1

A PROJECT REPORT ON

MAN POWER PLANNING

FOR

SANCHETI INSTITUTE OF ORTHOPAEDICS AND REHABILITATION

SUBMITTED TO UNIVERSITY OF PUNE PARTIAL FULFILLMENT OF 2 YEARS FULL TIME COURSE MASTERS IN BUSINESS ADMINISTRATION (M.B.A)

SUBMITTED BY K.RAJANI BALA (BATCH - 2005-2007)

VISHWAKARMA INSTITUTE OF MANAGEMENT PUNE.48

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ACKNOWLEDGEMENT

Any project is never an individual effort; it is contributory of many hearts, hands

and brains. I sincerely feel that the credit of the project work could not be

narrowed down to only one individual. As the whole work is outcome of

integrated efforts of all those concerned with it, through whose cooperation and

effective guidance I could achieve its completion.

I take this opportunity to express my deep sense of obligation to the management

of Sancheti institute and especially to MR. PARAG SANCHETI and MRS.

MANISHA SANGHAVI for giving me this opportunity to undertake this project

in their organization.

I extend my heartfelt gratitude to MR. IYYER and MR. DARSHAN DEOKULE

who facilitated me with all means and also guided me through out this project

and helped me in completing this project work successfully.

I shall be failing in my duty if I do not express my thanks to all the members of

Sancheti institute who took time out of their schedule to share their knowledge

with me.

I am greatly obliged to our Director, Dr. SHARAD JOSHI. and my project guide

Dr. VANDANA GOTE, for guiding and supporting me all through this project.

Above all, I thank every body at Sancheti institute of orthopaedics and

rehabilitation, for making me feel comfortable and offering me help whenever I

required. I do feel privileged for getting and opportunity to work in such an

esteemed organization.

K. Rajani Bala

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TABLE OF CONTENTS

Sr.No. TOPIC PAGE No.

1 EXECUTIVE SUMMERY 1

2 OBJECTIVE AND SCOPE OF PROJECT 4 3 COMPANY PROFILE 5 4 THEROTICAL BACKGROUND 15 5 DATA ANALYSIS 21

6 LIMITATIONS 46 7 SUGGETIONS 49 8 CONCLUSION 47

9 BIBLIOGRAPHY 51 10 ANNEXURES 52

Sr.No.

TOPIC PAGE No.

1 Percentage increase in the number of patients 22

2 Recommended and existing nurse to bed ratio in Sancheti hospital

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3 Existing workload and estimated Manpower requirement in radiology department.

29

4 Existing workload and estimated Manpower requirement in physiotherapy

32

5 Existing workload and estimated Manpower requirement in pathology department.

35

6 Existing workload and estimated Manpower requirement in pharmacy

39

7 Department wise Manpower requirement results (conclusion) 49

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EXECUTIVE SUMMERY

INTRODUCTION OF THE PROJECT:

Manpower planning basically aims at maintaining and improving the

organization s ability to achieve its goal by developing and utilizing human

resources most-effectively. Effective manpower panning provides adequate lead

time for the procurement and training of employees. If practiced properly and

precisely. It helps in increasing productive, reducing unnecessary absenteeism

decreasing employee turnover, and accomplishing other important organizational

objectives.

PROJECT TITLE:

MANPOWER PLANNING IN SANCHETI INSTITUTE OF

ORTHOPAEDICS AND REHABILITATION

REASON FOR CHOOSING THIS COMPANY AND THIS PROJECT:

Any organizations success or failure depends mainly upon the human

resource available to it, and to ensure the optimum utilization and

estimating the future skills requirement is the most crucial element for any

organization, and this could be achieved through systematic manpower

planning.

Manpower planning is not just determining the present manpower and

projecting it to the future requirement but it takes into consideration all

the activities like recruitment, training and development and various other

policies and procedures that affects the manpower of the organization

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Sancheti institute is one of the largest orthopaedics hospitals in south East

Asia. Hospitals services are required when people are going through

delicate and traumatic moments of their life, therefore the services should

be of supreme quality, and performance of any service providing

organization mainly depends on its manpower therefore manpower

planning becomes all the more important in service providing

organizations.

And most importantly I was getting the rarest opportunity of actually

designing the manpower of Sancheti institute.

COURSE OF ACTION TAKEN IN COMPLETING THE PROJECT

1. Visiting each department and determining the strength and workload of

each department

2. Collecting the data of previous years for determining the percentage

increase in the number of patients analyzing the trends for determining the

increasing and decreasing patterns followed by the patients in various

months.

3. Preparing the department wise organization charts and taking the approval

of all the department heads.

4. Visiting each ward and determining the nurse to bed ratio and comparing

it with the norms provided by the Indian medical council and if there is

any difference in the actual ratio and standard ratio then finding out the

reasons for the difference.

5. Finding out the departments which majorly gets affected due to increase

in the number of patients and focusing the study on these departments.

6. Consulting various administration heads and determining the estimated

percentage increase in the number of patients and also finding out the

reasons for the increase.

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7. Finding out the recruitment policies and procedures

8. Finding out the various welfare and motivational activities under taken to

uplift the moral of the manpower.

9. Determining the weaknesses and strengths of the nursing staff by taking

into consideration their qualification, experience, trainings etc.

10. Finding out the performance appraisal system and determining how it

effects the manpower planning

11. Finding out various training activities taken up to increase the

effectiveness, moral, and satisfaction of the employee.

12. Taking all these factors and analysis drawn out of the available data,

projecting the future manpower requirement.

