MAX Employment Retention Based on Employment Satisfaction

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.

http://en.wikipedia.org/wiki/Professional

http://en.wikipedia.org/wiki/Interdisciplinary_team

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Global_Industry_Classification_Standard

http://en.wikipedia.org/wiki/Industry_Classification_Benchmark



http://en.wikipedia.org/wiki/Biotechnology

http://en.wikipedia.org/wiki/International_Standard_Industrial_Classification

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

http://www.maxindia.com/

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

http://www.maxhealthcare.in/services_facilities/ourhospitals/balajihospital/infrastructure.html

http://www.maxhealthcare.in/services_facilities/ourhospitals/balajihospital/services_facilities.html

http://www.maxhealthcare.in/services_facilities/ourhospitals/balajihospital/ots_icus.html

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


35


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

http://www.authorsden.com/visit/viewArticle

http://www.expresscomputeronline.com/20071029/technologylife01.shtml

http://www.clariantindia.com/

http://www.clariant.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**********

MAX Employment Retention Based on Employment Satisfaction

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