This document provides an overview of Medica, a hospital group based in Siliguri, India. It discusses Medica's background, areas of operations, employee diversity, key HR challenges, and recommendations. Medica has over 600 employees and aims to expand its bed capacity from 167 to 300 beds. It faces challenges in managing a diverse workforce, high employee turnover, and recruiting skilled professionals. The document analyzes competitors and provides recommendations around improving employee engagement, managing stress, revising recruitment and reward systems, and strengthening performance management.

1. Live Project
on
Hospital Industry
Group #02

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Company Background-
MEDICA
HRM Areas
Key Challenges
Recommendations
Competitor Analysis
CONTENTS

3.  Started in Silguri
 Medica Super Specialty Hospital
 Kantilal Gandhi Memorial Hospital
 Bhagvan Mahavir Medica Super Speciality
Hospital
 NABH Accreditation
 Practices, policies, philosophies, processes
and program
 HR Department-7 HR Managers
 600 onboard, 350 outsourced employees
 167 beds, expansion target 300
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MEDICA-Company Background

4.  Managing different levels
 Doctors=demigods, beyond anyone’s control
 Change Agent role becomes difficult
 Diversified background of employees
 Huge interpersonal differences
 4 Categories of employees
 Doctors – any person with an MBBS degree*
is eligible for this category
 Nurses – anybody with GNM or BSc in
nursing
 Paramedics – technicians, physiotherapists,
dieticians, pharmacists etc.
 Support Staff – HR, IT, and Bio Medics
*Not Ayurveda or Homeopathy, they are not considered as doctors at Medica
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MEDICA-Employee Diversity

5. Strategic Role of HR
 HR Representation in top management
 “Employee Advocate role”-due to high
emotional labor of nurses
 As a cost center, HR needs to convince
senior management what the are doing is
required
 Competency Based HRM-focus given on
soft skills, empathy, caring attitude and
people management skills
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6.  For nurses and technicians, whose job is
fairly repetitive.
 Employee engagement programs : Weekly
fun evenings, they bring external artists or
showcase movies.
 Employees are encouraged to bring their
families too. This includes outsourced staffs
as well because outsourced staffs have a
tendency to form groups or unions and to go
for strike.
 For nurses, technicians and support staffs,
they often employ ‘horizontal loading’
(adding similar tasks at the same level) and
job redesign to motivate them.
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Employee Engagement

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Doctor/Nurses
Head of Department
Set objectives
• Feedback and Review by
HoD
• Discussion between HoD
and BU Head
• Recommendation by BU
Head
Grievance
handling and
Final
Decision
Handled by BU Handled by BU Handled by HR Dept.
Phase - 1 Phase - 2 Phase - 3
Performance Management
and
Performance Appraisal

8. Training and Development
• Continuous Nursing Education (CNE)
Program
• Continuous Medical Education
(CME)Program
• Daily feedback and scrutiny for nurses
• High level of emotional labor and stress
• High attrition
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9. Job Analysis
• Doctors – interview, position analysis
questionnaire
• Nurses – interview, observation and
critical incidence
• Extreme importance is given to ensure
there is no mismatch between “Role
Identity” and “Role Perception”-
Psychological Contract
• Job specification:
– Mental Specification
– Emotional Specification
– Behavioral Specification
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Key Challenges
High Retention
Recruiting skilled employees
Stress Management

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Competitor Analysis
1. Rajendra Institute of Medical Science
Government Hospital
Key Challenges:
Standard set of HR policies-leading to
employee discontent
Standard compensation package- not able to
attract cream
 Due to less salary and career growth- high
level of attrition
 Not much strategic role of HR- mostly “Change
Agent”, not “Employee Champion”
 Recently introduced “Deputy Director of
Administrator” to interface HR dept. with senior
management

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Competitor Analysis
1. Rajendra Institute of Medical Science
 Employee Engagement: HR dept. doesn’t get approval
for new initiatives; There is no laying off or “firing” from
the employer
 Standard and pre-defined Job Description and Job
Specification
 Often high person-role conflict and breach of psychological
contract
 Happens to be centrally
 Need based->HR sends the request-Governing board
approves-> Ministry and Family Welfare Department->
Decides the compensation package and sends nominees->
RIMS HR conducts just the interview abiding by the rules
set by the state
 Internal Recruitment- Internal transfer among
departments (Cardiological to neurological etc)
Recruitment and Selection