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OBJECTIVE AND SCOPE OF THE PROJECT

TITLE:

MANPOWER PLANNING OF SANCHETI INSTITUTE OF ORTHOPAEDICS AND REHABILITATION

PRIMARY OBJECTIVE:

Designing the manpower requirements for next two years.

Finding the Recruitment policies and procedures

Determining the Training and development programmes done to increase the effectiveness of the staff members

Finding Performance appraisal system

Finding employees welfare activities and rewards given to motivate them

Finding strengths and weaknesses of the nursing department

SCOPE OF THE PROJECT: Manpower planning provides adequate lead time

for the procurement and training of employees. It helps in increasing the

productivity, reducing unnecessary absenteeism decreasing employee turnover,

and accomplishing other important organizational objectives.

Manpower planning makes it possible for the management to correct the

weakness of the existing personnel determined through employee

evaluations/performance appraisals by incorporating necessary corrective

training/retraining programmes or refresher training programmes effectively.

This may also contribute towards reduction of manpower costs

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COMPANY PROFILE

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COMPANY PROFILE

SANCHETI HOSPITAL FOR ORTHOPEDICS & REHABILITATION is a

purely orthopedic hospital and is the largest orthopaedics hospital in south East

Asia .it is a highly specialized hospital rendering services in all specialties of

orthopaedics like joint replacement, traumatoloty, spinal surgery, Pediatrics

orthopaedics, Llizarov techniques, arthroscopy and sports injuries, hands and

plastic surgery.

THE MISSION

We shall enhance patient quality of life through preventive health care

activities and specialized medical treatment at affordable cost and free/concession

rate to poor and needy.

THE VISION

Sancheti institute for orthopaedics and rehabilitation will have under one

roof a state of art, health care service provider, focused on multi-super

orthopaedics and rehabilitation.

SLOGAN: SAFE IN OUR HANDS

LOGO OF THE HOSPITAL

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ORIGIN OF THE HOSPITAL

Sancheti institute for orthopaedics and rehabilitation was founded by Dr.

K.H.Sancheti, he had the foresight to develop an orthopaedics hospital of such a

magnitude as far back as in 1972 Sancheti hospital Dr. K.H.Sancheti who is the

moving spirit behind this institute has also started the college of physiotherapy,

the college of hospital management within the Sancheti institute campus.

Dr.K.H.Sancheti has played vital role towards the social cause of creating health

awareness among public at large. He is a strong advocate of preventive medicine

and alternative medicine.Sanchek health club has been inexistence since 1990

and in the year 2003 his innovative ideas and creative mind have manifested into

the concepts of knee club and spine club all within the campus of Sancheti

institute.

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STATE OF THE ART-(SPECIALIZATIONS OF SANCHETI

INSTITUTE)

JOINT REPALCEMENT CENTER

This center deals with replacing the severely deformed joints with artificial joints,

this institute offers the latest techniques of replacement surgery to such patients.

Highlights of this center

Averagely 350 knee replacement surgeries and around 250 hip

replacement surgeries done every year center

The centre has all the ultra modern equipments and implants required for

such surgeries

Specially designed OT complex with laminar airflow for maintaining

highly aseptic and hygienic environment, which is very important to

avoid post surgery infections.

Highly trained and experienced nursing and paramedical staff.

Well trained physiotherapist for post operative rehabilitation

Post discharge telephonic consultation and videoconferencing facilities

available.

Availability of computer assisted replacement surgery

KNEE ARTHROSCOPY

It is a keyhole surgery in which a telescope is put inside the knee joint to

visualize all internal structures .instruments can also be put through the keyhole

to treat the knee problem.

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PELVIACETABULAR TRAUMA:

Sancheti institute has a separate pelviacetabular trauma unit headed by Dr.Parag

Sancheti and Dr. Atul patil.These fractures are very complicated and may

endanger the patients life due to life threatening hypovolemic shock. The

pelciaxetabular fractures are difficult to understand and require highly skilled

surgical expertise to treat.

SPINE SURGERY

This unit is comparable to the best in the world. It offers surgical treatment for

various congenital, traumatic and degenerative spinal disorders LIKE SLIPPED

KDISCS, SPINDYLOSIS. Spondylolisthesis, spinal deformities, infections,

spinal fractures etc.

The highlights of the spinal surgeries are-

Microscopic surgery performed by making only a small incision to

remove the highly damaged disc or for spinal tumors and other disorder.

Cervical spine surgery for spinal coed compression using latest

microscopic techniques and implants.

Anterior spinal reconstruction surgery for vertebral tumors, fractures and

spinal infections

Spinal disc replacements etc

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KAMALNAYAN BAJAJ TRAUMA CENTRE AND EMERGENCY

MEDICAL SERVICIES

THIS UNIT IS EXCLUSIVELY DEDICATED TO TRAUMA AND

EMERGENCY MEDICAL SEVICES. It offers full support 24*7, functioning as

per the stringent guidelines of A.T.L.S.(accredited by the royal college of

surgeons Edinburgh U.K)

Patients are ensured-

Fully equipped ambulance with highly sophisticated advance life support

systems, accompanied with qualified doctors

Immediate attention any where by competent orthopaedics surgeons of the

Sancheti institute

All round expertise right from on site treatment to complete rehabilitation

Comprehensive accident care infrastructure, which includes intensive

trauma care unit and a competent trauma team.

