A

PROJECT REPORT
ON

MAN POWER PLANNING

FOR
SANCHETI INSTITUTE OF ORTHOPAEDICS AND
REHABILITATION

SUBMITTED TO UNIVERSITY OF PUNE

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

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

VISHWAKARMA INSTITUTE OF MANAGEMENT PUNE.48

ACKNOWLEDGEMENT
Any project is never an individual effort; it is contributory of many hearts, hands
and brains. I sincerely feel that the credit of the project work could not be
narrowed down to only one individual. As the whole work is outcome of
integrated efforts of all those concerned with it, through whose cooperation and
effective guidance I could achieve its completion.
I take this opportunity to express my deep sense of obligation to the management
of Sancheti institute and especially to MR. PARAG SANCHETI and MRS.
MANISHA SANGHAVI for giving me this opportunity to undertake this project
in their organization.
I extend my heartfelt gratitude to MR. IYYER and MR. DARSHAN DEOKULE
who facilitated me with all means and also guided me through out this project
and helped me in completing this project work successfully.
I shall be failing in my duty if I do not express my thanks to all the members of
Sancheti institute who took time out of their schedule to share their knowledge
with me.
I am greatly obliged to our Director, Dr. SHARAD JOSHI. and my project guide
Dr. VANDANA GOTE, for guiding and supporting me all through this project.

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

rehabilitation, for making me feel comfortable and offering me help whenever I
required. I do feel privileged for getting and opportunity to work in such an
esteemed organization.

K. Rajani Bala

TABLE OF CONTENTS
Sr.No.

TOPIC

PAGE No.

EXECUTIVE SUMMERY

OBJECTIVE AND SCOPE OF PROJECT

COMPANY PROFILE

THEROTICAL BACKGROUND

15

DATA ANALYSIS

21

LIMITATIONS

46

SUGGETIONS

49

CONCLUSION

47

BIBLIOGRAPHY

51

10

ANNEXURES

52

Sr.No. TOPIC
1

Percentage increase in the number of patients

Recommended and existing nurse to bed ratio in Sancheti

hospital
Existing workload and estimated Manpower requirement in
radiology department.
Existing workload and estimated Manpower requirement in
physiotherapy
Existing workload and estimated Manpower requirement in
pathology department.
Existing workload and estimated Manpower requirement in
pharmacy
Department wise Manpower requirement results (conclusion)

3
4
5
6
7

PAGE
No.
22
26
29
32
35
39
49

EXECUTIVE SUMMERY
INTRODUCTION OF THE PROJECT:
Manpower planning basically aims at maintaining and improving the
organization s ability to achieve its goal by developing and utilizing human
resources most-effectively. Effective manpower panning provides adequate lead
time for the procurement and training of employees. If practiced properly and
precisely. It helps in increasing productive, reducing unnecessary absenteeism
decreasing employee turnover, and accomplishing other important organizational
objectives.

PROJECT TITLE:
MANPOWER PLANNING IN SANCHETI INSTITUTE OF
ORTHOPAEDICS AND REHABILITATION

REASON FOR CHOOSING THIS COMPANY AND THIS PROJECT:

Any organizations success or failure depends mainly upon the human

resource available to it, and to ensure the optimum utilization and
estimating the future skills requirement is the most crucial element for any
organization, and this could be achieved through systematic manpower
planning.

Manpower planning is not just determining the present manpower and

projecting it to the future requirement but it takes into consideration all
the activities like recruitment, training and development and various other
policies and procedures that affects the manpower of the organization

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

Asia. Hospitals services are required when people are going through
delicate and traumatic moments of their life, therefore the services should
be of supreme quality, and performance of any service providing
organization mainly depends on its manpower therefore manpower
planning becomes all the more important in service providing
organizations.
And most importantly I was getting the rarest opportunity of actually
designing the manpower of Sancheti institute.

COURSE OF ACTION TAKEN IN COMPLETING THE PROJECT

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

each department
2. Collecting the data of previous years for determining the percentage
increase in the number of patients analyzing the trends for determining the
increasing and decreasing patterns followed by the patients in various
months.
3. Preparing the department wise organization charts and taking the approval
of all the department heads.
4. Visiting each ward and determining the nurse to bed ratio and comparing
it with the norms provided by the Indian medical council and if there is
any difference in the actual ratio and standard ratio then finding out the
reasons for the difference.
5. Finding out the departments which majorly gets affected due to increase
in the number of patients and focusing the study on these departments.
6. Consulting various administration heads and determining the estimated
percentage increase in the number of patients and also finding out the
reasons for the increase.

7. Finding out the recruitment policies and procedures

8. Finding out the various welfare and motivational activities under taken to
uplift the moral of the manpower.
9. Determining the weaknesses and strengths of the nursing staff by taking
into consideration their qualification, experience, trainings etc.
10. Finding out the performance appraisal system and determining how it
effects the manpower planning
11. Finding out various training activities taken up to increase the
effectiveness, moral, and satisfaction of the employee.
12. Taking all these factors and analysis drawn out of the available data,
projecting the future manpower requirement.

