila$le.
2. .ork closely %ith management to reinforce the need for competitie
compensation for indiiduals MedTek %ishes to attract and retain.
4. Inest in professional deelopment programs to improe leadership capa$ilities#
jo$ skills# and employee productiity.
5. Identifying and attracting right talent at campus leel there$y training and
employing them in the organi&ation accordingly.
7. ,eelop comprehensie career management tools# jo$ enrichment strategies#
and mentoring programs to help employees prepare for ne% opportunities.
=. !eerage technology to streamline HR serice processes and improe access to
employee information.
>. 3onduct regular organi&ational climate assessments and colla$orate %ith senior
managers to improe the campus %ork climate.
Re#ie- 'f training p'licy & %udget2
"s MedTek.Net is a mid si&ed company they do not really hae a fi*ed annual $udget for
training. The $udget aries as per the re/uirement and situation of the company although
getting approed prior $y management. -ut# %ith in the limitation HR department tried to
encompass the training programs %hich align the company9s goals and o$jecties of
employee deelopment.
1ome of the cost effectie measures %hich got imparted in the training $udget are?
2. 8inding trainers %ith in the organi&ation %hereer it is necessary and possi$le.
4. Imparting self learning techni/ues for the employees %hich not only reduces costs
$ut also helps employees to %ork on their skills $y focusing on their %eaknesses
and strengths.
5. 6ncouraging the techni/ue of cross-train employees at %ork place. This techni/ue
really %orked at MedTek as employees sho%ed great interest to share their
kno%ledge. It is happening in this %ay' 4
nd
leel employees train 2
st
leel
employees and 4
nd
leel employees %ill get trained $y their a$oe leel i.e. 5
rd
leel
employees and ice-ersa.
@eeping in ie% of $udget constraints and $usiness re/uirements training policy of
Medtek for the year 4;24-25 aims to ensure that
2. "ll ne% mem$ers of staff receie an induction training programme that achiees
the common company induction standards.
4. 3ompany inests in training that helps to meet its goals of proiding a /uality
serice# %hich are achieed $y increasing the kno%ledge and skills and
competencies of its staff to meet the needs of /uality serice standards set.
5. "ll staff has an annual appraisal %hich# amongst other matters# reie%s all training
undertaken and sets goals for the coming year $ased on the indiidual training
needs assessment.
7. "ll staff are proided %ith an annual personal training file# %hich they %ill keep. In
the file they include details of all training sessions that they attend. The file should
also contain a personal deelopment plan filled in at the same time as the
appraisal. The personal deelopment plan contains details of any training
opportunities that the mem$er of staff seeks to pursue during the year.
"t MedTek# Training policy and Training $udget got framed $y keeping in ie% of
companies annual HR planning and $usiness gro%th. @eeping in ie% of companies
strengths and %eaknesses these three components got designed and in the continuous
process slight deiation(more or less+ is al%ays there to align %ith industry and market
changes and re/uirements.
Analysis 'n Training needs Identificati'n and Assess&ent pr'cess2
Up on detailed analysis and reie% Training Identification ) "ssessment process at
MedTek usually happens $y follo%ing the $elo% steps?
2. ,ata Aathering? 0ne on 0ne discussion %ith Managers< 1uperisors< employees#
performance Mgmt soft%are# kno%ledge< skill test to the employees#
/uestionnaires etc.
4. Post assessing the need# HR department designs a module defining the purpose
of the need# target group# resource person and the deliera$les.
5. ,efining the deliera$les and methodology to measure the deliera$les are ery
critical %hile identifying the need.
7. Training Need Balidation? "fter identifying the list of training needs# the same %ill
$e listed and discussed %ith functional heads of all departments. ,uring this
e*ercise# the releance of each training need %ith the forthcoming financial year
and the $usiness re/uirement to $e alidated.
=. Training Need Prioriti&ation? The training needs identified %ill $e then categori&ed
as high impact and lo% impact < high cost and lo% cost.
>. The deliera$les of the training needs %hich may likely to create High Impact on
the $usiness %ith !o% 3ost %ill $e gien first priority. The training needs %ith High
Impact and High 3ost %ill $e gien 4
nd
Priority and the training needs %ith !o%
Impact and !o% 3ost %ill $e gien 5
rd
Priority.
Re#ie- and analysis 'f 7897-789: annual Training pr'gra&s planned & c'nducted2
The training programs conducted on continuous $asis for the year 4;24-4;25 at
MedTek.Net are mentioned as $elo%?
