Apollo Hospital

tarangamjh@hotmail.
com
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND OF THE REPORT
This report has been prepared for partial fulfillment of 14 weeks internship period for
MBA program. Organizational attachment period is from March 1, 2006 to May 30,
2006. During the organizational attachment period the report named Competency
Based Job Analysis and Performance Management of Non-Medical Staff at
Apollo Hospitals, Dhaka. was assigned by Mr. Debashish Saha, DGM-HR (ex) at
AHD (Apollo Hospitals Dhaka) and approved by institution supervisor Syed Alamgir
Jafar at IBA , University of Dhaka.
1.2 INTRODUCTION
As being one of the biggest hospitals in Bangladesh, Apollo Hospitals Dhaka is at the
forefront of medical technology and expertise and provides a complete range of the
latest diagnostic, medical and surgical facilities for the care of its patients. The
hospital is having all the characteristics of a world-class hospital with wide range of
services and specialists, equipment, & technology, ambience and service quality.
But the quality of a hospital service is not defined by the appearance of its facility.
Rather the service quality depends more on the sincerity of the hospital and its human
resources to serve the patients.
In Bangladesh, the health care sector is not yet developed. A large number of people
go abroad for treatment due to low quality of medical facilities in Bangladesh. And
the main target market of Apollo Hospitals Dhaka is the people who want to get world
class treatment inside the country with affordable cost.
To ensure the proper customer satisfaction, the hospital management has to employ
the right people in right place. Prior to this a detailed job Analysis is almost essential.
With Job Descriptions and a sophisticated Job Evaluation system, management will
be able to recruit and determine pay levels better, determine the types of training the
hospital staff should go on and have a basis to appraise them. Job Descriptions
furnished by business units are current and accurate so that the Job Evaluation
exercise will produce the desired outcome. With proper Job documentation, HR will
be able to integrate their initiatives towards the personal and career development of
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tarangamjh@hotmail.com
employees. Greater organizational efficiency can be expected when everyone is clear

about their roles, responsibilities, and accountabilities to the Company.
As I was employed as internee in HR department of Apollo Hospitals Dhaka, I had to

come in a close contact to this core HR process. The department along with the whole
hospital is in its embryonic stage. There was a lots of area still unexplored. But as an
effective and efficient Job Analysis is the prerequisite of the entire HR cycle, I
decided to start working ob Job Analysis. Here I used competency based Job Analysis
and Performance Management style under the supervision of Mr. Debashish Saha,
DGM HR. As I was and still am not so familiar with the literature, it provided me
with a great learning opportunity. At the same time in course of preparing the Job
Description, a general familiarity with hospital operation with its diversified work
force could be recognized. The areas, that need improvement, can also be addressed.
Being relatively new organization, Apollo does not have any study as such, which
would help the hospital to develop HR Strategy for the better recruitment and
retention schedule. So I think this report will help the organization as well as the HR
department to identify loopholes and improve performance. And at the same time I
will be able to understand the HR practices in this industry and organization from a
close point of view.
I believe that a better understanding of the Job Description and Job Specification
would help HR policy and decision makers to implement programs tailored to
organizations needs and available HR quality as perceived by both internal and
external customers of HR department. I hope that the report will play a role, no matter
how small, in developing the HR practices for promoting and improving the Human
Resources available at Apollo Hospitals Dhaka
1.3 OBJECTIVES OF THE REPORT
The objective of the internship program is to explore real life business situation to
business graduates so that they can utilize theoretical learning in the real life
situations. It helps internee students to integrate their four years academic learning
with real life business problems. For this particular report, the objectives are:
1. To review all job descriptions for the non-medical staff and finalize the format
of job descriptions.
2. To identify the measurable performance standards of each designation.
3. To develop the performance appraisal format keeping the options for full
circle appraisal.
4. To develop a training program for the appraisers for introducing the new
appraisal system
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1.4 SCOPE OF STUDY
The scope of the report is limited to the non medical category of employees in Apollo
Hospitals Dhaka. The medical side comprised of Consultant Physicians, Nurses and
paramedics are supervised by the Medical Service Department. The report covered the
administrative side of the hospitals. The covered departments are Accounting &
Finance, Billing, HR, Business Development, Material, Operation and Engineering.
1.5 LIMITATION
As being a relatively new organization, all the information regarding the Job
Analysis and Performance management is not readily available.
As the hospital is in almost at its beginning stage, there exist role conflict and
role ambiguity among the staff. So the true picture of the job is not so easy to
identify.
No prior study has been done in any section, so very less number of
documents is available.
In direct person to person interview, it was not that convenient to have free
time from the person as everyone is occupied with hospital development.
1.6 METHODOLOGY
This report will be based upon qualitative methods. This is type of case study. A
method for learning about a complex instance, based on a comprehensive
understanding of that instance, obtained by extensive description and analysis of the
instance, taken as a whole and in its context. Case study research is a time-honored,
traditional approach to the study of topics in social science and management. In case
studies, in comparison, one is generalizing to a theory based on cases selected to
represent dimensions of that theory. In this project I tried to find out the applicability
of competency based HR practice in Apollo Hospitals. Before doing the qualitative
study, a detailed background study will be conducted. This background study will
determine the current Job Analysis scenario in Apollo Hospital. As the whole process
is not structured enough, this study will be done through exploratory and observation
method.
1.6.1 Academic literature review

A detailed academic literature review were done on Competency based
Job Analysis process, Training manual preparation and Performance
Appraisal format designing.
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1.6.2 Review of existing documents in HR department

As a totally new organization, AHDs HR department lacks of
necessary documentation. The documents present in the department
from the beginning of hospital operation, will be studies thoroughly.
The objective is to become familiar with the HR operation and at the
same time sort out the improving plan and program of the existing HR
documentation.
1.6.3 Interview, Focus group and panel discussion with the employees
Primary and secondary data were collected for preparing this report.
Primary data were collected interviewing the employees of different
levels of different functional areas. Secondary data were collected from
various publications, various documents stated in written form and
other periodic publications.
Interviews will be conducted for the positions which are individual in
nature. Theyre usually of executive category. They are of managerial
positions and executive positions.
Focus group research is based on facilitating an organized discussion
with a group of individuals selected because they were believed to be
representative of some class (ex., the class of consumers of a product,
the class of voters). Discussion is used to bring out insights and
understandings in ways which simple questionnaire items may not be
able to tap. Focus Group discussion will be conducted for those
categories whose jobs are more or less similar in nature. Here Focus
Group discussion is more appropriate as the employees with similar
background and job profile will depict their job more profoundly while
theyre in a group.
1.6.4 Structured questionnaire

For collecting data from the non medical in Apollo Hospitals,
questionnaires will be used. The questionnaire will be based on
competency based analysis Model. And will be targeted to the analysis
of observable occurrences. The respondents will be the non medical
staff of any level of AHD.
After preparing the draft questionnaire, a pre-test will be conducted.
Analyzing the results of the pre-test, changes will be done in research
design and as well as in questionnaire, if required.
After finalizing the questionnaire, interview will be conducted among
the non medical staffs in Apollo Hospital. Based on the response, the
Job analysis will be developed.
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CHAPTER 2
HEALTH CARE INDUSTRY IN BANGLADESH
2.1 HEALTH CARE INDUSTRY IN BANGLADESH
The healthcare Scenario of Bangladesh resembles that of other countries in the Indian
subcontinent. The industry is a blend of government and private sector facilities, with
the government medical college hospitals and a few specialties institute on one end of
the spectrum and a network of basic, primary level of facilities on the other. The
private sector is largely disorganized, comprising of a large number of Nursing
Homes, providing primary and secondary level of health care. These Nursing Homes
are severely limited in terms of range of facilities, services and equipment. In spite of
these drawbacks most private facilities have high occupancy levels, since patients
have few other alternatives. The quality of our medical services is still in question and
is still in need of much development
It is also found out that there have been efforts to improve the health care delivery
system in Bangladesh. The government as well as other non-government
organizations have increasingly emphasized on the quality of care. In accordance with
the suggestions of the World Bank, the new Health and Population Program of the
Ministry of Health and Family Welfare (MOHFW), which began operating in July
1998, has been trying to recommend a thorough organizational restructuring of the
entire sector with the aim of establishing health care services that meet international
standards.
A common observable fact in the health care services including both treatment and
diagnostic services is the lack of faith patients feel in their reliability. Hence many
prefer to travel to foreign countries for even small medical problems.
2.2 COMPETITION
The health care industry is growing very fast as there is huge market potential for the
sector. Some competitors of Apollo are:
BIRDEM Hospital
This is a 390 bed multi-speciality Hospital which has established itself as the best
hospital of the country and stands as a workable model in private sector. Important
departments in addition to Diabetology are Cardiology, Neurology, Neurosurgery, and
Gastroenterology. The hospital is now in the process of expanding its bed capacity to
515. Plans are also being implemented for expansion of Coronary Intensive Care Unit.
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Holy Family (Red Crescent) Hospital

This is a multi speciality hospital with 347 bed and a nursing school, run by the
international Red Crescent Societies( Red Cross) due to lack of financial resources it
could complete only 50% construction expect for medical equipment, patient room
furnishing etc.
The hospital has first MRI set up in the country. Approximately it has 1000 staff with
190 physicians; 50% are specialists and 321 nurses. The hospital is estimated to be
overstaffed by 25% - 40% in specific areas. The average length of stay is 6 8 days.
Tahirunnessa Memorial Center Limited

This hospital is currently under construction and is located close to the international
airport with capacity of 80 beds private for cardiology, maternity and oncology.
International agencies like WHO, UNICEF also play an important role in the
healthcare system. The WHO provides a variety of technical assistance, supplies,
equipment and teaching material.
The International Centre for Diarrhoeal Diseases Research, Bangladesh (ICDDRB)
deserves special mention for the development of ORS in the late 70s. it is recognised
as a centre of excellence throughout the world. In addition to a high standard of
research in its field, its aid in epidemic control, training and dissemination of
information.
2.3 EMERGING COMPETITION

There is a very good potential for Corporate Hospital offering a complete range of
high secondary care facilities. However in the recent years, there has been an
increasing awareness among the medical community and investors alike, that there is
a great potential in healthcare industry. As a result a number of new and expanded
projects are underway in different stages of execution. Some important ventures are as
follows:
Continental Hospital
Continental Hospital at Gulshan -- is expected to be ready for services by June this
year. The project involving around $37.5 million is being jointly implemented by
United Group of Bangladesh and K P J Healthcare, Berhad, of Malaysia.
Square Hospital
450-bed Square Hospital managed and run by Thailand's Bumrungrad Hospital
International in cooperation with local Square Hospitals Ltd begins functioning in
June. Construction of the hospital on Panthapath involving an investment of $42
million is nearing completion.
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American Hospital Consortium

An American private healthcare giant has invested $ 30 million to provide specialized
hospital services by the end of this year. American Hospital Consortium llc (AHCL)
envisages use and expansion of the 10-storey building of Kuwait Moitry Hospital and
other structures on its premises at Sector-6 in Uttara, lying vacant for the last eight
years.
Another 200-bed hospital is likely to open by mid-next year at Nikunja, Uttara, jointly
managed by Escort Hospital of India and Japan-Bangladesh-Friendship-Hospital.
Foreign and local investment for the project is estimated at about Tk 80 crore.
Under strict foreign management, the joint venture hospitals will offer services
ranging from simple medical consultation to complex brain, spine, bone, kidney, eye,
heart and even plastic surgeries by foreign doctors, enabling many Bangladeshi
patients to avoid costly and troublesome trips to neighboring countries for treatment.
Apollo Hospital Dhaka at Bashundhara, the largest of 37 hospitals of India's Apollo
group, being built on a 400,000-square foot area is the largest commercially-run
healthcare provider in Asia. Funded by local business group STS Holdings and
managed by American staff, the 10-storey hospital with 450 beds will also have
facilities for handling helicopter ambulance. The hospital with the capacity of 450
beds will be able to meet only 10% of the current demand gap in the industry.
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CHAPTER 3
ORGANIZATIONAL PROFILE
3.1 APOLLO GROUP
Over two decades ago, the first brick was laid at Apollo Chennai, the first corporate
hospital in India. Since that momentous day, the Apollo Group has ascended to a
position of leadership in healthcare across Asia and abroad.
Driven by the vision of its Chairman, Dr. P.C. Reddy, Apollo Hospitals has
transformed the landscape of healthcare in India. The group owns and manages 38
hospitals in and around India today.
It is the largest private healthcare provider in Asia and the fourth largest in the world.
In the years since its modest beginning, Apollo has founded various group companies
to empower its flagship concern, Apollo Hospitals Enterprise Limited, to create a
healthcare powerhouse that has a leadership position in every sphere of healthcare it
has entered.
With nursing and hospital management colleges, pharmacies, diagnostic clinics,

medical transcription, third-party administration and telemedicine, Apollos leadership
status extends to all aspects of the healthcare spectrum.Apollo Hospitals Group is the
acknowledged leader in bringing super specialty world-class healthcare to Asia.
3.1.1 APOLLO HOSPITAL GROUP at A Glance
Overview
Patients 7.4 million
Total Number of Employees over 10000
Total Number of Surgeries 280,000 major + 500,000 minor
Heart Surgeries 48,000 - success rate of 98.5%
Neuro Surgeries 10,538
Total Number of Renal Transplants over 5000
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Total Number of Master Health Check-ups 315,000
Total Number of Beds 4148
Owned Beds 2471
Managed Beds 1677
Total Number of Hospitals 45
Owned 13
Managed 22
Total Number of Clinics 10
Total Number of Projects 37
Owned 4
Managed 33
Total Number of Pharmacies 70
Hospitals 12
Clinic 04
Convenios (Indian Oil Outlets) 12
Stand Alone 42
The Apollo Hospitals mission began with the establishment of Indias first corporate
hospital in Chennai in 1983. Today Apollo Hospitals Group is the single largest
healthcare provider in Asia and commands leadership in providing quality healthcare to
large number of nations in the Afro-Asian continent through 37 hospitals and 6400
hospital beds.
The Government of India has declared Apollo Hospitals, India, a Center of Excellence.
The Apollo Hospitals Delhi is one of the largest corporate hospitals in the region. The
Group, with its unique ability of resource management and able deployment of
technology and knowledge is now coming up with another international venture in
Dhaka, Bangladesh.
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Fig:
Fig Global Map of Apollo Hospitals and Other Organizations through Out the
World
3.2 APOLLO HOSPITALS DHAKA
Apollo Hospitals Dhaka, a joint project of Apollo Hospitals Enterprise Limited and
STS Holdings Limited. India-based Apollo Hospitals started its services in
Bangladesh and becoming the first private multi-purpose facility in the country that
would pave the way for better treatment of the people. It is a 450-bed super specialty
facility poised to deliver advanced tertiary care of international standards to the
people of Bangladesh. Apollo Hospitals Dhaka is the facility that would be able to
deliver advanced tertiary care of international standards through a world-class service
at an affordable price in the country.
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The hospital, built at a cost of US$35 million on four acres of land at Plot 81, Block
E, Bashundhara Residential Area, is a joint-venture project of Indian Apollo Hospitals
Enterprise Ltd and STS Holdings Ltd.
The Hospital is at the forefront of medical technology and expertise and provides a
complete range of the latest diagnostic, medical and surgical facilities for the care of
its patients. The hospital is having all the characteristics of a world-class hospital with
wide range of services and specialists, equipment, & technology, ambience and
service quality.
Apollo Hospitals, Dhaka is a showcase of the synergy of medical technology and

advances in IT through paperless medical records. Equipped with modern facilities,
the hospital will provide the most advanced international standard treatment for the
countrymen.
The hospital with 4,00,000 square feet area has focused on the Department of
Advanced Cardiology, Cardiac Surgery, Neurology, Neuro-Surgery, Urology, Uro-
Surgery, Endocrinology, Gastroenterology, Critical care, Orthopedics, and other
secondary care departments.
The Hospital is at the forefront of medical technology and expertise and provides a
complete range of the latest diagnostic, medical and surgical facilities for the care of
its patients. The hospital is having all the characteristics of a world-class hospital with
wide range of services and specialists, equipment, & technology, ambience and
service quality.
The skilled nurses, technologists and administrators at Apollo Hospital Dhaka, aided
by state-of-the-art equipment provides a congenial infrastructure for the medical
professional in providing healthcare of international standards.
The hospital introduced an advanced computerized Tomography (CT) machine.

