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Recruitment & Selection Trends in FEHJ OVERVIEW Fortis Escorts Heart Institute, formerly known as Escorts Heart Institute and Research Center, a pioneer in the field of fully dedicated cardiac care facility in India is a Fortis (Fortis Healthcare Ltd.) network hospital. Fortis Healthcare Ltd is the fastest growing hospital network in India. Fortis Healthcare, led by the vision of late Dr. Parvinder Singh of creating an integrated healthcare delivery system in India acquired Escorts Heart Institute and Research Centre Ltd. in 2005. Established in 1988, Escorts celebrated 22 years of Cardiac excellence last year. Fortis Escorts Heart Institute has set benchmarks in cardiac care with its path breaking work over the past 22 years. Today, it is recognized world over as a centre of excellence providing the latest technology in Cardiac Bypass Surgery, Minimally Invasive Surgery (Robotics), Interventional Cardiology, Non-invasive Cardiology, Pediatric Cardiology and Pediatric Cardiac Surgery. The hospital is backed by the most advanced laboratories performing complete range of investigative tests in the field of 1

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OVERVIEW

Fortis Escorts Heart Institute, formerly known as Escorts Heart Institute and Research

Center, a pioneer in the field of fully dedicated cardiac care facility in India is a Fortis

(Fortis Healthcare Ltd.) network hospital. Fortis Healthcare Ltd is the fastest growing

hospital network in India.

Fortis Healthcare, led by the vision of late Dr. Parvinder Singh of creating an integrated

healthcare delivery system in India acquired Escorts Heart Institute and Research

Centre Ltd. in 2005. Established in 1988, Escorts celebrated 22 years of Cardiac

excellence last year.

Fortis Escorts Heart Institute has set benchmarks in cardiac care with its path breaking

work over the past 22 years. Today, it is recognized world over as a centre of excellence

providing the latest technology in Cardiac Bypass Surgery, Minimally Invasive Surgery

(Robotics), Interventional Cardiology, Non-invasive Cardiology, Pediatric Cardiology and

Pediatric Cardiac Surgery. The hospital is backed by the most advanced laboratories

performing complete range of investigative tests in the field of Nuclear Medicine,

Radiology, Biochemistry, Haematology, Transfusion Medicine and Microbiology.

Fortis Escorts Heart Institute has a vast pool of talented and experienced team of

doctors, who are further supported by a team of highly qualified, experienced &

dedicated support staff & cutting edge technology like the recently installed Dual CT

Scan. Currently, more than 200 cardiac doctors and 1600 employees work together to

manage over 14,500 admissions and 7,200 emergency cases in a year. The hospital

today has an infrastructure comprising of around 272 beds (it currently enjoys 100%

occupancy rate), 5 Cath Labs besides a host of other world-class facilities.

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ACCREDITATIONS

Joint Commission International, USA

Fortis Escorts is a Joint commission international (JCI) accredited hospital.

JCI is the highest global accreditation body to recognize hospitals adhering

to patient care and safety norms. The receiving of the JCI accreditation is a vindication

of our excellence in medical services and the care we provide to each of our patients.

(Effective February 20, 2010)

NABH

National Accreditation Board for Hospitals & Healthcare Providers (NABH) is a

constituent board of Quality Council of India, set up to establish and operate

accreditation programme for healthcare organizations. The board is structured to cater to

much desired needs of the consumers and to set benchmarks for progress of health

industry.

Fortis Escorts is proud to announce the comprehensive NABH Accreditation

(Effective June 16, 2008)

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NABH (Blood Bank) Accreditation 

Blood is a Drug which has to be administered with great caution.This life saving elixir

can save lives but can also prove fatal for the recipient.

Effective Quality assurance is essential to ensure transfusion of safe,high quality blood

and its components.

National Accreditation Board for Hospitals and Healthcare providers(the highest quality

assurance wing of Quality Counsel of India) ,after a thorough check of processes and

procedures being practiced at EHIRC Blood Bank appreciated the high standards  being

maintained and were pleased to grant NABH accreditation.The Blood Bank was

amongst the first few in the country to achieve this honour.To ensure the  highest safety

of blood the blood bank carries out Leukodepletion on all the blood donated at this

centre and tests the blood by NAT Technology,the highest disease markers test

available in the world, in addition to mendatory regulatory requirements of testing.

(Effective January 28, 2009)

International Organization for Standardization (ISO) 9001:2000 Certification

Fortis Escorts has been certified by ISO 9001:2000 ensuring compliance across multiple

criteria including improved patient satisfaction, effective Quality Management System,

efficient management of our processes and continuous improvement of the system.

(Effective Feb 17, 2009)

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Superbrand 2008 Award

Fortis Escorts Heart Institute - Honoured with Superbrand 2008 Award

Regional Director, Mr. Ashish Bhatia receives a Superbrand Award from Shri L K

Advani, Former Deputy Prime Minister and Leader of the Opposition and was the Chief

Guest for the Award Cermony in the evening held at Ashoka Hotel, Chanakyapuri.

The ‘Superbrand’ is a concept that evolved in the UK in 1993. Superbrand India was

launched in December 2002. The 1st edition of Business Superbrand India was out in

September 1995. An independent panel of judging experts called the Brand Council

awards the Superbrand status. The people of the panel represent the finest brand

management practices in the country. Each member has outstanding records of creating

and nurturing brands. Every country has its own jury. A Superbrand is one, which has

established the finest reputation in its field. It offers customers significant emotional

and/or tangible advantages over its competitors, which (consciously or sub-consciously)

customers want and recognize.

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Nature of the Industry

Combining medical technology and the human touch, the healthcare industry

diagnoses, treats, and administers care around the clock, responding to the

needs of millions of people—from newborns to the terminally ill.

Industry organization. About 595,800 establishments make up the

healthcare industry; they vary greatly in terms of size, staffing

patterns, and organizational structures. About 76 percent of healthcare

establishments are offices of physicians, dentists, or other health

practitioners. Although hospitals constitute only 1 percent of all

healthcare establishments, they employ 35 percent of all workers

(table 1).