OBJECTIVE AND SCOPE OF THE PROJECT

TITLE:
MANPOWER PLANNING OF SANCHETI INSTITUTE OF
ORTHOPAEDICS AND REHABILITATION
PRIMARY OBJECTIVE:
Designing the manpower requirements for next two years.
Finding the Recruitment policies and procedures
Determining the Training and development programmes done to increase
the effectiveness of the staff members
Finding Performance appraisal system
Finding employees welfare activities and rewards given to motivate them
Finding strengths and weaknesses of the nursing department

SCOPE OF THE PROJECT: Manpower planning provides adequate lead time

for the procurement and training of employees. It helps in increasing the
productivity, reducing unnecessary absenteeism decreasing employee turnover,
and accomplishing other important organizational objectives.
Manpower planning makes it possible for the management to correct the
weakness of the existing personnel determined through employee
evaluations/performance appraisals by incorporating necessary corrective
training/retraining programmes or refresher training programmes effectively.
This may also contribute towards reduction of manpower costs

COMPANY PROFILE

COMPANY PROFILE
SANCHETI HOSPITAL FOR ORTHOPEDICS & REHABILITATION is a
purely orthopedic hospital and is the largest orthopaedics hospital in south East
Asia .it is a highly specialized hospital rendering services in all specialties of
orthopaedics like joint replacement, traumatoloty, spinal surgery, Pediatrics
orthopaedics, Llizarov techniques, arthroscopy and sports injuries, hands and
plastic surgery.

THE MISSION
We shall enhance patient quality of life through preventive health care
activities and specialized medical treatment at affordable cost and free/concession
rate to poor and needy.

THE VISION
Sancheti institute for orthopaedics and rehabilitation will have under one
roof a state of art, health care service provider, focused on multi-super
orthopaedics and rehabilitation.

SLOGAN:

SAFE IN OUR HANDS

LOGO OF THE HOSPITAL

ORIGIN OF THE HOSPITAL

Sancheti institute for orthopaedics and rehabilitation was founded by Dr.
K.H.Sancheti, he had the foresight to develop an orthopaedics hospital of such a
magnitude as far back as in 1972 Sancheti hospital Dr. K.H.Sancheti who is the
moving spirit behind this institute has also started the college of physiotherapy,
the college of hospital management within the Sancheti institute campus.
Dr.K.H.Sancheti has played vital role towards the social cause of creating health
awareness among public at large. He is a strong advocate of preventive medicine
and alternative medicine.Sanchek health club has been inexistence since 1990
and in the year 2003 his innovative ideas and creative mind have manifested into
the concepts of knee club and spine club all within the campus of Sancheti
institute.

STATE OF THE ART-(SPECIALIZATIONS OF SANCHETI

INSTITUTE)
JOINT REPALCEMENT CENTER
This center deals with replacing the severely deformed joints with artificial joints,
this institute offers the latest techniques of replacement surgery to such patients.
Highlights of this center
Averagely 350 knee replacement surgeries and around 250 hip
replacement surgeries done every year center
The centre has all the ultra modern equipments and implants required for
such surgeries
Specially designed OT complex with laminar airflow for maintaining
highly aseptic and hygienic environment, which is very important to
avoid post surgery infections.
Highly trained and experienced nursing and paramedical staff.
Well trained physiotherapist for post operative rehabilitation
Post discharge telephonic consultation and videoconferencing facilities
available.
Availability of computer assisted replacement surgery

KNEE ARTHROSCOPY
It is a keyhole surgery in which a telescope is put inside the knee joint to
visualize all internal structures .instruments can also be put through the keyhole
to treat the knee problem.

PELVIACETABULAR TRAUMA:
Sancheti institute has a separate pelviacetabular trauma unit headed by Dr.Parag
Sancheti and Dr. Atul patil.These fractures are very complicated and may
endanger the patients life due to life threatening hypovolemic shock. The
pelciaxetabular fractures are difficult to understand and require highly skilled
surgical expertise to treat.
SPINE SURGERY
This unit is comparable to the best in the world. It offers surgical treatment for
various congenital, traumatic and degenerative spinal disorders LIKE SLIPPED
KDISCS, SPINDYLOSIS. Spondylolisthesis, spinal deformities, infections,
spinal fractures etc.
The highlights of the spinal surgeries areMicroscopic surgery performed by making only a small incision to
remove the highly damaged disc or for spinal tumors and other disorder.
Cervical spine surgery for spinal coed compression using latest
microscopic techniques and implants.
Anterior spinal reconstruction surgery for vertebral tumors, fractures and
spinal infections
Spinal disc replacements etc

KAMALNAYAN BAJAJ TRAUMA CENTRE AND EMERGENCY

MEDICAL SERVICIES

THIS UNIT IS EXCLUSIVELY DEDICATED TO TRAUMA AND

EMERGENCY MEDICAL SEVICES. It offers full support 24*7, functioning as
per the stringent guidelines of A.T.L.S.(accredited by the royal college of
surgeons Edinburgh U.K)
Patients are ensuredFully equipped ambulance with highly sophisticated advance life support
systems, accompanied with qualified doctors
Immediate attention any where by competent orthopaedics surgeons of the
Sancheti institute
All round expertise right from on site treatment to complete rehabilitation
Comprehensive accident care infrastructure, which includes intensive
trauma care unit and a competent trauma team.
Complex of four highly sophisticated and advanced operation theatre
suites
105757-punes first 6 digit emergency number exclusively granted by
BSNL to Sancheti hospital.
This service has proven to be life saver for many critical patients and victims of
Polytrauma
The trauma centre has following sub specialties
EMS
Polytrauma care and adult reconstruction
Upper limb and lower limb fractures knee injuries
Shoulder injuries
Spinal trauma

