SUMMER TRAINING REPORT

ON

RECRUITMENT AND SELECTION

PROCESS

IN FORTIS ESCORTS HOSPITALReport Submitted to MD University Rohtak in the partial fulfillment of

requirements for the

Degree of Bachelor of Business Administration

Session : 2012-2013

UNDER THE GUIDENCE OF:- Submitedby:-

Mrs. Jyoti Malhotra Sudhir Rawat

Roll No. 383

BBA 5th SEM

D. A. V. CENTENARY COLLEGE

NH-3, FARIDABAD

DECLARATION

I, Sudhir Rawat, Class Bachelor of Business Administration of D.A.V. CENTENARY

COLLEGE, Faridabad hereby declare that the project entitled “RECRUITMENT AND

SELECTION” is an original work and the same has not been submitted to any other

institute for the award of any other degree.

[SUDHIR RAWAT]

ACKNOWLEDGEMENT

My Training Program in Fortis Hospital has been a quantum leap in terms of familiarization of

management concepts, hands on experience, acclimatization to the corporate culture, sincerity,

diligence, responsibility and above all self confidence.

I would like to express my sincere gratitude to MS. Brij Bhusan (HOD of the Department) for

giving me an opportunity to do my training program at Fortis Escorts Hospital and Research

Center.

I consider myself fortunate to have a company guide like (Project Manager) and thank her for

guiding and encouraging me throughout my project work. She not only guided me throughout

the course of my project but was also a source of inspiration to me. Her continuous and able

guidance helped me in complementing this project well in time.

I am very thankful to Flt. Lt Saras Malik for her valuable guidance, encouragement and

suggestions helped me immensely in the successful completion of my project.

I would also like to thankful to my faculty. She is always ready to help me regarding my project

report and my training and extended there support and guidance from time to time.

Finally I would like to thank my entire fellow at Fortis, for there valuable inputs, cooperation and

their valuable inputs, cooperation and their continuous support.

Sudhir Rawat

BBA 5th SEM

TABLE OF CONTENTS

SR. NO. CONTENTS

1 INTRODUCTION

2 THE COMPANY PROFILE

3 REVIEW OF LITERATURE

4 RESEARCH METHODOLOGY

OBJECTIVE

SCOPE

RESERCH DESIGN

SAMPLE SIZE

METHOD OF DATA COLLECTION

LIMITATION

5 DATA ANNALYSIS AND INTERPRETATION

6 CONCLUSIONS AND RECOMMENDATION

7 BIBLIOGRAPHY

8 APPENDICES

PREFACE

The 21st Century definitely belongs to human resource not with standing the fact that human

resource outsourcing has become the order of the day. Workers and employees are the main

foundation of the organization and firms and play a significant and crucial role in success of any

company. For the best functioning of human resource in an organization a Human Resource

Department is must.

In Human Resource Management the recruitment and selection, training & development,

placement and all type of acquisition areas are covering all aspects, which help in acquiring fresh

employees and train them for the betterment of the organization by different and ample methods.

By these processes and procedures every organization can get the best from the employees in the

competitive world. The role of Human Resource Management in the organization is at centre stage.

Human Resource Management is important for all types of organizations. It is a sole of an

organization and firms because in an industry every process which is related to the workers and

employees, all work is headed by the HR Manager in the Personnel Department whether it is

Recruitment and selection, training & development, performance appraisal or others as manpower

planning. Every step in these topics is taken by the HR Department.

[SUDHIR RAWAT]

INTRODUCTION

INTRODUCTION OF FORTIS ESCORTS HOSPITAL

Fortis Healthcare Limited was incorporated in 1996 to develop a world class system of integrated

healthcare delivery in India, comprising of super-specialty areas along with multi-specialty care

at the tertiary level, as well as the secondary hospitals. Fortis believes it will be best positioned to

penetrate the market in various cities, increase the brand recall and capture a larger share of the

health care market.

“Team Fortis” is committed to meet all healthcare needs of its clientele, starting from

maintenance of good health to providing global standards in Diagnostics.

Fortis Healthcare Limited has a VISION of "Globally respected Healthcare Organization known

for clinical excellence and distinctive patient care".

From the pursuit of this MISSION emanates a passion to excel. At Fortis Healthcare we have

assembled the finest talents in medicine, be they doctors, nurses or technicians, and even

management professionals across a wide spectrum. Enabling them to deliver the highest quality

of healthcare are state-of-the art facilities and support infrastructure at each of our hospitals.

Fortis Healthcare Limited is one of the leading chains of Hospitals in India which are

benchmarked to International standards - achieving quality through the relentless adherence to

the protocols observed in some of the world's leading hospitals.

The hallmark of Fortis hospitals, distinguishing them from their contemporaries, is the 'patient-

centricity' that you will discern all over: in hospital design, services, and programmers and most

significantly in the caring approach of our people.

The Fortis Healthcare circle of caring is fast expanding, spreading the name of Fortis Healthcare,

India... reaching out to distant communities, welcoming patients from beyond India's shore.

OUR LOGO:

Every entity, human or corporate, has a hallmark, a signature that identifies it.

The Fortis logo defines very PERSONA.

The two hands that fuse seamlessly with a human form, express our reassuring approach to health

care. A constant reminder to all, that Patient-Centric care is fundamental to our ethos.

Green is the color of healing and is symbolic of our stead fast focus: to ensure the health and

wellbeing of those we minister to.

