fortis recruitment & selection.docx
TRANSCRIPT
SUMMER TRAINING REPORT
ON
RECRUITMENT AND SELECTION
PROCESS
IN FORTIS ESCORTS HOSPITALReport Submitted to MD University Rohtak in the partial fulfillment of
requirements for the
Degree of Bachelor of Business Administration
Session : 2012-2013
UNDER THE GUIDENCE OF:- Submitedby:-
Mrs. Jyoti Malhotra Sudhir Rawat
Roll No. 383
BBA 5th SEM
D. A. V. CENTENARY COLLEGE
NH-3, FARIDABAD
DECLARATION
I, Sudhir Rawat, Class Bachelor of Business Administration of D.A.V. CENTENARY
COLLEGE, Faridabad hereby declare that the project entitled “RECRUITMENT AND
SELECTION” is an original work and the same has not been submitted to any other
institute for the award of any other degree.
[SUDHIR RAWAT]
ACKNOWLEDGEMENT
My Training Program in Fortis Hospital has been a quantum leap in terms of familiarization of
management concepts, hands on experience, acclimatization to the corporate culture, sincerity,
diligence, responsibility and above all self confidence.
I would like to express my sincere gratitude to MS. Brij Bhusan (HOD of the Department) for
giving me an opportunity to do my training program at Fortis Escorts Hospital and Research
Center.
I consider myself fortunate to have a company guide like (Project Manager) and thank her for
guiding and encouraging me throughout my project work. She not only guided me throughout
the course of my project but was also a source of inspiration to me. Her continuous and able
guidance helped me in complementing this project well in time.
I am very thankful to Flt. Lt Saras Malik for her valuable guidance, encouragement and
suggestions helped me immensely in the successful completion of my project.
I would also like to thankful to my faculty. She is always ready to help me regarding my project
report and my training and extended there support and guidance from time to time.
Finally I would like to thank my entire fellow at Fortis, for there valuable inputs, cooperation and
their valuable inputs, cooperation and their continuous support.
Sudhir Rawat
BBA 5th SEM
TABLE OF CONTENTS
SR. NO. CONTENTS
1 INTRODUCTION
2 THE COMPANY PROFILE
3 REVIEW OF LITERATURE
4 RESEARCH METHODOLOGY
OBJECTIVE
SCOPE
RESERCH DESIGN
SAMPLE SIZE
METHOD OF DATA COLLECTION
LIMITATION
5 DATA ANNALYSIS AND INTERPRETATION
6 CONCLUSIONS AND RECOMMENDATION
7 BIBLIOGRAPHY
8 APPENDICES
PREFACE
The 21st Century definitely belongs to human resource not with standing the fact that human
resource outsourcing has become the order of the day. Workers and employees are the main
foundation of the organization and firms and play a significant and crucial role in success of any
company. For the best functioning of human resource in an organization a Human Resource
Department is must.
In Human Resource Management the recruitment and selection, training & development,
placement and all type of acquisition areas are covering all aspects, which help in acquiring fresh
employees and train them for the betterment of the organization by different and ample methods.
By these processes and procedures every organization can get the best from the employees in the
competitive world. The role of Human Resource Management in the organization is at centre stage.
Human Resource Management is important for all types of organizations. It is a sole of an
organization and firms because in an industry every process which is related to the workers and
employees, all work is headed by the HR Manager in the Personnel Department whether it is
Recruitment and selection, training & development, performance appraisal or others as manpower
planning. Every step in these topics is taken by the HR Department.
[SUDHIR RAWAT]
INTRODUCTION
INTRODUCTION OF FORTIS ESCORTS HOSPITAL
Fortis Healthcare Limited was incorporated in 1996 to develop a world class system of integrated
healthcare delivery in India, comprising of super-specialty areas along with multi-specialty care
at the tertiary level, as well as the secondary hospitals. Fortis believes it will be best positioned to
penetrate the market in various cities, increase the brand recall and capture a larger share of the
health care market.
“Team Fortis” is committed to meet all healthcare needs of its clientele, starting from
maintenance of good health to providing global standards in Diagnostics.
Fortis Healthcare Limited has a VISION of "Globally respected Healthcare Organization known
for clinical excellence and distinctive patient care".
From the pursuit of this MISSION emanates a passion to excel. At Fortis Healthcare we have
assembled the finest talents in medicine, be they doctors, nurses or technicians, and even
management professionals across a wide spectrum. Enabling them to deliver the highest quality
of healthcare are state-of-the art facilities and support infrastructure at each of our hospitals.
Fortis Healthcare Limited is one of the leading chains of Hospitals in India which are
benchmarked to International standards - achieving quality through the relentless adherence to
the protocols observed in some of the world's leading hospitals.
The hallmark of Fortis hospitals, distinguishing them from their contemporaries, is the 'patient-
centricity' that you will discern all over: in hospital design, services, and programmers and most
significantly in the caring approach of our people.
The Fortis Healthcare circle of caring is fast expanding, spreading the name of Fortis Healthcare,
India... reaching out to distant communities, welcoming patients from beyond India's shore.
OUR LOGO:
Every entity, human or corporate, has a hallmark, a signature that identifies it.
The Fortis logo defines very PERSONA.
The two hands that fuse seamlessly with a human form, express our reassuring approach to health
care. A constant reminder to all, that Patient-Centric care is fundamental to our ethos.