Table 1. Percent distribution of employment and establishments in health services by detailed industry sector, 2008

Industry segment

Total

 

Ambulatory healthcare services

Offices of physicians

Home healthcare services

Offices of dentists

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Table 1. Percent distribution of employment and establishments in health services by detailed industry sector, 2008

Industry segment

Offices of other health practitioners

Outpatient care centers

Other ambulatory healthcare services

Medical and diagnostic laboratories

 

Hospitals

General medical and surgical hospitals

Other specialty hospitals

Psychiatric and substance abuse hospitals

 

Nursing and residential care facilities

Nursing care facilities

Community care facilities for the elderly

Residential mental health facilities

Other residential care facilities

SOURCE: BLS Quarterly Census of Employment and Wages, 2008.

The healthcare industry includes establishments ranging from small-town private

practices of physicians who employ only one medical assistant to busy inner-city

hospitals that provide thousands of diverse jobs. In 2008, around 48 percent of

non-hospital healthcare establishments employed fewer than five workers. In

contrast, 72 percent of hospital employees were in establishments with more

than 1,000 workers.

The healthcare industry consists of the following segments:

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Hospitals. Hospitals provide complete medical care, ranging from diagnostic

services, to surgery, to continuous nursing care. Some hospitals specialize in

treatment of the mentally ill, cancer patients, or children. Hospital-based care

may be on an inpatient (overnight) or outpatient basis. The mix of workers

needed varies, depending on the size, geographic location, goals, philosophy,

funding, organization, and management style of the institution. As hospitals work

to improve efficiency, care continues to shift from an inpatient to outpatient basis

whenever possible.

Nursing and residential care facilities. Nursing care facilities provide inpatient

nursing, rehabilitation, and health-related personal care to those who need

continuous nursing care, but do not require hospital services. Nursing aides

provide the vast majority of direct care. Other facilities, such as convalescent

homes, help patients who need less assistance. Residential care facilities

provide around-the-clock social and personal care to children, the elderly, and

others who have limited ability to care for themselves. Workers care for residents

of assisted-living facilities, alcohol and drug rehabilitation centers, group homes,

and halfway houses. Nursing and medical care, however, are not the main

functions of establishments providing residential care, as they are in nursing care

facilities.

Offices of physicians. About 36 percent of all healthcare establishments fall into

this industry segment. Physicians and surgeons practice privately or in groups of

practitioners who have the same or different specialties. Many physicians and

surgeons prefer to join group practices because they afford backup coverage,

reduce overhead expenses, and facilitate consultation with peers. Physicians and

surgeons are increasingly working as salaried employees of group medical

practices, clinics, or integrated health systems.

Offices of dentists. About 20 percent of healthcare establishments are dentist's

offices. Most employ only a few workers, who provide preventative, cosmetic, or

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emergency care. Some offices specialize in a single field of dentistry, such as

orthodontics or periodontics.

Home healthcare services. Skilled nursing or medical care is sometimes

provided in the home, under a physician's supervision. Home healthcare services

are provided mainly to the elderly. The development of in-home medical

technologies, substantial cost savings, and patients' preference for care in the

home have helped change this once-small segment of the industry into one of

the fastest growing healthcare services.

Offices of other health practitioners. This segment of the industry includes the

offices of chiropractors, optometrists, podiatrists, occupational and physical

therapists, psychologists, audiologists, speech-language pathologists, dietitians,

and other health practitioners. Demand for the services of this segment is related

to the ability of patients to pay, either directly or through health insurance.

Hospitals and nursing facilities may contract out for these services. This segment

also includes the offices of practitioners of alternative medicine, such as

acupuncturists, homeopaths, hypnotherapists, and naturopaths.

Ambulatory healthcare services. This segment includes outpatient care center

and medical and diagnostic laboratories. These establishments are diverse

including kidney dialysis centers, outpatient mental health and substance abuse

centers, blood and organ banks, and medical labs that analyze blood, do

diagnostic imaging, and perform other clinical tests.

Recent developments. In the rapidly changing healthcare industry,

technological advances have made many new procedures and methods of

diagnosis and treatment possible. Clinical developments, such as infection

control, less invasive surgical techniques, advances in reproductive technology,

and gene therapy for cancer treatment, continue to increase the longevity and

improve the quality of life of many Americans. Advances in medical technology

also have improved the survival rates of trauma victims and the severely ill, who

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need extensive care from therapists and social workers as well as other support

personnel.

In addition, advances in information technology have a perceived improvement

on patient care and worker efficiency. Devices such as hand-held computers are

used record a patient’s medical history. Information on vital signs and orders for

tests are transferred electronically to a main database; this process eliminates

the need for paper and reduces recordkeeping errors. Adoption of electronic

health records is, however, relatively low presently.

Cost containment also is shaping the healthcare industry, as shown by the

growing emphasis on providing services on an outpatient, ambulatory basis;

limiting unnecessary or low-priority services; and stressing preventive care,

which reduces the potential cost of undiagnosed, untreated medical conditions.

Enrollment in managed care programs—predominantly preferred provider

organizations, health maintenance organizations, and hybrid plans such as point-

of-service programs—continues to grow. These prepaid plans provide

comprehensive coverage to members and control health insurance costs by

emphasizing preventive care. Cost effectiveness also is improved with the

increased use of integrated delivery systems, which combine two or more

segments of the industry to increase efficiency through the streamlining of

functions, primarily financial and managerial. These changes will continue to

reshape not only the nature of the healthcare workforce, but also the manner in

which healthcare is provided.

Various healthcare reforms are presently under consideration. These reforms

may affect the number of people covered by some form of health insurance, the

number of people being treated by healthcare providers, and the number and

type of healthcare procedures that will be performed.

Working ConditionsAbout this section

Recent developments. Average weekly hours of nonsupervisory workers in

private healthcare varied among the different segments of the industry. Workers

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in offices of dentists averaged only 27.4 hours per week in 2008, while those in

psychiatric and substance abuse hospitals averaged 35 hours, compared with

33.6 hours for all private industry.

