pg.

1
INTRODUCTION:
In the field of Human Resources Management, Training and Development is the field of
concern with organizational activities which are aimed to bettering individual and group
performances in organizational settings. It has been known by many names in the field of
HRM, such as development, human resource development, learning and development etc.

Training develops employees’ capacities through learning and practicing.

Training and development are the framework for helping employees to develop there
personal and organizational skills, knowledge, and abilities. The focus on all aspects of
Human Resources Development is on developing most superior workforce so that the
organization and individual employees can accomplish their work goals in service to
customers.

All employees want to be valuable and always remain competitive in the labour market,
because they make some demand for employees in the labour market. This can only be
achieved through employee training and development. Hence employee having a chance to
negotiate as well as employer have a good opportunity to select most suitable person for his
vacancy. Employees will always want to develop career-enhancing skills, which will always
lead to employee motivation. There is no doubt that a well-trained and developed staff will be
an asset to the company and thereby increasing the chance of his efficiency in discharging his
or her duties.

Training in an organization can be mainly of two types; internal and external training
sessions. Internal training involves when training is organized in-house by the human
resources department using either a senior staff or any talented staff in the department as a
resource’s person. Training is different from of education, particularly formal education.

pg. 2
The education mainly concerned with enhancement of knowledge, but the aim of training is
increasing knowledge while changing attitudes and competences in good manner. Basically,
the education is formulated within the framework and to syllabus. It may differ from one
employee to another, one group to another, even the group of same class. The reason for that
can be mentioned as difference of attitudes and skills from one person to another. Even the
situation is that, after good training programme, all different skilled group of employees can
get into similar capacity, similar skilled group.

On the other hand, external training is normally arranged outside the firm and is mostly
organized by training institutes or consulates. Training is very important for staff. It helps in
building career position and preparing staff for great challenges in developing world.
However, the training is costly. Because of that, people who work at firms do not receive
external trainings most of times. While training their employees in large quantities, many
countries doesn’t use external training method in present days to reduce their training costs.

Employers of labours should enable employees to pursue training and development in a

direction that they choose and are interested in, not just in company-assigned directions.
Companies should support learning, in general, and not just in support of knowledge needed
for the employee’s current or next anticipated job. It should be noted that the key factor is
keeping the employee interested, attending, engaged, motivated and retained towards the job.

For every employee to perform well, especially supervisors and managers, there is a need for
constant training and development. The right employee training, development and education
provides big payoffs for the employer in increase productivity, knowledge, loyalty, and
contribution to general growth of the firm.

In most cases externals trainings for instance provide participants with there avenue to meet
new set of people in the same field and network. The meeting will give them the chance to
compare issues and find out what is obtainable in each other’s environment. This for sure will
introduce positive changes where necessary.

It is not mentioned anywhere that the employers, managers, and supervisors are not suitable
for training programmes. Also, they must be highly trained if they are expected to do their
best for the organization. Trough that they will have best abilities and competencies to
manage the organization. Training employees not only creates more positive corporate
culture, but also add a value to its key resources.

pg. 3
Human resources can make only limited contribution to the organization to achieve its goals
and objectives. hence the demand for the developed employees is continuously increasing.
Thus, the training is a kind of investment.

NEED FOR THE STUDY

The human resources training function plays an important role from the beginning of the
employment relationship. At the same time the development function of hr is equally
important for the future of the employment relationship. Training and development aids in
organizational development i.e., organization gets more effective decision making and
problems solving. It helps in understanding and carrying out organizational policies. Training
and developing helps in developing leadership skills motivation loyalty better attitudes and
other aspects that successful workers and managers usually display.

pg. 4
In this study which is undertaken during my project period in medicover pvt ltd., is an
attempt made to study the TRAINING AND DEVELOPMENT that are followed in the
organization. I framed questionaries to all the employees based on the need of my study and
analysed various TRAINING AND DEVELOPMENT that are followed there. To know the
perception or view of TRAINING AND DEVELOPMENT, there importance and to know
the facts and their opinions about the existing TRAINING AND DEVELOPMENT in their
organization.

The study is about various problems faced by the employees towards HR practices can be
clearly identified. Therefore, this will help to adapt certain HR strategies to overcome this
issue. Training is important, not only from the point of the view of the organization, but also
for the employees. It gives them greater job security and an opportunity for career
advancement. A skill acquired through training is an asset for the organization and the
employee. The benefits of a training stay for a very long time. Training can become obsolete
only when there is a complete elimination of the desired for that skill and knowledge, which
happen because of the following reasons. Technological changes are changing the way in
which operations were done. Newer machines are being used for automation of the processes.

Computers have made the controls very easy. Advances in information technology have
enabled greater degree of coordination between various business units, spread far across the
globe. Continuous improvement of the employee skills is an essential requirement for
maintaining high standards of productivity. Productivity in the present times stems from
knowledge, which must be relearned continuously

Training and development improve the relation between boss and the subordinate which aids
in organizational development.it helps to prepare guidelines for work, provides with effective
decision making and problem solving those aids on development. It generates leadership
skill, motivation ,loyalty better attitude and other aspects that successful worker and manager
usually display. It always seeks for increase in productivity and quality of work. Quality
reduces wastages and ensures better customer satisfaction.

Training is the most important technique of human resources development, as stated earlier,
no organization can get a candidate who exactly matches with the job and the organizational
requirements. Hence training is most important to develop the employee and make him to
suitable the job. Job and organizational requirements are not static; they are changed from

pg. 5
time to time in view of the technological advancement. Trained employees would be asset to
an organization. Training is important, as it constitutes significant part of management.

NEED OF TRAINING IN THE HOSPITAL:

Training of employees takes place after orientation takes place. Training
is the process of enhancing the skills, capabilities, and knowledge of employees for doing a
particular job. Training process moulds the thinking of employees and leads to quality
performance of employees. It is continuous and never ending in nature.

Training is crucial for organizational development and successes. It is

fruitful to both employees and employers of the organization, an employee will become more
efficient and productivity if he is trained well.

Training is given on four basic grounds:

1. New candidates who join an organization are given training. This training familiarizes
them with the organizational mission, vision, rules and regulations and the working
conditions.
2. The excited employees are trained to refresh and enhance their knowledge.
3. If any updates and amendments take place in technology, training is given to cope up
with those changes. For instance, purchasing new equipment, changes in technique of
production, treatment. The employees are trained about use of new equipment and
work methods.
4. When promotion and career growth became a very important. Training is giving so
that employees are prepared to share the responsibilities of the higher-level job.

pg. 6
OBJECTIVE OF THE STUDY
 To study the company profile of medicover hospitals.
 To study the industrial profile of health care industry.
 To assume and analyse the training and development programs.
 To examine and analyse the employee’s perception towards training.
 To determine whether the training programs are meeting the objectives of the
management.
 To find out the employee’s expectations.
 To make necessary suggestions and to bring out meaning full relationship between
training and development efforts and efficiency of organization.

pg. 7
METHODOLOGY
Methodology is scientific and systematic search for information on specific topic. The
reliability of management decisions depends upon the quality of the data.

Data collection: the task of data collection begins after a research problem has been defined
and research design/plan chalked out. While deciding about the method of data collection to
be used for the study, the researcher should keep in mind two sources of data.

Basically, we have two types of data:

1. Primary data

2. Secondary data

1. Primary data: The primary data are those which are collected fresh and for the first
time and thus happen to be original in character. The tool used for collecting primary
data is a structured questionnaire, direct observation, and interview.

2. Secondary data: The secondary data on the other hand are those which have already
been collected by someone else and which have already been passed through the
statistical process. The secondary data has been collected from the company records,
journals, magazines, company reports and organizational websites, Annual reports,
journals. The data is very useful because the organization's background and its
objectives can be known from these sources itself.

In addition to these, several structured interviews, and unstructured interviews, have also
been conducted with experts on the subject and a number of people who are connected in one
way or other either directly or indirectly to know about the performance appraisal levels of
the employee.

Sample frame

The sample size was put to 64 chosen from various functional areas of the organization.

The Purposive Sampling Method has been followed to select employees of Medicover Pvt
Ltd., Visakhapatnam, with the support of HR Manager. The respondents belonged to Finance,
HR, Administration, IT, Nursing, Purchase, Billing and Marketing Departments.

TOOLS FOR DATA COLLECTION

pg. 8
A questionnaire with a set of questions were constructed and administered to the employees
of the organization to elicit information relating to the TRAINING AND DEVELOPMENT
in Seven Hills Health Care Pvt Ltd., Visakhapatnam.

TOOLS FOR ANALYSIS

The data collected through these schedules from primary sources have been processed and
the results are analysed based on percentages using MS EXCEL.

LIMITIATIONS OF THE STUDY

The study was completed in span of 30 days. Based on the objectives of the study, great care
was taken in the collection of data throughout the study. The following are some of the
limitations during the study. Medicover Pvt Ltd., Visakhapatnam. The study was limited to
the TRAINING AND DEVELOPMENT held in Medicover Pvt Ltd., Visakhapatnam.

o The study is being conducted only in the Medicover Pvt Ltd, in Visakhapatnam.
o In depth analysis was not made due to limited availability of time.
o In the process of data collection some respondents have expressed difficult in
answering the schedule.
o The present study is confined to a sample of employees.

pg. 9
CHAPTER-2:-
INDUSTERIAL
PROFILE

pg. 10
INDUSTRY PROFILE:

In the healthcare industry, as in most other service industries, the interaction between patients
and healthcare service providers (professionals and other employees) is an integral part of the
service process (Conway & Will cocks 1997, Benbassat & Tarragon 1998). Health Care
Organizations should be encouraged to take the role of the patient into consideration in the
healthcare service process, and to achieve high quality service (White 1999) respond to
patients' needs and expectations. Another issue that is likely to challenge HCO management
is the central role played by employees in Service quality achievement.

White (1995) reported cooperation between employees and managers as the key to providing
high quality care, because it can compensate for the constraints imposed by cost containment
and managed care. In pursuit of this objective, management might seek to implement
progressive HRM practices that encourage service-oriented behaviour and show concern for
employees' organizational and personal needs.

