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GAUHATI UNIVERSITY
A training report submitted in partial fulfillment of the requirement for the award of the Degree
of the MBA (IIP), Gauhati University on
“Employee retention based on employment satisfaction”
AT
MAX SUPER SPECIALTY HOSPITAL
108-A, Indraprastha Extension
Opp. Sanchar Apartments
Patparganj, Delhi- 110092
Under Organization Under Organization
Guidance of : Guidance of :
Mr. Dinesh Negi Dr. C. D Gautam
Assistant Manager-HR Director
MAX Super Specialty Hospital Academy of Hospital
Administration
NOIDA
Prepared and submitted by:
Dr. Ashish Pawar PT
G.U. Roll No. 09-01-0948
CERTIFICATE
This is to certify that Mahnaz Ansari, a student of the Gauhati University has prepared her
training report entitled “Employee retention based on employment satisfaction”
at MAX Balaji Hospital-PPG, under my guidance. She has fulfilled all requirements under the
regulation of the MBA (IIP), Gauhati University, leading to MBA (IIP) degree. This work is the
result of her own investigations in the project; neither as a whole nor any part of it was submitted
to any other university or educational institution for any research of diploma.
I wish her all success in life and future endeavor.
Director
C. D Gautam(retd gen)
Director
Acadamy of Hospital Administration
NOIDA
STUDENTS DECLARATION
I hereby declare that the training report conducted at
MAX SUPER SPECIALTY HOSPITAL, PATPARGANJ
NEW DELHI
Under the guidance of
Mrs. Rajni Singh
Submitted in partial fulfillment of the requirements for the Degree of
MASTERS OF BUSINESS ADMINISTRATION
(Industry Integrated)
TO
GAUHATI UNIVERSITY, GUWAHATI
It‘s my original work and the same has not been submitted for the award of any other
degree/fellowship or other similar titles or prizes.
Place: Noida Dr. Ashish pawar PT
Date: 22 Dec‘ 2010 G.U. RollNo. 09-01-0948
CONTENTS
Chapter 1: introduction
1.1: general intro about the sector.
1.2: industry profile
a. origin and development of the industry
b. growth and present status of industry
c. future of the industry
Chapter 2: profile of organization
2.1: origin of the organization
2.2: growth and development of organization
2.3: present status of organization
2.4: functional departments of the organization
2.5: organization structure / organization chart
2.6: product and service profile of the organizations competitors
2.7: market profile of the organization
Chapter 3: discussion on training
3.1: students work profile (role and responsibility), tools and techniques used
3.2: key learning
Chapter 4: study of selected research problem
4.1: statement of research problem
4.2: statement of research objectives
4.3: research design and methodology
Chapter 5: analysis
5.1: analysis of data
5.2: summary of findings
Chapter 6: summary and conclusions
6.1: summary of learning experience
6.2: conclusions and recommendations
Appendix
Annexure like
Bibliography
Acknowledgments
"Success of any Endeavour is always due to the contribution from different people". Learning is
doing. Practical study is essential for any Professional Curriculum otherwise it will merely leap
in dark. Apart from classroom study it is necessary to get acquainted with the day to day working
of the organization. To fulfill the above objective every student has to undergo practical study
before he she can consider himself herself fully qualifying as a Potential Manager. During the
course of our training, I learnt that Understanding is one thing and Executing is another. This
study helped me to judge the difference between classroom studies of management and practical
reality of management in an organization.
I would like to express my sincere gratitude to Mrs. Vaneeta Mittal (Training co-ordinator) for
giving me the opportunity to work and learn with MAX Super Specialty Hospital.
I would like to convey my sincere thanks to Mr. Vivek Gupta, for suggesting this topic. A
sincere word of thanks goes to Mr Dinesh Negi and Dr. C. D Gautam (Internal Guide, Faculty
Academy of Hospital Administration) for guiding me about each aspect related to my topic of
―Employee retention based on employment satisfaction”, and taking keen interest in solving
my every small problem, clearing all my doubts and helping me to think, behave and act from
manager's point of view.
I would also like to express my thanks to Ms Isha Chauhan for her continuous support and
guidance throughout the project.
I wish to place my special thanks and gratitude to Mr. Bhagwat Singh Bisht for all his direct
and indirect help extended towards me.
I would like to thank Ms. Jeenu Valecha for her important time and expert advice on crucial HR
functions.
I am particularly grateful for the helpful and supportive nature of Ms. Mandeep kaur I have had
she was the key person to make this project come true.
Dr. Ashish Pawar PT
CHAPTER 1
INTRODUCTION
1.1: GENERAL INTRO ABOUT THE SECTOR.
The delivery of modern health care depends on an expanding group of
trained professionals coming together as an interdisciplinary team.
The health-care industry incorporates several sectors that are dedicated to providing services and
products dedicated to improving the health of individuals. According to market classifications of
industry such as the Global Industry Classification Standard and the Industry Classification
Benchmark the health-care industry includes health care equipment & services and
pharmaceuticals, biotechnology & life sciences. The particular sectors associated with these
groups are: biotechnology, diagnostic substances, drug delivery, drug manufacturers, hospitals,
medical equipment and instruments, diagnostic laboratories, nursing homes, providers of health
care plans and home health care.
According to government classifications of Industry, which are mostly based on the United
Nations system, the International Standard Industrial Classification, health care generally
consists of hospital activities, medical and dental practice activities, and other human health
activities. The last class consists of all activities for human health not performed by hospitals or
by physicians or dentists. This involves activities of, or under the supervision of, nurses,
midwives, physiotherapists, scientific or diagnostic laboratiories, pathology clinics, ambulance,
nursing home, or other para-medical practitioners in the field of optometry, hydrotherapy,
medical massage, music therapy, occupational therapy, speech therapy, chiropody, homeopathy,
chiropractics, acupuncture, etc.
In India, healthcare delivery has changed from a predominantly public- funded system. This has
led to the emergence of new drivers of the healthcare, which are instrumental in changing the
overall face of healthcare delivery in India. However, these new facet need in-depth analysis and
radical rethinking, if India has to scale up to the level of developed world in terms of healthcare.
The rising corporate sector in India increases the need for corporate governance of hospitals and
healthcare institutions, which ultimately creates the need for skilled and highly qualified doctors,
nurses and trained healthcare managers in sufficient number, besides an urgent and mammoth
need for capacity building; there is also a requirement in terms of standardization of healthcare
services throughout the country.
The upward trend in gross domestic product in India is heartening, as it is indirectly aiding the
5% of GDP, which is the total healthcare spending. It is important to understand that, much of
the private healthcare spending is actually out of pocket expenses paid by individual patients.
The public health spending in India is around 1% for quite some time.
However, this has boost in the form of new umbrella program of the government namely the
National Rural Health Mission (NRHM).
In India healthcare services which have largely remained non-equitable, need to be strengthened.
These services will benefit through capacity building and redistribution both in terms of health
workforce and health recourses. Consequently, this non equitable healthcare delivery system
usher in an invisible and untapped new window of opportunity – the opportunity for healthcare
financing mechanism to be instituted especially in rural areas. There are various critical area like
medical insurance reproductive and child health, issues like high maternal mortality rate or infant
mortality rate etc are the area where both medical and non-medical professionals seek to start
and peruse their careers.
EXCEPT for the birth of a child, hospital visits are more often than not unpleasant. If we
have been lucky (with the patient's recovery, accurate diagnosis and timely treatment and
service), we look back with a sense of relief. But if it has been a disastrous experience we would
rather take pleasure in spreading the good word about.
That's how critical an administrator's role is in an infirmary. Much has changed in how a hospital
is projected today. They are more like profit centers and require business managers to project the
right image. Hospital management has indeed come of age.
A hospital now hires a health care manager solely for the purpose of keeping the hospital well
oiled and running smoothly, providing the maximum benefit to both patients and the staff!
The work of a health care management professional is therefore to completely devote himself to
the efficient running of the hospital or health centre. This effectively leaves doctors and
associated staff to accomplish their work uninterrupted.
The responsibilities of a health care management professional are wide ranging, necessitating
multitasking. As a hospital manager, administrative, human resources, supply, infrastructure and
equipment management come under his purview. This includes a host of other responsibilities
such as employing contractual services, including catering, laundry, support services, hospital
help etc. Management of medical supplies and equipment is an important aspect of the job. As an
administrator, he also has a say in the policy matters of the hospital, and in collaborations and
partnerships with other health service providers.
Man management however, is the most important aspect of the job, since a hospital manager has
to deal with in-house staff and others at various levels, right from the medical staff to the
governing board, including visiting dignitaries. However, this doesn't lessen the importance of
gaining an understanding of finance. The hospital administrator or manager also has to be
`figures-savvy' with the accounting processes and procedures to curtail any misappropriation of
funds.
The hospital manager's role however differs according to the size of the organization. A smaller
medical or health centre may employ a manager to handle day-to-day administrative work, which
involves billing, maintenance, equipment supply, etc. He may work closely with doctors, if it's a
group practice and have a say in decision making. A bigger place may require the services of a
manager in key aspects as well. Business strategy, administration, work-flow plans, drafting
reports, budget plans and managing outreach programmes, seminars etc.
But every role that a health care management professional plays in the hospital is integral
to his ability as a communicator and administrator, skills which need to be honed well. Also
attention to detail, self-discipline, a passion for qualitative service, and an ability to negotiate
would help the manager stay admirably afloat.
1.2: INDUSTRY PROFILE
A. ORIGIN AND DEVELOPMENT OF THE INDUSTRY
Ancient times
1. Supernatural theory of Disease:
• All human suffering attributed to the wrath of Gods or the evil spirits
• Health care logically consisted of appeasing Gods by prayers, Rituals and Sacrifices,
Witchcraft, Jhad-Phoonk, charms, amulets
2. Theory of Humors
• Indian Medicine
• Ayurveda ( All over India ) Yoga, Naturopathy, and Siddha ( Tamil speaking
areas )
• Ayurveda ( knowledge of life, prolongation of life ) ( 5000 BC ) Developed from the
Atharva veda- one of the four Vedas
• Tridosh theory of disease - ( doshas /humors are Vat(wind), Pitta ( gal )and Kapha (
Mucus)
• Dhanvantry - Hindu God of Medicine, Atreya ( physician )
• Charaka (physician- Charak samhita ), Sustruta ( surgeon) and
• Vaghbhata- Laws of Manu- Code of personal Hygiene
• Sidha System - Involved the use of Mercury, Sulphur, Iron, Silver, Gold, Copper
salts for therapeutic purposes
• Chinese Medicine - Claimed to be the world‘s first organized body of medical
knowledge ( 2700 BC )
• Two Principles :
o Yang (the active masculine principle) and
o Yin (the negative feminine principle)
Good health means balance between these two opposing forces
―The great doctor is one who treats not someone who is already ill but someone not
yet ill‖
Therapies: Hygiene, Dietetics, Hydrotherapy, message, drugs, acupuncture, Early
pioneers of immunization (practiced variolation to prevent small pox)
Egyptian Medicine
• 2000 BC. Advanced system of medicine including specialization such as Eye doctors,
Head doctors, Tooth doctors
• They believed that disease was caused by absorption from the intestine of harmful
substances which gave rise to putrefaction of blood and formation of pus
• Pulse was the speech of the heart
• Diseases were treated with cathartics, enema, bloodletting and a wide range of drugs
such as castor oil, opium, turpentine, tannic acid, gentian, sienna, minerals and root
drugs
• Egyptian Papyri have detailed accounts of diseases such as worms, eye diseases,
polio, Diabetes, rheumatism schistosomiases, paralysis
Mesopotamian Medicine
• Contemporary of Egyptian civilization- 6000 years ago
• Liver considered the seat of life
• Demons were considered the cause of disease
• Herb doctors, knife doctors, spell doctors
• Hammurabi- the great King of Babylon ( 2000 BC ) formulated
• The Code of Hammurabi- a set of drastic Health Laws ( Code of Health Practices,
fees payable for satisfactory services and penalties for harmful therapy
Greek Medicine (460-136 BC)
• Four humors: Blood, Phlegm, yellow bile, black bile.
• All the humors are assigned temperaments.
• The drugs are also assigned temperaments as per their action on the body and are
used to correct the body temperament.
• Aesculapius- a great Greek Physician,
• Two daughters- Hygeia ( the Goddess of Health)and Panacea ( the Goddess of
Medicine ) who gave rise to dynasties of Hygienists & Healers.
• Hippocrates (460-370BC) the Father of Medicine heralded the era of observation and
reasoning…… How? Why?
• The Code of medical ethics- Hippocratic Oath
Roman Medicine- mostly based on the Greek system
Middle ages
Unani – Tibb system (500-1500 AD)
• Based largely on the Greeco-Roman medical literature translated into Arabic
• The Arabs developed their own system called- The- Unani System of medicine
• Therapeutic agents : Developed wide range of syrups, oils, poultices, plasters, pills,
powders, alcoholates and aromatic waters
• Built many hospitals with separate wards for males and females and for different
diseases
• Unani medicine was introduced in India by the Muslim rulers in 6th
century AD
Homeopathy
• Propounded by Samuel Hahnman ( 1755-1843) of Germany (came to India around
1810-1839)
• Involved the treatment of disease by using small amounts of a drug that, in healthy
persons, produces symptoms similar to those of the disease being treated.