Many workers in the healthcare industry are on part-time schedules. Part-time

workers made up about 20 percent of the healthcare workforce as a whole in

2008, but accounted for 37 percent of workers in offices of dentists and 32

percent of those in offices of other health practitioners. Many healthcare

establishments operate around the clock and need staff at all hours. Shift work is

common in some occupations, such as registered nurses. It is not uncommon for

healthcare workers hold more than one part-time job.

Work environment. In 2008, the incidence of occupational injury and illness in

hospitals was higher than the average for private industry overall. Nursing care

facilities had an even higher rate.

Healthcare workers involved in direct patient care must take precautions to

prevent back strain from lifting patients and equipment; to minimize exposure to

radiation and caustic chemicals; and to guard against infectious diseases. Home

care personnel and other healthcare workers who travel as part of their job are

exposed to the possibility of being injured in highway accidents.

EmploymentAbout this section

As one of the largest industries in 2008, healthcare provided 14.3 million jobs for

wage and salary workers. About 40 percent were in hospitals; another 21 percent

were in nursing and residential care facilities; and 16 percent were in offices of

physicians.

Healthcare jobs are found throughout the country, but they are concentrated in

metropolitan areas.

Occupations in the IndustryAbout this section

Healthcare firms employ large numbers of workers in professional and service

occupations. Together, these two occupational groups account for 76 percent of

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jobs in the industry (table 2). The next largest share of jobs, 18 percent, is in

office and administrative support. Management, business, and financial

operations occupations account for only 4 percent of employment. Other

occupations in healthcare made up only 2 percent of the total.

Professional occupations, such as physicians and surgeons, dentists, registered

nurses, social workers, and physical therapists, usually require at least a

bachelor's degree in a specialized field or higher education in a specific health

field, although registered nurses also may enter through associate degree or

diploma programs. Professional workers often have high levels of responsibility

and complex duties. In addition to providing services, these workers may

supervise other workers or conduct research. Some professional occupations,

such as medical and health services managers, have little to no contact with

patients.

Health technologists and technicians work in many fast-growing occupations,

such as medical records and health information technicians, diagnostic medical

sonographers, radiologic technologists and technicians, and dental hygienists.

These workers may operate medical equipment and assist health diagnosing and

treating practitioners. These technologists and technicians are typically

graduates of 1-year or 2-year postsecondary training programs. Service

occupations attract many workers with little or no specialized education or

training. For instance, some of these workers are nursing aides, home health

aides, building cleaning workers, dental assistants, medical

assistants, andpersonal and home care aides. Nursing or home health

aides provide health-related services for ill, injured, disabled, elderly, or infirm

individuals either in institutions or in their homes. By providing routine personal

care services, personal and home care aides help elderly, disabled, and ill

persons live in their own homes instead of in an institution. With experience and,

in some cases, further education and training, service workers may advance to

higher-level positions or transfer to new occupations.

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Each segment of the healthcare industry provides a different mix of wage and

salary health-related jobs.

Hospitals. Hospitals employ workers with all levels of education and training,

thereby providing a wider variety of opportunities than is offered by other

segments of the healthcare industry. About 28 percent of hospital workers are

registered nurses. Hospitals also employ many physicians and surgeons,

therapists, and social workers. About 21 percent of hospital jobs are in a service

occupation, such as nursing, psychiatric, and home health aides, or building

cleaning workers. Hospitals also employ large numbers of office and

administrative support workers.

Nursing and residential care facilities. About 63 percent of nursing and

residential care facility jobs are in service occupations, primarily nursing,

psychiatric, and home health aides. Professional and administrative support

occupations make up a much smaller percentage of employment in this segment,

compared with other parts of the healthcare industry. Federal law requires

nursing facilities to have licensed personnel on hand 24 hours a day and to

maintain an appropriate level of care.

Offices of physicians. Many of the jobs in offices of physicians are in

professional and related occupations, primarily physicians, surgeons, and

registered nurses. About 37 percent of all jobs, however, are in office and

administrative support occupations, such as receptionists and information clerks.

Offices of dentists. Roughly 35 percent of all jobs in this segment are in service

occupations, mostly dental assistants. The typical staffing pattern in dentists'

offices consists of one dentist with a support staff of dental hygienists and dental

assistants. Larger practices are more likely to employ office managers and

administrative support workers.

Home healthcare services. About 59 percent of jobs in this segment are in

service occupations, mostly home health aides and personal and home care

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aides. Nursing and therapist jobs also account for substantial shares of

employment in this segment.

Offices of other health practitioners. About 42 percent of jobs in this industry

segment are professional and related occupations, including physical therapists,

occupational therapists, dispensing opticians, and chiropractors. Healthcare

practitioners and technical occupations and office and administrative support

occupations also accounted for a significant portion of all jobs—35 percent and

31 percent, respectively.

Ambulatory healthcare services. Outpatient care centers employed high

percentages of professional and related workers like counselors and

registered nurses. Medical and diagnostic laboratories predominantly

employ clinical laboratory and radiological technologists and

technicians. Emergency medical technicians and paramedics are also

employed in ambulatory services.

Overview: The Healthcare Industry

 

The Industry Defined

The healthcare industry is massive and encompasses people who work in almost

every profession. For the purposes of this channel however, we've limited the

scope to those careers where the work involves the caring for other people in

need of medical treatment, and those who manage the caregivers. This consists

of physicians and nurses, of course, but also includes therapists, technicians,

assistants, and related positions that can extend to such occupations as hospital

or clinic administrators.

About 545,000 establishments of widely varying sizes and structures make up the

health care industry, according to the Occupational Outlook Handbook by the

U.S. Department of Labor's Bureau for Labor Statistics (BLS).  By far the greatest

number of of health care establishments (about 76 percent) are offices of

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physicians, dentists, or other health practitioners.  However, although hospitals

constitute only 2 percent of all health care establishments, they employ 40

percent of all workers.