History, Growth and Classification of Hospitals in India:

Since Independence, India has achieved remarkable progress in social, political, and
economic fields. After the liberalization, this progress has been given further fillip, and been
recognized by the advanced countries. In the area of medical science too, commendable
progress has been made during this period. Unfortunately, however, hospital administration
has lagged far behind. Even the most sophisticated and the so-called modern hospitals in
India continue to be governed by the stereotyped system of hospital administration, viz.
appointing the senior-most doctor as the Medical Superintendent. He is entrusted with the
responsibility of the entire administration of the hospital, irrespective of whether he has
undergone any formal (or even informal) training in hospital administration. Times have
changed and specialization has become the order of the day. It is, therefore, imperative to
have separate specialists for general administrative and human resource functions in
hospitals.

Secondly, with the tremendous expansion in health services, it has become essential to have
specialists or experts not only in these two fields, but also in other fields of hospital
administration, so that maximum efficiency can be achieved at the minimum cost. Thirdly,
the rapidly rising number of patients and the inadequate expansion of hospitals and medical
services have thrown the hospital administration machinery completely out of gear. Hence,
the need for better planning, organizing, staffing, coordinating, and controlling hospitals can

pg. 11
hardly be over emphasized. Hospital administration can no longer be left to continue in the
hands of a person who is 'Jack-of all trades' and 'master-of-none".

In the past, hospitals could, perhaps, afford the luxury of being un business like and of
adopting hit-and-miss methods management as several philanthropists made huge donations
to meet the ever-rising deficit in hospital budgets. Similarly, in the field of human resource
management, if the salary budget comprised only a small portion of the total budget, hospital
administration could afford to neglect the introduction of scientific and progressive principles
of human resource management. But they can no longer afford to do so as salary and wages
now represent 65 per cent or more of the total hospital budget. Let us examine a few
definitions of the term 'hospital'. The word 'hospital' is derived the Latin word hospitals
which comes from hopes, meaning a host. The English 'hospital' comes from the French word
hospital, as do the words 'hostel' and "hotel", "all originally derived from Latin. The three
words, hospital, hostel, and hotel, although derived from Latin. The three words, hospital,
hostel, and hotel, although derived from the for the study of diseases and for the training of
doctors and nurses." same source, are used with different meanings. The term 'hospital' means
an establishment for temporary occupation by the sick and the injured.

Today hospital means an institution in which sick or injured persons are treated. A hospital's
different from a dispensary a hospital being primarily an institution where in patients are
received and treated while the main purpose of a dispensary is "distribution of medicine and
administration of outdoor relief. Dorland's Illustrated Medical Dictionary defines a hospital
as an institution suitably located, constructed, organized, staffed to supply scientifically,
economically, efficiently and unhindered, all or any recognized part of the complex
requirements for the prevention, diagnosis and treatment of physical, mental and the medical
aspects of social ills; with functioning facilities for training new workers in many special
professional, technical and economical fields, essential to the discharge of its proper
functions, and with adequate contacts with physicians, other hospitals, medical schools and
all accredited health agencies engaged in the better-health programme.' A hospital in
Steadman's Medical Dictionary is defined as, "an institution for the care, cure and treatment
of the sick and wounded, Blackstone's New Gould Medical Dictionary (McGraw-Hill, New
York, 1956, p. 560) Describes a hospital as an institution for medical treatment facility
primarily intended, appropriately staffed and equipped to provide diagnostic and therapeutic
services in general medicine and surgery or in some circumscribed field or fields of

pg. 12
restorative medical care, together with nursing care and dietetic service to patients requiring
such care and treatment."

According to the Directory of Hospitals in India, 1988, "A hospital is an institution which is
operated for the medical, surgical and/or obstetrical care of in-patients and which is treated as
a hospital by the Central/state government! Local body/private and licensed by the
appropriate authority. A close analysis of the above definitions reveals that no single
definition is perfect in defining a modern hospital and its multifarious services. Dorland's
definition is comprehensive but fails to visualize rehabilitative and follow-up aspects.
Steadman's Definition is very simple and, to a great extent, highlights all the essential
services. The definition given in the Directory of Hospitals in India, 1988 is also very simple
but too, short to cover all the aspects of a hospital. Based on the above definitions, we can
evolve a comprehensive definition of a hospital, highlighting all the essential services
provided by a modern hospital:

A modern hospital is an institution which possesses adequate accommodation and well -

qualified an experienced personnel to provide services of curative, restorative and preventive
character of the highest quality possible to all people regardless of race, Colour, creed or
economic status; which conducts educational and training programmes for the personnel
particularly required for efficacious medical care and hospital service, which conducts
research assisting the advancement of medical service and hospital services and which
conducts programmes in health education".

Modern hospitals are open 24 hours a day. Their personnel render services for the cure and

comfort of patients. In the operation theatre, skilled surgeons perform lifesaving surgery. In
the nursery, new borne receive the tender care of trained nurses. In the laboratory, expert
technicians conduct urine, stool, and blood tests, vital to the battle against disease. In the
kitchen, cooks and dieticians prepare balanced meals that contribute to the patient's speedy
recovery.

1.Private Nursing Homes: Private nursing homes are generally owned by an individual doctor
or a group of doctors. They admit patients suffering from infirmity, advanced age, illness.
injury, chronic disability, etc., or those who are convalescing, but they do not admit patients
suffering from communicable diseases, alcoholism, drug-addiction, or mental illness. There
is, how no uniform definition for nursing homes. The phrase refers to cut-off homecare
facilities that offer a range of services similar to many found in a hospital. These nursing

pg. 13
homes are run on a commercial basis. Naturally, the ordinary citizen cannot usually afford to
get medical treatment there. However, these nursing homes are becoming more and more
popular due to the shortage of government and voluntary hospitals. Secondly, wealthy
patients do not want to get treatment at public hospitals due to long queues of patients and the
shortage of medical as well as nursing staff leading to lack of medical and nursing care.

2.Corporate hospitals: The latest concept is of corporate hospitals which are public limited
companies formed under the Companies Act. They are normally run-on commercial lines.
They can be either general or specialized or both.

I. General hospital: All establishments permanently staffed by at least two or more

medical officers, which can offer in-patient accommodation and provide active
medical and nursing care for more than one category of medical discipline (e.g.,
general medicine general surgery, obstetrics).
II. Rural hospital: Hospitals located in rural areas (classified by the Registrar General of
India) permanently staffed by at least one or more physicians, which offer in patient
accommodation and provide medical and nursing care for more than one category of
medical discipline (e.g., general medicine, general surgery and obstetrics).
III. Specialized hospital: Hospitals providing medical and nursing care primarily for only
one discipline or specific diseases ( e.g., tuberculosis, ENT, eyes, leprosy,
orthopaedic, paediatrics, gynaecological, cardiac, mental, cancer, infectious disease,
and venereal diseases). The specialized departments, administratively attached to a
general hospital and sometimes located in an annex or separate ward, may be
excluded and their beds should not be considered in this category of specialized
hospitals.
IV. Teaching hospital: A hospital to which a college is attached for medical/dental
education.
V. Isolation hospital: This is a hospital for the care of persons suffering from infectious
diseases requiring isolation of the patients.
VI. Tertiary hospital: States and Central Governments set up tertiary hospitals in their
capitals where referred patients are treated such as AIIMS, New Delhi, P.G.I.
Chandigarh, Sanjay Gandhi, P.G.I., Lucknow, etc.

Complexity of Hospital Industry

pg. 14
Though Hospitals have been compared to industry, there is a distinct difference. The product
of a hospital is service to people provided by its personnel with a variety of skills. The nature
of the demand for Hospital services is also distinctive to the hospital - as admission to the
hospital for services is need driven. The patient leaves his home, family, friends, his
workplace, and his way of life for a new environment i.e., the Hospital I where he becomes
one of the many. He is housed with strangers and carries out several intimate functions in
their presence. Moreover, he encounters the different hospital personnel performing different
functions.

Features of Hospital:

Peculiarities associated with hospitals:

1) Vast range of services: It includes medical research, improved surgical techniques,

knowledge, and application of newer fields.
2) Charging Patient Profile: Consist of different types of diseases requiring wide range
of services.
3) High Cost: Both these factors have resulted in steep increase in expenditure for
starting and running a hospital.
4) Increasing Use of sophisticated equipment: Sophisticated equipment increases the
cost of operating.
5) Critical role of employees: Hospitals are labour intensive. Good quality health care
requires expert and experienced medical and paramedical staff.
6) Public Perception of Medical Services: Public continues to look upon hospitals as
institutions meant to provide their services to the society as cheaply as possible.

Classification of Hospitals:

Hospitals have been classified in many ways. The most accepted criteria for the classification
of the modern hospitals are: (a) length of stay of patients (long-term or short-term), (b)
clinical basis, and (c) ownership control basis. The following is a discussion on the third
aspect.

Classification according to ownership/control:

Based on ownership or control, hospitals can be divided into four categories, namely, public
hospitals, voluntary hospitals, private nursing homes and corporate hospitals.

pg. 15
  Public hospitals: Public hospitals are those run by the Central Government, state
Governments or local bodies on non-commercial lines. These hospitals may be
general Hospitals or specialized hospitals or both. General hospitals are those
which provide Treatment for common diseases, whereas specialized hospitals
provide treatment for Specific diseases like infectious diseases, cancer, eye
diseases, and psychiatric ailments etc. General hospitals can diagnose patients
suffering from infectious diseases, but refer them to infectious disease hospitals
for hospitalization, as general hospitals are not licensed to treat infectious-disease
patients.

 Voluntary hospitals: Voluntary hospitals are those which are established and
incorporated under the Societies Registration Act, 1860 or Public Trust Act, 1882
or any other appropriate Act of the Central or state government. They are run with
public or private funds on a non-commercial basis. No part of the profit of the
voluntary hospital goes to the benefit of any member, trustee or to any other
individual. Similarly, no member, trustee or any other individual is entitled to a
share in the distribution of any of the corporate assets on dissolution of the
registered society. A board of trustees, usually comprising prominent members of
the community and retired high officials of the Government manages such
hospitals. The board appoints an administrator and medical director to run such
voluntary hospitals. These hospitals spend more on patient care than what they
receive from the patients. There is, of late, a trend among voluntary hospitals to
charge reasonably high fees from rich patients and very little from poor patients.
Whatever they earn from the rich patients of the private wards, spend on the
patients of general wards. However, the main sources of their revenue are public
and private donations, and grants-in-aid from the Central Government, the state
government, and from philanthropic organizations, both national and
international. Thus, voluntary hospitals run on a 'no profit, no loss' basis.