Complex of four highly sophisticated and advanced operation theatre

suites

105757-punes first 6 digit emergency number exclusively granted by

BSNL to Sancheti hospital.

This service has proven to be life saver for many critical patients and victims of

Polytrauma

The trauma centre has following sub specialties

EMS

Polytrauma care and adult reconstruction

Upper limb and lower limb fractures knee injuries

Shoulder injuries

Spinal trauma

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PAEDIATRIC ORTHOPAEDICS

In this unit treatment is offered for congenital, developmental and acquired

musculoskeletal and neuromuscular problems from birth to 16 years

ILIZAROV &RECONSTRUCTIVE SURGERY

Llizarov surgery is an external fixation system of skeletal stabilization originating

from Russia. Unique feature of this surgery makes its application highly

successful in the following conditions.

Filling of defects or gasping the bone due to trauma, infection and tumor

resection.

Correction old limb deformities.

Treatment of union of fractures especially due to infection

Limb lengthening.

HAND SURGERY

The hand unit offers a wide ranging treatment that help in full functional

rehabilitation in hand movements that includes traumatic crush injuries and

industrial accident , our multidisciplinary approach includes highly trained

specialists hand surgeons from hematologists and hand therapists.

PLASTIC SURGERY

Sancheti offers a wide spectrum of solutions that include cosmetic correction of

deformities, and care of traumatized limbs to attain skin cover post injury.

Plastic surgery unit has expertise

Correction of facial deformities

Skin cover for compound fractures with skin loss

Care of neglected wounds

Neurovascular injuries

Micro vascular surgery

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SHOULDER ARTHROSCOPY AND SURGERY

The shoulder unit at SIOR is a pioneering effort in India, it has state of art

equipment along with an all integrated rehabilitation unit. There is a daily OPD

for patients and a variety of surgical procedures have been performed. These

include some very rare surgeries, which are seldom performed internationally.

Sancheti offers-

Arthroscopic bank art repair for recurrent shoulder dislocation using

suture anchors and on a day care concept also.

Arthroscopic rotator cuff repair in elderly, a fair number of our patients

are elderly 70yr old who have recovered their full function and are pain

free.

Arthroscopic adhesiolysis for stiff shoulders especially in diabetic

patients.

Shoulder replacement in arthritic and ¾ part proximal Humerus fractures.

Total shoulder, hemairthroplasty and surface replacement which

encompass the entire spectrum in application of cutting edge technology

to benefit a patient with shoulder problems.

Open decompression for supracapsular and long thoracic nerve

compression syndrome. These are rare unusual conditions and Sancheti

has probably pioneered the largest series in the world

In addition to this Sancheti also boast the finest shoulder rehab programmes,

which has been designed as a two phase programme which is ultra efficient and

at the same time cost effective for the patient. Patients attend our shoulder rehab

unit for 2 weeks, follower by a 1 month home programme. This is a rather

innovative concept, which has been very effectively implemented in the shoulder

unit.

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AWARDS AND ACHIEVEMENTS

1. Founder Dr.K.H.Sancheti received the

Padmashree award from the president of

India in 1991, for his contribution to

human kind by his charitable activities

and for conducting a record number of polio and deformity correction

camps and treating innumerable people for social cause, by the president of

India

2. Founder Dr.K.H.sancheti received the Padmabhushan award from the

president of India in 2003 for his contribution to research work and

excellence in the field of orthopaedics by the president of India

3. Founder Dr.K.H.Sancheti was awarded the Maharana Mewar award for

his excellence in the field of medicine.

4. medical director Dr. Parage Sancheti was awarded the Dr. Manibhi desai

award for services to the nation

5. Pediatric orthopaedics surgeon Dr. Sandeep patwardhan received the best

paper award at the Maharastra orthopaedics association 2003 for his

excellent presentation on surgical treatment of development dysphasia of

the hip.

6. Shoulder specialist Dr. Ashih Babhulkar was awarded the best paper award

at the Moacon 2003 fro his excellent presentation or arthroscopic rotor cuff

repair in shoulder.

7. Founder Dr K.H.Sancheti has trained at least 150 orthopaedics surgeons at

the institute , under the university of Pune

8. Dr Parag Sancheti has been presented the award for excellence for the year

2004-2005.the award of excellence was presented to Dr Parag Sancheti at

the hands of his Excellency Shri S. M. Krishna ,honorable governor of

Maharastra.

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EDUCATION TRAINING AND DEVELOPMENT

Sancheti institute contributes to the up gradation of knowledge in medicine and

medical management. It has established the college of post graduate studies in

orthopaedics, college of physiotherapy and college of hospital management.

Apart from these Sancheti hospital conducts education, training and development

program for nursing staff in every two months to increase their knowledge about

latest techniques and developments.

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INTRODUCTION

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WHAT IS MANPOWER PLANNING

Manpower planning id considered as a strategy for the acquisition, utilization,

improvement and retention of an enterprise s human resources. Thus, the activity

of manpower planning is synonymous with personnel management itself. The

procurement function of manpower management id basically concerned with

having the right type of people available as and when required and improving the

performance of the existing people to make them more effective on their jobs.

Manpower management thus starts with manpower planning.

DEFINATION OF MANPOWER PLANNING /HUMAN RESOURCE

PLANNING

Manpower planning is the process by which management determines how an

organization should move from its current manpower position to its desired

manpower position .