Green is the color of healing and is symbolic of our stead fast focus: to ensure the health and
wellbeing of those we minister to.
Red is expressive of the dynamic zeal with which we strive to make it a reality.
The Fortis Logo is the indelible assurance that our expertise will always be tempered with humanity.
We never forget that the well being of human lives is our raison d’être.
Fortis Ethos: All managerial or executive’s positions should exercise a reasonable degree of
compassion: other wise, decisions involving subordinates could be faulted.
VIRTUOUS Values:
V – Vision.
I – Integrity.
R – Respect.
T – Trust.
U – Understanding.
O – Own
U – Uphold.
Fortis is an international provider of banking and insurance services to personal,
business and institutional customers. We deliver a total package of financial
products and services through our own high-performance channels and via
intermediaries and other partners.
Fortis has a presence in over 50 countries and a dedicated, professional workforce
of more than 65,000.
Chairman and CEO
Chairman – Malvinder Mohan Singh
MD- Mr. Shivinder Mohan Singh
CEO – Mr. Bhavdeep Singh
Escorts Hospital & Research Center Ltd. Faridabad, was started in 1982, as a small
dispensary to cater to the medical needs of the employees of escorts plants and
their families.
Businesses
Fortis is a leader in financial services in the Benelux region – one of Europe’s
wealthiest. Building on that leadership, we have developed an extensive European
footprint in the retail banking market, operating through a variety of distribution
channels. We offer financial services to companies, institutional clients and high
net worth individuals and provide integrated solutions to the enterprise and the
entrepreneur. Our unique expertise has made us a regional and in some cases
global leader in niche markets, such as energy, commodities and transportation,
and fund administration.
Stock exchange listings
Fortis has a primary listing on both Euro next Amsterdam (code FOR A) and Euro
next Brussels (code FORB) and a secondary listing in Luxembourg. In the United
States, Fortis has a sponsored over-the-counter ADR programme. Fortis shares
outstanding, carrying voting rights and entitled to dividend, amounted to
2,351,559,674 on1 September 2008.
Fortis has a primary listing on both Euro next Amsterdam (code FOR A) and Euro
next Brussels (code FORB) and a secondary listing in Luxembourg. In the United
States, Fortis has a sponsored over-the-counter ADR programme. Fortis shares
outstanding, carrying voting rights and entitled to dividend, amounted to
2,351,559,674 on1 September 2008.
Fortis shares are included in the Dow Jones Sustainability STOXX Index, the Dow
Jones Sustainability World Index and the FTSE4Good, as well as in many other
prominent indexes.
Our strategy
• Strengthen our competitive position by focusing on the customer and optimizing
cross-selling
• Roll out our core competences built in Benelux to new markets
• Enhance our support functions to increase efficiency and facilitate controlled
growth
• Accelerate growth through smart add-on acquisitions
• Concentrate on Europe while pursuing selective growth in Asia and North
America
Global rankings
Worldwide ranking
Total assets 19th
Revenues 14th
Profit 88th
Shareholders’ equity 55th
Number of employees 268th
Long term credit rating
Fortis SA/NV and Fortis N.V.
Moody’s A1
Standard & Poor’s A
Fitch Ratings AA-
Our vision
In an increasingly complex, yet ever more convergent world, innovation, speed and
agility will be as crucial as scale, track record and reach. We will stand out as a
professional international financial services brand, recognized for our ability to
deliver superior and sustainable stakeholder value by constantly anticipating and
surpassing the needs of customers, investors, employees, partners and communities
wherever we do business.
Our mission
Fortis provides compelling customer solutions creatively.
One of Europe’s most dynamic and sustainable financial services brands;
we deliver specialized, innovative and pragmatic customer solutions across a
network of channels and by leveraging our operational and entrepreneurial
expertise.
Our financial targets for 2004-2011
At Fortis, we believe that we have only scratched the surface in terms of the real
potential of our company – and it is for this reason that we are confident about
raising our long-term financial targets for the period 2004–11.
Compound annual growth rate (CAGR) of net profit per share of at least
15%; this leads to a commitment to achieve 12% CAGR (2006-11) based on
the 2006 cycle-neutral profit base of EUR 3.8 billion
Risk-Adjusted Return On Risk-Adjusted Capital of 18.5%
Return on equity of 18.5%
Operating leverage of at least 250 basis points
30% of net profit to come from outside Benelux by 2009
Cash dividend at least stable or growing in line with long-term earnings per
share (EPS) growth
STRATEGY
Our strategy centers on three key levers for sustaining growth: reinforce our
competitive position in established markets, invest in selected core competences
and continue to pursue external growth.
First of all, we want to leverage our core competences. Our focus on the
customer should result in greater cross-selling and enhanced efficiency will
reinforce our cost discipline. To achieve these goals, we need to understand who
our customers are, why they do business with us, and how we can anticipate their
needs. We have already made great strides in this area, as underscored by the
awards we received in 2007. Buoyant commercial activity, too, has helped us to
sustain momentum in our core markets, indicating that there are still plenty of
opportunities to achieve profitable growth in our attractive and wealthy Benelux
home market. At the same time, we will invest even more in front-office staff,
customer-related tools and product innovation. Furthermore, we will optimize
Fortis-wide assets and risk management, ensure strict cost control and pursue rigid
performance and capital management.
Secondly, we will invest in growth engines – i.e. selected core competences – to
enter new markets, launch new business activities and unlock new value chains.
