Unit-3

Prepared by,
Aiswarya V, AP/ECE
 Recruitment

 Most important responsibility is to recruit and select
the right person for the right job
 Organization’s success depends on the quality of its
HR
 Avoid employing Highflyers
 Once manpower requirements are determined, next
step is staffing
 Job requisition slip submitted to the HRD
 Sources of recruitment

 Existing employees
 Door applicants
 Govt and Private employment exchange
 Newspapers and journals
 From other hospitals
 Unsolicited applications
 Campus interviews and referrals, re-employment,
through contacts, walkin interviews
 Referrals

 Restores the pride of the employee who refers
 Referred candidates have a shorter recruitment cycle
 Recruitment process should be employee-friendly
 Latest source of recruiting is social networking
 Social networking – everyone knows someone
 It is a cheaper source of recruitment
 Recruitment policy

 Framed for the guidance of HRD
 Mgmt should clearly spell out the objectives and principles they
intend to pursue while recruiting employees
 Considerations while framing the policy-
 Internal vs external recruitment
 Appointment of relatives of employees – brings in a sense of
reliability
 Not a safe practice as it could induce groupism
 In any case no two relatives should be employed in the same
dept.
 Over and under- qualified staff
 Exit interview
 Advertising the
post/vacancy

 Objective
 To attract a suitable person
 Get adequate no. of applicants
 Discourage unsuitable persons from applying
 Project a good image of the hospital
 Considerations –
 Should state job title, duties, qualifications,
experience needed, salary and perks payable,
conditions of service, distinguishing features
 
 Media of advertisement should be carefully chosen –
prominent newspaper
 Should be a display ad. Classifieds usually don’t attract
the right persons
 Repeated ads for the same posts should be avoided –
gives impression that the employees are leaving
regularly
 Give background info about the hospital
 Selection

 Process starts when applications are received and screened
 Don’t consider applications from its face value
 The screening official needs to be vigilant while selecting
applications
 Applications that are neat, carefully planned and well
expressed create a favorable impression
 Then applicants are sent blank job application forms and are
directed to fill them up and return
 Verification – telephone verification, verification letters,
meeting with previous employers
 Selection process is a negative mechanism – eliminates a larger
number of applicants and shortlists just a handful
 Job application form

 Applicant’s name, parent’s name, qualification,
experience and participation in extra-curricular activities
 Form should be spacious to fill answers
 Should be printed on good paper where ink doesn’t
spread
 Wording should not be ambiguous
 Items should be designed to elicit only required info
 Desirable to include questions about previous employers
 One blank page to ask the candidate to write about why
he is applying for the job
 Place for signature
 Declaration
 
 In hospitals, 6 different job application forms are prepared –
senior medical staff, junior medical staff, para-medico,
nursing staff, general staff, skilled/semi-skilled/unskilled
employees
 Application serves 3 purposes
 Weeds out unsuitable candidates
 Acts as a frame of reference for the interview
 Forms the basis for personnel record file
 Junior posts should be filled by dept head and HR with CEO
 Senior posts – form a selection board, include head, CEO,
HRM, an expert from outside
 Steps in Selection

 Interview by HRD
 Pre-employment tests – written/oral/practical
 Interview by dept head
 Decision of admin to accept/reject
 Medical examination
 Check of references
 Issue of appointment letter
 Interview

 Interviewer must have a thorough knowledge of the
requirements for successful hospital work
 Can be divided into-
 Warm up stage, drawing out stage, information stage and
forming an opinion stage
 Candidate is asked about education, job experience, minimum
salary acceptable, why he/she is applying, why he/she is
leaving the current job
 In junior posts – there is no need to call a candidate for final
interview as selection is made by head and HRM
 In senior posts- board interview is conducted, 3 candidates are
selected, offer letter is sent out on a one-by-one basis
 Phone interview – ensure the lines are clear
 Interview letter

 Date, time and place must be specifically mentioned
 Other conditions such as requirements of passport size
photo, certificates and testimonials and payment of
travelling allowance etc. should be mentioned
 Preparation before the interview:
 Plan carefully before the interview
 Inform the receptionist to correctly direct the interviewees
 Ensure the waiting arrangements are satisfactory
 Ensure there are no interruptions during the interview
 Anticipate questions about the conditions of service
 Decide in advance the information to be provided to the
candidate
 