Beginning of modern scientific medicine
1. Theory of Contagion (Fracastorious- Italian, early 16th
century)
2. Transfer of infection via minute invisible particles from Person to person
3. Miasmatic Theory - Disease attributed to noxious air/ vapors
4. Germ Theory of Disease - 1873 (Louis Pasteur demonstrated germs in the air)
5. Theory of Multi factorial Causation of Disease- (Social, economic, genetic,
environmental, psychological factors)
Allopathic Medicine
The germ theory and the Theory of Multi- factorial causation of Disease lead to the
development of a profound scientific body Of knowledge called the Allopathic medicine,
defined as
“Treatment of disease by the use of A drug which produces a reaction That itself
neutralizes the disease.”
Developments in india during the british period
Until the beginning of 19th
century all medical practice in the country was traditional
The modern system of medicine started somewhere in the 19th
century
1825 Quarantine act was passed
1859 Royal commission was appointed to investigate the extremely unsatisfactory
condition of health in the British Army. The commission recommended:
Establishment of commissioner of Public Health in each presidency
Need for protection of water supplies
Construction of drains
Prevention of epidemics in civil population for safeguarding the Health of British
army in India
1897 The Epidemic Diseases Act was promulgated
1904 Plague commission recommended:
• Reorganization and expansion of public health Department,
• Establishment of lab facilities for research,
• Production of vaccines and sera Central malaria Bureau founded at Kasauli
1911 Indian Research Fund Association (now ICMR) EST.
1919 Montague Chelmsford Constitutional reforms:
• Transfer of public health and sanitation and Vital statistics to provinces
• Decentralization of health administration in India
1930 Est. of All India Institute of Hygiene & Public Health, Calcutta
1935 Health activities were grouped in three Lists: Federal, Provincial and
Concurrent
1937 Central Advisory Board of Health set up To co-ordinate public health
activities
Drug Act was passed
1943-46 Health Survey & Development Committee (Bhore Committee) submitted
its report. This became the basis of most of the health Planning & Development in the
country
Developments in the post- independence era
Position at the time of Independence: No formal health policy framed by that time. The system
of Health care was rather primitive, mainly curative and the services were provided through:
Hospitals and dispensaries in the public sector located mainly in the larger population
/urban centers
Charity / missionary/trust run hospitals
Private clinics of allopathic doctors
Practitioners of Alternate Systems of Medicine- Ayurveda, Unani, Homeopathy, Siddha
A large percentage of doctors (quacks) with some informal training were practicing
medicine not restricted to any particular system of medicine but on the basis of ―nuskhas‖
passed on over the generations.
Medical services for Armed Forces
Medical services for railway employees (Limited level)
Development of health services in independent India
In 1949 the constituent assembly adopted the Constitution of India in which Article 246
covered all the Health subjects and Article 47 of the constitution under the Directive
Principles of GOI.
State Policy States:
“That the State shall regard the raising of the level of Nutrition and standard of
living of its people and the improvement of public health as among its primary
duties”
1. Formation of Min. of Health & the DG H S at central level and Min. of Health and D
H S at state level
2. Est. of Central Bureau of Health Intelligence (1961)
3. Formation of a Central Council of Health with Union M of H as chairman and state
health ministers as members, to coordinate the implementation of health policies
4. Appointment of Health Committees from time to time
HEALTH COMMITTEES
1946 Bhore Committee (Health Surv. & Develop. Committee)
1962 Mudaliar Committee( Health Surv. and Planning Committee )
1963 Chadah committee ( Arrangem. for Maintenance Phase of NMEP)
1965 Mukerji committee ( Strategy for Family Plg Program)
1966 Mukerji committee ( Basic health Services at Block level )
1966 Jain Committee ( Hospital Services Review )
1967 Madhok Committee ( Review of working of NMEP )
1967 Jungalwala Committee ( Integration of Health Services )
1971 Verma Committee ( W Gp for Hosp Adm & Eng Set up )
1973 Kartar Singh committee ( Multipurpose Workers )
1975 Srivastav Committee ( Gp on Med Edu & Supp Manpower )
5. Health activities were carried out on the basis of reports and recommendations of these
expert committees.
6. Enactment of various health legislations
7. Formation of professional councils such as IMC, NCI, DCI, PCI, AICTE, ICMR,
Central Council for Research in Ayurveda and Sidha
8. Implementation of various National Health programs*
NATIONAL HEALTH PROGRAMS
1949 STD Control Program ( Pilot Project )
1957 STD Control Program
1952 National Family Planning Program
1953 National Malaria Eradication Program\ Diarrhoeal diseases Control Program
1954 National Water supply and Sanitation Program
1955 National Filaria Control Program
1956 National Leprosy Control Program
1960 National Goiter Control Program
1962 National Small Pox Eradication Program (05 Jul 1975)
1962 National TB Control Program
1963 National Trachoma Control Program
1963 The Applied Nutrition Program
1976 National Program for Prevention of Visual Impairment And Control of Blindness
1978 Universal Immunization Program Pulse Polio Program
1984 Guinea Worm Eradication Program
7. Starting of institutions of professional education and training for doctors, nurses &
paramedics for speedy augmentation of trained manpower.
8. Est. of AIIMS, NIHFW, PGIs, National Institute of Virology, Population Council of
India, NACO and other Professional institutions
9. Development/ expansion of Health Services for Armed Forces and Railways
10. Introduction of Central Government Health Scheme (1954)
11. The Central Health Education Bureau (1956)
12. Establishment of a system of graded health care Especially in the rural areas by
establishing PHCs, CHCs And hospitals and starting a Rural Health Mission in 2005 with
targets to be achieved by 2012.
13. Implementation of a National Health Policy in 983, Revised in 2002
14. Enactment of Consumer Protection Act and bringing The Health Services under the Act.
(1986)
15. National population Policy, 2000
16. Major boost to indigenous drug industry with more than 2000 drug firms competing with
the best in the World
Present health care organization in the country
Policy planning mostly at the central level
Legislative Powers divided between Center & States
• Union List : Professional councils, Professional education & training, Medical degrees,
Est. of central institutes Med. Research, Drugs & cosmetics, HOTA, MTP
• State list : Public Health, Sanitation, Hospitals
• Concurrent List : Population Control, Family planning, Medical profession, Prevention
of transmission of infectious / contagious diseases
B. GROWTH AND PRESENT STATUS OF INDUSTRY
The healthcare industry in the country, which comprises hospital and allied sectors, is projected
to grow 23 per cent per annum to touch US$ 77 billion by 2012 from the current estimated size
of US$ 35 billion, according to a Yes Bank and an industry body report published in November
2009. The sector has registered a growth of 9.3 per cent between 2000-2009, comparable to the
sectoral growth rate of other emerging economies such as China, Brazil and Mexico. An
increasing number of public and private healthcare facilities are expected to propel demand for
the industry, accounting for another US$ 6.7 billion in this period.
Indian healthcare market (including healthcare delivery, pharmaceuticals, medical and diagnostic
equipment and supplies) currently estimated at US$ 34.2 billion. Healthcare delivery and
pharmaceuticals account for nearly 75% of the total healthcare market. Private healthcare is
estimated to be the largest component of the healthcare sector by 2012, expected to double to
US$ 38 billion by 2012.
Source: The Business World Table 1.1
The Indian Healthcare market has grown from US$ 22.8 billion in the year 2005, at a CAGR
of 16%. Market is expected to grow to US$ 50.2 billion and US$ 78.6 billion by 2011 and 2016
respectively.
Healthcare Market – Growth Perspective
Share of tertiary care in the total healthcare market is around 15-20%. Market for tertiary care
expected to grow at a faster rate, due to rise in complex in-patient ailments such as heart diseases
and cancer. The per capita healthcare expenditure in India grew by 9.3% between the years
1993-94 and 2001-02. Public spending on healthcare currently at 0.9% of GDP, expected to
double to 2% of GDP.
Source: The Business World Graph 1.1
With rise in income levels and increasing adoption of health insurance, the demand for tertiary
care is expected to grow. The average annual growth in health expenditure by the BRIC
countries is estimated at 11% for the 2006-11 period, reaching about US$ 413 billion by the year
2011.
Source: The Business World Table1.2
Medical Infrastructure – Current State
Current Hospital beds per 1000 population stands at 1.11. Most private hospitals operate as a
proprietorship or partnership business. Corporate Hospitals account for approximately 10% of
the total private ownership. Use of technologically advanced diagnostic equipments and
excellent infrastructure are making India a medical value travel hub.
Source: India Chronicle: 2007 Table 1.3
Special Economic Zones
Under the SEZ Act 2005 ―Healthcare‖ has been defined as an approved service. For a sector
specific zone, a hospital with minimum bed strength of 25 is stipulated and this goes up to 100
beds for a multi product SEZ. With the latest approvals, given by an inter-ministerial Board of
Approval, the total number of formally approved SEZ is now at 395, of which, 154 have been
notified by the Law ministry.
Medical Education & Manpower – India’s Advanvtage
Manpower Statistics
• Number of Doctors - 660,801
• Number of Nurses - 1,371,121
Medical Education
• 229 recognized medical colleges of which 106 were established through the private route
• 25,000 medical graduates pass out each year
• 136 medical schools admit more than 6,000 PG trainees in their programs.
Indian System of Medicine :
Increased National Acceptance : Provision and practice of alternative medicine like Ayurveda,
Pranic Healing, Aroma Therapy,
Music Therapy, Meditation and Yoga. Russia, US, Japan, Australia, Netherlands, South Africa,
Argentina, UK, France and Italy have accepted Ayurveda as a medical system and have shown
interest in the Ayurveda curriculum and research.
Healthcare Players Now Targeting Smaller Cities : Increasing focus on unexplored regions of
India in terms of healthcare. Growing need for improved healthcare infrastructure in tier II & III
cities is required. Better access owing to development of new national/international airports e.g.
Visakhapatnam, Nagpur
C. FUTURE OF THE INDUSTRY
Shift to Lifestyle Related Diseases
Incidence of communicable diseases likely to decrease at a fast pace, non-communicable
diseases to overtake. In 2006, cardiac, oncology and diabetes collectively accounted for 13 % of
the hospitalization cases. In terms of value, these three ailments accounted for 36 % of the
inpatient revenues. These ailments are estimated to account for 16.8 % and 20.0 % of the
hospitalisation cases in years 2011 and 2016,respectively.
Source: Business line 2007 Graph 1.2
Growing Middle Class and Patient Preferences:
Favourable increase in percentage of working class population from 32% in 2006 to 36% in
year 2016.Growing general awareness, literacy rates and patient preferences in healthcare
decisions. National Health Policy, 2002 laying strong emphasis on the policy goal of better
engaging patients in their healthcare decisions.
Source: Crisinfac 2006 Graph 1.3
Holistic Wellbeing
Blend of Modern and Traditional medicine
Hospitals and wellness centres now looking at a comprehensive and holistic approach towards
treating their patients. Tie-ups of hospitals with holistic health centres have helped combine
traditional healthcare knowledge and practices with the conventional system
Wellness Centres- As Centres of HolisticWell Being
• The Golden Palms Spa And Resort Bangalore
• The Ananda Spa in Rishikesh
• The Ayurvedgram in Bangalore
• The Vedic Village: Spa And wellness Centre in Kolkata
• Soukya in Bangalore
Services Offered in Wellness Centres
• Diet and Nutrition
• Gym and Fitness
• Yoga
• Tai Chi (Chinese therapy for improving flexibility, coordination and stress reduction)
• Herbal Medicine
• Humour therapy
• Healing touch therapy
• Stress Management including Relaxation and Meditation
• Biofeedback
• Acupuncture including techniques such as EFT (Emotional Freedom Technique)
• Pranic and Crystal Healing
Quality Driven Approach: Accreditations
• It has become an imperative for healthcare institutions in India to guarantee quality healthcare
to all.
• In India, QCI (Quality Council of India) operates the national accreditation structure and
obtains international recognition for its accreditation schemes
International Accreditation Bodies Present in India JCI (Joint Commission International)
Launched in 1999, Currently JCI surveys nearly 20,000 health care programs through a
voluntary accreditation process. The World Health Organization (WHO) designated the Joint
Commission on Accreditation of Healthcare Organizations (JCAHO) and Joint Commission
International as its Collaborating Centre for Patient Safety in 2005.
JCI Accreditated Organizations
• Indraprastha Apollo Hospital, Delhi
• Apollo Hospital, Chennai
• Apollo Hospital, Hyderabad
• Asian Heart Institute, Mumbai
• Shroff Eye Hospital, Mumbai
• Wockhardt Hospital, Mumbai
• Fortis Healthcare, Mohali
Accreditation Bodies In India - NABH
Launched in 2005, NABH is a constituent board of Quality Council of India, set up to establish
and operate the accreditation programme for healthcare organizations in India. NABH has
standards specific to the Indian healthcare setting, major aspects being the assurance of uniform
access, assessment, care of patients and protection of patient‘s rights.