Red is expressive of the dynamic zeal with which we strive to make it a reality.

The Fortis Logo is the indelible assurance that our expertise will always be tempered with humanity.

We never forget that the well being of human lives is our raison d’être.

Fortis Ethos: All managerial or executive’s positions should exercise a reasonable degree of

compassion: other wise, decisions involving subordinates could be faulted.

VIRTUOUS Values:

V – Vision.

I – Integrity.

R – Respect.

T – Trust.

U – Understanding.

O – Own

U – Uphold.

Fortis is an international provider of banking and insurance services to personal,

business and institutional customers. We deliver a total package of financial

products and services through our own high-performance channels and via

intermediaries and other partners.

Fortis has a presence in over 50 countries and a dedicated, professional workforce

of more than 65,000.

Chairman and CEO

Chairman – Malvinder Mohan Singh

MD- Mr. Shivinder Mohan Singh

CEO – Mr. Bhavdeep Singh

Escorts Hospital & Research Center Ltd. Faridabad, was started in 1982, as a small

dispensary to cater to the medical needs of the employees of escorts plants and

their families.

Businesses

Fortis is a leader in financial services in the Benelux region – one of Europe’s

wealthiest. Building on that leadership, we have developed an extensive European

footprint in the retail banking market, operating through a variety of distribution

channels. We offer financial services to companies, institutional clients and high

net worth individuals and provide integrated solutions to the enterprise and the

entrepreneur. Our unique expertise has made us a regional and in some cases

global leader in niche markets, such as energy, commodities and transportation,

and fund administration.

Stock exchange listings

Fortis has a primary listing on both Euro next Amsterdam (code FOR A) and Euro

next Brussels (code FORB) and a secondary listing in Luxembourg. In the United

States, Fortis has a sponsored over-the-counter ADR programme. Fortis shares

outstanding, carrying voting rights and entitled to dividend, amounted to

2,351,559,674 on1 September 2008.

Fortis has a primary listing on both Euro next Amsterdam (code FOR A) and Euro

next Brussels (code FORB) and a secondary listing in Luxembourg. In the United

States, Fortis has a sponsored over-the-counter ADR programme. Fortis shares

outstanding, carrying voting rights and entitled to dividend, amounted to

2,351,559,674 on1 September 2008.

Fortis shares are included in the Dow Jones Sustainability STOXX Index, the Dow

Jones Sustainability World Index and the FTSE4Good, as well as in many other

prominent indexes.

Our strategy

• Strengthen our competitive position by focusing on the customer and optimizing

cross-selling

• Roll out our core competences built in Benelux to new markets

• Enhance our support functions to increase efficiency and facilitate controlled

growth

• Accelerate growth through smart add-on acquisitions

• Concentrate on Europe while pursuing selective growth in Asia and North

America

Global rankings

  Worldwide ranking

Total assets 19th

Revenues 14th

Profit 88th

Shareholders’ equity 55th

Number of employees 268th

Long term credit rating

  Fortis SA/NV and Fortis N.V.

Moody’s A1

Standard & Poor’s A

Fitch Ratings AA-

Our vision

In an increasingly complex, yet ever more convergent world, innovation, speed and

agility will be as crucial as scale, track record and reach. We will stand out as a

professional international financial services brand, recognized for our ability to

deliver superior and sustainable stakeholder value by constantly anticipating and

surpassing the needs of customers, investors, employees, partners and communities

wherever we do business.

Our mission

Fortis provides compelling customer solutions creatively.

One of Europe’s most dynamic and sustainable financial services brands;

we deliver specialized, innovative and pragmatic customer solutions across a

network of channels and by leveraging our operational and entrepreneurial

expertise.

Our financial targets for 2004-2011

At Fortis, we believe that we have only scratched the surface in terms of the real

potential of our company – and it is for this reason that we are confident about

raising our long-term financial targets for the period 2004–11.

Compound annual growth rate (CAGR) of net profit per share of at least

15%; this leads to a commitment to achieve 12% CAGR (2006-11) based on

the 2006 cycle-neutral profit base of EUR 3.8 billion

Risk-Adjusted Return On Risk-Adjusted Capital of 18.5%

Return on equity of 18.5%

Operating leverage of at least 250 basis points

30% of net profit to come from outside Benelux by 2009

Cash dividend at least stable or growing in line with long-term earnings per

share (EPS) growth

STRATEGY

Our strategy centers on three key levers for sustaining growth: reinforce our

competitive position in established markets, invest in selected core competences

and continue to pursue external growth.

First of all, we want to leverage our core competences. Our focus on the

customer should result in greater cross-selling and enhanced efficiency will

reinforce our cost discipline. To achieve these goals, we need to understand who

our customers are, why they do business with us, and how we can anticipate their

needs. We have already made great strides in this area, as underscored by the

awards we received in 2007. Buoyant commercial activity, too, has helped us to

sustain momentum in our core markets, indicating that there are still plenty of

opportunities to achieve profitable growth in our attractive and wealthy Benelux

home market. At the same time, we will invest even more in front-office staff,

customer-related tools and product innovation. Furthermore, we will optimize

Fortis-wide assets and risk management, ensure strict cost control and pursue rigid

performance and capital management.

Secondly, we will invest in growth engines – i.e. selected core competences – to

enter new markets, launch new business activities and unlock new value chains.