These core competences are based on a combination of customer segment and
business proposition in which Fortis is a recognized expert and/or market leader.
Examples are consumer finance and postal banking in Retail Banking; Asset
Management; Energy, Commodities & Transportation in Merchant Banking; and
the rolling out of our banc assurance model in Insurance. The opportunities we
have identified worldwide will act as growth engines, bringing the core skills and
expertise we have developed in the Benelux countries – all of which have a proven
track record – to new customer segments and new markets. This is essentially how
we plan to propel Fortis to the next stage of development.
Thirdly, we will continue to pursue external growth by making smart add-on
acquisitions within strict investment criteria. Examples are O’Connor & Co.,
Dryden Wealth Management, Dominate, Cinergy Marketing & Trading and Pacific
Century Insurance. The most recent acquisition of selected activities of ABN
AMRO can be described as truly transformational. The move will allow us to
accelerate the growth strategy we launched in 2005, underlining our position as
one of Europe’s most dynamic and sustainable financial services providers.
This historic acquisition sets the stage for an exciting future for Fortis. We can
look forward to solid long-term growth prospects in a number of selected
businesses. The deal will bolster our Benelux core competences and it will give us
the opportunity to leverage our capabilities in banc assurance. The transaction will
also fuel international wealth management as a growth engine, operating within a
single integrated network with a large European footprint and a strong Asian
growth platform. What’s more, the acquisition will transform us into a leading
asset manager. Based on how both companies have performed in the past, this
business’s combined product range achieves scale in core growth products.
The compelling strategic logic of the acquisition became even more evident during
the recent global credit crisis. These activities bring us additional distribution
power, increase our retail funding capacity and – most importantly – give us a
large and highly predictable earnings stream from our Benelux home market,
thereby lowering our risk profile. In other words, the transaction allows us to
accelerate our growth strategy, to stay true to our mission and to remain one of
Europe’s most dynamic and sustainable financial services brands.
Finally, our geographic priorities remain unchanged. We want to continue to grow
in our Benelux markets, to focus on Europe, and to grow selectively in North
America and Asia.
STRONG BRAND
Personal customers, entrepreneurs, institutional clients and companies all have dreams and
ambitions. They all want to prosper in life and/or business. Prosperity is about realising dreams,
ideas and plans. These are different for everyone. To realise dreams and ambitions, it takes some
thought, some planning and some encouragement. Any journey does. But it is absolutely worth
it, knowing that you are heading for a place you have always dreamed of, that you are on your
way.
Our ambition is to get you there. To be your financial partner, by your side, travelling with you
on the same course. A partner who multiplies your prosperity. Prosperity is about building,
managing and protecting your financial assets, so you need a banker and insurer who is forceful
with a heart. That is our way to growing profitably and to becoming a leading European financial
institution.
The Fortis brand strategy is derived from our business strategy and has been formulated within
the context of our brand history. It is aimed at creating one monolithic brand, one strong Fortis
brand that represents all our activities.
Importance of a brand
A brand exists in our minds. It is a network of associations that can vary widely from brand to
brand. Everyone makes his or her own associations. The goal of managing a brand is to create
more or less comparable networks of meaning from the individual associations of each person.
A brand is especially important when strategy and output depend highly on goodwill, which is
often the case in the (financial) services industry, because:
products cannot be judged at face value (intangible)
product quality is largely determined by people
customers only buy financial services when they are convinced that the provider is
credible
Brand history Although our group formally came into being in December 1990, it was not named until 13 July 1991.
Fortis is a Latin word meaning strong and determined.
he name is intended to reflect not only the group’s stability, strength and flexibility,
but also its experience and integrity. The name appears in the new logo.
COMPANY
PROFILE
Fortis Escorts Hospital is a name to
with when it comes to healthcare. It is a
known institution along the length and
breadth of the country with a cutting edge, multidisciplinary capabilities & state of the
art facilities. We aim to deliver medical care with the best of healthcare practices all over
India with competence and compassion.
The institution has today grown into a 246 bedded, super - Specialty hospital providing
primary to tertiary medical care in all departments of medicine. With a breathtakingly
modern and superbly functional ambience along with technically superior & high quality
competent Medicare, it epitomizes the future of medicine. The services of this leading
health care facility are sought by more than 100,000 patients every year.
Clinical excellence has been Fortis Hospital’s passion and forte all along, moreover we
have always pursued what is best for the patient. We have been able to attract world class
doctors who share this vision, helping us set up new benchmarks in clinical care.
Healthcare organizations around the world want to create environment that focus on
quality, safety and continuous improvement, and our endeavor is to provide unmatched
quality and safety throughout the stay in the hospital. Our clinical and administrative
teams have set very high standards in various areas to upgrade our processes of clinical
care and service delivery.
We are also first in the country to hold stringent ISO 9001-2000 status, and the first
hospital in Haryana to run comprehensive cardiac care program. It is also the first
hospital in Haryana to run DNB Program of post graduate medical education in various
special
Moreover we are also approved for institutions like ECHS , CGHS , Public
sector companies and Insurance companies along with various government
and private corporate.
With a vision to provide quality healthcare and excellence, we strive to deliver
the best of healthcare which is second to none…………..
