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1.1) VISION Wockhardt Hospitals will strive with excellence to fulfill the needs of the community in its field of medical treatment 1.2) MISSION To serve and enrich the quality of life of patient suffering from diseases, Through the efficient deployment of technology and human expertise , in a caring and nurturing environment with the greatest respect for human dignity and life. 1.3) WOCKHARDT LTD Wockhardt Ltd, Indias leading transnational Pharmaceutical and Healthcare Company set up its first hospital in 1989. Since then the Wockhardt hospital and Heart Institute has become a renowned tertiary level health center providing cardiac care to patients of all age groups including new born. The hospital gives structure to a 30 year tradition of integrate and innovative care. A long standing reputation for cardiovascular excellence along with premier diagnostic and therapeutic capabilities enable Wockhardt to treat the most complex and high risk cardiac patients, a factor which has resulted in the institute being recognized amongst the best heart hospitals in India and a treatment destination for cardiac patients from neighboring countries. 1.4) HISTORY Wockhardt is global, pharmaceutical and Biotechnology Company that has grown by leveraging two powerful trends impacting the world of medicine globalization and biotechnology. The company has a market capitalization of over US $ 1 billion and an annual turnover of US$ 650 million. Wockhardt pace of growth and momentum permeates every mindset, system and technology within the organization. Wockhardt today, is distinguished by a strong and growing presence in the worlds leading markets, with more than 65% of its revenue coming from Europe and the United States. Wockhardt market presence covers formulations, biopharmaceuticals, nutrition products, vaccines and active pharmaceutical ingredients (APIs).
The company has its headquarters in India, and has 14 manufacturing plants in India, UK, Ireland, France and US Subsidiaries in US, UK, Ireland and France Marketing offices in Africa, Russia, Central and South East Asia. Wockhardt has a strong track record in acquisition management, with five successful acquisitions in the European market. These acquisitions have strengthened Wockhardt position in the high-potential markets of Europe, and have expanded the global reach of the organization. A key growth driver at Wockhardt is its state-of-the-art, multi-disciplinary research capability backed by a team of 500 skilled scientists. Consistent efforts have resulted in six breakthrough biotechnology products, 750+ patent filings and a pipeline of promising new molecules Wockhardt strategies are aligned towards being a significant player in the emerging global biopharmaceuticals market. In order to achieve this goal, the company has set up the Wockhardt Biotech Park, Indias largest biopharmaceuticals complex, with six dedicated plants built to international standards. Wockhardt Hospital group for devising and executing programs to improve patient centered quality care, particularly in the areas of : Facility development Leadership development Nursing excellence Clinical education and clinical investigator training Quality management Adaption to managed care environment Organizational strategic planning and development IT strategies and provider network development Faculty development and leadership programs Quality management and accreditation of systems Research program development Location: Wani House, Mumbai Agra Road, Nashik. Bed Strength: 170 Multi-specialty: Cardiology, Neurology, Orthopedics, Uro-surgery, Nephrology, Oncology. Facilities Available: Operation Theater Cardiac Catheterization Laboratory Well equipped ICCU facility
CHAPTER 2
positive attitude in the employees. The resource use up in human resource training is an investment in human assets & the skills acquired in the process is an advantage for both the enterprise & the employees. Training is different than education & development. Training is not broad like education & does not carry an emphasis on individual growth. The term education is wider in scope & more general, while training is work oriented & is aim imparting specific skills for doing a particular job. Development, in contrast is considered to be more general than training & more oriented to individual needs & it is most often aimed toward management people. 2.2) DEFINITIONS Training is defined as the systematic development of the knowledge, skills & attitude required by an individual to perform a given task or job successfully. Some management thinkers specifically define training as below: 1. The term training is used to indicate only the process by which the aptitudes,
skills & abilities of employees to perform specific jobs are increased. -Michael J. Jucius. 2. Training is the act of the increasing the knowledge & skills of an employee for doing a particular job. -Edwin B. Filippo. 3. Teaching is the imparting knowledge; training is the development of habits. -W. H. Leffingwell. 2.3) OBJECTIVE OF TRAINING The basic objective of providing training is to develop skills, knowledge & attitude. This aims to improve performance levels, quality of work, efficiency & productivity. The objective is to improve economic situation of workers in the job market, to enhance wage welfare conditions & make it possible to upgrade their economic & social situation in society.