Types of Management:

1. Central Government / Government of India: All hospitals administered by the

Government of India, viz. hospitals run by the railways, military/ Défense,

pg. 16
 mining/ESI Post & Telegraphs, or public sector undertakings of the Central
Government.
2. State government: All hospitals administered by the state union Territory government
authorities and public sector undertakings operated by states UTs, including the
police, jail, canal departments and others.
3. Local bodies: All hospitals administered by local bodies, viz. the municipal
corporation, municipality, zillaparishad, panchayat.
4. Private: All private hospitals owned by an individual or by a private organization.
5. Autonomous body: All hospitals established under a special Act of Parliament state
legislation and funded by the central/state government Union Territory, e.g., AIIMS
(New Delhi),

6. Voluntary organization: All hospitals operated by a voluntary body/a trust/ charitable

society registered or recognized by the appropriate authority under Central/ state
government laws. This includes hospitals run by missionary bodies and co-operatives.
7. Corporate body: A hospital runs by a public limited company. Its shares can be
purchased by the public and dividend distributed among its shareholders.

Functions of the Hospital:

1. To provide care for the sick and injured: This can be done by accommodating them
according to their physical condition and financial status. When we talk of physical
condition, we mean that some patients are seriously ill and require admission in Intensive
Care Unit while others are not so seriously ill and can be accommodated elsewhere (c.3 in
deluxe room, single room with AC and without AC, semi-private room, and general ward)
according to their financial status. There may be some patients who may require isolation. In
that case, they should be kept in isolated rooms, but the building should be kept always in a
good state of repair, pleasing appearance, and providing the patient every mental and physical
comfort. In every hospital, there should be sufficient diagnostic and treatment facilities
available such as medical laboratory, X-ray, ultrasound, MRI and CT scan for diagnosis, and
operation theatre for surgery, labour Room for delivery, nursery for children, physical
therapy for rehabilitation of patients, so that they may be properly treated.

pg. 17
2. Training of physicians, nurses, and other personnel: They receive their training in both
theory and practice in approved schools and colleges. Therefore, a hospital being a complex
and specialized organization must employ highly trained personnel so that they may train
others. Particularly in the branch of medical and paramedical education, different
associations/councils play very important roles. They make surveys of hospitals and accord
their approval.

Only these approved hospitals can provide training in medicine, nursing, dietetics, pharmacy,
physiotherapy, administration, medical social work, medical record library, X-ray, and
medical record technology, etc. Capable boys and girls should be attracted to such courses as
a career which offers them fair remuneration, opportunities for self-development and
reasonable security.

3. Prevention of disease and promotion of health: It is the duty of the hospital to cooperate
with the government agencies. They can treat patients of communicable and non-
communicable diseases, notify to the recognized authorities of any communicable disease of
which it has knowledge, assist in vaccination programmes of the government, etc.

4. Advancement of research in scientific medicine: Considering the broad social

responsibility for maintaining and restoring the health, it is an important function, but no
hospital is permitted to do direct experiments on patients. It must resort to necessary tests in
laboratories and on animals. They can do so by making observations of functions of the body
in health and in disease, but they will have to main clinical record of patients accurately for
which they have to engage qualified trained medical record technicians who will preserve the
record in such a manner that it can be made available for study at any time to physicians and
surgeons.

pg. 18
CHAPTER-3:-
COMPANY
PROFILE

pg. 19
Medicover: Medicover is one of the most respected healthcare brands in the world with presence in 12
countries across the globe - Germany, Poland, Turkey, Belarus, Bulgaria, Georgia, Hungary,
Romania, Serbia, Moldova, Ukraine, and India

PHILOSOPHY:-
the Medicover Hospitals group wishes to maintain a work environment that fosters personal and
professional growth for all employees. Maintaining such an environment is the responsibility of every
staff person. It is the responsibility of all staff to:

• Foster co-operation and communication among each other

• Treat each other in a fair manner, with dignity and respect

• Promote harmony and teamwork in all relationships

• Strive for mutual understanding of standards for performance expectations, and communicate
routinely to reinforce that understanding

• Encourage and consider opinions of other employees or members, and invite their participation in

decisions that affect their work and their careers

• Encourage growth and development of employees by helping them achieve their personal goals at
Medicover Hospitals group and beyond.

• Seek to avoid workplace conflict, and if it occurs, respond fairly and quickly to provide the means to
resolve it

• Administer all policies equitably and fairly, recognizing that jobs are different, but each is important
that individual performance should be recognized and measured against pre-determined standards and
that each employee has the right to fair treatment Recognize that employees in their personal lives
may experience crisis and show compassion and understanding.

Mission

pg. 20
“Caring for your health is all we do”

Values
Within Healthcare Service Division “Passion for Quality” value has increased emphasis as it's vital to
deliver our cause. All our values are important, but our quality value ensures we enable life, save life,
maintain, and improve life

SERVICES OFFERED AT MEDICOVER

• Cardiology

• Electrophysiology

• Cardiothoracic Surgery

• Orthopaedics

• Joint Replacements

• Neurology

• Neurosurgery

• Obstetrics & Gynaecology

• Gastroenterology

• Bariatric Surgery

• Surgical Gastroenterology

• Critical Care & Pain Management

• Dental

• Dermatology

• Dialysis

• Dietetics & Nutrition

• Emergency & Trauma

• Endocrinology & Diabetology

• ENT

pg. 21
• General Surgery

• Internal Medicine

• Minimal Access Surgery

• Nephrology

• Medical Oncology

• Surgical Oncology

• Orthopaedic Oncology

• Ophthalmology

• Paediatrics

• Paediatric Surgery

• Physiotherapy

• Plastic & Cosmetic Surgery

• Psychiatry

• Pulmonology

• Rheumatology

• Spine Surgery

• Urology

• Vascular Surgery

• Clinical Laboratory

- Biochemistry

- Clinical Pathology

- Micro-biology

- Serology

- Haematology

• Radiology -CT scan

-MRI

pg. 22
- Ultrasound

- Doppler

• Blood Bank & Transfusion Medicine

Medicover Hospitals, Health City

To provide better holistic healthcare services, we have opened a new modern, multi-
speciality, state of the art 150 bedded hospital at Health City, Arilova, Visakhapatnam. This
new hospital is equipped with the latest high-end equipment and cutting-edge technologies,
dedicated and well-trained human resources to provide a satisfying healthcare experience. To
achieve this objective, we have developed several Centres of Excellence in their respective
specialities.

Centre Of Excellence
Being the fastest growing multi-speciality chain in India, we offer quality health care with
European standards to every individual for simple, complex and even rare conditions among
a wide range of specialties with round-the-clock services in a comfortable, patient-centric
environment.

Cardiology

Orthopedics

Neurosciences

pg. 23
Gastroenterology

Emergency Care

Internal Medicine

All Other Specialties

➤ Critical Care & Intensive Care

➤ Nephrology & Transplantation

➤ Laparoscopic & Gen. Surgery

➤ Pulmonology

➤ ENT (Ear, Nose & Throat)

➤ Internal Medicine

➤ Plastic Surgery
➤ Urology

➤ Physiotherapy
➤ Advanced Diagnostics

pg. 24
Key Infrastructure

Medicover Hospitals, Visakhapatnam is backed by high-end technology and infrastructure

that matches the best-in- the-class and international standards of care.

➤ 150 beds
➤ 4 High-End OT's

➤ 35 ICU Beds

➤ CT scan

➤ 2 High-End Cath lab’s ( Separate Cath labs for Neuro Interventions and Cardiac Interventions)
➤ High-End Laser Equipment (Linear Dual 100, Leonard Mini, Germany)

➤ Computerized Navigation for Replacements

➤ C-Arms

➤ Microscope
➤ Endoscope

➤ Ultrasound & X-ray

➤ High-End Clinical Laboratory

➤ Heart-Lung Machine

➤ HFC / ICU Ventilators

➤ IAPB
➤ 2D Echo & TMT

➤ Dialysis & CRRT Machine

pg. 25
Values and cultures:

Close to 21,000 Medicover employees provide more than 1,200,000

members with healthcare services and perform 98 million diagnostic
tests across our markets every year.

They are driven by the company’s values in their daily routine and inspired by the spirit of
diversity leveraged in the Medicover to drive innovation and business growth.

Our business is about people and trust. Being entrusted with our customers’ health is a
responsibility we take very seriously. Only by acting with professionalism and integrity can
we enjoy the confidence of our stakeholders and preserve our company’s reputation. The
Medicover Values play an important role in this respect, communicating expectations on how
we relate to each other as colleagues, towards our customers and business partners and the
wider community. And we recruit people who can live up to them.

pg. 26
Organizational structure:

pg. 27
EMPLOYMENT AT MEDICOVER HOSPITALS

Employment Equity
Medicover Hospitals is an equal opportunity employer and employs personnel without regard to race,
ancestry, place of origin, colour, ethnic origin, language, citizenship, creed, religion, gender, sexual
orientation, age, marital status, physical and/or mental handicap or financial ability.

Recruitment & Selection

All employment opportunities at Medicover Hospitals are posted on company's website. Occasionally,
they are posted on employment websites or with an employment agency. Applications are encouraged
from current employees but will be screened in the same manner as applications received from outside
applicants.

Applicants are invited to submit their application, along with a current resume, demonstrating that
they meet the minimum criteria for the position being sought. At the closing date, all applications are
screened, and candidates selected for interview are contacted.

A selection panel is constituted to conduct interviews of each position defined in the organization. If
the interview is positive, references will be contacted. Depending on the feedback provided, a position

may be offered to the applicant.

pg. 28
Orientation
All new employees to Medicover Hospitals shall receive an orientation session which will encompass
an overview of general policies, procedures and operations. This will also provide employees, new to
either a position or Medicover Hospitals, an opportunity to learn the performance expectations
management has with regard to the position in question. Employee Handbook is uploaded in
Employee Login in HRMS and each employee is expected to learn its contents. Employees will also
be made aware of policies such as, Medicover Code of conduct , Medicover Anti Bribery Policy and
asked to sign on their adherence to same.

Employee Duties
Attached to an Offer of Employment, is a description of the job and the associated responsibilities,
along with any additional tasks possibly required. This document will be used to evaluate for
clarification.

From time to time, it may be necessary to amend an employee's job description. These amendments
will be discussed with the employee in advance; however, the final decision on implementation will
be made by management.

Personnel Records and Administration

The task of handling personnel records and related to administration functions has been assigned to
the Human resources Department. Department. Personnel files will be kept confidential at all times
and include some or all of the following documents:

• Biodata

• Employment Application form

• Educational Qualification certificates

• Experience and Relieving Letters

• Signed copy of Appointment letter

• Medical records.