-VETTER

All organization-those that are expanding, those that are dynamic in character,

and those that are expanding, must systematically plan their short-term, medium

term and long term manpower needs

-DALE S. BEACH

Manpower planning is the process (including forecasting, developing,

implementing and controlling) by which a firm endures that it has the right

number of people and the right kind of people, at the right places, at the right

time, doing things for which they are economically most useful

-EDWIN B.GEISLER

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NEED FOR MANPOWER PLANNING IN HOSPITALS

Every hospital has to do manpower planning for the following reasons:

1. Shortage of certain categories of employees.

2. Advancement of medical science and technology resulting in need for

new skills and new categories of employees.

3. Changes in organization design and structure affecting manpower

demand.

4. Government policies in respect to reservation of seats for

SC/ST/OBC/handicapped persons/women, and others.

5. Labors laws affecting demand and supply of labors.

6. International scenario of employment, e.g. employment of nurses, doctors,

paramedical personnel in USA, UK, Ireland, the gulf countries, etc.

7. Introduction of computers.

OBJECTIVES OF MANPOWER PLANNING

1. Ensuring maximum utilization of personnel

2. assessing future requirements of the organization

3. determining recruitment sources

4. Anticipating from past records: resignations, discharge simpliciter (simple

discharge) dismissals and retirement.

5. Determining training requirements for management development and

organization development

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BENEFITS OF MANPOWER PLANNING

Manpower planning is very important tool of human resources management

because it is beneficial in a number of ways: for instance

1. Forecasts of long-range manpower requirements are helpful in forecasting

the compensation costs involved.

2. Anticipation of future manpower needs provides an opportunity for

training and developing existing personnel to fill up future openings

through internal promotions which may create a favorable psychological

climate for their motivation.

3. Manpower planning makes it possible for the management to correct the

weakness of the existing personnel determined by them through employee

evaluation/performance appraisals by incorporating necessary corrective

training /retraining programmes or refresher training programmes

effectively. This may also contribute towards reduction of manpower

costs.

4. Manpower planning can ensure control of labor costs because it helps the

management to anticipate shortages and surpluses of manpower and

correct these imbalances before they become unmanageable and

expensive.

5. Manpower planning is important to the individuals of an organization

since it assists them in the development and application of critical skills

and knowledge.

6. Organizations many times face the problem of under utilization of human

resources. Prudent manpower planning provides for rewarding

opportunities for proper utilization of human resources.

7. Manpower planning can provide the necessary personnel with requisite

capabilities, qualifications, skills, aptitudes and work experience in

accordance with the changing requirements of any organization.

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PROCESS OF MANPOWER PLANNING

The process of manpower planning seeks to ensure that the right number and

kinds of people will be at the right places at the right time in the future. This

requires forecasting future needs, inventorying existing resources into the future

and comparing these projections projecting present resources into the future and

comparing these projections with the forecasts and finally planning ways to fill

the identified gaps.

INVESTIGATIION

FORCASTS AND PLANS

UTILIZATION AND CONTROL

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1. INVESTIGATION STAGE is crucial since the main purpose of manpower

planning is to avoid the situations of over staffing and understaffing; and for

this purpose a stock of existing manpower is to be assessed.

Preparation of manpower inventory comprises four steps:

i. Determination of personnel to be inventoried;

ii. Cataloguing off actual information on each individual;

iii. Systematic and detailed appraisal of each individual;

iv. Detailed study of these individuals deemed to possess potential for

development.

.

2. Forecasts and plans which constitute the second stage are important basic

premises for manpower planning.

Forecasting of future manpower requirement, both qualitatively and

quantitatively, depends upon various factors like amount of production,

technological changes, supply- and demand conditions, and career planning.

3. Utilization and control constitute the third stage of the process of manpower

planning. Here the focus is on ensuring that the plans will materialize.

Manpower control is a system for measuring achievements in terms o

utilization against what was expected in order to check that things are keeping

up with the expectations. Constant monitoring of information flow helps in

warning the organization when forecasts or targets of utilization are gong

awry so that corrective action may be taken.

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DATA ANALYSIS

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MANPOWER PLANNING

The human resource requirement for any organization depends on the

number of customers it has or the number of products sold by it, for an

organization like hospital the number of personnel required depends on the

number of patients (customers) it has and for designing the future manpower

requirement, the basic criteria is the percentage increase in the number of patients

which is found by comparing previous years data and projecting it for the current

and coming years manpower requirement

The percentage increase in the number of patients for last year and the current

year s estimates are as follows:

Percentage increase in the number of

Patients in the year 05-06 and 06-07

0

10

20

30

40

OPD IPD XRAY LAB

Departments

Percentage increase

2006-2007Current years

Estimates

2005-2006%increase in last

Year s patients

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The percentage increase in the number of patients in the year 05-06 over previous

year in various departments is OPD (5%), IPD (7%), XRAY (12%), and LAB

(5%). The estimated increase in the number of patients in the current year is OPD

(10%), IPD (12%), XRAY (18%), & LAB (10%)

The reasons for the increase in the estimated number of patients for the year

2006-2007, over and above the previous years are

The Increase in the number of consultants for various specialties of

orthopaedics.

New satellite OPD s at various places of Pune for convenience of

patients.

Increase in number of medical camps and Lectures by our consultants at

various places in and around Pune.

Increase in the number of ambulances.

Introduction of latest technologies

ON the bases of above given estimates the future strength of manpower required

is designed

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Doctors to bed ratio

Sancheti is a specialized hospital rendering services in all specialties of

orthopaedics like joint replacement, traumatoloty, spinal surgery, pediatrics

orthopaedics, llizarov techniques, arthroscopy and sports injuries, hand and

plastic surgery.