2.4) NEEDS FOR TRAINING Basic needs for training can be examined as follows: Attitude formation: A common objective of training programme is the moulding of employee attitude to achieve support for company activities, to obtained better cooperation & greater loyalty. 1. To reduce learning time to reach acceptable performance: A qualified trainer
& adequate learning situation is able to shorter learning period & encourages higher productivity from new employee. 2. To improve performance on present job: Training help employees either new
or experienced employees increase their level of performance on their present job assignments. 3. To improve health & safety: Adequate training helps to prevent industrial
accidents. 4. Aid in solving operational problems: training of both supervisory & newly
recruited employees can help to reduce absenteeism, accidents & grievance. 5. To improve organizational climate: Training can help to maintain healthy
relationships among the labours, leaders, administrators & managements. 2.5) TYPES OF TRAINING 1. Induction Training: This is to induct or orient a new employee in the
organization. He is introduce to his colleagues, to new set up etc. & is familiarized with rules & regulations & other particulars. Induction training helps personal adjustments for new employee to the new setting & to build up cordiality in the group. 2. Job training: This is carried out to increase the knowledge & skills of doing the
job with which the employee is related. This also helps in acquainting the employee with specific procedures, sequences etc. That are followed in the organization. 3. Refresher Training: This training helps the worker to keep abreast with the latest
that is happening in the field which adds to their self confidence, efficiency & removes obsolescence
2.6) METHODS OF TRAINING Trainers who administer training programme have great choice of methods for imparting learning in trainees. A specific methods selected is decided by considerations of cost, available time, number of trainee, the depth of relevant knowledge, background of trainees & many other factors. Some of widely used training methods are listed as below: Table No: 1 Methods of Training On The Job Training 1. Job instruction Training 2. Mentoring / Coaching 3. Vestibule Training 4. Training by experienced supervisors 5. Apprenticeship training 6. Job Rotation 7. Demonstration / Simulation 2.7) IMPORTANCE OF TRAINING Higher performance: Training helps to improve the quantity & quality of work Off The Job Training 1. Role Playing 2. lecture / Discussion Method 3. Business Games 4. Sensitivity Training 5. Conference method 6. Programme instructions 7. Case Studies
output, increase knowledge, skills, & productivity of both employees & an organization as a whole. Lesser learning period: It helps to reduce the learning time & cost required
reaching the acceptable level of performance. The employees need not waste time in learning through trial or error or by observing others. Uniformity of procedures: Through it, the best available methods of performing
the work can be standardized & taught to all employees, which helps to improve the quality of performance. Economy of materials & equipment: It helps trained employees to make better
& economical use of materials & equipment, thus wastage will be low. Also, the rate of industrial accidents & damages to machinery & equipment will be minimum. This in turn will lead to low cost of production per unit.
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Less supervision: It reduces the need for detailed & constant supervision of
workers by making them self-reliant in their work as they know what to do & how to do it. High morale: It helps to improve the employees job satisfaction, morale,
developing in them positive attitude, making them more cooperative & loyal to the organization. It enables them to utilize & develop their full potential. With improvement in industrial discipline & relations, rates of absenteeism & labour turnover are reduced. 2.8) TRAINING PROCESS Training process consists of six steps:
1.
The first step in training process in an organization is the assessment of its objectives & strategies. What business are we in? At what level of Quality do we wish to provide this product or service? Where we want to be in the future? It is only after answering these & other related questions that the organization must assess the strengths & weaknesses of its human resources.
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2.
Organization spends vast sums of money (usually as a percentage on turnover) on training & development. Before committing such huge resources, organization would do well to assess the training needs of their employees. 3. Establishment of Training Goals:
Once training needs are assessed, training & development goals must be established. Without clearly-set goals, it is not possible to design a training & development program &, after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifiable, & measurable. This is easy where skills training involved. 4. Designing Training & Development Programme:
Every training & development programme must address certain vital issues: i. ii. iii. iv. v. vi. 5. Who participates in the programme? Who are the trainers? What methods & techniques are to be used for training? What should be the level of training? What learning principles are needed? Where is the programme conducted? Implementation of the Training Programme:
Once the training programme designed, it needs to be implemented. Programme implementation involves action on the following lines: i. ii. iii. iv. 6. Deciding the location & organising training & other facilities. Scheduling the training programme. Conducting the programme. Monitoring the progress of trainees. Evaluation of Result:
Since huge sums of money are spend on training & development, has been useful must be judge/ determined. Evaluation helps determine the results of the training & development programme.