Change of Personal Data

Any change in an employee's name, address, telephone number, marital status, dependents, or
insurance beneficiaries, needs to be reported in writing without delay to the Human Resources
Department.

pg. 29
Safety
The safety and health of employees is a priority. Medicover Hospitals makes every effort to comply
with all state workplace safety requirements. Medicover's workplace safety rules and regulations are
as following.

 Keep work areas free from unnecessary combustible materials be especially careful handling
flammable materials
 Know the location of firefighting equipment in your work areas.
 Stay away from the fire scene if you are not directly involved in removing persons to safety
 Avoid using the telephone after the fire is reported. All telephone lines must be kept open for
emergency calls.
 Above all, be ready and know the special fire procedures in your work area. Know what you
should do in the event of a fire.
 Each employee is expected to obey safety rules and exercise caution and exercise common
sense in all work activities to avoid any untoward incident.

ATTENDANCE AND PUNCTUALITY

Medicover Hospitals expects employees to be ready to work at the beginning of assigned daily work
hours, and to reasonably complete their tasks by the end of assigned work hours.

Work Schedule
Unless otherwise specified, regular full-time employees are expected to work at least forty eight (48)
hours per work week.

Absence and Lateness

From time to time, it may be necessary for an employee to be late or absent from work. Medicover
Hospitals is aware that emergencies, illnesses, or pressing personal business that cannot be scheduled
outside work hours may arise. It is the responsibility of all employees to contact and inform HR
department and all other affected parties if they will be absent or late.

LEAVE POLICY
• Leave period is from January to December and will be credited at the end of the year

pg. 30
• CL and SL (SL are not applicable who are covered under ESI) are availed after completing one
month of service with the organization on prorate basis

• An employee who had worked for a period of 240 days or more during a calendar year shall be
allowed 15 days of leave during the subsequent calendar year

• ELs are eligible after completion of 1 year from DOJ. Leave Encashment will be at full& final
Settlement only after successful completion of 2 years of service with maximum of 30 days only
(Irrespective of EL balance) Encashment will be done on last drawn basic wage/salary.

• Employees will be eligible for 12 days of casual and 12 sick leave, Casual leave and sick leave will
not be carry forward and no encashment

pg. 31
Maternity and Allied Leaves.
• Female employees are entitled to 26 weeks / 182 days maternity leave on completion of one year of
confirmed service with the company, for two (2) children only.

• Basic Salary will be paid during the leave period by the company or ESI.

• The employee must intimate ESI or /and company about the due date well in advance for the
purpose of payment of salary during her maternity leave.

In addition to the above, female employees may avail of the following Leaves:-

Leave for Miscarriage

An employee shall be entitled to '8.5' weeks / 60 Days of paid leave immediately following the day of
her miscarriage.

Complications in Pregnancy/ Delivery etc.

A female employee suffering from illness arising out of pregnancy / delivery /premature birth of the
child or miscarriage shall be entitled for one month's leave with maternity benefits. This one month is
in addition to her normal entitlement in case of miscarriage / delivery etc.

• Note: The proof of the miscarriage illness due to delivery must be produced to become entitled for
the above said leave.

Permission
• This provision is only for Staff, Executives and Managers

• Employees can avail of 2 hrs of permission at a time, twice a month.

• Permission is to be approved by the HOD. Employee has to submit “Permission Slip” to the Security
Team at the respective Unit whenever Permission is availed. In case prior permission has not been
obtained, then it will be treated as unauthorized absence.

Attendance Monitoring
• Employees are expected to record their attendance on a daily basis.

• Leave (other than medical leave) needs to be approved in advance.

• In case of official travel, please regularize attendance in consultation with the HR Department.

pg. 32
Extra Hours Pay
• Working extra hours will be paid to employees who work in shift operations for more than the
normal shift timings in a day. (If an employee exceeds by 2 hours than his/her shift, employee is
eligible for claiming extra hours.)

Payroll & Paydays

The frequency of Medicover Hospitals payroll distribution is dependent upon an employee's
employment status. Regular full-time salary employees are paid monthly on or before the first
business day of the following month. For the payroll purpose, attendance period is taken as 26th of
current month to 25th of next month.

EMPLOYMENT TERMINATION / RESIGNATION

After the application of disciplinary steps, if it is determined by the management that if an employee's
performance does not improve, or if the employee is again in violation of Medicover Hospitals
practices, rules, or standards of conduct, following a decision-making employment with Medicover
Hospitals will be terminated.

As per company policies notice period to be served in case of Voluntary resignation.

Exit Interview
In a voluntary separation situation, Medicover Hospitals management would like to conduct an exit
interview to discuss the employee's reasons for leaving and any other impressions that the employee
may have about Medicover.

INTERNAL COMPLAINTS COMMITTEE /POSH

Medicover Hospitals is committed to fostering a healthy working environment that enables
employees to work without fear of prejudice, gender bias and sexual harassment. Medicover’s
philosophy is to be a professional organization, encouraging growth of individuals irrespective of
gender, religion, caste, or community. Medicover endeavours to ensure a safe, secure, and congenial
work environment, so that employees can deliver their best without inhibition. Through all its
policies, Medicover Hospitals seeks to ensure that every gender should have equal opportunity and no
preferential or discriminatory treatment is meted out to anyone on grounds of sex alone. In that
context, the Group feels the need to spread awareness across the organization, to prevent gender

pg. 33
related harassment or discrimination, and in the event of such an occurrence, provide recourse to the
concerned individual. The Group also believes that all employees of the Medicover Hospitals have the
right to be treated with dignity. Sexual harassment at the workplace or other than workplace if
involving the Group's employees, is a grave offence and is, therefore, punishable.

Objective:
This policy is consistent and designed to comply with the Sexual Harassment of Women at Workplace
(Prevention, Prohibition and Redressal) Act, 2013 which came into effect from 9th December 2013.
Goal of this policy is prevention and redress of sexual harassment. Medicover Hospitals have adopted
a policy of non-tolerance against any such conduct that violates the law.

The policy is non-negotiable. Main objective of this policy document is to establish a complaint
redress mechanism to effectively deal with incidents of sexual harassment at workplace and to resolve
such complaints in a fair and timely manner. This policy covers not only sexual harassment at
company premises, but other extension of workplace such as business trips, off site training programs,
social events or seminars, trainings, conferences, and a function including get together and picnics
organized by the Company

Scope:
This Policy extends to all Group employees and is incorporated in the service conditions code of
conduct of all employees. "Sexual Harassment “includes any one or more of the following unwelcome
acts or behaviour (whether directly or by implication) namely:

• Physical contact and advances

• A demand or request for sexual favours

• Making sexually coloured remarks

• showing pornography; or any other unwelcome physical, verbal, or nonverbal conduct of sexual
nature.

The following circumstances, among other circumstances, if it occurs or is present in relation to or

connected with any act or behaviour of sexual harassment may amount to sexual harassment:

• Implied or explicit promise of preferential treatment in her employment

• Implied or explicit threat of detrimental treatment in her employment

• Implied or explicit threat about her present or future employment status

pg. 34
• Interference with her work or creating an intimidating or offensive or hostile work environment for
her; or

• Humiliating treatment likely to affect her health or safety

Applicability: This policy is applicable to complaint of sexual harassment by and against

employees of Medicover Hospitals, as well as Retainer, Trainee, temporary and contractual staff.

Constitution of Internal Committee: The Company shall mandatorily constitute the

committee as defined below,

• Presiding Officer - Shall be a woman employed at senior level who will be appointed by the
Executive Director and Chief Human Resources Officer.

• Convener - Shall be an HR who will be appointed by the Chief Human Resources Officer and
Presiding Officer.

• Member 1 - Shall be a Medical Officer who will be appointed by the Presiding Officer.

• Member 2 - Shall be an Employee who is having experience in Social work/Legal Committed to the
cause of women who will be appointed by the Presiding Officer.

• Member 3 - Shall be from NGO or Association Committed to the cause of women/person familiar
with the issues relating to sexual harassment, who will be appointed by the Presiding Officer.

Committee meetings shall be held Quarterly and shall be documented.

One-half of the total members nominated shall be women. The committee and the presiding officer
will hold office only for period of 2 years.

Role and Responsibilities: The Committee will work towards creating an atmosphere
promoting equality, non-discrimination, and gender justice. It will promote and facilitate measures to
ensure there is no hostile environment towards employees at the workplace. It will also monitor and
review the implementation and effectiveness of sexual harassment policy. It will also act as highest
point of escalation in case of complaint in Medicover Hospitals.

Presiding Officer
• Overseeing all activities of the Committee.

• Decision making based on deliberations and consensus of committee members.

• Review and approval of committee minutes of meeting.

pg. 35
Convener
• Scheduling, communication, coordination for committee meetings in consensus with chairman.

• Taking attendance for committee meetings and notes on deliberations of members discussion during
committee meetings.

• Preparing minutes of meeting and submitting the same for review and approval of chairman.

• Communicating the approved minutes of meeting to all members of the committee

• Maintaining the records of committee.

Members:
• Actively participating in committee meetings

• Evaluating the deficiencies and suggesting remedial actions for the same.

• Concerns if any related to committee and suggesting prevention strategies.

Redressal process:
The inquiry will be conducted in accordance with the 2013 Act, powers conferred by the 2013 Act
and as per principles of natural justice. However, with regards to men and others, complaint
mechanism will be in accordance with code of conduct of the company.

The complaints can be received by:

The aggrieved female can approach any member of ICC with the written complaint, supporting
documents and list of witnesses within a period of 3 months from date of incident/s. In case if the
aggrieved female is not able to register complaint due to any physical incapacity, complaint can be
registered with written complaint from the aggrieved person’s relative, friend, and colleague, or any
person who has the knowledge of the incident.

Each complaint should at the minimum be specific as to:

• It is important that the aggrieved person keeps a written record of dates, time, details of the conduct
and witnesses, if any.

pg. 36
• Nature of sexual harassment.

• Identity of the person/s who is/are involved in the act/s of sexual harassment.