These core competences are based on a combination of customer segment and

business proposition in which Fortis is a recognized expert and/or market leader.

Examples are consumer finance and postal banking in Retail Banking; Asset

Management; Energy, Commodities & Transportation in Merchant Banking; and

the rolling out of our banc assurance model in Insurance. The opportunities we

have identified worldwide will act as growth engines, bringing the core skills and

expertise we have developed in the Benelux countries – all of which have a proven

track record – to new customer segments and new markets. This is essentially how

we plan to propel Fortis to the next stage of development.

Thirdly, we will continue to pursue external growth by making smart add-on

acquisitions within strict investment criteria. Examples are O’Connor & Co.,

Dryden Wealth Management, Dominate, Cinergy Marketing & Trading and Pacific

Century Insurance. The most recent acquisition of selected activities of ABN

AMRO can be described as truly transformational. The move will allow us to

accelerate the growth strategy we launched in 2005, underlining our position as

one of Europe’s most dynamic and sustainable financial services providers.

This historic acquisition sets the stage for an exciting future for Fortis. We can

look forward to solid long-term growth prospects in a number of selected

businesses. The deal will bolster our Benelux core competences and it will give us

the opportunity to leverage our capabilities in banc assurance. The transaction will

also fuel international wealth management as a growth engine, operating within a

single integrated network with a large European footprint and a strong Asian

growth platform. What’s more, the acquisition will transform us into a leading

asset manager. Based on how both companies have performed in the past, this

business’s combined product range achieves scale in core growth products.

The compelling strategic logic of the acquisition became even more evident during

the recent global credit crisis. These activities bring us additional distribution

power, increase our retail funding capacity and – most importantly – give us a

large and highly predictable earnings stream from our Benelux home market,

thereby lowering our risk profile. In other words, the transaction allows us to

accelerate our growth strategy, to stay true to our mission and to remain one of

Europe’s most dynamic and sustainable financial services brands.

Finally, our geographic priorities remain unchanged. We want to continue to grow

in our Benelux markets, to focus on Europe, and to grow selectively in North

America and Asia.

STRONG BRAND

Personal customers, entrepreneurs, institutional clients and companies all have dreams and

ambitions. They all want to prosper in life and/or business. Prosperity is about realising dreams,

ideas and plans. These are different for everyone. To realise dreams and ambitions, it takes some

thought, some planning and some encouragement. Any journey does. But it is absolutely worth

it, knowing that you are heading for a place you have always dreamed of, that you are on your

way.

Our ambition is to get you there. To be your financial partner, by your side, travelling with you

on the same course. A partner who multiplies your prosperity. Prosperity is about building,

managing and protecting your financial assets, so you need a banker and insurer who is forceful

with a heart. That is our way to growing profitably and to becoming a leading European financial

institution.

The Fortis brand strategy is derived from our business strategy and has been formulated within

the context of our brand history. It is aimed at creating one monolithic brand, one strong Fortis

brand that represents all our activities.

Importance of a brand

A brand exists in our minds. It is a network of associations that can vary widely from brand to

brand. Everyone makes his or her own associations. The goal of managing a brand is to create

more or less comparable networks of meaning from the individual associations of each person.

A brand is especially important when strategy and output depend highly on goodwill, which is

often the case in the (financial) services industry, because:

products cannot be judged at face value (intangible)

product quality is largely determined by people

customers only buy financial services when they are convinced that the provider is

credible

Brand history Although our group formally came into being in December 1990, it was not named until 13 July 1991.

Fortis is a Latin word meaning strong and determined.

he name is intended to reflect not only the group’s stability, strength and flexibility,

but also its experience and integrity. The name appears in the new logo.

COMPANY

PROFILE

Fortis Escorts Hospital is a name to

with when it comes to healthcare. It is a

known institution along the length and

 

breadth of the country with a cutting edge, multidisciplinary capabilities & state of the

art facilities. We aim to deliver medical care with the best of healthcare practices all over

India with competence and compassion.

The institution has today grown into a 246 bedded, super - Specialty hospital providing

primary to tertiary medical care in all departments of medicine. With a breathtakingly

modern and superbly functional ambience along with technically superior & high quality

competent Medicare, it epitomizes the future of medicine. The services of this leading

health care facility are sought by more than 100,000 patients every year.

Clinical excellence has been Fortis Hospital’s passion and forte all along, moreover we

have always pursued what is best for the patient. We have been able to attract world class

doctors who share this vision, helping us set up new benchmarks in clinical care.

Healthcare organizations around the world want to create environment that focus on

quality, safety and continuous improvement, and our endeavor is to provide unmatched

quality and safety throughout the stay in the hospital. Our clinical and administrative

teams have set very high standards in various areas to upgrade our processes of clinical

care and service delivery.

We are also first in the country to hold stringent ISO 9001-2000 status, and the first

hospital in Haryana to run comprehensive cardiac care program. It is also the first

hospital in Haryana to run DNB Program of post graduate medical education in various

special

Moreover we are also approved for institutions like ECHS , CGHS , Public

sector companies and Insurance companies along with various government

and private corporate.

With a vision to provide quality healthcare and excellence, we strive to deliver

the best of healthcare which is second to none…………..