2. Induction for ne% joinees- Technical Training# -ehaioral Training# HR induction.
4. Technical Training : To all employees designation %ise for kno%ledge and skill
improement.
5. Management ,eelopment 1essions : .orkshops for the e*isting managers and
potential employees %ho are identified for promotions.
7. 1oft skills and Personality ,eelopment Training programs : 8or the identified
team mem$ers of different departments.
=. 1ponsoring some training %orkshops for the identified team mem$ers %hich %ere
conducted outside the company premises.
T), actiities %hich left impact to%ards improement ) deelopment of $oth the parties
i.e. employees ) the organi&ation.
E&pl'yees2
Entry $e#el2 6mployees at entry leel got highly $enefited %ith induction training program
as it includes $oth soft skills# technical and company policies related training. The $est
part of this training is each employee after training session %ill $e associated %ith one
senior employee as their mentor for 2 month and on-the jo$ assistance<training %ill $e
gien to them till they get accommodated %ith the %ork life at MedTek. It is the
responsi$ility of the mentor to make the ne% employee comforta$le and feed$ack from
the ne% employee at the end of the mentorship %ill $e taken and %ill $e added to the
performance points of the senior employee. This process got succeeded and is yielding
some great results so far.
Mid $e#el2
Technical Training and personality deelopment programs are popular in this segment of
employees at MedTek. Proiding mentorship to ne% employees is also popular as it
inculcates self learning process and adds performance points. Proof Readers and Cuality
3ontrollers generally comes in to the segment of mid leel employees at MedTek. They
need high technical kno%ledge and skill as they are responsi$le for the final deliery of
report to the clients. Therefore self learning techni/ue and technical training plays a great
role for their kno%ledge and skill improement.
Super#is'rs and Managers2
Management ,eelopment sessions %hich got conducted at $oth indoor and outdoor left
a isi$le impact in their skill deelopment. In the company %here stress and pressure
rules# these sessions helped a lot for the managers and superisors to handle the team
mem$ers and stress.
Organi;ati'n2
"s an organi&ation MedTek is a$le to see adantages in arious %ays as $elo%?
Performance of ne% recruits got improed and are deliering their full capacity of
performance.
Cuality standard got improed and are getting some good satisfaction mails from the
clients a$out the /uality and T"T (Turn "round Time+.
Management sessions helped the organi&ation to polish and train the employees %ho are
identified to eleate for the ne*t leel mgmt positions at different leels.
0erall on a note of conclusion# training programs %hich got implemented are a$le to
delier clear return on inestment for $oth employees and organi&ation. The success rate
is clearly isi$le and is encouraging for $oth HR department and management to continue
the training programs in a more effectie manner for the gro%th of organi&ation
Analysis 'f T&D e#aluati'n techni,ues up 'n -hich the 'rgani;ati'n is relying in
ter&s 'f &easuring the 'utc'&es 'f the T & D pr'gra&s i&ple&ented & planned!
"t MedTek# training ealuation is done keeping in ie% of fie main elements as
mentioned $elo%?
Satisfacti'n and participant reacti'n# %ith the help of /uestionnaires and random one
on one discussion. MedTek# also has internal portal %here the participants can post their
feed$ack %rt training sessions attended.
<n'-ledge ac,uisiti'n- This can $e ealuated $y the scores they get in the technical
tests %hich are conducted ery often in the office premises.
.eha#i'ral applicati'n = This can $e o$sered eentually and often immediate
superisors or mentors are responsi$le for recording any change in their $ehaioral
aspects during the course of time.
Return 'n in#est&ent >ROI6 = 6ach indiidual performance in terms of increase in
num$er of minutes they process can $e considered to ealuate R0I.
Measura%le %usiness i&pr'#e&ent = Improement in all four parameters collectiely
contri$ute to%ards $usiness improement.
@eeping in ie% of the a$oe fie elements# $elo% mentioned ealuation techni/ues are
often used at MedTek.
2. @irkpatrick9s training ealuation model.
4. Ro$ert 0 -rinkerhoff- The 1uccess 3ase method
5. The IP0 model (Input# Process# 0utput+
7. Dack Philips Return 0n Inestment
HR department pick a com$ination of one or t%o from the a$oe models for ealuation
process and the ealuation process happen in 5 phases' Pre Training# ,uring the training
and Post Training. Results of training ealuation are su$mitted to senior management and
some points of ealuation are accessi$le to employees as %ell through portal.
