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.

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.

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

Organizational Structure
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.

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.

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 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.

Other Features

emergency calling system

24 hours laboratory

24 hours pharmacy

24 hours emergency power

Ambulance (mobile hospital)

Helicopter ambulance

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-
Neurology Transfusion Medicine/Blood Bank
Medical

Endocrinology-Surgery Neurology-Paediatrics Traumatology

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

Services

Radiology

1.5 Tesla MRI Mammography

Spiral Whole Body CT Scanner (64 Slice) ECG

with CT Coronary Angiogram Treadmil 1

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

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.

Advanced Technology
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.

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.

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

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.

SWOT analysis

The followings are the strengths, weaknesses, opportunities and threats for
Apollo Hospitals Dhaka.

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)

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

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.

Rigid govt regulations with regard to expatriate employees.

Emerging competition from the other international hospitals

Price war with local hospitals

Yellow journalism

Chapter 4: A Brief Overview Of HR

Practices In A Hospital

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.

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.
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:

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.

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, 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.

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.

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.

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.

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.
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 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 employees 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 employees 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
employees 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.

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.

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

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.

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.

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.

Money Matters
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.

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.

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.

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.

Holidays And Leave

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.

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.

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.
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.

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.

1. 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.

1. 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.

1. 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.

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

1. All AHD employees will be provided with Out-patient and In-patient

treatment facilities with discounted rate as given below:

For Out-Patient Treatment Facilities

1. 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.
1. Dependants and parents of employee can visit the consultants by
appointment as referred by their physician or deemed appropriate.

1. Discount will be given to AHD employees, dependants and their parents

for OPD services as given below:

Services Patient Discount

Registration Employee, Dependant 100%

andConsultation and Parents
fees

Investigations Employee and 50%

Dependents

Parents 20 %

Medicines Employee, No discount

Dependants and
parents

For In-Patient Treatment facilities:

1. 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 AHD employees will be provided with 20%
discount on the total bill when they are admitted to Apollo Hospitals
Dhaka.

1. For any special discount which is beyond this policy approval must be
taken from CEO on case to case basis.

1. 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.

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 employees 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.

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.

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:

1. Submission to such conduct is made a term or condition of an

individuals employment.

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

employment decisions affecting such individuals; or

1. Such conduct has the purpose or effect of interfering with an

individuals 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.

Procedure For Handling Complaints And

Grievances

A grievance is an employees 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.

Separation From Employment

Separation of employment with AHD can take place in the following process:

1. 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.

1. 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.

1. 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.

1. 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.

1. 5. Retirement: Retirement from service is mandatory upon a regular

employee attaining his/her 60th birthday.

1. 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 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.

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
Relations
Treats customers (guest, patients, 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-
management
Presents a positive image of AHD through 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.

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 drive
for performance
Effectively and efficiently fulfills responsibilities to achieve
improvement
the greatest benefit at an acceptable cost.

Continuously strives to suggest and implement ways to

improve personal, departmental and institutional goals.

Chapter 5: Competency Based HR

Practice A Brief Overview

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 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 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.

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.

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 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.

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.

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.

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.
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.

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.

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.

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.

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.

This process of gathering job information is called Job Analysis.

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

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.

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.

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.

Chapter 6: Job Specification Format (of

AHD)

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.

1. Subtask 1

2. Subtask 2

3. Subtask 3

Task 2

Break down of the task in to several sub tasks.

1. Subtask 1

2. Subtask 2

3. Subtask 3

Task 3

Break down of the task in to several sub tasks.

1. Subtask 1

2. Subtask 2
3. Subtask 3

Task 4

Break down of the task in to several sub tasks.

1. Subtask 1

2. Subtask 2

3. Subtask 3

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.
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.

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

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;

Sample Job Specification Analysis

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.

1. Realizes the organization cause of existence along with its

mission, vision, goal and objective.

2. Realizes the parallelism of HR department with the overall

organizations objective.

3. Establishes the linkage between HR with other departments

as well as the whole AHD as an attempt towards an integrative
strategy formulation.

4. Institutes departmental causes of existence along with its own

mission, vision, goal and objective.

1. Conducts environmental study to identify critical strategical premises.

1. Recognizes environmental issues, both task and general that

will affect functions of HR in foreseeable future.
2. Performs research as needed on the impact of environment on
AHDs employee pool.

3. Comprises a clear idea of upcoming environmental threat as

well as opportunities

1. Decides on a particular strategy after evaluating alternatives.

1. Decides on several courses of future action in response to the

environmental analysis.

2. Analyses the alternatives on cost-benefit perspectives.

3. Determines the impact of individual alternative on organizational

mission and objective.

4. Selects a particular strategy regarding specific HR goal.

1. Executes the strategy with necessary facilitations.

1. Prepare the Budget supporting the strategy decided on.

2. Arranges for logistics and system support to facilitate the

execution of the strategy.