Fortis Hospital Faridabad offers some key super specialties like:-

1. Cardiac Sciences

2. Critical Care

3. Neuro Sciences

4. Orthopedics

5. Renal Sciences

6. Trauma & Emergency

7. Gastroenterology

Other Specialties:- Anaesthesiology,Cosmetic & Plastic Surgery, Critical Care,

Dentistry, Dermatology, Dietetics, Endocrinology, ENT, GI Surgery, Medicine,

Minimal Access Surgery, Nephrology, Neurology, Obstetrics & Gynecology,

Oncology, Ophthalmology, Pediatrics’, Pain Clinic, Physiotherapy, Psychiatry &

Psychology, Pulmonology

 

Facilities

Inauguration of 8-8 OPD

Availability of 24 x 7 Cardiologists

24 hrs. Ambulance

24 hrs. Ambulance service is always on call.

OT

The hospital has ultra modern operation theatres to support the needs of the

patients. The laminar air conditioning system in the theatre enhances filtration

levels, thereby increasing sterility. The wide range of OT equipments includes C-

arm, Laparoscopy, Anesthesia, Ventilators, Data scope etc.

Imaging and diagnostics

Sophisticated technology is vital to the delivery of quality healthcare, and we at

Fortis offer the latest diagnostic services. Routine x-ray and other special

radiological investigations are performed on two 800mA image intensifiers.

Three ultrasound machines are available for round the clock abdominal,

obstetrics, peripheral and small – parts ultrasound including colour and power

Doppler. Facilities for interventional ultrasound and bedside x-ray/ ultrasound are

also available.

Laboratory and Blood Bank

The clinical laboratory at the hospital provides a complete range of investigations

including hematology, biochemistry, immunology, histopathology, bacteriology,

cytopathology, etc under strict quality control checks. Automation is the motto.

Hospital commenced operations as a diagnostic centre in 1982 and became a

246-bed multispecialty facility in 2003.

We have various categories of beds:-

Private Rooms.

Semi Private Rooms.

General Wards.

ICU.

Emergency.

PREVENTED KEY FACILITY

At Fortis Escorts hospital we believe in holistic care , starting from prevention to

cure . We have very well designed comprehensive and preventive health

packages for executives as well as for general population, including an array of

blood tests, X rays, ultrasound , TMT , ECG, Pulmonary function test , Eye and

Dental check up.. An extensive computer network which enables doctors to

access the latest medical information from anywhere in the world for preventive

and therapeutic advice and life style changes.

We have several preventive health check programs like: -

Primary Health Check up

Special Health Check up

Executive Health Check up

Cardiac Health Check

Cancer Screening

Well women check up

Important Guidelines

1. Please report at the OPD Reception (Ground Floor) by 9.00 a.m.

2. You should have fasted overnight (12 hours). Avoid alcohol and non-vegetarian food

at dinner the previous night.

3. At the time of reporting, please let us know if you are a diabetic, cardiac patient or

suffer from any other ailments.

4. Please carry all your prescriptions and reports if under any treatment. Also carry your

spectacles.

5. Refreshment will be provided at the hospital during the package.

6. Please wear comfortable clothes and footwear as you would be required to change

into hospital clothes frequently.

REVIEW OF

LITERATURE

INTRODUCTION

Fortis Healthcare Limited is one of the leading chains of Hospitals in India which

are benchmarked to International standards - achieving quality through the

relentless adherence to the protocols observed in some of the world's leading

hospitals.

Objective of the Study:- The objective in behind of this project is get to know that

how a big organization being established and calculate the attrition rate.

Scope of the Study:- The scope in behind of this project is, In healthcare Industry;

how we signify the department and categorized the attrition and differentiate the rate.

Introduction of Fortis Escorts Hospital: - Every entity, human or corporate, has a

hallmark, a signature that identifies it.

The Fortis logo defines very PERSONA that is “Handel with Care”

Hospital Profile: - Hospital profile is depend upon the Number of bedded, Which

super specialties did that hospital has provide, Accreditation of the hospital.

Methodology: - Methodology signifies that what methods we have used in our

Research.

Data Analysis: - Analysis of data signifies that which method we have used in our

research is appropriate or not. That the data is come out by our project is totally up to

mark or not.

Recommendation: - It means that while preparing or at collecting time what loose

points we have found that we were recommend for the further processing.

Conclusion: - It is the final step which shows the final result of the report.

Safety Policy

The safety of all patients is the primary responsibility of all Fortis employees.

The safety of facility, assets & the environment is important to ensure the provision of

quality services.

Highest levels of comfort should be maintained by ensuring occupational safety so that

effective & efficient healthcare practices are followed.

SAFETY CODES USED A

Code Blue : Individual Disaster

Code Grey : Internal Disaster

Code Red : External Disaster

Code Pink : Infant Abduction

Code Purple : Likelihood of physical altercation

Quality Policy

We Pledge to set & practice world class healthcare through an effective Quality Management

System to ensure that our patients experience ‘TOTAL HEALTH CARE’.

Fire Safety Plan

Main purpose of fire safety plan is to establish method of systematic, safe and orderly

evacuation of the hospital building of its occupants in case of fire or other emergency.

R RESCUE

A ALARM

C CONFINE

E EVACUATE

STANDARD POLICIES

Fortis has the following important policies:

Grievance Policy.

Sexual Harassment Policy.

Leave Policy.

Disciplinary Policy.

Business Travel Policy.

Pre-employment Health Check-Up.

Training and Development Policy.

Credentialing and Privileging Policy.

Performance Management Policy.

Local Conveyance Policy.

MEDICAL WASTE MANAGEMENT

SI.

