SCHOOL OF MANAGEMENT STUDIES

PROJECT REPORT

A STUDY ON

“Recruitment and selection process’’ at APPLLO HOSPITALS ”

BACHELOR OF BUSINESS ADMINISTRATION

BBA (HONORS)
BY

Mr.VALLURU VIJAY RAMI REDDY

R16BM532
BBA (HONORS)
GUIDE
PROF. KRUPA.S
Rukmini knowledge park, Kattigenahalli, Yelahanka, Bengaluru-560064
www.reva.edu.in

April -2019

1
2
SCHOOL OF MANAGEMENT STUDIES
PROJECT REPORT

A STUDY ON
“Recruitment and selection f APPLLO HOSPITALS”

BACHELOR OF BUSINESS ADMINISTRATION

BBA (HONORS)
BY

Mr. VALLURU VIJAY RAMI REDDY

R16BM532
BBA (HONORS)

GUIDE
PROF. KRUPA.S

3
DECLARATION
I, Mr. VALLURU VIJAY RAMI REDDY student of BBA (Industry Integrated /
Honors) belong in to School of Management Studies, REVA University, declare
that this Project Report / Dissertation entitled “RECRUITMENT AND
SELECTION” is the result the of project / dissertation work done by me under
the supervision of Dr/Prof. KRUPA .

I am submitting this Project Report / Dissertation in partial fulfillment of the

requirements for the award of the degree of Bachelor of Business
Administration in Management by the REVA University, Bangalore during the
academic year 2018-19.

I further declare that this project / dissertation report or any part of it has not
been submitted for award of any other Degree/ Diploma of this University or
any other University/ Institution.

(Signature of the candidate)

Signed by me on:

Certified that this project work submitted by VIJAY RAMI REDDY has
been carried out under my / our guidance and the declaration made by the
candidate is true to the best of my knowledge.

Signature of Guide / Signature of Co-Guide, (if any)

Date:……….. Date:………..

Signature of Director of
School

Date:………..

Official Seal of the School

4
ACKNOWLEDGEMENT
This is a matter of pleasure for me to acknowledge my deep sense of
gratitude to REVA UNIVERSITY and my college, School of Management
Studies for giving me an opportunity to explore my abilities via this internship
program.

I would like to express my sincere gratitude to our internship guide prof

Krupa.S for his valuable guidance and advice in completing this organization
study.

Let me take this opportunity to thank School Director, Prof. Shubha A

for the whole hearted support extended to me throughout the conduct of the
study. Madam gave me lot of inputs and suggestions to bring out the best in me.
The encouraging words that have been extended were great boost for the
completion of this work.

I would like to record my sincere appreciation and gratitude towards all

the officials and employees of Company, without whose kind assistance, my
internship program would not have succeeded.

I am also very thankful and grateful towards my seniors, colleagues and

authorities of School of Management Studies, REVA UNIVERSITY for their
support, encouragement, and valuable suggestions for the completion of this
organization study.

Last but not the least, I would like to express my sincere thanks to my
family members, friends for their immense support and best wishes through-out
the internship duration and the preparation of this report.
VIJAY RAMI REDDY

5
CONTENTS

Chapter Description Page no.

Title Page 1

Declaration 3

Acknowledgements 4

Contents 5

List of Tables 6

List of Graphs 6

Executive Summary
I Introduction 7

II Industry and Company Profile 11

III Research Methodology 23

IV Data Analysis and Interpretation 29

Summary of Findings, Recommendations and

V 42
Conclusion

Bibliography

Questionnaire

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LIST OF TABLES
Table Page
No. Title No.

1 The table is showing How do you know about Apollo hospitals 50

2 The table is showing Number of rounds conducted in selection process 51

3 The table is showing Which type of interview prefer in selection process 52

4 The table is showing Time taken for interview process 53

5 The table is showing Time given to join in organization 54

6 The table is showing Motive behind join in Apollo hospitals 55

7 The table is showing Selection according through experience or merit 56

level
8 The table is showing Satisfaction of vacancies are advertised by HR 57
department
9 The table is showing Time and cost for recruitment process in Apollo 58
hospitals
10 The table is showing Right candidate for right job 59

11 The table is showing Facing the interview at Apollo hospitals 60

LIST OF GRAPHS

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GRAPH NO: TITLE PAGE NO:

1 The graph is showing How do you know about 50

Apollo hospitals
2 The graph is showing Number of rounds 51
conducted in selection process
3 The graph is showing Which type of interview 52
prefer in selection process
4 The graph is showing Time taken for interview 53
process
5 The graph is showing Time given to join in 54
organization
6 The graph is showing Motive behind join in 55
Apollo hospitals
7 The graph is showing Selection according 56
through experience or merit level
8 The graph is showing Satisfaction of vacancies 57
are advertised by HR department
9 The graph is showing Time and cost for 58
recruitment process in Apollo hospitals
10 The graph is showing Right candidate for right 59
job
11 The graph is showing Facing the interview at 60
Apollo hospitals

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CHAPTER-1

INTRODUCTION

9
INTRODUCTION

1.1Recruitment

Meaning:

Act of seeking prospective new employees or members for an organization. Recruitment is a

vital function for an organization to maintain its personnel.

Refers to the process of finding possible candidates for a job or function.

1.2 Methods:

Internal recruitment:

Existing employees and volunteers are given an opportunity to apply for a new job
opening.

Considerations:

 Rewards the employee/volunteer for past performance

 Gives the employee/volunteer an opportunity for career development

 Retains the organization's investment in the employee/volunteer

 Reduces the amount of time necessary to orient the person to the new position

 Reduces the costs of recruitment

 Provides a limited number of people to select from

 Reduces the opportunity for increasing diversity within your organization

Employee referrals:

Employees are asked to recommend a person for the job opening

Considerations:

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 The quality of employee referrals is usually high. Employees usually only refer
people that they are confident would be a good match for the position and
organization.