NABH accredited Hospitals
• B.M. Birla Heart Research Centre, Kolkata
• MIMS Hospital, Calicut
• Max Super- Speciality Hospital, New Delhi
• Max Devki Devi Heart and Vascular Institute, NewDelhi
• Kerala Institute of Medical Sciences, Thiruvananthapuram
• Moolchand Medcity, New Delhi
NABH: Accreditations to be launched
• Blood Banks
• Diagnostic Centres
• Dental Hospitals/Clinics
• Ayurveda Hospitals PG trainees in their programs
Health Cities: The evolving concepts in Healthcare in India
NABH accredited Hospitals
• Major corporate hospital groups in India are making significant investments in setting up state-
of-the-art Health Cities in major Indian cities
• Around 15-20 Health Cities are expected to come up in India in the next 5 years
• Health Cities are looking at catering to larger populations by offering facilities such as hotels,
residential facilities, recreational facilities of spa, gym and even golf courses
• Greater emphasis on Education, Research & Development
Source: The Economic times, Reality Plus, July 2007 Table 1.4
Other Health City Plans in the Pipeline
• MIOT hospitals, Chennai have plans to set up a multispecialty medical city
• Reliance ADAG has expressed interest in building a 60 acre health city in Kolkata
• CMCH, Ludhiana has initiated a US$ 12.2 million MediCity project in Ludhiana
Graph 1.3
Hospotels- An Emerging Novel Concept
• There is an increasing trend of hotels being included within the hospital campus.
• Medical centres want to provide comprehensive services to their visitors and patients‘
attendants in addition to basic health services.
• Several large hospitals now also have tie-ups with leading star hotels and airlines for their
international patients
Table 1.4
Food Majors Looking at Hospitals for their Outlets
• Value added service to patients and attendants
• Hotel and restaurant chains are actively getting into opening food outlets at hospitals
Health Insurance
The Indian health insurance market has emerged as a new and lucrative growth avenue for both
the existing players as well as the new entrants. According to a latest research report "Booming
Health Insurance in India" by research firm RNCOS released in April, 2010, the health insurance
market represents one the fastest growing and second largest non-life insurance segment in the
country. The Indian health insurance market has posted record growth in the last two fiscals
(2008-09 and 2009-10). Moreover, as per the report, the health insurance premium is expected to
grow at a CAGR of over 25 per cent for the period spanning from 2009-10 to 2013-14.
Current and Future Scenario
• Revenue attributable to insurance or Third Party Administrators (TPAs) has grown from 2% in
2001-02 to 16% in 2005-06
• Total credit billing has increased to 32% in 2005-06 and it is further likely to increase to
50% by 2011-2012
• Domestic health policy premiums have shown a 47% increase in the first quarter of 2006
• The number of policies issued as Mediclaims, ESIS, and CGHS are 4,631,534, 8,400,000 and
1,040,000 respectively.
Source: The Hindu: Healthcare, 2006 Graph 1.4
Voluntary health insurance market, estimated at US$ 86.3 million currently, is growing fast.
• Total medical insurance premium income to grow to US$ 3.8 billion by 2012.
• Over 80 % of private health insurance is concentrated with four leading players
— ICICI Lombard, Bajaj Allianz, Royal Sundaram and Iffco Tokio
Graph 1.4
Investments in Healthcare
As per data released by the Department of Industrial Policy and Promotion (DIPP), the drugs and
pharmaceuticals sector has attracted FDI worth US$ 1.66 billion between April 2000 and January
2010, while hospitals and diagnostic centers have received FDI worth US$ 761.18 million in the
same period.
Healthcare major, Fortis Hospitals plans to invest US$ 53.7 million, to expand its facilities pan-
India.
Moreover, in March 2010, Fortis Healthcare announced the largest overseas acquisition by an
Indian company in the healthcare space. It bought the entire 23.9 per cent stake held by TPG
Capital in Singapore's Parkway Holding Ltd for US$ 686 million.
Asia's leading hospital chain, Columbia Asia Group, which already has six hospitals in the
country, plans to ramp-up its operations in India by opening eight more multi-specialty
community hospitals with a total capacity of 800 beds by mid-2012. The group has earmarked a
total investment of US$ 177.1 million for the 14 hospitals.
Medical Tourism
According to a new report published by RNCOS, titled "Booming Medical Tourism in India"
released in September 2009, medical tourism in India has emerged as the fastest growing
segment of the tourism industry despite the global economic downturn. High cost of treatments
in the developed countries, particularly the USA and UK, has been forcing patients from such
regions to look for alternative and cost-effective destinations to get their treatments done. The
Indian medical tourism industry is presently at a nascent stage, but has an enormous potential for
future growth and development.
As per the market research report, India's share in the global medical tourism industry will climb
to around 2.4 per cent by the end of 2012. Moreover, medical tourism is expected to generate
revenue of US$ 2.4 billion by 2012, growing at a CAGR of over 27 per cent during 2009–2012.
The number of medical tourists is anticipated to grow at a CAGR of over 19 per cent in the
forecast period to reach 1.1 million by 2012.
Impelling Technology
• Life cycles of high end medical equipments becoming shorter due to high level of
innovation
• Telemedicine being used by major healthcare providers to provide quality care especially in
eye, cardiac and other surgeries for the rural poor in India
• Teleradiology being used to leverage the time difference advantage with other developed
nations
IT Driven Tools and Services in Healthcare
• Hospital management systems
• Decision support systems that improve diagnosis and treatment
• Telemedicine and electronic record generator
Current Trends in Medical Technology
• Micro-processor based implantables in patients
• CPU-driven technology supported by artificial intelligence
• Robotics in OTs, Path-labs/Research
• Laser Technology in surgery
• Instrumentation in medical and surgical practices
• Biotechnology, Genomics, Molecular Biology and Stem cell research.
Current Trends in Medical Technology
• ―Five on five innovations‖ for cardiac and diabetic patients to be monitored with sensors
installed in homes or devices such as mobiles
• Helping Hand Pill dispenser
• Virtual Doctor Checkups at home
• Digital Pen
• Electronic Medical Records
Areas of Opportunity
The fast growth in the Indian healthcare sector has created various pockets of opportunities for
investors. An Ernst and Young and another industry body report released in 2007 highlights
several such areas within the healthcare sector.
The medical equipment industry is around US$ 2.17 billion and is growing at 15 per cent
per year. It is estimated to reach US$ 4.97 billion by 2012.
The medical textiles industry is projected to double to reach US$ 753 million by 2012.
Clinical trials have the potential to become a US$ 1 billion industry by 2010 and the
health services outsourcing sector has the potential to grow to US$ 7.4 billion by 2012,
from US$ 3.7 billion in 2006.
The US$ 2.2 billion Indian wellness services market is expected to grow at about 30-35 per cent
for the next five years on the back of rising consumerism, globalization and changing lifestyles,
according to an Ernst and Young and another industry body study titled "Wellness-Exploring the
untapped potential" released in April 2009.
Mergers And Acquisitions
• M&A route allows healthcare providers with immediate brand recognition and an aggressive
scale up in new geographies
• With M&A, new standards in healthcare services have been ushered in by large corporate
hospitals
• Merger of smaller hospitals and nursing homes with larger healthcare entities has led to better
healthcare service delivery
• Singapore-based Parkway Group Healthcare PTE Ltd. has firmed up plans of acquiring tertiary
care hospital projects in Class A and B cities of India, especially in the South with one
operational in Hyderabad.
• The Asian Heart Institute, Mumbai plans to invest US$ 7.32 million for expansion activities
and is actively exploring acquisition targets outside Mumbai
Government Initiative
The Government launched the National Rural Health Mission (NRHM) in 2005. It aims to
provide quality healthcare for all and increase the expenditure on healthcare from 0.9 per cent of
GDP to 2-3 per cent of GDP by 2012.
During the 2009 Interim budget, the government hiked the allocation for NRHM by US$ 423.7
million over and above US$ 2.5 billion.
Moreover, the government announced a US$ 64 million initiative in October 2009 to promote
domestic manufacture of medical devices such as stents, catheters, heart valves and orthopedic
implants that will lead to lower prices of this critical equipment.
According to Union Budget 2010-11, the Finance Minister, Mr. Prefab Mukherjee increased the
plan allocation for Ministry of Health and Family Welfare from US$ 4.2 billion in 2009-10 to
US$ 4.8 billion in 2010-11.
Moreover, in order to meet revised cost of construction, in March 2010 the government allocated
an additional US$ 1.23 billion for six upcoming AIIMS-like institutes and upgradation of 13
existing Government Medical Colleges.
Exchange rate used:
1 USD = 45.16 INR (as on February 2010)
1 USD = 44.83 INR (as on March 2010)
CHAPTER 2
PROFILE OF ORGANIZATION
2.1: ORIGIN OF THE ORGANIZATION
Founded in 1985, Max India Ltd. is a Public Limited company listed on the NSE and BSE of
India with over 30,000 shareholders. Max India Limited is a multi-business corporate entity
driven by the spirit of enterprise with a focus on people and service oriented businesses.
Prominent shareholders of the company are Mr. Analjit Singh and a leading private equity firm,
Warburg Pincus. The balance shareholding is held by the public and Institutional Investors.
The company´s vision is "to be one of India´s most admired corporate for Service Excellence."
Towards this end, it has established businesses that are today recognized as being at the fore
front of service excellence, in each of the industry sectors where it operates. Performance, Trust
and Service Excellence are enshrined in Max India Group´s Vision, Mission and Values
MAX Healthcare- Caring for you… for life
Max Healthcare is India's first truly integrated healthcare system, offering three levels of clinical
service (primary, secondary, tertiary) within one system. They believe in the concept of total
patient care and deliver care by combining medical and service excellence.MAX Healthcare is
committed to quality care that not only addresses the illness but also concentrates on the overall
wellness of the patients.
Silent feature:
A team of highly qualified and trained doctors, nurses and patient care personnel to
provide the highest standards of care
A team of highly qualified and trained doctors, nurses and patient care personnel to
provide the highest standards of care
Over 1500 leading doctors, 280 corporate clients and a patient base in excess of 8,00,000
Clean and comfortable facilities at all locations
Fully computerized health records
24 hour - Chemist, Ambulance, Patient Diagnostic and Emergency Services
Regular educational and health camps to help educate patients on various health issues,
so that they make informed choices
A complete preventive healthcare programme - MAX 360º and one of its kind 'Platinum
preventive health programme
2.2: GROWTH AND DEVELOPMENT OF ORGANIZATION
MAX India Group Mission
Establish niche service businesses in Life Insurance, Healthcare and clinical research
Life Insurance and Healthcare convergence
• Rank amongst top three players in each niche
• Partner with best-in-class world leaders Create trust and service excellence in all
Business
1. Protecting Life through its life insurance subsidiary Max New York Life, a joint
venture between Max India and New York Life, a Fortune 100 company
2. Caring for Life through its healthcare company, Max Healthcare Institute Limited, a
subsidiary of Max India Limited
3. Enhancing Life through its health insurance company, Max Bupa Health Insurance,
a joint venture between Max India and Bupa Finance Plc., UK which is set to launch
after statutory approvals
4. Improving Life through its clinical research business, Max Neeman, a fully owned
subsidiary of Max India.
• Create trust and service excellence in all Business
In addition to these "life-centered" businesses, Max India manufactures specialty
products for the packaging industry through its division - Max Speciality Products. MSP too,
has a strong service excellence orientation that strives on building long lasting partnerships with
marquee customers.
Max India Group Key Milestones as on 31st March 2009.
Consolidated Revenue CAGR of 57% in 3 years, marking impressive performance
The total investment in various businesses of Rs. 1,800 Crore triples to Market Valuation
of Rs. 5,000 Crore
The total investment in various businesses of Rs. 1,800 Crore triples to Market Valuation
of Rs. 5,000 Crore
The total consumer base increased from 2.5 million in 2007-08 to 3.5 million in 2008-09.
Quality initiative, accreditation and awards
Objectives:
Satisfying customer needs
Enhancement of quality systems
Effective performance measurement & compliance systems
Continuous Improvement loop
Engage every employee in quality drive
FICCI Healthcare Excellence Awards
In the inaugural edition of FICCI Healthcare Excellence Awards, Max Super Specialty
Hospital, Saket was adjudged one of the Best Hospitals for ‗Excellence in Healthcare Delivery‘
One of the critical criteria for award qualification was to demonstrate some result–bearing
initiatives in the hospital, where Max Healthcare presented a Six Sigma project on ‗Improving
Fill rate in Pharmacy‘. Through this project the organization was able to demonstrate significant
improvement in medicines fill rate at Max Chemist and reduction in wastages in Pharmacy
leading to increased revenue in Pharmacy & resultant improvement in customer satisfaction
index.
D L Shah National Award on 'Economics of Quality'
Max Healthcare received the Prestigious DL Shah National Award on 'Economics of Quality'
from Quality Council of India, conferred during the National Quality Conclave held in New
Delhi on February 6, 2009. Max Healthcare is the first organization in the country from the
Healthcare sector to receive this award. The Award was received by Dr Pervez Ahmed, CEO &
MD - Max Healthcare, Shubhra Verma and Ridhi Malhotra.
The DL Shah National Award on 'Economics of Quality' was given to Max Healthcare for a
Six Sigma project on standardization and consolidation of housekeeping items. Through this
project the organization was able to demonstrate significant improvement in quality by reducing
complexity, better resource utilization, better vendor management that resulted in improved
efficiency and service delivery to internal customers, patients and ultimately reduced costs.
NABH Accreditation for Blood bank
The Blood Bank at Max Healthcare was awarded the 'NABH Accreditation for Blood Bank' on
February 6, 2009. The newly formed accreditation standard, measures the organizations
compliance against stringent criteria on Blood Safety, Process Compliance, Infection Control
and Monitoring.