NO.

Bag color Waste Disposal/ Treatment Area of

collection

1 Yellow Human Tissues/

blood & body fluids

Incineration All

2 Red Plastics/ lV Tubings Incineration shred All

3 Black General waste Direct Disposal All

4 Blue Unbroken

Glassware/ Vials

Autoclave/ shredding/ Recycle All

RESEARCH

METHODOLOGY

INTRODUCTION

Research methodology is a tool that helps in investigation or inquiry to gain new knowledge. The

research process or the steps undertaken is as follows.

The project titled procedures & documentation of Human Resource consultancy. Is clearly

defined & based on systematic research design to meet the objectives of the study. The logical

analysis of various aspects of the data is made to arrive at the results of the study.

Research is an active, diligent and systematic process of inquiry in order to discover interpret or

revise facts, events behaviors, or theories or to make practical application with the help of such

facts, laws or theories. The term “research” is also used to describe the collection of information

about a particular subject.

A research design is a specification of methods and procedures for acquiring the information

needed. It is overall operation pattern and the framework of the project that stipulates what

information is to be collected from which source and by what procedure.

The research design undertaken for the study was an exploratory one. The reason for using an

exploratory research method was to obtain qualitative data and also since the nature of study is as

such that it required the exploration of various aspects within and outside the company.

The research process includes the following steps:

Defining the problem.

Statement of research objectives.

Planning the research design.

Planning the sample.

Collection of data.

Analyzing the data.

Formulation of conclusion.

Preparation of the report.

TYPES OF RESEARCH

Exploratory Research

Descriptive Research

Types of Research

Exploratory Research Descriptive Research

Exploratory Research

It is done to generate new ideas; respondents should be given sufficient freedom to

express themselves. It is generally based on secondary data that are readily available. Therefore

unable to frame detailed research questions.

Descriptive research

It is undertaken when researcher is interested in knowledge the characteristics of

certain groups such as age; sex; educational level; occupation or income; interested in knowledge

the proportion of it in a given population who have behaved in a particular manner; making the

projections of a certain things; or determining the relationship between two or more variables,

descriptive study may be necessary.

DATA COLLECTION METHOD:

Data collection methods can be classified into two methods:

1. Primary methods

2. Secondary methods

DATA COLLECTION METHOD

Primary Methods Secondary Methods

Data collection

Primary data collected through questionnaires.

Secondary method

PRIMARY METHODS

Data directly colleted by a researcher is known as Primary Data.

The methods used for collecting primary data may be:

1. Survey.

2. Observation.

Sources of primary data

Interview methods

Depth interviews

Mail interviews

Telephone interviews

Delphi technique.

Projective technique

Focus group interviews

Questionnaire

Structured

Unstructured

Semi-unstructured

SECONDARY METHODS:-

Data not originally collected for use in the research project under consideration, but

rather for use by some other person or for some other project are termed

Secondary Data -

1. Internal Sources

2. External Sources

Sources of secondary data

Internal Sources External Sources

Sales records

Credit records

Internal records

Published Commercial

Directories Demographic

Periodicals data

Financial records Store audit

Statistical records Diary panel

Advertising Explosive

RESEARCH DESIGN: -

It is a type of blueprint prepared developing on various types of blueprints available for the

collection, measurement & analysis of data. The design of a research study is based on the

purpose of the study.

Types of research design

Qualitative Research Design.

Quantitative Research Design.

RESEARCH METHODOLOGY ADOPTED

Research design- Quantitative and Qualitative

Sampling plan-

1. Sample method- Probability Sampling

2. Sample size- 50

Sampling design- Cluster and Area Sampling

Sources of data: Data collected by me is 60% secondary and 40% primary.

The research methodology used was exploratory research with the help of survey method.

Primary data collected by personally visiting different people from different walks of life and

gathering information about the leading insurance players for example LIC, Max New York Life

Insurance, Bajaj Allianz, Birla Sun life and HDFC SLIC

Gathering information by visiting branches offices of different companies.

Recruiting agents: by making phone calls to people of different profile and giving

business opportunity to join various insurance companies as advisor/agent.

The Research Methodology is Exploratory Research Methodology and various

steps adopted while working on the project:-

Understanding the organizational structure of Fortis Escorts Hospital through

various primary sources.

Understanding the various HR policies of the company such as Recruitment,

Manpower Planning, Training and Development policy etc.

Collection of manpower data from all the departments in Fortis.

Preparing graphs on the basis of collected data to make the study more

comprehensible.

Objective of Study

To understand the recruitment and selection process of FORTIS EXCORTS HOSPITAL

To find the various Sources and Techniques of recruitment and selection process at

FORTIS ESCORTS HOSPITAL.

To focus on importance of recruitment and selection process how it helps to achieve organizational

objectives

SCOPE OF THE

STUDY

The cost of Attrition

It is clear that there are massive costs associated with attrition or turnover and, while some of

these are not visible to the management reporting or budget system, they are nonetheless real.

The ‘Rule Of Thumb’ appears to be very inaccurate indeed and, while it depends upon the

category of staff, it is probably better to estimate around 80% of salary as a true rule of thumb –

and this will be on the conservative side.

It means that if a company has 100 people doing a certain job paid 25,000 and that turn over or

attrition is running at 10%, the cost of attrition is:

(Total staff x attrition rate %) x (Annual salary x 80%)

100 staff at 10% attrition means 10 people leave and are replaced each year.