 People tend to recommend others with similar backgrounds. Therefore it is important

to ensure that the practice of employee referrals does not lead to a decrease in
diversity within your organization.

 People recruited by your staff usually have some understanding of the work of the
organization.

 There can be a tendency to feel that you must hire someone who is referred by an
employee even if your assessment is that the person is not the best match.

Print advertisements:

The job is posted in a newspaper or professional journal

Considerations:

 You can reach a large audience in a specific area

 The content of the advertisement will impact on the number of applicants; if the ad is
general you will most likely receive more applications.

 If the ad is general, you may receive a significant number of applications from

unqualified candidates

Executive search firms:

A private company that specialized in recruitment is hired to find suitable candidates.

Considerations:

 This is a very expensive method of recruitment

 Hiring professional recruiter does not guarantee a positive result

 The firm will do most of the preparation for the posting and the preliminary screening

 May be an appropriate recruitment method for the most senior positions.

Unsolicited resumes:

Individuals interest in working for your organization send in resumes

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Considerations:

The percentage of resumes with skills appropriate for your organization may be small.

How you treat unsolicited resumes may have an impact on the image of your
organization.

It is best to respond with courteous and frank information about whether or not the
application will be kept for future reference

Need:

HR professional is having a big responsibility to hire a best person from the available
talent pool. At the same time, one needs to be cost conscious. It is a good practice in
recruitment to be objective and seek to identify the candidates' abilities. Judge on individual
merits and set the same standards for all. Whereas generalized assumptions made about
ability or ambition, based on applicant's sex, caste, age, religious belief, sexual orientation or
any disability, is a bad practice. One need to use the technology, to get the best results from
recruitment process.

Practices:

1) Irrespective of the title being advertised, it is best to include in the clear job
definitions to avoid receiving more applications than needed.

2) On receiving applications, it is important to check work references. Some

applicants glorify the work they did at specific jobs.

3) Many applicants skip over jobs they had problems with. Gaps should be checked.

4) Educational qualifications should also be checked.

5) Multiple interviewing should take place either through panel interviewing or

through a series of interviews with different persons.

6) On recruiting a person, it should be easy to find a short term project that the person
can complete as a test of his or her capabilities. Projects in the order of one or two
weeks should normally be sufficient to verify the competencies of the new recruit.

7) It should be a simple matter to setup a basic database of all CVs received. Very often,
the Department may already have applications that they need on such a database thus
avoiding time loss and additional advertising costs.

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Procedure:

1. Identify vacancy

2. Prepare job description and person specification

3. Advertise

4. Managing the response

5. Short-listing

6. Visits

7. References

8. Arrange interviews

9. Conduct the interview

10. Decision making

11. Convey the decision

12. Appointment action

Purpose / Benefits:
Is to achieve improvement in four areas: quality, cost, service, and speed.

Process:

Recruitment is the process of searching for and attracting qualified candidates to apply for
the positions that are available.

Based on the job description for the position, develop the criteria that will be used to screen
resumes and select the best person for the job

1.3 Recruitment Process:

 A brief description of your organization, its mission or purpose

 The title and a description of the position

 Duties and responsibilities

 Qualifications

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 The supervising authority

 Mention the salary and benefits attached to the position. Specify the starting salary or
salary range, or say the salary depends on experience.

 The application deadline

 Start date

 Request for references

 Indicate the format in which you would like to receive the information

 Give a contact name and address

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1.4 Recruitment Standards:

Methods of locating qualified job candidates job posting & bidding

Limitations of recruiting from within

Recruiting outside the organization

Labor Market

(Area from which applications are to be recruited)

Outside sources of recruitment

Effectiveness of recruitment sources

Advertisements

Unsolicited applications and resumes

Internet recruiting

Employee referrals
 Up the ante
 Pay for performance
 Tailor the program
 Increase visibility
 Keep the data
 Rethink your taboos
 Widen the program
 Measure results

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Executive search firms

Educational Institutions

Professional Organizations

Labor Unions

Public Employment agencies

Private Employment Agencies

Temporary Help Agencies

Employee Leasing

Improving the Effectiveness of External Recruitment

Costs of Recruitment

Organizational Recruiters

Develop selection criteria for the position:

How will you ensure the new employee fits the culture of your organization?

Ensure that your criteria are not discriminatory

Ensure that they are specific, measurable and job-related

What skills are essential to the position?

HR Recruitment:

Recruitment Strategy Model –

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Demonstrates the ability to create a Job Position Requisition and to select a
recruitment strategy. For purposes of this sample model, Internal Posting is selected as the
recruitment strategy.

Internal Posting Model –

Manages the steps to approve the job description and to post it to an internal Web
site. Once posted, applicants can apply for the position where the workflow will monitor
the incoming applications and automatically remove the posting and alert a recruiter, once
the specified posting period has expired.

Screen Résumés Model –

Provides a process to screen the résumés submitted to the internal posting site. It
assists HR in identifying suitable candidates by first ensuring the candidates' information
is complete and by helping to prepare a short list of applicants to be interviewed.

Interview Shortlist Model –

Manages interviews with short-listed applicants. It applies a two-stage interview

approach where HR and the person requisitioning the position, each conduct separate
interviews. It includes a step to check the selected candidate's qualifications and
references before proceeding to the Employee Intake model. Overview: Business
Information Delivery Solutions for Human Resources 2

Employee Intake Model –

Automates preparation and "letter of offer" processing and tracking the subsequent
offer acceptance from the new hire. A "confirmation letter" establishes the starting date
which is inserted into a "facilities work order" to ensure that the new hire's office,
telephone, computer, pass cards, etc. are already in place on the employee's start date so
they can become productive more quickly.