Fortis Hospital Faridabad offers some key super specialties like:-
1. Cardiac Sciences
2. Critical Care
3. Neuro Sciences
4. Orthopedics
5. Renal Sciences
6. Trauma & Emergency
7. Gastroenterology
Other Specialties:- Anaesthesiology,Cosmetic & Plastic Surgery, Critical Care,
Dentistry, Dermatology, Dietetics, Endocrinology, ENT, GI Surgery, Medicine,
Minimal Access Surgery, Nephrology, Neurology, Obstetrics & Gynecology,
Oncology, Ophthalmology, Pediatrics’, Pain Clinic, Physiotherapy, Psychiatry &
Psychology, Pulmonology
Facilities
Inauguration of 8-8 OPD
Availability of 24 x 7 Cardiologists
24 hrs. Ambulance
24 hrs. Ambulance service is always on call.
OT
The hospital has ultra modern operation theatres to support the needs of the
patients. The laminar air conditioning system in the theatre enhances filtration
levels, thereby increasing sterility. The wide range of OT equipments includes C-
arm, Laparoscopy, Anesthesia, Ventilators, Data scope etc.
Imaging and diagnostics
Sophisticated technology is vital to the delivery of quality healthcare, and we at
Fortis offer the latest diagnostic services. Routine x-ray and other special
radiological investigations are performed on two 800mA image intensifiers.
Three ultrasound machines are available for round the clock abdominal,
obstetrics, peripheral and small – parts ultrasound including colour and power
Doppler. Facilities for interventional ultrasound and bedside x-ray/ ultrasound are
also available.
Laboratory and Blood Bank
The clinical laboratory at the hospital provides a complete range of investigations
including hematology, biochemistry, immunology, histopathology, bacteriology,
cytopathology, etc under strict quality control checks. Automation is the motto.
Hospital commenced operations as a diagnostic centre in 1982 and became a
246-bed multispecialty facility in 2003.
We have various categories of beds:-
Private Rooms.
Semi Private Rooms.
General Wards.
ICU.
Emergency.
PREVENTED KEY FACILITY
At Fortis Escorts hospital we believe in holistic care , starting from prevention to
cure . We have very well designed comprehensive and preventive health
packages for executives as well as for general population, including an array of
blood tests, X rays, ultrasound , TMT , ECG, Pulmonary function test , Eye and
Dental check up.. An extensive computer network which enables doctors to
access the latest medical information from anywhere in the world for preventive
and therapeutic advice and life style changes.
We have several preventive health check programs like: -
Primary Health Check up
Special Health Check up
Executive Health Check up
Cardiac Health Check
Cancer Screening
Well women check up
Important Guidelines
1. Please report at the OPD Reception (Ground Floor) by 9.00 a.m.
2. You should have fasted overnight (12 hours). Avoid alcohol and non-vegetarian food
at dinner the previous night.
3. At the time of reporting, please let us know if you are a diabetic, cardiac patient or
suffer from any other ailments.
4. Please carry all your prescriptions and reports if under any treatment. Also carry your
spectacles.
5. Refreshment will be provided at the hospital during the package.
6. Please wear comfortable clothes and footwear as you would be required to change
into hospital clothes frequently.
REVIEW OF
LITERATURE
INTRODUCTION
Fortis Healthcare Limited is one of the leading chains of Hospitals in India which
are benchmarked to International standards - achieving quality through the
relentless adherence to the protocols observed in some of the world's leading
hospitals.
Objective of the Study:- The objective in behind of this project is get to know that
how a big organization being established and calculate the attrition rate.
Scope of the Study:- The scope in behind of this project is, In healthcare Industry;
how we signify the department and categorized the attrition and differentiate the rate.
Introduction of Fortis Escorts Hospital: - Every entity, human or corporate, has a
hallmark, a signature that identifies it.
The Fortis logo defines very PERSONA that is “Handel with Care”
Hospital Profile: - Hospital profile is depend upon the Number of bedded, Which
super specialties did that hospital has provide, Accreditation of the hospital.
Methodology: - Methodology signifies that what methods we have used in our
Research.
Data Analysis: - Analysis of data signifies that which method we have used in our
research is appropriate or not. That the data is come out by our project is totally up to
mark or not.
Recommendation: - It means that while preparing or at collecting time what loose
points we have found that we were recommend for the further processing.
Conclusion: - It is the final step which shows the final result of the report.
Safety Policy
The safety of all patients is the primary responsibility of all Fortis employees.
The safety of facility, assets & the environment is important to ensure the provision of
quality services.
Highest levels of comfort should be maintained by ensuring occupational safety so that
effective & efficient healthcare practices are followed.
SAFETY CODES USED A
Code Blue : Individual Disaster
Code Grey : Internal Disaster
Code Red : External Disaster
Code Pink : Infant Abduction
Code Purple : Likelihood of physical altercation
Quality Policy
We Pledge to set & practice world class healthcare through an effective Quality Management
System to ensure that our patients experience ‘TOTAL HEALTH CARE’.
Fire Safety Plan
Main purpose of fire safety plan is to establish method of systematic, safe and orderly
evacuation of the hospital building of its occupants in case of fire or other emergency.
R RESCUE
A ALARM
C CONFINE
E EVACUATE
STANDARD POLICIES
Fortis has the following important policies:
Grievance Policy.
Sexual Harassment Policy.
Leave Policy.
Disciplinary Policy.
Business Travel Policy.
Pre-employment Health Check-Up.
Training and Development Policy.
Credentialing and Privileging Policy.
Performance Management Policy.
Local Conveyance Policy.