2.9) EVALUATION OF TRAINING krickpatricks four levels of evaluation model The four levels of Krickpatricks evaluation model essentially measure:
Reaction of student - what they thought and felt about the training Learning - the resulting increase in knowledge or capability Behaviour extent of behaviour and capability improvement and
implementation/application
Results - the effects on the business or environment resulting from the trainee's
performance All these measures are recommended for full and meaningful evaluation of learning in organizations, although their application broadly increases in complexity, and usually cost, through the levels from level 1-4.
KRICKPATRICKS FOUR LEVELS OF TRAINING EVALUATION: Table No: 2 Krickpatricks Four Levels Of Training Evaluation
level evaluation evaluation description examples of evaluation relevance tools and methods practicability and
Reaction
Reaction evaluation is how delegates training experience. felt about the or learning
questionnaires.
Learning
Learning the
evaluation is Typically
measurement
the increase
Behaviour
and Measurement
of change requires
sustainability of change.
Results
Results
evaluation is Measures are already in Individually not difficult; via normal unlike systems organization. the Process must attribute clear accountabilities. whole
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CHAPTER 3
Induction programmes, Executive/Management Development programmes, Technical / Functional skill development programmes and, Behavioral/ Attitudinal training programmes.
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The training need identification shall be done at the end of the performance year
immediately after the performance review is over, also occur when job responsibilities changes / new equipment is introduced. The training needs shall be identified through three main sources viz. Business
performance, Functional performance and individual performance. Business performance shall lead to identification of common training needs across
departments e.g. if the business suffered due to lack of leadership or could not steer out effectively from some crisis then leadership skills and crisis management will be the required training inputs. Functional performance shall lead to identification of a common training need for
most employees from a particular function e.g. if there are customer complaints on quality of service from a particular department then customer management skills will be the required training input. Employee performance shall lead to identification of training needs for an
individual employee. e. g. if an employee could not achieve his/her goals due to lack of assertiveness then assertiveness skill will be the required training input. Individual training needs can also be identified through succession planning e.g. if
an employee is identified as a successor to a particular position but found to be lacking in a particular skill that is a part of the targeted positions skill set then that particular skill will be the required training input for that employee. Once the training needs are identified a training calendar shall be prepared by the
HR Executive comprising of employee name, training programme and approximate cost of the programme (Training budget). HR Executive shall get the approval from Hospital Head and Corporate HR Head
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3.5) NOMINATION FOR EXTERNAL TRAINING PROGRAMME HR Executive shall arrange to get the list of external training agencies and their training calendar. If a suitable training programme from an external agency matches the requirement of an employee training need then HR Executive shall send the proposal to the concerned functional head for approval. After obtaining approval HR Executive shall coordinate for sending the particular employee for the selected training programme. 3.6) IN-HOUSE TRAINING PROGRAMMES If a lot of employees share a common training need then HR Executive shall arrange to conduct In-house training programme. HR Executive shall arrange to prepare a list of participants for the In-house training programme in consultation with the concerned functional heads. HR Executive shall then decide duration of the training programme and venue. HR Executive shall send a circular on the training programme giving all details to all participants with a copy to respective functional heads. At the end of the training programme all participants shall be asked to fill Feedback Form, out of total trainees attended, minimum 70% of trainees must rate above 2 (Average) in the training programme, and then it will be said as effective training. HR Executive shall enter and maintain regarding training in his/her training card. 3.7) TRAININGS COMMONLY PROVIDED TO EACH EMPLOYEE IN HOSPITALS LTD., NASHIK ARE AS FOLLOWS
WOCKHARDT
General Induction Departmental Induction Fire Safety Employee Rights Patient Rights
Hospital Information System Infection Control Practices Personal Hygiene Code Blue Basic Life Support
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3.8)
DEPARTMENT AT WOCKHARDT HOSPITALS LTD., NASHIK ARE AS FOLLOWS Procedures & & Discharge
Medico Legal Care Ventilator Material Management Vulnerable Patients Care Hand Hygiene Cath Lab
Bio Medical Equipment End Of Life Care Phlebotomy & Collection Errors Hepatitis-B Cardiac Support Brady Arthymmias Management In Tachycardia Catheter Care Management In Bradycardia Quality Assurance Advanced Cardiac Life Support
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4.1.1) RESEARCH Research is a careful enquiry of examination in seeking facts or principles, a diligent investigation to ascertain something. According to Mr. Williams, Research means a search for facts or an organized enquiry. According to Redman and Mory, Research is a systematized effort to gain new
knowledge.