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 Single round of interview
 Focus on employee background- work ex,
academics, past roles
 Standard structured sets of questions
asked
 Interview
 Performance Appraisal
 Annual and time bound process
 Based on strictly number of years of
experience
 No relation between compensation
increment and performance
 Straight Ranking Method-supervisor
gives the feedback-scale of 5
Competitor Analysis
1. Rajendra Institute of Medical Science

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Competitor Analysis
2. Desun Hospital, Kolkata
 The NABH accredited hospital is located at the
south of the Kolkata city at Kasba Golpark on the
arterial 160 feet wide highway.
 The hospital is operating only in Kolkata with
300 beds, 94 beds ICU, 28 medical departments
and 1 super speciality heart institute.
Strategic Role of HR:
 HR department maintains a perfect bland of
Employee Champion and Change Agent.
 Responding to organisational strategy in
response to government regulations also
comes under the purview of HR, but
specifically HR Administration.

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1. Time spent in one-on-ones with their
manager per week. Engagement typically
increases as an individual gets more time
with his or her boss.
2. Time spent in presence of skip-level
leadership. Engagement can increase as
people get more exposure to colleagues up
the ladder.
3. Network quality and breadth of their
manager. Engagement often increases in
people who have well-connected direct
managers
4. The percentage of a manager’s time spent
with team. A number that’s too low or too
high typically decreases engagement
Competitor Analysis
2. Desun Hospital, Kolkata
 Performance Appraisal:

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Competitor Analysis
3. Peerless Hospitals, Kolkata
 Operational for 35 years
 Employee base grew, comparatively
smaller HR Dept.
 HR department treated as cost center
 No strategic representation of HR-only
“Change Agent”
 Key Challenges
 To maintain the motivational and
engagement level of employees
 High employee dissatisfaction, due to
lack of HR capabilities-> high
Attrition

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Competitor Analysis
3. Peerless Hospitals, Kolkata
 Standard procedure for Job analysis-interview
for doctors and experienced nurses and
consultation with HOD for others
Recruitment and Selection:
 Focus given on employee background-past
experience, roles, achievements, background
 Employee referral programs, internal
promotion
 External recruitment- Newspaper ads, campus
recruitment, agency recruitment
Performance Appraisal:
 Annual, straight ranking method, supervisors'
one way feedback
 Promotion and compensation based on
experience level
 Red Letter for non-performing employees

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Recommendations
1. Employee Engagement and Satisfaction
 Aspects to measure and employee
engagement, and where improvement
focus should be given:
 Immersion of company culture
 Development of employees
 Organizational Identity
 Work-relationships
 Proper work-life balance
 Environmental alignment to
chosen strategy
 Job Satisfaction
 Accomplishments, Performance
and recognition

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Recommendations
2. Stress Management Program
 Medica employees are regularly exposed
to high degree of stress and emotional
labor
 Stress management program can be
introduced: it may include yoga,
instructor teaching about recent
development in psychological stress
management, meditation etc
 A separate designated area can be
established where employees can relax,
talk socialize with each other, watch TV
during their free time

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 Competency based recruitment, where along
with soft skills n caring attitude focus can be given
on the competency to handle stress
 For nurses interviews instead of one round they
may conduct two rounds, where first round can be
taken by peer group(experienced nurses), because
they are handling the stress day in & day out so
they the best, what it takes to fit into this role
 For employees they can incentivize staying long
with the organization with higher gratuity, & 3
years completion bonus/ award, 5 year completion
bonus/awards etc. to entice them to stay longer
with the organize
 While recruiting they should check the employees
previous work history, n take feedback from
previous organization's reference
Recommendations
3. Recruitment and Selection Process

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Recommendations
4. Reward System
 Internal Equity theory
 External Equity theory
 Modification of compensation package
 Recognition and Appreciation
 Employee of the month award system
 Employee role model
 Any good performance should
be reinforced by positive
rewards. This positive
reward can be monetary or
non-monetary
 Cafeteria type benefits –
according to individual
performances
 Link rewards to performance
 Constantly monitor and adapt

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Departments to set objectives
HR Department Review
Setting Performance Review
Cycle
Employees to set Objectives
Approval of objectives by Head of
Department
Performance Management
and
Performance Appraisal

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Performance Management
and
Performance Appraisal

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• Mid Year Objective Check by Employee
• Mid Year Review by HoD
• Final Progress Reporting
• HR Dept. to check Progress
• 3600 Feedback
• Meeting of HoDs and HR Rep.
• Declaring Rating
Performance Management
and
Performance Appraisal

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Performance Management
and
Performance Appraisal

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