HUMAN RESOURCE MANAGEMENT

S.L. RAHEJA HOSPITAL

A FORTIS ASSOCIATE

Team 5 Dhvaneet Salva (11), Harmeet Ajmani (14), Himanshu Gupta (16), Piyush Monga (32), Saakshi Tody (38), Saloni Kothari (40)

This documenet is an insight into the working of the Human Resource Department of S.L.Raheja Hospital.

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INDEX

Sr. No 01 02 03 04 05 06

Particulars
What is HRM? Hospital Industry S L Raheja Hospital The Visit to S.L. Raheja Hospital Code of Conduct Human Resource Planning and Job Design Recruitment and Selection Training and Development Remuneration and Compensation Performance Appraisal Motivation Case: Labor Strike Conclusion

Page No. 03 05 06 08 09 10

07 08 09 10 11 12

12 13 14 15 16 17

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What is H.R.M?
The corporate world we live today in is much different from what it was like 20years ago. Companies have gone global and every day a new MNC comes up, automation, science and technology have reached a new height and made life very easy of all offices. Due to this kind of technology one major change we can see is decrease in the demand for human resource. Thus making HRM an interesting topic to study as today workers are highly skilled and literacy rates have gone up, the minimum standard for education has changed and even quality of education has changed all to adapt to the changing standards of industry. People have become more professional in nature. Thus with so many changes in the industry HRM and its scope has also changed, their jobs have become more competitive and highly stressful in nature.HRM is now incorporating development of employee as an important factor. It is paying attention to the employees social and psychological needs as well to ensure that the rising stress levels are managed by proper motivation and counseling. Before we get into details of HRM lets us first understand what HRM is Human resource management (HRM or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union).HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. Whereas in startup companies HR's duties may be performed by a handful of trained professionals or even by non-HR personnel, larger companies typically house an entire functional group dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications. We often hear the term Human Resource Management, Employee Relations and Personnel Management used in the popular press as well as by Industry experts. Whenever we hear these terms, we conjure images of efficient managers busily going about their work in glitzy offices. But HRM is a broader concept then personnel management and employee relations. In small scale organization all of the above terms are used interchangeably but in big

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organization like Hindustan times, HRM means sum total of personnel management and employee relation and certain other things like career development, training. HRM is defined as:Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. In practice, HR is responsible for employee experience during the entire employment lifecycle. It is first charged with attracting the right employees through employer branding. It then must select the right employees through the recruitment process. HR then onboard new hires and oversees their training and development during their tenure with the organization. HR assesses talent through use of performance appraisals and then rewards them accordingly. In fulfillment of the latter, HR may sometimes administer payroll and employee benefits, although such activities are more and more being outsourced, with HR playing a more strategic role.HR's overarching mission has been compartmentalized by industry expert Dave Ulrich as four-fold: aligning HR and business strategy (strategic partner), re-engineering organization processes (administration expert), listening and responding to employees (employee champion), and Managing transformation and change (change agent). The HRM includes process like employee management, recruitment, selection, Training and development etc. In short HRM includes everything to with the recruitment and selection of employee to his benefits and training program to his retirement and future career planning. In this report we those aspect of HRM in detail and apply it to the newspaper industry with using Hindustan times as our main source of information. We also wish to look at new modern aspects of HRM like outsourcing, career planning and see whether they are being applied in the industry.