Relevant to mention that, apart from Japan Bangladesh is the only country to have
this. It helps to keep all information about any single patient that has been register or
treated for any treatment for 72 years.
Objective of AHD
For a long time the people of our country are going abroad and spending huge amount
of foreign currency to get quality treatment facilities. Apollo Hospitals Dhaka will
deliver international standard services at affordable costs and give overseas-dependent
patients a local option.
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Mission Statement
"Our mission is to bring healthcare of international standards within the reach of
every individual. We are committed to the achievement and maintenance of
excellence in education, research and healthcare benefit of humanity."
Promoters
STS Holdings Limited, a dynamic and reputed business Group in Dhaka, is engaged
in education, banking, real estate, manufacturing and exports, freight consolidation
and container services etc.
The group owns International School Dhaka (ISD); managed by Council of
International Schools (CIS), a global organization facilitating education with its
headquarters in the UK.
The board members of STS Holdings Ltd. are
Bhagwan W. Kundanmal, Chairman

Khondoker Moniruddin, Managing Director
Mohammad A. Moyeen, Director
Tipu Munshi, Director
ADMINISTRATION
CEO - Richard Larison

Director Medical Services - Praful B. Pawar
Director Operations- Grant R. Muddle
Director Finance- Shahjahan Majumder
Director Nursing- Rosalind Conway
GM IT- A. K. M. Nazrul Haider
GM Material- Iftikhar Husain
DGM Operations- Shatrujeet Kumar Rai
DGM Operations- Shahana Rahman
DGM - Business Development- Jahangir Hyder
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ORGANIZATIONAL STRUCTURE
BOARD OF DIRECTORS
CHIEF EXECUTIVE
OFFICER
DIRECTOR- DIRECTOR- DIRECTOR- DIRECTOR-

OPERATIONS FINANCE MEDICAL NURSING
SERVICES SERVICES
GM-HR GM- IT GM- GM-BUSINESS
MATERIAL DEVELOPMENT
DGM- OPS1
DGM-OPS2
MANAGER- MANAGER MANAGER- IT MANAGER-

BIOMEDICAL FINANCE CORPORATE
MARKETING
MANAGER-
MAINTANANCE MANAGER-
PHYSICIAN
MANAGER- SALES
PHARMACY
MANAGER-
OPERATIONS
3.3 SERVICES AND FACILITIES OFFERED IN BANGLADESH

The hospital provides health care in a number of disciplines where there is well
perceived demand. These discipline equipped with state-of-the-art medical equipment
for diagnostics and treatment purpose. Cardiology, Neurology, Orthopaedics,
radiology and Imaging, Critical Care Unit, etc is supported by advanced diagnostics
and therapeutic facilities.
3.3.1 DEPARTMENTS
A brief description about the functioning of various departments in Apollo Hospitals

Dhaka is presented in the following paragraphs. Each department is having two or
three specialist doctors in the respective area of medicines.
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Department of Neurology
It is one of the well equipped Neurology departments. The department has latest
investigative facilities like Electroencephalograph, Nerve conduction studies which is
presently available in only few centers in Bangladesh. The department is well
supported by CT scan, Neurosurgical department and Physiotherapy department. It
has its own ICU and semi ICU for maximum care for critical patients
Department of Urology
It is one of the superspeciality departments of Apollo Hospitals Dhaka. Open Renel,

Bladder and Urethra surgeries and Andrological surgeries are being done here.
Department of General Medicine
The normal procedures looked into in this department are severe Bronchial Asthma,
Leptospirosis, , Diabetic mellitus, Hypertension, Tuberculosis etc.
Department of Pediatric surgery
All pediatric surgical cases both elective and emergencies are being managed here.
Cosmetic surgeries like repair of cleft lip palate etc. and foreign body removal both
from oesophagus and bronchus are being done here.
Department of Orthopedics:
The Apollo Hospitals Dhaka is having one of the most modern orthopedic
departments in the region. The Orthopedic department has a very well equipped
exclusive operation theatre and a C-ARM image intensifier.
C-ARM image intensifier is used for minimally invasive surgeries. The fracture
reduction and fixation are done under image intensifier control. This leads to faster
healing of the fractures.
Department of Physical Medicine and Rehabilitation
The Department of Physical Medicine and Rehabilitation provides comprehensive

rehabilitation care to patients with disabilities, complex neurological problems as well
as bone diseases. There is a good exercise therapy unit equipped with parallel bars,
pulley exercisers, rowing machine etc
Department of Ophthalmology
Department of Ophthalmology has a well equipped outpatient department with

instruments like slit lamp biomicroscope, direct and indirect opthalmoscope etc. A
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separate operation theatre with facilities like operating microscope, automated

vitrectomy machine etc. is also there, where a number of arterior segment surgeries
are being done.
Department of ENT (Ear, Nose and Throat)
This department is having well modern equipments. Other than ENT surgeries micro
ear surgery, nasal endoscopy etc. are being done here.
Department of Obstetrics and Gynaecology
This department is equipped with large and spacious labour room, first stage room
immediate post partum room, baby warmer and most modern colour scanning. At
present the department provides all routine preventive, promotive and curative service
in Obstetrics and Gynaecology including health education.
Department of Radiology
The facility of Whole Body CT scanner attracts a number of referred cases to this
hospital. Scanning service is available from this department round the clock.
Department of Anesthesiology
There are six operation theatres in the hospital. All operation theatres are built and
equipped to international standards. Latest boiler machines for Anesthesia, ECG and
pulse oximeter for patient monitoring are available with these operation theatres.
More over infusion pumps are available for intra-operative and post-operative
anesthesia.
Blood Bank
Apollo Hospitals Dhaka is having one of the well equipped blood banks in
Bangladesh which is specially designed for collection, safe storage and distribution of
human blood. There are separate rooms for medical examination, blood donation, and
group serology and infection serology. This blood bank is having a capacity to store
200 units of blood. Both whole blood and blood components are issued from the bank.
Further more 24 hour round the clock service is provided here.
3.3.2 OTHER FEATURES

emergency calling system
24 hours laboratory
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24 hours pharmacy
24 hours emergency power
Ambulance (mobile hospital)
Helicopter ambulance
3.2.3 Specialties
Anaesthesiology General Surgery Ophthalmology
CT Geriatrics Orthopedics
Cardiology Haematology-Clinical Paediatries-Medical
Cardiothoracic Surgery Haematology Paediatries-Surgical
Cosmetic Surgery ICCU/ICU/CTCU Plastic Surgery
Clinical Pathology Microbiology Physiotherapy
Dental Master Health Check Psychiatry
Dermatology MRI Respiratory Medicine
Diabetology Neonatology Rheumatology
ENT Nephrology Radiology & Imaging Services
Endocrinology- Transfusion Medicine/Blood
Neurology
Medical Bank
Endocrinology-
Neurology-Paediatrics Traumatology
Surgery
Emergency Medicine Neurosurgery Ultrasound
Faciomaxillary Obstetrics and Gynaecology Urology
Gastroenterology-
Oncology-Medical Vascular Surgery
Medical
Gastroenterology-
Oncology-Radiation X-ray
Surgical
General Medicine Oncology-Surgical
3.2.4 Services
Radiology
1.5 Tesla MRI Mammography
Spiral Whole Body CT Scanner (64 Slice) ECG
Treadmil 1
with CT Coronary Angiogram
Gamma Camera Echocardiography
X-ray Units Holter Monitor
Color Doppler EEG
Ultrasound Scanners EMG
Cardiac Catheterization Laboratories
Videoendoscopy 24 Hours Ambulance Service
11 Operation Theatres Physiotherapy Center
107 Bed Critical Care Units Health Check Center
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Patient Rooms and Wards

24 Hours Trauma Care & Emergency
Fully Equipped PACS + I.W.M. [Picture Archiving & Communication System]

[Imaging Workflow Management]
Lab Services
Biochemistry
Haematology
Microbiology
Histopathology
Transplantation Immunology
Transfusion Medicine
Quality Initiatives
Apollo Clinical Excellence (ACE)

Division of Innovation and Clinical Excellence (DICE)
Infection Control Protocols
Disaster Management
Golden Hour Emergency Management
Medical Ethics
Telemedicine
Catering Services
In Apollo hospitals Dhaka the support services like house keeping, laundry, food &
beverages are maintained by the worlds leading hospitality company - Compass
Group .
With a large gap between the need and availability of hospitals facilities, the focus is
to increase the bed capacity by about 30% every year.
Major thrust fields of activities of the group consist of Hospitals and Clinics,
Hospitals Consultancy, Information Technology including internet based technology,
Telemedicine, Education and Training, Virtual Medical University, Home Healthcare
and Pharmacy Retailing.
3.4 ADVANCED TECHNOLOGY
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The second 64-slice computed tomography scanner ever produced by Philips Medical
Imaging, and the first to reach the United States, has been installed and is now in
clinical use at the University of Chicago Hospitals.
The scanner, which has four times as many detectors as a typical multi-detector CT
scanner, combines unrivaled image quality with remarkable speed. It can produce
detailed pictures of any organ in a few seconds and provide sharp, clear, three-
dimensional images, including 3-D views of the blood vessels, in an instant.
A 40-slice scanner collects images covering 20 to 32 millimeters in a single pass and a

tightly packed 64-slice device can cover about 40 millimeters at a pass, which takes
0.4 seconds.
At that rate, a 64-slice scanner can gather a high-resolution image of a heart, brain or
a pair of lungs in about five seconds. A scan of the whole body, (in search of a blood
clot, for example, that has become a source of emboli) takes about 30 seconds.
The technology has been particularly exciting for studying the beating heart,
providing the first clear non-invasive images of the heart and its major vessels. The
scans can be timed to use only images gathered between contractions, so that the heart
and its vessels can be seen without the blurring caused by motion.
Other promising indications for multi-slice scanners include evaluation of plaque

within the carotid arteries (5 to 8 seconds), searching for pulmonary emboli (5
seconds, less than an easy breath hold), coronary artery imaging (10 seconds,
including distal segments and multiple arterial branches).
The scans have their own limitations. Although the scanner table is built to support up
to 450 pounds, it can be difficult to accommodate patients who are morbidly obese.
Each scanner costs between $1.5 million to $2 million.
3.5 APOLLO PREVENTIVE HEALTH SCREENING PROGRAM
MASTER HEALTH CHECK

Apollo hospitals Dhaka provide a spatial health check program which is called
Master Health Check. This package many individual diagnosis and consultation in a
suitable rate. This individual package is unique and it maintains standard of Apollo
which cant be found in other health care organizations of Bangladesh. The
followings are the package differentiated for different individual.
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APOLLO HEALTH CHECK TAKA 3000

Recommended for men and women above the age of 16.
APOLLO EXECUTIVE HEALTH CHECK TAKA 4350

Recommended for men and women above 25 years, for Smokers and those who lead
stressful lives.
APOLLO HEART CHECK TAKA 6000

Recommended for people with cardiac symptoms or with a Strong family history
APOLLO CHILD HEALTH CHECK TAKA 1150

Recommended for children between the ages 4 and 16.
APOLLO WHOLE BODY CHECK TAKA 9300

Recommended for people desirous of a more comprehensive check up
APOLLO WELL WOMEN CHECK TAKA 2850

Recommended for woman above the age of 25.
APOLLO DIABETIC CHECK TAKA 4500

Recommended for diabetic persons
APOLLO BREAST CHECK TAKA 1350

Recommended for early detection of Breast Cancer
3.6 PRICING POLICY
The various services offered in Apollo hospital are unique in the country. So the
company asks for a premium price for that. The cost of all the usual services that are
prevailing in the market, are kept on the basis of competitors pricing policy. The
hospital fix price for various special services offered by it only after comparing with
the foreign competitors price. However, hospital management is keen to see that such
charges for service lies in between that charged by international standard hospitals as
well as private hospitals. Charges are fixed in such a way that the hospital earns a
certain amount as a profit over the cost. The operating cost of Apollo is very high in
the context of Bangladesh. So its also explainable for the management for seeking
such a high price for the services.
3.7 SWOT ANALYSIS
The followings are the strengths, weaknesses, opportunities and threats for Apollo
Hospitals Dhaka.
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STRENGTHS
Latest State-of-the-art technology
The multinational brand name and image of APOLLO
1st multi specialized tertiary care hospital
Pioneer in corporate health care provider in Bangladesh
Sound financial position
Skilled human resources ( medical )
Excellent relations with media
Good relationship with regulatory body
Multi specialized departments of treatments
Structured Information Technology System ( HMS)
WEAKNESSES
Poor coordination between departments
High operating cost
High price for services
Inadequate promotion in this competitive market
Unavailability of quality medical consumables in local market.
Inadequate use of IT by the employees
Language barrier between management and staff because of low expertise in
English among the nurses and technicians
OPPORTUNITIES
Economic growth of Bangladesh
Large untapped market
Growing demand for world class health care among the citizens
Corporate agreements with corporate houses
Initiatives showed by Govt in promoting health care industry.
THREATS
Rigid govt regulations with regard to expatriate employees.
Emerging competition from the other international hospitals
Price war with local hospitals
Yellow journalism
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CHAPTER 4
A BRIEF OVERVIEW OF HR PRACTICES IN A HOSPITAL
4.1 CATEGORY OF EMPLOYMENT AT APOLLO HOSPITALS DHAKA
All employees at Apollo Hospitals Dhaka are broadly classified into two categories:
Local and Expatriate. Outside the classification of local and expatriate, employees at
Apollo Hospitals Dhaka are generally categorized as per following:
Regular
Employees who have completed 3- 6 months probation period and who are regularly
scheduled to work at least 48 hours per week. Based on the necessities of organization,
there is a reasonable expectation of continued funding for these positions.
Contract
Employees who have been granted a contract for more than one year and are regularly
scheduled to work at least 48 hours per week to render services against a specific job
assigned to him/her.
Short-term Contract
Employees who are contracted with an expected termination date less than one year
for specific tasks/assignments having approved terms of reference.
Probationer
An employee who is provisionally employed to fill a permanent vacancy and who is
now under probation. Unless confirmed in writing a probationer will continue to be a
probationer.
Temporary
An employee who has been engaged for work which is essentially of temporary
nature or for a specified period or for work of a permanent nature but of a temporary
duration. Merely working on a permanent job will not make an employee a permanent
employee.
Casual
An employee who is engaged for work, which is essentially of an occasion or casual
nature and includes an employee who is temporarily employed in the place of a
permanent employee or probationer who is temporarily absent.
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Apprentice
Apprentice is a person who is undergoing apprenticeship training in pursuance of a
contract of apprenticeship.
Trainee
Trainee is one who is engaged for specific period of time as learner who may be paid
or may not be paid stipend during the period of learning, as may be prescribed by the
Management. The training is liable to be terminated at any time without any notice
and without assigning any reason whatsoever. The management on no account shall
be under any obligation to provide any trainee with a job after completion of the
stipulated training period.
Consultant Physicians
According to employment contract awarded to Consultant Physicians they will be
classified into following categories: a. Consultant under Guaranteed Money, b)
Consultant under Fixed Pay, (c) Consultant under Fee for Services (d) Part Time
Consultant, e) Visiting Consultant. If you have any confusion to categorize your
employment with Apollo Hospitals Dhaka please contact the Office of Human
Resources for necessary explanations and help.
4.2 GENERAL POLICIES
Enabling Work Environment