MEDICAL WASTE MANAGEMENT
SI.
NO.
Bag color Waste Disposal/ Treatment Area of
collection
1 Yellow Human Tissues/
blood & body fluids
Incineration All
2 Red Plastics/ lV Tubings Incineration shred All
3 Black General waste Direct Disposal All
4 Blue Unbroken
Glassware/ Vials
Autoclave/ shredding/ Recycle All
RESEARCH
METHODOLOGY
INTRODUCTION
Research methodology is a tool that helps in investigation or inquiry to gain new knowledge. The
research process or the steps undertaken is as follows.
The project titled procedures & documentation of Human Resource consultancy. Is clearly
defined & based on systematic research design to meet the objectives of the study. The logical
analysis of various aspects of the data is made to arrive at the results of the study.
Research is an active, diligent and systematic process of inquiry in order to discover interpret or
revise facts, events behaviors, or theories or to make practical application with the help of such
facts, laws or theories. The term “research” is also used to describe the collection of information
about a particular subject.
A research design is a specification of methods and procedures for acquiring the information
needed. It is overall operation pattern and the framework of the project that stipulates what
information is to be collected from which source and by what procedure.
The research design undertaken for the study was an exploratory one. The reason for using an
exploratory research method was to obtain qualitative data and also since the nature of study is as
such that it required the exploration of various aspects within and outside the company.
The research process includes the following steps:
Defining the problem.
Statement of research objectives.
Planning the research design.
Planning the sample.
Collection of data.
Analyzing the data.
Formulation of conclusion.
Preparation of the report.
TYPES OF RESEARCH
Exploratory Research
Descriptive Research
Types of Research
Exploratory Research Descriptive Research
Exploratory Research
It is done to generate new ideas; respondents should be given sufficient freedom to
express themselves. It is generally based on secondary data that are readily available. Therefore
unable to frame detailed research questions.
Descriptive research
It is undertaken when researcher is interested in knowledge the characteristics of
certain groups such as age; sex; educational level; occupation or income; interested in knowledge
the proportion of it in a given population who have behaved in a particular manner; making the
projections of a certain things; or determining the relationship between two or more variables,
descriptive study may be necessary.
DATA COLLECTION METHOD:
Data collection methods can be classified into two methods:
1. Primary methods
2. Secondary methods
DATA COLLECTION METHOD
Primary Methods Secondary Methods
Data collection
Primary data collected through questionnaires.
Secondary method
PRIMARY METHODS
Data directly colleted by a researcher is known as Primary Data.
The methods used for collecting primary data may be:
1. Survey.
2. Observation.
Sources of primary data
Interview methods
Depth interviews
Mail interviews
Telephone interviews
Delphi technique.
Projective technique
Focus group interviews
Questionnaire
Structured
Unstructured
Semi-unstructured
SECONDARY METHODS:-
Data not originally collected for use in the research project under consideration, but
rather for use by some other person or for some other project are termed
Secondary Data -
1. Internal Sources
2. External Sources
Sources of secondary data
Internal Sources External Sources
Sales records
Credit records
Internal records
Published Commercial
Directories Demographic
Periodicals data
Financial records Store audit
Statistical records Diary panel
Advertising Explosive
RESEARCH DESIGN: -
It is a type of blueprint prepared developing on various types of blueprints available for the
collection, measurement & analysis of data. The design of a research study is based on the
purpose of the study.
Types of research design
Qualitative Research Design.
Quantitative Research Design.
RESEARCH METHODOLOGY ADOPTED
Research design- Quantitative and Qualitative
Sampling plan-
1. Sample method- Probability Sampling
2. Sample size- 50
Sampling design- Cluster and Area Sampling
Sources of data: Data collected by me is 60% secondary and 40% primary.
The research methodology used was exploratory research with the help of survey method.
Primary data collected by personally visiting different people from different walks of life and
gathering information about the leading insurance players for example LIC, Max New York Life
Insurance, Bajaj Allianz, Birla Sun life and HDFC SLIC
Gathering information by visiting branches offices of different companies.
Recruiting agents: by making phone calls to people of different profile and giving
business opportunity to join various insurance companies as advisor/agent.
The Research Methodology is Exploratory Research Methodology and various
steps adopted while working on the project:-
Understanding the organizational structure of Fortis Escorts Hospital through
various primary sources.
Understanding the various HR policies of the company such as Recruitment,
Manpower Planning, Training and Development policy etc.
Collection of manpower data from all the departments in Fortis.
Preparing graphs on the basis of collected data to make the study more
comprehensible.
Objective of Study
To understand the recruitment and selection process of FORTIS EXCORTS HOSPITAL
To find the various Sources and Techniques of recruitment and selection process at
FORTIS ESCORTS HOSPITAL.
To focus on importance of recruitment and selection process how it helps to achieve organizational
objectives
SCOPE OF THE
STUDY
The cost of Attrition
It is clear that there are massive costs associated with attrition or turnover and, while some of
these are not visible to the management reporting or budget system, they are nonetheless real.
The ‘Rule Of Thumb’ appears to be very inaccurate indeed and, while it depends upon the
category of staff, it is probably better to estimate around 80% of salary as a true rule of thumb –
and this will be on the conservative side.
It means that if a company has 100 people doing a certain job paid 25,000 and that turn over or
attrition is running at 10%, the cost of attrition is:
(Total staff x attrition rate %) x (Annual salary x 80%)
100 staff at 10% attrition means 10 people leave and are replaced each year.