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Hospital Industry
Hospital industry is an important component of the value chain in Indian Healthcareindustry rendering services and recognized as healthcare delivery segment of thehealthcare industry, which is growing at an annual rate of 14%. The size of the Indianhealthcare industry is estimated at Rs. 1,717 billion in 2007. It is estimated to grow by2012 to Rs. 3,163 billion at 13% CAGR. The private sector accounts for nearly 80% ofthe healthcare market, while public expenditure accounts for 20%. The country had15,393 (2005) hospitals, which had 8.75 lakh hospital beds. According to the WHOreport, India needs to add 80,000 hospital beds each year for the next five years to meetthe demands of its growing population. Newfound prosperity of many Indian householdsis spurring demand for high-quality medical care, transforming the healthcare deliverysector into a profitable industry. Medial tourism is changing the face of traditionalhealthcare industry in India. Indias excellence in the field of modern medicine and itsancient methods of physical and spiritual wellbeing make it the most favorabledestination for good health and peaceful living. Indias cost advantage and explosivegrowth of private hospitals, equipped with latest technology and skilled healthcareprofessionals has made it a preferred destination for medical tourism. According toMinistry of Commerce and Industry, Indian medical tourism that was valued at US$350million in 2006, is estimated to grow into a US$2 billion industry by 2012. The reason why the healthcare and hospital industry is such an important part of the system is because in the modern a whole new number of diseases have come along with a variety of treatment and skilled and qualified doctors are needed to treat them and very few have such good quality doctors. Thus HR becomes a very important part of a hospital. Previously there was not that much specialization in the medical field but now days you have a lot of specialization in hospitals ranging from oncology, psychology, pediatrics, radiology, gynecology, urology etc. thus each hospital must have a variety of doctors as nowadays patients need specialized treatment from specialist, gone are the days of visiting one doctor for all purpose. Besides the doctor the hospital need skilled nurses, janitors, legal etc. staff too as they effect the efficiency of the organization. Let us now study the HRM of one such kind of hospital that is the S.L Raheja hospital.

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S.L RahejaHospital
S. L. Raheja (A Fortis Associate) Hospital is a 140 bedded, multi-specialty facility that provides comprehensive & affordable care to patients suffering from various ailments. Known widely as a leading hospital for advanced management in Diabetes & Oncology, the hospital is poised to develop as a center of excellence in Diabetes, Oncology, Trauma, Cardiac Sciences, Emergency Services and critical care under the professional management of Fortis healthcare. S. L. Raheja (A Fortis Associate) Hospital is committed in improving the health of the society, in general. The hospital provides home care facility for chronic/terminally ill patients. For every case, concerted effort is made by each employee, not only to treat diseases, but also prevent them. By frequently conducting various health check-up camps & awareness sessions, the hospital aims to educate the public on various health hazards & their treatment.S.lRaheja hospital in the past had certain labor problems. But they have now overcome them Vision "To create a world-class integrated healthcare delivery system in India, entailing the finest medical skills combined with compassionate patient care"

Values

Integrity

Team Work

Patient Centricity

Ownership

Innovation

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Patient Centricity Commit to 'best outcomes and experience' for our patients. Treat patients and their caregivers with compassion, care and understanding. Our patients' needs will come first Integrity Be principled, open and honest. Model and live our 'Values'. Demonstrate moral courage to speak up and do the right Teamwork Proactively support each other and operate as one team. Respect and value people at all levels with different opinions, backgrounds. Put organization needs' before department / self interest. Ownership Be responsible and take pride in our actions. Take initiative and go beyond the call of duty. Deliver commitment and agreement made. Innovation Continuously improve and innovate to exceed expectations. Adopt a 'can-do' attitude. Challenge ourselves to do things differently.

things.

experiences and

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The visit to S.L.Raheja Hospital

All prepared, members of our team went to the hospital to speak with the Human Resource Head, Mr. Satish Patil. An interview which lasted about twenty minutes helped us immensely in the completion of this project. We are grateful to Mr. Patil and the HR Department of the hospital for cooperating with us. During the course of our meeting, we discussed various aspects of Human Resource Management, ranging from the basic recruitment and selection to the controversial nurse strike of 2008. Our mission was to extract the complex structure of the hospital. Also, we wanted to focus on the manner in which the selection is done for higher posts in the hierarchy. Following is an extract from the interview with Mr. Patil: Member: If a situation may arise where a high level medical officer leaves the hospital due to some reason, then filling up that post is done internally or externally? Either way, what is the judging criteria? Mr. Patil: we may fill in the vacancy internally or externally. The major factore we taken into consideration is the experience of the staff members. Member: if externally filled in, do the existing employees feel demotivated? Mr. Patil: If there is a neck and neck competition then we would certainly go for the in house employee as he would be familiar with the working of the organization. However, if we recruit externally, we make sure that the employee isnt dissatisfied. After a series of quick questions, we observed the staff of the hospital run through the corridors with emergencies crawling in and efficiency taking its place. The visit certainly taught us that human resource is indeed the most important resource in any industry.