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18
CHAPTER - 2
INDUSTRY
AND
COMPANY PROFILE

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2.1 INDUSTRY PROFILE:

A hospital is an institution for health care providing treatment by specialized staff and
equipment, and often but not always providing for longer-term patient stays.

Today, hospitals are usually funded by the state, health organizations (for profit or non-
profit), health insurances or charities, including direct charitable donations. In history,
however, they were often founded and funded by religious orders or charitable individuals
and leaders. Similarly, modern-day hospitals are largely staffed by professional physicians,
surgeons and nurses, whereas in history, this work was usually done by the founding religious
orders or by volunteers.

History

A physician visiting the sick in a hospital. German engraving from 1682.

In ancient cultures, religion and medicine were linked. The earliest known institutions aiming
to provide cure were Egyptian temples. Greek temples dedicated to the healer-god Asclepius
might admit the sick, who would wait for guidance from the god in a dream. The Romans
adopted his worship. Under his Roman name Æsculapius, he was provided with a temple
(291 BC) on an island in the Tiber in Rome, where similar rites were performed.

Ancient Asia

The Sinhalese (Sri Lankans) are perhaps responsible for introducing the concept of dedicated
hospitals to the world. According to the Mahavamsa, the ancient chronicle of Sinhalese
royalty written in the 6th century A.D., King Pandukabhaya (4th century BC) had lying-in-
homes and hospitals (Sivikasotthi-Sala) built in various parts of the country. This is the
earliest documentary evidence we have of institutions specifically dedicated to the care of the
sick anywhere in the world. Mihintale Hospital is perhaps the oldest in the world.

Institutions created specifically to care for the ill also appeared early in India. King Ashoka is
said to have founded at least 18 hospitals ca. 230 BC, with physicians and nursing staff, the
expense being borne by the royal treasury. However, there are historians who strictly dispute
the claim that Ashoka built any hospitals at all, and argue that it is based on a mistranslation,
with references to 'rest houses' being mistaken for hospitals. The error is thought to have
occurred because similar edicts and records talk of Ashoka importing medicinal supplies.

Infrastructure

The surgical, special procedures, radiological, intensive care unit, and patient rooms typically
have medical gases, emergency and normal electrical power; and heating, air conditioning
and ventilation systems.

Electrical

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The reliability of the electrical power systems that serve a hospital is important. In order to
provide higher electrical reliability, the National Institutes of Health, NIH, requires that all
secondary substations> 500 kVA. The spot network substations cost more than other
arrangements.

Information

Pneumatic tube conveying systems are often used to move the actual paper prescriptions for
medicines to the Pharmacies, and to move medicines, especially intra-venous, IV, bags to the
patient care rooms. Tissue samples can be sent to the Laboratory. Medical notes can be
transcribed, printed, and then transported via a Pneumatic Tube Conveying System.

As measured by the weight of the item be transferred, the 15 cm (6”) diameter tube systems
have about 225% of the lifting and moving capacity of a 10 cm (4”) system. When the seals
are new, the 10 cm tube carriers will move a 1 kg (2+ pounds) IV bag. But when the seals on
the tube carriers are worn, the tubes can stop moving in the piping, and require a trained
technician to recover the tube carrier.

Modern hospitals have information infrastructure such as secured patient information system
and PACS

Etymology

During the middle Ages the hospital could serve other functions, such as almshouse for the
poor, hostel for pilgrims, or hospital school. The name comes from Latinhospes (host), which
is also the root for the English words hotel, hostel, and hospitality. The modern word hotel
derives from the French word hostel, which featured a silent s, which was eventually
removed from the word. (The circumflex on modern French hotel hints at the vanished s)

Grammar of the word differs slightly depending on the dialect. In the U.S., hospital usually
requires an article; in Britain and elsewhere, the word is normally used without an article
when it is the object of a preposition and when referring to a patient ("in/to the hospital" vs.
"in/to hospital"); in Canada, both usages are found.

The word is also similar to Sanskrit word "Ispital" and German "Spital."

Types

Some patients in a hospital come just for diagnosis and/or therapy and then leave
('outpatients'); while others are 'admitted' and stay overnight or for several weeks or months
('inpatients'). Hospitals are usually distinguished from other types of medical facilities by
their ability to admit and care for inpatients.

General

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The best-known type of hospital is the general hospital, which is set up to deal with many
kinds of disease and injury, and typically has an emergency ward to deal with immediate
threats to health and the capacity to dispatch emergency medical services. A general hospital
is typically the major health care facility in its region, with large numbers of beds for
intensive care and long-term care; and specialized facilities for surgery, plastic surgery,
childbirth, bioassay laboratories, and so forth. Larger cities may have many different
hospitals of varying sizes and facilities.

Specialized

Types of specialized hospitals include trauma centers, rehabilitation hospitals, children's

hospitals, seniors' (geriatric) hospitals, and hospitals for dealing with specific medical needs
such as psychiatric problems (see psychiatric hospital), certain disease categories, and so
forth.

A hospital may be a single building or a campus. (Many hospitals with pre-20th-century

origins began as one building and evolved into campuses.) Some hospitals are affiliated with
universities for medical research and the training of medical personnel. Worldwide, most
hospitals are run on a non-profit basis by governments or charities. Within the United States,
most hospitals are not-for-profit.

Teaching

A teaching hospital (or university hospital) combines assistance to patients with teaching to
medical students.

Clinics

A medical facility smaller than a hospital is called a clinic, and is often run by a government
agency for health services or a private partnership of physicians (in nations where private
practice is allowed). Clinics generally provide only outpatient services.

TODAY TREND IN INDIA

India's healthcare sector has been growing rapidly and estimated to be worth US$ 40 billion
by 2012, according to Price water house Coopers in its report, 'Healthcare in India: Emerging
market report 2007'. Revenues from the healthcare sector account for 5.2 per cent of the GDP,
making it the third largest growth segment in India.