 Stagger timings i.e. diff timings to diff candidates
 Refreshments served for the waiting candidates
 Show video about the history and present set-up of
the hospital
 Adequate reading materials about the hospital are
kept at the waiting hall for the candidates to read.
 Explain the process of selection to the candidates
 Ensure all the candidates feel at ease before and
during interview
 
 Have a plan of questions so that the assessment is
comprehensive.
 Prepare a list of characteristics you want to observe
and evaluate
 General appearance, attainments
 General Intelligence, special attitude, interests,
disposition, use of language, ease in conversation,
general habits of courtesy and facial expression
 During the interview

 Encourage the candidate to talk frankly
 Privacy during interview is essential
 Discussion must be confined to relevant topics
 Rapport must be established with applicants
 A written appraisal of the candidates should be
made by the interviewers after the interview
 Interviewing functions
of the HRM

 HR Manager helps the dept head in the selection of
candidate who meets the job requirements
 He must think of the applicant as a potential member
of the whole hospital family, one who meets most of
the requirements sets forth for the position
 Dept head is able to visualize the applicant as a part
of his own dept and will question him more
specifically as to his adaptability
 Responsibilities of the
HR Manager

 To screen the application of the candidate
 To give information about :
 General nature of work
 Hours of work
 Pay-scale, allowances and starting total salary
 Fringe benefits
 Leave policy
 Brief information about the background of the hospital
 To discover any differences in the expectations of the
hospital and the candidate
Responsibilities of dept
head

 To review job application form to check pertinent data
on experience
 To assess the professional competence of the candidate
 To give a detailed picture of the job requirement to the
applicant
 To advice HR manager if he thinks the previous
training or experience or both the applicant justifies a
higher starting salary
 Concluding the
interview

 At the end of the interview, interviewer should fill up his
evaluation form/ recommendation sheet
 Pre-employment test –
 For certain categories of posts, there is a need for testing
the professional competence of the candidates because
there are several characteristics which cant be assessed
either during the interview or by investigating the
background of the candidates from their ex-employer.
 Various kinds of tests are used for assessing the
professional competence of candidates
 Tests

 Tests can be broadly classified into –
 Tests of general ability- intelligence tests (gives info
about mental calibre)
 Tests of specific-abilities – aptitude tests (measures
skills & abilities)
 Tests of achievement – trade tests (measures the
present level of proficiency)
 Personality tests - tests of emotional stability,
interest, values, traits etc ( for selecting candidates
for different roles based on personality)
 Psychometric tests

 A psychometric testing is usually conducted by the expert
of the subject to measure the knowledge, abilities and
personality traits of a person seeking job for a position
 Based on reasoning and logic
 Utility & administration of tests –
 Psychological tests can be useful
 Jobs for which this test should be administered –
 Filling and card sorting
 Washing of glassware
 Handling of delicate equipment
 Color test

 A simple color test may be employed for checking
color perception. Jobs that require color test are –
 Laboratory jobs
 Linen sorting where diff colors are used for diff
floors
 Clerical jobs where colored cards are used to indicate
classification by year, such as OPD or IPD cards
 Oral written and practical tests for jobs – nursing
orderly, nurse aide, lab assistant, cook,
 Why Psychometric test?

 Health care is a service industry with a lot of stress
and strain on HR owing to high expectations from
patients, fast changing technology and competition.
 To judge adoptability, attitude to learn, strategic
leadership and ability to take key decision
 To test their temperament, care, consideration, and
softer aspects of an individual like empathy, concern
and compassion
 Helps in identifying areas of strength and
development of hospital employees
 Final approval

 Selection committee consists of one person from
HRD, the dept head/supervisor and representatives
of head of hospital
 After selection process, committee submits its
recommendation for approval to the head of hospital
 Diff hospitals employ different recruiting policies
 Occupier – medical
superintendent/administrator/business
manager/chief executive
 References

 Should be cross-checked to ascertain his last performance
 Will be checked by HRD employees
 Always desirable to obtain requisite information directly
from applicant’s former dept head.
 Reference letters should be brief and should require as
little writing as possible
 Should have – DOJ/Date of leaving/ Job title/ last salary
drawn/ promotion/demotion/reason for
leaving/dependability/health condition/ any other
information
 Letter of offer and
Medical examination

