Seied Beniamin Hosseini

1. September 2016

2. By set of systematic and
planned activities
It is Designed by an
organisation
To provide opportunities to
learn necessary skills
When HRD should
begin ?
to meet current and future
job demands
HRD
HRD programs must respond to job changes and
integrate the long – term plans and strategies of
the organisation to ensure the efficient and
effective use of resources.”
when an employee joins an organisation and
continue throughout his or her career regardless
of whether that employee is an executive or a
worker on an assembly line.
What is must and should
for HRD?

3. HRD
Learning
Training:
acquiring knowledge of or skill in something by
study, experience or being taught – a never-
ending process of personal unfolding
a relatively systematic attempt to bring
someone to a desired standard of efficiency by
instruction and practice
What is Training OR HRD Need?
Gap between what an organization expects to happen and what actually occurs
Identifies needs in this sense focus on skills training necessity to correct the
discrepancy.
Analytic Needs identify new and better ways to perform tasks. The needs are generally
discovered by intuition, insight or expert consideration.
Compliance Needs are those needs that are mandated by law. Often deals with
mandated training programs, such as safety training or food handling
HRD professionals should be proactive and future oriented.
HRD professionals should bother with needs assessment. HR frames this in terms of
potentially hazardous shortcuts

4. changes in the behaviour of employees involves the following
areas:
1. Recruitment and selection of employees for meeting the present and future requirements
of an organization.
2. Performance appraisal of the employees in order to understand their capabilities and
improving them through additional training.
3. Offering the employees’ performance counseling and performance interviews from the
superiors.
4. Career planning and development programmes for the employees.
5. Development of employees through succession planning.
6. Workers’ participation and formation of quality circles
7. Employee learning through group dynamics and empowerment.
8. Learning through job rotation and job enrichment.
9. Learning through social and religious interactions and programmes.
10. Development of employees through managerial and behavioral skills.

5. Apollo Hospital
Apollo BGS Hospitals is an NABH accredited, Super-specialty tertiary care hospital which
Founded in the year 2001, today it is one of the largest private hospitals in the heart of Royal
City Mysore, with over 200 beds and over 30 Specialist. Apollo Hospital providing diagnostic,
therapeutic and intensive care facilities in one medical center which has located at
Adhichunchanagiri Road, Kuvempunagar, Mysore, Karnataka 570023.
This Hospital is a significant social initiative from Apollo Group. It is designed to raise India's
global standing as a healthcare destination, with emphasis on excellence in clinical services,
diagnostic facilities and research activities. It is only hospitals in Mysore to function with a
“Full Time Specialist System”, to ensure the availability and access to the best medical talent.
Treating over 200,000 patients annually.
The main objective of this study is to study the organization of various departments, the origin
growth and development of the industry and organization, the present status of the industry
,future prospects of the industry as Apollo Hospital ll as the organization. The study also helps
to identify the specific quality of management which makes this hospital more popular among
other hospitals in Mysore.

6. Activities of HRD programs in Apollo Hospital
 “The key to success is investment in its people”
 They build a culture of interaction that enables the members to feel like they are
part of a family, rather than just a business or a job.
the way of people think and behave is deeply rooted in the company philosophy
Integrity
Teamwork
Respect
Customer
Satisfaction
Safety
Continuous
Improvement
The value of activities
Competitive Advantage and
Mutual Prosperity
Promote Individuals
Train Employees in new Skills
Respect for people and
continuous
improvement

7. suggests where in the organization training
needed and under what conditions it will
occur
explains what must be done to perform a
job or complete a process successfully
Explains who needs to be trained & what
kind of training they need
:
human resource
inventories
organizational climate
measures
skill inventories
Levels of
Needs
Analysis
Strategic or
organizational
analysis
Task Analysis
Person Analysis
Methods of Strategic / Organizational
Analysis

8. Sources of Data For Organizational Need Analysis
Recommended Data Source HRD/Training Need Implications
Organizational Goals & Objectives Where HRD or training emphasis can and
should be placed. These provide normative
standards of both direction and expected
impact, which can highlight deviations from
objectives and performance problems
Human Resource (Manpower) Inventory Where HRD/training is needed to fill gaps
caused by retirement, turnover, age, etc. this
provides an important demographic database
regarding possible scope of training needs
Skill Inventory No. of employees in each skill group,
knowledge and skill levels, training time per
job, etc. this provides an estimate of the
magnitude of the specific needs for
HRD/training. Useful in cost-benefit analysis
Organizational Climate Indexes “Quality of working life” indicators at the
organization may help focus on problems of
HRD components