10

PAEDIATRIC ORTHOPAEDICS
In this unit treatment is offered for congenital, developmental and acquired
musculoskeletal and neuromuscular problems from birth to 16 years

ILIZAROV &RECONSTRUCTIVE SURGERY

Llizarov surgery is an external fixation system of skeletal stabilization originating
from Russia. Unique feature of this surgery makes its application highly
successful in the following conditions.
Filling of defects or gasping the bone due to trauma, infection and tumor
resection.
Correction old limb deformities.
Treatment of union of fractures especially due to infection
Limb lengthening.
HAND SURGERY
The hand unit offers a wide ranging treatment that help in full functional
rehabilitation in hand movements that includes traumatic crush injuries and
industrial accident , our multidisciplinary approach includes highly trained
specialists hand surgeons from hematologists and hand therapists.
PLASTIC SURGERY
Sancheti offers a wide spectrum of solutions that include cosmetic correction of
deformities, and care of traumatized limbs to attain skin cover post injury.
Plastic surgery unit has expertise
Correction of facial deformities
Skin cover for compound fractures with skin loss
Care of neglected wounds
Neurovascular injuries
Micro vascular surgery

11

SHOULDER ARTHROSCOPY AND SURGERY

The shoulder unit at SIOR is a pioneering effort in India, it has state of art
equipment along with an all integrated rehabilitation unit. There is a daily OPD
for patients and a variety of surgical procedures have been performed. These
include some very rare surgeries, which are seldom performed internationally.
Sancheti offersArthroscopic bank art repair for recurrent shoulder dislocation using
suture anchors and on a day care concept also.
Arthroscopic rotator cuff repair in elderly, a fair number of our patients
are elderly 70yr old who have recovered their full function and are pain
free.
Arthroscopic adhesiolysis for stiff shoulders especially in diabetic
patients.
Shoulder replacement in arthritic and part proximal Humerus fractures.
Total shoulder, hemairthroplasty and surface replacement which
encompass the entire spectrum in application of cutting edge technology
to benefit a patient with shoulder problems.
Open decompression for supracapsular and long thoracic nerve
compression syndrome. These are rare unusual conditions and Sancheti
has probably pioneered the largest series in the world

In addition to this Sancheti also boast the finest shoulder rehab programmes,
which has been designed as a two phase programme which is ultra efficient and
at the same time cost effective for the patient. Patients attend our shoulder rehab
unit for 2 weeks, follower by a 1 month home programme. This is a rather
innovative concept, which has been very effectively implemented in the shoulder
unit.

12

AWARDS AND ACHIEVEMENTS

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

Padmashree award from the president of
India in 1991, for his contribution to
human kind by his charitable activities
and for conducting a record number of polio and deformity correction
camps and treating innumerable people for social cause, by the president of
India
2. Founder Dr.K.H.sancheti received the Padmabhushan award from the
president of India in 2003 for his contribution to research work and
excellence in the field of orthopaedics by the president of India
3. Founder Dr.K.H.Sancheti was awarded the Maharana Mewar award for
his excellence in the field of medicine.
4. medical director Dr. Parage Sancheti was awarded the Dr. Manibhi desai
award for services to the nation
5. Pediatric orthopaedics surgeon Dr. Sandeep patwardhan received the best
paper award at the Maharastra orthopaedics association 2003 for his
excellent presentation on surgical treatment of development dysphasia of
the hip.
6. Shoulder specialist Dr. Ashih Babhulkar was awarded the best paper award
at the Moacon 2003 fro his excellent presentation or arthroscopic rotor cuff
repair in shoulder.
7. Founder Dr K.H.Sancheti has trained at least 150 orthopaedics surgeons at
the institute , under the university of Pune

8. Dr Parag Sancheti has been presented the award for excellence for the year
2004-2005.the award of excellence was presented to Dr Parag Sancheti at
the hands of his Excellency Shri S. M. Krishna ,honorable governor of
Maharastra.

13

EDUCATION TRAINING AND DEVELOPMENT

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

medical management. It has established the college of post graduate studies in
orthopaedics, college of physiotherapy and college of hospital management.
Apart from these Sancheti hospital conducts education, training and development
program for nursing staff in every two months to increase their knowledge about
latest techniques and developments.

14

INTRODUCTION

15

WHAT IS MANPOWER PLANNING

Manpower planning id considered as a strategy for the acquisition, utilization,
improvement and retention of an enterprise s human resources. Thus, the activity
of manpower planning is synonymous with personnel management itself. The
procurement function of manpower management id basically concerned with
having the right type of people available as and when required and improving the
performance of the existing people to make them more effective on their jobs.
Manpower management thus starts with manpower planning.