For fostering an enabling environment you as Apollo Family Member are
expected to:
Demonstrate a positive attitude towards work and create an enabling
working atmosphere in the hospital.
Practice a culture of performance and contribute to the organizational
learning.
Demonstrate gender consciousness and sensitivity to the gender issues
through your behavior, beliefs, values and attitudes.
Express views, ideas, issues, etc openly and confidently without fear of
repercussions on your employment and working relationship.
Keep the work place safe and be committed to equal opportunity.
Office Hours
Offices of AHD will remain open for business in the following manner:
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Administrative offices will remain open from 9 AM 5 PM for all days except
Friday with a lunch break of 30 minutes.
In Patient Departments will remain open round the clock everyday.
Employees will follow their shift hours as per the duty roster.
Outpatient Departments will remain open from 9 AM 5:30 PM for all days
except Friday.
The general shift of the Hospital will be from 9 AM 5:30 PM with a lunch
break of one hour.
There is no established "Tea/Coffee break" policy at AHD. Supervisors in each
office determine whether a short break in the daily routine for purposes of
refreshment is appropriate. Such periods of refreshment should not interfere
with or take precedence over any work of AHD.
Attendance
It is the duty of all employees to report IN and OUT Time for work every official
working day unless they are on leave, on tour, or ill.
All employees except CEO/Directors/Consultants/GMs will have to swipe ID
card in the Time Office for recording IN Time and OUT Time.
Failing to record IN and OUT time as per the duty roster will be treated as
absence from duty unless appropriately informed, e.g., leaves, tour, illness. In
general employees needing to be absent or tardy to work for any reason are
responsible for notifying their supervisor as soon as possible upon determining
that they will be absent from work.
Employees found tardy for 3 days in a month will get a deduction of one day
annual leave or one day leave without pay if leave balance is not adequate.
We consider every position at AHD to be essential; therefore, it is important
for you to report to work, as scheduled, during inclement weather. In the event
hazardous weather conditions exist, your arrival time will be considered by
your supervisor.
Professional Appearance
Employees are expected to maintain high standards of personal cleanliness and
to present a neat professional appearance at all times. Employees who are
provided with uniform must wear those while they are on duty.
Employees who are dealing with patients must follow the departmental
guidelines for wearing jewelry/ headgears/other items that may affect the
patients under his/her care.
Employees who choose to wear fragrance in the workplace must be aware of
the sensitivities or allergies of their coworkers.
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Courtesy
It is essential that high standards of personal conduct and courtesy be
maintained at all times. Courtesy is a language that everyone understands and
should be extended to everyone. Good manners, cooperation and consideration
for others are fundamental to the enhancement of AHDs image.
Identification Card
All employees will be provided with an identification card and employees
must wear his/her identification card while they are on the office premises.
The Identification card is the property of AHD and must be presented upon the
request of an appropriate AHD Official, and may be revoked at any time by
AHD.
Performance Expectations
There is a basic expectation that all employees will perform successfully in
their jobs based on the various policies of AHD. Failure to meet performance
expectations can have a variety of workplace consequences.
Honesty
Dishonesty cannot be condoned and will be dealt with promptly in the
following or related circumstances: stealing; lying about matters connected
with work; falsifying time records; unauthorized personal use of AHD
property; doing unauthorized private work on AHD business hours; and giving
or receiving a bribe in any form. Serious disciplinary actions against
dishonesty will be taken as per the AHDs HR policy.
Telephone Usage
AHDs phones are intended for the use of serving its clients and in conducting
the hospitals business.
Personal usage during business hours is discouraged except for emergencies.
All personal telephone calls should be kept brief to avoid congestion on the
telephone line.
To respect the rights of all employees and avoid miscommunication in the
office employees should inform family members and friends to limit personal
telephone calls during working hours.
Employee should record if they make any personal NWD and ISD calls from
office numbers and will be invoiced at the end of month accordingly.
Computer and Internet Use

AHDs computing facilities are intended to support the business of AHD.
AHDs computing facilities include any computer, computer-based network,
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internet access, computer peripheral, operating system, software or any

combination thereof, owned by AHD or under the custody or control of AHD.
The following principles apply to all employees and all users of AHD
computing facilities. Users shall:
Be accountable for using these facilities in an effective, ethical and

lawful manner.
Use only those facilities for which they have authorization whether
these facilities are at AHD or at any other locations accessible through
a network.
Take all reasonable steps to protect the integrity and privacy of AHD
computing facilities including software and data. In particular, users
shall not share with others the access codes, account numbers,
passwords, or other authorization which has been assigned to them.
Adhere to the copyright laws regarding software, data, and authored
files.
Not use the AHD computing facilities for unauthorized commercial
activities.
Not allow any unauthorized persons to use the AHDs computing
facilities.
Use the internet when appropriate to access information needed to
conduct business of the company. Employees may use e-mil when
appropriate for AHD Business correspondence.
Not disrupt operation of the company computer network or the
employees productivity by the use of internet. Employees are
responsible for using the internet in a manner that is ethical and lawful.
Understand that Internet messages are public and not private. AHD
reserves the right to access and monitor all files and messages on its
systems.
Not use the AHDs computing facilities for any illegal purposes. Such
acts include accessing, destruction of, or alteration of data owned by
others, interference with access to computing facilities, or harassment
of users of such facilities at AHD computing facilities or elsewhere;
unauthorized disruption of AHD computing facilities; attempts to
discover or alter passwords or to subvert security systems in any
computing or network facility.
Any violation of this Policy may result in disciplinary action in accordance

with AHDs HR policies, or prosecution in accordance with State laws.
By obtaining a user ID and Password, it is implied that the user will adhere to
the above policies.
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Visitors in the Workplace

To provide for the safety and security of employees, visitors, and the facilities
at AHD, only authorized visitors are allowed in the workplace. Restricting
unauthorized visitors helps ensure security, decreases insurance liability,
protects confidential information, safeguards employee welfare, and avoids
potential distractions and disturbances.
All visitors must enter through the main reception area, sign-in and sign-out at
the front desk and receive a Visitor badge to wear while on premises.
Authorized visitors will be escorted to their destination and should be
accompanied by an employee all times.
Political Activity
An employee may engage in political activity outside assigned work hours, but
shall not allow his/her interest in a particular party, candidate, or political issue
to affect his/her performance, job responsibilities, or relationships with co-
workers or other employees.
An employee shall not, directly or by implication, use the name of AHD or
his/her affiliation with AHD in the endorsement of political candidates,
initiatives, referenda, or in supporting or opposing a position on other political
issues.
An employee who plans to campaign for public office or who is elected to
public office should request a leave of absence, if his/her candidacy or public
office prevents him/her from being available to perform his/her assigned
duties and responsibilities. Use of AHD property for political activity is
prohibited.
Tobacco Products
The use of tobacco products is not permitted anywhere on the AHD Office
premises except in authorized and designated locations. Employees must
follow all rules posted in designated smoking areas.
Substance Abuse
AHD is committed to providing a safe and productive workplace for its
employees. In keeping with this commitment, the following rules regarding
alcohol and drugs of abuse have been established for al employees, regardless
of rank or position, including regular, contractual, probationary and casual
employees. The rules apply during working hours to all employees of the
organization while they are on AHD premises or elsewhere on AHD business:
The manufacture, distribution, possession, sale, or purchase of

controlled substances of abuse on AHD property is prohibited.
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Being under the influence of illegal drugs, alcohol, or substance of

abuse on AHD property is prohibited.
Working while under the influence of prescription drugs that impair
performance is prohibited.
Solicitation
Solicitations are discouraged on the premises of AHD Office, unless an
employee is acting for a charitable or service organization, and then such
solicitation is not be done during working hours of either the solicitor or the
solicitee and with the understanding that AHD reserves the right to cancel all
such solicitation privileges.
Permission to solicit requires a written formal request to, and written approval
from the supervisor. Such request shall be in writing.
Solicitation includes electioneering of any kind.
Official Asset
Any official assets assigned to the employees are the property of AHD. The
employee will be held responsible for the loss, damage or misuse of the official
asset. However it is Chief Executive Officers discretion to consider if the loss or
damage occurs by external force/circumstances, which shall be strongly justified
with evidence.
All equipment belonging to AHD which the employee has obtained permission
to use at home, such as computer, etc., must be returned to AHD upon a
supervisors request or at the time of separation from employment.
Vehicle Use
AHDs vehicles shall be used for official purposes only unless otherwise
authorized by the Supervisor/Chief Executive Officer or by the Employment
Contract.
Only the authorized employees who are assigned with/entitled to vehicles and
who have valid driving licenses shall be allowed to drive AHD vehicles.
All drivers shall drive in a responsible, defensive manner and at reasonable and
safe speeds. Drivers shall obey all traffic laws and rules. Any violation of traffic
laws by a driver is the responsibility of drivers and not AHD Bangladesh.
Driving under the influence of drink or drugs is considered as major infraction
and will be subject to disciplinary action.
Any accidents or traffic violations by official vehicles must be reported to the
office immediately by the driver and the passengers. If the driver is found
guilty of violation of traffic rules, disciplinary action will be taken against
him/her.
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Personal Property
Employees are responsible for the safekeeping of their personal properties
used or left at the office. AHD assumes no risk for any loss or damage to
personal property.
Health Related Issues

Employees who become aware of any health-related issue, and which may
affect other employees should notify their supervisor of health status.
A written permission to work from the employees physician is required at
the time or shortly after notice has been given. The physicians note should
specify whether the employee is able to perform regular duties as outlined in
his/her job description.
Personal Data Changes

It is the responsibility of each employee to promptly notify his or her
supervisor or the Office of Human Resources of any changes in personnel data
such as:
Mailing address, Telephone Numbers, Name and number of dependents, and
individuals to be contacted in the event of any emergency. An employees
personnel data should be accurate and current at all times.
Office Security
Employees who are issued keys to the office are responsible for their
safekeeping. The last employee, or a designated employee who leaves the
office at the end of business day assumes the responsibility to ensure that all
doors are securely locked, the alarm system (if any) is armed, thermostats are
set on appropriated evening and/or weekend setting, and all appliances and
lights are turned off with exception of the lights normally left on for security
purposes.
This policy does not apply to the appliances that are required to keep on round
the clock.
Sleeping on duty
Under normal working circumstances, no employee will be allowed to sleep
on duty or while providing care for a patient in their home. Employees under
24 hours duty can sleep at Night with the verbal permission from supervisor or
as per the duty guidelines. Employees found violating this policy will be
subject to disciplinary action up to and including termination.
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Fire Safety
Fire is one of the greatest dangers in a hospital as it threatens the safety of
patients, visitors and staff. While not a common occurrence, fires and smoky
conditions unfortunately do occur at AHD. For this reason, it is important that
you know how to prevent fires and respond in the event of a fire or smoke
situation so that you can protect not only your own life but the lives of others,
as well. For additional information and necessary training, please contact our
Fire Safety Team.
Emergency Closings
At times emergencies such as severe weather, fires, or power failures can
disrupt operations of AHD. The decision to close the office will be made by
the Supervisor with the approval of Chief Executive Officer.
When such decision is made, employees will receive official notification from
their supervisors.
4.3 CODE OF CONDUCT
All employees of AHD must follow the Code of Conduct. They will sign in the space
provided in Code of Conduct Form to show that the Code has been read and its contents are
understood. The signed document will be kept in the employee file or office file when
employee file is not created.
The contents of the Code of Conduct are stated below:
Law and Regulations

Employees must at all times observe the Laws, Rules and Regulations of the
territorial jurisdiction of the country to which they are assigned.
Political Contributions
AHD will make no contributions, directly or indirectly to any political candidate
or party. AHD will not give employees time off with pay for political activity.
Gifts and Entertainment

When dealing with government personnel, beneficiaries, donors, suppliers and
other persons, employees must be guided by two principles - never to use his/her
position to obtain personal gain and never to be obligated to persons with whom
AHD does business. Employees also must conduct themselves at all times in a
manner that avoids suspicion of such behavior. Employees must not be involved
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in paying or accepting any gift kickback or other unlawful payment or benefit to

secure any concession, contract or other favorable treatment.
Concern for Beneficiaries

An employee must do nothing that may cause emotional, physical or financial
harm to the patients, individuals, families or communities that AHD is dedicated
to serving.
Conflict of Interest
AHD respects each employee's right to privacy in the conduct of his/her personal
affairs. Employees should be free, however, of outside interests and activities
which might impair the exercise of the employee's independent judgment in
carrying out his/her duties as an employee to act solely in the best interest of
AHD.
Disclosure and Use of AHD Information

Employees who have access to AHDs technical or financial information are in a
position of trust. They must not disclose or use such information outside the
normal requirements of their job.
Personal Conduct outside Work

`Unlawful or other conduct by AHD employees which may jeopardize AHDs
reputation or position whether during or after business hours will not be
permitted. Such conduct includes, but not limited to, any unlawful activity,
sexual harassment, physically/verbally abusive behavior or public disorderly
conduct.
Dealings with Beneficiaries

Employees are not to use the property of or employ the efforts of beneficiaries,
families or communities for the benefit of the employee or the benefit of the
employee's family.
Remuneration from Other Organizations

No AHD employee can take remuneration from any other organization, for being
a resource person unless otherwise is authorized by Chief Executive Officer.
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4.4 New Employee Probation Period
If you are a new employee, the first 90 days of your employment is considered a
mutual evaluation period. This is a trial period, which provides both you and your
supervisor the opportunity to evaluate your ability to proficiently perform job
requirements. During this time, attendance, attitude, ability to learn and perform the
job for which you are hired, along with your ability to work as a team member will be
evaluated by your supervisor.
AHD reserves the right to extend the probationary period should the supervisor need
more time thoroughly evaluate your performance. Such extensions must be submitted
to the Office of Human Resources by the Supervisor prior to the end of the
probationary period for an additional period of time, up to three months. If any time
during the probationary period the supervisor decides that you are not suitable for the
position, your employment will be terminated. No advance notice more than one day
or progressive discipline is required. Supervisor must complete a performance
evaluation on all new regular staff employees by the end of the initial three (3) month
probationary evaluation period.
4.5 Employee Personnel Files
The Human Resources Department establishes and maintains an employee personnel

file for each employee. Your employment application and/or resume as well as
documentation reviewed, completed and signed at your employee orientation are
included to initiate your file. During your employment tenure, other documents may
be added, such as performance evaluations, documentation of personnel transactions
and other employment related information. Keeping your employment record up-to-
date is important. Accurate information in your records prevent errors and ensures that
your benefits coverage is current. Please provide your supervisor and HRD written
notification of any of the following changes:
Legal Name; Marital Status; Address, Phone Numbers; Educational Achievements

and Emergency Contact Information.
Notify the Human Resources Department of any changes of family status which might
affect your benefits coverage, beneficiary designation, or tax status. These changes
include: Birth of adoption of a child; death of spouse or child, Marriage; divorce;
address change; marriage of a dependent or dependent reaching majority age
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All new employees must report to HRD for in-processing on or before their first day
of employment. In processing includes, but is not limited to the issuance of an
Employee handbook that includes and overview of the organizations history, mission
amd vision, and prohibition against sexual harassment, drug free workplace and other
available ongoing programs brochure.
The Human Resources Department coordinates a comprehensive monthly orientation

session to welcome new employees and provide a formal introduction to key staff,
policies and procedures, work rules and facilities.
4.6 Performance Evaluation
All regular employees will receive periodic performance evaluations. Your immediate
supervisor is responsible for conducting at least one annual evaluation. The evaluation
is based upon specific documented performance expectations discussed with you prior
to the period the evaluation will cover. AHDs evaluation program provides a planned
opportunity for you and your supervisor to meet and mutually discuss and document
accomplishments, standards, expectations and overall job performance.
4.7 Employee Recognition Programs
AHD believes in rewarding employees for outstanding job performance. Our

employee recognition program includes and Employee of Year program that provides
a gift and recognition certificate to an employee in each year.
The employee of the year program seeks to recognize outstanding employee

performance including attitude, attendance and leadership. To be considered and
individual must be employed for at least one year.
Other means of recognition include the catch of Shining Star Award, On the Spot
Awards and Manager of Year. These are recognized at the Annual Rewards and
Recognition Ceremony.
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4.8 MONEY MATTERS
4.8.1 Compensation
AHD Recognizes the importance of attracting, retaining and motivating those who
have the skills and abilities to make strong contributions to our organizations to do
this AHD implements salary ranges and that are internally equitable and externally
competitive.
4.8.2 Regular Pay Procedures