A replacement cost of 80% of a salary of 25,000 means the cost of each replacement is
20,000
The cost of turnover is therefore 10 x 20,000 or 2,00,000 a year.
The on cost to the overall salary bill is 8%.
The impact of employee attrition on company performance is often understand by organizations
and by the time they realize its true impact the disaster is already done. The cost of turnover can
be calculated using some basic organizational parameters.
Determining the cost of attrition is the first step in the processing of developing the management
plan to deal with the problem.
There are four major components to consider when getting your arms around the costs associated
with attrition:
1. HR administration,
2. Rehiring,
3. Training, and
4. Loss of productivity.
HR ADMINISTRATION Exit interview for departing employee.
Set up of new employee in HR or payroll
system.
Establishing computer and security
passwords for new employee.
Identification cards
Telephone hookup.
Establishing e-mail account.
Leasing of other equipment.
TRAINING Orientation materials
Position-specific materials.
Wages of new employee while in training.
Wages of instructor(s)
REHIRING Advertisements.
Internet postings.
Internal recruiter’s time to source and screen
candidates.
Hiring manager’s time to interview
candidates.
Placement agency fees.
Drug screening and background checks.
Skills assessment.
LOSS OF PRODUCTIVITY Zero productivity while a seat is empty.
Zero production while the new employee is
in training.
Diminished production while a new
employee moves up the learning curve.
ATTRITION IN FORTIS
As it clear from the following graph the attrition rate is showing an increasing trend for the four
consecutive years. Though the attrition rate during the financial years 2009-10 and 2010-11 can
be considered very normal and healthy, but a sudden jump from 8.10% to 13.08% is alarming.
Attrition for the year 2009-10 has been analyzed on the basis of following parameters:
Analysis of attrition rate Level Wise and Year Wise.
LEVEL 2006-07 2007-08 2008-09 2009-10
ASUP to DVM 3.7% 9.5% 8.1% 13.1%
GET to DVM 5.0% 11.2% 10.7% 15.8%
L11 to DVM 4.8% 11.8% 10.5% 16.0%
L11 to MGR 5.20% 13.5% 11.2% 17.0%
GET 10.5% 5.6% 12.5% 12.5%
ASUP to DVM
GET to DVM
L11 to DVM
L11 to MGR
GET
3.70%
5.00%
4.80%
5.20%
10.50%
9.50%
11.20%
11.80%
13.50%
5.60%
8.10%
10.70%
10.50%
11.20%
12.50%
13.10%
15.80%
16.00%
17.00%
12.50%
Chart Title2009-10 2008-09 2007-08 2006-07
Although attrition is concern for any industry but for any employer like Fortis Escort Hospital
and Research Center Ltd. it becomes a major concern not because of the reason that it cannot
attract more employees but because of the value it had added to its employees and vise versa.
FORTIS spends huge amount of resources on the training and development of their employees.
Observation:-
There has been an increase of 4.98% in the attrition rate of worker to DVM in2007-08 as
compared to the previous year. It is 13.08%for 2007-08
There has been an increase of 5.09% in the attrition rate of GET to DVM in 2007-08 as
compared to the previous year. It is 15.79% for 2007-08.
There has been an increase of 5.5% in the attrition rate of L-11 to DVM in 2007-08as
compared to the previous year. It is 16% for 2007-08.
There has been an increase of 5.8% in the attrition rate of L11 to MGR in 2007-08 as
compared to the previous year. It is 17% for 2007-08.
There has been no change in the attrition rate of GET is 2007-08 as compared to the
previous year. It is 12.50% for 2007-08 as well as for the previous year.
COMPANY SPECIFIC REASONS FOR EXITS AT FORTIS
To find out company specific reasons for exit and resignation in FORTIS, exit interview forms
have been analyzed extensively. There were some company specific reasons for dissatisfaction
among exiting employees. They can be divided into various sub heads like:-
Job Content
Career Growth
Compensation and Benefits
Performance Management System
Work Culture
Personal Reasons
Communication
Policies and System
Human resource utilization not commensurate with respective experience and qualification
(e.g.:- Employees with an engineering degree and MBA+ Engineering degree are doing the same
work). Low emphasis on innovation and creative work. Employees have excess job
responsibilities due to dearth of people. Repetitive work is given to employees. Lack of Job
empowerment and delegation.
Healthcare
Fortis Healthcare is engaged in providing the latest in internationally recognized medical care to
patients with a variety of ailments and medical conditions.
Our Network consists of Super Specialty Hospital Hubs that concentrate on one or more
specialties. These hospitals are interconnected to a larger network of multi-specialty hospitals
that ensures patient access to expert care for any specialty.
This unique network architecture provides expert care to our patients and a level of confidence in
receiving the latest medicine has to offer.
Research
In our efforts to provide quality medical and compassionate care we, at Fortis Healthcare,
understand that medical research is as much a part of the process of curing.
Symbiotically linked to Ranbaxy - India's largest pharmaceutical company - we are interested in
the field of medical research.
Fortis Healthcare is committed to encouraging and conducting medical research with societal rewards
and benefits. If you would like to make a proposal, please contact us at
LIMITATIONS OF THE STUDY
While analyzing the exit interview forms I noticed that some of the forms are partially
filled due to which I was not able to get comprehensive information.
Some exit interview forms were not filled qualitatively.