• Facts and circumstances in support of the complaint

Inquiry into complaint

In all cases where the complainant is a woman, the ICC shall proceed to make inquiry into the
complaint in accordance with the 2013 Act, powers conferred by the 2013 Act and as per principles of
natural justice. With regards to men complaint mechanism will be in accordance with code of conduct
of the company/service conditions. On completion of the inquiry, the ICC shall provide the inquiry
report to the Company. It shall also make a copy of the findings available to the concerned parties to
enable them to make representation against the findings before the ICC. Copy of the inquiry report
shall be made available to complainant and defendant. Where the ICC arrives at a conclusion that
charges of sexual harassment against the defendant are not proved, it shall recommend to the
Company that no action is required to be taken in the matter. Where the ICC arrives at a conclusion
that the allegation against the defendant has been proved, it shall recommend to the Company to take
action for sexual harassment as ‘misconduct’, resulting in disciplinary action based on this policy, as
deemed fit.

Conciliation:
The purpose of the ICC is to resolve /redress the compliant of the aggrieved person. Hence, the first
step by the ICC will be to try to resolve the raised issue through mutual discussion between the
aggrieved person and the respondent. The mutual discussion will be considered based on the gravity
of misconduct as construed by the aggrieved person and their consent to adapt conciliation process.

Disciplinary Action:

Guidelines for Disciplinary Action:

The Internal Committee will give recommendations on nature of disciplinary action to be taken in
case the defendant is found guilty. The penalties listed below are indicative guidelines.

Minor Punishment:
• Warning or censure in writing

• Withholding or stoppage of increments/promotion

• Fine

pg. 37
• Order to give a written apology to the aggrieved women

• Sign a bond of good behaviour

• Negative impact on performance appraisal

• Withdrawal of company provided facilities

• Transfer

• Debar from differentiated “Reward & Recognition” programs.

Major Punishment:
• Debarring from supervisory duties

• Reverting, demotion

• Termination/ Discharge from services

• Dismissal without notice or any compensation in lieu of notice

• Compensation to the victim through deduction from he salary of the person found guilty.

• In addition to above, the Internal Committee may also recommend providing gender sensitization
counselling to the person found guilty

Criminal Proceedings:
Where such conduct amounts to a specific offence under the Indian Penal Code or under any other
law, the Company shall initiate appropriate action in accordance with law by making a complaint with
the appropriate authority.

Third Party Harassment:

Where sexual harassment occurs by any third party or an outsider, the management will take all
reasonable steps to assist the affected employees in terms of support and preventive action.

Confidentiality:
Publication and communication to public and media in any manner about the Compliant identity &
address of the aggrieved person, respondent and witnesses shall be treated as confidential. To take an
appropriate disciplinary action on any person who violates the confidentiality obligation under this
policy.

Conclusion:
pg. 38
It shall be constant effort of the Company to prevent Sexual harassment and create safe & conducive
work environment. The policy is subject to modifications periodically as per changing times and need
of the organization and /or change in law.

Version Control:
The Chief Human Resources Officer of Medicover Hospitals shall be the custodian of this Policy. The
policy shall be reviewed on a need basis by the senior management of Medicover Hospitals, any
revisions to the existing policy will require approval of the Executive Director

TRAINING AND DEVELOPMENT

1.PURPOSE
To ensure continuous up gradation of Knowledge and skills of all hospital employees by way of
periodic training sessions and to measure its effectiveness thereafter to.

8 Hours of training is mandatary to every employee of medicover hospitals

2.SCOPE
All employees on the rolls of the organization, trainees, and those on a relationship agreement
Medicover Hospitals is committed to train employees to:

a. Provide excellence in patient care

b. Understand the organizational vision, values, principles & policies

c. Facilitate and improve job performance

d. Encourage employee self-development

Training Need Identification.

Concerned department head will be responsible for training need identification of his/ her subordinate
, based on the following functions:-

a.Functional skill requirement.

behavioural requirement.

c. Change in job responsibility / function arising out of transfer / promotion.

pg. 39
d. New organizational initiatives.

Training Feedback
A standardized “Training Feedback Form” will be filled by each trainee at the end of training session.

Training Effectiveness Evaluation of the effectiveness of training would be done through.

• Interactive Q & A session at the end of every training.

• Learning checks by concerned HOD

PATIENTS RIGHTS AND RESPONSIBILITIES

Patient And Family Rights

Right to Information: Every patient has the right to have information on

• Name and professional qualification of Healthcare Professionals treating him / her.

• State of his / her health condition, diagnosis, preventive strategies & probable medical prognosis,
informed about the results of diagnostic tests.

• Proposed treatment plan including Safe and effective use of medications, and its associated risks,
benefits, expected outcomes, possible complications, available alternatives, preventing healthcare
associated infections

pg. 40
• Expected cost of treatment, Diet and nutrition, immunizations, Informed Consent process.

• Access his / her records as per the hospital policy, how to voice a complaint; and Whom to contact
in case of emergency.

• Right to be involved where Care plan is prepared and modified in consultation with the patient and /
or family members

Right to Quality Care & Participation in care delivery: Every patient

has the right to receive
• Medical care rendered, treatment irrespective of type of primary and associated illness, socio-
economic status, gender, age, sexual orientation, religion, caste, cultural preferences, linguistic and
geographical origins or political affiliations.

• Treatment during emergencies, make decisions about his/her patient care and right to give or

withhold the consent, seek second medical opinion before giving his/her consent if so desired .

Right to Confidentiality
Privacy, respect, and dignity: - Every Patient has the right to:

• Have reasonable privacy and dignity during his/her during his/her treatment and various medical
investigations and interventions.

• Keeping “doctor-patient privileged information” as confidential except when required by law or by

the authorised insurance agency or company.

• Receive appropriate care regardless of race, culture, religion, age, gender or physical disability
without any discrimination.

• Respect any special preference, spiritual and cultural needs; and

• Redressal of his concerns.

• Protection from neglect and abuse

Patient And Family Responsibilities:

To provide effective treatment for patients it is important that the patients have a responsibility to:

Providing Information: -

Every patient shall provide information on

pg. 41
• His / her full name, address and other information required by the hospital

• Complete and accurate history and information about his/ her health, including present condition,
past illnesses, hospitalizations, medications, natural products and vitamins, known allergies to
medications and any other matters that pertain to his / her health.

• Communicate with health care provider if his / her condition worsens or does not follow the
expected course.

Treatment compliance, Honesty and transparency: -

Every patient shall

a. Follow prescribed treatment plan and comply with instructions.

b. Be punctual for appointments and have realistic expectations from the doctors

c. Participate in medical care by actively involving in understanding therapies and following doctors’
advice at home

d. Educated about pain management techniques, when appropriate

Conduct at Hospitals: -
Every patient shall:

a. Treat Doctors and other healthcare staff with courtesy and respect.

b. Not involve in abusing, assaulting, or causing harm to the Doctor or Staff of Hospital or causing
any harm to the Hospital properties.

c. Abide by all hospital rules and regulations.

• Comply with NO SMOKING and visitor policies

• Be considerate of noise levels, privacy, and safety.

• Weapons are prohibited in the premises.

• Pay the agreed expenses in a timely manner as per the hospital policies.

d. Respect situations of treating emergent patients earlier than you.

EMPLOYEE RIGHTS & RESPONSIBILITIES Employee Rights:

• Right to be aware of the hospital wide policies.

pg. 42
• Right to avail benefits extended by the organization.

• Right to report any harassment to the HR department.

• Treated equally and respectfully, and not discriminated on the basis of caste, religion, sex or socio-
economic background.

• Aware of the terms and conditions of his/her employment before joining the organization.

• Entitled to the terms and conditions as specified in the appointment letter.

• Clarity on the targets to be achieved/job to be performed and the roles/responsibilities associated

with the task to be performed.

• Aware of all the rights being conferred on an employee during the course of employment.

Employee Responsibilities:
• To contribute to the highest standards of medical and service excellence.

• To follow Code of Conduct during his commitment with the organization.

• To work in shifts or normal duty hours to support the Hospital’s 24*7 operations.  

• To use email and internet access that is provided in a manner that is ethical and lawful.

• Responsible to use allocated equipment in their work stations and maintained in accordance with the
SOPs.

• To maintain proper discipline, professional ethics and complete integrity in the performance of
work.

• To maintain complete integrity in his/her action and work.

• To maintain complete confidentiality in respect of their documents and patient information they
handle.

• Employees are not expected to have any contact with the Press or make an public statements without
the prior approval of the Company.

• Employees shall be discrete in their personal conversations while in the presence of customers and
patients.

• Employees are encouraged to adopt a clean desk policy and clear up their workstations.

pg. 43
• Employees working in patient contact areas, such as nurses, patient relation executives, who are
issued company uniforms, are expected to be in uniform while at work. Employees who are not
provided uniforms shall follow a business dress code.

DO'S & DON'TS DO'S

• Adhere to the hospital’s culture of work and dressing and personal standards

• Practice responsible corporate citizenship adopt best practices in the hospital's environmental
policies and procedures

• Keep the ethics of the hospital always in the fore front

• Devote full attention to the business interest of the hospital

• Practice transparency in the conduct of business DON’TS

• Use Medicover Hospitals facilities, relationships for personal Benefit or outside work

• Let Personal interest conflict with the interest of the hospital

• Disclose confidential hospital information in the course of e employment for gains

• Discriminate among people while at work place

• Misuse company property

CLOSING STATEMENT
Successful working conditions and relationships depend upon successful communication. It is
important that employees stay aware of changes in procedures, policies, and general information.

It is also important to communicate ideas, suggestions, personal goals, or problems as they affect
work at Medicover Hospitals

pg. 44
CHAPTER -4
THEORITAICAL
FRAMEWORK

pg. 45
CONCEPT OF TRAINING AND DEVELOPMENT
Training is concerned with increasing the technical skills, knowledge and operative skills in
doing a particular job. Hence, employers train their employees for a particular job. But the
scope of education is broader. It not only includes acquiring technical skills and knowledge
but also behavioural skills and knowledge, general knowledge and social knowledge.
Education is not only through formal institution in educational institutes, but also through
training, observation, and awareness and so on so forth. Training normally has a more
immediate and specific utilitarian value purpose whereas education has long run and general
unity.

Development has a broader connotation; its aim being to improve the overall personality of
an individual. It is mostly used in context of executives only. An attempt to improve
employee performance is currently in the present job or related to it. To be effective, training

pg. 46
should involve a learning experience, be a planned organizational activity and be designed to
meet the goals of individuals employees.