9. Task Analysis
• . Task analysis sometimes also known as operational analysis, is a systematic collection of
data about a specific job or group of jobs to determine what an employee should be
taught to achieve optimal performance
Results of a task analysis typically include the appropriate standards of performance,
how tasks should be performed to meet these standards, the knowledge, skills and
other characteristics
Step 1 : Overall Job Description : JD is the narrative statement of the major activities
involved in performing a job and the conditions under which the job is to be performed
Job analysis : a systematic study of a job to identify its major components. A Job Analysis
process generally involves observing the job being performed; asking job incumbents
and supervisors questions about the job, tasks, working conditions & knowledge, skills
etc.
Task Analysis process

10. • Step II : Task Identification : it focuses on the behaviors performed within the job. The following
information about the job is determined and clearly described:
The major tasks
within the job
How each task
should be performed
(performance
standard)
The variability of
performance (how the
task is actually
performed on day to
day basis)
5 methods for task identification include
it involves a trained observer, watch and note the nature and
frequency of an employee activity.Time Sampling
the EE knows it is time to perform a particular behavior, is the
response or behavior that EE is to perform and then it is
feedback of the EE received about how well the behavior was
performed
Stimulus –
response
Feedback

11. a questionnaire is developed by asking people familiar with the
job to identify all of its tasks. This list is then given to supervisors
and job incumbents to evaluate each task is important and time
spent to perform the task. This allows inputs from many people
and gives numerical information's about each task that can be
used to compute indexes and be analyzed
Job inventories
developed by John Flanagan can be used for task identification. It
involves having individuals who are familiar with the job record
incidents of particularly effective and ineffective behavior that
have been seen on the job over a period of time. This can be done
by individuals or groups.
Critical incident
technique
Job- duty –task
method
the job is divided into its subparts providing a comprehensive list that
identifies the job title, each of its duties and tasks and finally the
knowledge, skills abilities or other characteristics (KSAO) required to
perform each subtasks.

12.  Step III : Identify what it takes to do the job:
successful task performance requires that employees possess the KSAO’s to perform
the task. HRD professional must specify the KSAO’s because it is these competencies
that employees must develop or acquire during the training program.
Information on KSAO required to perform a job is valuable in determining the focus
of an HRD program. Some skills such as written and oral communication or
knowledge of safety products and procedure are necessary for effective performance.
In such case HRD program may be developed and conducted that can be offered to
employees in a wide range of jobs
 Step IV : Identify the areas that can most benefit from Training or HRD :
the focus here is on determining which tasks and capabilities should be included in
HRD programs, both ratings of tasks as well as ratings of KSAO should be examined.
Task ratings should be studied concerning their importance, time spent, and the ease
of acquisition. These ratings should be studied for their importance, difficult of
learning and opportunity to acquire them on the job.
 Step V : Prioritize Training Needs :
it should be clear with tasks and KSAO could benefit from training. These tasks and
KSAO’s should be prioritized to determine which ones should be addressed first.
Again inspection of ratings provided in steps 2 and 3 can facilitate the prioritizations
process.

13. Person
Analysis
Evaluation approach called 360 degree performance appraisal uses
as many if these sources as possible to get a complete picture of
employees performance
Determining the training needs of individual employees. The focus is
typically on how well each employee is performing key job tasks,
but this process may identify a wide range of both common and
unique HRD needs
Traditionally, Person Analysis involved an EE
and their supervisor. Depending an the nature
of individual’s work, that EE peers, customers,
and subordinates may also be in a position to
provide information that can be used to identify
person-level needs.

14. Technique or Data Obtained HRD / Training Need Implications
Attitude Survey Useful in determining morale, motivation
or satisfaction of each employee
Rating Scale Care must be taken to ensure relevant,
reliable, and objective employee rating
Critical Incidents Observed actions that are critical to the
successful or unsuccessful performance of
the job
Diaries Individual employee records details of job
Devised situations
Role Play, Conference Leadership, Training
Sessions, Business games
Certain knowledge, skills, attitudes are
demonstrated by these techniques
Assessment Centers Combination of several techniques in a
program
MBO or Work Planning & Review system Provides actual performance data on
recurring basis related to organization, so
that baseline measurements may be
known & subsequent improvement or
deteriorated

15. Technique or Data Obtained HRD / Training Need Implications
Attitude Survey Useful in determining morale, motivation
or satisfaction of each employee
Rating Scale Care must be taken to ensure relevant,
reliable, and objective employee rating
Critical Incidents Observed actions that are critical to the
successful or unsuccessful performance of
the job
Diaries Individual employee records details of job
Devised situations
Role Play, Conference Leadership, Training
Sessions, Business games
Certain knowledge, skills, attitudes are
demonstrated by these techniques
Assessment Centers Combination of several techniques in a
program
MBO or Work Planning & Review system Provides actual performance data on
recurring basis related to organization, so
that baseline measurements may be
known & subsequent improvement or
deteriorated

16. THANK YOU