"Getting the 'NABH Accreditation for Blood Banks' is the result of the dedication and hard
work put in by the entire team working at the Blood Bank, who have untiringly committed to
maintaining the highest quality standards. The award is an endorsement of these practices and an
overall commitment of Max Healthcare towards these quality benchmarks, said Dr. Pervez
Ahmed
NABH
Max Super Specialty Hospital and Max Devki Devi Heart & Vascular Institute at Saket, the two
tertiary care hospitals of Max Healthcare, are the first two hospitals of North India to have
received the prestigious accreditation from National Accreditation Board for Hospital &
Healthcare Providers at the 2nd National Quality Conclave in February, 2007. The accreditation
is recognition of Max Healthcare's commitment to provide the highest quality of care to its
patients.
Getting an NABH certification fully endorses the fact that:
• The quality of patient care at the hospital is ethical, safe and at par with defined levels.
• The patient's interests are kept foremost.
• The patient and his/her family's rights are respected.
• The system reinforces a culture of continuous improvement.
• Objective criteria are used to provide evidence of high quality of care
NABL
Max Labs 24x7 at MSSH, Saket has been accredited by The National Accreditation Board for
Testing and Calibration Laboratories (NABL) with effect from 9th April, 2007 till 8th April,
2009. The first surveillance audit of NABL (ISO 15189: 2007) was carried out on 5th and
6thJuly, 2008 successfully.
Max Healthcare laboratories have successfully obtained NABL accreditation in the field of
medical testing for the following disciplines:
Clinical biochemistry
Clinical pathology
Hematology
Immunohaematology
Microbiology and serology
Histopathology
Cytopathology
ISO 9001:2000 & ISO 14001:2004
The value of the ISO 9001:2000 & ISO 14001:2004 certification lies in the fact that it is
internationally recognized and is an assurance to the customer/patient that a quality system is in
place which the hospital constantly complies with. This certification also ensures that the culture
of quality, processes and standardization spreads within the organization leading to 'customer
satisfaction' through regular assessment and review.
Five Hospitals of Max Healthcare are ISO 9001:2000 certified. They are located at MHVI-Saket,
Max Balaji - Patparganj, Max Hospitals at Pitampura and NOIDA and Max Med Center -
Panchsheel.
Max Hospital - Pitampura has also been certified for ISO: 14001:2004.
New Projects
• Shalimar Bagh
• Dehradun
• Bhatinda
• Mohali
• Greater Noida
• Rs. 160 Cr investment at Patparganj 10 expand facility10 400 Beds
• Rs. 75 Cr investment at Saket to make thee Oncology Program comprehensive through
addition of 90 Beds Rs. 60 Cr investment at Dehradun for 150 Bed Multi-specialty
Hospital
• Project Roll out cost of Rs. 980 Crores (Between 2001 to 2009)
• Funded by: - Max India
- Warburg Pincus / 1FC / Other Strategic Investors
2.3: PRESENT STATUS OF ORGANIZATION
MAX Super Specialty Hospital, Patparganj
Max Super Specialty Hospital at Patparganj has been certified with 'Gold' rating by Indian Green
Building Council under LEED rating system for Green Buildings. It is a resource-efficient and
environment-friendly building equipped with eco-friendly, energy and water efficient
equipments and non-toxic and recycled materials. It is the first of its kind LEED - Gold certified
Green Hospital in North India.
Infrastructure - Max Super Specialty Hospital, Patparganj is conveniently located amidst the
serene environment of East Delhi, approximately 15 kilometers away from New Delhi Railway
Station and 35 kilometers away from the domestic airport. It is easily accessible from all the
satellite townships of NCT, Delhi
Max Super Specialty Hospital, Patparganj is a centrally air-conditioned hospital spread across 13
floors and 2,30,000 sq. ft. covered area with a total bed capacity of 250 beds with Classic
Deluxe, Single Deluxe, Standard (twin sharing) and Economy (5 beds). It has one super-specialty
Cardiac OT, one dedicated Neuro and Ortho OT, two Transplant OTs and three modular
operation theatres, one Cardiac Cath Lab with DYNA CT which is first in Delhi, fully equipped
with coronary care unit, Neuro ICU, Transplant ICU, Medical ICU High Dependency Unit,
Surgical ICU and Pediatric ICU, Neonatal ICU and Nursery
Services & Facilities - Max Super Specialty Hospital, Patparganj is a centrally air-conditioned
hospital with a total bed capacity of 250 beds with Classic Deluxe, Single Deluxe, Standard
(twin sharing) and Economy (5 beds).
OTs & ICUs - Max Super Specialty Hospital, Patparganj has one super-specialty Cardiac OT,
one dedicated Neuro and Ortho OT, two Transplant OTs and three modular operation theatres,
one cardiac cath lab with DYNA CT which is first in Delhi, fully equipped with coronary care
unit, Neuro ICU, Transplant ICU, Medical ICU High Dependency Unit, Surgical ICU and
Pediatric ICU, Neonatal ICU and Nursery
2.4: FUNCTIONAL DEPARTMENTS OF THE ORGANIZATION
New Building
FLOOR SERVICE
Basement 3 Radiation Oncology
IGRT LINAC
Brachytherapy
CT Simulator
Mould Room
Basement 2 Staff Parking
Mortuary
Basement 1 Triage
Chemotherapy Day Care
Nuclear Medicine
Radiology (CT, MRI, X Ray, Fluroscopy, Bone Densitometry, Ultrasound, Mammography)
Ground Floor OPD (Consultation Rooms)
TMT, ECHO, ECG, PFT, EEG & EMG
Urodynamics
Sample Collection
IPD Registration
Optical Room & Laser Room
Treatment Room
First Floor Medical ICU
Surgical ICU
CCU
Neuro Surgery ICU
Cathlab
Waiting Lounge
Second Floor CTVS ICU
Transplant ICU
OT Complex
Third Floor Max Labs
Executive Office
Doctor's Lounge
Fourth Floor HDU 1
Bed No : 1401 – 1431
Fifth Floor HDU 2
Bed No : 1501 – 1532
Sixth Floor Bed No : 1601 – 1634
Seventh Floor Bed No : 1701 – 1732
VIP Suite
Eighth Floor Bed No : 1801 – 1832
VIP Suite
Ninth Floor Bed No : 1901 – 1932
VIP Suite
Table 2.1
Old Building
FLOOR SERVICE
Basement MRD
Pharmacy
Bio-Medical Engineering
Physiotherapy
House Keeping
Engineering
Laundry
Ground Floor Accident and Emergency
Short Stay Unit (SSU)
Registration/Reception/Admission
OPD
Chemist
Blood Bank
Administrative Block
Pathology Lab
Kitchen
Waiting Lounge
First Floor PHP Lounge
OPD
TMT/ECHO/ECG/PFT/EEG
Dialysis
IP Billing/TPA Help Desk
Intensive Care Unit (ICU1)
Bhai Mohan Singh Wards
Bed No : 2204-2212
Bed No : 2214-2227
Bed No : 3201-3209
Second Floor Cath Lab
Intensive Care Unit
Coronary Care Unit
Bed No :2304-2314
Bed No : 2316-2335
Bed No : 2399A-2399C
Third Floor Minor OT
Operation Theatre
Surgical ICU
CTVS ICU
Neuro ICU
Neo-Natal ICU
Paediatric ICU
Nursery
Labour Room
Bed No : 2406-2416
Table 2.2
Bed Capacity – New Building
Census / Noncensus
Service Beds
Census Medical ICU 12
Surgical ICU 8
CCU 10
Neuro- Surgery ICU 8
CTVS ICU 7
Transplant ICU 2
HDU 1 8
Bed No : 1401 - 1431 (SR - 21, DR- 8) 29
HDU 2 4
Bed No : 1501 - 1532 (SR - 21, DR- 8, Economy- 5) 34
Bed No : 1601 - 1634 (SR - 23, DR- 8, Economy- 5) 36
Bed No : 1701 - 1732 (SR - 21, DR- 8, Economy- 5, VIP Suite- 1)
35
Bed No : 1801 - 1832 (SR - 21, DR- 8, Economy- 5, VIP Suite- 1)
35
Bed No : 1901 - 1932 (SR - 21, DR- 8, Economy- 5, VIP Suite- 1)
35
Subtotal (Census Beds) 263
Non Census Triage 8
Chemotherapy Day Care 8
Treatment Room 2
Subtotal (Noncensus Beds) 18
Total Beds (Census+Noncensus) 263
Table 2.3
Super Specializations
Cardiac services
Oncology
Neuro sciences
Urology & kidney transplant
Specialty Services and Surgeries
Specialty Services
Interventional Cardiology
Nephrology including Dialysis
Emergency and Trauma Services
Maternity Services
Nuclear medicine
Psychiatry
Dentistry
Pediatrics
Dermatology
Internal Medicine
Chronic Care Programmes in Diabetes, asthma, Arthritis and Hypertension
Blood Bank
Comprehensive Diagnostic Services
Fully Automated Pathology Laboratory
Audiometry
24 Hour Pharmacy
Surgery
Aesthetic & Reconstructive Surgery
CTVS
Dental Surgery
ENT
Facio Maxillary Surgery
General Surgery
Gynecology
Minimal Invasive Surgery
Neurosurgery
Ophthalmology
Orthopedics and Joint Replacements
Pediatric Surgery
Urology
General services
Cardiology
dentistry
dermatology
endocrinology
eye and ENT
gastroenterology & endoscopy
GI Surgery
General & minimally invasive surgery
internal medicine
mental health services
orthopedic trauma and joint replacement
oncology (medical and surgical)
Neurosurgery
neurology
obstetrics and gynecology
pediatrics nephrology
pediatrics endocrinology
pediatric surgeon
neonatology
Pediatric development & behavior
Physiotherapy & rehabilitative services
Plastic surgery
Pulmonology
Nephrology & dialysis services
Other Facilities
Rheumatology
Vascular surgery
Diagnostics
4D ECHO
Light 3D USG
16 Slide CT
LINAC
Brachytherapy
3D Mapping EPS
Ensite Velocity 3D Mapping EPS
IMRT & IGRT (Dual Energy Linear Accelerators)
Cone Beam CT Scan (On Board Imager)
Immunoassay Analyzer
Chemi luminescence Analyzer
State of Art Biochemistry Analyzer DX – 800
Gamma Camera
Diagnostics - Radiology Services
Urology
MRI Unit
X-ray
High-resolution ultrasound
Mammography
Bone densitometry
Cardiac Services
Angiography
Angioplasty
EP Study
RF Ablation with 3D Mapping
Diagnostics – Cardiology
Echocardiography
2-D color Doppler
ECG
TMT
holter monitoring
Angiography
Diagnostics – Pathology
Max Preventive Health Programme
At Max Super Specialty Hospital, Patparganj, they are totally committed to the age old adage
'Prevention is better than cure'. Our Preventive Healthcare Programme comprises a
comprehensive set of tests, which have been specially designed keeping your needs in mind.
Endoscopy Procedures
Dialysis Services and Renal Transplant Unit
The hospital has a specialized dialysis unit conforming to international standards to provide
haemodialysis to patients who have reached end - stage kidney disease, requiring renal
replacement therapy
TPAs
Emergency services
Highly trained ambulance staff
World-class communication infrastructure
Fully equipped advanced cardiac life support ambulances
State-of-the-art emergency response and management system
Common emergency telephone number - 4055 4055
Lab Services 24 *7
Max Labs is a 24x7 facility providing services for Max Patients, walk-in patients and non-Max
clients as well.
2.5: ORGANIZATION STRUCTURE / ORGANIZATION CHART
2.6: PRODUCT AND SERVICE PROFILE OF THE ORGANIZATIONS
COMPETITORS
1. Apollo Hospitals Enterprise Ltd
• Manages a network of 41 specialty hospitals and clinics with a bed capacity of over 9,000 across the
country and abroad
• Besides the recently launched Health City in Hyderabad, plans to launch similar facilities pan India
• Has tied up with insurers like BUPA (UK), Vanbreda (Belgium) and Mondial (France) to direct
inflow of foreign patients to India
• Joint venture with Singapore-based Parkway Group Healthcare PTE Ltd.
• Has tied up with Indian Oil Corporation (IOC) to set up its pharmacies at the latter‘s petrol stations.
Apollo Group : Business structure
Service Brand name No. of units Details
Hospitals Owned
Managed
Apollo Hospitals 25
15
Has hospitals all over India and abroad
Clinics Apollo Clinics 50
Pharmacy Apollo Pharmacies 415 Retail Pharmacy- Direct access to patients,
low capital requirement for hospital
pharmacies, higher bargaining power with
pharma companies.
Tele-medicine Apollo Telemedicine
Networking
Foundation (ATNF)
Over
60
Access to huge medical network; helps
expand reach and achieve growth
Insurance (As a TPA) - Access to patients, medical network, and
claim processing
Outsourcing
(BPO)
Apollo Health Street - Caters to health Information needs of U.S.
based Physician groups and hospitals
2. Fortis Healthcare
• Has a chain of hospitals with an installed bed capacity of about 1,790 beds
• Operations across North India - Delhi, Noida, Mohali, Amritsar, Faridabad, Raipur and Srinagar
• Expansion plans through mergers and acquisitions
• Has a joint venture with Real Estate player DLF to set up hospitals across the country with an investment
of about US$ 1.5 billion
• Owns a pharmacy chain by the name of Fortis Health world and plans to open 250 outlets with an
investment of US$ 195 million all over India
• Has announced the signing of a definitive agreement (the ―pre-IPO‖) for allotment of 670,000
equity shares to VASCO Inc. for an investment amount of US$ 2.6 million
3. Wockhardt Hospitals
• 8 hospitals across India, of which 5 are owned
• Total bed size of the group is 1,390.