4.1.2) RESEARCH METHODOLOGY Research methodology is a way to systematically solve the research problem. It includes not only the research methods, but also the logic behind using the methods. It shows the type of sample design used, its size and the procedure used to draw the sample.
4.2) SELECTION OF THE TOPIC My project topic is To Study the Effectiveness of the Training & Development Policy in Wockhardt Hospitals. This topic interested me as training is a route to improve effectiveness. The scope of training is no longer limited to develop knowledge & competencies in individuals. This topic gave me an opportunity to study how the training programmes are planned effectively delivered. Training is such an activity that needs to be evaluated continuously in order to know the success of the training programme. It is always a question before the management, whether the training programme has achieved its objective. My project is an effort towards these fact-findings.
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4.3) OBJECTIVES OF THE PROJECT This project is made: To gain familiarity with Training and Development procedure followed practically. To gain practical knowledge about training evaluation. To know the relevance and significance of different Training and Development Programmes in hospital industry. To find the way for making Training Programme more effective and interesting. To judge the effectiveness of Training Programme. To replace the flaws or problems (if any) that obstructs the Training Programme from achieving the objectives for which the training is provided.
4.4) SCOPE OF THE PROJECT The scope/range of this project report is not too far stretching to the whole of
Wockhardt Hospital, Nashik rather it only covers the training and development activities conducted By Hospital for its employees.
My project mainly deals with the present method of training given at Wockhardt
This project covers the study of concepts like training, training programmed, and
training evaluation and excludes all other human resource activities conducted before and after training.
4.5) LIMITATIONS OF THE PROJECT The project is a collection of study, observation, and practical experience during my summer internship programmed where I was a member of the team working in the training and development of employees.
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I tried to perform this project in best possible manner to avoid any lacuna.
In spite of all
my efforts in this regard but due to the far stretching activities conducted at Wockhardt Hospitals, Nashik, my project lack in some of the following heads. Where there is a chance of further elaborating study on the same subject. Some information being very sensitive as far as organization is concerned is left
untouched and not mentioned in any way. Top-level strategic type of decisions and information too are not taken under
study to avoid any favor to the business counter parts. My project does not concerned about the designing and planning of training
activities which forms a crucial and major part of this field hence a full fledge study can be done in this area. Due to Time Constraints, I was not able to touch all aspects of training and
development. Due to security reasons, I could not attend the training conducted which would
4.6) RESEARCH PROCESS Research Problem: To study the effectiveness of the training and development policy in Wockhardt Hospitals. Research Approach: Approach of research used in the study is Descriptive Research. Some analytical methods are also used for evaluation of facts and information. Sample Design: Sample Population: Employees from Nursing Department in Wockhardt Hospitals undergone through selected 8 types of training for evaluation.
Sample Size: Total number of employees: 24(out of 20, 3 employees from each of the 8 selected training programmes that is 8x3=24)
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4.7) DATA COLLECTION 1.Primary data collection: Primary data is collected as follows: Questionnaire Interview and Discussion with employees Observation
2.Secondary data collection: Secondary data was collected from Reference Books Internet HR documents at Hospital like Competency Assessment Sheets, Training Cards,
Training Feedback Forms, Performance Review, Job Descriptions & Specifications, etc.