DEFINATION OF MANPOWER PLANNING /HUMAN RESOURCE

PLANNING

Manpower planning is the process by which management determines how an

organization should move from its current manpower position to its desired
manpower position .
-VETTER
All organization-those that are expanding, those that are dynamic in character,
and those that are expanding, must systematically plan their short-term, medium
term and long term manpower needs
-DALE S. BEACH

Manpower planning is the process (including forecasting, developing,

implementing and controlling) by which a firm endures that it has the right
number of people and the right kind of people, at the right places, at the right
time, doing things for which they are economically most useful
-EDWIN B.GEISLER

16

NEED FOR MANPOWER PLANNING IN HOSPITALS

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

1. Shortage of certain categories of employees.
2. Advancement of medical science and technology resulting in need for
new skills and new categories of employees.
3. Changes in organization design and structure affecting manpower
demand.
4. Government policies in respect to reservation of seats for
SC/ST/OBC/handicapped persons/women, and others.
5. Labors laws affecting demand and supply of labors.
6. International scenario of employment, e.g. employment of nurses, doctors,
paramedical personnel in USA, UK, Ireland, the gulf countries, etc.
7. Introduction of computers.

OBJECTIVES OF MANPOWER PLANNING

1. Ensuring maximum utilization of personnel
2. assessing future requirements of the organization
3. determining recruitment sources
4. Anticipating from past records: resignations, discharge simpliciter (simple
discharge) dismissals and retirement.
5. Determining training requirements for management development and
organization development

17

BENEFITS OF MANPOWER PLANNING

Manpower planning is very important tool of human resources management

because it is beneficial in a number of ways: for instance
1. Forecasts of long-range manpower requirements are helpful in forecasting
the compensation costs involved.
2. Anticipation of future manpower needs provides an opportunity for
training and developing existing personnel to fill up future openings
through internal promotions which may create a favorable psychological
climate for their motivation.
3. Manpower planning makes it possible for the management to correct the
weakness of the existing personnel determined by them through employee
evaluation/performance appraisals by incorporating necessary corrective
training /retraining programmes or refresher training programmes
effectively. This may also contribute towards reduction of manpower
costs.
4. Manpower planning can ensure control of labor costs because it helps the
management to anticipate shortages and surpluses of manpower and
correct these imbalances before they become unmanageable and
expensive.
5. Manpower planning is important to the individuals of an organization
since it assists them in the development and application of critical skills
and knowledge.
6. Organizations many times face the problem of under utilization of human
resources. Prudent manpower planning provides for rewarding
opportunities for proper utilization of human resources.
7. Manpower planning can provide the necessary personnel with requisite
capabilities, qualifications, skills, aptitudes and work experience in
accordance with the changing requirements of any organization.

18

PROCESS OF MANPOWER PLANNING

The process of manpower planning seeks to ensure that the right number and
kinds of people will be at the right places at the right time in the future. This
requires forecasting future needs, inventorying existing resources into the future
and comparing these projections projecting present resources into the future and
comparing these projections with the forecasts and finally planning ways to fill
the identified gaps.

INVESTIGATIION

FORCASTS AND PLANS

UTILIZATION AND
CONTROL

19

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

planning is to avoid the situations of over staffing and understaffing; and for
this purpose a stock of existing manpower is to be assessed.

Preparation of manpower inventory comprises four steps:

i.

Determination of personnel to be inventoried;

ii.

Cataloguing off actual information on each individual;

iii.

Systematic and detailed appraisal of each individual;

iv.

Detailed study of these individuals deemed to possess potential for

development.

.
2. Forecasts and plans which constitute the second stage are important basic
premises for manpower planning.
Forecasting of future manpower requirement, both qualitatively and
quantitatively, depends upon various factors like amount of production,
technological changes, supply- and demand conditions, and career planning.

3. Utilization and control constitute the third stage of the process of manpower
planning. Here the focus is on ensuring that the plans will materialize.
Manpower control is a system for measuring achievements in terms o
utilization against what was expected in order to check that things are keeping
up with the expectations. Constant monitoring of information flow helps in
warning the organization when forecasts or targets of utilization are gong
awry so that corrective action may be taken.

20

DATA ANALYSIS

21

MANPOWER PLANNING
The human resource requirement for any organization depends on the
number of customers it has or the number of products sold by it, for an
organization like hospital the number of personnel required depends on the
number of patients (customers) it has and for designing the future manpower
requirement, the basic criteria is the percentage increase in the number of patients
which is found by comparing previous years data and projecting it for the current
and coming years manpower requirement
The percentage increase in the number of patients for last year and the current
year s estimates are as follows:

Percentage increase in the number of

Patients in the year 05-06 and 06-07
Percentage increase
40
2006-2007
Current years
Estimates

30
20

2005-2006
%increase in last
Year s patients

10
0
OPD

IPD

XRAY

Departments

22

LAB

The percentage increase in the number of patients in the year 05-06 over previous
year in various departments is OPD (5%), IPD (7%), XRAY (12%), and LAB
(5%). The estimated increase in the number of patients in the current year is OPD
(10%), IPD (12%), XRAY (18%), & LAB (10%)
The reasons for the increase in the estimated number of patients for the year
2006-2007, over and above the previous years are

The Increase in the number of consultants for various specialties of

orthopaedics.
New satellite OPD s at various places of Pune for convenience of
patients.
Increase in number of medical camps and Lectures by our consultants at
various places in and around Pune.
Increase in the number of ambulances.
Introduction of latest technologies

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

23

Doctors to bed ratio

Sancheti is a specialized hospital rendering services in all specialties of

orthopaedics like joint replacement, traumatoloty, spinal surgery, pediatrics
orthopaedics, llizarov techniques, arthroscopy and sports injuries, hand and
plastic surgery.