In 2004, the BLS ranked healthcare as the largest industry in the U.S. -- providing

13.5 million jobs, including 13.1 million jobs for wage and salary workers and

about 411,000 jobs for the self-employed.

In addition to being the largest industry, healthcare remains among the fastest-

growing.  According to BLS projections, 8 of the top 20 fastest-growing

occupations are in healthcare, and the industry is also expected to lead in new

wage and salary job creation -- generating some 3.6 million between 2004 and

2014.

While the technology- and science-intensive industry certainly has its share of

very highly educated workers, in fact it supports a wide range of jobs with varying

educational requirements.  Most workers have jobs that require less than 4 years

of college education, according to BLS, although health diagnosing and treating

practitioners are among the most educated workers.

 

Industry Outlook

According to the BLS, job opportunities in healthcare should be excellent in all

employment settings because of high job turnover, particularly from the large

number of expected retirements and tougher immigration rules that are slowing

the numbers of foreign health care workers entering the U.S.

Wage and salary employment in the health care industry is projected to increase

27 percent through 2014, compared with 14 percent for all industries combined.

Employment growth is expected to account for about 3.6 million new wage and

salary jobs—19 percent of all wage and salary jobs added to the economy over

the 2004–14 period. Projected rates of employment growth for the various

segments of the industry range from 13 percent in hospitals, the largest and

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slowest growing industry segment, to 69 percent in the much smaller home

health care services.

Healthcare Sector Over View And Trends - 2010

The Indian healthcare industry, unlike other industries, stands untouched by

recession. There had been a steady growth in this sector, revenues from the

healthcare sector accounts for 5.2% of the GDP, making it the third largest

growing sector in India, and further the healthcare sector is projected to grow to

nearly 1,80,000 crores by year 2012 and a compounded annual growth rate

(CAGR) of 15-17 percent for at least the next 7-10 years.

Indian Healthcare Sector structure / Market size

The sector comprises hospital and allied sectors that include:

(a) Medical care providers that includes physicians, specialist clinics, nursing

homes and hospitals

(b) Diagnostic service centers and pathology laboratories

(c) Medical equipment manufacturers

(d) Contract research organizations and pharmaceutical manufacturers

(e) Third party support service providers

In India, 80% of all the healthcare expenditure is borne by the patients.

Expenditure borne by the state is 12%. The expenditure covered by

insurance claims is 3%. As a result the price sensitivity is quite high. The

high level healthcare facilities are out of reach for the patients.

Among the top five therapeutic segments, gastro-intestinal and cardiac are

experiencing both high volume and value growth. Opthologicals,

cardiovascular, anti-diabetic and neurological drugs continue to top the

growth list. The anti-infective, neurology, cardiovascular and anti-diabetic

segments have witnessed a high number of new product launches in

recent years.

Current Healthcare Landscape

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Amount spent on healthcare - 103,000 crores / annum

86,000 crores is the Healthcare delivery market

17,000 crores is the Retail pharma market

Key finndings of current private spending

Private spending on healthcare delivery 69,000 crores

61 % of this is spent on OPD services, 44,000 crores Indicates low levels

of affordability and a disease pattern dominated by infections

39 % on IPD services = 25,000 crores

85 % of IPD spend is in 5 areas : cardio, cancer, accidents, infections and

maternity

Road Ahead – 2012 

Private spending on healthcare delivery 156,000 crores because of an

increase in population will lead to increase treatments

Change in socio-economic mix will lead to 8 % increase in treatment rate

and 30 % increase in avg. price paid

Change in prices – 26 % increase in price per treatment

Change in mix of diseases – 50 % increase in prevalence of lifestyle

diseases will lead to 12% increase in treatment rate & 7 % in price and

this would lead to a change in GDP from 5.2%to 6.2%

Richest 15% will account for 50% of all private healthcare spending & 60%

of inpatient spend

Private spending would increase by another 39,000 crores if the insurance

is likely to impact on middle-income households approx. 350 million in

2012, leading to achieving GDP spending to 7.5% and private spending

on healthcare delivery to 195,000 cr.

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Healthcare Fact File

Parameters Current By 2012

No. Of Beds 1.2 beds per 1000 9,14,543 In addition

No. Of Doctors 50,00,000 doctors 6,25,130 In addition

No. Of Nurses 0.8 per 1000 8,36,000 In addition

Infant Mortality Rate 34:1000 10:1000

Maternal Mortality Rate 4:1000 1 :1000

% of population Insured 12.00% 50.00%

Total Private Spending 69,000 Crores 156,000 Crores

OPD Spending 44,000 Crores 82,000 Crores

Hospitals 30,000 hospitals approx 17300 In addition

Primary Health Centres /

Community Health

Centres

1,50,000 approx 1,64,000 In addition

Retails chemist outlets 3,50,000 24,000 In addition

Medical Colleges 229 179 New

Estd Current mrkt size 103,000 Crores 1,80,000 Crores

Average life Expectancy 63.3 years 74 years

Investments plan in Healthcare

The sector has been attracting huge investments from domestic players as well

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as financial investors and private equity (PE) firms. Funds such as ICICI

Ventures, IFC, Ashmore and Apax Partners invested about US$ 450 million in

the first six months of 2008-09 compared with US$ 125 million in the same period

a year ago, according to an analysis carried out by Feedback Ventures.

Feedback Ventures expects PE funds to invest at least US$ 1 billion in the

healthcare sector in the next five years.

According to a Venture Intelligence study, 12 per cent of the US$ 77

million venture capital investments in the July-September 2009 quarter

were in the healthcare sector. As part of its ‘Healthymagination’ initiative,

GE will spend US$ 3 billion over the next six years on research and

development, provide US $2 billion of financing over the next six years to

drive healthcare information technology and health in rural and under

served areas, and invest US$ 1 billion in partnerships, content and

services.