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Table No: 4 Rating scale used for effectiveness evaluation form RATING Yes, Very much/definitely Almost/probably Somewhat/not sure Not at all
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POINTS 4 3 2 1
EVALUATION OF TRAININGS FOR REACTION & LEARNING: Table No: 5 Evaluation for the training of Infection Control Practices:
Rating Parameter Physical comfort at the venue Explanation on the Schedule of the Training Programme Adherence to Schedule Presentation quality Level of interaction with faculty Quality of presentation content Relevance of contents for on the job performance Quality of study material / handouts Overall quality of programme SUMMATION 1 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 3 0 1 1 1 1 1 3 2 3 4 3 2 2 2 2 2 0 1 0 TOTAL 12 11 11 11 11 11 9 10 9 95 %AGE 100 91.67 91.67 91.67 91.67 91.67 75 83.33 75 87.96
INTERPRETATION: As per the above table, ratings for Physical comfort at the venue was found 100% and that of Relevance of contents for on the job performance & Overall quality of programme was 75% which had lesser ratings.
INTERPRETATION: As per the above table, ratings for Explanation on the Schedule of the Training Programme & Quality of presentation content was found 83.33% and that of almost parameters had 75% which was lesser ratings.
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INTERPRETATION: As per the above table, ratings for all the parameters was found 100%.
INTERPRETATION: As per the above table, ratings for all the parameters was found 91.678%.
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9 10 10 10 9 10 10 9 10 87
INTERPRETATION: As per the above table, ratings for almost parameters was found 83.33% .
INTERPRETATION: As per the above table, average ratings for all parameters was found 90.74%.
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INTERPRETATION: As per the above table, ratings for Physical comfort at the venue was found 100% and that of Relevance of contents for on the job performance & Overall quality of programme was 75% which had lesser ratings.
INTERPRETATION: As per the above table, ratings for Physical comfort at the venue was found 100% and that of Relevance of contents for on the job performance & Overall quality of programme was 75% which had lesser ratings.
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Parameter Physical comfort at the venue Explanation on the Schedule of the Training Programme Adherence to Schedule Presentation quality Level of interaction with faculty Quality of presentation content Relevance of contents for on the job performance Quality of study material / handouts Overall quality of programme AVERAGE
PRACTICES
100
75
100
91.67
75
83.33
100
100
91.67
83.33
100
91.67
83.33
91.67
91.67
91.67
91.67 91.67
75 75
100 100
91.67 91.67
83.33 83.33
91.67 91.67
91.67 91.67
91.67 91.67
91.67
75
100
91.67
75
91.67
91.67
91.67
91.67
83.33
100
91.67
83.33
91.67
91.67
91.67
75
75
100
91.67
83.33
91.67
75
75
83.33
75
100
91.67
75
91.67
83.33
83.33
75 87.96
75 76.85
100 100
91.67 91.67
83.33 80.55
91.67 90.74
75 87.96
75 87.96
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BIOMEDICAL EQUIPMENTS BLS CRITICAL CARE PATIENTS' RIGHTS CATHETAR CARE PHISIOLOGY OF HEARTS UTI BUNDLE
INFECTION CONTROLPRACTICES
INTERPRETATION:- As per the above graph, training on PHYSIOLOGY OF HEARTS was found 100% effective in reaction & learning evaluation of training and that of UTI Bundle was 76.85% average which was less effective as compared to other trainings provided.