In Sancheti there are 14 consultants and 22 resident doctors so the total number o
f doctors are 36 and the number of beds is about 114, therefore the doctors to bed
ratio is approximately 1:3. this ratio may further increase as three more consults
have been inducted into the current staff of consultants foreseeing the future
increase in the number of patients, keeping the bed number the same so as to
provide better and enhanced services to the patients.

According to IMC the doctors to bed ratio should be 1:5 but this is applicable to
only those hospitals which are attached to medical colleges and where doctors are
required to participate in teaching programmes of the medical colleges. The ratio
of 1doctor for 5 patients will imply an in-built facility for examining 15 out door
patients approximately, but mainly the doctor to bed ratio depends on the type of
the hospital.

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

be given to the patients, more over Sancheti has its own colleges of post graduate
studies in M.S and D. ortho, and the college of physiotherapy therefore it can
comfortably maintain a higher ratio of doctors- to- bed than prescribed.

24

NURSING DEPARTMENT

MATRON

41 NURSES &10 SISTER

INCHARGES

38 MAUSIS

44WARD BOYS

8 SWEEPERS

25

NURSE

TO BED RATIO

The nurse to-bed ratio should be 1:3 according to the Indian nursing council.
The council has further prescri9bed that for every 100 beds and to cover a 24hour period, there should be 4 ward sisters and 30 staff nurses and for fractions of
100, the staff should increase in the proportion of 1 ward sister to 25 beds and 1
staff nurse to 3 beds.

When the bed strength is between 150 and 400, in addition to the nursing
superintendent, there should be an assistant nursing superintendent, and when the
bed strength is 401 to 700 for every 300 beds in excess of 700, there should be an
additional assistant nursing superintendent. There should be separate staff for
special departments with a sister- in- charge of the operating room and a sister- in
charge of the casualty department. The out patient department should have a
sister- in-charge and a minimum of one staff nurse for each out- patient daily, but
not less than a total of two in the department.

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

Ward

Nurse

Beds

Causality

I.C.U

Operation theatre

Orthopedics

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

26

Ward

Nurse

beds

Nurse to bed
ratio

Causality

1:1

I.C.U

1:1

Operation

2:1(app)

32

98

1:3(app)

theatre
orthopedics

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

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

27

RADIOLOGY DEPARTMENT

HOD

1RECEPTIONIST AND
1 CASHIER

1 ECG TECHNICIAN
6 X RAY TECNICIANS

1 WARD BOY

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

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

28

There is one receptionist and one cashier who are common for both
pathology and radiology department
According to Indian medical council 1 X ray technician should not be
asked to do more than 30 investigations/day
According to last two years statistics the number of patients attended to
by the radiologists/day were 21758 in the year 04-05 and 25076 in the
year 05-06 and the number of investigations were 40774 in 04-05 and
47008 in 05-06 therefore the patients to investigation ratio is
approximately 1:2 and the increase in number of patients from 04-05 is
approximately 13 percent.

The number of investigations/day/technician are

year

04-05

05-06

Investigations/year

40774

47008

Investigations/day

136

157

Investigations/day/

23

26

X ray technician

According to the estimates for the year 06-07, the percentage of patients will
increase by 18% and therefore the estimated number of patients will be 29589
and the number of investigation would be 59180, then the number of technicians
required would be

29

Number of investigations*/year

59179

Investigations/day

197

X ray technicians /30

6.6

investigations

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

need to be increased by 0.6, this increase is according to the IMC standards of 30
investigations/day, but Sancheti is currently working at 26 investigations/day, if
we take this as standard and find out number of technicians required per 26
investigations it would come out to be 7.5 that means, Sancheti hospital needs to
increase its technicians strength by at least one person to counter act the increased
work load.

RESULT

Number of investigations :

59179

Investigations/day:

197

Number of investigations
under taken/day by Sancheti:

26

Number of technicians required:

7.

Minimum increase in the number

of technicians required above
current strength:

30

PHSIOTHERAPY DEPARTMENT

HEAD OF THE
DEPARTMENT

1 RECEPTIONIST-CUMCASHIER

10 PHYSICIANS

1 WARD BOY

1 MAUSI

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

limbs/parts of human body which might have become inactive due to
accidents/diseases/ageing process, etc.
According to Indian medical council (IMC) one physiotherapist can treat about
25 patients in day, but as Sancheti hospital specializes in orthopedics and
rehabilitation, the number of patients attended to by a physiotherapist/day is
much less than the set norm, so that more attention is given to each patient,
according to last two years statistics the number of patients attended to per day
per physiotherapist is given below

31

OPD

YEAR 04-05

IPD

TOTAL

PATIENTS /YEAR

31238

32535

63773

/DAY

104

108

212.5

/DAY/

20.8

21.7

21(app)