The government, along with participation from the private sector, is

planning to invest US$ 1 billion to US $2 billion in an effort to make India

one of the top five global pharmaceutical innovation hubs by 2020.

The Ajay Piramal Group-owned private equity (PE) firm, India Venture

Advisers, will launch its second US$ 150 million healthcare fund next year.

Leading international clinic chain Asklepios International is gearing up for

a foray into the Indian healthcare market. As part of the 2.3 billion euro

group’s strategy to enter the sub-continent, Asklepios is mulling the launch

of a US$ 100 to US$ 200 million fund.

Gulf-based healthcare group Dr. Moopen is investing over US$ 200 million

for setting up hospitals and eye-care centers across India.

Healthcare major, Fortis Hospitals plans to invest US$ 55 million, to

expand its facilities pan-India.

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Employment Opportunities

India faces a huge need gap in terms of availability of number of hospital beds

per 1000 population. With a world average of 3.96 hospital beds per 1000

population India stands just a little over 1.2 hospital beds per 1000 population.

Moreover, India faces a shortage of doctors, nurses and paramedics that are

needed to propel the growing healthcare industry. India is now looking at

establishing academic medical centers (AMCs) for the delivery of higher quality

care with leading examples of The Manipal Group & All India Institute of Medical

Sciences (AIIMS) already in place.

A recent survey conducted by HarNeedi.com, gives an out look on the roles that

are in great demand, Specialist doctors such as, Cardiologists, Cardiothoracic

surgeons, Interventional Cardiologists, Orthopedics, Emergency Medicine

Specialists, Oncologists, Radiologists, Ophthalmologists, Neurologists, Neuro-

surgeons, Gynecologists, Urologists, Duty doctors etc… are in great demand.

Some of the other profiles that are in great demand are that of experienced

nurses and technicians who can handle various specialties such as ICU’s, Cath

labs, Operation Theaters, Emergency Departments etc. Technicians, like

Radiographers, CT Technician, Radiotherapy technicians, emergency medical

technicians etc. are also in great demand.

Considering all the above facts and the massive growth in the healthcare

industry, huge investments would offer several opportunities for Indian

companies to create 'win-win' situations and there would be emerging

opportunities for professionals as well in the near future.

Hiring Strategies Adopted

The Hiring Strategies adopted by the respondents includes:

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Employee Referrals

Campus Recruitments

Advertisements and

HR Consultants

For Lower Level Employees, the most widely used strategies are

Referrals,

Campus Recruitments and

Advertisements

For Middle-Level and Senior-Level Managers

HR consultants are mainly used.

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RECRUITMENT

The Challenges:

Attract people with multi-dimensional experiences and skills

Infuse fresh blood at every level of the organization

Develop a culture that attracts people to the company

Locate people whose personalities fit the company’s values

Devise methodologies for assessing psychological traits

Induct outsiders with new perspective to lead the company

Search for talent globally, and not just within the country

Design entry pay that competes on quality, and not quantum

Anticipate and find people for positions that do not exist yet

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RECRUITMENT

The process of identification of different sources of personnel is known as

recruitment. Recruitment is a process of searching the candidates for

employment and stimulating them to apply for jobs in the organizations

Recruitment is a process of searching the candidates for employment and

stimulating them to apply for jobs in the organizations. It is a linking activity that

brings together those offering jobs and those seeking jobs.

Recruitment refers to the attempt of getting interested applicants and creating a

pool of prospective employees so that the management can select the right

person for the right job from this pool. Recruitment process precedes the

selection process, that is, selection of right candidates for various positions in the

organization.

Process of Recruitment

It is a positive process as it attracts suitable applicants to apply for available jobs.

The Process of recruitment:

Identifies the different sources of labor supply

Assesses their viability

Chose the most suitable source or sources

Invites applications from the perspective candidates for the vacant jobs.

Factors Affecting Recruitment

There are many factors that limit or affect the recruitment policy of an

organization. The important factors are:

Size of the organization and the kinds of human resources required.

Effect of past recruitment efforts.

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Nature of Workforce market in the region.

Working conditions, wages and other benefits offered by other concerns.

Social and political environment.

Legal obligations created by various statutes

Sources of Recruitment

The various sources of recruitment are basically grouped into two categories:

Internal Recruitment (recruitment from within the enterprise)

External Recruitment (recruitment from outside)

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Sources of Recruitment

Internal Sources

1. Transfer2. Promotion

External Sources

Advertisements, Management Consultants,Education Institutes, Recommendations,Employment Agencies, Casual Callers,Telecasting, Contractors, Poaching/Raiding,

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Internal Sources

There are two important sources of recruitment, namely, Transfers and

Promotions:

Transfer: It involves the shifting of an employee from one job to another, one

department to another or from one shift to another. Transfer is a good source of

filling vacancies with employees from overstaffed departments or shifts. At the

time of transfer, it should be ensured that the employee to be transferred to

another job is capable of performing it.

Promotion: It leads to shifting an employee to a higher position, carrying higher

responsibilities, facilities, status and pay. Many co0mpanies follow the practice of

filling higher jobs by promoting employees who are considered fit for such

positions.

Filling vacancies in higher jobs from within the organization has a benefit of

motivating the existing employees. It has a great psychological impact over the

employees because a promotion at the higher level may lead to a chain of

promotions at lower levels in the organizations.

Advantages of using Internal Sources

Filling vacancies in higher jobs within the organization or through internal

transfers has various advantages such as:

Employees are motivated to improve their performance.

Moral of the employees is increased.

Industrial peace prevails in the enterprise because of promotional

avenues.

Filling of jobs internally I cheaper as compared to getting candidates from

external sources.

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A promotion at higher levels my led to a chain of promotion at lower levels

in the organization. This motivates employees to improve their

performance through learning and practice.

Transfer or job rotation is a tool of training the employees to prepare them

for higher jobs.

Transfer has the benefit of shifting workforce from the surplus

departments to those where there is shortage of staff.

Drawbacks of Internal Sources

Internal sources of recruitment has certain drawbacks such as:

When vacancies re filled through internal promotions, the scope for fresh

talent is reduced.