The information and experiences furnished by exiting employees may be influenced by
personal biases.
Sometimes the exiting employee is reluctant to give a fair view point on certain issues or
they find the issues too personal to share.
There were very few exits from certain departments and during analysis only their
individual views could be taken into account.
There were certain departments from where there have been many exits but either there
were no or very few exit forms available for study therefore it was not possible to analyze
the whole department from those few exit forms.
While providing suggestions and recommendations the dissatisfaction of the exiting
employees on certain policies have been taken into account, aii the suggestions and
recommendations may not be valid because certain policies may have been changed
already.
DATA ANALYSIS
AND
INTERPRITATION
The source of Data collection is PRIMARY SOURCE AND SECONDARY SOURCES
PRIMARY SOURCE includes:
Visiting different departments and meeting Head of Department and collecting the data.
SECONDARY SOURCE includes:
DATA
Monthly Report
Q1 How many Doctors are resigned?
Band Number
W Band 10
X Band 3
Y Band 1
10
3
1
Number
W BandX BandY Band
This graphs shows that in a year how many doctors was resigned, according to band.
Q2 What all are the reason behind attrition?
Reson Number
Personal Reason 2
Better Opportunities 8
Higher Studies 4
2
8
4
Reason Of Attrition
Personal ReasonBetter OpportunitiesHigher Studies
2% of the employees said Personnel Reason, 8% Better Opportunities and 4% Higher Studies.
Q3 What are the ratio of attrition in a year?
Total Exit Ratio
Doctors 69 14 0.30%
Staff 89 25 0.60%
Technician 50 4 0.10%
Nurses 325 84 2%
Total 533 127 3%
DoctorsStaff
TechnicianNurses
0
50
100
150
200
250
300
350
TotalExit
90% employees agree that hospital fulfills the requirement of every department
Q4 Is manpower skilled, unskilled or semi-skilled?
Almost all employees are skilled. Only 2% are unskilled.
Q5 What is the division of manpower regarding regular, contractual and union employees?
regular 589
contractual 352
union 36
78%
20%2%
skilledsemiskilledunskilled
Risk management is keyFortis Bank is a leading Benelux-based financial services provider. Since its
inception, Fortis has grown considerably through organic growth as well
as through strategic acquisitions. Risk management has played a significant role in this
expansion. This key support function has helped foster sound development across both business
units and various national boundaries. Asset and liability management (ALM) is part of the
investment department. It focuses on managing structural risks in interest rates, equity, and
liquidity in order to optimize risk versus return. Assessing such risks calls for clear and detailed
reporting. However, it had reached the point where this was becoming ever more complicated
within Fortis Bank.
Setting the basis for frequent risk reportingFortis Bank’s widespread activities have created a very complex inflow of information. “Market
data, product descriptions, cash flow data, and other necessary information reached us from
various sources and in different formats,” explains Benny Degraeuwe, Head of Asset and
Liability Management at Fortis Bank. “Making an ALM risk report based on such
heterogeneous information proved to be a very time consuming task that limited us to ad hoc
regular contractual union0
100
200
300
400
500
600
700589
352
36
Series1
reporting. But management expects ALM reports regularly, on a monthly basis, taking into
account all optional features of different products. To adhere to this call for transparency and
completeness we needed a new and improved ALM risk management system. One that is
equipped with a reporting tool that gathers all
necessary data and that enables us to create risk reports for all assets and liabilities, both
consolidated and per entity.”
Improved efficiency with a robust reporting tool“We immediately contacted SAS,” Benny Degraeuwe continues. “We have wide experience
with SAS within the bank and have excellent internal support for its software. But more
importantly, the SAS ALM solution has a modular structure, making it easy to expand the
system with new modules. SAS also enables multitasking - information from various sources
can be processed in parallel. In addition, SAS is extremely user friendly. For instance, compared
to the previous ALM risk management system, the user/analyst no longer needs to program in a
code to tailor an interest rate.Risk report. All of these characteristics combine to create a robust
system with reliable performance.”
Working in parallel with constantly updated dataSAS ALM also adds flexibility to the application. It is a perfect combination, according to
Benny Degraeuwe. “Our first ALM risk management system could only be used by one person
at a time. Today, multiple users can make various reports simultaneously. Each user is
guaranteed up-to-date information at any time. Needless to say, the new system frees up an
enormous amount of time.”
More time for structural risk analysisSAS brings vast efficiency to the ALM reporting process. Today, ALM employees at Fortis
Bank only need a few mouse clicks to generate such things as a duration or a value-at-risk
report. “The system collects all of the necessary data, applies the correct calculation method,
and presents the user with a transparent report. And there is more. All information is easily
exported to, for instance, Excel where we can perform additional analyses,” says Benny
Degraeuwe. “Thanks to such improvements, we now have more time available for thoroughly
analyzing and interpreting the data itself.”
Users convinced from the startInitially, the users were reluctant to change from the ALM reporting system they were used to.
After the project was concluded, however, all analysts were very enthusiastic about the
application. “During the project, the users were closely involved in the various testing phases,”
notes Benny Degraeuwe. “The combination of full documentation and training sessions
presented by the SAS project staff ensured that all users developed a thorough insight into how
the system functions. This has greatly improved their confidence in the system. They are
convinced that the new solution provides them with all the accurate information they require.
And this in a user friendly and efficient manner.”