The sector's growth will be driven by the country's growing middle class, which can afford
quality healthcare. Over 150 million Indians have annual incomes of more than US$ 1,000,
and many who work in the business services sector earn as much as US$ 20,000 a year.
Today at least 50 million Indians can afford to buy Western medicines-a market only 20 per
cent smaller than that of the UK.

The growing purchasing power of Indian patients is revealed in the increased business of air
ambulance services. Around 365 airlifting worth several millions of rupees happen in Delhi in
a year on average.

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If the economy continues to grow faster than the economies of the developed world, and the
literacy rate keeps rising, much of western and southern India will be middle class by 2020.

To meet this demand, the country needs US$ 50 billion annually for the next 20 years, says a
CII study. India needs to add 2 million beds to the existing 1.1 million by 2027, and requires
immediate investments of US$ 82 billion.

Funds in the sector have been largely private. In fact, it is believed that the private sector
provides 60 per cent of all outpatient care in India and as much as 40 per cent of all in-patient
care. It is estimated that nearly 70 per cent of all hospitals and 40 per cent of hospital beds in
the country are in the private sector, says PWC.

Private healthcare

With private healthcare driving a large chunk of healthcare in India, the stage is set for
private healthcare players to take wing.

 Global Hospitals in Hyderabad, which had a modest beginning as a 150-bed facility

dedicated to multi-organ transplantation in Hyderabad, is set to invest close to US$
178 million in a couple of years to set up hospitals in other metropolitan cities.

 Mumbai-based healthcare firm Wockhard Hospitals is planning to set up 14 super-

specialty hospitals across the country over the next two years, which could entail an
investment of up to US$ 152 million.

 Apollo Hospitals, Asia's largest healthcare group, is planning to expand its operations
by setting up 50 hospitals across the country, including many in tier-II cities. It will
invest US$ 5-9 million in each of the facilities.

Medical equipment and IT

With the potential of the healthcare sector being what it is, ancillary industries such as
healthcare equipment and information technology in healthcare are also witnessing a spurt.

The soaring growth projections have prompted foreign medical equipment makers to float
Indian subsidiaries -- 30 of them received import clearances in 2007 alone. Boston Scientific,
Abbott, Becton Dickinson, Guidant, Medtronic, B Braun, Johnson & Johnson, DePuy,
Advanced Medical Optics and Stryker are among the leading firms, whose Indian
subsidiaries received approvals to import medical devices during the year.

Investments into the medical and surgical instruments segment amount to US$ 115.29 million
over the period August 1991 to April 2007. A recent FICCI-Ernst & Young study has
predicted 15-20 per cent growth for the Indian medical equipment market and estimated
market size to be about US$ 5 billion by 2012.

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Hospitals have realized that information technology (IT) can be an effective tool towards
efficient systems. According to a report by Springboard Research, India has the fastest
growing healthcare IT market in Asia, with an expected growth rate of 22 per cent, followed
closely by China and Vietnam. In fact, the Indian healthcare technology market is poised to
be worth more than US$ 254 million by 2012.

Medical Tourism

The attraction of high quality healthcare facilities at competitive costs has been instrumental
in a large number of foreign arrivals to access healthcare services in India. Going by the
current pace with which this segment has been growing, the CII-McKinsey study estimates
that revenues from this segment could touch US$ 2.2 billion by 2012 (from the current figure
of US$ 333 million).

Indian hospitals are fast becoming the first choice for an increasing number of foreign
tourists. Over 150000 medical tourists travelled to India in 2002 alone, bringing in earnings
of US$ 300 million. India's growing reputation as a major medical tourism destination is
attracting more and more visitors from Gulf countries with many travel agents now offering
packages combining treatment with a vacation.

Beyond cost advantage

However, the Indian healthcare story is not about cost advantage only. It has a high success
rate and a growing credibility.

o Indian specialists have performed over 500,000 major surgeries and over a million
other surgical procedures including cardio-thoracic, neurological and cancer surgeries,
with success rates at par with international standards.

o The success rate of cardiac bypass in India is 98.7 per cent against 97.5 per cent in the
U.S.

o India's success in 110 bone marrow transplants is 80 per cent.

o The success rate in 6,000 renal transplants is 95 per cent.

The Government has also been proactive in encouraging prospects in this sector with a
number of initiatives:

A new category of visa "Medical Visa" ('M'-Visa) has been introduced which can be
given for a specific purpose to foreign tourists coming into India.

Guidelines have been formulated by Department of AYUSH prescribing minimum

requirements for Ayurveda and Panchkarma Centers.

Consequently, easy access to visa facilities coupled with the best emerging medical
infrastructure in large and tertiary towns will lead to an increase in foreign exchange earnings

24
through medical tourism. Annual earnings from medical tourism are estimated to rise from
the current US$ 815.32 million to US$ 1.87 billion by 2012.

Total quality management (TQM)

Today, a patient is looking for the facilities in a hospital as well as its appearance. The
concept of TQM in hospitals is therefore forming the core of any hospitals today. There is a
big difference between the services being provided by the hospital industry and that are
offered by service industry sector. The cost and the amenities provided to a patient go hand in
hand. One can have a private room, a nurse and a doctor for 24 hours a day, but the costs are
high. The facilities resemble the luxuries of a five star hotel.

The hospitals today, are therefore transforming themselves to cater to world class patients.
The focus is therefore on quality treatment with luxury. This helps to create a unique brand.
Each top class hospitals (Apollo, Workhard, Escorts, etc., are few to name) is trying to attract
more and more medical tourists by developing itself into a super or multi-specialty hospital.
These hospitals have been successful in creating a mark for their services on a global level.