Meaning
A business' most important asset is often its people. Training and developing them can be one
of the most important investments a business can make. The right training can ensure that
your business has the right skills to tackle the future. It can also help attract and retain good
quality staff, as well as increasing the job satisfaction of those presently with you - increasing
the chances that they will satisfy your customers. Thus, training is the act of increasing the
knowledge and skills of employee. It is a universal truth that the human resources available in
an organization have to be managed more efficiently than the material resources comprising
of machines and money.

Development refers to those learning opportunities designed to help employees grow.

Development is not primarily skill-oriented. Instead, it provides general knowledge and
attitudes which will be helpful to employees in higher positions. Efforts towards development
often depend on personal drive and ambition. Development activities, such as those supplied
by management developmental programs, are generally voluntary.

DEFINITION:
Training

"Training is systematic development of the knowledge, skills and attitudes required by an

individual to perform adequately a given task or job.-Michel Armstrong

Development
Executive or management development is a planned, systematic and continuous process
learned and growth by which managers develop their conceptual and analytical abilities to
manage.

Scope of HRD:
The scope of HRD is limited to 'Training and Management development, Career planning
and development, Organization Change and development. Quality of Work life, Quality of

pg. 47
Circles, job enrichment. The activities that come under Training and Development are Safety
and Health Programs. Welfare programs, Communication. Personality Development.
Obsolescence prevention, improving their Performance. Social security and the like.

IMPORTANCE OF TRAINING:
Training' is the most important technique of human resource development on which the hum
resource management depends on to a large extent. No organization can get a candidate who
exactly matches with the job and the organizational requirements. Hence, training is
important to develop the employee and make him suitable to the job.

Training is important as it constitutes significant part of management control i.e, in the

achievement of organizational objectives like viability, stability, growth and also in
improving organizational efficiency, productivity, progress and developments. Hence, trained
employees would be a valuable asset to an organization. Training enhances 4 degrees * C
viz., Competence, Commitment, Creativity and Contribution for the organization.

> It improves the job knowledge and skills at all levels of the organization.

>It develops a sense of responsibility to the organization for being competent and
knowledgeable.

> It provides information for future needs in all areas of the organization in view of
technological advancement, total quality and productivity management.

>It helps a person to handle stress, tension, frustration, conflict and to make more effective
decisions and problem-solving techniques.

> It helps to improve communication, skills and attitudes which lead to improve labor
management relations and maintain co-operation among the employees in the organization.

> It provides a good and appropriate climate for learning, growth, co-ordination and helps to
eliminate fear in attempting new tasks.

>It helps to create a better corporate image by increasing productivity or quality of work by
understanding and carrying out the organizational policies properly. > It moves a person
towards personal goals while improving interactive skills and increases job satisfaction and
recognition.

pg. 48
> Trained employees make a better and economical use of materials and equipment. >
Spoilage or wastage of materials can be reduced. There is no need for constant supervision in
case of trained employees.

> It helps in reducing dissatisfaction, complaints, grievances, makes them more loyal to the
organization and improves the morale of the workers.

NEED FOR TRAINING:

> To increase productivity: - Training helps to increase the level of performance which in
turn leads to increased operational productivity and increased company profit.

> To improve quality: -Information and product knowledge of a particular product or

machinery to an employee or a worker helps in increasing the quality and reduces wastage of
resources.

> To help a company fulfil its future personnel needs: Organizations that have a good internal
educational program will have to make less drastic manpower changes and adjustments in the
event of sudden personnel alterations.

> To improve Organizational Climate: - An endless chain of positive reactions results from a
well-planned training program. Production and quality of, the product may improve, financial
incentive may be increased etc., this improves organizational climate.

> To improve 'Health and Safety: Proper training can help prevent industrial accidents. A
safer work environment leads to more stable mental Attitudes on the part of employees as
well as managerial staff. It helps to better themselves.

> Obsolescence Prevention: - Training and Development helps to increase the initiative and
creativity of employees. It helps to prevent manpower obsolescence, which may be due to
age, temperament or motivation or inability to adapt himself to new technological changes.

> Personal growth: The training program helps to improve their individual skills, wider their
knowledge, enlighten altruistic philosophy and enhance their personal growth.

IMPORTANCE OF DEVELOPMENT:
Executive development has become indispensable to modern organization in view of the
following reasons:

pg. 49
> For any business, executive development is an invaluable invest in the long run, it helps
managers to acquire knowledge, skills, abilities required to grapple with complex changes in
environment, technical, and process quite successfully.

> Development efforts help executives to realize their own career goals and aspirations in a
planned way.

> Executive can show superiors performance on the job. > Executive development program
helps managers to board their outlook into various problems, examine the consequences
carefully.

> The special course projects, committee assignments, job rotation and other exercises helps
managers to have a feel of how to discharge their duties without rubbing people the wrong
way.

OBJECTIVES OF TRAINING AND DEVELOPMENT:

The principal objective of training and development division is to make sure the availability
of a skilled and willing workforce to an organization. In addition to that, there are four other
objectives: - Individual, Organizational, Functional and societal.

> Individual Objectives: Help employees in achieving their personal goals, which in turn,
enhances the 11-individual contribution to an organization. > Organizational Objectives:
Assist the organization with its primary objective by bringing individual effectiveness.

> Functional Objectives: Maintain the department's contribution at a level suitable to the
Organization's needs. > Societal Objectives: Ensure that an organization is ethically and
socially responsible to the needs and challenges of the society.

METHODS OF TRAINING:
As a result of research in the field of training, a number of programmes are available. Some
of those are new methods. The training programmes commonly used to train operative and
supervisory personnel are discussed below. These programmes are classified into on the job
and off the job training programmes as follows:

METHODS OF TRAINING

pg. 50
On-the-job Methods Off-the-job Methods

1)Job rotation 1) Vestibule Training

2)Coaching 2) Role Playing

3)Job instruction 3) Lecture Methods

4)Committee assignments 4) Programmed

5)conference or discussion 5) Instructions

ON-THE-JOB TRAINING METHOD:

This type of training also known as job instruction training, is the most commonly used
method. Under this method, the individual placed on a regular job and taught the skills
necessary to perform that job. The trainee learns under the supervision and guidance of a
qualified worker or instructor.

On-the-job training has the advantage of giving first-hand knowledge and experience under
the actual working conditions.

1. Job rotation:
This type of training involves the movement of trainee from one job to another. The trainee
receives job knowledge and gains experience from his supervisor or each of the different job

pg. 51
assignments. This method gives an opportunity to the trainee to understand the problems of
employees on other jobs and respect them.

2. Coaching: The trainee is placed under a particular supervisor functions as coach in

training the individual. The supervisor provides who feedback to the trainee on his
performance and offers him some suggestions for improvement. A limitation of this method
of training is that the trainee may not have the freedom or opportunity to express his own
ideas.

3. Job instruction:
This method is also known as training through step by step. Under this method, trainer
explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do
the job. The trainer appraises the performance of the trainee, provides feedback information
and corrects the trainee.

4. Committee Assignments:
Under the committee assignment, group of trainees are given and asked to solve an actual
organizational problem. The trainees solve the problem jointly. It develops team work.

OFF-THE-JOB METHODS:
Under this method of training, trainee is separated from the job situation and his attention is
focused upon learning the material related to his future job performance. Off the job training
methods are as follows:

1. 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 clerical and semi-skilled jobs. The
duration of this training ranges from days to a few weeks. Theory can be related to practice in
this method.

2. Role Playing:

pg. 52
It is defined as a method of human interaction that involves realistic behaviour in imaginary
situations. This method of training involves action doing and practice. The participants play
the role of certain characters, such as the production manager, mechanical engineer,
superintendents, maintenance engineers, quality control inspectors, foreman, workers and the
like. This method is mostly used for developing interpersonal interactions and relations.

3. 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 motive 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.

4. Conference or Discussion:
It is a method in training the clerical, professional and supervisory personnel. This method
involves a group of people who pose ideas, examine and share facts, ideas and data, test
assumptions, and draw conclusions, all of which contribute to the improvement of job
performance. Discussion has distinct advantage over the lecture method in that the discussion
involves two-way communications and hence feedback is provided. The participants feel free
to speak in small groups. The success of this method depends on the leadership qualities of
the person who leads the group.

5. 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 instruction. The trainee goes through these units by
answering questions or filling the blanks. This method is expensive and time consuming.

STEPS IN THE ORGANIZATION OF A MANAGEMENT

> Analysis of organizational development needs.

> Appraisal of present management talents.

> Innovators of management man power.

pg. 53
> Planning of individual development program.

> Establishment of development program.

> Evaluation of result.

METHODS OF DEVELOPMENT

ON-THE-JOB TECHNIQUES OFF THE-JOB

TECHNIQUES

i. Under Study i. Case Studio

ii. multiple management ii. Incident Method

iii. In basket method

iv. Business Game

v. Sensitivity Training

vi. Simulation

vii. Grid Training

ON-THE-JOB TECHNIQUES

1. Under Study:

The organization is supplied by a person with as much competence as the superior to fill his
post which may fall vacant because of promotion, retirement or transfer. The person who is
'under study' is chosen by the department or its' head. He will be taught what all, his job
involves and gives him a feel of what his job is. He learns the decision-making as he is being
involved in the discussion of daily operating problems as well as long-term problems. I le

pg. 54
will also be taught about the leadership skills as he is assigned the task of supervising two or
three people of the department.

2. Multiple Management: - Multiple management is a system in which permanent

advisory committees of managers study problems of the company and makes
recommendations to higher management. It is also called junior-board of executive's system.
These committees

discuss the actual problems and different alternative solutions after which the decisions are
taken. This technique has some advantages over other techniques. They are: Members have
the opportunity to acquire the knowledge of various aspects of business, and also to
participate in the group-interaction so that they can gain the practical experience of group
decision-making. It is relatively inexpensive and it helps to identify the members who have
the skills and capabilities of an effective manager.