In Sancheti there are 14 consultants and 22 resident doctors so the total number o

f doctors are 36 and the number of beds is about 114, therefore the doctors to bed

ratio is approximately 1:3. this ratio may further increase as three more consults

have been inducted into the current staff of consultants foreseeing the future

increase in the number of patients, keeping the bed number the same so as to

provide better and enhanced services to the patients.

According to IMC the doctors to bed ratio should be 1:5 but this is applicable to

only those hospitals which are attached to medical colleges and where doctors are

required to participate in teaching programmes of the medical colleges. The ratio

of 1doctor for 5 patients will imply an in-built facility for examining 15 out door

patients approximately, but mainly the doctor to bed ratio depends on the type of

the hospital.

As Sancheti is orthopedics cum rehabilitation center more attention is required to

be given to the patients, more over Sancheti has its own colleges of post graduate

studies in M.S and D. ortho, and the college of physiotherapy therefore it can

comfortably maintain a higher ratio of doctors- to- bed than prescribed.

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NURSING DEPARTMENT

MATRON

41 NURSES &10 SISTER INCHARGES

38 MAUSIS

44WARD BOYS

8 SWEEPERS

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NURSE TO BED RATIO

The nurse to-bed ratio should be 1:3 according to the Indian nursing council.

The council has further prescri9bed that for every 100 beds and to cover a 24-

hour period, there should be 4 ward sisters and 30 staff nurses and for fractions of

100, the staff should increase in the proportion of 1 ward sister to 25 beds and 1

staff nurse to 3 beds.

When the bed strength is between 150 and 400, in addition to the nursing

superintendent, there should be an assistant nursing superintendent, and when the

bed strength is 401 to 700 for every 300 beds in excess of 700, there should be an

additional assistant nursing superintendent. There should be separate staff for

special departments with a sister- in- charge of the operating room and a sister- in

charge of the casualty department. The out patient department should have a

sister- in-charge and a minimum of one staff nurse for each out- patient daily, but

not less than a total of two in the department.

The recommended nurse to bed ratio in various kinds of wards in the hospital are

Ward Nurse Beds

Causality 1 1

I.C.U 1 1

Operation theatre 2 1

Orthopedics 1 3

In Sancheti there are total 114 beds and nurse to bed ratio can be tabulated as

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Ward Nurse beds Nurse to bed

ratio

Causality 5 5 1:1

I.C.U 9 9 1:1

Operation

theatre

5 2 2:1(app)

orthopedics 32 98 1:3(app)

The increase in number of beds in any department should be accompanied by e

increase in the number of nurses in the above given ratio.

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RADIOLOGY DEPARTMENT

Radiology department works in 3 shifts to cover 24 hours and apart from

this, there is a general shift which is from morning 9:30 to evening 6

o clock

HOD

1 ECG TECHNICIAN 6 X RAY TECNICIANS

1 WARD BOY

1RECEPTIONIST AND 1 CASHIER

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There is one receptionist and one cashier who are common for both

pathology and radiology department

According to Indian medical council 1 X ray technician should not be

asked to do more than 30 investigations/day

According to last two years statistics the number of patients attended to

by the radiologists/day were 21758 in the year 04-05 and 25076 in the

year 05-06 and the number of investigations were 40774 in 04-05 and

47008 in 05-06 therefore the patients to investigation ratio is

approximately 1:2 and the increase in number of patients from 04-05 is

approximately 13 percent.

The number of investigations/day/technician are

year 04-05 05-06

Investigations/year 40774 47008

Investigations/day 136 157

Investigations/day/

X ray technician

23 26

According to the estimates for the year 06-07, the percentage of patients will

increase by 18% and therefore the estimated number of patients will be 29589

and the number of investigation would be 59180, then the number of technicians

required would be

30

Number of investigations*/year 59179

Investigations/day 197

X ray technicians /30

investigations

6.6

As the number of investigations increase to 59179 the number of technicians

need to be increased by 0.6, this increase is according to the IMC standards of 30

investigations/day, but Sancheti is currently working at 26 investigations/day, if

we take this as standard and find out number of technicians required per 26

investigations it would come out to be 7.5 that means, Sancheti hospital needs to

increase its technicians strength by at least one person to counter act the increased

work load.

RESULT

Number of investigations : 59179

Investigations/day: 197

Number of investigations

under taken/day by Sancheti: 26

Number of technicians required: 7.

Minimum increase in the number

of technicians required above

current strength: 1

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PHSIOTHERAPY DEPARTMENT

The main function of this department is to rehabilitate or activate various

limbs/parts of human body which might have become inactive due to

accidents/diseases/ageing process, etc.

According to Indian medical council (IMC) one physiotherapist can treat about

25 patients in day, but as Sancheti hospital specializes in orthopedics and

rehabilitation, the number of patients attended to by a physiotherapist/day is

much less than the set norm, so that more attention is given to each patient,

according to last two years statistics the number of patients attended to per day

per physiotherapist is given below

HEAD OF THE DEPARTMENT

10 PHYSICIANS

1 WARD BOY

1 MAUSI

1 RECEPTIONIST-CUM- CASHIER

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YEAR 04-05 OPD IPD TOTAL

PATIENTS /YEAR 31238 32535 63773

/DAY 104 108 212.5

/DAY/

PHYSIOTHERAPIST

20.8 21.7 21(app)

YEAR 05-06 OPD IPD TOTAL

/YEAR 32452 33844 66296

/DAY 108 113 221

/DAY/

PHSIOTHERAPIST

21.6 22.6 22(app)

The number of patients attended to per physician per day in Sancheti is 21-22.