All AHD employees are normally paid on monthly basis and on the 25 th day of the
month. If a scheduled payday fall on holiday, you will usually be paid on the day
preceding the holiday. All authorized deductions such as Income tax, insurance
premium, Cell phone bills, utility bills, food bills and all authorized voluntary
deductions will be deducted from the monthly pay.
When an error has been made in an employees pay, AHD will make the appropriate
corrections. It is an employees responsibility to check for and immediately report
errors to the Office of Human Resources.
4.8.3 Pay Increases

AHD has three types of pay increases. Merit increases are based on job performance.
Promotional increases may be granted when an employee moves to a different
position with a higher salary range. Market adjustments may be made to compete with
the external market or internal factors when employees with similar jobrelated
experience, skills and performance have different pay.
4.8.4 Birthday and Marriage Gift

All employees will be given a gift voucher of Taka 500 to celebrate his birth day. A
gift voucher of Taka. 2000 will be given to an employee for his/her marriage
ceremony purpose.
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4.9 HOLIDAYS AND LEAVE
4.9.1 HOLIDAYS
All employees shall be provided with paid holidays in observance of the following
holidays unless the conditions of work or assignment are set otherwise:
Holiday Days OPD Admin IPD
Eid-ul-Azha 3 days Closed Closed Open
Shaheed Day 1 day Closed Closed Open
Independence Day 1 day Closed Closed Open
Shab-e-Quadar 1 day Closed Closed Open
Bijoya 1 day Open Closed Open
Eid-ul-Fitr 3 days Closed Closed Open
Victory Day 1 day Closed Closed Open
X-Mas 1 day Open Closed Open
Budha Purnima 1 day Open Closed Open
The Office of Human Resources will prepare a list of yearly holidays each year on the
basis of Government holidays. Once the holiday list is approved by the Chief
Executive Officer (CEO), the list will be issued before the calendar year starts for
applying in all AHD Offices.
No additional day will be allowed in the event of a holiday falls on weekend. If the
Government of Bangladesh announces any additional public holiday, it is at the
discretion of the CEO to allow this holiday to employees.
Employees irrespective of Executive or Staff category required to work on the

approved holidays will be entitled to one day alternative leave against each
holiday.
4.9.2 LEAVE ENTITLEMENTS
All local employees are entitled to 10 days casual leave, 14 days sick leave and 18
days annual leave per year. All expatriate employees are entitled to 10 days casual
leave, 14 days sick leave and 30 days annual leave per year.
The leave year for each employee will be started from January and will be ended in
December. Leave records for all employees will be updated in the month of
January accordingly.
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Casual Leave shall not be granted in combination with any other kind of leave and
can not be taken more than 3 days at a stretch. Casual Leave shall be non-
cumulative and will lapse automatically at the close of every leave year.
Approved holidays and weekly offs intervening the period of sanctioned Casual
Leave will not be treated as part of Casual Leave.
In the first year of services casual leave will be given to employee on pro-rata basis,
i.e. on the basis of the number of months he/she has worked.
An employee shall be eligible for sick leave up to a maximum of 14 days. Sick leave
for 3 days or more shall be granted only on production of a medical certificate
from a registered Medical Practitioner. In case medical certificate is obtained from
a registered medical practitioner for sickness lasting for five days or more the
same has to be endorsed by the Medical Officer of the hospital, failing which sick
leave will not be granted. The Management will have right to curb sick leave
obtained on false ground.
In the first year of services sick leave will be given to employee on pro-rata basis, i.e.
on the basis of the number of months he/she worked. Sick Leave can be
accumulated for a period of 28 days.
All regular employees who have worked for a continuous period of one year shall be
eligible for annual leave. In the first year of employment a total of 6 days annual
leave can be obtained by the employee during the second six months of service.
No annual leave can be taken during the first six months of employment.
Any approved holidays intervening the period of sanctioned annual leave will be
treated as part of annual leave.
Any pregnant employee is entitled to a total of 90 calendar days maternity leave

(immediately before and after child birth, i.e. 45 days maternity leave before
delivery and 45 days after delivery), This duration is subject to change to conform
with the Country laws and regulations, if applicable for the organization.
A female employee who is pregnant shall notify the office at least 3 (three) months
prior to the expected delivery date.
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Employees are entitled to Compensatory Time Off (CTO) which is a rest day given to
employees whenever they are called upon to work on a weekend or during any
time of a period of eight hours other than the scheduled hours of work. CTO must
be availed within one week time of its earning otherwise CTOs will be exhausted
automatically. Record of such CTOs will be maintained in the department.
Leave without pay shall be granted to an employee when no other leave is due to him
only at the discretion of the Management.
Except in exceptional circumstances, the duration of leave without pay shall not
exceed 6 (six) months on any occasion for which special sanction has to be
obtained from the Management.
An employee donating blood at the blood bank will be granted one day special leave
only on production of a certificate from the Blood Bank Officer of the hospital to
that effect. Special leave can be availed within a month from the date of donating
the blood. Special leave will not be granted to employees who donate blood to
their relatives in a private capacity.
Special leave shall also be granted to employees in the event of any ailments or
accidents arising out of or in the course of employment. The limit for sanctioning,
such special leave will be at the discretion of the management.
Employee will be entitled to leave for attending seminar/conference/training programs

for professional development. The amount of leave will be decided by the
duration of programs and subject to approval of management for attending such
programs.
4.9.3 PROCEDURE FOR AVAILING LEAVE
1. An employee who desires to obtain leave must obtain approval on a prescribed

Leave Card from the supervisor. Leave Card will be issued and preserved by the
Office of HR.
2. An employee desiring to be absent in excess of any period granted shall apply to

the Supervisor if possible in person prior to expiry of the leave already granted.
Such approval also needs to be passed on to HR department for updating
concerned employees leave records.
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3. Leave of any kind cannot be claimed as a matter of right. When the exigency of
the services is so required, an authority authorized to grant the leave reserves
discretion to refuse/defer or revoke leave of any kind.
4. An employee who overstays on leave except under the circumstances beyond

his/her control should give a satisfactory explanation. If the explanation is found
unsatisfactory by the management he/she shall not be paid wages for the period
overstayed and shall be further liable for disciplinary action as the management
may think fit to impose.
An employee before proceeding on leave shall intimate the sanctioning authority

his/her contact address while on leave.
Leave shall not be granted to an employee who is under suspension are against the
disciplinary proceedings are pending.
Employee remains absent for duty for a continuous period of more than 7 days
without prior intimation are sanctioned suitable action shall be initiated against
him/her.
An employee on leave may be recalled for duty by the Management whenever deems
fit to do so.
In the event of the employee resigning the services, he/she shall not avail any type of
leave during the notice period, as active service during such period is mandatory.
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4.10 GROUP LIFE INSURANCE AND HEALTHCARE
1. All AHD employees will be provided with a group life insurance scheme as per
the assured sum shown in the following table. Insurance premium will be given
on co-pay basis.
Category of Employee Assured Sum (BDT)

CEO/Consultants 15,00,000
Sr. Management Team Members 12,00,000
HoDs, Registrars and Managers 8,00,00
Assistant Managers/ 500,000
Executives/Residents/Officers/Superintendents
Staff (Level-I) 350,000
Staff (Level II) 200,000
2. All AHD employees will be provided with Out-patient and In-patient treatment
facilities with discounted rate as given below:
4.10.1 For Out-Patient Treatment Facilities
3. Any AHD employee needs to have OP treatment must go through the Staff Clinic
first. Staff Clinic will refer the concerned employee to the specialized department
or consultant as deemed appropriate.
4. Dependants and parents of employee can visit the consultants by appointment as

referred by their physician or deemed appropriate.
5. Discount will be given to AHD employees, dependants and their parents for OPD
services as given below:
Services Patient Discount

Registration and Employee, Dependant 100%
Consultation fees and Parents
Investigations Employee and 50%
Dependents
Parents 20 %
Medicines Employee, Dependants No discount

and parents
4.10.2 For In-Patient Treatment facilities:
6. All AHD employees and their dependents will only be charged for Consumables
and Medicine costs when they are admitted in Apollo Hospitals Dhaka. Parents of
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AHD employees will be provided with 20% discount on the total bill when they
are admitted to Apollo Hospitals Dhaka.
7. For any special discount which is beyond this policy approval must be taken from
CEO on case to case basis.
8. Individuals/ Departments are not allowed to make any interpretation regarding

this policy on their own. Any matter of confusion/concern should be reflected
back to HR department for further clarification.
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4.11 MISCONDUCTS AND DISCIPLINARY ACTIONS
By accepting an appointment with AHD Bangladesh an employee agrees to work in a

responsible, disciplined, harmonious and productive manner, to be loyal to the
organization and to act in a manner conducive to the accomplishment of the
organizational objectives. Any act of misconduct or violation of organizational Code
of Conduct shall be dealt with the disciplinary guidelines.
Misconduct means willful conduct by an employee which is unsatisfactory.

Misconducts are classified in to two categories: Minor misconduct and Serious
Misconduct
Minor Misconduct' is the misconduct that have little effect on the continuity,
efficiency, and safety of AHD work, but cannot be tolerated if repeated. The following
are a few examples and the list is in no way all inclusive:
Unexplained, inexcusable, or unauthorized absence or tardiness.

Failure to notify supervisor as soon as possible on first day of absence.
Failure to observe assigned work schedules (starting time, quitting times, rest and
lunch periods).
Soliciting or collecting contributions for any purpose on AHD premises without
management permission.
Loafing or other abuse of time during assigned working hours.
Interfering with an employee's work performance or duties by talking or other
distractions.
Distributing written or printed matter of any description on office premises
without management permission.
Leaving regularly assigned work location during normal working hours without
notifying immediate supervisor.
Violations of confidentiality which do not significantly affect the operations of
AHD or the operations of the department/division.
Performing unauthorized personal work on office time.
Violations of safety rules.
Failure to maintain time card or record card as instructed.
Discourteous treatment of the public or other employees.
Violation of internal department work rules.
Engaging in excessive visiting, personal conversations, or using the telephone or
computer for personal use.
Accepting any gifts or favors which influence or tend to influence performance of
duties or the granting of services or favors of other AHD employees, applicants,
clients, or other persons.
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Failure to follow any reasonable instructions issued by supervisor related to

performing of tasks and/or job duties.
'Serious Misconduct' includes, but is no way limited to serious misbehavior of a kind

which constitutes a serious impediment to the carrying out of a employees duties or
to an employees colleagues carrying out their duties;
conviction by a Court of competent jurisdiction of an offence of a kind that may be
reasonably regarded as constituting a serious impediment to the discharge by an
employee of his or her functions or duties, or to the employees colleagues carrying
out their functions or duties;
Serious Dereliction of Duties
Examples of 'serious misconduct' in the course of employment include but not limited
to:
willful insubordination or disobedience, whether alone or in combination with
others, to any lawful or reasonable order of a superior;
Gross negligence of patient care.
Major improper administration, preparation and/or dispensing of medication
and / or patient care.
Knowingly harboring a physical or mental disease that may constitute a hazard
to patients, visitors, or co-workers.
theft, misappropriation of funds, fraud or dishonesty in connection with the
employers business or property;
taking or giving bribes or any illegal gratification in connection with his/her or
any other employees employment under the employer;
habitual absence without leave;
habitual late attendance;
riotous or disorderly behavior in the office premises or any act subversive of
discipline;
falsifying, tampering with, damaging or causing loss of employer official
records;
serious harassment, a serious or habitual breach of the AHD Bangladeshs
policies or regulations; and
Repeated actions of minor misconduct.
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4.12 SEXUAL HARASSMENT
AHD does not tolerate sexual harassment by any of its employees, supervisors, and by
any other person associated with AHD. AHD affirms its commitment to maintaining a
working environment that is fair, respectful, and free from sexual harassment
The determination of what constitutes sexual harassment will vary with the particular
circumstances, but may be described generally as: Unwelcome sexual advances,
requests for sexual favors, and other verbal or physical conduct of a sexual nature
when:
a. Submission to such conduct is made a term or condition of an individual's

employment.
b. Submission to or rejection of such conduct is used as a basis for employment

decisions affecting such individuals; or
c. Such conduct has the purpose or effect of interfering with an individual's work
performance or creating an intimidating, offensive or hostile work
environment.
Employees who believe they are victims of sexual harassment should immediately
report to the Supervisor. If supervisor is the alleged person then employee must report
to the Office of Human Resources. The Office of Human Resources will advise the
employees for the next steps as per the policy laid down against sexual harassment.
Employees who present a charge pursuant to the policy against Sexual Harassment
will not suffer any adverse employment consequences for making a complaint nor for
taking part in the investigation of a complaint.
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4.13 PROCEDURE FOR HANDLING COMPLAINTS AND GRIEVANCES
A grievance is an employee's expression of disagreement or dissatisfaction with

aspects of employment such as working conditions, hours of work, work environment,
relationship with supervisor and other employees, performance evaluations, or
policies or decisions of the department considered by the employee to be
inappropriate, harmful or unfair.
AHDs grievance policy assures that individuals may seek answers to questions and
resolutions to complaints without fear of restraint, interference, correction or reprisal.
Many problems can be resolved informally. However, if attempts at informal
resolution are not satisfactory they can be addressed through the grievance procedure.
The employee, in the event s/he has any grievance, will observe the following
procedures:
First Step
If you have a work related problem or sufficient grounds to express a grievance, you
have 15 days from the time of the incident to submit your grievance in writing to your
supervisor. If the problem involves your immediate supervisor, you may submit the
grievance to the person at the next level of Management.
All complaints must be in writing, signed and dated.
Second Step
The supervisor at every step is allowed to 5 days to submit a written response to your
grievance. If you are not satisfied with the answer you receive at the first step, you
should submit a written statement of the problem to the person at the next
management level. You must also submit a signed copy of your grievance and the
supervisors response to the Office of Human Resources.
Third Step
If you do not receive satisfactory resolution at the second step, you may appeal the
decision to Chief Executive Officer The Chief executive officer is the final authority
to make a final decision binding on all parties.
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4.14 SEPARATION FROM EMPLOYMENT
Separation of employment with AHD can take place in the following process:
1. Voluntary Separation: Resignation is considered as voluntary separation.