These days many hospitals are including ayurveda and yoga as special treatment techniques
for their patients. The people in western world are crazy about these treatments. These are
accepted as a healthy way of life. Hospitals like Apollo and Escorts, famous for heart
treatments, have already adopted the same for their patients. Most of the foreign patients
coming to India are from Asia, Africa, the UK, Europe and the US. For example, nearly 60%
of the patients in Escorts hospital are citizens of these countries. The number of patients from
the US and the UK are comparatively low as the poverty and hygiene is a matter of concern
for them. The big hospitals have the advantage: they’re able to attract patients even from the
US or the UK. New procedures and treatment techniques are being adopted by Indian
doctors. One can find oneself being treated by the best doctor.

Nowadays, the hospitals have tie ups with reputed guesthouses and hotels to provide comfort
and luxury to patient’s family. The tour operators too are joining hands so that patient’s
family can visit India’s finest tourist spots. The family can enjoy India’s rich cultural heritage,
wonderful architecture and the scenic beauty. The government, on its part, is trying to
rationalize the whole process and certain amendments are being made in this regard.

Brand positioning a hospital

Positioning a brand would involve creating awareness through advertising and word of
mouth. However, since the target is international patients, a very large target audience, it is
difficult to reach through word of mouth or to create awareness by direct advertising.

A few techniques are discussed below:

 Accreditations and Certifications

25
Today, every patient is aware about the certifications and looks for an accredited hospital.
This gives hospital brand positioning, especially in the international arena. Accreditation
experts analyze hospital for everything, from surgical hygiene to various other systems and
resources. Experts also check the credentials of medicine staff and nurses. Joint Commission
International (JCI) is recognized internationally. The international arm of JCI is Joint
commission on Accreditation of healthcare Organization (JACHO). For providing
accreditation, it reviews and checks the organization. Their checklist includes over 350
standards and they send a team to re-review the accredited hospitals at three-year intervals. It
has popularity the across the world. Individual countries also have their own accreditations.
International Organization for Standardization (IOS) certification can also be used as a
testimony to the quality of care being provided by the hospital, as people around the world
are aware of the IOS.

 Enhance Hospital Website

The website should be user-friendly and provide all the information required to make a
decision. Therefore, it is important to update the content on the website regularly. A dynamic
website that allows questions would definitely provide an edge. A virtual tour would also be
helpful so that prospective clients can see what the hospitals actually looks like.

 Tie-ups with Other Sectors

 Insurance: Tie-ups with international insurance companies make

reimbursement of treatment expenses easier for international patients. It also
shows that hospital maintains certain standards for patient’s care.
Accreditation helps in such cases. In India, it is not yet mandatory to have
insurance tie-ups to be accredited.

Tourism companies: Tie-ups with tourism companies would help attract more patients as they
are active marketers. From patients point of view too, it is better to deal with tourism
companies; since it becomes a one point contact. Hospitals can thus concentrate on their core
business of providing medical treatment.

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2.2Company profile

Apollo Hospitals Enterprise Limited

Over the years, Apollo Hospitals has also founded various group companies to empower its
flagship company, Apollo Hospitals Enterprise Limited, to create a healthcare powerhouse
that has a leadership position in every sphere of healthcare.

With nursing and hospital management colleges, pharmacies, diagnostic clinics, medical
transcription services, third-party administration and telemedicine, Apollo's leadership
extends to all aspects of the healthcare spectrum.

Apollo Hospitals Enterprise Limited was incorporated as a Public Limited Company in the
year 1979. Promoted by Dr. Prathap C Reddy, it is the first group of hospitals that pioneered
the concept of corporate healthcare delivery in India. AHEL is a listed Company on the
Bombay Stock Exchange (BSE-APLH.BO).

AHEL today, is the leading private sector healthcare provider in Asia and owns and manages
a network of speciality hospitals and clinics, a chain of Pharmacy retail outlets across the
country, and provides Consultancy Services for commissioning and managing hospitals.
The overview of operations can be summarized as follows:

 Chain of owned and managed hospitals: AHEL has over 26 hospitals of which 14 are
client hospitals, managed by professionals deputed from Apollo.

 Management Consultancy Services: The consultancy division of AHEL offers Project

and Operations Management Consultancy services to clients varying from to
commissioning of a wide range of healthcare models.

Over the years, Apollo Hospitals has also founded various group companies to empower its
flagship concern, Apollo Hospitals Enterprise Limited, to create a healthcare powerhouse that
has a leadership position in every sphere of healthcare it has entered.

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MISSION of Apollo hospitals group

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 healthcare for the benefit of humanity – Dr. Prathap C Reddy- Founder Chairman
Apollo Hospitals Group

Tagline: Touching lives.

Colour: Green, as it is soothing.

Logo: The logo shows a nurse holding a torch of flame. Nursing plays a phenomenal role in
the delivery of healthcare and the flame is the symbol of leadership, pioneering and
innovation.

Brand Mantra: Not just confines to curative care, but lets people know how not to fall prey to
illness.

Unique features: Trust of patients and providing comprehensive healthcare.