A replacement cost of 80% of a salary of 25,000 means the cost of each replacement is

20,000

The cost of turnover is therefore 10 x 20,000 or 2,00,000 a year.

The on cost to the overall salary bill is 8%.

The impact of employee attrition on company performance is often understand by organizations

and by the time they realize its true impact the disaster is already done. The cost of turnover can

be calculated using some basic organizational parameters.

Determining the cost of attrition is the first step in the processing of developing the management

plan to deal with the problem.

There are four major components to consider when getting your arms around the costs associated

with attrition:

1. HR administration,

2. Rehiring,

3. Training, and

4. Loss of productivity.

HR ADMINISTRATION Exit interview for departing employee.

Set up of new employee in HR or payroll

system.

Establishing computer and security

passwords for new employee.

Identification cards

Telephone hookup.

Establishing e-mail account.

Leasing of other equipment.

TRAINING Orientation materials

Position-specific materials.

Wages of new employee while in training.

Wages of instructor(s)

REHIRING Advertisements.

Internet postings.

Internal recruiter’s time to source and screen

candidates.

Hiring manager’s time to interview

candidates.

Placement agency fees.

Drug screening and background checks.

Skills assessment.

LOSS OF PRODUCTIVITY Zero productivity while a seat is empty.

Zero production while the new employee is

in training.

Diminished production while a new

employee moves up the learning curve.

ATTRITION IN FORTIS

As it clear from the following graph the attrition rate is showing an increasing trend for the four

consecutive years. Though the attrition rate during the financial years 2009-10 and 2010-11 can

be considered very normal and healthy, but a sudden jump from 8.10% to 13.08% is alarming.

Attrition for the year 2009-10 has been analyzed on the basis of following parameters:

Analysis of attrition rate Level Wise and Year Wise.

LEVEL 2006-07 2007-08 2008-09 2009-10

ASUP to DVM 3.7% 9.5% 8.1% 13.1%

GET to DVM 5.0% 11.2% 10.7% 15.8%

L11 to DVM 4.8% 11.8% 10.5% 16.0%

L11 to MGR 5.20% 13.5% 11.2% 17.0%

GET 10.5% 5.6% 12.5% 12.5%

ASUP to DVM

GET to DVM

L11 to DVM

L11 to MGR

GET

3.70%

5.00%

4.80%

5.20%

10.50%

9.50%

11.20%

11.80%

13.50%

5.60%

8.10%

10.70%

10.50%

11.20%

12.50%

13.10%

15.80%

16.00%

17.00%

12.50%

Chart Title2009-10 2008-09 2007-08 2006-07

Although attrition is concern for any industry but for any employer like Fortis Escort Hospital

and Research Center Ltd. it becomes a major concern not because of the reason that it cannot

attract more employees but because of the value it had added to its employees and vise versa.

FORTIS spends huge amount of resources on the training and development of their employees.

Observation:-

There has been an increase of 4.98% in the attrition rate of worker to DVM in2007-08 as

compared to the previous year. It is 13.08%for 2007-08

There has been an increase of 5.09% in the attrition rate of GET to DVM in 2007-08 as

compared to the previous year. It is 15.79% for 2007-08.

There has been an increase of 5.5% in the attrition rate of L-11 to DVM in 2007-08as

compared to the previous year. It is 16% for 2007-08.

There has been an increase of 5.8% in the attrition rate of L11 to MGR in 2007-08 as

compared to the previous year. It is 17% for 2007-08.

There has been no change in the attrition rate of GET is 2007-08 as compared to the

previous year. It is 12.50% for 2007-08 as well as for the previous year.

COMPANY SPECIFIC REASONS FOR EXITS AT FORTIS

To find out company specific reasons for exit and resignation in FORTIS, exit interview forms

have been analyzed extensively. There were some company specific reasons for dissatisfaction

among exiting employees. They can be divided into various sub heads like:-

Job Content

Career Growth

Compensation and Benefits

Performance Management System

Work Culture

Personal Reasons

Communication

Policies and System

Human resource utilization not commensurate with respective experience and qualification

(e.g.:- Employees with an engineering degree and MBA+ Engineering degree are doing the same

work). Low emphasis on innovation and creative work. Employees have excess job

responsibilities due to dearth of people. Repetitive work is given to employees. Lack of Job

empowerment and delegation.

Healthcare

Fortis Healthcare is engaged in providing the latest in internationally recognized medical care to

patients with a variety of ailments and medical conditions.

Our Network consists of Super Specialty Hospital Hubs that concentrate on one or more

specialties. These hospitals are interconnected to a larger network of multi-specialty hospitals

that ensures patient access to expert care for any specialty.

This unique network architecture provides expert care to our patients and a level of confidence in

receiving the latest medicine has to offer.

Research

In our efforts to provide quality medical and compassionate care we, at Fortis Healthcare,

understand that medical research is as much a part of the process of curing.

Symbiotically linked to Ranbaxy - India's largest pharmaceutical company - we are interested in

the field of medical research.

Fortis Healthcare is committed to encouraging and conducting medical research with societal rewards

and benefits. If you would like to make a proposal, please contact us at

contactus@fortishealthcare.com

LIMITATIONS OF THE STUDY

While analyzing the exit interview forms I noticed that some of the forms are partially

filled due to which I was not able to get comprehensive information.

Some exit interview forms were not filled qualitatively.