The employees may become lethargic if they are sure of time bound

promotions.

The spirit of competition among the employees may be hampered.

Frequent transfers of employees may reduce the overall productivity of the

organization.

External Sources

Every enterprise has to tap external sources for various positions. Running

enterprises have to recruit employees from outside for filling the positions whose

specifications cannot be met by the present employees and for meeting the

additional requirements of manpower. Companies commonly use the following

external sources of recruitment:

Media Advertisements

Advertisements in newspapers or trade and professional journals are generally

used. The advantage of advertising is that more information about the

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organization, job description and job specifications can be given in

advertisements to allow self screening by the prospective candidates.

Management Consultants

Management consultancy firm helps the organizations to recruit technical,

professional and managerial personnel. They used to specialize in middle level

and top-level executive, but today thy even help firms in recruiting fresh

graduates & postgraduates in the industry.

Educational Institutes

Educational institutes at all levels offer opportunities for recruiting recent

graduates. Most educational institutes operate placement services where

prospective employers can review credentials and interview graduates.

Employee Referrals/ Recommendations

One of the best sources for individuals who perform effectively on the job is

recommendation fro the current employee. An employee will rarely recommend

someone unless he or she believes that the individual can perform adequately.

The recommended often gives applicants more realistic information about the job

than any other source.

Casual Callers or Unsolicited Applicants

The organizations that are regarded as good employers draw a steady stream of

unsolicited applicants in their offices. This serves as a valuable source of

manpower. The merit of this source of recruitment is that it avoids the costs of

recruiting workforce from other sources.

Advantages of using External Sources

The merits of external sources of recruitment are:

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Qualified Personnel: By using external sources of recruitment, the

management can make qualified and trained people to apply for vacant

jobs in the organization.

Wider Choice: When vacancies are advertised widely, a large number of

applicants from outside the organization apply. The management has a

wider choice while selecting the people for employment.

Fresh Talent: The insiders may have limited talents. External Sources

facilitate infusion o fresh blood with new ideas into the enterprise. This will

improve the overall working of the enterprise.

Competitive Spirit: If a company can tap external sources, the existing

staff will have to compete with the outsiders. They will work harder to

show better performance.

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Drawbacks of External Sources

The demerits of filling vacancies from external sources of recruitment are:

Dissatisfaction among Existing Staff: External recruitment may lead to

dissatisfaction and frustration among existing employees. They may feel

that their chances of promotion are reduced.

Lengthy Process: Recruitment from outside takes long time. The

business has to notify the vacancies and wait for applications to initiate the

selection process.

Uncertain Response: he candidates from outside may not be suitable for

the enterprise. There is no guarantee that the enterprise will be able to

attract right kind of people from external sources.

Other Sources

In the search for particular types of applicants, nontraditional sources should be

considered. For example, Employ the Handicapped associations can be a source

of highly motivated workers; a forty-plus club can be an excellent source of

mature and experienced workers etc.

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RECRUITING SOURCES USED BY SKILL AND LEVEL

SKILL/LEVEL RECRUITING SOURCE

Unskilled, Semiskilled & Skilled Informal Contacts

Walk-ins

Public Employment Agencies

Professional Employees Informal Contacts

Internal Search

Managerial Level Walk-ins

Private Employment Agencies

Public Employment Agencies

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RECENT TRENDS IN RECRUITMENT

Outsourcing

Under this arrangement company may draw the required personnel from the

outsourcing firms or agencies or commission basis rather than offering them

employment. This is also called leasing of human resources. The outsourcing

firms develop their human resource pools by employing people for them and

make available the personnel to various companies (called clients) as per their

needs.

The outsourcing firms get payment for their services to their clients and give

salary directly to the personnel. The personnel deputed by the outsourcing

agencies with the clients are not the employees of the clients. They continue to

be on the payroll of their employees, that is, the outsourcing agencies.

Several outsourcing companies or agencies have come up which supply human

resources of various categories to their clients. A company in need of employees

of certain categories can approach an outsourcing company and avail the

services of it human resources.

The advantages of getting human resources through the outsourcing agencies

are:

1. The companies need not plan for human resources much in advance.

They can get human resources on lease basis from an outsourcing

agency.

2. The companies are free from industrial relations problems as human

resources take on lease are not their employees.

3. The companies can dispense with this category of employees immediately

after the work is over.

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Poaching or Raiding

Poaching means employing a competent and experienced person already

working in another reputed company, which might be a rival in the industry. A

company can attract talent from another firm by offering attractive pay packages

and other terms and conditions.

Whatever may be the means used to raid rival firms for potential candidates, it I

often seen s an unethical practice and not openly talked about. In fact, raiding

has become a challenge for human resource managers of modern organization.

Website or e-Recruitment

Many big organizations use Internet as a source of recruitment. They advertise

the job vacancies through the worldwide web (www). The job seekers send their

applications or

Curriculum Vitae, that is, CV; through e-mail using Internet, which can be drawn

by the prospective employer depending upon their requirements.

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SELECTION

The Challenges:

Selection is a critical process

Locating The Right Person

Requires a huge investment of money to get right types of people.

Structure of Selection Process that helps companies to test for fit

Employment Tests to rightly judge the capabilities of candidates

Selecting people who possess the ability and qualifications to perform the

jobs.

SELECTION

Selection involves a series of steps by which the candidates are screened for

choosing the most suitable persons for vacant posts. The process of selection

leads to employment of persons who possess the ability and qualifications to

perform the jobs, which have fallen vacant in an organization.

The process of selection divides the candidates for employment into two

categories, namely, those who will be offered employment and those who will not

be. The basic purpose of the selection process is to choose right type of

candidates to man various positions in the organization. In order to achieve this

purpose, a well-organized selection procedure involves many steps and at each

step, unsuitable candidates are rejected.

Both recruitment and selection are the two phases of the employment process.