OFF-THE-JOB TECHNIQUES:

i. The Case Study:

The trainees are given cases based on the actual business situations that happened in various
organizations for discussing and deciding upon the case. Then they are asked to identify the
apparent and hidden problems for which they have to suggest solutions. The situation is
generally described in a comprehensive manner and the trainee has to distinguish the
significant facts from the insignificant, analyse the facts, identify the different alternative
solutions, select and suggest the best. This improves the participant's decision-making skills
by sharpening their analytical and judging abilities.

ii. Incident Method: -

This method was developed by Paul Pigors. It aims to develop the trainee in the areas of
intellectual ability, practical judgment and social awareness. Under this method, each
employee developed in a group process. Here, the training group is asked to study the

pg. 55
incident happened in different organizations to make short-term decisions in the role of a
person who has to cope with the incident in the actual situation. Later, the group studies, and
discusses the incident and take decisions relating to incident, based on the group interaction
and decisions taken by each member. This is similar to a combination of case method and in-
basket method. In Basket Method:

The trainees are first given back ground information about a simulated company, its products,
key- personnel, various memoranda, requests and all data pertaining to the firm. The trainee
has to understand all this, makes notes, delegate tasks and prepare memos within a specified
amount of time. The abilities that can be developed are: -

a. Situational judgments

b. Social sensitivity in exhibiting courtesy, scheduling meetings etc.,

c. Willingness to make decisions and take action.

This method is inexpensive and can be organized easily. Team cooperation can foster and
departmental conflicts softened down and/or eliminated. Managers get a better appreciation
of other functional areas as they mix with managers from different functional areas. The only
demerit is it sometimes discourages originality for teams have to adopt themselves to rigid
situations.

iv. Business games:

In this method, the trainees are arriving at decisions concerning such subjects as production,
pricing, research, expenditure, advertising etc., assuming itself to be the management of a
simulated Finn. The other teams assume themselves as competitors and react to the decision.
This immediate feedback helps to know the relative performance of each team. The team's
cooperative decision promotes greater interaction among participants and gives them the
experience in cooperative group processes.

V. Sensitivity training:
"This method was originally developed by Kurt Lewin and popularized by the National
Training laboratories, U.S.A. under Leland Bradford. It is known by several names such as T-
Group training'. 'Action training', 'Group dynamics", *Confrontation Groups', 'Encounter
Sessions and so forth. 'Roof Lynton' conducted the first T-Group in India in 1957 for youth
leaders under the aegis of Alok foundation (Sinha. 1985).

pg. 56
This gained prominence and it conducted programs for youth leaders, practicing managers,
priests and community leaders in different settings like colleges, churches, hospitals and
development institutes.

The main objective of sensitivity training is the "Development of awareness of and sensitivity
of behavioural patterns of one self and others. This development results in the

a) Increased openness with others.

b) Greater concern for others Increased tolerance for individual differences.

c) Less ethnic prejudice

d) Understanding of group processes

e) Enhanced listening skills

f) Increased trust and support.

In this training, the role played by the trainee is not as in role play. It is a laboratory situation
where one gets a chance to know more about himself and the impact of his behaviour on
others. It develops the managerial sensitivity, trust and respect for others. The only limitation
is that, it exacts a huge emotional cost from the manager.

vi. Simulation:
Under this technique, the situation is duplicated in such a way that it carries a closer
resemblance to the actual job situation. The trainee experiences a feeling that he is actually,
encountering all those conditions. Then he is asked to assume a particular role in the
circumstances and solve the problems by making a decision. He is immediately given a
feedback of his performance, vii.

Managerial Grid
It is a six-phase program lasting from three to five rears. It starts with upgrading managerial
skills, continues to group improvement: improves inter group relations, goes into corporate
planning, develops implementation method and ends with an evaluation phase.

The grid represents several possible leadership stoles. Each stole represents a different
combination of two basic orientations concern for people and concern for production.

pg. 57
TRAINING CONTENT FOR EMPLOYEES: DIFFERENT
CATEGORIES
Training methods and content may not be same for different categories of employees. As
such, management has to train employees of different categories in different areas and
through different methods based on the job analysis. Training methods and content for a few
jobs are given below.

A. Supervisory training:
Supervisors mostly learn to supervise under the guidance of a manager. Hence, the emphasis
should be on the job training methods. These methods can be supplemented with various off-
the-job training methods. Course content of training to this category include: production
control, organization methods, work or activity control, method study, job evaluation,
company policies and practices, personnel policies, procedures, programs, training the sub-
ordinate, grievance handling. disciplinary procedure, communication, effective records,
dealing with absenteeism, labour turnover, industrial and labour laws, leadership qualities,
etc.

B. Sales Training:
Emphasis should be towards on-the-job as well as off-the-job training methods in training the
sales personnel. Course content include job knowledge, organizational knowledge,
knowledge about the company products, customers, competitors, sales, administration
procedures, laws concerning sales, special skills like prospecting, making presentations,
handling objections, closing the sales, etc, employee attitude such as loyalty to the company
and trust in the company products, understanding and tolerance with regard to potential and
existing customers.

C. Clerical Training:
Emphasis may be given to off-the-job training methods in training the clerical personnel. The
training content includes organization and methods, company policies, procedures and
programs, back ground knowledge of the company, forms, records, written communications,
clerical aptitude maintaining ledgers, records etc.

pg. 58
D. Learning and teaching:
The training program will not be effective if the trainer is poorly qualified or ill-equipped
with the technical aspects of the content or if he locks the aptitude for teaching and teaching
skills.

Training comprises of mainly learning and teaching. Training principles can be studied
through the principles of learning and principles of teaching.

PRINCIPLES OF TRAINING:
Providing training is a complex process. However, certain principles of training are listed
below:

a) Motivation: As the effectiveness of an employee depends up on how well he is

motivated by the management, the effectiveness of learning also depends up on motivation.
The trainee will acquire a new skill or knowledge thoroughly and quickly if he or she is well
motivated.

b) Progress Information: There is a relation between learning rapidly and effectively and
providing right information. The trainee also wants to learn new skills without much
difficulty and without handling too much information. Therefore, the trainer has to provide
only the required amount of progressive information specifically for the trainee.

c) Reinforcement: The effectiveness of the trainee in learning new skills or acquiring new
knowledge be reinforced by means of rewards and punishments. Positive reinforcements
include promotions, hike in pay, etc punishments are also called as negative reinforcements.
Management should take care to award negative reinforcements as these have a long run ill
effect on the trainer as well as on the management.

d) Practice: A trainee should actively participate in the training program in order to the
learning program an effective one. Continuous and long practice is highly essential for
effective learning.

e) Full Vs Part: There is still certain amount of ambiguity concerning the question as to
whether a job has to teach at a stretch or whether to divide it into parts. Generally, the

pg. 59
training process should start from the known and proceed to the unknown and from the easy
to the difficult when parts are taught. However, the trainer to teach on the basis of his
judgment.

f) Individual differences: Individual varies in intelligence and aptitude from person to

person. Therefore, the trainer has to adjust the training program to the individual abilities and
aptitudes. In addition, individual training machines and adjustments of differences should be
provided.

EMPLOYEE TRAINING:
• To lay down a procedure to provide training to all levels of employees. • The In charge -
Human Resource, shall advise all functional heads to release their training calendar before
one month of commencing the training calendar.

. On receipt of the training calendar, he co-ordinate with functional heads to conduct training
as per the scheduled dates.

• The In charge - Human Resource also deputes one employee from human resource
Department to attend the training programs to provide necessary assistance to conduct
training programs.

. The employee who attended the training program on behalf of Human Resource Department
should fill the Training records of the employees attended to the programs and functional
heads shall maintain the training format & evaluation records.

TRAINING PROCEDURE:

a) PREPARING THE INSTRUCTOR: The instructor must know both the job to be
taught and how to teach it. The job must be divided in to logical parts so that each can be
taught at a proper time without the trainee- losing plan. For each part one should have in
mind the desired technique of instruction, that is, whether a particular point is best taught by
illustration, demonstration or explanation. A serious and committed instructor must know the
job or subject he is attempting to teach, have the aptitude and ability to teach, have
willingness towards the profession, have a pleasing personality and capacity for leadership
have the knowledge of teaching principles and methods and be a permanent student, in the
sense that he should equip himself with the latest concepts and knowledge.

pg. 60
b) PREPARING THE TRAINEE: As in interviewing, the first step in training is to
attempt to place the trainee at ease. Most people are somewhat nervous when approaching an
unfamiliar task. Though the instructor may have executed his training procedure, many times
he or she never forgets its newness to the trainee. The quality of empathy is a mark of good
instructor.

c) GETTING READY TO TEACH: This stage of the program is class hour teaching
including planning the program, preparing the instructors out line, keep the session moving
along logically, discuss each item in depth, repeat but in different words. Take the material
from standardized texts when it is available and take periodical progress of the trainees.

d) PRESENTING THE OPERATION: There are various alterative ways of presenting the
operation namely explanation, demonstration etc., an instructor mostly uses these methods of
explanation. In addition, one may illustrate various points. through the use of pictures, charts,
diagrams, and other training aids. Demonstration is an excellent device when the job is
essentially physical in nature.

e) TRY OUT THE TRAINEE'S PERFORMANCE: As a continuation of the presentation

sequence given above, the trainee should be asked to start the job or operative procedure.
Some instructors prefer that the trainee explain each step before doing it, particularly of the
operation involves any danger. The trainee, though repetitive practice, will acquire more skill.

1) FOLLOW UP: The final step in most training procedures is that of follow-up. When
people are involved in any problem or procedure, it is wise to assume that things are always
constant; follow up can be adept to a variable reinforcement schedule as suggested

DEVELPOMENT PROCESS

pg. 61
pg. 62
TRAINING TECHNIQUES USED IN THE HOSPITAL:
Training and development initiatives aren't often a top concern for health system leaders
This, of course, is not surprising given that leaders are faced with more pressing issues, such
as reimbursement, compliance, clinical quality and beyond. However, training and
development is an important area that leaders should assess often.

The health system offers thousands of training courses each year-both mandatory (such as
those for compliance, privacy, clinical skill development, etc.) and optional, by role.
Examples of optional trainings include continuing medical education and leadership
development opportunities. Overseeing thousands of trainings each year can be a daunting
task. The training techniques which are used in the organization are based on

NATIONAL ACCREDITION BOARD OF HOSPITALS guidelines. Training techniques are

based on different contents of NABH Standards.

The contents of NABH, based on which the employees are trained in the organization are

1. Access Assessment and Continuity of Care ( ACC)

2. Care of Patients (COP)

3. Management of Medication (MOM) 4. Patients' Rights and Education (PRE)

5. Hospital Infection Control (HIC)

6. Patient Safety and Quality Improvement (PSQ)

7. Responsibilities of Management (ROM)

8. Facility Management and Safety (FMS)

9. Human Resource Management (HRM)

10. Information Management System (IMS)

There are many techniques of training followed by the organization. Some of them are:

1. Create training programs for different learning styles:

pg. 63
Training programs also need to reflect the multilingual employee population in so many
hospitals today. As there are employees from different parts of the nation it is important that
the organization include different learning styles so that it will be easy for the employees to
be trained well.