• Has tie-ups and association with Harvard Medical International: USA, Blue Cross And Blue Shield: USA,
Bupa: U.K., AEA International: Singapore and others.
• Plans to build 15 new multi specialty hospitals in Tier-II cities in the country.
• Public-Private Partnership with the Government of Gujarat to manage the 275-bed Palanpur Civil
General Hospital in Gujarat Company plans an IPO by the end of this year
4. Manipal Health Systems
• Chain consists of
1. 9 primary centers at 7 rural locations
2. 8 secondary hospitals at urban and semi-urban locations
3. 3 tertiary hospitals at urban and semi-urban locations.
• MHS is building another 600-bed multi specialty hospital in Devanahalli, Bangalore
• Joint venture with Pantaloon Retail for comprehensive retail healthcare foray
• Plan to invest over US$ 195 million in healthcare business in the next fve years.
5. Narayana Hrudayalaya
• First-of-its-kind cardiac care hospital in Bangalore, set up by the Asia Heart Foundation (AHF)
• Capability to perform 25 major heart surgeries and over 20 cardiac catheterizations a day
• Hub for telecardiology networks with a Joint Venture between the Governments of seven hill states and
West Bengal, Karnataka Health Systems and ISRO
• A 5,000-bed Health City is coming up at, Bangalore, which will comprise of 10 hospitals
6. Columbia Asia
• First healthcare provider to enter through the FDI route
• Opened the frst community healthcare multi-specialty facility at Bangalore
• Planning to invest US$ 15. 85 million to set up more hospitals in Bangalore, tied-up with GE, to collaborate
on a number of initiatives for creating a medical institute of world-class standards
7. Global Hospitals
• The US$ 9.75 million facility functions from 2 locations in Hyderabad
• Invested US$ 36.58 million to set up ‗BGS Global Hospital‘ in Bangalore
• Tied up with the Sureka Group, to set up a 300-bed transplantation and tertiary care centre in Kolkata,
planning to establish a US$ 240 million ‗health city‘ in Chennai on the 46-acre hospital site
New Entrants/Key Foreign Players
1. Artemis Health Institute • Delhi-based Apollo Tyres has made a foray with the launch of its US$ 48.78 million project,
Artemis Health Institute in Gurgaon
• First hospital in entire northern India to offer Image Guided Radiation Therapy (IGRT) to its
patients. Artemis plans to grow into a 10-hospital chain by 2012
2. Naresh Trehan’s MediCity
• Reputed medical professional, Dr Naresh Trehan, is promoting a US$ 250 million world-class integrated
healthcare facility known as ‗MediCity‘
• Has been envisioned as a multi-disciplinary high-tech medical institute spread over 43 acres in
Gurgaon
• Apollo would examine the possibility of investing in the proposed MediCity and merger of the
MediCity with Apollo Group may also considered in the future
3. Aditya Birla Memorial Hospital
• A multi-specialty hospital located at Pimpri-Chinchwad in Maharashtra
• The quaternary healthcare centre with 500 bed facility is spread over 16 acres
4. Reliance ADAG Healthcare
• A 700 bed facility in Mumbai inaugurated in 2007. Planning a pan India chain of hospitals; has begun talks
with leading private hospitals in Delhi, Mumbai and Bangalore for possible acquisitions and joint
ventures
Foreign Players
• Harvard Medical International and Cleveland Clinic have entered the country through joint ventures
• Pacific Healthcare Holding has opened their first hospital in Hyderabad. Parkway Group from
Singapore, Emaar from the Middle East and Prexeus Health Partners from the US have announced
plans
2.7: MARKET PROFILE OF THE ORGANIZATION
Revenue Growth Yearly
Graph 2.2
Facility- wise Revenue – FY08-09
Graph 2.3
12962702
4658
13740
24499
37246
42265
78.30%108.49% 72.39% 194.98% 52.03% 13.48%
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
02-03 03-04 04-05 05-06 06-07 07-08 08-09
1,354
532
3,288
1,796
7132
10,851
1,440
3,111
12,761
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
PSH-N PSH-S PPA NOD PPG GGN MHVI IAMS MSSH
Revenue (Rs/Lacs)
Facility- wise Admissions & Surgeries – FY08-09
Graph 2.4
Facility-wise Occupancy – FY
Graph 2.5
3,473
4,923
7,276
8613
3638
1124911,928
3,000
6,000
9,000
12,000
15,000
NOD PPG GGN PPA MHVI IAMS MSSH
No of Surgeries
71
4553
6575 8170
0
20
40
60
80
100
PPANO
DPPG
GGN
MHVI
IAM
S
MSSH
Avg Occupancy/ Percentage (%)
Facilities to be rolled out
Speciality / Multi-Speciality Tertiary / Super-Tertiary
Location Dehradun Shalimar Bagh Greater Noida PPG-II Saket – South
No of Beds 150 300 300 256 88
Table 2.1
CHAPTER 3
DISCUSSION ON TRAINING
3.1: STUDENTS WORK PROFILE (ROLE AND RESPONSIBILITY), TOOLS AND
TECHNIQUES USED
Human Resource is that element within a company which deals with the human aspects/needs of
workers. At Max Super Specialty Hospital, it was fortunate to undergo training and enhance
knowledge in the Human Resource department.
Work profile:
As a management trainee here at first the overall induction of the department was done by the
Guides and gave us a picture of what will be the work profile during the training period. Further
ground level work was started, which included work like file management, understanding the
forms and formats and their importance. The employee files according to the centralized
checklist were checked. Understood the proper way of managing the data as it involved the
management of the original documents of the new employee and learned the proper numeric
segregation of the different employees in different departments as per their employee ID.
Apart from the file management there were various other ground work like distributing
tea/coffee coupons to the employees at the start of the month and maintaining the registers like
‗Trainees attendance‘ ‗Missed punched entries‘ ‗New joinee attendance‘ ‗Outdoor duty entries‘
‗Grievance register‘ ‗Accidents‘ etc.
Sometimes calling was done to the employees for different issues like submission of their
documents, salary account opening, scanning of finger prints of new employees for the biometric
system or any other required information was cleared through telecommunication.
Other than the groundwork some other HR functions were handled like joining formalities of
nurses, pharmacists, support staff and physician. The new employees were helped in
understanding the various forms and format. And an idea about the insurance benefits and other
benefits like provident funds and gratuity was given and an employee manual was handed over
to them for detailed information about MSSH and various other rights and benefits.
Along with all the crucial HR functions other activities like Employee Engagement were also
observed and participated with the HR team.
Tools and techniques used during training:
Learned working on HRIS (Human Resource Information System)
Data entries were done in MS Excel like making dependent details for insurance and
various other details were entered in HRIS through excel sheet.
3.2: KEY LEARNING
A. Recruitment Policy
It is to ensure that persons of the right caliber and talent in terms of qualifications, skill,
experience, attitude and competence are recruited to the organization so as to effectively deliver
medical care and service of the highest standards of excellence. To provide guidelines and
standards for company recruiters to follow so as to ensure that there is consistency in recruitment
practices across different functions/programs. It is to ensure transparency, accountability and
responsiveness in the recruitment process. All recruitments shall be anchored by HR of the
relevant Unit/location.
Selection process
HR posts
vacancies
Permission of
current Div/Fun
Heads
Interviews
conducted
Interested
Employees apply
HR shortlists CVs
and sends to
Div/Fun Heads
External
sources are
used
Transfer orders given
Divisional Heads
shortlists the
candidates
Manpower requirement
prepared in consultation
with Business/Function
Head
HR raises hiring request
through online system
Rejected
Accepted
A candidate shall go through one or more assessment processes that may or may not include
assessment / aptitude / IQ / skill tests and interview conducted by a panel of more than two
senior employees, including the function/ program specialist. The interview proceedings will be
recorded in the interview evaluation form. Final recommendations of the panel will also be
recorded on the form.
All personnel short-listed for PL4, ML3 and Leadership levels shall invariably be met by the
Functional Chief/Director and Chief of HR, before a final decision is taken.
Reference Checks
As the name suggests, it is the process of screening / verifying a person's background
information prior to employing him in your organization.
All the candidates who have been selected for the final round of interview are supposed to
provide the HR dept. two professional references. Hiring an undeserving candidate can
unnecessarily increase costs, harm the organizations‘ harmony and put confidential information
into jeopardy and thus, according to the policy guidelines, reference checks are made
compulsory. This ensures that before the candidate joins in, his conduct and his professional
capabilities are checked. This would assist the selection process.
Pre-employment Health Check-up
All employees joining Max Healthcare or its associate or partner hospitals are required to
undergo a complete medical examination. This is to ensure that they are of sound health so as to
carry out safely and effectively the requirements of their job.
Outstation candidates may be permitted to get the pre-employment investigations done outside
Max Healthcare but will be required to submit the reports for review by a Max Healthcare
physician. Investigations done outside Max Healthcare should be from a Hospital/Nursing home
established for indoor care and treatment of sickness and injuries which, has been registered
either as a hospital or nursing home with local authorities, is under the supervision of a registered
and qualified medical practitioner and has at least 15 inpatient beds. The cost incurred for pre-
employment check up, to the limit prescribed, will be borne by Max Healthcare.
Rehiring
An employee who has left Max Healthcare may be rehired provided he has the relevant
qualifications and competence for the role. The decision on rehire shall only be made after a due
process of selection. In deciding on the rehire his/her performance while in the company earlier
shall be considered; and only if their performance as evidenced from previous records is seen to
be fully competent and effective shall they be hired.
Internal Job Posting (IJP)
Before notifying a vacancy externally in Operation Levels and Professional level 1 HR shall
invariable issue an Internal Job Posting (IJP) inviting applications from qualified internal
candidates. Employee applications against IJPs shall be routed through the Unit HR who shall
obtain the approval of the reporting Manager before forwarding it to the sourcing HR
organization. Applications that are not approved and forwarded by the Reporting Manager shall
be forwarded to the Home HR office for information.
Candidates who apply through IJP would need to qualify the normal selection process to be
declared fit for appointment. Employees selected against an IJP shall usually be relived within 30
days of selection.
Hiring, of Employee Relatives
The company does not discourage recruitment of family members (i.e. immediate blood relatives
& spouse) to the organization. However, specific approval will be required from the CMD's
office for the appointment of a relative of an employee. A relative shall not be recruited to a role
where the employee can directly or indirectly influence decisions concerning recruitment,
employment, promotion, or compensation of the relative.
B. Pre-engagement medical check-up policy
The Pre Engagement Health Checkup is designed to assess the medical fitness of prospective
candidates prior to their engagement & Institute Preventive measures that will reduce individual
risk and ensure safety in workplace.
a) It is Mandatory for all defined in the applicability to undergo Medical Examination
before joining duties,
b) HR keeps a record of the names of applicable that have been sent for Pre-engagement
Health Check-up.
c) At the time of issuing offer of association, the candidate will be handed over the Max
Healthcare Pre Engagement Health Check up Performa Instruction sheet & Pre-
engagement Checkup Performa,
d) The Performa Instruction Sheet will be signed by the HR Manager,
e) The candidate will report to the hospital on the scheduled date and time (intimated to
him/her by HR) along with Pre engagement Health Check up Performa Instruction sheet
& Pro engagement Checkup Performa.
f) All the candidates will have to furnish the desired details and declaration in the part 1 of
the Max Healthcare Pre engagement Health Check up Performa. No further process will
take place if the part 1 of the Performa and declaration is not duly filled and signed by the
candidate. Consent of the candidate will be taken for sharing the results of the pre
engagement tests with the company.
g) The company will bear all the cost incurred for the Pro-engagement Health Check-up.
h) Declaration of being fit / unfit is confidential and will be shared only between the doctor,
Candidate and the HR Manager. However, the reports With all the documents must reach
to HR within 48 hours from the date of check-up.
The Duty Manager of the concerned hub will ensure that all the Pre engagement health reports
must reach to Home/Unit - HR for personal records within the stipulated period of time. If the
candidate is declared unfit, the doctor will have to define reasons for the same. The medical
report will be sent to the HR Manager who in turn will send the report to the Head HR
/operations Head for a final decision. The time taken from report submission to HR, then to the
Head — HR and back to HR will not exceed 71 working hours. The HR Manager will convey
the result to the candidate. A copy of the medical reports will be handed over to the candidate.
No infectious markers will be taken up for Pro-engagement tests. If during the examination of
the candidate, the RMO / FP require the need for any additional investigation, s/he can do that
within cost of Rs. 1000. If any investigation will cost more than Rs. l000, prior permission will
be taken from the HR Manager. If at this moment, the HR Manager and the Operations Heads in
consultation with the RMO / FP feels that die candidate is not suitable for the job as his / her
medical condition can result in disruption of the duties, the candidate will not be selected for the
job. The HR manager will convey the same to the candidate. If it is found during the course of
association that the candidate has willfully withheld information with regard to his health that
interferes with his work, his/her association will be terminated with immediate effect without
assigning any reason.
C. Provident fund
Employee Provident Fund is a social security benefit to employee by compulsory saving by an
employee during his employment.
a) Under Provident Fund rules in which employer and employee make equal contributions to a
Provident Fund Account.
b) An employee who was not previously a member of the Provident Fund Scheme will be
required to join the scheme.
c) The entire contribution amount gets deposited in a PF trust named Max India Employee
Provident Fund Trust.
d) Under this rule Family means:
i. In case of male member - wife, children, dependent parents, and deceased son's
widow and children.
ii. In case of female member —husband, children, Dependents parents, husband's
dependent parents and Deceased son's widow & children.