 Letter of offer – offer of an appointment
 Purpose of medical exam –
 Protection of the job applicant to know whether the job
will suit him or not
 Protection of other employees - contagious diseases
 Protection of the employer – prevents him from selecting
the candidate
 Joining report of the employee – employee must be given
an appointment letter, job description, handbook of
hospital
 Letter to thank the recruiting agency and rejected
applicants from the hospital
 Training

 MNC and other organizations spend a huge sum on these
training pgms
 Have their own training departments
 Small org – sending to specialized training institutes
 Hospitals unfortunately only send top doctors and nurses
for training
 Changes post training
 Increase of effective behaviour
 Decrease of ineffective behaviour
 Use of additional behavior for enhancing effectiveness
 Improving existing behavior for enhancing effectiveness
 Training Guidelines

 Training should be given to all the employees
irrespective of their age, sex, rank etc.
 Should be provided throughout the employees stay
in the organization in order to meet technological
changes.
 Apart from meeting demands, all employees should
be encouraged to take courses
 A systematic means of assessment should be
followed while selecting employees for training
 Training - definition

 Defined as a systematized tailor-made exercise to
suit the needs of a particular organization for
developing certain attitudes, skills & abilities.
 Hospital authorities must provide training to new
employees to attract them and old employees to
retain them which will cause a noticeable change in
the services of the hospital.
 Purpose of training

 Rendering better service to patients
 Reducing waste
 Filling higher posts
 Promoting safety measures
 Teaching employees to efficiently operate new machines
 Constantly developing manpower to meet current and
future needs of the organization
 Ensuring effective utilization of HR
 Integrating individual goals with organization’s goals
 Increasing performance levels of employees
 Updating knowledge and stabilizing workforce
 Advantages of training

 Improvement in quality and quantity of output
 Personnel can make better use of equipment and
material
 Helps to spot promising employees
 Helps in locating mistakes in selection process
 Creates a feeling of security among the employees
that they are properly looked after by the
management
 Determining training
needs

 First step is to obtain evidence of needs
 Evidence may be gathered from various sources such as exit
interviews, complaints from supervisors, and managers, staff
turnover rate, complaints from patients and visitors.
 3-step approach for determining training needs-
 Organizational analysis to determine where the training
employees need to be placed
 Operational analysis to decide as to what the training pgme
should consist of
 Man analysis to determine who needs to trained and what
skills, knowledge or attitudes should be augmented or
improved.
 Types of employee
training

 Most important type of training – on-the-job training
 Following outline can help in giving on-the-job training –
 Prepare the employee for training. State the job and find
how much he/she knows about the job
 Illustrate and show one important step at a time. Instruct
clearly and patiently
 Let them do the job and correct errors. Ensure he/she
understands. Continue correcting until they can do the
job effectively.
 Choose a buddy to whom he/she can go for help
 Check frequently and let them feel free to ask questions
 Types

 Entry training – initial training at the time of joining
 Job training – provided to increase their knowledge
and efficiency, skills are taught thro demos and
practice
 Training for promotion – provided to fill higher
posts for existing employees
 Refresher training – short term courses for old
employees to teach them the latest development
 Who should train?

 Responsibility of the line manager and staff manager to
provide training
 Principles for guidance and training –
 Overall responsibility should be vested in someone
specifically designated by the administration. The person
will be a training manager in most cases
 Training in specific skills and in relationship between
various sections in dept is best done by dept head
 Training in hospital policies and procedures must be
carried out for everyone by a single individual
 Training in cross-areas may be conducted by different
specialists
 Evaluation of training

 Constant check needs to kept on whether the objectives
and contents of training pgm are consistent with the aims
and current needs of the hospital
 Comprehensive evaluation and assessment of training
plans should be undertaken
 Measures must be evolved to evaluate the effectiveness
with which the methods, procedures and training aids are
used
 Achievements of those who received training must be
followed up
 Grooming leaders

 No organization can do without a superleader –
someone who recognizes the skill-set of every
employee and moulds them
 Superleader must spot and liberate the leader in
every employee
 Effective leaders invest in people’s skills &
competencies
 Creates an effective learning environment
 Superleaders are great learners who regard all
mistakes as learning opportunities
 Management development
methods/training

 Formal management education – universities offering
mgmt courses (AIIMS)
 Management seminars – associations like national
institute of health and family welfare conducting
seminars from time to time
 Job rotation – managers may be rotated among positions
to test their ability and to meet new challenges and
situations
 Lectures – disseminates info, presents materials orally,
handing out notes, disadv – minimal trainee participation
 