YEAR 05-06

OPD

IPD

TOTAL

/YEAR

32452

33844

66296

/DAY

108

113

221

/DAY/

21.6

22.6

22(app)

PHYSIOTHERAPIST

PHSIOTHERAPIST

The number of patients attended to per physician per day in Sancheti is 21-22.
Although this number is less than the set standard of 25 patients/ physician, this
number will be taken as the standard as Sancheti believes in providing the best
service to the patients so the number of patients/ physiotherapist is kept low so
that the efficiency of the physiotherapist is not affected.
As the number of patients in OPD and IPD is increasing by 4.6% and 5%
respectively, this will directly affect the number of patients to physiotherapy
department, the percentage increase in the number of patients to physiotherapy
department from the year 04-05 to 05-06 is 2% and the expected increase in the
number of patients to the same is 4% that of 05-06 which is almost double.

32

Number of patients/year

68766

Number of patients/day

229

Number of physiotherapist/22patients

10.4

Number of investigations/10

22.9

physiotherapist (229/10)

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

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

in the current year is 68766 and the number of physiotherapist for 22 patients
comes out to be 10.4.

RESULT
Increase in the number of technicians required is 0.4 % and the increase in the
work load per physiotherapist is only by one patient, which could be
comfortable taken up there fore the number of physiotherapist need not be
increased.

33

PATHOLOGY DEPARTMENT

HEAD OF THE DEPARTMENT

1 cashier and 1 receptionist

PATHOLOGIST

4 TECHNICIANS

1 MAUSI

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

and 4 technician)

34

According to the IMC one medical laboratory technician can do

approximately 35 tests per day. If he does less than 35 tests, it means that his
performance is below average.
According to the last two years statistics the number of tests done by a
technician per day in Sancheti is

Year

04-05

05-06

Number of tests per year

54966

57512

Number of tests per day

183

192

Number of tests /day

37

38

/technician

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

the number of tests increased by 4.6% from the year 04-05 to 05-06 and the
anticipated increase in the number of tests from 05-06 to 06-07 is 10% therefore
the number of tests are expected to increase to 63263, the number of technicians
required for conducting this many number are

35

Number of tests per year

63263

Number of tests per day

211

Number of technicians per 38 tests

5.5

Conclusion
The increase in number of technicians required is by 0.5 which is not a
whole number so the technicians may or may not be increased but as, already the
technicians are working above the IMC standards of 35 tests/day/technician,
Sancheti should go for an increase of one technician.

36

PHARMACY DEPARTMENT

HOD

INCHARGE

2 CASHIERS

7 PAHRMACIST

1 WARD BOY

37

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

concern in terms of cost control, quality of medicines, Pilferage, Wastage, legal
obligations, etc. Over and above these, it is essential to stock the right quality of
vital and essential drugs all the time. Hence, hospital pharmacy operations are
fairly complex.

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

patients per day, provided there is one pharmacy aid for every two pharmacists.
But the number of pharmacists to be employed in a hospital depends upon the
policy of the hospital.

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

two shifts there are 3 pharmacist and in the last shift, which is the night shift there
is only 1 pharmacist, these three shifts cover complete 24 hours, so as to ensure
that the patients requirements are fulfilled at any moment of the time whether it is
day or night, and these pharmacist do not have any pharmacy aid to help them,
therefore the number of medicines dispensed to patients per day by one
pharmacist is around 60.

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

prescriptions one extra pharmacist should be employed .pharmacy department is
directly affected by number of patients as the number of patients increases the
number of prescriptions increases, as there is a 10% expected growth in OPD and
12% increase in IPD, the expected growth in pharmacy is about 10%

38

Prescriptions/day

Number of pharmacists
(/60 prescriptions)

Present number

400

Expected

440

7.3

Conclusion:

For 10% growth the number of prescriptions comes out to be 440 and the number
of pharmacists/60 prescriptions is 7.3 .if the number of pharmacists are kept at
the same number 7 then the work load on each member will be 63
proscriptions/day which can be easily handled, so the number of pharmacists
need not to be increased

39

ANALYSIS OF NURSING STAFF

To analyze the nursing staff on the basis of their skills, qualification, experience,
training, absenteeism records, performance records and appraisal records a
questionnaire was prepared a

1. Name
2. Age
3. Gender
4. Designation
5. Qualification
6. Experience
7. From how many years you are working here
8. Training:
On job training/ vestibule training /apprenticeship
training
9. Marital status:
Married/single
10. Location of relatives
11. Career plans
12. Special skills
13. Absenteeism records
14. Performance rating
15. Appraisal report
16. Disciplinary record

40

Analysis
80% of the nursing staff is between the age group 19-35, this shows that the
nursing staff is very young and therefore the working capacity is more.
The nursing staff is all women brigade with exception of one male nurse.
The basic qualification of the nurses is 12th class, mainly in arts and
commerce. But all of them are highly trained with 2-3 years of training in
nursing field
Training undergone by the nurses was apprentiship training where the get
class room training as well as practical training.
Most of the nursing staff is married therefore their chances of leaving the job
for the sake of marriage is less because of which the attrition rate will be less.
Nursing staff has great skills like apart from knowing the local language,
Hindi and English the also some of the other Indian languages like Telugu,
Tamil, Malayalam, Urdu ,this decreases the communication barrier between
the patients and the staff members and makes patients stay, in Sancheti more
comfortable
Performance rating is done using grades from (A to E) where A is below
average, B average, C good, D very good, and E outstanding.
Performance report shows that 64% have scored in b category 33%have
scored in c category and 03% have scored in a category.
The attrition rate of nursing staff is 30%

Conclusion: From the analysis it is visible that the nursing staff comprises of
average performers therefore further training and development activities
needs to be undertaken to increase the efficiency of the nursing staff.