3. Accomplishes the execution of strategy within prescribed time

frame.

4. Evaluates the actual outcome with the expected outcome for

identifying the lacking.
5. Modifies strategy accordingly.

Administrative Expert

1. Devises policies regarding overall HR functions.

1. Evolves a code of HR policy and procedures for the hospital,

and implement it in consultation with those concerned.

2. Evolve and systemize HR management practices in the area of

manpower planning, training, promotion, leave attendance,
salary, administration etc.

3. Evolves and implement rules and regulations of services for all

employees.

4. Obtains approvals from other departments on the formulated

policies.

1. Installs the procedures of performing every HR function on the basis of

approved policies.

1. Coordinates employment activities such as interviewing,

selecting and hiring candidates.

2. Oversees the maintenance of records and statistical reports

concerning recruitment, performance appraisal.

3. Manages and oversees compensation programs in the

organization.
4. Direct development and application of techniques of job
analysis, job descriptions, evaluation and grading.

5. Plan, coordinates and direct personnel training and staff

development programs.

6. Evolves and implement rules and regulations of services for all

employees.

7. Interpret causes of disputes and grievances and suggest and

implement remedial measures.

8. Deals with employment related legal issues.

1. Communicates the policy through out the organization.

1. Obtains necessary effective measures to communicate the policies and

the relevant procedures through all departments in AHD.

2. Ensures the progression messages without any deviation.

3. Ask for any modification needed in the recommended system.

4. If applicable, alter the system accordingly.

Change Agent

1. Implements Performance Appraisal system to identify organizational

performance pitfalls.
1. Designs the jobs of all the positions with specific description
and specification with the aid of concerned departmental head
and management.

2. Set up the performance standard for individual job.

3. Develops a performance appraisal system appropriate for the

hospital.

4. Installs the system along with concerned management.

5. Reviews the findings from staff development perspectives.

1. Installs elaborate training program for every level of employees

according to their needs.

1. Designs HR training and staff development programs.

2. Confer with management and supervisory personnel in order

to determine training needs.

3. Analyses past and current year training requirements to

prepare budgets and justify funds requested.

4. Formulates training policies and schedules utilizing knowledge

of identified training needs.

5. 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.
1. Communicates the performance improvement throughout the
organization.

1. Implements the result of training and development session in

day to day operation.

2. Evaluates the implementation result of a particular

department as a whole along with individual performance.

3. Selects the highest improvement achiever as the benchmark

for other departments.

4. Facilitates the way to replicate the benchmark department by

others.

1. Designs a multidirectional and flexible process of communication.

1. Designs two way communication in own department and at the same

time encourages the whole organization to follow the system.

2. Eliminates the cost of bureaucracy to a minimum level to facilitate

effective communication channel.

3. Develops the system to utilize the result of communication in a

productive way in time.

1. Attempts to improve the organization as a whole.

1. Focuses on the advance of the organization as a whole.

2. Creates an environment of employee ownership.

3. Institutionalizes the concept of organizational strengthening in

respect of every employee.

4. Strives for continuous improvement in performance of every

employee.

Employee Contribution

1. Recognizes the humanitarian issues in every HR decision.

1. Checks for any discriminatory policies to ensure equal

employment opportunities.

2. Analyses the organizational competencies in attracting

potential workforce.

3. Attempts to match AHDs policies with the HR market trend in

attracting competent personnel.

4. Studies the causes of absenteeism, tardiness, turnover and

other discouraging factors.

5. Recognizes the motivational factors in favor of acceptable

performance.

6. Ensures proper centralization and decentralization of authority

in HR as well as other departments.

1. Attempts to develop psychic benefits of the employees from AHD.

1. 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.

2. Institutionalizes the system of employees entertainment and

recreation such as, yearly picnic, movie night, cultural
program and other similar programs.

3. Develops a system of outstanding performance recognition for

the staffs as well as executive level suitable for AHDs policies.

4. Devises a system of continuous training, coaching and overall

assistance to supervisees in all departments continuously.

5. Manages employees conflict and grievance in a Win-Win

approach.

6. Provides career counseling to concerned employees.

1. Develops an organization oriented employee base.

1. Designs an employee friendly and flexible organizational

culture.

2. Advocates for the flat hierarchy throughout AHD.

3. 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.

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.

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. 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.

1. 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.

1. 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.
1. 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.

Executive

Job Specification

Job title: Senior Executive-Employee Relations

Department: Human Resources

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.

1. Carryout job analysis process methodically and develops job

description and specifications.

2. Facilitates performance indicators to the staff category

employees.

3. Collects inputs from the appraisal process and other sources to

update the job descriptions and specifications periodically
1. Installs the appropriate Performance Appraisal system in the
departments.