Recruitment being the first phase envisages taking decisions o the choice of

tapping the sources of workforce supply. Selection is the second phase, which

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involves giving various types of test to the candidates and interviewing them in

order to select the suitable candidates only.

What Selection is All About?

All selection activities, from the initial screening interview to the physical

examination if required, exist for the purpose of making effective selection

decisions. Each activity is a step in the process that forms predictive exercise-

managerial decision makers seeking to predict which job applicants will be

successful if hired. In actuality, the selection process represents an effort to

balance the objectives of evaluating and attracting.

Significance of Selection Process

Selection is a critical process these days because it requires a huge investment

of money to get right types of people. If the right types of persons are not chosen,

it will lead to huge loss of the employer in term of time, effort and money.

Therefore it is essential to devise a suitable selection procedure. Each step in the

selection procedure should help in getting more and more information about the

applicants to facilitate decision-making in the area of selection.

The benefits of selecting right kind of people for various jobs are as follows:

Proper selection and placement of personnel go a long way towards building

up a sable workforce. It will keep the rates of employee turnover low.

Competent employees show higher efficiency and enable the organization to

achieve its objectives effectively.

When people get jobs of their taste and choice, they get higher job satisfaction &

in turn result into a part of a contended workforce for the organization.

Selection Procedure

The procedure of selection varies from organization to origination. The number of

steps in the procedure and the sequence of steps also vary. Every organization

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designs a selection procedure that suits its requirements. However the main

steps or stages that could be incorporated in the selection procedure are as

under:

1. Preliminary Interview

2. Receiving Applications

3. Screening of Applications

4. Employment Test

5. Employment Interview

6. Physical Examination

7. Checking References

8. Final Selection

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RECEPTION OF APPLICANTS

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Unfavorable general Impression

Unfavorable Personal Data

Unfavorable Test Score

Unfavorable Second Impression

Unfavorable Previous History

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Preliminary Interview

Receiving Applications

Screening of Applications

Employment Tests

Interview

Medical Examination

FINAL SELECTION

Reference Check

Medically Unfit

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STEPS OF SELECTION PROCESS

Stage 1: Preliminary Interview

In most of the Organizations, the selection program begins with preliminary

Interview or screening. The preliminary interview is generally brief and does the

job of eliminating the totally unsuitable candidates. The preliminary interview

offers advantages not only to the organization but also to the applicants. It

generally consist of a short exchange of information with respect to

organization’s inters in hiring and candidates inquiry.

Stage 2: Receiving Applications

Whenever there is a vacancy, it is advertised or enquiries are made from the

suitable sources, and applications are received from the candidates.

Stage 3: Screening of Application

After the applications are received, a screening committee screens them and a

list is prepared of the candidates to be interviewed. Applicants are then called on

the basis of certain criteria. The screened applications are the reviewed by the

personnel executives.

Stage 4: Employment Tests

Individuals differ in almost all aspects one can think of. They differ with respect to

physical characteristics, capacity, level of mental ability, their likes & dislikes and

also with respect to personality traits.

Organizations rely to a considerable extent on the following employment tests:

Intelligence Tests

Aptitude Tests

Proficiency Tests

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Interest Tests

Personality Tests

Employment tests are widely used for judging the applicant’s suitability for the

job. They bring out the qualities & weaknesses of individuals that could be

analyzed before offering them jobs.

Stage 5: Employment Interview

The main purposes of an employment interview are:

To find out the suitability of the candidate,

To seek more information about the candidate, and

To give candidate accurate picture of a job with details of term &

conditions and some idea of organization’s policies.

Employment Interview may consist of number of rounds of interview with various

interviewers.

Stage 6: Checking References

A referee is potentially an important source of information about a candidate’s

ability and personality if he/she holds a responsible position in some organization

or has been an employer of the candidate.

Stage 7: Medical Examination

The pre-employment physical examination or medical test of a candidate is an

important step in the selection procedure. Medical examination as part of

selection procedure depends entirely upon the kind of jobs to be offered to the

candidates. For instance some industries do not take up medical examinations of

the candidates at all.

Stage 8: Final selection & Appointment letter

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After the candidate has cleared all the hurdles in the selection procedure, he/se

is formally appointed by issuing an appointment letter o by concluding with

him/her a service agreement.

Generally in all organizations, the candidates are not appointed on permanent

basis because it is better to try them for few months on the job itself. Thus all

candidates have a probation period & candidates are expected to show their

worth during the probation period to get permanent employment in the particular

organization.

Classification of Employment Tests & Interviews

Employment Tests

Intelligence Tests: These tests are used to judge the mental capacity of

the applicants. They measure the individual learning abilities, i.e., the

ability to catch or understand instructions and also ability to make decision

and judgment. These tests are used in the selection of personnel for

almost every kind of job from the unskilled to the skilled one.

Aptitude Tests: Aptitude means the potential that an individual has for

learning and skills required to a job efficiently. They measure an

applicant’s capacity and his potential for development.

Proficiency Tests: Proficiency Tests are those, which are designed to

measure the skills already acquired by the individuals. A proficiency test

takes a sample of individual’s behavior, which is designed as replica of the

actual work situation.

Interest Tests: Interest tests identify patterns of interest that is areas in

which the individual shows special concern, fascination & involvement.

These tests will suggest what types of jobs may be satisfying to the

employees.

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Personality Tests: Personality test probes the qualities of the personality

as a whole, the combination of aptitude, interest and usual mood &

temperament.

Employment Interviews

The nature of employment interviews varies from firm to firm. It may conducted in

the following forms:

Patterned or Structured Interview : In this interview, a series of

questions, which can illuminate the significant aspects of the applicant’s

background, are standardized in advance. During the interview, the

standardized questions are asked as they are written; the order may vary

but not the phrasing of the questions.

Unstructured or Non-directed Interview : The interviewer does not ask

direct & specific questions. He/she creates an atmosphere in which the

candidate feels free to talk on the subject selected by the interviewer.

Preliminary or Background information Interview : This type of

interview is conducted when the history of the applicant has to be known

in terms of his experience, education, health, interest & so on. It is more or

less a preliminary interview.