About Apollo Hospitals (2004)

Patients 10mn

Total number of employees Over 10000

Total number of surgeries 280,000 major + 500,000 minor

Heart surgeries 48,000 – success rate of 98.5%

Nuero surgeries 10,538

Total number of renal transplants Over 5000

Total number of hospitals 45

Source: compiled by Icfai Research Centre, Ahmadabad

Apollo’s Business Model

-600 Hospitals family Health Plan Apollo AHLL Clinics

-409000 Clients

-1400 Doctors Health Education

-Apollo Health street Technology

28
-Apollo life

-med varsity Pharmacies Hospitals Clinic Trials

own managed Projects

-Telemedicine

Location No.of.beds Location No.of.beds Own hospitals

Chennai 550 New Delhi 695 Ahmadabad 300

Hyderabad 350 Ranchi 100 Managed

Chennai 275 New Delhi 153 Luck now 350

Hyderabad 75 Pune 202 Dhaka 330

Hyderguda 43 Jodhpur 65 Goa 200

Nellore 80 Chengannur 161 Vijayawada 223

Madurai 125 Erode 70 Kolkata 200

Vizag 66 Vijayawada 127 Raichur 200

Arangonda 60 Kolkata 160 Chengannur 139

Tondaropet 40 Mysore 120 others 954

Chennai 111 Indore 100

Bilaspur 250 New Delhi 100

Chennai 64 Raichur 150

Colombo 105 others 169

Total 2193 Total 2372

Source: Company, ENAM estimates

Executive Directors

Dr. Prathap C. Reddy (Executive Chairman)

Ms. Preetha Reddy (Managing Director)
Ms. Suneeta Reddy (Executive Director, Finance)
Ms. Sangita Reddy (Executive Director, Operations)

Non-Executive Directors

29
Mr. P. Obul Reddy
Mr. N. Vaghul
Mr. Deepak Vaidya
Mr. Rajkumar Menon
Mr. T.K. Balaji
Mr. Habibullah Badsha
Mr. Steven J Thompson
Mr. Rafeeque Ahamed
Mr. KhairilAnuar Abdullah
Mr. G Venkatraman

The Apollo Group

 Apollo Hospitals Enterprise Limited

 Keimed.com Limited

 Apollo Health and Lifestyle Limited

 Medvarsity Online Limited

 Apollo Hospitals Education and Research Foundation

 Lifetime Wellness International Ltd

 AHEL Pharmacies Business

 Online Equipment Services Pvt Ltd

 Apollo Health Street Limited

 Apollo Telemedicine Enterprises Limited

 Family Health Plan Limited

Source: www.apollohospitalgroup.com

Apollo Health Street Incorporated

Apollo Health Street, a global Healthcare services company of the Apollo group offers
Business Process Outsourcing and IT solutions and services to a global clientele. AHSL
was incorporated in the year 1999 with the objective of establishing a Technology
Applications Development Company for the Healthcare Industry while being able to
service and network Apollo and its various businesses in healthcare.

Apollo Pharmacies

30
Apollo Pharmacies is the largest retail pharmacy chain in India. Apollo has over 70
round-the-clock retail outlets in India striving to maintain a stock of prescription drugs,
OTC medicines and other health and body-care related products. Additionally, the retail
business is moving towards offering e-prescription based services to the end user and
the doctor.

Med Varsity Online Limited (MOL)

Med Varsity Online Limited was incorporated in the year 2000. Backed by two giants,
Apollo in medicine and NIIT Limited in the field of electronic-educationMedVarsity
act as a catalyst for students and is complementary to the existing education system in
the country. It has developed in-house, over 1500 hours of medical content that is
accessible to the medical community anytime and anywhere. Med Varsity today
addresses the needs of over 5000 doctors across India.

Apollo Telemedicine Enterprises Limited (ATEL)

Apollo Telemedicine Enterprises Limited was incorporated in the year 1999, with the
aim of developing the ‘Apollo Telemedicine Network’. The Apollo Telemedicine
Network allows the participant sites to collaborate with institutions in the country and
abroad and provides their clientele access to better healthcare in areas not adequately
served by the medical community.

Family Health Plan Limited (FHP)

Family Health Plan was developed in response to the overwhelming need for cost-
effective healthcare financing options. The company, in existence in the healthcare
insurance sector for over a decade, initiated the concept of ‘managed care’ in the
country to control spiraling medical costs, and to make facilities accessible. It’s the
largest Third Party Administrator (TPA) in Asia. It is affiliated to 1700 major corporate
and manages 4.7 million lives.

Apollo Heart Centre

In order to give shape to Apollo Hospitals goal of propagating the concept of well-
being through preventive healthcare, a specialized centre focusing on fostering cardiac
health has been launched. This specialized centre is a pioneer in providing diagnostic

31
services in a spacious and elegant environment. This centre was inaugurated at Greams
Road, Chennai on 14th April 2006.

The Apollo Heart Centre advocates prevention rather than treatment and offers
specialized, customized and comprehensive health packages, including services such as
the 64 slice CT Angio scan that, in a non invasive manner, provides a very accurate
image of the heart and detects narrowing of the cardiac blood vessels. Timely
preventive health checks could logically forestall major complications, improve
chances of full recovery and prove extremely cost effective

Online Hospital Equipment Services Private Limited (Equipment World)

The newest group venture 'Equipment World' is an electronic equipment exchange for
medical devices and high-end technology products used in the delivery of medical care.
It sources and selects high-end medical equipment, catalogues and provides expert
advice and services on technology, techno-commercial issues

Apollo Healthcare Consulting Services

Hospital management services

Through its Projects and Consultancy division, Apollo now manages more than 30
hospitals - a number that is increasing at a rapid rate. It assists new and existing
hospitals in their day-to-day activities. All managed hospitals become part of the
Apollo network and benefit from central marketing and purchasing programmers. The
Apollo managed hospitals network is present across India and the following
international locations like Nigeria, Kuwait, Yemen, Colombo and Dhaka.

Services include:

 Human resource recruitment and management

 Medical equipment outsourcing

 Increasing business prospects in domestic and international geographies

 Improving billing rates per assignment

 Establishment of medical, nursing and administrative protocols

 Preparation of Operating Protocols/Manuals

32
 Institution of Medical Auditing & Budgetary Control

 Implementation of robust MIS/HIS

 Provision of assistance in obtaining ISO and other international certifications

 Conducting of CME's

Project consultancy services

The consultancy division also provides project consultancy service in setting up

hospital projects in many countries. Pre-commissioning services include:

 Building a Business Model

 Design and Architecture of the hospital

 Planning and Installation of all equipment

 Human Resource Planning

 Recruitment and Comprehensive Training

Acrossthe Healthcare Spectrum

Performance Improvement Services

33
Apollo's Projects Management and Consultancy division enables hospitals to improve
their performance on numerous services, clinical and administrative parameters.