1. Assists supervisor in designing performance appraisal format.

2. Educates staff category employee about their participation

process in performance management.

3. Assists supervisors in facilitating installation of performance

appraisal process for the executive category staff.

4. Forwards and collects the Appraisal forms to concerned

management.

5. Prepare reports for staff development needs, reward and

recognition schemes and unsatisfactory performance
management initiatives.

1. Facilitates the employee relations programs initiated by the authority

1. Conducts regular meeting with different category of the

employees for gathering and reporting their concerns.

2. Analyses different sources of information for identifying

employee relation issues and reports to supervisor for
proactive solutions.

3. Conducts employee satisfaction survey as and when required.

4. Reviews the effectiveness of existing welfare schemes and

suggests the ways to make those programs more effective.

5. Provides inputs in designing new welfare and recognition

schemes.
6. Identifies the areas of employees concerns and reports to the
supervisor for resolution.

1. Arranges the entertaining and recreational activities

1. Organizes the recreational activities, such as movie night,

picnic, cultural functions etc.

2. Prepares the program budget with due approval.

3. Communicates the program schedule through out AHD.

4. Arranges for necessary logistical support for the programs.

1. Coordinates the grievance management procedure and facilitates

disciplinary actions for the staff category employees.

1. Identifies and/or collects staff grievances and reports to

supervisor.

2. Educates the staff about how grievance can be placed to

management for resolution.

3. Conducts primary investigation for the reported misconducts

for the staff category staff and reports to the supervisor.

4. 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.

5. Conducts counseling sessions for the staff category level as

advised by the management.
6. Acts as a champion of gender issues and assists the HR team
to uphold the equal opportunity employer policies.

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
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.

Working Conditions

Comfortable working environment is provided with necessary system supports.

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
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:

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.

Assistant

Job Specification

Job title: Time Office Assistant

Department: Human Resources

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.

1. Collects duty roster from each department and places it into HMS.

2. Changes the roster according to the requisition.

3. Informs the due authority if anyone forgets to bring the ID card.

2. Assists employees in Bank Account opening.

1. Assists new employees in Bank Account form fill up.

2. Maintains liaison with bank for account opening procedures.

3. Delivers Cheque Book to employees.

4. Delivers any official papers to STS.

3. Provides assistance to HR department if ordered to do so.

1. Conduct hospitals visit for new employees.

2. Attaches any notice from HR in AHDs notice board.

3. Provides support to any programs organized from HR.

4. Supervises the works of Mailing Assistance.

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
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. A
routine pre-employment medical examination is required.

Working Conditions
Comfortable working environment is provided with necessary system supports.

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.

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:

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.

Chapter 7: Performance Appraisal

Format
Performance Appraisal Format

Apollo Hospitals Dhaka

Apollo Hospitals Dhaka

Performance Planning and Review (PPR) Form

PPR Cycle From: . To:

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)

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.

1. 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:

PO 4:

Performance Standards for PO 4:

Signature of Supervisor: Signature of

Employee:

Date Date:

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:

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:

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.]

1. Supervisors 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

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
Relations
Treats customers (guest, patients, 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-
management
Presents a positive image of AHD through
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.
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 drive
for performance
Effectively and efficiently fulfills responsibilities to
improvement
achieve the greatest benefit at an acceptable
cost.

Continuously strives to suggest and implement

ways to improve personal, departmental and
institutional goals.

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

Outstanding Performance consistently exceeds all requirements of the 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.

Highly Accomplishment clearly and consistently above what is

Satisfactory required. This level is usually achieved only by highly
competent, seasoned incumbents.

Satisfactory Performance meets standards. Most qualified incumbents

should be able to attain this level.

Provisional Performance does not meet acceptable levels in all areas, but
employee exhibits the potential to become proficient with
continued training or development. Interim reviews should be
done quarterly.

Marginal Overall performance of employee does not meet acceptable

level; appropriate corrective action is being formally initiated.
Interim reviews will be done quarterly

Unsatisfactory Performance remains significantly below standard; particularly

in one or more critical areas of responsibility; Employee should
be at an appropriate stage of unsatisfactory performance
management procedure.

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.

Chapter 8: Training Manual On

Performance Appraisal System
Training Manual

On

Performance Appraisal System

Apollo Hospitals Dhaka

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.

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.

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

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.

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.

Duration: 13 minutes

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

White Board and markers of different color to write down the general finding of
the Question and Answer session

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

White Board and markers of different color to write down the general finding of
the Question and Answer session

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

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

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

Learning Activities
Learning Objective

Learn about the Performance appraisal format to be introduced in AHD.

Duration: 25 minutes

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

Duration: 25 minutes

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.

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

White Board and markers of different color to write down the general finding of
the 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

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