(e) A member of Employee's Provident Fund covered under following scheme:
i. Employee's Provident Fund
ii. Employee's Pension Scheme
iii. Employee's Deposit Linked Insurance
Employee's Provident Fund Scheme
New Employees are required to fill in form no. 2 (PF Nomination Form) and if they are already a
member of the Provident Fund Scheme they are required to fill in form 13 for transfer of PF
funds to Max India- Max Healthcare.
Loan against Provident Fund
a) An individual may take a non-refundable loan against his/her Provident Fund, provided
he/she has completed five years of membership of Provident Fund and has a minimum
balance of Rs l000.
b) A period of three years must elapse before a second loan is granted.
c) Not more than three advances/loan shall be admissible to a member up to his date of
Superannuation age under this rule.
d) Loans may be granted for the following purpose.
i. For the construction or purchase of a home,
ii. For medical expenses in case of ill-health
iii. For wedding or the post-matriculation education of children
iv. For individual in whose homes the electricity has been cut.
v. For payment of physically handicapped individual
vi. For the financing of an individual's life insurance policy
vii. To meet any unforeseen expenditure in case of damage caused to property by neutral
calamities of an exceptional nature.
viii. To pay the cost of overseas passage for any member of the family.
To defray the expenses of wedding, funeral or any other ritual which he or she performs.
Transfer of PF Account
A provident Fund member, on leaving an establishment and joining another establishment can
seek transfer of his Provident Fund Balances to his new Provident Fund Account. He/she has to
fill up Form 13 and by submit it to present employer.
Final Withdrawals
a. A member of the Provident Fund may withdrawal the full amount to his/her credit in the
following circumstances:
b. On retirement from service after attaining the age of 58 years.
c. On retirement on account of total and permanent incapacity due to bodily or mental infirmity
duly certified by medical officer.
d. Migration from India for permanent settlement abroad, or for taking employment abroad.
e. On death of a member, the Provident Fund Amount is payable immediately to the nominee/s
if there is no valid nomination the Provident Fund Amount is Payable equally to all the
eligible member of his Family.
f. On termination or retrenchment of employment.
g. On availing of a voluntarily retirement scheme offered by the company.
Employee's Pension Scheme
A member is required to fill nomination form (form no, 2) providing details of person who are
entitled to receive the pension in the case of the member's demise. An unmarried member may
nominate a person entitle to receive the pension benefit. Later on, when the members acquire a
family/ such a nomination will become redundant. It is a responsibility of an individual to inform
the pension authorities when there is a change in their family status.
Pension Amount
Pension amount depends on two elements:
(a) Pensionable salary: It is the average of an individual's salary during his/her last 12 months
service.
(b) Pensionable service: It is the period of service during which a contribution to the pension
fund made.
The Formula for Calculating Pension
Pensionable Salary X Pensionable Service = Monthly Pension 70
Out of 12% of employer's contribution in PF 833% go to pension account. As per provision of
Employee Pension Scheme 1995 out of the total contribution made by the employer, 833% or
Rs. 541/- (or such percentage or amount prescribed by EPS time to time) whichever is less will
be transferred to Pension Fund maintained by the RPFC.
Pension Claim
Form 10 C for withdrawal before completion of 10 years & Form 10 D in the following cases:
a. On total or Permanent incapacity (irrespective of service period)
b. After rendering 10 years of service and on leaving the service between 50-57 years.
c. In Case of death, nominee/Family member can use.
d. The form 10 D should be forwarded only through employer and age of children should be
supported by the school certificate.
e. To Claim the Family pension widow may submit only one application on his/her behalf and
on behalf of two children. Pension once sanctioned passed on to all the eligible beneficiaries.
f. On grant of pension, the member will be informed. He may collect his copy of Pension
Payment Order from disbursing agency (Bank/Post Office).
D. Gratuity
To provide retrial benefit to employees as recognition of continuous service, a separate gratuity
trust has been created for Max. The trust has taken a gratuity policy from the life insurance
corporation of India.
1. Every employee, irrespective of his salary on completion of five years continuous service
is entitled to receive gratuity
2. Gratuity will become payable at the time an individual's service is terminated either upon.
a. Superannuation
b. Retirement or resignation
c. On death or disablement due to accident or diseases.
3. The condition of five years of continuous employment is not necessary is service is
terminated due to death or disablement.
4. When an employee completes one year of service, he/she is required to submit Form F in
duplicate to the company, within 30 days of the completion of one year of service.
Employee may change the nomination of his/her gratuity by filling out form H, in
duplicate to the company.
5. The amount payable as gratuity is calculated by multiplying 15 days salary by the number
of years of service which an individual has completed.
6. As soon as gratuity becomes payable the company is to determine the amount due to an
employee. The company must give notice of this to die employee or his/her legal heir in
Form L. This form is also to be sent to the controlling authority of that area.
7. Gratuity is to be paid in cash or by demand draft of cheque, along with the interest
thereon. If the gratuity amount is less than Rs.1000/- it may be paid by postal money
orders if the employee desires.
8. Gratuity is payable at the rate of 15 days salary for every year of completed continuous
service. For This purpose, salary* is to be considered to be basic salary plus dearness
allowance as per last drawn salary'. A month, for this purpose is taken to be 33 days.
For example; an employee who has completed 20 years of continuous service and whose basic
salary as per last drawn salary is Rs. l0000 then his gratuity calculation will be as under:
15 x20 no. of years of completed service) Rs.l0000 (Last salary drawn = 115385
26
Total Gratuity amount will be Rs.115383/-
9. In the case of the death of an employee, the gratuity is payable to his/her nominee. In
case an employee dies before completing 5 years of continuous service, gratuity is
nonetheless due to his/her nominee. Nomination is defined as specifying a member of
his/her family to receive the gratuity due to an employee in case of his/her death.
10. Gratuity may be forfeited in entirety if an employee is found guilty of misconduct during
the course of employment.
Procedure to Claim Gratuity
A separating employee eligible for gratuity will make an application to the Company for
Payment of Gratuity as per Form I (Annexure-T). The form duly filled will be submitted to the
HR Department on the day of separation.
E. Accident insurance policy
In order to provide financial security to employee or his/her dependents in case of untoward
incidence. This policy offers compensation in case of death or bodily injury)' to the insured
person, directly and solely as a result of an accident, by external, visible and violent means.
Bodily injury means any injury resulting Permanent Total disablement or Temporary Total
disablement or Permanent Partial disablement.
Capital Sum Insured against individual
BENEFITS - PERSONAL ACCIDENT
Band Self
OLVOL2&OL3 Rs.200,000
PL1 Rs. 400,000
Pl_2,PL3,MLl&ML2 Rs.700,000
ML3 & Above Rs. 1200,000
From December 2006 onwards the policy is renewed as per above mentioned table.
Physical loss to an individual due to an accidental injury' (including fatal).When an accident
injury being the sole and direct result (during the period of insurance) in:
Types of casualties Capital Sum Insured
Death 100 % of Sum Insured
Permanent Total Disablement 100% of Sum Insured
Loss of two limbs/Two eyes or one
limb and one eve
100 % of Sum Insured
Loss of one limb or one eye 50% of Sum Insured
Permanent Partial Disablement Depend on the kind of disablement
Procedure
Intimation of fatal or serious accident should be intimated to HR Department within 24 hours of
its occurrence. In the event of such case, the claim form duly filled in, along with necessary
Documents. death certificate, permanent total disability of permanent partial disability, police
FIR, panchnama, doctor certificate, sick leave record, percentage loss of capacity assured by
competent doctor or medical board etc. as the case may be, should be submitted to HR
Department as soon as possible for claim.
Policy will not pay under following cases
i. Compensation under more than one clause for same period of disability not exceeding
capital sum insured.
ii. Any payment after admission of a claim for 50% /100% of Capital Sum insured,
iii. Any claim in the same period of insurance exceeding the Capital Sum insured,
iv. Suicide, attempt there at, VD, criminal breach of law, accidental death/injury
under influence of liquor/drugs,
v. Pregnancy related claim,
vi. War and nuclear perils,
vii. Circumcision or structures or vaccination or inoculation or change of life or beauty
treatment of any description or dental or eye treatment or nervous breakdown or
intentional self- injury.
F. Probation & Confirmation
To provide the company and the individual opportunity to understand the job role completely
and assess whether there is a fit both in terms of expectations of the role and demonstrated
competence on the job.
All new employees shall be on probation for a period of 6 months, unless otherwise stated in
their appointment letter. During this period the employee will have opportunity to understand
the demands of the role and demonstrate competence and the company will have opportunity
to assess fitness of the person for continuance and confirmation in the role
On completion of six months service, an employees' performance during probation shall be
assessed and if found satisfactory and effective his services shall be confirmed. The
Employee Manager/ Department Head shall be responsible for assessing an employees
performance during probation. HR shall facilitate this process and shall make available to the
Manager the Probation Appraisal Form to conduct the assessment
An employees' services may be terminated or probation extended if his performance on job is
not found satisfactory. Probation period shall generally not be extended beyond 6 months.
The company's decision on confirmation of services or extension of Probation or
termination, as the case may be, shall be communicated to the employee in writing.
G. Leave policy
To provide all employees with the opportunity to take time off from work for rest and recreation,
to fulfill social obligations, to meet personal needs and avail leave in case of illness, For the
purposes of this policy the Leave year shall run from April to March each year
Employees are eligible for following Leaves:
Personal Choice Days 28 working days for every completed year of service
Sick Leave 08 days for every completed year of service
Maternity Leave As per Maternity Benefit Act,1961
Public & Restricted
Holidays
As per list of holidays circulated by HK department in the
beginning of the year.
Personal Choice Days
An employee may earn a maximum of 28 days Personal Choice Day Leave per Financial year.
(a) For Existing employee, Beginning of every month ( on or before 05th
day of the month) 233
leave credited in Employee's Account
(b) An employee intending to avail PCD shall apply at least 5 days before he intends to go on
leave.
(c) PCD may either be suffixed or prefixed to weekly off or Paid Holiday.
(d) If an employee falls sick either during the period of sanctioned PCD and he is desirous of
applying for extension of leave, then in such cases, he may be sanctioned only PCD to the extent
it is in his credit and thereafter Sick Leave may be sanctioned if due to him.
(e) If any weekly off or Paid holiday falls during the period of sanctioned PCD the same shall not
be treated as PCD.
(f) An employee is encouraged to avail leave credited to his account each year. If because of
certain operational problems he is unable to avail the leave during the year, 15 or unutilized
leaves (whichever is minimum) of each completed year will be carried forward to the next year.
The maximum accumulation in his account inclusive of leave credited in the year cannot exceed
45 days. Leaves not availed or carried forward shall lapse at the end of the year.
(g) An employee shall normally not be eligible to avail PCD during the Notice Period.
(h) On the day of leaving the services of the company by way of superannuation or otherwise,
the PCD to the credit of employee shall be encashed.
(i) PCD cannot be encashed during employment with the company.
(j) Advance PCD may be sanctioned at the discretion of the Departmental Manager in the
following circumstances:
i. On the occasion of an employee‘s wedding
ii. Serious illness,
iii. Death in the family.
If an employee leaves the organization in midyear then Advance PCD availed in excess of
prorata eligibility shall be adjusted in his/her full and final settlement of accounts.
Sick Leave
(a) An employee is eligible for 8 days Sick Leave (SL) per annum.
(b) Beginning of every month (on or before 03" day of the month), 0.66 leave credited in
employees' account.
(c) Sick leave may be accumulated up to a maximum of 32 days, thereafter, further accumulation
will automatically lapse.
(d) SL may either be suffixed or prefixed to weekly off or Paid Holiday (If any) and weekly off
or paid holiday falls during the period of SL the same shall not be treated as SL.
(e) Sick leave taken for duration of more than 3 days shall be accompanied by a Medical
Certificate from a registered Physician.
(f) If an employee on Sick Leave is desirous of extending leave, extension may be granted to the
extent of Sick Leave to his credit and thereafter SL may be sanctioned if due to him.
Leave Encashment on Separation:
At the time of separation of employee, leaves in employee's account will be encashed on Basic
management/Executive non-practicing allowance.
Unauthorized Leave/Absence:
(a) Absenteeism from work without any communication and approval from concern authority
will be considered as unauthorized leave/absence.
(b) All such unauthorized leaves will be considered as Leave without pay and if any weekly
off or holiday falls during the period of unauthorized/leave absence then the same shall not be
treated as PCD.
I. Local Conveyance Policy
The objective of the conveyance reimbursement policy is to ensure that employees have the
means to move from one place to another while traveling for company's work within Delhi &
NCR.
Reimbursement Entitlement
(a) Employee using their own conveyance for official work shall be reimbursed on cost incurred
as per the following rules;
(i) four wheeler for business purpose: Rs5 per KM.
(ii) Two wheeler for business purpose: Rs.2.5 per KM.
(b) Employee using Public Transport for official work shall be reimbursed on cost incurred on
the basis of their band eligibility.
Band Eligibility
ML3 & above Taxi
PL l, PL2 PL3, ML1 & ML2 Taxi
For operational level (OL1,
OL2 & OL3)
Auto Rickshaw/Bus fare up to
reasonable limit
(i) All travel beyond 500 kms (one way) is considered long distance travel and is covered by
the domestic travel policy.
(ii) Travel between any of the company's offices and an individual's residence is not
considered local travel.