41

DEPARTMENTAL PROCEDURE FOR

RECRUITMENT AND APPOINTMENT
1. If any vacancy arises in any department
(a) HOD informs in writing (about the nature of work, qualification and
experience required to HR department. After obtaining sanction for
DA suitable advertisement is placed in newspaper by HR department
or application will be taken from data bank.
(b) For walk

in- interview, Bio data s are collected and whenever

vacancy arises they are called for the same.

2. On receipt of application they are short listed and called for an interview.
3. First interview is conducted by HR manager then the candidate is send to
concerned department. After selecting, for final interview and
appointment candidate and papers are sent to director of administration.
4.

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

5. Individual personal file with required records like application form,

interview records, and offer letter with accepted appointment letter is
maintained by HR department
HR involvement in recruitment is
placing advertisement
scrutiny of application
preliminary interview
issue of appointment letter
The first step in the procurement function that is manpower planning aims at
ascertaining the manpower needs of the organization both in right number and or
right king. Once a determination of human resources requirements has been
made, the recruitment and selection process-which forms the next phase to
procurement function, can begin. Recruitment and selection represents one of the
most routine yet one of the most vital functions of any organization. Procurement
of efficient and capable employees can significantly contribute to the success of
an organization.

42

MONITERING LEAVE
1. Staff is provided with 30 days El (earning leave) subject to their attendance
excluding 8 CL (casual leave) and 7 SL (sick leave) and 84 ML (maternity
leave is also provided.
2. Person going on leave for CL should submit the leave application form duly
sanctioned by their HOD , 1 day prior to leave or the next day after resuming
duty

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

c) EL can be availed only if it is more than 3 days with pre sanction
(minimum 10 days in advance)

3. Leave days are monitored by daily attendance report and leave report
4. If application form is not received from employee after taking leave it is
treated as absent.
5. If leave application form is submitted and no leave balance id found then it is
treated as LWP (leave without pay)
6. No CL or SL will be converted into EL except in special cast of sick leave
after getting Director of administrations approval.
7. Memo is given for frequent absenteeism.

43

IN HOUSE AND OUT HOUSE TRAINING

1. Sancheti hospital runs its own orthopedics college and students from this
college are taken in as resident doctors.
2. Training for ward boys maushis and nursing staff is taken on priority basis as.
3. Apart from training doctors and nurses and other staff members Sancheti also
runs a management college which is affiliated with Pune university and gives
PG degree in P.G.D.H.M
4. In house and out house training programs are arranged by the HRD with
guidance of Director Administration , according the suitable timings without
affection daily work schedules of employees
5. Training is based on various issue related to day to day work of employees
for the improvement of work. Training record are maintained by HRD
6. Training of clerical as well as administration staff is also undertaken on
various issues like, time management communication skills telephone
etiquettes, motivation, leadership, attitudinal change, quality awareness etc.
7. All the administration jobs are given on job training, when a candidate joins
the organization he is kept on low pay for the first month during which he
learns the work.

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

knowledge so that the employee is better equipped to do his present job, or to
prepare him for a higher position with increased responsibilities. Continuous
growth and development of employees makes an organization viable and it adapts
itself to changing environment .training is supposed to bring about change in the
behavior of employees so as to enable them to meet the current and future
requirements of their tasks and roles.

44

PROCEDURE FOR PERFORMANCE APPRAISAL

1. Performance appraisal form is filled up by concerned HOD. Which involves
giving grades to the employees on a five points scale ( a to e)
2. A review committee comprising of HR manager HOD and DA reviews
each case and pass their judgment accordingly.
3. An appraisal is based on performance approach, attitude loyalty job
knowledge, ability to work cooperation etc.
4. Increment promotion, training etc are based on the above points.

Performance appraisal data is useful in human resource development in several

manners. It becomes the basic tool in administrative purposes for e.g.
it can help the management in determining whether an individual should be
considered for promotion because the system not only appraise the worth of
the employee on the present job but also evaluates his potentialities for higher
job
Various personnel transfer and discharges etc can be justified only if they are
based on performance appraisal. It also helps in taking action against
unsatisfactory performance of the employees.
Performance appraisal system indirectly helps in strengthening the manpower
of the organization as it help in spotting the potential to train and develop
them to create an inventory of executives.

45

LIMITATIONS

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

description, specification etc. which could not be taken up due to time
constraint. Therefore designing of manpower was done purely on the basis
of the estimated percentage increase in the number of patients.
As Sancheti hospital was undergoing certification process from ISO for the
first time, all the departments were involved in updating records and other
documents required for audit, because of which collecting primary data
took more time than expected.
As this whole process is a mere forecast it also suffers from all those
limitations that a forecast has that is although it is possible to predict with
reasonable degree of accuracy the future degree of accuracy the future
vacancies in the organization resulting from retirements, deaths, and
resignation, yet it is more difficult to anticipate which particular member of
the personnel will be required to be so replaced.