Stress Interview : The applicant is intentionally put under a stress by

interrupting him, criticizing his/her viewpoint and keeping silent after he

has finished speaking.

Group Interview : It is an interview of a number of applicants in a group.

The interviewers can see reactions of the applicants in dealing with each

other. It is used where it is essential to know how the candidates behave

in a group.

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Recruitment & Selection Process

Hiring Strategies (Sources of Recruitment)

External sources

1. 50% of hiring through Employee referrals: In case of Referrals, 50% of the

first salary of the new recruit is paid to an employee who referred him/her.

2. Consultants

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Internal Sources

1. Transfers

2. Promotions

Selection Procedure

Mode of Selection

Round 1: Written test-General Aptitude Test

Round 2: Test for Specific Skill Sets (Process Specific)

Round 3: HR Round

Steps Followed

1. Preliminary Interview

2. Receiving Applications

3. Screening of Applications

4. Employment Tests

5. Employment Interview

6. Final Selection & Appointment Letter

7. Induction

Types of Employment Tests

Aptitude Tests

Proficiency Tests (Process Specific: Voice or Non-voice)

Kind of Employment Interviews

Group Interview

Process Specific Interview

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Client Participation in the Recruitment Process

Clients Participate in the Recruitment Process only at the time of Process

Initialization.

Average Duration Of the Training Period

2 Months

Average Duration of the Probation Period

6 months

Measures Adopted to Check Retrenchment Rate

People Oriented policies, practices & initiatives

Performance Monitoring & Appraisal System is made highly transparent.

Appropriate Incentives to employees at various levels.

Recruitment & Selection Process in hospital (Sources of Recruitment)

External sources

1. Employment Agencies

2. Management Consultants

3. Contractors

4. Website/e-Recruitment

5. Employee Referrals/Recommendations

6. Educational Institutions

7. Casual Callers

8. Telecasting

9. Advertisements

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10. Poaching/ Raiding

Internal Sources

1. Promotions

2. Transfers

Selection Procedure

Mode of Selection

Round 1: Written test-General Aptitude Test

Round 2: Test for Specific Skill Sets (Process Specific)

Round 3: Group Discussion

Round 4: Personal Interaction Round (PIR)

Round 5: HR Round

Steps Followed

1. Preliminary Interview

2. Receiving Applications

3. Screening of Applications

4. Employment Tests

5. Employment Interview

6. Final Selection & Appointment Letter

7. Induction

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Types of Employment Tests

Intelligence Tests

Aptitude Tests

Proficiency Tests

Personality Tests

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Kind of Employment Interviews

Structured Interview

Unstructured Interview

Background Interview

Stress Interview

Group Interview

Client Participation in the Recruitment Process

Client’s Participate sometimes for Final Screening (happens occasionally)

Average Duration Of the Training Period

20-30 Days

Average Duration of the Probation Period

12 months

Alternatives to Recruitment

Some of the options in this regard may be listed thus:

Overtime: Short term fluctuations in work volume could best be solved through

overtime. The employer benefits because the costs of recruitment selection and

training could be avoided and the employee in the form of higher pay. However,

an overworked employee may prove to be less productive and turn out less than

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optimal performance. Employees may slow down their pace of work during

normal workings hours in order to earn overtime daily. In course of time, overtime

payments become quite routine and if any reason these payments do not accrue

regularly employees become resentful and disgruntled.

Subcontracting; To meet a sudden increases in demand for its products and

services, the firm may sometimes go for subcontracting – instead of expanding

capacities immediately. Expansion becomes a reality only when the firm

experiences increased demand for its product for a specified period of time.

Meanwhile the firm can meet increased demand by allowing an outside

specialists agency to undertaken part of the work, to mutual advantage.

Temporary employees: Employees hired for limited time to perform a specific job

are called temporary employees. They are particularly useful in meeting short

term human resources needs. A short term increase in demand could be met by

hiring temporary hands from agencies specializing in providing such services. It’s

big businesses idea in United States these days ($3 – $4 billion industry). In this

case the firm can avoid the expenses of recruitment and the painful effects of

absenteeism labor, turnover etc. It can also avoid fringe benefits associated with

regular employment. However, temporary workers do not remain loyal to the

company. They may take more time to adjust and their inexperience may come

in the way of maintaining high quality.

Employee leasing: Hiring permanent employees of another company who

possesses certain specialized skills on lease basis to meet short term

requirements although not popular in India is another recruiting practice followed

by firms in developed countries. In this case, individuals work for the leasing firm

are the leasing agreements / arrangement. Such an arrangement is beneficial to

small firms because it avoids expense and problems of personnel

administrations.

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Outsourcing: Any activity in which a firm lacks expertise and requires on

unbiased opinion can be outsourced .Many businesses have started looking at

outsourcing activities relating to recruitment training, payroll, processing, surveys,

benchmark studies, statutory compliance etc more closely because they do not

have the time or expertise to deal with the situation. HR heads are no longer

keeping activities like resume management and candidates sourcing their daily

scrutiny. This function is more commonly outsourced when firms are in seasonal

business and have cyclical stuffing needs.

Evaluation of the Sources of Recruitment:

Companies have to evaluate the sources of recruiting carefully – looking a cost,

time, flexibility, quality, and other criteria – before earmarking funds for the

recruitment process. They cannot afford to fill all their vacancies through a

particular source.

Time lapse data (TLD):

They show the time lag between the date of requisition for manpower supply

from a department to the actual date of filling the vacancies in that department.

For example, a company’s past experience may indicate that the average

number of days from application to interview is 10, from interview to offer is 7,

offer to acceptance is 10 and from acceptance to report for work is 15. Therefore,

if the company starts the recruitment and selection process now, it would require

42 days before the new employees joins is ranks. Armed with this information the

length of the time needed for alternative sources of recruitment can be

ascertained – before pinning hopes on a particular source that meets the

recruitment objectives of the company.

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