Although this number is less than the set standard of 25 patients/ physician, this

number will be taken as the standard as Sancheti believes in providing the best

service to the patients so the number of patients/ physiotherapist is kept low so

that the efficiency of the physiotherapist is not affected.

As the number of patients in OPD and IPD is increasing by 4.6% and 5%

respectively, this will directly affect the number of patients to physiotherapy

department, the percentage increase in the number of patients to physiotherapy

department from the year 04-05 to 05-06 is 2% and the expected increase in the

number of patients to the same is 4% that of 05-06 which is almost double.

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Number of patients/year 68766

Number of patients/day 229

Number of physiotherapist/22patients 10.4

Number of investigations/10

physiotherapist (229/10)

22.9

( Number of working days/year are taken to be 300)

With 4% increase in the number of patients the number of patients expected

in the current year is 68766 and the number of physiotherapist for 22 patients

comes out to be 10.4.

RESULT

Increase in the number of technicians required is 0.4 % and the increase in the

work load per physiotherapist is only by one patient, which could be

comfortable taken up there fore the number of physiotherapist need not be

increased.

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PATHOLOGY DEPARTMENT

Total number of personnel involved conducting tests are 5 (1 senior pathologist

and 4 technician)

HEAD OF THE DEPARTMENT

PATHOLOGIST

4 TECHNICIANS

1 MAUSI

1 cashier and 1 receptionist

35

According to the IMC one medical laboratory technician can do

approximately 35 tests per day. If he does less than 35 tests, it means that his

performance is below average.

According to the last two years statistics the number of tests done by a

technician per day in Sancheti is

Year 04-05 05-06

Number of tests per year 54966 57512

Number of tests per day 183 192

Number of tests /day

/technician

37 38

Therefore the number of tests per day by a technician is more than 35(the

minimum level)

the number of tests increased by 4.6% from the year 04-05 to 05-06 and the

anticipated increase in the number of tests from 05-06 to 06-07 is 10% therefore

the number of tests are expected to increase to 63263, the number of technicians

required for conducting this many number are

36

Number of tests per year 63263

Number of tests per day 211

Number of technicians per 38 tests 5.5

Conclusion

The increase in number of technicians required is by 0.5 which is not a

whole number so the technicians may or may not be increased but as, already the

technicians are working above the IMC standards of 35 tests/day/technician,

Sancheti should go for an increase of one technician.

37

PHARMACY DEPARTMENT

HOD

INCHARGE

7 PAHRMACIST

1 WARD BOY

2 CASHIERS

38

The pharmacy department of any hospital is a major source of administrative

concern in terms of cost control, quality of medicines, Pilferage, Wastage, legal

obligations, etc. Over and above these, it is essential to stock the right quality of

vital and essential drugs all the time. Hence, hospital pharmacy operations are

fairly complex.

It has been observed that on pharmacist can dispense medicines to 150

patients per day, provided there is one pharmacy aid for every two pharmacists.

But the number of pharmacists to be employed in a hospital depends upon the

policy of the hospital.

In Sancheti hospital there are 7 pharmacists who work in 3 shifts, in first

two shifts there are 3 pharmacist and in the last shift, which is the night shift there

is only 1 pharmacist, these three shifts cover complete 24 hours, so as to ensure

that the patients requirements are fulfilled at any moment of the time whether it is

day or night, and these pharmacist do not have any pharmacy aid to help them,

therefore the number of medicines dispensed to patients per day by one

pharmacist is around 60.

If we take this number to be standard then with every increase of 60

prescriptions one extra pharmacist should be employed .pharmacy department is

directly affected by number of patients as the number of patients increases the

number of prescriptions increases, as there is a 10% expected growth in OPD and

12% increase in IPD, the expected growth in pharmacy is about 10%

39

Conclusion:

For 10% growth the number of prescriptions comes out to be 440 and the number

of pharmacists/60 prescriptions is 7.3 .if the number of pharmacists are kept at

the same number 7 then the work load on each member will be 63

proscriptions/day which can be easily handled, so the number of pharmacists

need not to be increased

Prescriptions/day Number of pharmacists

(/60 prescriptions)

Present number 400 7

Expected 440 7.3

40

ANALYSIS OF NURSING STAFF

To analyze the nursing staff on the basis of their skills, qualification, experience,

training, absenteeism records, performance records and appraisal records a

questionnaire was prepared a

1. Name

2. Age

3. Gender

4. Designation

5. Qualification

6. Experience

7. From how many years you are working here

8. Training:

On job training/ vestibule training /apprenticeship

training

9. Marital status:

Married/single

10. Location of relatives

11. Career plans

12. Special skills

13. Absenteeism records

14. Performance rating

15. Appraisal report

16. Disciplinary record

41

Analysis

80% of the nursing staff is between the age group 19-35, this shows that the

nursing staff is very young and therefore the working capacity is more.

The nursing staff is all women brigade with exception of one male nurse.

The basic qualification of the nurses is 12th class, mainly in arts and

commerce. But all of them are highly trained with 2-3 years of training in

nursing field

Training undergone by the nurses was apprentiship training where the get

class room training as well as practical training.

Most of the nursing staff is married therefore their chances of leaving the job

for the sake of marriage is less because of which the attrition rate will be less.