These include:

Administrative Support

Nursing Skills Development

Medical Equipment Consultancy

Service Quality and Clinical

Improvement Consulting

Laboratory Consulting Services

Apollo Hospitals, the largest healthcare group in Asia.

With over 8000 beds in more than 41 hospitals, a string of nursing and hospital management
colleges and dual lifelines of pharmacies and diagnostic clinics providing a safety net across
Asia, Apollo Hospitals is a healthcare powerhouse you can trust with your life. At Apollo
Hospitals we unite exceptional clinical success rates and superior technology with centuries-
old traditions of Eastern care and warmth, as we truly believe the world is our extended
family-something our 14 million patients from 55 countries can warmly affirm.

SPECIALITIES LIST

 Anesthesiology

 Cardiology

 Diagnostics

 Laboratory

 Bio Chemistry

 Haematology

 Clinical Pathology

 Microbiology

34
 Medical specialties

 Dermatology

 Dialectology

 ENT

 Gastroenterology & Hepatology

 General Surgery / Laparoscopy

 Hand Surgery/Microsurgery/Plastic Surgery

 Internal Medicine

 Minimal Invasive Surgery

 Neonatology

 Nephrology

 Neurosurgery

 Obstetrics &Gynaecology

 Ophthalmology

 Orthopaedics/Traumatology

 Paediatrics

 PaediatricHaematology

 Paediatric Neurosurgery

 Psychiatry

 Radiology

 MRI

 CT Scan

 Doppler

 Ultrasound

 Rheumatology

35
 Sports Injury and Arthroscopy

 Urology

 Vascular Surgery

AWARDS AND ACCOLADES

Over the years, Apollo has received many awards and accolades in recognition of its pioneering
achievements in Indian healthcare.

 Apollo Hospitals, Chennai & Hyderabad have won healthcare awards, 2008
instituted by the Express Healthcare Publications (The Indian Express Group).
The awards received include :

o Apollo Hospitals Chennai-Overall Best Hospital of the year

o Apollo Hospital Chennai - Operational Excellence

o Apollo Specialty Hospital, Chennai - Leveraging Global Opportunity

o Apollo Health City Hyderabad - Sustained Growth

o Apollo Health City Hyderabad- Patient Care

 Apollo Hospitals, Chennai rated 'Best Private Sector Hospital' in India by The
Week magazine for 2003, 2004 and 2007.

 Apollo Hospitals recognized as a 'Super brand of India' in the healthcare sector

for 2003 and 2004

 Apollo Clinics awarded Franchisor of the Year for 2003 and 2004

 Asia-Pacific BioBusiness Leadership Award 2005 to Dr. Prathap C. Reddy,

Founder Chairman Apollo hospitals group.

 Modern Medicare Excellence Award 2006-07" award to Dr.Prathap C Reddy,

Founder Chairman, Apollo Hospitals Group, by ICICI Group, to honor
outstanding achievements in the healthcare industry

 Save a Child's Heart (SACH) - runner-up in the 'Corporate Governance'

category at Hospital Management Asia 2004, a major hospital expo in Bangkok,

36
Thailand

 Avaya Global Connect award for the second successive year, in 2006, to Apollo
Hospitals, Hyderabad for customer responsiveness in the healthcare sector based
on a nationwide polling exercise.

Quality Driven Approach: Accreditations

Accreditations

Joint Commission International Accreditation

The Joint Commission International (JCI) is a U.S based accreditation body dedicated to
improving healthcare quality and safety around the world. The accreditation is an international
gold standard for hospitals and has been so far achieved by only 24 hospitals in the world.

The Apollo hospitals group achieved the unique distinction of achieving accreditation for four
of its hospitals at Delhi, Chennai, Hyderabad and Ludhiana in quick succession. Indraprastha
Apollo hospitals Delhi became the first hospital in India, while Apollo Hospitals Chennai
became the first hospital in South India to achieve this unique and coveted accreditation.

JCI works directly with healthcare organizations to achieve their goals of providing quality
clinical care and services in safe, efficient and well-managed facilities.

JCI assesses through a rigorous on site survey process, a healthcare provider’s quality in the
following key areas -

 Access to health care

 Health Assessment and care processes

 Education and rights of individuals

 Management of information and human resources

 Safety of facility

 Infection control

 Collaborative integrated management

 Facility management

 Performance Measurement

Medical Milestones

37
 Employs over 4000 specialists and super-specialists and 3000 medical officers
spanning 53 clinical departments in patient care

 Achieved a 99.6% success rate in cardiac bypass surgeries, over 91% of these were
beating heart surgeries

 Conducted over 55,000 cardiac surgeries - one of only 10 hospitals in the world to
achieve these volumes

 First Indian hospital group to introduce new techniques in Coronary Angioplasty,

Stereotactic Radiotherapy and Radio surgery

 Performed over 7,50,000 major surgeries and over 10,00,000 minor surgical
procedures with exceptional clinical outcomes

 Pioneered orthopaedic procedures like hip and knee replacements, the Illizarov
procedure and the Birmingham hip re-surfacing technique

 Pioneered the concept of preventive healthcare in India successfully completed over

700,000 Preventive Health Checks

 First hospital group to bring the 64 Slice CT-Angio scan system.

 First hospital group in South-East Asia to introduce the 16 Slice PET-CT Scan

 First to perform liver, multi-organ and cord blood transplants in India

 Equipped with the largest and most sophisticated sleep laboratory in the world

Quality assurance

ACE Model
The Apollo Clinical Excellence (ACE) Model has been conceived by the Apollo
Hospitals group in order to ensure that international healthcare standards are met and
maintained across all the hospitals in the group.