The information and experiences furnished by exiting employees may be influenced by

personal biases.

Sometimes the exiting employee is reluctant to give a fair view point on certain issues or

they find the issues too personal to share.

There were very few exits from certain departments and during analysis only their

individual views could be taken into account.

There were certain departments from where there have been many exits but either there

were no or very few exit forms available for study therefore it was not possible to analyze

the whole department from those few exit forms.

While providing suggestions and recommendations the dissatisfaction of the exiting

employees on certain policies have been taken into account, aii the suggestions and

recommendations may not be valid because certain policies may have been changed

already.

DATA ANALYSIS

AND

INTERPRITATION

The source of Data collection is PRIMARY SOURCE AND SECONDARY SOURCES

PRIMARY SOURCE includes:

Visiting different departments and meeting Head of Department and collecting the data.

SECONDARY SOURCE includes:

DATA

Monthly Report

Q1 How many Doctors are resigned?

Band Number

W Band 10

X Band 3

Y Band 1

10

3

1

Number

W BandX BandY Band

This graphs shows that in a year how many doctors was resigned, according to band.

Q2 What all are the reason behind attrition?

Reson Number

Personal Reason 2

Better Opportunities 8

Higher Studies 4

2

8

4

Reason Of Attrition

Personal ReasonBetter OpportunitiesHigher Studies

2% of the employees said Personnel Reason, 8% Better Opportunities and 4% Higher Studies.

Q3 What are the ratio of attrition in a year?

  Total Exit Ratio

Doctors 69 14 0.30%

Staff 89 25 0.60%

Technician 50 4 0.10%

Nurses 325 84 2%

Total 533 127 3%

DoctorsStaff

TechnicianNurses

0

50

100

150

200

250

300

350

TotalExit

90% employees agree that hospital fulfills the requirement of every department

Q4 Is manpower skilled, unskilled or semi-skilled?

Almost all employees are skilled. Only 2% are unskilled.

Q5 What is the division of manpower regarding regular, contractual and union employees?

regular 589

contractual 352

union 36

78%

20%2%

skilledsemiskilledunskilled

Risk management is keyFortis Bank is a leading Benelux-based financial services provider. Since its

inception, Fortis has grown considerably through organic growth as well

as through strategic acquisitions. Risk management has played a significant role in this

expansion. This key support function has helped foster sound development across both business

units and various national boundaries. Asset and liability management (ALM) is part of the

investment department. It focuses on managing structural risks in interest rates, equity, and

liquidity in order to optimize risk versus return. Assessing such risks calls for clear and detailed

reporting. However, it had reached the point where this was becoming ever more complicated

within Fortis Bank.

Setting the basis for frequent risk reportingFortis Bank’s widespread activities have created a very complex inflow of information. “Market

data, product descriptions, cash flow data, and other necessary information reached us from

various sources and in different formats,” explains Benny Degraeuwe, Head of Asset and

Liability Management at Fortis Bank. “Making an ALM risk report based on such

heterogeneous information proved to be a very time consuming task that limited us to ad hoc

regular contractual union0

100

200

300

400

500

600

700589

352

36

Series1

reporting. But management expects ALM reports regularly, on a monthly basis, taking into

account all optional features of different products. To adhere to this call for transparency and

completeness we needed a new and improved ALM risk management system. One that is

equipped with a reporting tool that gathers all

necessary data and that enables us to create risk reports for all assets and liabilities, both

consolidated and per entity.”

Improved efficiency with a robust reporting tool“We immediately contacted SAS,” Benny Degraeuwe continues. “We have wide experience

with SAS within the bank and have excellent internal support for its software. But more

importantly, the SAS ALM solution has a modular structure, making it easy to expand the

system with new modules. SAS also enables multitasking - information from various sources

can be processed in parallel. In addition, SAS is extremely user friendly. For instance, compared

to the previous ALM risk management system, the user/analyst no longer needs to program in a

code to tailor an interest rate.Risk report. All of these characteristics combine to create a robust

system with reliable performance.”

Working in parallel with constantly updated dataSAS ALM also adds flexibility to the application. It is a perfect combination, according to

Benny Degraeuwe. “Our first ALM risk management system could only be used by one person

at a time. Today, multiple users can make various reports simultaneously. Each user is

guaranteed up-to-date information at any time. Needless to say, the new system frees up an

enormous amount of time.”

More time for structural risk analysisSAS brings vast efficiency to the ALM reporting process. Today, ALM employees at Fortis

Bank only need a few mouse clicks to generate such things as a duration or a value-at-risk

report. “The system collects all of the necessary data, applies the correct calculation method,

and presents the user with a transparent report. And there is more. All information is easily

exported to, for instance, Excel where we can perform additional analyses,” says Benny

Degraeuwe. “Thanks to such improvements, we now have more time available for thoroughly

analyzing and interpreting the data itself.”

Users convinced from the startInitially, the users were reluctant to change from the ALM reporting system they were used to.

After the project was concluded, however, all analysts were very enthusiastic about the

application. “During the project, the users were closely involved in the various testing phases,”

notes Benny Degraeuwe. “The combination of full documentation and training sessions

presented by the SAS project staff ensured that all users developed a thorough insight into how

the system functions. This has greatly improved their confidence in the system. They are

convinced that the new solution provides them with all the accurate information they require.

And this in a user friendly and efficient manner.”