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Parameter Physical comfort at the venue Explanation on the Schedule of the Training Programme Adherence to Schedule Presentation quality Level of interaction with faculty Quality of presentation content Relevance of contents for on the job performance Quality of study material / handouts Overall quality of programme
86
80
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Parameter Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her change in behaviour, knowledge, skill level? After undergoing this training, is the trainee being able to perform his/her duty in the organization? After the training, has his/her contributions towards achieving the goal of the organization increased? Is there any improvement in quality of work he/she performs? Has the training programme benefitted the organization
4 0 0
Rating 3 2 1 2 2 0
1 0 1
0 0 0 0
1 1 2 1
2 2 0 2
0 0 1 0
7 7 7 7
50
0 0 0
1 0 1
0 2 2
2 1 0
5 5 7 average
INTERPRETATION: As per the above table, average percentage for all parameters was found 54.165%
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Parameter Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her change in behaviour, knowledge, skill level? After undergoing this training, is the trainee being able to perform his/her duty in the organization? After the training, has his/her contributions towards achieving the goal of the organization increased? Is there any improvement in quality of work he/she performs? Has the training programme benefitted the organization
Rating 4 3 1 3 2 0
2 0 0
1 0 0
0 0 3 2
3 3 0 1
0 0 0 0
0 0 0 0
9 9 12 11
75 75 100 91.67
75
3 0 0
0 3 3
0 0 0
0 0 0
12 9 9 average
100 75 75 88.33
INTERPRETATION: As per the above table, average percentage for all parameters was found 88.33%
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Parameter Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her change in behaviour, knowledge, skill level? After undergoing this training, is the trainee being able to perform his/her duty in the organization? After the training, has his/her contributions towards achieving the goal of the organization increased? Is there any improvement in quality of work he/she performs? Has the training programme benefitted the organization
Rating 4 3 0 3 3 0
2 0 0
1 0 0
TOTAL 9 12
%AGE 75 100
0 0 3 3
3 3 0 0
0 0 0 0
0 0 0 0
9 9 12 12
75 75 100 100
10
83.33
3 2 0
0 1 3
0 0 0
0 0 0
12 11
100 91.67
9 75 AVERAGE 87.5
INTERPRETATION: As per the above table, average percentage for all parameters was found 87.5%
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Parameter Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her change in behaviour, knowledge, skill level? After undergoing this training, is the trainee being able to perform his/her duty in the organization? After the training, has his/her contributions towards achieving the goal of the organization increased? Is there any improvement in quality of work he/she performs? Has the training programme benefitted the organization
Rating 4 3 1 3 2 0
2 0 0
1 0 0
TOTAL 10 12
0 0 3 1
3 3 0 2
0 0 0 0
0 0 0 0
9 9 12 10
75 75 100 83.33
11
91.67
3 1 0
0 2 3
0 0 0
0 0 0
12 12 9 average
INTERPRETATION: As per the above table, average percentage for all parameters was found 88.33%
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Parameter Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her change in behaviour, knowledge, skill level? After undergoing this training, is the trainee being able to perform his/her duty in the organization? After the training, has his/her contributions towards achieving the goal of the organization increased? Is there any improvement in quality of work he/she performs? Has the training programme benefitted the organization
Rating 4 3 1 0 1 2
2 1 1
1 0 0
TOTAL 9 8
%AGE 75 66.67
0 1 1 1
1 1 1 2
1 0 0 0
1 1 1 0
6 8 8 10
75
1 1 0
2 1 2
0 1 1
0 0 0
10 9
83.33 75
INTERPRETATION: As per the above table, average percentage for all parameters was found 70.83%
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Parameter Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her change in behaviour, knowledge, skill level? After undergoing this training, is the trainee being able to perform his/her duty in the organization? After the training, has his/her contributions towards achieving the goal of the organization increased? Is there any improvement in quality of work he/she performs? Has the training programme benefitted the organization
Rating 4 3 2 1 0 1
2 1 1
1 0 0
TOTAL 10 9
%AGE 83.33 75
0 2 2 2
2 0 0 1
0 0 0 0
1 1 1 0
7 9 9 11
58.33 75 75 91.67
10
83.33
1 2 1
2 0 1
0 1 1
0 0 0
10 10
83.33 83.33
9 75 AVERAGE 78.33
INTERPRETATION: As per the above table, average percentage for all parameters was found 78.33%