Local conveyance reimbursement cannot be claimed if the employee is visiting any of Max
locations directly from his/her residence. In case, the distance between employee's residence and
the location visited for official purpose is more than the distance between the employee's
residence and the deputed location, the employee can claim the differential amount.
J. Inter-Unit Transfer
Transfer refers to the redeployment of an employee from one Unit/location to another with the
purpose of optimum utilization and retention of Human -Resource Organizational need. The
company reserves the right to shift or redeploy an employee from one location to another to meet
organizational / business needs. In case of movement of employee from Max Healthcare to other
entity or vice versa then his/her monetary interest will be safe guard as per below mentioned
rules:
An employee who seeks a transfer from one location to another may send his application for the
same to the Head/Manager — HR of the location who shall consult the employees reporting
Manager and forward the application to recipient location HR Head/ Manager for need based
action during the year. The transfer shall be considered only if there is an approved and budgeted
position.
K. Performance appraisal policy
It is the company's endeavour to have appropriate systems and processes in place that help to
align employees energies and efforts to organization goals and objectives. One such process is
the Performance Appraisal Process. The Performance Appraisal process is a formal structured
process wherein the employee has opportunity to discuss and obtain feedback from his/her
Supervisor on his/her performance during the previous year, to understand how best his/her
performance can be enhanced to achieve team & organization objectives, to share his/her views
on support required to enhance performance and to plan his/her work efforts for the year ahead.
Performance Year
A formal Employee Performance Appraisal is conducted at least once every year.
The Performance Year for the purposes of Appraisal runs synchronous with the financial year i.e.
from April to March each year.
Performance Parameters
Employee performance is evaluated on the following six parameters
Patient / Customer Care
Revenue Growth/ Cost Management
Business Process Orientation & Documentation
People & Learning
Job Knowledge
Discipline
The Annual Employee Appraisal also includes a section wherein the following behavioral
attributes & values displayed by an employee at work are also assessed to ensure that results are
delivered in accordance with Max Values and tenets.
Quality Orientation
Team work
Caring
Integrity
Transparency & Openness Process
The Appraisal process shall be conducted at the end of each performance Year usually during
the period April to June each year. There are four players in the process the employee, his/her
Manager, Functional Manager and the reviewer and accepting authority. The employee will have
opportunity to self appraise, thereafter he/she discusses his/her performance with her/his
Manager & Functional Manager to arrive at a performance rating for the year gone, the
performance comments and rating are then reviewed by the Reviewer to ensure that the process
is transparent, objective and fair. The final rating shall be the basis of deciding salary review and
or performance award for an employee. In deciding a review and /or award the company shall
take account the merit and performance of the employee as well as business performance and
affordability.
L. Professional development policy/reimbursement
Professional Development Allowance/ Reimbursement (PDA) is available as a compensation
element to employees at Leadership levels, ML1 ML2 PL3 and PL4 band levels to claim
expenses incurred on Professional Programs/ Courses or Journals that they subscribe to for
professional development.
(a) An employee may opt to have PDA as a compensation element within his compensation plan.
(b) Tie PDA may be claimed as a reimbursement of expenses incurred on Professional
Courses/Programs/ Journals. Original receipts and proof of expense should be submitted to claim
this reimbursement.
(c) In order to claim the PDA as a reimbursement the employee is expected to forward
reimbursement form with the supporting documents to HR who will verify that the
Journal/Program pertains to the employees discipline program.
(d) Unutilized PDA shall be paid to the employee at the close of the financial year after
deduction of appropriate taxes.
M. Employee separation policy
To ensure smooth transition of employee's separation. The policy articulated herein is to ensure
consistency in approach when dealing with employees who may exit the company in any of the
following circumstances.
a) Resignation
b) Retirement
c) Dismissal
(a) Resignation:
An employee may resign from the services of the company after giving appropriate notice of
resignation. Notice period required for each band shall be as follows:
1. The period of notice shall generally be stated in an employee's appointment/ contract letter.
Notice Period shall start from the date of receipt of the resignation by the
management/immediate senior.
2. An employee is expected to work during notice period and ensure appropriate handing over
of responsibilities.
3. An employee cannot avail any PCD during notice period. The Line Manager and HR
Manager, only in exceptional circumstances may waive notice period when it is felt that the
continued presence of the employee at work is likely to compromise data confidentiality or
be prejudicial to the interest of work.
4. The authority to accept or reject resignation shall vest with the employees Reporting
Manager HR shall anchor the clearance process arising out of the resignation of an employee.
5. An employee shall obtain clearance certificate in the prescribed format from all relevant
departments. (Annexure —I Enclosed).
6. An exit interview (optional on employee's choice) will be conducted by the Human
Resources Department before the employee leaves the company. The purpose of this
interview is to elicit from the employee, his/her reasons for leaving the employment of the
company, and to understand his/her views on the strengths and weaknesses of the company.
7. HR Department will send clearance certificate to outside payroll vendor for employee's full
& final payment.
(b) Recovery:
(i) Notice Period:
Pay in lieu of notice may be accepted in exceptional circumstances -Pay in such cases is defined
as fix pay (Basic Pay + Management/Executive/Non Practicing Allowance). The authority to
accept pay in lieu of notice shall vest with the employees Manager with the concurrence of Zone/
Unit HR.
(ii) Imprest/Advance:
Accounts Department will recover any imprest/advance given to employee from his/her full &
final. Any further Imprest/ Advance will be given only in exceptional circumstances/ with
specific approval of Department Head along with CFO/ Financial Controller.
(iii) Advance Leave:
Should an employee leave during the year the leave credit shall be appropriately adjusted to
reflect the actual number of months served during the leave year.
(iv) LTA:
Separating employee shall also be eligible for pro-rata LTA for that calendar year and not the full
amount, along with full & final settlement. However, if such employee has claimed entire
amount in the beginning of financial year then adjustment will be done on pro-rata basis (actual
number of months of his/her service in the respective year) in his/her full & final settlement. No
application for LTA advance will be accepted during the notice period.
Chapter 4
STUDY OF SELECTED RESEARCH PROBLEM
4.1: STATEMENT OF RESEARCH PROBLEM.
To analyze the Employment Satisfaction by survey based on questionnaire in order to increase
the employment retention by recommendations.
4.2: STATEMENT OF RESEARCH OBJECTIVES.
To analyze the data collected by questionnaire and to recommend some measures in order to
improvise the policies for increasing the employee satisfaction so that employment retention will
increase.
4.3: RESEARCH DESIGN AND METHODOLOGY.
Research methodology is a way to systematically solve the research problem .it may be
understood as a science of studying how research is done scientifically. The study of research
methodology gives us the necessary training in gathering materials, arranging them, participating
in filed when required and training in techniques for the collection of data appropriate for a
particular problem.
What is research?
According to Clarifford Woody (1944) research comprises defining and redefining problems,
formulating hypothesis or suggested solution, collecting, organizing and evaluating data, making
deductions and reaching conclusions and last carefully testing the conclusion to determine
whether they fit the formulating hypothesis.
Thus in research we talk not only of the methods used but also the logic behind the method we
use in the context of our research, so the result can be evaluated by the researcher or others
concerned. Research Methodology is the most practical way of obtaining and analyzing data and
it plays an important role in project.
All the methods used by the social research in their fact & finding mission constitute
methodology. Methodology is defined as ―The study of methods by which gets knowledge; it
deals with the cognitive processes imposed on research by problems arising from the nature of its
subject matter.‖ The motive of researcher is to uncover truth or fact method comprises the
procedure used for generating, collecting, and evaluating the data. Methods are ways of
obtaining information for assessing explanations.
Methodology thus prepares the investigator to adopt techniques to neutralize the scientist to
uncover truth, find the explanation for the assurance of a similar phenomenon .Research
methodology is the description, explanation and justification of various methods of conduct of
research.
Research Design
A descriptive research design is selected by the researcher as in the project of Employee
retention descriptive study is undertaken in many circumstance when researcher is interested in
knowledge the characteristics of the groups such as age, sex, educational level, occupation or
income; making projection of a certain things; or determining the relationship between two or
more variables, descriptive study may be necessary.
Type of Research
The research methodology is adopted for this research work is descriptive type wherein 267
workers & company executive of MAX were taken as sample unit.
Methods of data collection
1. Primary Source
2. Secondary Source
1. Primary Data: It is the data which is collected for the first time by investigator to serve a
particular purpose; such a data is of original nature & is first hand information. The sources
from where these data can be collected are known as a primary source.
Methods of Primary Data Collection:-
1. Interview
2. Observation method
1. Interview
The interview is an important research technique in descriptive research. Personal interview
method require person asking questions in face to face interaction with the correspondents to
know his own personal opinion, attitude & reaction to the question. Interview provides either
quantitative or qualitative data.
2. Observation Method
In this method a good report establishment of respondent with researcher plays a very important
and major role. The researcher is present in the industry from where he makes observation and
from there he collects the relevant data according to the careful observation of respondents state
of mind, integrity of thought, emotional stigma attached, aggressive and other related tendencies
and the physical posture of the respondent forms the core of this observation method.
Research approach
Contact method
Personal.
It‘s a type of method through which the researchers is able to make contact with individual.
Personal contact method is used for the survey i.e. data collection. Apart from this the informal
discussion with the employees and workers of MSSH, PPG also helped in collection of valuable
information to HR department researchers.
Research instruments
Questionnaire.
Preparation of Questionnaire
The Questionnaire was framed by HR department in such a fashion so that actual views of the
workers can be obtained. A number of statements reflecting different types of opinions are
included. The respondents are to indicate only how far they agree or disagree with a particular
problem or statement. A great care was taken in framing the questionnaires so that the employees
can respond to them without an element of hurting their feelings.
Structured and disguised
After care full detailed study questioner was framed and included in the questionnaire. All the
questions are having five alternatives in the form of Never, Rarely, Sometimes, Often & Always.
The questionnaire is framed on question related to Teamwork, Training & Learning, Safety &
medical Policies, Process, Policies & Goals, Dyad relationship, Career growth, Culture &
Welfare, PSM and Motivation.
Sampling plan
Sample Unit
A decision has to be taken concerning a sampling unit before selecting sample. Sampling unit
may be a geographical one such as state, district, village, etc. Since the project is on employee
satisfaction to give recommendation for employee retention whole MSSH was taken as sample
unit.
Sample size : 264
Sample Procedure : Non Probability Sampling Procedure
Non Probability Sampling
Sampling can be defined as a part of population. This sampling method involves deliberate
selection of particular units of universe for constituting a sample which represents the universe.
In this research study 264 respondents were studied to get the relevant information in order to
give recommendation for employee retention strategies.
Sampling techniques
Convenience Sampling: In this project convenience sampling has been used as sampling
techniques because in this type, population is not divided, whoever eligible from executive as
well non executive level are considered. For this project information are collected from worker
& Company Executive by using Questionnaire method & interview.
Scope of Study: The scope of the study covers MSSH PPG. The study covered employees from
all level.
2. Secondary data :
Questionnaire
A questionnaire is a form of data collection instrument utilization a common set of questions
about a particular research area. This is made available to respondents who are expected to read,
understand & write the answer in the space. A questionnaire is set of in ordered & logical
sequence starting with simple factual questions progressively to more complex subjective
questions. The questionnaires were distributed among the eligible participant & their immediate
superior & were to be filled by them. The researcher explained the question to the participants
who were unable implications of the given questions & helped in filling up the questionnaire.
This research includes questionnaire having 24 questions distributed in 10 different categories
which is distributed among 264 employees and the response was used for analysis to give
recommendation for improving employment retention.
Internet Sites
Standard operating procedures.
Online portal of Max employees.
Monthly Magazine on Health Care
Employees Handbook
CHAPTER 5 ANALYSIS
5.1: Analysis of data
To analyzing the results of the survey, the researcher first grouped a surveys cased or how each
responder reacted to the different statements. Respondents scoring either 4 or 5, More True,
become one group (1/2 Group). Those seeing 1,2&3 Less True, became a second (1/2 Group).
Similar Questions was grouped in separate category as shown in Table 5.1. Each survey
statement was analyzed and response percentiles were calculated for each analysis group. These
statements are listed in sample Questionnaire Annexure 1.
The survey was done for old, fresher and new employee to analyze their satisfaction level and
the result was used to formulate new HR policies for employee retention.
87 respondents was working in max fro < 6 months
77 >6months<1yr
65 1 yr<3 yrs
22 3yrs<5 yrs
13 >5yrs
24-support staff, 51-paramedical staff, 136-nursing staff, 24- medical staff and 29 -front office
staff where taken as respondents for the survey. The proportion of no. of responders in each work
group reflects the proportion of work force involved in running a hospital.
Limitations of Study
While every attempt was been made to compile one validate data. Certain limitations exist which
must now be examined.
The survey used for this project made no attempt to distinguish the age, sex, education, location,
or economic status of any of the respondents. It is possible that the sample may not be reflective
of the demographics of the MSSH population. Entire recommendation was based on the survey
conducted by HR department which was analyzed by researcher. As the researcher used the
secondary data validity remains questionable.
Due to the limited time, scope and budget of this research effort, it will not be possible to track
respondents over the next several years. As this is the case, the researcher will have no
opportunity to determine whether respondents have remained with or departed from their current
company during the next few years.