46

ANALYSIS AND SUGGESTIONS

It was observed that the ward secretaries (care takers of the ward )wear
same coat with absolutely no differentiating feature, which the doctors
wear and the patients and their relatives mistake them for doctors, and it
so happens that the relatives of the patients come calling for help when
the patients suffering increases to the secretaries, and these secretaries say
that the doctor would be coming in few minutes and the relatives think
that being doctors themselves they are not attending to the patients
problems. And this gives a wrong impression that Sancheti s doctors are
having very casual attitude towards the patients.

Therefore to avoid this problem either the color of the coat for members
other than doctors should be changed or instead of SIOR which is the only
and common tag on every ones coat, job positions should be specified on
the coat, for e.g. SIOR doctor, SIOR lab technician, SIOR ward secretary
etc.

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

patients from not only different parts of India but also from other Asian
countries, and although Indian patients are not facing any problem on the
basis of language as there are nurses who can communicate in various
Indian languages, patients coming from other countries are definitely
having hard time in communicating their problems, this issue becomes all
the more important when Sancheti has undergone a big tie- up recently
with Omanian government.

47

To avoid this problem, Sancheti s management should either give

preference to those candidates who can speak more Indian and foreign
languages while recruiting or should provide a crash course to the staff
members on those Indian and foreign languages of which the patients are
more in number.

It was found that almost all the nurses came under B grade that is
average category in performance, to increase their performance to good or
very good category Sancheti s management should revise the training and
development programmes for nurses, and should also set up a grievance
cell to find out why their performance is low.

48

CONCLUSION

Department wise manpower planning results

Name of the department

%increase in the number

Increase/decrease in the

of patients

number of employees

X ray

18%

Increase by 1

Pathology lab

10%

Increase by 1

Physiotherapy

4%

pharmacy

10%

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

pathology department and although there is an increase in the % of employees
in physiotherapy and pharmacy department, the number of employees need not
be increased as there is no marked difference in the work load per employee.

Sancheti hospital has a very systematic recruitment procedure where the

vacancies are notified through newspapers and the interview is taken together
by the concerned department head and the HR person and then the required
candidate is short listed.

There are continuous training and development programmes conducted to

increase the effectiveness of all the staff members through various seminars,
lectures and on job training processes.

49

Performance appraisal system followed in Sancheti hospital is a grade based

system and all the important decisions like promotions and terminations are
based on this and through performance appraisal system, training and
developments needs of the employees are also identified.

Employees are given awards on the basis of their performance and these
awards are given in all the categories and these awards are both in terms of
mementos and cash reward.

50

BIBLIOGRAPHY

1. Udai Parekh :Manpower planning

2. Anjali Ghanekar :Human resource management
3.

Web site: www.manpower planning.com

51

ANNEXURE

52

HUMAN RESOURCES DEPARTMENT

PERFORMANCE APPRAISL FORM
(FOR STAFF)
Performance appraisal report from

.to

EMPLOYEEE DATE:

.
EMPLOYEE

STATUS:
Name:

..

Designation:

.......
Date of birth:

..

Department:

..

Date of joining:

.
Address:
.
............

training completed

on
..ph

..

Dt. Of confirmation:

..
Educational background:

..work

experience

..

Marital status:

total working experience:

SALARY DETAILS (AS ON

.)

Basic:
Rs

..D.A

Special allowance; rs
rs

.............H.R.A

Tea allowance

misc. allowance:

Conveyance allow

compensatory allow

53

total salary rs

..

GUIDELINES
A) Please write relevant rating for each attribute in rating column.
B) a .below average b. average c. good d. very good e. outstanding
Sr

TYPES OF

No

SKILL

Job knowledge

Knowledge pertaining to the

&skills

area of work and related areas

Productivity

Extent of task/ target

DESCRIPTION

A, b, c, d, or e

fulfillment, completion o
assigned tasks, magnitude of
output and work efforts.
3

Attitude

Attitude towards work

Personal

possesses good bearing and is

grooming.

neat, smart and well turned out

attendance &

Promptness in attending work,

punctuality

work timing and regularity

Discipline

Adherence to the hospital s

policies and rules.

7

Dependability

Consistent accomplishes
allocated jobs without
supervision/ followed-ups

Team work & Ability to effectively coordinate

coordination

RATING

with all linked departments to

ensure smooth functioning

54

Remarks

LAST APPRAISAL DETAILS:

Overall rating:

..Increment:
Promotion

DISCIPLINARY ACTION:
1

..DATE

AWARDS & REWARDS

..
1

.DATE

.DATE

.
2

..DATE

..

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

Performance report
Job performance

Employee (superior-subordinate) relations:

Personal strength &weakness:

Training &development needs:

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

..

55

..
Comments of the appraisee:

.
Signature of the appraisee
Comments of the senior reviewing officer:

Signature of the senior reviewing officer

Human resource department

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

Recommendation of the performance review committee:

HR manager

director of administration

56

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