2. Make programs interactive.

Group activities, quizzes and other activities can help make training programs less lecture-
based and more interactive - something that not only helps employees trainer rotation is
important in order for the employees to not be bored during the training retain information
but also makes the training more enjoyable for the employees. Also, sessions.

3. Embrace computer-based training modules.

While certain types of trainings may be better suited for face-to-face training, many others
can be completed online. Computer-based training modules are often more an convenient for
employees as they can be completed from various locations, at different paces at times that
employee's schedule. When using computer-based trainings, it is important to prepare for
some technical and difficulties. It is important to have the IT department involved early on in
the process, even in planning, to make sur that the purchasing will work with the hardware
and system.

4. Personalize information so it is specific to your hospital or health system.

The reason Seven Hills Healthcare Pvt Ltd., often develops its own training programs is
because, in addition to being cost efficient, information within the training can be specific to
Seven Hills

Healthcare Pvt Ltd facilities and procedures.

5. Ensure training reflects changing skills.

Hospital training programs have always covered issues such as compliance and clinical
competency, but increasingly hospital is developing programs around newly sought after
skills, such as customer service and patient-centred care.

6. Consider employee demands beyond training.

pg. 64
Employees at hospitals have multiple responsibilities, and training should be designed so that
it can be completed without taking away from those responsibilities. One of the things that
makes healthcare unique is a large part of the employees are nurses or physicians who are
caring for patients. It is important to make sure that the training put together is effective for
them.

7. Evaluate the effectiveness of training programs.

Finally, hospitals should always assess the effectiveness of their training programs through
surveys and testing of skills. After all, a training program that doesn't effectively improve
some skill or competency is a waste of health system resources and employees' time.

DIFFERENT STAFF TRAINING PROGRAMS IN HOSPITAL SECTOR:

1. Orientation

Orientation is the most common type of employee training. It's a one-time event formally
welcoming and introducing new hires to your company within their first week on the job.
This training tends to be relevant to all company-wide roles and departments.

Orientation trainings are usually prepared by HR on big-picture topics such as:

. Company mission, vision, and values

. Corporate culture structure and leadership team intro

. Organizational

.Mandatory new-hire paperwork Overview of benefit plans

. Administrative procedures (computer logins, extension, email setups, etc)

. Key corporate policies

2. On-boarding Training

Contrary to a very common misconception, orientation and on boarding are actually different
types of employee trainings. While orientation training is a one-time session with a checklist
style agenda delivered to everyone in the company, on boarding training is a series of
department-specific sessions that take place over a longer period of time. It is strategically

pg. 65
created with the goal of enabling new employees to be as successful as they can be in their
new roles in the shortest period of time.

On boarding trainings ideally start on the first day of employment and may carry on
throughout the first year as needed. It is prepared by department leaders with the focus of
reaching departmental goals and connecting them with overall company objectives. Topics
should, therefore, address employee needs and provide them with easy access to information
and skills that they need to do their jobs efficiently and maximize employee engagement.

A holistic on boarding training program should focus on more than the technical aspects of a
job. It should also offer education on ways to stay engaged and productive at work. A good
example of such content is Mind fresh TV, a screen video website that teaches modem
mindfulness at work.

Through 5-minute online sessions, Mind fresh videos teach anyone who works at a desk to
training is a great educational component to add to your company's employee on boarding
boost body posture, decrease stress levels and increase productivity at work. This type of
training.

Effective and successful on boarding trainings gradually bring new employees up to speed
much quicker than if left to fend for themselves. An effectively executed on boarding training
will also free up a lot of leadership time because most answers to questions would be
available within the training.

3, Technical Skills Development Training

No matter what technical level your employees are at, there is always room for improvement.
Technical (hard) skills include the know-how of doing things like data analysis, content
writing, coding, programming, etc. Technical skills training is a fundamental employee
education component because it's the main way your employees will know how to technically
do their jobs right. For those who already know how to do their jobs, we guarantee they still
have more to learn. Employees need to engage in ongoing learning on a regular basis to stay
up-to-date with the latest developments.

4. Soft skills development training

How your employees act is just as important and what they know-that^ prime s why soft
skills are so essential for growth. Soft skills are personal attributes that enable employees to

pg. 66
interact effectively and harmoniously with other people in the workplace, including co-
workers, management, and customers.

Soft skills trainings are useful for new and existing employees of all levels and are extremely
effective way to build an efficient, respectful and collaborative culture - ultimately affecting
the bottom line.

Some topics to consider covering in your soft skills training include:

. Communication skills

. Presentation skills

. Problem-solving skills

. Conflict resolution

• Leadership skills

. Time management

. Ethics

• Teamwork

5. Products and services training

Product trainings can either be a part of onboarding for newcomers or can be available for
any employees who need refreshers on the products and services the organization offers. This
type of training can also be used to educate staff on newly introduced products, services or
features so they are always up to date.

6. Mandatory training

Depending on where your company is located and the industry it operates in, certain
employee preparedness and training regulations may apply. For instance, public-sector
employees are often required to take occupational health and safety trainings and refreshers.
Establishments with liquor licenses need their server employees to be alcohol-safety certified.
And a few state laws require both public and private companies to deliver sexual harassment
trainings to employees.

pg. 67
BENEFITS OF TRAINING PROGRAMS IN HOSPITALS:
The hospital sector uses a diverse workforce, which includes a variety of positions that may
or may not have a strong educational component. A receptionist, cleaning personnel and ward
boys have different requirement than clerks and managers. Yet, the entire workforce is a
reflection of a hospitals culture, which is why everyone needs to be trained from top to
bottom on certain specific values and standards.

1. Safety and Security

If a danger presents itself in the hospital, patients look to staff to direct them. After all, the
staff knows the lay of the land, whereas the patients are in unfamiliar territory. Staff should
be trained as to the basics of safety, with many having the ability to perform first aid and
CPR if necessary. The hospital sector must also prepare staff, and develop plans in the event
of natural disasters. This is so important, because if the staff doesn't know what to do. chaos
will emerge, because people panic while they are trying to determine the best course of
action.

2. Developing and Training Talent

Many hospital workers start in entry-level positions and work their way up into higher level
jobs. When an organization takes time to train people, it is easier to recognize the talent that
can be developed for higher management positions,

Training for the hospital sector is diverse. Basic skills include communication and ways to
interact with the patients. It also involves teamwork training and diversity training, because
the staff is perceived as one unit by people. Learning to work together with people from
different backgrounds is essential since staff never know what the background of any specific
patient will be.

3. Leads to improve profitability and /or more positive attitudes towards profit orientation.
Improves the job knowledge and skills at all levels of the organization.

4. Improves the morale of the workforce.

5. Helps people identify with organizational goals.

pg. 68
6. Helps create a better corporate image.

7. Fosters authenticity, openness and trust.

8. Improves relationship between boss and subordinate.

9. Aids in organizational development.

10. Helps prepare guidelines for work.

11. Aids in understanding and carrying out organizational policies.

12. Provides information for future needs in all areas of the organization.

13. Organization gets more effective decision-making and problem-solving skills.

14. Aids in development for promotion from within.

15. Aids in developing leadership skills, motivation, loyalty, better attitudes, and other
aspects that successful workers and managers usually display.

16. Aids in increasing productivity and/or quality of work.

17. Helps keep costs down in many areas, e.g., production, personnel, administration, etc.

18. Develops a sense of responsibility to the organization for being competent and
knowledgeable.

19. Improves Labour-management relations.

20. Reduces outside consulting costs by utilizing competent internal consultation.

21. Stimulating preventive management as opposed to putting out fires.

22. Eliminates suboptimal behaviour (such as hiding tools).

23. Creates an appropriate climate for growth, communication.

24. Aids in improving organizational communication.

25. Helps employees adjust to change.

26. Aids in handling conflict, thereby helping to prevent stress and tension.

pg. 69
 Training feedback form
Name of the programme :
Date of the programme :
Duration of the programme :
Trainer :
Internal External Trainer Name :
Venue :

CATEGOR STRONGL AGRE NEUTRA DISAGRE STRONGL

Y
Y E L E Y
AGREE
DISAGREE
The objective of the
training were
clearly defined

pg. 70
Participation and
Interaction were
encouraged
The topics covered
were relevant to me

The content was

organized and easy
to follow
The material
distributed are
helpful
This training
experience will be
useful in my work
The trainer was
knowledgeable
about the training
topics
The trainer was well
prepared

The training
objectives were met

The time allotted

for the training was
sufficient

Q1. What did you like most about this training?

Q2. What aspects of the training could be improved?

Q3. What additional training would you like to have in the future?

Q4. Please share other comments/suggestions

pg. 71
CHAPTER-5
DATA ANALYSIS
AND
INTERPRETATION
pg. 72
1. How long have you been working for this organization?

pg. 73
pg. 74
2. What kinds of training programs employees are undergone in the
organization?

pg. 75
3. Which of the following training programs have you undergone
from time to time?

pg. 76
4. What kind of on-the-job training methods are used by the
organization?

pg. 77
5. Do you think that training is one of the prerequisites for higher
productivity / for taking
higher responsibilities?

pg. 78
6. How often do you attend the training?

pg. 79
pg. 80
7. What motivates you to participate in training programs?

pg. 81
8. The training programmes are pre-scheduled and informed to the
concerned staff in
advance.

pg. 82
9. Training program helps to increase productivity in both quality and
quantity.

pg. 83
10.Training helps to improve employee-employer relationship.

pg. 84
pg. 85
11.Training programs helps the organization to improve the
profitability.

pg. 86
12.Required training is provided at regular intervals by the
organization to the employees different levels.

pg. 87
13.To whom the training given more in the organization?

pg. 88
14.How does the organization follow up the training program?

pg. 89
15. when do you think that the training programs should be conducted
?

pg. 90
pg. 91
16.The training programs support the organization`s value and help
employee to contribute To organization`s strategic goal?

pg. 92
17. Do you feel that the training provided to you is related to your job
requirement?

pg. 93
18.The training and development programs helps the employer to
maintain retention rate.

pg. 94
19.How do trainers evaluate the effectiveness of training programs?

pg. 95
20.After the training program how do you feel the nature of the job?
pg. 96
pg. 97
21.Overall satisfaction level after attending the training program.

pg. 98