5.2: Summary of findings
Over all comparison
Cluster Satisfied Dissatisfied
Teamwork 90% 10%
Training & Learning 88% 12%
Safety & Medical Policies 87% 13%
Process 85% 15%
Policies & Goals 82% 18%
Dyad Relationship 81% 19%
Career Growth 80% 20%
Culture & Welfare 79% 21%
PMS 74% 26%
Motivation 72% 28%
Grand Total 81% 19%
Table 5.1
88%
12%
Training & learning
Satisfied
Dissatisfied
87%
13%
Safety & Medical Policies
Satisfied
Dissatisfied
85%
15%
Process
Satified
Dissatisfied
82%
18%
Ploicies & Goals
Satisfied
Dissatisfied
81%
19%
Dyad Relationship
Satisfied
Dissatisfied
80%
20%
Career Growth
Satisfied
Dissatisfied
79%
21%
Culture & welfare
Satisfied
Dissatisfied
74%
26%
Medical Policies
Satisfied
Dissatisfied
72%
28%
Motivation
Satisfied
Dissatisfied
Service wise
Service with Max Satisfied Dissatisfied
< 6 months 32% 18%
6 months to < 1 years 79% 21%
1 year - <3 years 80% 20%
3 year - <5 years 38% 12%
above 5 years 72% 28%
Grand Total 81% 19%
Table 5.2
Band Wise
Band Satisfied Dissatisfied
Managerial 79% 21%
Operational 81% 19%
Professional 82% 18%
Grand Total 81% 19%
Table 5.3
Age wise
Age Satisfied Dissatisfied
<25 yrs 30% 20%
25 yrs • 35 yrs. 82% 13%
35yrs • 45yrs 31% 19%
45yrs & above 64% 36%
Grand Total 81% 19%
Table 5.4
Category wise
Category Satisfied Dissatisfied
Customer Care 79% 21%
Medical 80% 20%
Nursing 83% 17%
Paramedical 80% 20%
Support 70% 30%
Grand Total 81% 19%
Table 5.5
CHAPTER 6
SUMMARY AND CONCLUSIONS
6.1: Summary of learning experience
This project was made in the HR department and my major part of work is to analyze the
employee satisfaction in organization by analyzing a questionnaire based survey done by HR
team and to give suggestions for employee retention based on that.
A excel sheet of all the responses I got through questionnaire was analyzed to find out various
areas that needs improvement in order to improve employee retention.
Beside these I was also undergone the various recruitment and joining activities in the
organization and also done calling for various purposes. I learned how he HR prepares all the
employment engagement activities within the organization which in return increases the
employee retention. How the HR maintains the interest of the employees and works in the
direction for fulfilling their interests was observed closely.
Teamwork As the HR vision statement of MAX says “To create an institute of people with right mix of
skills, competence & Attitude and to engage them constructively in delivering our promise of
medical and service excellence” same statement applies to my experience also. When I started
my work in the department it was a completely different experience for me because I was
working with the people having different attitude, skill and competence and to see them working
as a team was a great learning experience for me.
Time Management
It is said that time is precious and volatile. Because money can be recouped after loosing but
once time passes it doesn't come back. Being an HR specialization or any other, the time is
important for everyone. An importance of the time is understood after working in a giant
organization like MAX Hospital. How the work is scheduled so that everything will be at its
place as and when asked by the auditors.
Planning To plan is the first function of any management procedure. No further implementation can be
done without having a proper planning system in an organization. One has to plan for even the
smallest of things. What, How, Where, When, Why etc. questions are to be asked within and
steps are taken accordingly and proper planning starts from a good organizer as that was in this
organization. And HR department was the right place to see all the work done through planning.
Decision Making
Many a time decision making becomes a very typical task for various managers. Reaching a final
decision often takes many days. Learning of selection process was important experience because
selection of a good employee itself gives a multiple aid to the organization. Assisting the team in
joining formalities given me a knowledge about the whole process. Pressure Handling
Stress as well as pressure is often the discussing factors in a corporate. Those will always be
there in the corporate world as one is given jobs of great responsibilities. But the skill is to work
under pressure and give one's hundred percent was seen at the time of audit when whole
department was working with planning and team work to handle the pressure of the final
moments.
6.2: Conclusions and Recommendations
An employee leaving a company is like a stone thrown in a still pond: ripples of
disruption spread through the organization, creating unbalance. In any business, this unbalance
can be expensive.
From the employer's perspective, employees are an investment. Interview is to make sure
that an individual has good work ethic, motivation, and drive. Most of the time, employees are
considered a financial investment. Yet there's much more to it than that. There is a significant
emotional investment that is crucial to accelerating business strategies and reaching
organizational goals.
After a company has invested considerable time and money recruiting and training its
employees, it must now determine how to make sure those valuable employees are productive
and get them to remain loyal to its firm. Retention of employees is essential to maintain client
relationships and keep recruiting and training costs in line. Losing an experienced employee
almost always results in significant costs to any firm. The keys to employee satisfaction and
retention are founded on strong leadership and sound management practices. If one can master
these arts, they should have happy, loyal employees and clients, resulting in growth, profits and
personal gratification.
The research performed for this report indicates that overall satisfaction level of the organization
was 81% which is very appreciable because getting 81% satisfaction in an matrix type of
organization is not an easy task which shows the functionality of HR department in improving
the employee retention.
Different kind of employment engagement activities like Birthday party, painting competition for
children‘s, Dewali gifts, coupons, Christmas Celibration, reward and recognition activities like
employee of the month etc. shows how functional and active HR department is.
Although few areas need improvement like motivation is lacking (28%- Dissatisfied) which can‘t
be taken as good sign for any organization because a motivated employee can do a lot of thing
batter then others, on the other hand it will motivate other to work in the same manner.
The gap of satisfaction in generation X and Y is clearly seen from Table 5.4 Few steps needed to
be taken to reduce this gap. Managerial employees are more dissatisfied then professional
employees as the data shows in Table 5.3
Dissatisfaction level is increasing as the duration of stay with MAX increase as shown in Table
5.2 employee with 3-5 yrs of stay are showing more satisfaction.
When considering the twenty four dimensions of the workplace examined in this research study,
it is safe to conclude that altering even a few of an employee‘s perceptions can help increase the
desire to stay with the organization.
The proper training of managers and supervisors to recognize the profile of each individual,
coupled with training in how to turn around perceptions that the organization controls can
considerably improve retention efforts.
It is very unlikely that a current employee would honestly complete the survey used for this
report for their current employer. However, understanding the dimensions which motivate
retention, it is possible for an organization to create mechanisms to help each manager capture
this important information while there is still time to positively intervene. Few of the
recommendation to have employment retention based on this project are:-
1. Write out the recognition, what the employee did, why it was important, and how the
actions served your organization. Give a copy of the letter to the employee and to the
department head and Place a copy in the employee‘s file.
2. Write a personal note to the employee. Perhaps have your supervisor sign it, too.
Photocopy the note and place the recognition in the employee‘s file.
3. Accompany the verbal recognition with a gift. Merchandise that carries the company
logo, even certificates of appreciation reinforces the employee recognition. Recognize
excellent performance, and especially, link pay to performance
4. Everyone likes cash or the equivalent in gift cards, gift certificates, and checks. If you
use a consumable form of employee recognition, accompany the cash with a note or
letter. When the money has been spent, you want the employee to remember the
recognition.
5. Present the recognition publicly, at an employee meeting, for example. Even if the
employee is uncomfortable with publicity, it is important for the other employees to
know that employees are receiving recognition.
6. Success celebration : Recognize and celebrate success. Mark their passage as important
goals are achieved.
7. Life style : Enable employees to balance work and life. Allow flexible starting times,
core business hours and flexible ending times
8. Transparent Recruitment Policy : The prestige of the Institution or organization
reflects on account of the transparent recruitment policy. Specific guidelines should be
framed to meet the various parameters in the recruitment section
9. Encourage creativity and innovation: Create an atmosphere where employees feel
comfortable making suggestions and trying out new ideas.
10. Invest in training: Training improves customer service and strengthens employee
loyalty. Pre-work training should include a review of your policies and procedures, with
special emphasis on the most important subjects. Every training program should begin by
aligning business objectives with individual needs.
11. Help employees learn: Employers, faced with employees with insufficient education to
perform their jobs, are investing more in remedial education for their people. The more
an organization can demonstrate to candidates and new employees that it can help them
achieve their original career goals, the more effectively that organization can be in
recruiting and retaining those employees.
12. Support: Employees will appreciate having adequate support. They need someone
readily available to help when they have questions or encounter problems.
13. Corporate Culture: World-class companies always have in common World-class
cultures. Leaders of such businesses recognize that their companies exist to satisfy a
social need. Profits are not the goal, but are a byproduct of meeting the needs of
customers and employees.
14. Empowerment: Engage employees in decision-making; give them the authority to act in
the best interests of the company. Provide training in resolving client problems and then
trust them to make the right decisions.
15. Having Fun: People like to work in an environment that is enjoyable; they can get
burned out if the work environment is totally serious and strictly business.
16. Mentoring the employees: Mentoring involves 4 key ingredients namely, humility,
inclusion, generosity and freedom.
17. Improve manager and employee relationships. Concentrate on the people that stay
with you to learn what makes them happy … then give them more of it! "People leave
managers, not companies. If you have a turnover problem, look first at your managers,"
Marcus Buckingham and Curt Coffman write in First, Break All the Rules.
18. Provide training in core management skills to every manager. Core management
skills include how to: integrate performance management including goal setting, give and
receive feedback, recognize and value employees, coach employee performance, handle
employee complaints and problems, provide a motivating work environment, and hold
career development discussions with employees
Thus we can say that attracting and retaining talent is not just a matter of higher salaries
and more perks. It involves shaping the whole organization, its vision, values, strategy,
leadership, rewards and recognition.
Above all, retaining employees is a matter of building loyalty. More often than not, the
ability to develop loyalty is linked to the credibility of the top management. Building the right
culture is an important step in improving employee loyalty. It involves understanding the
existing values, clarifying business goals and strategy, defining the desired culture and
introducing change management initiatives
Appendix
Table
1. Growth and present status of industry 12
2. Healthcare Market – Growth Perspective 13
3. Medical Infrastructure – Current State 14
4. Hospotels- An Emerging Novel Concept 21
5. Functional departments of the organization new building 36
6. Old Building 38
7. Bed Capacity – New Building 40
8. Facilities to be rolled out 53
9. Business Outlook 54
10. Contribution 61
11. Quantum of Loans 63
12. Inter-Unit Transfer 77
Graph
1. Healthcare market – growth perspective 13
2. Shift to lifestyle related diseases 16
3. NABH accredited hospitals 20
4. Health insurance 23
5. Organization structure / organization chart 46
6. Revenue growth yearly 51
7. Facility- wise revenue – fy08-09 51
8. Facility- wise admissions & surgeries – fy08-09 52
9. Facility-wise occupancy – fy08-09 52
10. Facilities to be rolled out 53
11. Selection process 57
Academic books:
K. Ashwathappa - ― human resource management ‖
Articles:
Bruce fern and b. Lynn ware ―the challenge of retaining top talent: the workforce
attrition crisis‖
Ms. Sumana bose, faculty, sinhgad institute of business management and research,
―hr a cause of attrition‖
Ms. Ritu arora, dav institute of management, ―manpower retention in bpo industry‖
Webliography
Articles form the web:
Marc carroll ―giving attention to prevent attrition‖
http://www.authorsden.com/visit/viewarticle
Sudipta dev “is attrition always bad for an organization?‖
Http://www.expresscomputeronline.com/20071029/technologylife01.shtml
Websites:
Www.clariantindia.com
Www.clariant.com
Www.citehr.com
QUESTIONNAIRE
Dear Sir / Madam,
This questionnaire is intended to know the employee perception towards the retention policies
provided by this organization and the extent to which these retention policies are effective here, which
is a part of my academic project.
There are two parts in this questionnaire. Part – A contains series of statements and Part – B
contains personal data. While answering part – A, you are kindly requested to express your free frank
opinion. Your choice is important
PART – A
Indicate the extent to which each of the following statements you agree in your organization
using the five point scale by marking a tick mark [√] against that column.
Statement
No.
Statement Never Rarely Sometimes Often Always
1. Am I heard by my supervisor 9 7 18 66 163
2. Do I see team work around
3. Is there mutual trust
4. Do I find organization
communication effective
5. Is there respect to suggestions
given by me
6. Am I satisfied with Medical
policy
7. Is max Spirit useful for me
8. Does the institute have god HR
policies as compared to industry
9. Am I clear about my role
10. Do the processes and procedures
here makes it easy to do my work
well
11. Do I know who is responsible for
what, who needs to be informed,
and who is to be contacted for
getting a solution .
12. Am I happy to be a part of Max
Healthcare
13. Do I participate in celebrations
and get together.
14. Is training being provided useful
for me.
15. Do I have adequate learning
opportunities on the job
16. Is our Performance Appraisal
System fair
17. Do I have growth opportunities in
the institution
18. Do I have adequate working
conditions (Space Equipments
etc)
19. Do people get recognition
20. Am I being adequately paid
21. Do I get reward for my
performance
22. Do I feel empowered (freedom to
work)
23. Do we focus on medical policies
24. Do we have safety consciousness
PART – B
1. Name / Emp. code (optional) : _________________________________ 2. Designation : ______________________________________
3. Department / Branch : _______________________________
4. Category:
5. Band :
6. Age : _____________________________________________
7. Length of service in this organization : _________________
8. The awards / rewards you received in this organization:
9. Signature (optional):
Any Suggestions:
**********THANK YOU**********