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Code of Conduct
This code is stated under the stewardship of the Board of Directors and Senior Management of the Company and reflects our affirmation to the way we operate as an organization. It applies to all direct and indirect employees and associates of the company (including Board of Directors), in all situations where the individual is seen as representing or being associated with the company. The terms of the Code are deemed to form a part of every contract involving the organization whether explicitly stated there under or not. Guiding Business Principles We will conduct our operations in an honest and fair manner with integrity and openness. We will respect, obey and assist the law of the land in letter and in spirit. We will respect human rights, dignity and legitimate interests of all individuals directly and indirectly associated with us. We will provide a safe and healthy work and business environment to all persons directly and indirectly associated with us. We will respect and protect the confidential and privacy rights of all persons associated with us. We will ensure the authenticity & veracity of our transactions and information. All activities (financial & non-financial) of the business will be fully captured and correctly reported reflecting the underlying transaction and ensuring the completeness and integrity of information. It must be recognized that we are a non-political commercial organization and all our activities and objectives will be directed in furtherance of that purpose. We will support and strengthen the organization towards attaining its objectives and avoid apparent and potential situations of conflict of interest with these objectives. No form of direct or indirect personal benefit (including bribes or inducements of any kind or use of company property or position) will be taken or given. We will at all times ensure conduct, which sustains and enhances the global reputation and image of the organization. It is the duty of every employee / Director to report any breach or suspected breach of this policy. Ignorance of the Code is no excuse and compliance is mandatory. Breaches of the Code are subject to consequences as may be decided by the Management. It is the assurance of the Board of Directors that any such report would be treated in confidence and the person reporting would not suffer as a result of such reporting.

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Human resource planning and job design

Job Design is the process of putting together various elements to form a job, bearing in mind organizational and individual worker requirements, as well as considerations of health, safety, and ergonomics. Job Design typically refers to the way that a set of tasks, or an entire position, is organized. Good design incorporates the relationship with organizational goals and values and should be well understood in order to align and prioritize the jobs responsibilities. The design should: Allow for employee input. Employees should have the option to vary activities according to personal needs, work habits, and the circumstances in the workplace. Give employees a sense of accomplishment. Include training requirements so employees know what tasks to do and how to do them properly. Provide good work/rest schedules. Provide feedback to the employees about their expected performance.

Human Resource (Manpower or Personnel) Planning (HRP) involves:Forecasting (Estimating) the Manpower requirements and recruitment. Manpower Allocation Manpower Motivation Manpower Development. Now-a-days organizations are fully dependent on human resources. Thus, they are giving great importance to Human Resource (Manpower) Planning. Following points bring out the need / advantages / role / importance of HRP:To make optimum utilization of human resources : HRP helps to make optimum utilization of the human resources in the organization. It helps to avoid wastage of human resources. To forecast manpower requirements : HRP helps to forecast the future manpower requirements of all organisations. It helps to forecast the number and type of employees who will be required by the organisation in a near future.

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1. To provide manpower : Every organisation requires manpower to conduct its business activities. HRP provides different types of manpower as per the needs of the organisations. 2. To face manpower problems : HRP helps to face the manpower problems, which are caused by labour turnover, introduction of new technologies, etc. 3. To integrate different plans : HRP helps to integrate the personnel plans with the other important plans of the organisation.

S.L Raheja hospital believes in specialization and thus has perfect execution of division of division of labor in their hospital. It has as many as 20 departments plus admin, housekeeping and nursing staff and still they manage to put a great deal of efficiency in the organization. All departments report to the chief of medicine. Each department has one main doctor called senior residentmedical officer and below which you have resident officer who supervises all the attending doctors, residents, interns .In S.L Raheja they work as per 2 shift schedule each employee has been given a particular shift to attend. You have on call doctors. Besides these in the nursing staff you have similar distribution you have the chief nurse then senior nurses etc. various admin people have similar staffing the surgical side is governed by chief of surgery.