Sometimes, employees leave AHD because they move, find themselves in
different circumstances, or simply want a change. Employment at AHD is at will
and is subject to termination by either the employee or AHD. If you plan to resign
AHD requires an appropriate written notice which is usually 30 days or as
specified in your employment contract.
2. Involuntary Separation: When AHD terminates your employment such action is

called Involuntary Separation. Termination of employment by the employer,
discharge or dismissal can be considered as involuntary separation. Regular
employees who have suffered involuntary separation have appeal rights in
accordance with the AHDs general Grievance procedure.
3. Job Abandonment: An employee is deemed to have abandoned his/her job when

for a period of 15 consecutive days the employee has been absent without
permission.
4. Reduction in Force: From time to time, it may become necessary to eliminate

positions to meet organizational needs or restructuring process. Departmental
reduction in force or position abolishment is coordinated through the Office of
Human resources. Institutional reductions in force re coordinated through the
Office of Chief Executive Officer.
5. Retirement: Retirement from service is mandatory upon a regular employee

attaining his/her 60th birthday.
6. Death: Departments are responsible for notifying Human Resources of the death of
an active employee. The nominee or next to kin should receive the final paycheck.
When you would like to proceed for voluntary separation you should place your
resignation to CEO through your Immediate Supervisor. Your immediate supervisor will
forward this to Office of Human Resources for necessary actions.
Upon separation of employment, all employees are required to receive documented

clearance from their department. The clearance from is available at Common/HR/Forms
in our system. The Office of Human Resources will conduct exit interviews with all
employees separating from Apollo Hospitals Dhaka. You immediate supervisor is
44
responsible for notify the office of Human resources of your separation. You are
responsible for scheduling an exit interview.
During the exit interview, you will be given the opportunity to discuss your work
experience at AHD and reasons for separation, If you cant attend a face to face
interview, a questionnaire will be mailed to you for completion. The completed
questionnaire must be returned to the Human Resources Department.
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4.15 CORE COMPETENCIES
AHD strives to create an environment where extraordinary services to our patients

and their families to our guests and visitors and to each other happen every day. And
every employee at AHD is therefore expected to demonstrate the observable
behaviors that mentioned against each area.
Areas Observable Behaviors
Customer Treats customers (guest, patients, physicians and other

Relations employees) with courtesy, respect and caring behaviors.
Responds quickly and appropriately to customer requests.
Anticipates customer needs and initiates action to meet
those needs.
Self- Presents a positive image of AHD through processional

management appearance and behavior.
Identifies and seeks opportunities for personal and
professional growth.
Carries out responsibilities in a timely fashion, requesting
assistance as needed.
Follows the policies and procedures of AHD.
Teamwork Works cooperatively within own/department and with other

units and/or departments
Willingly accepts additional responsibility; tries to make
others jobs easier.
Recognizes and supports the skill and qualities of others
Willingly exchanges appropriate and professional
information with co-workers.
Communications Listens to customer needs and responds in a courteous and a

tactful manner.
Provides timely feedback to the appropriate customer in a
clear and concise manner.
Use professional judgment in providing information, based
on the situation, and is sensitive to individual and
organizational concerns.
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Consistently ensures the information known about the

customer is kept private and confidential.
Accountability Treats customers property and AHD property with care and
respect.
Demonstrates conservation and responsible use of
resources.
Contributes to the safety and security of AHDs
environment through personal actions
Continuous drive Effectively and efficiently fulfills responsibilities to achieve

for performance the greatest benefit at an acceptable cost.
improvement Continuously strives to suggest and implement ways to
improve personal, departmental and institutional goals.
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CHAPTER 5
COMPETENCY BASED HR PRACTICE A BRIEF OVERVIEW
5.1 COMPETENCY BASED HR PRACTICE
The underlying factor of this Job Analysis is the behavioral language to build robust
core competencies, core values, priorities and skills that describe, guide and link the
actions at work. Describing what was done helps performance measurement,
describing what is being done helps training and describing what should be done
helps define selection standards and performance goals.
This is about having the employees of the organization align their actions with the
organizational identity and goals. The most effective way of achieving the same is to
allow the concerned employees to participate in the process of strategic decision
making. This participation generates a sense of belonging among the employees
towards the organization and they feel motivated to work towards achieving the goals
that the organization may have set for itself. A very effective way of building
alignment is to behavioral language to convert the vision and mission statements into
clear actions, which need to be performed and conveying these actions to the
employees. The employees can be involved with the framing of the vision and the
mission statements. It can help if all the employees speak the same language, i.e. they
have the same interpretation of the ultimate goals of the organization. Using the vision
and mission statements in the selection procedures can do this. This allows an initial
filter, which allows only those people who fit into the mould of the organization to
join in.
Identity, process and strategy are crucial for survival in todays world of cutthroat
competition. Conceptual leadership is becoming more crucial and the time available
for critical thinking is diminishing by the day. The need of the day is of robust
solutions to practical problems. Robust solutions are those, which work in the face of
adversities. Behavioral competencies can be an asset to any organization. They are
robust and are useful but can be hampered by abstract language and personality traits.
Therefore it becomes imperative that the building of robust human resource
competencies should be preceded by explicit explanation of the same such that
everyone is able to easily understand.
There may arise many situations where there is a lot of ambiguity. In such situations,
simple decisions become difficult and ineffective. To avoid this state, one needs to be
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very clear about the existing situation and equally lucid about the course of action to
be adopted from thereon to resolve the situation. Competencies help develop the
required clarity.
Here one need to understand what is meant by the term competency. Competency
means different things to different people based upon their perception and context of
application. In the field of Human Resources, competencies often deal with the
characteristics of a person. An individuals competency is defined as
A written description of measurable work habits and personal skills used to achieve
a work objective.
To make the description clearer, following are a few points to keep in mind: -
- An individual competency is different from the organizational competencies,
capabilities, values and priorities
- A written description communicates exactly what the term competency means
- Measurable work habits and personal skills implies that competencies are a fair
measure of an individuals actions
- Individual competencies contribute to achieving a common work objective
Competencies are looked at differently by different people depending upon their

context of work. Human Resources professionals look at competencies more on an
individual level but business strategist concentrate more on the organizational
competencies. Core competencies are stores of technical knowledge and skills which
gives the organization an edge over other organizations and makes an impact on its
services and products. Individual competencies along with organizational
competencies help in avoiding and solving people problems. Capabilities are other
things that the organization is capable of doing to achieve its goals. Currently, there is
a high degree of discontent regarding individuals not being able to meet their targets.
This discontent can be taken care of by improving the selection procedures,
performance appraisal systems and coaching schedules according to the individual
competencies of the employee. Thus task allocation should be done in accordance
with the competencies of the concerned individual.
Competencies define the coaching schedules. On the basis of individual

competencies, one can decide to what extent the individual should be trained and what
should be the contents of the training. Thus competencies, by helping correct job
allocation, helps avoid the ambiguity and hence increase productivity.
The best way to express competencies is by the use of Behavioral Language. It

allows a clear understandable description of the actions needed to be performed in
order to achieve the organizational goals. Individual competencies can also help
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diffuse conflicts and disagreements because they help put forward the situation in a
very lucid format and give a different perspective to the entire matter. Behavioral
language allows easy communication of standards, expectations, goals and objectives,
thus making it the ideal way to build robust competencies.
Competency models comprise of groups of competencies. Some models are generic

lists of individual characteristics that can be used in HR systems. Other competency
models are specially designed for a particular organization. The primary reason for
constructing a competency model was to link the processes like interviews, appraisals,
training and compensation to vision, mission, values and culture. Some other reasons
were planning to grow newer skills within the organization, communicating the
behaviors that are desired in the organization and clarifying the leadership focus. The
gist of the matter is competencies help managers and other employees to link, plan,
communicate and clarify.
5.2 CHALLENGES OF COMPETENCY MODEL
There are certain problems related to competency models though. Expensive

competency model not being applied or off-the-shelf competency models which do
not fit the bill of the specific organization in terms of correctly defining the
uniqueness of the jobs or the organization. Expense incurred in getting the
competency model designed, developed and installed can be prohibitive. Acceptance
of the model is another common problem that the competency models may face. A
competency model thus has to be developed very carefully. There are some challenges
involved with the development and installation of the model. These challenges can be
listed as participation, measurement, negative feedback, job-relatedness and expense.
5.2.1 THE CHALLENGE OF PARTICIPATION
One of the major challenges is participation. There may be two types of competency
developments. One, which is faster and the other which is better. The faster model of
development may be efficient in terms of the time taken for the development of the
competency model, but eventually it may turn out to be more expensive. Executives
sitting behind a closed door trying to formulate the competencies required and the
competency model is not a feasible idea since the employees who are going to be
subjected to that change might not like the model and refuses to use it. Participation is
absolutely critical for acceptance and application of the competency model.
Participation is not a manipulative ploy, but a mechanism for making your
competencies more reflective of the true cause of performance. For the model to
persist in the organization there should be broader participation in terms of multiple
opinions and the ability to think and argue. Participation becomes a huge factor in the
successful implementation of the competency system. Behavioral language is used to
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link what needs to be done with individual actions. Competencies become tools for
direction and change. Assimilation of competencies into the everyday
communications helps specific and explicit expression of feelings and opinions.
5.2.2 THE CHALLENGES OF MEASUREMENT
The next challenge is measurement. Measurement is very crucial since the progress of
a project or the performance of an employee can be tracked only when it is measured.
Also in situations where the employee demands an explanation the only way out is by
having hard evidence on our hands. This evidence is provided by measurements.
Measurement can be used to fathom the skill level of any employee which is being
selected for a particular assignment. Measurement systems though have to be
validated before they are pout into action. For this purpose, they are put through a
battery of test and the results observed to check whether they are in keeping with the
characteristics observed.
Negative feedback and the way it is taken is another big challenge that any
organization may face. Some employees may not take a negative feedback
constructively and cause harm to the organizational goals.
Therefore the organization should have the courage to face the conflict that would
arise when negative feedback is given. It is extremely important to have accurate
performance measures when it influences compensation, promotion and career
opportunities. Many managers shy away from giving negative feedback because of
the awkwardness or the fear of a legal battle. To resolve these matters, there are
models which have a cap on how low the measurements can go or there are a few
other models which use a threshold of minimum acceptable performance. These
models may avoid the unpleasantaries but at the cost of overlooking and actually
accepting negative or undesirable performance into the organization. Thus, negative
measurement or feedback though extremely necessary, should be handled with care
since it is very difficult to accept.
5.2.3 THE CHALLENGE OF EXPENSES
The one other challenge that the competency system must face is that of the expense
incurred in designing and implementing the system. Development of competency
systems which may function as performance appraisal systems and their
implementation is an expensive option and should be exercised only after taking all
the considerations. These days the use of computers is relaxing the stranglehold of
price on such systems. Softwares are being developed to automate and handle each
and every task like structuring the interviews or groupware to encourage the groups to
work on a problem and find the solution collectively.
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To fully garner the benefits of the competency system, they need to be in sync with
the current requirements of the organization and its goals. Competencies when in
service of customers are powerful business tools. But it is extremely imperative to
understand the meaning of the term competency in the given context. The competency
scope does just that. It outlines what needs to be done in order to meet the
requirements of the customers. In a competency scope, competencies are discussed
with special attention on two factors; viz: the LEVEL factor which specifies how an
organization can be effective in the marketplace or how an individual can be effective
in doing a particular job and the TYPE factor which distinguishes between the use of
concepts.
Coming back to the core competency model, it is partitioned into four parts: -
Slice I: Core Competencies and Capabilities

The combination of knowledge and skills with tools is reflected at the organizational
level in core competencies and capabilities. A core competency is a unique bundle of
technical know-how that is central to the organizations purpose. A capability is also
important to the organizations effectiveness and is perceived to be valuable by
customers. It is a set of business processes strategically understood. Core
competencies and capabilities are ideally expressed in a mission statement that
specifically communicates what the organization will do for its customers.
Slice II: Core values and priorities

Core values complement the technical aspects of work by explaining why the work is
performed. At one level it encourages shared beliefs of people in the organization and
its culture, including norms on how to act. Priorities reflect an organizations
emphasis on the use of individual competencies such as working habits and people
skills to make business processes and work systems more efficient or effective. It is
different from capabilities that emphasize the deployment of technical know-how,
physical or financial resources to improve performance. An important priority lies in
an organizations willingness to use participation to improve performance and create a
competitive advantage. This priority is seen in the commitment to encourage
associates to express their opinions on work issues. In addition, managers must be
willing to listen to others opinions, accept them when appropriate and disagree when
necessary. There always this uncertainty while distinguishing between a businesses
process that defines a capability and the people skills that define a priority. When
people can easily be asked to join a business process, they are supporting a business
capability. On the other hand, when the process requires a person with a specific set of
skills, it is an organizational priority that is being dealt with. A statement of core
values and priorities describes how people actually do their work. It expresses norms
and boundaries of acceptable behavior and business practices.
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Slice III: Technical knowledge and job skills

Individuals use their technical knowledge and skills with tools to carry out their job
responsibilities. Technical knowledge and job skills should be in support of the
organizations core competencies and capabilities. Technical skills provide a logical
way fro an organization to maintain and extend its core competencies and capabilities.
Slice IV: Performance skills and competencies

Performance skills and competencies include work habits, communication styles,
leadership and teamwork. They are easily transferred across different industries and
jobs and they reflect a persons efficiency or effectiveness in using technical
knowledge and skills. Commitment to a task is a performance skill that shows the
extent to which a person will work hard to get results. A performance skill can be
directly observed and described at a behavioral level. A competency involves an
inference about what a person is like.
Organizational characteristics:
When the slices I and II are combined, the organizations identity is reflected,
including the work context in which the individual is to perform. The more familiar
components of organizational identity include vision, mission, values and culture.
Core competencies provide the basis for an organization to define itself beyond its
specific end products. Core values and priorities are quite different from core
competencies.
Individual characteristics:
Slices III and IV pertain to the skills used by the individuals to perform their specific
jobs. They reflect the job content including specific tasks to be performed and the
individual characteristics needed to carry them out. Assessment technology offers a
perspective that distinguishes between a performance skill and a competency. The
behavioral approach to assessment would say that a performance skill can be directly
observed and described in terms of the things a person is observed to say or do. It is
very important to describe operational skills in very clear and precise words. In many
instances the organization successfully draws its competency model but fails to
clearly mention the actions to be taken in order to achieve the organizational goals.
Consequently, even though the organization competency model is ready and in place,
it does not deliver the expected returns. Therefore, it becomes imperative to put down
the steps to be taken by an employee to be explicitly mentioned in the competency
plan so that there is no haziness or ambiguity in the understanding of the model. The
statements of the competency plan should be put down in the form of operational
definitions, which explain a concept in the form of steps to be taken to observe it.
However, defining a statement in terms of operational definition is not the job a single
person. It becomes necessary to involve others in the process of defining the steps to
perform a certain task.
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5.3 BEHAVIORAL APPROACH
Generally, behavioral language is used to define the actions and whenever a higher
degree of detail is required operational definitions are used. Behavioral language is
very concrete. It describes what one can see or hear being done. A performance skill
written in behavioral language is the sequence of actions to be performed to the job
well. Behavioral language is robust because the actions required to perform the task
can be defined through the written or the spoken word such that any other person
wanting to understand the action can do so, very easily and reasonably accurately.
Verification in the case helps by showing the extent to which two or more people
agree on a behavioral description.
A performance skill is more concrete than personality traits or abilities. A competency

system based on personality traits is not preferred because it would use terms which
may be ambiguous. The tangible nature of performance skills means that it is helps
reduce the influence of biases on people. The focus is on making reasonable
inferences about people, based on verifiable information. Performance skills and
descriptive rating scales are the foundation of the behavioral approach in objective
decision-making. The three steps of the behavioral approach are:
Step I: Observe what a person says or does. Snap judgments are not allowed. Only
observation is what one is supposed to do.
Step II: Describe what is observed in relation to the performance skill. The real test of
the second step is whether another person can verify what has been described.
Step III: Draw an inference from the description. The thumb rule is that this
expansion of the description should be reasonable in light of what was observed and
subsequently described.
The perception of a person depends upon the reactions of one towards that person.
But with the behavioral approach, perception is not reality. The three steps of
behavioral approach enable the development of a reasonable understanding of the
other person by substituting observation, description and inference for perception. A
robust performance skill supports the steps of the behavioral approach. It will not
contain abstract words and references.
A behavior-based vision statement is a word picture that describes the future

statement for work and the actions that associates will take in it. The ideal mission
statement includes movement. The behavior-based vision is more dynamic than static.
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A behavior-based mission statement explains why the organization exists in terms of

its overall purpose, the nature of its business and the principles that it follows when
doing business. A behavior-based mission statement describes purpose and priority in
a way that suggests the direction for most of the people in the organization to take.
A mission statement provides a sense of identity and direction, thus unifying
individuals and establishing the basis for future actions. There should be a reciprocal
relationship between a mission statement and core competencies, each should
influence the other. A behavior-based value-statement describes the shared beliefs and
norms that characterize the organization.
Often the shared values can be traced to the business philosophy held by the founders
and the opinion leaders. An organizations culture is a reflection of these shared
values. They represent one of the important components of the same. One challenge in
generating a value statement involves going beyond feelings about the work situation.
The statement must use behavioral language to describe what people will do when
they are using the value.
When an identity statement is written in behavioral language, there is an opportunity

to align it with the organizational level of the competency scope. Many HR systems
are practical are tactical. They respond to governmental regulations and specific
needs. They become more strategic however when connected with the organizations
identity through behavioral language. When this is done one can say that the
organization has a strategic HR system that reinforces its identity in day-to-day
decisions about people. When the content of an identity statement is reflected in the
content of HR forms and processes, it is said that content linkage exists. A cramped
vision restricts the scope of an organization while an open vision can help align more
and more people with the organizations goals.
There are four organizational approaches that influence the type of Human Resource
systems that are put into place. The four approaches can be summarized as follows:
1. Perception-driven
2. Experience-driven
3. Attribute-driven
4. Behavior-driven
Perception-driven
The perception-driven organization is more intuitive and feeling-oriented. The HR
system in this organization places less emphasis on being specific, gathering
information and measuring. Its HR efforts will rely on gut-feel interviews, likeability
appraisal, motivational coaching and smile training. There is a de-emphasis on
structured job-related HR systems.
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Experience-driven
The experience-driven organization uses work-experience in an intuitive way. A few
features that characterize this approach are:
- Conversational interviews
- Counselor appraisal
- mentor coaching
- Hands-on training
Attribute-driven
An organization that emphasizes attributes uses trait words to describe people. All of a
persons characteristics are considered regardless of the extent to which they are used
in a current work assignment. A few features that characterize this approach are:
- Trait interviews
- Recognition appraisal
- Personal growth coaching
- Instrument training
Behavior-driven
When an organization adopts the behavior-driven strategy, it emphasizes organization,
description and cautious inferences about people. One of the most difficult challenges
faced by a new interviewer is to go beyond the gut-feeling and gather behavioral
information about a candidates job related skills. A second challenge faced by todays
interviewer is to avoid the temptation to asses only a candidates fit to the
organization. An interview that is based on only the candidates fit to the organization
will not measure the skills needed to do the job itself. The behavior-based
interviewing strategy can asses the extent to which a person is both a fit for the
organization and able to do a particular job.
5.4 JOB DESCRIPTION