Nursing staff has great skills like apart from knowing the local language,

Hindi and English the also some of the other Indian languages like Telugu,

Tamil, Malayalam, Urdu ,this decreases the communication barrier between

the patients and the staff members and makes patients stay, in Sancheti more

comfortable

Performance rating is done using grades from (A to E) where A is below

average, B average, C good, D very good, and E outstanding.

Performance report shows that 64% have scored in b category 33%have

scored in c category and 03% have scored in a category.

The attrition rate of nursing staff is 30%

Conclusion: From the analysis it is visible that the nursing staff comprises of

average performers therefore further training and development activities

needs to be undertaken to increase the efficiency of the nursing staff.

42

DEPARTMENTAL PROCEDURE FOR

RECRUITMENT AND APPOINTMENT

1. If any vacancy arises in any department

(a) HOD informs in writing (about the nature of work, qualification and

experience required to HR department. After obtaining sanction for

DA suitable advertisement is placed in newspaper by HR department

or application will be taken from data bank.

(b) For walk in- interview, Bio data s are collected and whenever

vacancy arises they are called for the same.

2. On receipt of application they are short listed and called for an interview.

3. First interview is conducted by HR manager then the candidate is send to

concerned department. After selecting, for final interview and

appointment candidate and papers are sent to director of administration.

4. Offer letters are given, after joining, appointment letter is given.

5. Individual personal file with required records like application form, interview records, and offer letter with accepted appointment letter is maintained by HR department

HR involvement in recruitment is

placing advertisement

scrutiny of application

preliminary interview

issue of appointment letter

The first step in the procurement function that is manpower planning aims at

ascertaining the manpower needs of the organization both in right number and or

right king. Once a determination of human resources requirements has been

made, the recruitment and selection process-which forms the next phase to

procurement function, can begin. Recruitment and selection represents one of the

most routine yet one of the most vital functions of any organization. Procurement

of efficient and capable employees can significantly contribute to the success of

an organization.

43

MONITERING LEAVE

1. Staff is provided with 30 days El (earning leave) subject to their attendance

excluding 8 CL (casual leave) and 7 SL (sick leave) and 84 ML (maternity

leave is also provided.

2. Person going on leave for CL should submit the leave application form duly

sanctioned by their HOD , 1 day prior to leave or the next day after resuming

duty

b) SL is granted subjected to doctor s certificate and fitness certificate

c) EL can be availed only if it is more than 3 days with pre sanction

(minimum 10 days in advance)

3. Leave days are monitored by daily attendance report and leave report

4. If application form is not received from employee after taking leave it is

treated as absent.

5. If leave application form is submitted and no leave balance id found then it is

treated as LWP (leave without pay)

6. No CL or SL will be converted into EL except in special cast of sick leave

after getting Director of administrations approval.

7. Memo is given for frequent absenteeism.

44

IN HOUSE AND OUT HOUSE TRAINING

1. Sancheti hospital runs its own orthopedics college and students from this

college are taken in as resident doctors.

2. Training for ward boys maushis and nursing staff is taken on priority basis as.

3. Apart from training doctors and nurses and other staff members Sancheti also

runs a management college which is affiliated with Pune university and gives

PG degree in P.G.D.H.M

4. In house and out house training programs are arranged by the HRD with

guidance of Director Administration , according the suitable timings without

affection daily work schedules of employees

5. Training is based on various issue related to day to day work of employees

for the improvement of work. Training record are maintained by HRD

6. Training of clerical as well as administration staff is also undertaken on

various issues like, time management communication skills telephone

etiquettes, motivation, leadership, attitudinal change, quality awareness etc.

7. All the administration jobs are given on job training, when a candidate joins

the organization he is kept on low pay for the first month during which he

learns the work.

Employee training attempts to improve skills, or add to the existing level of

knowledge so that the employee is better equipped to do his present job, or to

prepare him for a higher position with increased responsibilities. Continuous

growth and development of employees makes an organization viable and it adapts

itself to changing environment .training is supposed to bring about change in the

behavior of employees so as to enable them to meet the current and future

requirements of their tasks and roles.

45

PROCEDURE FOR PERFORMANCE APPRAISAL

1. Performance appraisal form is filled up by concerned HOD. Which involves

giving grades to the employees on a five points scale ( a to e)

2. A review committee comprising of HR manager HOD and DA reviews

each case and pass their judgment accordingly.

3. An appraisal is based on performance approach, attitude loyalty job

knowledge, ability to work cooperation etc.

4. Increment promotion, training etc are based on the above points.

Performance appraisal data is useful in human resource development in several

manners. It becomes the basic tool in administrative purposes for e.g.

it can help the management in determining whether an individual should be

considered for promotion because the system not only appraise the worth of

the employee on the present job but also evaluates his potentialities for higher

job

Various personnel transfer and discharges etc can be justified only if they are

based on performance appraisal. It also helps in taking action against

unsatisfactory performance of the employees.

Performance appraisal system indirectly helps in strengthening the manpower

of the organization as it help in spotting the potential to train and develop

them to create an inventory of executives.

46

LIMITATIONS

Manpower planning is a vast subject involving process such as job analysis,

description, specification etc. which could not be taken up due to time

constraint. Therefore designing of manpower was done purely on the basis

of the estimated percentage increase in the number of patients.

As Sancheti hospital was undergoing certification process from ISO for the

first time, all the departments were involved in updating records and other

documents required for audit, because of which collecting primary data

took more time than expected.