Prepare for the futureToday, the consolidated ALM risk reporting application generates reports on the valuation and
risks attached to all assets and
liabilities of Fortis Bank. This can be carried out using current market conditions as well as
various stress tests. “Currently, this information is only accessible for ALM employees at Fortis
Bank Brussels. But in the future, the tool will also be applicable across national boundaries. It is
easily expanded, giving all ALM employees access to up-to-date ALM information - anytime,
anywhere,” asserts Benny Degraeuwe.
A. Departmental Objectives:
1. To ensure availability and retention of quality talent to meet the organization goals and
objectives.
2. To promote a culture of achievement and excellence with emphasis on Integrity,
attitude, credibility and quality.
3. To enhance the competence of human resource to deliver Fortis quality healthcare in
the Fortis Way.
4. To develop Business Leaders for tomorrow.
5. To shift from support group function to strategic partner in business operations.
B. Functions of the Department
Training: Overall growth and development of the employees, functional training, handling projects
like FAP.
C. Departmental Structure (Unit)
D. Interdepartmental Coordination
All departments
This detailed Report provides an Earnings and Dividends history for Escorts Finance Limited.
Tabular results include up to a ten-year history of "as reported" Earnings per Share and
Dividends per Share plus a calculation of the amount of earnings paid out over the year in
dividends (i.e. Payout Ratio). Earnings and Dividends are presented on both a Quarterly and
Annual basis. An annual Percent Change factor is calculated for both Earnings and Dividends.
Escorts Finance Limited. The Company's principal activity is to provide hire purchase
financing, leasing, investments, corporate loans, IPO funding, venture capital and bills
discounting services
Layout and Content of a Typical Report
RECOMMENDATIONS
Attendance system is rigid. Card punching to be made flexible at least for executives
and above depending on the job nature and extended working hours.
FORTIS management at all levels should try to understand its employee’s capabilities,
give up favoritism and vindictiveness.
Clearly define and review roles and responsibilities of each individual each quarter.
More attention should be given to GETs and new joinees especially after joining a
division and timely feedback should be taken.
Office timings should be flexible. Alternate Saturdays should be a holiday.
Build self confidence in individuals.
Clearly define and review roles and responsibilities of each individual each quarter.
Treats employees like Customers.
Senior Management to communicate with there employees on a regular basis to
understand their aspirations and expectations through formal and informal meetings and
to promote two- way communication.
Clearly defined Job Descriptions for all the employees in the company should be carried
out (Different for different level and bands.)
Consider both a person’s culture-fit and job-fit.
Job content to be aligned with qualification and experience of the people.
More focus to be given to job empowerment and delegation.
Every level should have clear cut responsibilities and this should change with a change
in level.
There should be a check mechanism on the competency and knowledge level of
employees.
Training for people in the field should be made mandatory as it leads to self
development.
FORTIS should have a Fast Track Promotion scheme according to the performances of
the employees.
Identifying the right training for the right person.
Mentoring and handholding new recruits in order to help them stabilize and in turn
retain them.
Salary revisions to be more competitive and aggressive as we are loosing people to
various sectors. Being the leader in the auto sector, others to benchmark FORTIS.
Promoting two way communications through various forums by Top and Senior
Management is the need of the hour.
A clear and transparent understanding of the salary Structure to be provided to all the
new joiner as well as the laterals and the existing employees.
Initiate HR policies aimed to retain people.
Support HR initiatives aimed at retaining people.
Functions need to be valued and appreciated with in and out side the division for
motivating its employees.
HR should interact with regional offices; it will help employees to understand the
company and its activities.
There should be accountability attached to the reporting officer in cases where in the
subordinate are dissatisfied.
CONCLUSION
CONCLUSION
A stiff competition among the play back players in the Hospitality Line or
Medical Sector.
People have show there efforts or preferences towards there performance and there job.
Lots of people are drawn towards the Hospitality Line because it’s a safety line for all
and give a chance to interact with lots of people.
Many people are left there jobs also but its not mean that this line is insecure. They left
because of growth
Fortis Attrition Analysis will teach us that maximum attrition of the people will provide
good growth in group.
Human Resource policies are focused on the better retention of the people.
Slow career growth, for the initial two to three years, due to this maximum attrition is
seen in employees with less then 4 years of experience in Fortis.
Always be a clear and transparent understanding of the salary structure to be provided to
all the new joinees as well as the existing employees
BIBLIOGRAPHY
Human resource management— K. Ashwathappa.
Personnel management—Arun Monappa and Saiyaddin.
www.fortishealthcare.com.
www.google.com.
www.wikipedia.com.
Orientation and manual, Escorts Hospital and Research Center Limited.
APPENDICES
QUESTIONNAIR:-
Q1 How many Doctors are resigned?
Band Number
W Band 10
X Band 3
Y Band 1
Q2 What all are the reason behind attrition?
Reson Number
Personal Reason 2
Better Opportunities 8
Higher Studies 4
Q3 What are the ratio of attrition in a year?
Total Exit Ratio
Doctors 69 14 0.30%
Staff 89 25 0.60%
Technician 50 4 0.10%
Nurses 325 84 2%
Total 533 127 3%
Q4 Is manpower skilled, unskilled or semi-skilled?
Almost all employees are skilled. Only 2% are unskilled.
Q5 What is the division of manpower regarding regular, contractual and union employees?
78%
20%2%
skilledsemiskilledunskilled
regular 589
contractual 352
union 36