The Job Description is a management tool that assists in clarifying work functions,
accountabilities and reporting relationships of a position. This clarity will in term
helps the employee understand his role better, the work association with other
positions and the impact he has on his department and/or the Companys performance.
To facilitate this understanding, a comprehensive and objectively written Job
description as the common reference is necessary. This documentation, in fact, is the
roadmap to link the many Human Resources-related activities such as job evaluation,
organizational design, recruitment and selection, training and development,
performance management and career planning processes.
However, before the line manager goes about writing the Job Description, he will
need to gather information on the job before creating the documentation.
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This process of gathering job information is called Job Analysis.
5.6 JOB ANALYSIS

Job analysis provides managers with data on the job requirement which are then used
to develop a job description (what the job entails) and job specifications (what kind of
person to hire for the job). This information is the main segment of the Position
Description.
The types of information to collect are:
job content : describes the duties and responsibilities of the

job;
job requirements : identify the formal qualifications, knowledge,
skills, abilities and personal attributes which the
employee needs to perform the content of the
job;
job context : refers to situational and supporting information
regarding the job its hierarchical standing,
limit of authority, magnitude on financial,
human and resources managed, interpersonal
relationships and the environment/culture he is
expected to work in.
The manager should bear in mind that the objective of job analysis is not to describe
the person for the job but rather the job itself and later, determine the type of person
suitable for the job.
Once the essential functions and information are determined, a formal Job description
can be compiled.
The Job Description (JD) should provide a positive overall feeling of the job and is
also specific in stating the pre-requisites of the incumbent who can perform the job at
an acceptable level.
It is important that the JD is current, relevant and precise. This importance is not
overstated if we look at the other benefits that we can derive from it:
Recruitment & Selection
Guide recruitment so that better qualified candidates are selected for jobs.
Performance Appraisal
Establish the performance standards on which actual performance is assessed.
Training & Development
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Identify the training and development needs an employee needs to gain

competency on the job or to prepare the employees for a job with higher or
vastly different responsibilities.
Compensation & Benefits

Provide the basis to evaluate the worth of a job so that a competitive
remuneration package can be determined.
Job orientation
Reinforce employees understanding of his/her role and responsibilities when
these are clearly spelled out.
Work assignment
Enable supervisors to manage assignment of work to employees.
RESPONSIBILITY
The Manager is responsible for ensuring that each staff member has an updated JD, in
the correct format.
Often employees will be involved in the creation and updating of this documentation
as they know their job best.
5.5 OFFICIAL FORMATS OF JOB DESCRIPTION
Maintaining consistency in the documentation of JDs is a requirement and managers

are advised to use the appropriate formats as stated (the templates in soft version are
available from the HR Department):
The elements contained in the Job Description are:
Position Identification
State the job title, name of the department, designation of the supervisor and
supervisee, salary range, grade etc.
Job Summary
(Principal Responsibility)
Provides specific information about the outcomes required of the role. It covers the
what, how and why the tasks/duties are done.
Principal Tasks
Divide the job into tasks.
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Principal Subtasks :
Divide each task in to subtasks
Job Specification
(Education, Experience and required knowledge and skills)
Describes what skills, experience and qualifications a Person needs in order to
perform the role competently.
Acceptance Note
It is the written approval of the supervisor and position holder.
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CHAPTER 6
JOB SPECIFICATION FORMAT (of AHD)
6.1 JOB SPECIFICATION FORMAT (of AHD)

Job title:
Department:
Reports to:
Supervises:
Grade:
Category: Executive
Hiring scale:
JOB SUMMARY
The core responsibility of this position will be written down here.
This should be the summary of the job in 2-3 lines
It is WHAT the position is responsible for, HOW these
responsibilities are achieved and WHY are they done. The
latter element looks at the Key Result Areas which will become
the standards for measuring the actual performance
Break down of the jobs in to tasks. Usually a job consists of 4-6 major tasks.
Task 1
Break down of the task in to several sub tasks.
a. Subtask 1
b. Subtask 2
c. Subtask 3
Task 2
a. Subtask 1
b. Subtask 2
c. Subtask 3
Task 3
a. Subtask 1
b. Subtask 2
c. Subtask 3
Task 4
a. Subtask 1
b. Subtask 2
c. Subtask 3
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BASIC QUALIFICATION
Minimum education and experience required to complete this job.

The educational should be clearly mentioned.
And the experience should be the minimum the job holder needs to complete the
job.
REQUIRED KNOWLEDGE
It is required knowledge the job holder need to perform well in the position. It is more
or less the theoretical knowledge associated with some practical expertise.
REQUIRED SKILLS
This is the practical know-how the person needs to fulfill the job successfully. Itll be
an all inclusive list of skill set.
PHYSICAL ABILITIES
This is the physical fitness a person requires for this job. This should highly non
discriminatory. And it should provide the required provisions for differently able people.
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REFERENCE CHECK
Here the employees past work habit needs to be assessed. Here again this should be
objective and non discriminatory.
PERFORMANCE INDICATORS
A set performance measurement indicators will be sorted out here. Here

we focus on observable behavior or what we call competency based
Performance Management. Again it should be objective, performance
biased and relevant.
APPROVAL & RECORD

Once the JD is completed to a first draft stage, it is recommended that this document be
reviewed by the Manager and the jobholder before it is signed off by all designated parties.
A copy of the approved JD should be forwarded to the HR Department preferably in soft copy
(electronically signed) for retention or to be evaluated if the position has been substantially
altered
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TIPS
Before writing a JD, you may want to consider these suggestions:
Keep sentence structure as simple as possible, omit unnecessary words or

jargon that do not contribute to pertinent information;
Begin each duty/task with an action verb;
Avoid the narrative form;
Refer to position titles rather than name (example Reports to the Marketing
Manager instead of Mr XXX);
Be precise. This is critical for accurate job evaluation and analysis;
Focus on critical activities. Disregard minor occasional tasks which are not
unique to the position;
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6.2 SAMPLE JOB SPECIFICATION ANALYSIS
6.2.1 MANAGEMENT
JOB SPECIFICATION
Job title: Head of Department-HR
Department: Human Resources
Reports to: CEO
Supervises
Grade: AM
Category:
Hiring scale:
Service weightage
JOB SUMMARY
The incumbent is responsible for Human Resources Strategy formulation and

execution, establishment and installation of HR policy, staff as well as organizational
development and employees contribution enhancement.
STRATEGIC PARTNER
1. Defines the strategic fit of HR in parallel with the whole organizations.
a. Realizes the organization cause of existence along with its mission, vision,
goal and objective.
b. Realizes the parallelism of HR department with the overall organizations
objective.
c. Establishes the linkage between HR with other departments as well as the
whole AHD as an attempt towards an integrative strategy formulation.
d. Institutes departmental causes of existence along with its own mission, vision,
goal and objective.
2. Conducts environmental study to identify critical strategical premises.

a. Recognizes environmental issues, both task and general that will affect
functions of HR in foreseeable future.
b. Performs research as needed on the impact of environment on AHDs
employee pool.
c. Comprises a clear idea of upcoming environmental threat as well as
opportunities
3. Decides on a particular strategy after evaluating alternatives.
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a. Decides on several courses of future action in response to the environmental

analysis.
b. Analyses the alternatives on cost-benefit perspectives.
c. Determines the impact of individual alternative on organizational mission and
objective.
d. Selects a particular strategy regarding specific HR goal.
4. Executes the strategy with necessary facilitations.

a. Prepare the Budget supporting the strategy decided on.
b. Arranges for logistics and system support to facilitate the execution of the
strategy.
c. Accomplishes the execution of strategy within prescribed time frame.
d. Evaluates the actual outcome with the expected outcome for identifying the
lacking.
e. Modifies strategy accordingly.
ADMINISTRATIVE EXPERT
1. Devises policies regarding overall HR functions.
a. Evolves a code of HR policy and procedures for the hospital, and implement it
in consultation with those concerned.
b. Evolve and systemize HR management practices in the area of manpower
planning, training, promotion, leave attendance, salary, administration etc.
c. Evolves and implement rules and regulations of services for all employees.
d. Obtains approvals from other departments on the formulated policies.
2. Installs the procedures of performing every HR function on the basis of

approved policies.
a. Coordinates employment activities such as interviewing, selecting and hiring
candidates.
b. Oversees the maintenance of records and statistical reports concerning
recruitment, performance appraisal.
c. Manages and oversees compensation programs in the organization.
d. Direct development and application of techniques of job analysis, job
descriptions, evaluation and grading.
e. Plan, coordinates and direct personnel training and staff development
programs.
f. Evolves and implement rules and regulations of services for all employees.
g. Interpret causes of disputes and grievances and suggest and implement
remedial measures.
h. Deals with employment related legal issues.
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3. Communicates the policy through out the organization.

a. Obtains necessary effective measures to communicate the policies and the
relevant procedures through all departments in AHD.
b. Ensures the progression messages without any deviation.
c. Ask for any modification needed in the recommended system.
d. If applicable, alter the system accordingly.
CHANGE AGENT
1. Implements Performance Appraisal system to identify organizational
performance pitfalls.
a. Designs the jobs of all the positions with specific description and
specification with the aid of concerned departmental head and
management.
b. Set up the performance standard for individual job.
c. Develops a performance appraisal system appropriate for the hospital.
d. Installs the system along with concerned management.
e. Reviews the findings from staff development perspectives.
2. Installs elaborate training program for every level of employees according to

their needs.
a. Designs HR training and staff development programs.
b. Confer with management and supervisory personnel in order to determine
training needs.
c. Analyses past and current year training requirements to prepare budgets
and justify funds requested.
d. Formulates training policies and schedules utilizing knowledge of
identified training needs.
e. Trains assigned instructors and supervisors in effective techniques for
training in areas such as new employee orientation, on the job training,
apprenticeship programs, performance appraisal etc.
3. Communicates the performance improvement throughout the organization.

a. Implements the result of training and development session in day to day
operation.
b. Evaluates the implementation result of a particular department as a whole
along with individual performance.
c. Selects the highest improvement achiever as the benchmark for other
departments.
d. Facilitates the way to replicate the benchmark department by others.
4. Designs a multidirectional and flexible process of communication.
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a. Designs two way communication in own department and at the same time
encourages the whole organization to follow the system.
b. Eliminates the cost of bureaucracy to a minimum level to facilitate
effective communication channel.
c. Develops the system to utilize the result of communication in a productive
way in time.
5. Attempts to improve the organization as a whole.

a. Focuses on the advance of the organization as a whole.
b. Creates an environment of employee ownership.
c. Institutionalizes the concept of organizational strengthening in respect of
every employee.
d. Strives for continuous improvement in performance of every employee.
EMPLOYEE CONTRIBUTION
1. Recognizes the humanitarian issues in every HR decision.
a. Checks for any discriminatory policies to ensure equal employment
opportunities.
b. Analyses the organizational competencies in attracting potential
workforce.
c. Attempts to match AHDs policies with the HR market trend in attracting
competent personnel.
d. Studies the causes of absenteeism, tardiness, turnover and other
discouraging factors.
e. Recognizes the motivational factors in favor of acceptable performance.
f. Ensures proper centralization and decentralization of authority in HR as
well as other departments.
2. Attempts to develop psychic benefits of the employees from AHD.

a. Plan and direct implementation and administration of financial benefit
program such as insurance and pension plans, paid time off, bonus pay and
special employer sponsored activities.
b. Institutionalizes the system of employees entertainment and recreation
such as, yearly picnic, movie night, cultural program and other similar
programs.
c. Develops a system of outstanding performance recognition for the staffs as
well as executive level suitable for AHDs policies.
d. Devises a system of continuous training, coaching and overall assistance to
supervisees in all departments continuously.
e. Manages employees conflict and grievance in a Win-Win approach.
f. Provides career counseling to concerned employees.
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3. Develops an organization oriented employee base.

a. Designs an employee friendly and flexible organizational culture.
b. Advocates for the flat hierarchy throughout AHD.
c. Endeavors for employee ownership culture.
Basic Qualifications:
DGM-HR must have a post graduation qualification in HRM preferably an MBA with
at least 4-5 years of management experience in a hospital of comparable size. He/she
should be able to demonstrate good communication skills, ability to manage
diversified tasks simultaneously and computer literacy.
Required Job, Knowledge, skills and abilities

- Experience in managing the provision of human resources management in a large
hospital
- Ability to blend HR knowledge with administrative knowledge to achieve quality
service.
- Knowledge of accreditation and certification requirements
- Excellent communication, team building and persuasion skills in working with
administrative and line personnel.
- Understanding of principles of continuous quality improvement.
- Ability to supervise and train employees, to include organizing, prioritizing and
scheduling work assignments.
- Ability to develop, plan and implement short and long range strategy and goals.
- Skills in examining and re-engineering operations and procedures.
- Knowledge of hospital management along with common medical terminology.
- Knowledge of computers.
Physical Abilities
The physical abilities described here are representative of that must be met by an
employee to accomplish the essential responsibilities of the job. However, reasonable
accommodations may be made for the differently able individuals. The incumbent
must be able to use hands, fingers and must have appropriate level of eyesight to work
on spreadsheets. A routine pre-employment medical examination is required.
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Working Conditions
Comfortable working environment is provided with necessary system supports.
Reference check
Reference check must be carried out with immediate supervisor or previous
employers for confirmation about the honesty and integrity.
Performance Indicators:
1. All supervisory personnel in the HR department are guided and supervised to

achieve their departmental objectives.
2. A quality control program is designed, installed and monitored on regular basis.
3. Customers complaints regarding HR issues are properly recorded, analyzed and
root causes are corrected.
4. HRl control mechanisms are in place, sentinel events are recorded and proper
measures are taken to increase the level of monetary accuracy.
5. Appropriate polices are formulated, implemented with approval and monitored for
effectiveness.
6. Departments are accurately staffed in terms of approved requirements.
7. Staff development programs for HR departments staff are in place and
professional developments are evaluated and recognized.
8. HR budgets for the department are timely prepared, presented and funds are
mobilized.
9. All HR planning for medical services are clearly structured and competitive.
10. Target groups inside and outside the organization are timely and appropriately
communicated and images of organization are increased.
11. Standards for JCIA are well communicated; assistance, guidance and training are
provided to achieve those with a monitoring system in place.
12. Board members are accurately reported; feedbacks are received and implemented
accordingly.
13. Committees are formed, participated and empowered by the implementation of
decisions taken from time to time.
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ANALYSIS
Here we followed David Ulrichs HR matrix. In the Job Specification of DGM-HR or