The communication channel is very well spread out in the organization especially from the vertical channel. Each doctor knows whom to report to. If the doctor has any problems he will go to the head of the department who reports to the chief of medicine. Thus we can say that in S.L Raheja the job design is such that each person knows exactly what he is suppose to do as well as can cover someone else to. The HRP of S.L Raheja is based on the single most important principal that is putting the right person for the right job. Thus they will only employ if and when required and only if the person deserves the job. They carry our evaluations and then if found the need they more people. They do find it appropriate to transfer doctors if they see potentials it happens mainly in case of residents and interns. Currently the hospital is overstaffed. However this doesnt affect hospital that much because each employee has a sense of belonging in the hospital and they know that the hospital is with them all the time. This encourages them to work more effectively and efficiently.there is no clashes between the doctors and the staff. It seems like S.L Raheja is one big happy family.

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Recruitment and Selection

Recruitment refers to the process of attracting, screening, and selecting a qualified person for a job. All companies in any industry can benefit from contingency or retain professional recruiters or outsourcing the process to recruitment agencies.The recruitment industry has four basic types of firms. 1). Employment agencies 2). Recruitment websites and job search engines. 3). "headhunters" 4). Niche agencies specialize in a particular industrial area of staffing.Some organizations prefer to utilize employer branding strategy and in-house recruitment instead of recruiting firms. The difference, a recruiting firm is always looking for talent whereas an internal department is focused on filling a single opening. The advantage associated with utilizing a third-party recruiting firm is their ability to know where to find a qualified candidate. Talent Management is a key component to the services a professional recruiting firm can provide. Selection can be conceptualized in terms of either choosing the fit candidates, or rejectingthe unfit candidates, or a combination of both. So, selection process assumes rightly that, there is more number of candidates than the number of candidates actually selected, where the candidates are made available through recruitment process.Selection is a process of choosing the most suitable persons out of all the participants. In this process, relevant information about applicant is collected through series of steps so as to evaluate their suitability for the job to be filled. On other hand, selection is the process of assessing the candidates by various means and making a choice followed by an offer of employment. According to Thomas stone Selection is the process of differentiating between applicants in order to identify and hires those with a greater likelihood of success on the jobs. S.L. Rahejadoes not just look to recruit interns from their in house students from the S.L. Raheja medical college but also looks to get better skills from other colleges as well. However when it comes to recruiting for the higher positions in the organization like the chief of departments and senior resident medical officers the HR department looks to promote the current workers and tries to avoid externally recruiting people.

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Training and Development.

In the field of human resource management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. S.L Raheja hospital was quick to realize this and training and development of employees is given great value. Any new doctor who enters the organization is given induction training to make them familiar with the working of the organization. Similarly the development of the staff is given utmost importance. S.L. Raheja offers fellowship programmes to its doctors giving them a perfect opportunity to reach their potential. They offer a chance for growth to employees by looking to fill any vacancies arising in the higher levels of the hierarchy by internal selection. This plays a vital role in the development of each of its staff as they are able to grow within the organization itself.

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Remuneration and compensation.

Remuneration is the total compensation that an employee receives in exchange for the service they perform for their employer. Typically, this consists of monetary rewards, also referred to as wage or salary. A number of complementary benefits, however, are increasingly popular remuneration mechanisms.It includes-Commission, Compensation, Compensation methods (in online advertising and internet marketing), option, Fringe, Salary ,Incentives, Wage.When it comes to compensation, it means the cash-based payments to employees e.g. salaries, bonuses, merit-based pay, variable pay (like performance-linked payments) etc. while Remuneration is the sum total of all the rewards given to the employees both cash-based on or other non-cash benefits like health insurance, fitness and professional development subscriptions, wellness programs, family support, child care, concierge services, etc. S.L. Rahejais a non profit making organization so it becomes kind of difficult to pay their employees according to the industry standards but they try to do their best. The inability of the organization to pay according to industry standards was one of the reasons of the strike by the nursing department in 2008 which has been discussed later in the report. However the reason S.L. Raheja has been able to retain their employees is because they have a strong workforce determined to work for the trust instituition. They are not paid any kind of bonuses but instead are given a special kind of pay called ex-gratia. Another reason for workers choosing to remain with the organization is because the doctors are allowed to practice alongside working in the hospital. As far as other kinds of compensations are concerned the companys support staff as well as admin staff as well as their families are given free medical treatment in the facility. They have gone to the extent of reserving 24 out of the 140 beds in the organization for the hospital staff and relatives. The hospital also provides such free medical treatment to the weaker sections of the society.