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Parameter Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her change in behaviour, knowledge, skill level? After undergoing this training, is the trainee being able to perform his/her duty in the organization? After the training, has his/her contributions towards achieving the goal of the organization increased? Is there any improvement in quality of work he/she performs? Has the training programme benefitted the organization
Rating 4 3 0 0 1 2
2 2 0
1 0 1
TOTAL
%AGE
7 7
58.33 58.33
0 0 0 0
1 1 2 1
2 2 0 2
0 0 1 0
7 7 7 7
50
0 0 0
1 0 1
0 2 2
2 1 0
5 5
41.67 41.67
INTERPRETATION: As per the above table, average percentage for all parameters was found 54.165%
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Parameter Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her change in behaviour, knowledge, skill level? After undergoing this training, is the trainee being able to perform his/her duty in the organization? After the training, has his/her contributions towards achieving the goal of the organization increased? Is there any improvement in quality of work he/she performs? Has the training programme benefitted the organization
Rating 4 3 0 0 1 2
2 2 0
1 0 1
TOTAL
%AGE
7 7
58.33 58.33
0 0 0 0
1 1 2 1
2 2 0 2
0 0 1 0
7 7 7 7
50
0 0 0
1 0 1
0 2 2
2 1 0
5 5
41.67 41.67
INTERPRETATION: As per the above table, average percentage for all parameters was found 54.165%
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Parameter
Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in
CONTROL PRACTICES
58.33 58.33
83.33 100
75 100
83.33 100
75 66.67
83.33 75
58.33 58.33
58.33 58.33
58.33
75
75
75
50
58.33
58.33
58.33
behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her behaviour, skill level? After training, trainee being undergoing is able this the to change in
58.33
75
75
75
66.67
75
58.33
58.33
58.33
100
100
100
66.67
75
58.33
58.33
knowledge,
58.33
91.67
100
83.33
83.33
91.67
58.33
58.33
perform his/her duty in the organization? After his/her the training, has
50
contributions
75
83.33
91.67
75
83.33
50
50
increased? Is there any improvement in quality of work he/she performs? Has the training
41.67
100
100
100
83.33
83.33
41.67
41.67
41.67
75
91.67
100
75
83.33
41.67
41.67
58.33 54.17
75 85
75 87.5
75 88.33
66.67 70.83
75 78.33
58.33 54.17
58.33 54.17
AVERAGE
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AVERAGE Has the training programme benefitted the Is there any improvement in quality of work After the training, has his/her contributions After undergoing this training, is the Is the trainee aware of his/her change Would the trainee be able to transfer Was the change in behaviour and new Was there noticeable and measurable Were the relevant skills and knowledge used? Did the trainee put his/her learning 0 20 40 60 80 100 120
BIOMEDICAL EQUIPMENTS BLS CRITICAL CARE PATIENTS' RIGHTS CATHETAR CARE PHISIOLOGY OF HEARTS UTI BUNDLE INFECTION CONTROL PRACTICES
INTERPRETATION:-As per the above schedule, average effectiveness of training programme on CATHETAR CARE was 88.33%, more effective than any other trainings organized, while that of Infection Control Practices, BLS & Biomedical Equipments are same, i.e; 54.17%, less effective than other trainings provided.
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PARAMETER
Did the trainee put his/her learning into effect when back on the job? Were the relevant skills and knowledge used? Was there noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Was the change in behaviour and new level of knowledge sustained? Would the trainee be able to transfer his/her learning to another person? Is the trainee aware of his/her change in behaviour, knowledge, skill level? After undergoing this training, is the trainee being able to perform his/her duty in the organization? After the training, has his/her contributions towards achieving the goal of the organization increased? Is there any improvement in quality of work he/she performs? Has the training programme benefitted the organization?
AVERAGE 71.87 77.08 63.54 67.71 77.08 78.12 69.79 73.96 68.75 67.71
AVERAGE
90.00 80.00 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.00
AVERAGE
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Table No: 25 Overall Effectiveness Of All Trainings Considering Donald Krickpatricks Method Of Training Evaluation:
%AGE TRAININGS REACTION LEARNING INFECTION CONTROLPRACTI CES UTI BUNDLE PHISIOLOGY HEARTS CATHETAR CARE PATIENTS' RIGHTS CRITICAL CARE BLS BIOMEDICAL EQUIPMENTS AVERAGE OF 76.85 87.96
OF %
AGE
54.165
71.06
85
80.93
100
87.5
93.75
87.96
54.165
71.06
87.96
71.56
79.76
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Graph No: 5 Overall Effectiveness Of All Trainings Considering Donald Krickpatricks Method Of Training Evaluation :
%AGE OF EFFECTIVENESS
100 90 80 70 60 50 40 30 20 10 0
%AGE OF EFFECTIVENESS
INTERPRETATION:-The above schedule states overall percentage of effectiveness of all the trainings, in which average effectiveness as per the first two levels of evaluation was 87.96 and that of other two was 71.56. Out of which, overall average effectiveness of training provided on Physiology Of Hearts was more than any other trainings provided.