Head of HR, I tried to segregate his/her job according to David Ulrichs HR model. It
focuses on the diversities and complexities of this position. The role will be much
clearer if we have a brief overview on this HR model.
1. Strategic Partner
HR must ensure that its practices, processes and policies complement the overall
organizational strategy and develop a capacity to execute that strategy. In these times
of rapid change, HR must minimize the time it takes to implement the strategy.
2. Change Agent
All organizations change. In recent years the rate of change has increased
dramatically, due in part to the organization of the economy and enhancements in
communication. The HR role is to facilitate the change in organizations. This includes
modeling change to other departments, advocating change across the entire
organization, resolving issues that arise from change, and institutionalizing changes
by implementing efficient and flexible processes.
Future Strategy
Strategic Partner Change Agent
Processes People
Administrative Expert Employee Contribution
Day to Day
Operation
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3. Administrative Expert
This is the role to which HR dedicates most of the time, and rightfully so. The role
involves HR infrastructure, such as recruiting, hiring, compensating, rewarding and
disciplining, training, record keeping, and terminating and any other process that
involves people. HR must ensure that these processes are efficient and optimized,
which requires tracking, monitoring, and continuously improving.
4. Employee Contribution
This too is a traditional HR role. To be employee contributor, HR must know the
employees well and spend time meeting with and listening to employees. HR must
promote communication, which can include employee surveys, employee suggestion
programs, all-employee meetings, on-going communication of business status, and
any other program that can make employees feel part of the team and dedicated to
customer service. This role also includes ensured that employees who are having
problems get a fair hearing.
The skill set required in this position are more elaborately depicts the needed intensity
and depth required in this position.
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6.2.2 EXECUTIVE
JOB SPECIFICATION
Job title: Senior Executive-Employee Relations

Reports to: General Manager Human Resources
Supervises:
Grade:
Category: Executive
Hiring scale:
JOB SUMMARY
The incumbent is responsible for the coordination of job analysis process,
performance management, recognition and reward scheme management, disciplinary
actions, and facilitation of employee relations under the supervision of General
Manager Human Resources.
1. Conducts job analysis and updates the employee job description as and when
necessary.
a. Carryout job analysis process methodically and develops job description and
specifications.
b. Facilitates performance indicators to the staff category employees.
c. Collects inputs from the appraisal process and other sources to update the job
descriptions and specifications periodically
2. Installs the appropriate Performance Appraisal system in the departments.

a. Assists supervisor in designing performance appraisal format.
b. Educates staff category employee about their participation process in
performance management.
c. Assists supervisors in facilitating installation of performance appraisal process
for the executive category staff.
d. Forwards and collects the Appraisal forms to concerned management.
e. Prepare reports for staff development needs, reward and recognition schemes
and unsatisfactory performance management initiatives.
3. Facilitates the employee relations programs initiated by the authority

a. Conducts regular meeting with different category of the employees for
gathering and reporting their concerns.
72
b. Analyses different sources of information for identifying employee relation

issues and reports to supervisor for proactive solutions.
c. Conducts employee satisfaction survey as and when required.
d. Reviews the effectiveness of existing welfare schemes and suggests the ways
to make those programs more effective.
e. Provides inputs in designing new welfare and recognition schemes.
f. Identifies the areas of employees concerns and reports to the supervisor for
resolution.
4. Arranges the entertaining and recreational activities

a. Organizes the recreational activities, such as movie night, picnic, cultural
functions etc.
b. Prepares the program budget with due approval.
c. Communicates the program schedule through out AHD.
d. Arranges for necessary logistical support for the programs.
5. Coordinates the grievance management procedure and facilitates disciplinary

actions for the staff category employees.
a. Identifies and/or collects staff grievances and reports to supervisor.
b. Educates the staff about how grievance can be placed to management for
resolution.
c. Conducts primary investigation for the reported misconducts for the staff
category staff and reports to the supervisor.
d. Acts as a point person for addressing any sexual harassment and offers
technical assistance to the complainants to move forward as per policy in
place.
e. Conducts counseling sessions for the staff category level as advised by the
management.
f. Acts as a champion of gender issues and assists the HR team to uphold the
equal opportunity employer policies.
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BASIC QUALIFICATIONS
Masters in Social Sciences with at least 3years experience in HR related job or in
Administration
MBA with major in Human Resources Management from a reputed institute like
IBA/NSU, For an MBA experience is not essential.
REQUIRED KNOWLEDGE
A clear understanding about formal Human Resources Management
A clear understanding of HR policies and procedures commonly practiced in
organization
Thorough knowledge on Participatory Performance Management process and Equal
Opportunity Employment philosophy and practices
Basic knowledge regarding Labor Law in Bangladesh
REQUIRED SKILLS
An advanced level user of spreadsheet along with other Microsoft office tools
necessary arithmetical skills along with necessary IT skills
Experience or training on any commercial Administration or Human Resources
Management Software is preferable.
Experience or training on any HR Planning courses is highly preferable.
Ability to conduct both small-scale qualitative and quantitative research
An advanced level of Business Communication skills
Communication skills in English and Bangla
PHYSICAL ABILITIES
accommodations may be made for the differently able individuals. The incumbent
must be able to use hands, fingers and must have appropriate level of eyesight to work
on spreadsheets. A routine pre-employment medical examination is required.
WORKING CONDITIONS
REFERENCE CHECK
For the experienced applicants reference check must be carried out with immediate
supervisor for confirmation about the honesty and integrity. For a fresh graduate at
least two respectable persons must provide a testimonial for the incumbents.
74
PERFORMANCE INDICATORS
Job designs are prepared according to the latest change in jobs responsibilities.
Performance Appraisal systems are forwarded to concerned management with
required explanation and clarification.
Data related to performance assessment are collected and managed in prescribed
interval.
Analysis/Findings/reports are communicated to concerned authority in time.
Work related complaints are identified and addressed in time and in proper
manner.
Grievances are handled according to the merit of grievances and advices are taken
from the supervisors whenever required.
Reinforcements are conferred to employees according to their correspondence
with AHD policies and code of conduct.
Recreational activities are arranged according to the respective budget.
Relevant HR policy compliances are maintained with documentary evidences.
Whistles are blown against any malpractices with regard to Equal Employment
Opportunity
The Job Specification designed above is subject to change time to time according to
the job requirement.
Approved by Date:
Accepted by (Incumbents signature) Date:
Supervisors signature Date:
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ANALYSIS
This position encompasses a little managerial level job to exercise its responsibility
and authority. This position is given enough discretion to nurture itself for the future
top level position. In most case executive reports to manager or to the departmental
head himself.
Executives job is a mixture of both routine as well as initiative tasks. Now its
supervisors responsibility to draw a clear balance between repetitive and creative
tasks. Executives are to supervise the day to day activities and to jobs of Assistants.
He/she is responsible for carry out the functions mainly designed by the top
management.
In the Job of Senior Executive Employee Relation, we can see this well blending of
both types of tasks. At one extreme he/she is to look after the job analysis process,
data analysis of performance management process. And at other extreme, he/she is to
look after the employee relations activities, which is almost self-driven. Here the
opportunity for the individual career growth is provided along with proper functioning
of departmental regular activities. The executive position must be given enough scope
to accumulate and exercise innovation in workplace.
In basic qualification, the required education should be tailored according to the

position needs. The proper functioning of this position requires some relevant
experience. Nevertheless in case of highly relevant educational background,
experience is not mandatory.
The required knowledge is also highly job related as to perform the responsibility in a
sound manner he/she must be familiar with the terms and definition of the process
he/she will have to work with. As in this specific position, along with the basic
knowledge of human resources management, /she should know about the performance
management style, currently practiced job analysis method, labor law in Bangladesh
for the betterment of this position.
In required skills part, the incumbent requires specific attributes to fit in that position.
Particularly any sort of training or exposure in related field will be mutually
beneficial. Along with this to be self driven and initiative, the incumbent should have
research capability, some special tailored skill.
In performance indicators set up, I tried to have some measurable indicators of this
initiative tasks. The results are perceived quantitatively. The focus is on to identify
observable behavior, competency based measurement.
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6.2.3 ASSISTANT
JOB SPECIFICATION
Job title: Time Office Assistant

Reports to: Senior Executive-Payroll
Supervises
Grade: AM
Category:
Hiring scale:
Service weightage
JOB SUMMARY
The incumbent is responsible for time office regulation, duty roster maintenance and
accounting opening procedures.
1. Maintains updated duty roster in HMS.

a. Collects duty roster from each department and places it into HMS.
b. Changes the roster according to the requisition.
c. Informs the due authority if anyone forgets to bring the ID card.
2. Assists employees in Bank Account opening.

a. Assists new employees in Bank Account form fill up.
b. Maintains liaison with bank for account opening procedures.
c. Delivers Cheque Book to employees.
d. Delivers any official papers to STS.
3. Provides assistance to HR department if ordered to do so.

a. Conduct hospitals visit for new employees.
b. Attaches any notice from HR in AHDs notice board.
c. Provides support to any programs organized from HR.
d. Supervises the works of Mailing Assistance.
77
BASIC QUALIFICATIONS
Graduate in any fields with 1years experience in Time Office regulation or any other
similar jobs
REQUIRED KNOWLEDGE
A clear understanding about formal Duty Roster Preparation
A clear conception of Bank Account opening procedures
REQUIRED SKILLS
An advanced level user of spreadsheet along with other Microsoft office tools
necessary arithmetical skills
Communication skills in English and Bangla
PHYSICAL ABILITIES
accommodations may be made for the differently able individuals. A routine pre-
employment medical examination is required.
WORKING CONDITIONS
REFERENCE CHECK
For the experienced applicants reference check must be carried out with immediate
supervisor for confirmation about the honesty and integrity. For a fresh graduate at
least two respectable persons must provide a testimonial for the incumbents.
Performance Indicators
Error free Duty Roster is prepared reflecting the demand from each department.
Bank accounts are opened with proper process and without any time lag.
Supporting documents are collected, reviewed and updated in HMS to satisfy the
policies of AHD.
Employees as well as other external clients are communicated timely with all of
the necessary information.
Errors are treated with the merit of errors and advices are taken from the
supervisors as deemed appropriate.
78
The Job Specification designed above is subject to change time to time according to
the job requirement.
Approved by Date:
Accepted by (Incumbents signature) Date:
Supervisors signature Date:
79
ANALYSIS
In the Job Specification of the position of Time Office Assistant I can observe some
clear difference with that of Executive position
Now the proper functioning of assistant level position becomes the responsibility of
executive level position holder.
The job is almost routine in nature with little option for discretion. The assistant is to
carry on the routine task properly.
The numbers of tasks as well as the subtasks are also diminishing as compared to that
of executive. Here again these tasks are more and more routine. They are as the name
implies is to assist the main and core job of the department.
In job profile formulation, I mentioned minimum experience. I can accept any fresher
in this position with an average academic background. Here as the job of Time Office
Assistant is to supplement the Duty Roaster and Compensation Management, itll be
better if the department has a science graduate for this position.
Again as the duty roaster and other related functions are based upon software an
intermediate level of computer skill is essential. We have to remember that for any
assistant level job, the level of required computer literacy should be fixed according to
the actual requirement of the job.
The designing of performance indicators are relatively easy as the maximum of the
tasks are repetitive in nature. It involves no of errors, rapidness in service, maintaining
of supporting documents which are more or less similar to that of other assistant level
position.
I use action verbs to designing this job specification. I tried to focus on observable
behavior through out this Job Analysis.
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CHAPTER 7
PERFORMANCE APPRAISAL FORMAT
PERFORMANCE APPRAISAL FORMAT
Apollo Hospitals Dhaka
81
Performance Planning and Review (PPR) Form
PPR Cycle From: . To:
Employees Name:
Employee ID:
Position Title:
Section/Department:
Name of Supervisor:
Designation:
Use of this form:

This form is to be used by all regular, probationary and long-term contractual
employees who are eligible to participate in performance management system of
Apollo Hospitals Dhaka (AHD)
82
1. Job Summary
List the major job responsibilities of the employee on the basis of present job
description. This should not be more than one paragraph.
2. Performance Objective (PO) and standards

List the agreed performance objectives that employee will achieve and the
performance standard by which employees achievement will be measured.
PO 1:
Performance Standards for PO1:
PO 2:
Performance Standards for PO2:
PO 3:
Performance Standards for PO 3:
83
PO 4:
Performance Standards for PO 4:
Signature of Supervisor: Signature of Employee:

Date Date:
84
Employee Development Plans
Identify any employee development needs regarded as important for the

present performance cycle in order to assist performance or for professional
development. Also consider the assessment of the previous performance cycle
and the ratings on the essential competencies of employee, if any.
Identified areas for performance Specific Completion Approximate

improvement, contribution, or activities to date or time expenses in
enhancement attain target frame BDT
Signature of Supervisor Signature of Employee:

Date: Date:
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Interim Review
At least one interim progress review must be conducted no later than 6 months
into the 12-month PPR cycle. For probationary employee the frequency would
be decided as per the Probation Period Policy of AHD.
2.1. Summary of the Discussion:

[This review will focus on the achievements of the employee and the
performance constraints issues during the last six months particularly.
The employee or the supervisor can write this in a consultative
manner.]
Signature of Supervisor Signature of Employee

Date: Date:
86
Annual Review (From: ..To: )
Overall self-assessment of employee

[The employee should complete this section prior to meeting with his/her
supervisor. The self-assessment should focus on the level of achievements
against the agreed performance objectives, lessons learned during this
performance cycle, the process employee followed for sharing his /her
learning and the ways employee can do better in the future.]
3. Supervisor's Observations:
Supervisor should focus on achievements against performance objectives,
current skills, competencies and identified development potentials. This
assessment should follow a meeting between the supervisor and employee.
Signature of Supervisor Signature of Employee

Date Date
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Rating of essential competencies
The employee should be rated by the supervisor for the essential competencies
demonstrated by the employee during this performance cycle. Rating should
be done in presence of employee and on the basis of following scale:
O Outstanding; HS Highly Satisfactory; S Satisfactory, M Marginal,

U- Unsatisfactory, NA Not Applicable
Rating Areas Observable behaviors
Customer Treats customers (guest, patients,

Relations physicians and other employees) with
courtesy, respect and caring behaviors.
Responds quickly and appropriately to
customer requests.
Anticipates customer needs and initiates
action to meet those needs.
Self- Presents a positive image of AHD through

management processional appearance and behavior.
Identifies and seeks opportunities for
personal and professional growth.
Carries out responsibilities in a timely
fashion, requesting assistance as needed.
Follows the policies and procedures of
AHD.
Teamwork Works cooperatively within

own/department and with other units
and/or departments
Willingly accepts additional
responsibility; tries to make others jobs
easier.
Recognizes and supports the skill and
qualities of others
Willingly exchanges appropriate and
professional information with co-workers.
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Communications Listens to customer needs and responds in

a courteous and a tactful manner.
Provides timely feedback to the
appropriate customer in a clear and
concise manner.
Use professional judgment in providing
information, based on the situation, and is
sensitive to individual and organizational
concerns.
Consistently ensures the information
known about the customer is kept private
and confidential.
Accountability Treats customers property and AHD

property with care and respect.
Demonstrates conservation and
responsible use of resources.
Contributes to the safety and security of
AHDs environment through personal
actions
Continuous Effectively and efficiently fulfills

drive for responsibilities to achieve the greatest
performance benefit at an acceptable cost.
improvement Continuously strives to suggest and
implement ways to improve personal,
departmental and institutional goals.
89
Overall rating on the level of performance demonstrated by the employee

This needs to be rated in presence of employee and on the basis of following scale
Please place in the blank box nearest your rating choice

Performance consistently exceeds all requirements of the
Outstanding job. Outstanding performance is clearly obvious to all.
Unique, exceptional accomplishments that obviously very
far above what is required and which relatively few
employees would be expected to achieve.
Accomplishment clearly and consistently above what is
Highly required. This level is usually achieved only by highly
Satisfactory competent, seasoned incumbents.
Performance meets standards. Most qualified incumbents
Satisfactory should be able to attain this level.
Performance does not meet acceptable levels in all areas,
Provisional but employee exhibits the potential to become proficient
with continued training or development. Interim reviews
should be done quarterly.
Overall performance of employee does not meet
Marginal acceptable level; appropriate corrective action is being
formally initiated. Interim reviews will be done quarterly
Performance remains significantly below standard;
Unsatisfactor particularly in one or more critical areas of responsibility;
y Employee should be at an appropriate stage of
unsatisfactory performance management procedure.
90
Overall recommendations
[The supervisor needs to recommend for percentage of annual increment/no
increment/confirmation of probation/extension of probation/promotion or
other relevant performance related decisions.]
10. Acknowledgment of appraisal by the employee