Prepare for the futureToday, the consolidated ALM risk reporting application generates reports on the valuation and

risks attached to all assets and

liabilities of Fortis Bank. This can be carried out using current market conditions as well as

various stress tests. “Currently, this information is only accessible for ALM employees at Fortis

Bank Brussels. But in the future, the tool will also be applicable across national boundaries. It is

easily expanded, giving all ALM employees access to up-to-date ALM information - anytime,

anywhere,” asserts Benny Degraeuwe.

 A. Departmental Objectives:

1. To ensure availability and retention of quality talent to meet the organization goals and

objectives.

2. To promote a culture of achievement and excellence with emphasis on Integrity,

attitude, credibility and quality.

3. To enhance the competence of human resource to deliver Fortis quality healthcare in

the Fortis Way.

4. To develop Business Leaders for tomorrow.

5. To shift from support group function to strategic partner in business operations.

B. Functions of the Department

Training: Overall growth and development of the employees, functional training, handling projects

like FAP.

C. Departmental Structure (Unit)

D. Interdepartmental Coordination

All departments

This detailed Report provides an Earnings and Dividends history for Escorts Finance Limited.

Tabular results include up to a ten-year history of "as reported" Earnings per Share and

Dividends per Share plus a calculation of the amount of earnings paid out over the year in

dividends (i.e. Payout Ratio). Earnings and Dividends are presented on both a Quarterly and

Annual basis. An annual Percent Change factor is calculated for both Earnings and Dividends.

Escorts Finance Limited. The Company's principal activity is to provide hire purchase

financing, leasing, investments, corporate loans, IPO funding, venture capital and bills

discounting services

Layout and Content of a Typical Report

RECOMMENDATIONS

Attendance system is rigid. Card punching to be made flexible at least for executives

and above depending on the job nature and extended working hours.

FORTIS management at all levels should try to understand its employee’s capabilities,

give up favoritism and vindictiveness.

Clearly define and review roles and responsibilities of each individual each quarter.

More attention should be given to GETs and new joinees especially after joining a

division and timely feedback should be taken.

Office timings should be flexible. Alternate Saturdays should be a holiday.

Build self confidence in individuals.

Clearly define and review roles and responsibilities of each individual each quarter.

Treats employees like Customers.

Senior Management to communicate with there employees on a regular basis to

understand their aspirations and expectations through formal and informal meetings and

to promote two- way communication.

Clearly defined Job Descriptions for all the employees in the company should be carried

out (Different for different level and bands.)

Consider both a person’s culture-fit and job-fit.

Job content to be aligned with qualification and experience of the people.

More focus to be given to job empowerment and delegation.

Every level should have clear cut responsibilities and this should change with a change

in level.

There should be a check mechanism on the competency and knowledge level of

employees.

Training for people in the field should be made mandatory as it leads to self

development.

FORTIS should have a Fast Track Promotion scheme according to the performances of

the employees.

Identifying the right training for the right person.

Mentoring and handholding new recruits in order to help them stabilize and in turn

retain them.

Salary revisions to be more competitive and aggressive as we are loosing people to

various sectors. Being the leader in the auto sector, others to benchmark FORTIS.

Promoting two way communications through various forums by Top and Senior

Management is the need of the hour.

A clear and transparent understanding of the salary Structure to be provided to all the

new joiner as well as the laterals and the existing employees.

Initiate HR policies aimed to retain people.

Support HR initiatives aimed at retaining people.

Functions need to be valued and appreciated with in and out side the division for

motivating its employees.

HR should interact with regional offices; it will help employees to understand the

company and its activities.

There should be accountability attached to the reporting officer in cases where in the

subordinate are dissatisfied.

CONCLUSION

CONCLUSION

A stiff competition among the play back players in the Hospitality Line or

Medical Sector.

People have show there efforts or preferences towards there performance and there job.

Lots of people are drawn towards the Hospitality Line because it’s a safety line for all

and give a chance to interact with lots of people.

Many people are left there jobs also but its not mean that this line is insecure. They left

because of growth

Fortis Attrition Analysis will teach us that maximum attrition of the people will provide

good growth in group.

Human Resource policies are focused on the better retention of the people.

Slow career growth, for the initial two to three years, due to this maximum attrition is

seen in employees with less then 4 years of experience in Fortis.

Always be a clear and transparent understanding of the salary structure to be provided to

all the new joinees as well as the existing employees

BIBLIOGRAPHY

Human resource management— K. Ashwathappa.

Personnel management—Arun Monappa and Saiyaddin.

www.fortishealthcare.com.

www.google.com.

www.wikipedia.com.

Orientation and manual, Escorts Hospital and Research Center Limited.

APPENDICES

QUESTIONNAIR:-

Q1 How many Doctors are resigned?

Band Number

W Band 10

X Band 3

Y Band 1

Q2 What all are the reason behind attrition?

Reson Number

Personal Reason 2

Better Opportunities 8

Higher Studies 4

Q3 What are the ratio of attrition in a year?

  Total Exit Ratio

Doctors 69 14 0.30%

Staff 89 25 0.60%

Technician 50 4 0.10%

Nurses 325 84 2%

Total 533 127 3%

Q4 Is manpower skilled, unskilled or semi-skilled?

Almost all employees are skilled. Only 2% are unskilled.

Q5 What is the division of manpower regarding regular, contractual and union employees?

78%

20%2%

skilledsemiskilledunskilled

regular 589

contractual 352

union 36