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Performance Appraisal
performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone. A S.L. Raheja carries out regular performance appraisals of its staff. Semi-annual appraisals are carried out to know if workers are performing upto the standard. This appraisal is not related to pay but to see and correct any wrong behavior in the organization. The way they treat any wrong behavior has been discussed in the motivation section of the report. Similar to the above appraisal there are also annual appraisals done related to pay to ensure that workers are being paid what they deserve. This means that if the hospital feels workers are being over or underpaid the corrective action is taken.

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Motivation
To retain good staff and to encourage them to give of their best while at work requires attention to the financial and psychological and even physiological rewards offered by the organization as a continuous exercise. Basic financial rewards and conditions of service (e.g. working hours per week) are determined externally (by national bargaining or government minimum wage legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers is often the result of local negotiations and details (e.g. which particular hours shall be worked) of conditions of service are often more important than the basics. Hence there is scope for financial and other motivations to be used at local levels.As staffing needs will vary with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation. Beside these monetary factors, sometimes non-monetary factor also help sometimes what a person need is a simple pat on the back saying well done champ, keep it up.

S.L. Raheja uses various methods to keep their staff on their toes and to ensure efficient working of the staff. As mentioned above the company carries out regular performance appraisals every 6 months to know if the staff is working upto the mark. In case any staff member is found to be under performing they are provided counseling in the case of doctors to tell them ways of improving their performance and to take care of their grievances. In the case of support staff not working upto company standards they are issued official warnings in some cases or even given a show cause notices. Sometimes even a small warning works to improve the workers efficiency but sometimes they need to be given more severe punishments to ensure that efficiency is maintained. In the words of the HR head, Mr. SatishPatil, Jin pedandachaltahaitohdandachalanapadtahai. The HR head also mentioned that the company offers free grievance counseling to all its doctors to ensure high morale and not let failure at work affect them psychologically.

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Case: Labor strike

Nurses from SL Raheja Hospital in Mahim have written a letter to the Nursing Association, complaining that their bond and certificates are in the possession of the hospital and that their wages are abysmally low compared to industry standards.The letter was addressed to president of All India Nurses Association, Dr Abraham Mathai, who said, The issue of the nurses salary is a common complaint at most city hospitals. Nurses are an integral part of healthcare. It is very sad that most city hospitals ignore the need to give them a good package.Most nurses in the city are asked to sign a two-year bond, whereby the hospital retains their original graduation certificates. These are released only on payment of up to Rs50,000.Salaries are also low, with nurses earning anywhere between Rs7,000 and Rs14,000 per month. Most private hospitals have nurses from Kerala. Because of workrelated commitments they are forced to live in a new city all alone and are not even paid according to industry standards, said Mathai.The nurses at SL Raheja have asked for help from the association to negotiate with the management, failing which they plan to go on a flash strike. Their counterparts in Fortis, Kalyan, had struck work on Sunday, asking for a pay hike.

When quizzed about the same the HR head at S.L. Raheja was glad to tell us how the dealt with the situation. He said that the management was confident of their staff and the commitment and decided to call all of them together at the auditorium of the hospital where they were asked to state their grievances while they tried to work out a solution for the same amicably. In the end even though they were not able to meet all of the staffs demands they were able to successfully avoid any kind of strike from the staff.

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Conclusion
We would like to conclude by saying that this was a big learning experience for us as we got to meet someone from the industry and gain insightful knowledge of how to deal with real life crisis when it comes to HR. we would also like to appreciate the way S.L. Raheja which is a trust fund run hospital operates. They are not only successful in providing a safe as well as healthy working environment but also ensure that workers are efficient as well. Another observation of our team was that they have a perfect mix of new as well as experienced staff which gives them an upper hand when it comes to the hospital industry as such a mix is not usually found in all hospitals. And even in those with a similar employee mix they are not able to achieve as much harmony as this organization. Also what struck us best about the organization was how they were able to come out of a near strike like situation with such ease and efficiency. It is important to note that it was only possible for them because they have a strong human resource team backing them up to make the workers feel a part of the organization. They could have just as easily replaced all the nursing staff but decided not to do so because they value them and in turn the staff values the organization. After all it is important to know that the biggest asset of any organization is its workers.

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