As this whole process is a mere forecast it also suffers from all those

limitations that a forecast has that is although it is possible to predict with

reasonable degree of accuracy the future degree of accuracy the future

vacancies in the organization resulting from retirements, deaths, and

resignation, yet it is more difficult to anticipate which particular member of

the personnel will be required to be so replaced.

47

ANALYSIS AND SUGGESTIONS

It was observed that the ward secretaries (care takers of the ward )wear

same coat with absolutely no differentiating feature, which the doctors

wear and the patients and their relatives mistake them for doctors, and it

so happens that the relatives of the patients come calling for help when

the patients suffering increases to the secretaries, and these secretaries say

that the doctor would be coming in few minutes and the relatives think

that being doctors themselves they are not attending to the patients

problems. And this gives a wrong impression that Sancheti s doctors are

having very casual attitude towards the patients.

Therefore to avoid this problem either the color of the coat for members

other than doctors should be changed or instead of SIOR which is the only

and common tag on every ones coat, job positions should be specified on

the coat, for e.g. SIOR doctor, SIOR lab technician, SIOR ward secretary

etc.

It was observed that due to Sancheti s growing popularity, it could attract

patients from not only different parts of India but also from other Asian

countries, and although Indian patients are not facing any problem on the

basis of language as there are nurses who can communicate in various

Indian languages, patients coming from other countries are definitely

having hard time in communicating their problems, this issue becomes all

the more important when Sancheti has undergone a big tie- up recently

with Omanian government.

48

To avoid this problem, Sancheti s management should either give

preference to those candidates who can speak more Indian and foreign

languages while recruiting or should provide a crash course to the staff

members on those Indian and foreign languages of which the patients are

more in number.

It was found that almost all the nurses came under B grade that is

average category in performance, to increase their performance to good or

very good category Sancheti s management should revise the training and

development programmes for nurses, and should also set up a grievance

cell to find out why their performance is low.

49

CONCLUSION

Department wise manpower planning results

Name of the department %increase in the number

of patients

Increase/decrease in the

number of employees

X ray 18% Increase by 1

Pathology lab 10% Increase by 1

Physiotherapy 4% -

pharmacy 10% -

Therefore the number of employees need to be increased by 1 in X-ray and

pathology department and although there is an increase in the % of employees

in physiotherapy and pharmacy department, the number of employees need not

be increased as there is no marked difference in the work load per employee.

Sancheti hospital has a very systematic recruitment procedure where the

vacancies are notified through newspapers and the interview is taken together

by the concerned department head and the HR person and then the required

candidate is short listed.

There are continuous training and development programmes conducted to

increase the effectiveness of all the staff members through various seminars,

lectures and on job training processes.

50

Performance appraisal system followed in Sancheti hospital is a grade based

system and all the important decisions like promotions and terminations are

based on this and through performance appraisal system, training and

developments needs of the employees are also identified.

Employees are given awards on the basis of their performance and these

awards are given in all the categories and these awards are both in terms of

mementos and cash reward.

51

BIBLIOGRAPHY

1. Udai Parekh :Manpower planning

2. Anjali Ghanekar :Human resource management

3.

Web site: www.manpower planning.com

52

ANNEXURE

53

HUMAN RESOURCES DEPARTMENT

PERFORMANCE APPRAISL FORM

(FOR STAFF)

Performance appraisal report from .to .

EMPLOYEEE DATE: EMPLOYEE

STATUS:

Name: .. Designation:

.......

Date of birth: .. Department:

.

Address: .. Date of joining:

.

............ training completed

on

..ph .. Dt. Of confirmation:

..

Educational background: ..work

experience ..

Marital status:

total working experience:

SALARY DETAILS (AS ON .)

Basic:

Rs ..D.A .............H.R.A

Special allowance; rs Tea allowance misc. allowance:

rs .

Conveyance allow compensatory allow total salary rs ..

54

GUIDELINES

A) Please write relevant rating for each attribute in rating column.

B) a .below average b. average c. good d. very good e. outstanding

Sr

No

TYPES OF

SKILL

DESCRIPTION RATING

A, b, c, d, or e

Remarks

1 Job knowledge

&skills

Knowledge pertaining to the

area of work and related areas

2 Productivity Extent of task/ target

fulfillment, completion o

assigned tasks, magnitude of

output and work efforts.

3 Attitude Attitude towards work

4 Personal

grooming.

possesses good bearing and is

neat, smart and well turned out

5 attendance &

punctuality

Promptness in attending work,

work timing and regularity

6 Discipline Adherence to the hospital s

policies and rules.

7 Dependability Consistent accomplishes

allocated jobs without

supervision/ followed-ups

8 Team work &

coordination

Ability to effectively coordinate

with all linked departments to

ensure smooth functioning

55

LAST APPRAISAL DETAILS:

Overall rating: ..Increment:

Promotion .

DISCIPLINARY ACTION: AWARDS & REWARDS

1 ..DATE ..

1 .DATE

.

2 ..DATE ..

1 .DATE

..

The appraisal form should be send to the H.R.Dept on or before: .

Performance report

Job performance

Employee (superior-subordinate) relations:

Personal strength &weakness:

Training &development needs:

Comments on the overall performance & potential of the employee by the HOD:

..

56

..

Comments of the appraisee:

.

Signature of the appraisee

Comments of the senior reviewing officer:

Signature of the senior reviewing officer

Human resource department

Overall rating: below average/ average/ good/very good /out standing

Recommendation of the performance review committee:

HR manager director of administration

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