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are successful in fulfillment of objectives. The training process of the company is comparatively very good. Inductions help newly recruited employees to match with organization culture. In-house and outhouse good trainers are made available. The training provided on Physiology Of Hearts was more effective than any
other trainings provided. The controlling authority is some extent weak. Training programmes are generally conducted for lower level. Mostly Classroom trainings are adopted so trainees dont find it interesting. After training trainees are not in condition to fill the feedback forms. Trainees are not interested to attend the programme because the trainings are
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training & development system had an impact on how valuable respondents perceived training & development.
Employee groups in this sample differed in their perceptions of the status &
effectiveness of training & development system & value of training & development within the organization.
Respondents to this survey believe that training & development system enjoyed a
very high status within the organization & was effective in helping them on the job.
Some employees are lethargic about training programmes. Practical approach to the training and development is find Gained knowledge about relevance and significance of different training and
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Recommendations: Controlling authority should be bound to allow employees to attend the training
on rotation basis, as it improves the quality of work & indirectly helps them in achieving their goals.
More training programmes should be arranged for middle & top level employees
training) like role playing, job rotation, conference, vestibule & so on.
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Name :
Date:
Department:
Title of Programme:
Sr. no.
Parameter
Remarks 1 2 3 4
Rating
1 2
Physical comfort at the venue Explanation on the Schedule of the Training Programme
3 4 5 6 7
Adherence to Schedule Presentation quality Level of interaction with faculty Quality of presentation content Relevance of contents for on the job performance
8 9
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To help us improve the quality of our training, we would appreciate your feedback! Date: ___________ Name (Optional) : Course Title: Trainer: __________________________
Please TICK the response option that best reflects your evaluation of the training provided: Behaviour evaluation: 1.Has the trainee put his/her learning into effect when back on the job? Yes, very much ineffective 2.Has the relevant skills and knowledge been used? Definitely Probably Not really Almost Somewhat Not at all, its highly
3.Is there any noticeable and measurable change in the activity and performance of the trainee when back in his/her roles? Yes, very much ineffective 4.Has the change in behaviour and new level of knowledge been sustained? Yes, very much ineffective Almost Somewhat Not at all, its highly Almost Somewhat Not at all, its highly
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5.Is the trainee able to transfer his/her learning to another person? Definitely Probably Not sure
6.Is the trainee aware of his/her change in behaviour, knowledge, skill level? Yes, very much Results evaluation: 1.After undergoing this training, is the trainee able to perform his/her duty in the organization? Yes, very much ineffective 2.After the training, has his/her contributions towards achieving the goal of the organization increased? Yes, absolutely He/She has made significant contribution His/Her contributions have remained the same 3.What is the extent of advancement or change in the trainee after the training, in the direction or area that was intended? Almost Somewhat Not at all, its highly Almost Somewhat Not at all
4.Is there any improvement in quality of work he/she performs? Yes, very much ineffective Almost Somewhat Not at all, its highly
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5.Has the training programme benefitted the organization by achieving Greater job satisfaction / Reduction in labour turnover / Reducing wastages of resources / Improved quality of work life / Improved human relations / Increased profits / Fewer grievances / Lower absenteeism / Higher employee morale / Fewer accidents ? Yes, very much ineffective Explain: Almost Somewhat Not at all, its highly
7.Additional Comments:
HOD's Signature
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BIBLIOGRAPHY
BOOKS REFERRED: N. G. Nair & Latha Nair PERSONNEL MANAGEMENT & INDUSTRIAL
RELATIONS PRINCIPLES
Sanjay
Kavishwar
&
Vilas
Chopde
OF
BUSINESS
MANAGEMENT. Dr. B. Janakiram TRAINING & DEVELOPMENT Tapomoy Deb TRAINING & DEVELOPMENT(Concepts & Applications)
WEBSITE VISITED:
http://www.wockhardthospitals.com/nashik-superspeciality-hospital http://www.businessballs.com/kirkpatricklearningevaluationmodel.htm www.citehr.com/research.php?q=krick-patrick-model http://en.wikipedia.org/wiki/Training_and_development http://www.google.co.in/search?hl=en&gbv=2&gs_sm=3&gs_upl=3547l16438l0l19172 l18l18l7l0l0l1l296l2343l0.2.8l10l0&q=training%20and%20development%20project&ct =broad-revision&cd=4&ie=UTF-8&sa=X
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