[Employee needs to express his level of satisfaction about the process and the
ratings.]
Signature of Employee: Date:
Signature of Supervisor Date:
When complete, please make copies for your office file and the employee and send
the original to the Office of Human Resources for preserving in employee file.
91
CHAPTER 8
TRAINING MANUAL ON PERFORMANCE APPRAISAL SYSTEM
TRAINING MANUAL
ON
PERFORMANCE APPRAISAL SYSTEM
92
8.1 TRAINING CURRICULUM
PERFORMANCE APPRAISAL SYSTEM
Learning Objectives
After completion of this training program, participants will be able to:
1. Define the structure of the prescribed Performance Appraisal system in respect
of their overall departmental functions.
2. Explain the Performance Appraisal system to the employees of respective
department.
3. Exercise the prescribed Performance Appraisal system with respect to their
department.
4. Assist the employees with performance feedback through an evaluative
interview.
Total Hours
Two Hours
Methodology
Lecture
Group Discussion
Question-Answer session
Facilitators
HOD, Human Resources Department
Training Manager, Human Resources Department
Participants
HOD and Mid-level managers of all non-medical departments.
Job Behavior Level Objectives

After completion of this training program, participants will be able to:
1. Install prescribed Performance Appraisal system according to the training.
2. Provide necessary feedbacks and support to their employees.
3. Monitor the performance of the employees under the supervision.
4. Assess the performances of employees in regular interval.
93
Impact Level Objectives

Performances of the employees are recognized and reinforced according to their level
of competencies.
A healthy and competitive environment will prevail at workplace.
Training Evaluation
Learning Level Evaluation

Classroom/Immediate assessment.
Impact Level Evaluation

Focus Group Discussion of both appraisers and appraisees separately.
Pilot testing of participants in three-month interval.
94
8.2 Session 1.1

PERFORMANCE APPRAISAL
OBJECTIVES
On completion of the session, participants will be able to:
Identify the elements of performance appraisal system on the basis of their respective
departments
Define the psychological errors that take place in performance appraisal process.
Evaluate the performances appraised and provide necessary feedback.
METHODS
Lecturette, Question and Answer, Visual aid, Hand out
MATERIALS
Handout
DURATION
60 minutes
GROUP SIZE
A maximum of 24 participants
PHYSICAL FACILITIES
A room large enough to accommodate twenty four participants in a sitting
arrangement so that they can see and interact with each other as well as with the
facilitator
95
LEARNING ACTIVITIES
Introduction
Facilitator will describe the overall learning objectives of this training as described in
the training curriculum. Alongside he/she will receive any feedback from the
participants.
Method: Lectures, Discussion and Questions & Answers

Visuals: Power point display on the main learning objectives
Duration: 5 minutes
Learning objective
Identify the elements of performance appraisal system on the basis of their respective
departments
Duration: 10minutes
Learning Activities
The facilitator will ask for the previous experience of participants in Performance
Appraisal system. The experiences can be of as the Appraisers as well as Apraisees.
He/she will carry on the session by discussing what the participants think would be
the basic performance standard for the employees of their departments. They can give
their idea on performance measurement. Facilitator along with the participants will
discuss the pros and cons of subjective judgment and objective judgment. The
purpose of this discussion is to reach a final agreement about the use of Objective
scale. And the facilitator should guide the dialogue in that direction.
Visual Aids
White board and makers (three different colors) to write down the general findings of
question-answer session
The facilitator can also draw the flow diagram of basic performance appraisal system
Power point presentation with the Flow chart on Performance Appraisal process
session, example of different measurement approaches and measurement scales
Hand outs on the theory of Performance Appraisal System with main focus on
performance measurement approaches. The write ups are to be distributed at the end
of the session. But the participants should be informed about the provision of
handouts so that they wont be busy during the session in taking notes.
96
Learning objective
Define the psychological errors that take place in performance appraisal process.
Duration: 13 minutes
Learning Activities
He/she will continue the session by asking about the problems or discrimination they
faced in Appraisal process. The discussion will gradually come across with common
psychological errors which are observed in Performance Appraisal System. He/she
then will invite the participants to suggest remedies in eliminating the discrepancies in
Appraisal system. In this session the facilitator and participants will share their
experiences, stories relevant to the subject
Visual Aids
White Board and markers of different color to write down the general finding of the
Question and Answer session
Power point presentation with name the psychological errors in different slide
supported by relevant cartoons
Hand outs on the theory of psychological errors and their common remedies. The
write ups are to be distributed at the end of the session. But the participants should be
informed about the provision of handouts so that they wont be busy during the
session in taking notes.
Learning objective
Evaluate the performances appraised and provide necessary feedback.
Learning Activities
The facilitator will then carry on dialogue regarding practical application of a
Performance Appraisal System. The focus will be on frequency of employing the
Appraisal system, the assessment process, the employee feedback and the aftermath
(placement and training decision) of Performance Appraisal system. The Facilitator
will relate the teaching according to the prescribed Performance Appraisal format to
be introduced in next session.
Visual Aids
97
Hand outs on the performance appraisal form. The write ups are to be distributed at
the end of the session. But the participants should be informed about the provision of
handouts so that they wont be busy during the session in taking notes.
Learning Summarization
Summarize the learning of this session.
Duration: 5minutes
Learning Activities
The facilitator will sum up the session with major learning objectives achieved in this
session. He/she will ask the participants about their learning in this session. If the
session goes well their responses will correlate with the learning objectives identified
previously for this session. He/she will also tell about the abstract of this session.
Visual Aids
Power point presentation with the list of learning objectives in this session
Learning Evaluation
Evaluate the learning of the participants in Session 1.
Duration: 10minutes
Learning Activities
In this final part of the session the facilitator will evaluate the system. He/she can give
a small case on the topic of setting performance standard for their own position or any
other position in their own department. Or they can be given the performance standard
of a particular position (such as Secretary, which is almost familiar to all of the
participants) and asked to design the measurement approach. Along side they are to
given a small test to evaluate their learning of the remedies of psychological errors.
Visual Aids
White sheets with attached questions
98
Facilitation Evaluation
Duration: 4minutes
Learning Activities
In this final part of the session the facilitator will evaluate his/her performance by the
participants. He/she will circulate the evaluation sheet to all of the participants. The
sheet will contain Multiple Choice Questionnaire. The sheet will cover all aspect of
the session and have provision for the individual evaluation of the two sessions.
Visual Aids
White sheets with attached questionnaire
99
8.3 Session 1.2

PERFORMANCE APPRAISAL
OBJECTIVES
On completion of the session, participants will be able to:
Learn about the Performance Appraisal Format to be introduced in AHD
Assess the applicability and reliability of the format through a focus group discussion
Provide significant feedbacks to improve the content of the format
METHODS
Lectures, Discussion, Focus Group Discussion, Reading and Questions & Answers
MATERIALS
Handout
DURATION
60 minutes
GROUP SIZE
A maximum of 24 participants
PHYSICAL FACILITIES
A room large enough to accommodate twenty four participants in a sitting
arrangement so that they can see and interact with each other as well as with the
facilitator
100
LEARNING ACTIVITIES
Learning Objective
Learn about the Performance appraisal format to be introduced in AHD.
Learning Activities
In this session facilitator will introduce the designed performance appraisal system.
He/she will explain each section of the form. He/she will brief them about the Job
Summary, Performance Objective (PO) and standards for different grades of
employees, employment development plan, core competencies, and grading system.
The facilitator will design the discussion in a participatory style. He/she will ask for
any other more suitable explanation regarding this topic. He/she will discuss about the
installation of PO on the basis of observable behavior. He/she will clarify the
difference of core competency expected from each position and the PO and standard
expected from each position. Then he/she will allow them to go through the form for
10 minutes for the focus group discussion.
Visual Aids
White board and makers (three different colors) to write down the general findings of
question-answer session
Power point display on the major area of appraisal form such as, Job Summary, PO
and so on
Copy of Performance Appraisal form to each participant
Learning Objective
Assess the applicability and reliability of the format through a focus group discussion
Learning Activities
In this part of the session the facilitator will arrange for a focus group discussion
regarding the suitability of the Appraisal format. The facilitator will start discussion
about the pros and cons of the appraisal form. This will be a participatory discussion.
The facilitator will ask for the participants opinions regarding the applicability of the
form. He/she will lead the discussion in such a way so that the participants can share
their experience on this topic candidly. The discussion will be unstructured (or loosely
structured), and the facilitator will encourage the free flow of ideas. He/she will make
the participants talk about the disadvantages they are likely to experience in
implementing this form. He/she will discuss about the alterations needed in the form.
He/she will note down the consented suggestions of every participant.
101
Visual Aids
White board and makers (three different colors) to write down the consented
suggestions obtained in Focus Group Discussion
Learning Summarization
Summarize the learning of this session.
Duration: 6minutes
Learning Activities
The facilitator will sum up the session with major learning objectives achieved in this
session. He/she will ask the participants about their learning in this session. If the
session goes well their responses will correlate with the learning objectives identified
previously for this session. He/she will also tell about the abstract of this session. The
abstract will depict the plan of modifications in the form if any.
Visual Aids
session
Facilitation Evaluation
Duration: 4minutes
Learning Activities
In this final part of the session the facilitator will evaluate his/her performance by the
participants. He/she will circulate the evaluation sheet to all of the participants. The
sheet will contain Multiple Choice Questionnaire. The sheet will cover all aspect of
the session and have provision for the individual evaluation of the two sessions.
Visual Aids
White sheets with attached questionnaire
102
RECOMMENDATION
HR practices in health care aims at achieving utmost utilization of potential human

resources through excellence in individual and organizational performance. It is of
high relevance to the hospitals in order to survive in the competitive market.
Competency based performance appraisal should also be given similar importance as
that of job analysis, since performance appraisal is the outcome of job analysis.
Some suggestions emerged in the process of analysis of applicability of Competency

based human Resources Management Apollo Hospitals Dhaka. They are as follows:
A detailed job creation and identification should be done in top managerial level
and then it should be communicated to the respective implementer.
The tasks should be got rid from repetitiveness.
An attempt should be made on implementing competency based job analysis
process.
The jobs should be designed according to the requirements of the organization,
not according to the current status of that particular incumbent.
The skill set should be the minimum what is required for the proper functioning of
the position.
A detailed job designing methodology needs to be done with the involvement of
the supervisor as well as the incumbents.
An easy to implement Performance appraisal format should be followed.
Prior to the performance appraisal implementation the performance indicators
should be set up and communicated to the respective supervisors and the
incumbents.
The appraisers training should be more real life oriented.
Remedy from psychological errors in appraisal procedure should be addressed in
due manner.
In near future there should be a provision for appraisees training also.
The mid level manager should have training on task identification also.
103
CONCLUSION
Hospital industry possesses a vast growing potential in Bangladeshs business sector.

Corporate Hospital is a relatively new entrant to this private dominated industry.
Severe competition in the market compelled the hospitals to strive for survival. As a
consequence the idea of health care HRM emerged. Apollo hospitals Dhaka, though it
is a small venture compared to the large potential market, has proved its competence
and secured a prominent place in the health care scenario of Bangladesh as well as the
learning paradise especially for the HR practitioner. The success of a hospital is
largely determined by its management ability to lead the human resource in most
productive manner. The present study attempted to analyze the perception of non
medical staff towards their jobs and management orientation of performance
assessment of Apollo Hospital indicates that the human resources management of
hospital is just average in both these aspects. Hence the recommendations are to give
conscious efforts to rectify the defects in HR practices and to make the HR
department performance oriented in order to attain better results.
In summary, the above research tells us that, in order to define a job, it is not enough
to look at subjective mannered description. The concept of competency based HR
model has many dimensions, some of which are difficult to practice at this stage, but
no less essential to its definition. The study identifies that apart from the HR
department the whole organization is responsible to set up the prescribed practice. It
is highly appreciable what the HR department has done so far. But there is unlimited
scope of development which is still remained untouched. We will need to attain that
extent of progression, pave the way of further development. We can then incorporate
these components into a more comprehensive service quality measurement plan in
health care.
104
REFERENCES
JOURNAL ARTICLE
1. Plan Bangladesh, Organizational Assessment, 2005
BOOK
1. Green C. Paul, Building Robust Competency, HR Folks International
2. Morgan Gareth, Images of Organization, 2nd edition, SAGE publication,
California, USA>
OFFICIAL REPORT
1. Apollo Hospital Enterprise Limited 2004, Human Resources Manual for Apollo
Hospitals Dhaka, Chennai, India
2. Aus Guide Line 2005, The Logical Framework Approach, Australian Government
Press, Australia.
WEBSITES
1. www.apollodhaka.com
2. www.apollogroup.com
3. Health care bd\Bangladesh - Health Care Facilities1.htm
4. www.cbmkau.org
5. www.natpact.nhs.uk
105
APPENDICES
106

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1.1 BACKGROUND OF THE REPORT

employees. Greater organizational efficiency can be expected when everyone is clear

As I was employed as internee in HR department of Apollo Hospitals Dhaka, I had to

1.3 OBJECTIVES OF THE REPORT

1.4 SCOPE OF STUDY

1.6.1 Academic literature review

1.6.2 Review of existing documents in HR department

1.6.4 Structured questionnaire

2.1 HEALTH CARE INDUSTRY IN BANGLADESH

Holy Family (Red Crescent) Hospital

Tahirunnessa Memorial Center Limited

2.3 EMERGING COMPETITION

American Hospital Consortium

3.1 APOLLO GROUP

With nursing and hospital management colleges, pharmacies, diagnostic clinics,

3.1.1 APOLLO HOSPITAL GROUP at A Glance

Patients 7.4 million

Total Number of Employees over 10000

Total Number of Surgeries 280,000 major + 500,000 minor

Heart Surgeries 48,000 - success rate of 98.5%

Neuro Surgeries 10,538

Total Number of Renal Transplants over 5000

Total Number of Master Health Check-ups 315,000

Total Number of Beds 4148

Owned Beds 2471

Managed Beds 1677

Total Number of Hospitals 45

Total Number of Clinics 10

Total Number of Projects 37

Total Number of Pharmacies 70

Convenios (Indian Oil Outlets) 12

3.2 APOLLO HOSPITALS DHAKA

Apollo Hospitals, Dhaka is a showcase of the synergy of medical technology and

The hospital introduced an advanced computerized Tomography (CT) machine.

The board members of STS Holdings Ltd. are

Bhagwan W. Kundanmal, Chairman

CEO - Richard Larison

DIRECTOR- DIRECTOR- DIRECTOR- DIRECTOR-

MANAGER- MANAGER MANAGER- IT MANAGER-

3.3 SERVICES AND FACILITIES OFFERED IN BANGLADESH

A brief description about the functioning of various departments in Apollo Hospitals

It is one of the superspeciality departments of Apollo Hospitals Dhaka. Open Renel,

Department of General Medicine

Department of Pediatric surgery

Department of Physical Medicine and Rehabilitation

The Department of Physical Medicine and Rehabilitation provides comprehensive

Department of Ophthalmology has a well equipped outpatient department with

separate operation theatre with facilities like operating microscope, automated

Department of ENT (Ear, Nose and Throat)

Department of Obstetrics and Gynaecology

3.3.2 OTHER FEATURES

Patient Rooms and Wards

Fully Equipped PACS + I.W.M. [Picture Archiving & Communication System]

Apollo Clinical Excellence (ACE)

3.4 ADVANCED TECHNOLOGY

A 40-slice scanner collects images covering 20 to 32 millimeters in a single pass and a

Other promising indications for multi-slice scanners include evaluation of plaque

3.5 APOLLO PREVENTIVE HEALTH SCREENING PROGRAM

MASTER HEALTH CHECK

APOLLO HEALTH CHECK TAKA 3000

APOLLO EXECUTIVE HEALTH CHECK TAKA 4350

APOLLO HEART CHECK TAKA 6000

APOLLO CHILD HEALTH CHECK TAKA 1150