 Role playing – individual puts himself in another person’s
shoes, gives practical experience, easy to get deep insights of
different roles
 Sensitivity training – designed to make employees become
aware of themselves – includes stress training, provides
opportunities to expose their behavior, receive feedback and
give feedback – most controversial training method
 Delegation – delegating powers to sub-ordinates, asking sub-
ordinates to study problems and take decision can infuse them
with confidence and decision-making and leadership skills
 Promotion – encourages a manager to acquire skills required
for the higher job.
 promotions

 Promotion policy – controversial issue in any org.
 Mgmt usually favors promotion on the basis of merits
and unions
 Unions favor promotions on the basis of seniority
 It is essential to examine the issue and arrive at an
amicable solution
 Factors considered by employees implying promotion –
 Salary increase, job prestige, upward movement in
hierarchy, better future and supervisory responsibility
 Seniority vs merit for promotions – higher ranks needs to
consider merit instead of seniority, lower ranks can
consider seniority for promotions
 Promotion policy

 Trade unions plead in favor of seniority and management
naturally in terms of able employees
 Both should be taken into consideration and a written
promotion policy must be made to avoid suspicions from
the unions –
 Charts and diagrams displaying hierarchy of promotion
should be prepared
 Should be a definite waiting list system after
identification of candidates who are to be promoted as
and when a vacancy occurs
 All vacancies must be notified
 Factors for the basis of
promotion

 Outstanding service in terms of quality and quantity
 Above average achievement in patient care
 Experience
 Seniority
 Initiative
 Recognition by employees as a leader
 Particular knowledge and experience necessary for a vacancy
 Record of loyalty and cooperation
 All promotions must be for a trial period – if promoted person
is found unfit, then he will be reverted to his old designation
 HRD should always follow the progress made by the promoted
employee
 Advantages of a sound
promotion policy

 Provides an incentive to work more and show
interest in their work
 Develops loyalty amongst employees
 Increases job satisfaction
 Generates greater motivation in competent
employees
 Retains competent employees and provides them
with ample opportunities to rise further
 Results in increased productivity
 Increases the effectiveness of the orgn.
 Solution to promotion
problems

 Human relations problems might crop in
 Following principles can be observed –
 Salary should be at least one step above current salary
 Specifying the job specifications properly will enable the
employee to realize whether or not his qualifications are
equal to those functions.
 Well-defined plan must be there to inform employees of
pending vacancies
 Orgn charts and promotion charts should be made
 Promotion policy should be made public
 Mgmt should practice policies strictly and sincerely
Promotion to the post of
CEO

 Senior managers who have exceeded their
performance can become CEO
 Its always motivating to see the talents being
rewarded
 Decision should be communicated properly to all the
stakeholders
 Hiring externally must be considered as a last option
 Nowadays CEO’s are hired temporarily
 Transfers

 Employees generally tend to feel that the grass is greener
on the other side
 HRM should make recommendation for transfer and
promotion policies
 Should be stated clearly in the transfer policy that
whenever an employee with a good record desires a
promotion, he/she shall be considered
 If no opportunity is available within the dept, employee
can consider vacancies in other depts
 Interdepartmental transfers needs to be channeled thro
HRD
 Types of transfers

 Production transfer – transfer from one dept to other
where personnel are required, decreases lay-offs in one
and increases manpower in another dept where there is a
need
 Replacement transfer – long serving employee is
transferred to a similar job in another dept
 Versatility transfer – used to build an army of all-
rounders who could be transferred to any dept, building a
versatile group of employees
 Shift transfer – transfer from one shift to another on
similar jobs
 Remedial transfers - done for reasons such as
incompatibility with higher officials, illness, accident etc
 Transfer policy

 Harmonious relations should be maintained while
transferring
 Following should be considered –
 Circumstances under which transfer can be made
 Responsibility for initiating and approving transfers
 Transfers within sections or between depts
 Basis for transfer
 Rate of pay
 Top management should issue order of transfer in
consultation with the HRM to avoid any suspicious
victimization of employees
 Advantages of transfer
policy

 Increases productivity and effectiveness
 Improves employee-employee relation
 Motivates employees
 Provides a remedy for faulty placements
 Helps in tackling crisis situations.