Pr'5ect 'utputs
Management of MedTek.Net is ery keen a$out this project as it gies an opportunity to
analy&e the entire process of T ) , processes %e hae $een conducting eery year. It
gae an opportunity to o$sere# compare and study T), processes and systems other
competitors are practicing in the industry. -elo% are fe% outputs so far turned up in the
project.
2. -ecause of $udget constraints they hae challenges in hiring the no9s they re/uire
and this could effect the effectie HR planning. HR department need to come up
%ith some ne% strategies to fulfill the re/uirement of manpo%er %ith in the $udget.
MedTe@ HR department %as a$le to succeed so far $ut# in order to surie for long
term they hae to plan some strong strategies %hich can help them for some good
no of years.
4. 6mployees at MedTek are happy %ith the training programs going on in the
company %hen compared to some of the fello% companies from the same industry.
5. The challenge for $oth employees and HR dept is olume fluctuation. The amount
of %ork that they get on any day is often fluctuating and this could really affect the
training schedules planned. 8or HR dept it is a challenging task# as they need to
make the employees still connect %ith the training programs and need to
constantly motiate them on this regard.
7. Management %ants cost effectie hiring or less hiring %ith out increasing
operational costs $ut operations team demands more head count.
=. 1o far during the project# %e hae o$sered that support departments of the
organi&ation like 8inance ) "ccounts# "dmin# IT help desk are not getting their fair
share of training as the al%ays got mo$$ed up %ith %ork and they are the most
stressed out team mem$ers in the organi&ation.
>. Post ealuation after ealuating employees performance periodically it is really
$ecoming tough for the HR department to plan for successie training programs for
the employees those %ho are in need of $ecause of the tight %ork schedules.
E. Time and money are the game players at MedTek %hen it comes to T), actiities.
-oth management and employees see the alue addition of T), actiities $ut they
%ant it to $e done %ith in the time frame and $udget so that these actiities %ould
not affect %ork and $udget stretch.
<ey Issues addressed
2. "s %e hae o$sered a$oe $oth management and employees sho%s interest
to%ards T), actiities $ut %ith in the time frame and $udget. 0n this regard# HR
department had a discussion %ith Management a$out the long term $enefits of
T), actiities and tried to enlighten them ho% and %hat kind of remarka$le
changes it can $ring to the improement of $usiness in a more effectie manner.
4. HR department also highlighted the importance of hiring fe% more team mem$ers
for support teams like "ccounts ) 8inance# admin# IT helpdesk etc and adantages
of training them in them %hich can $ring a spearhead change in the %ay they are
operating so far.
5. "s it is emergency the temporary or time $eing strategy for hiring after discussing
%ith managers and senior leel mgmt# HR dept gae the options as $elo%.
a. Proiding more %ork from home options there $y reducing operational costs
and paying salary as per the performance i.e. no of minutes processed per
month $y a resource.
$. Recruiting and training fresher9s and making them ready $y the time
projects comes in as per the $usiness forecast (In health care industry
fresher9s usually get paid only after completing the training+.
c. 6ncouraging and motiating e*isting employees for processing more no of
minutes and paying incenties for the e*tra minutes they process.
7. -ut# for many concerns at MedTek# hiring more team mem$ers is the single
ans%er. -ut considering the concerns of $udget# market conditions and $usiness
gro%th plans# MedTek has to consider the plan of hiring in slo% pace (for
e*perienced+ and hiring fresher9s at good num$er and making them jo$ ready %ith
in the short period %hich really cuts the $udget to a greater e*tent.
I&pact 'f the Pr'5ect
2. The project did really gie us enough reason to actually audit entire HR, aspects
of the organi&ation %hich %e delayed $ecause of some noted $usiness reasons.
4. It thro%s light on many aspects %hich %e need to %ork on for the $etterment of
$oth organi&ation and employees success.
5. .e are a$le to clearly figure out the strengths and %eaknesses from HR point of
ie% and started %orking on them in no time.
)uture Directi'n 'f the pr'5ect
.e are in the final ) crucial phase of completing this project. It %ill take couple of %eeks
to dra% the final and more detailed analysis of the entire %ork %e hae done so far during
this project tenure. .e are left %ith 1ection , analysis %hich has $een carrying out
simultaneously and %ill $e finished at the earliest. .ith the support of my guide %e can
su$mit the final ersion $y the 5
rd
%eek of 0cto$er.