Concept of ACE
The key areas that determine the quality of services provided at a healthcare facility are -

 Clinical professionals

 Support personnel

 Equipment

38
 Patients

 Environment of care

The following parameters are taken into consideration in rating the quality and standards
of the hospitals within the group.

 Quality Indicators of clinical processes, outcomes and infection control

 Analysis of Sentinel events and Root Cause Analysis

 Clinical staff credentials, appraisals, privileging for senior staff, job descriptions
for junior staff and training of all in resuscitative techniques

 Collaborative governance through multi-disciplinary committees

 Effective utilization of resources through implementation of clinical pathways

An ACE Model Scoring System is used, as shown below, to rate the hospitals in the
above mentioned parameters. The total scores for each category are indicated below.

Sl. No Category Points

1 Quality Indicators 200

2 Clinical Pathways 100

3 Medical Staff 100

4 Sentinel Events 50

5 Collaborative Governance 50

Total 500

Each hospital is assigned a Level based on the number of points it scored as shown
below.

Level Points

IV 0-150

III 151-300

II 301-450

I 451-500

If any hospital reaches 'Level Me', the above benchmarks are raised. Therefore, those
hospitals that have attained a 'Level 1' have to perform even better to attain a 'Level I' in

39
the next year. Continuous quality improvement is ensured this way.

Apollo is Super brand

Apollo Hospitals, the healthcare service provider, is now recognized as a ‘Super brand of
India’ in the Healthcare Sector, for the year 2003.

The brand has been selected out of a national list of 711 brands across 95 categories. The
selection was undertaken by an independent Super brands Council, comprised of India’s
leading Marketing and advertising professionals.

The Apollo Hospitals Group is the third largest health service provider in the world. The
group is present in over 37 locations in India. Some of the segments where Apollo is present
are, hospitals and clinics, pharmacies, IT Outsourcing and medical education. To reach out to
the rural populace, Apollo has a special division called Telemedicine. The Family Health Plan
is covered under the Apollo Hospital Management Projects and Insurance.

Today, Apollo Hospitals is a name synonymous with superior medical technology and
superior service quality. It has worked towards providing the best service to those who come
to their hospitals.

The team of doctors associated with the Apollo Hospitals is recognized in their respective
fields, both within India and abroad. The Apollo team of doctors and medical assistants
provide world class treatment, care and support to patients who go to them.

Commenting on the Super brand status, Dr. Prathap C. Reddy, Chairman, Apollo Hospitals
said, “Apollo Hospitals has always believed in providing the best service and treatment to its
patients. Over the last twenty years, we have worked towards being among the top five
healthcare service providers in the world. With our thrust on medical technology and superior
service, we have been well recognized in India and abroad. Being adjudged as a Super brand
in the healthcare sector has reinforced our determination to become the best healthcare
provider in the world.”

The Apollo Hospitals has been adjudged a Super brand for the following reasons:

Apollo’s exceptional status as a brand with existing and potential customers, media,
suppliers and joint venture partners.

The large mind share it enjoys when compared to other names and brands in the
healthcare sector.

The significant emotional advantage the brand provides. - Apollo’s business

presentation and approach in India and abroad.

40
Apollo Hospitals has continuously worked towards making its presence felt
nationwide.

Apollo is present in every sphere of the healthcare space such as hospitals, clinics,
ITES and pharmacies.

Apollo Hospitals continued to maintain its growth momentum during the year 2002-03
registering an impressive growth in its turnover and profits. The turnover increased by 19%
from Rs. 377 Crore to Rs. 448 Crore.

Super brands is a concept that started 10 years ago in the UK to chronicle case studies of
exceptional brands; to pay tribute to them and their brand guardians. The concept has been
replicated in over 26 countries; some of them are Australia, France, Hong Kong, US, UAE,
Malaysia and India.

The criteria the Super brands Council adopted do not anything to do with market share, but
more with the brand image and perception. The influencing factors were largely the brands’
mind dominance, goodwill, consumer loyalty and emotional bonding.

41
CHAPTER -3

RESEARCH
METHODOLOGY

42
3.1LITERATURE REVIEW
As per Korsten and Jones:

According with the Korsten and Jone, Human Resource Management theories subject on
techniques of recruitment and selection and outline the benefits of interview, assessment and
the psychometric examinations as employee selection process. They further stated that
recruitment process may be internal or external or may also to be conducted online. Typically,
this process is based on the levels of the recruitment policies, job postings and details,
advertising, job application and interviewing process, assessment, decision making, formal
selection and training.

Jones said that he suggested that examples of recruitment policies in the healthcare, business
or industrial sector may offer insights into the processes involved in establishing recruitment
policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market
scenario/ conditions and interviews, and psychometric tests in order to find out the
potentialities of job seekers. Furthermore, small and medium sized enterprises lay their hands
on interviews and assessment with main concern related to job analysis, emotional
intelligence in inexperienced job seekers, and corporate social responsibility. Other
approaches to selection outlined by include several types of interviews, role play, group
discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to
difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills. In additional,
insufficient recruitment may result into lack of labour or hindrances in management decision
making, and the overall recruitment process can itself be advanced and amended by
complying with management theories. According to these theories, the recruitment process
can be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold
grading system, personal interviews, as well as psychological tests.

As per Alan Price:

Price, in this work Human Resource Management in a Business Context, formally it defines
recruitment and selection as the process of retrieving and attracting able applications for the
purpose of employment. He states that the process of the recruitment is not a simple selection
process, while it needs management decision making and broad planning in order to appoint
the most appropriate in manpower. The existing competition among businessenterprises for to
recruiting the most potential workers in on the pathway towards creating the innovations,

43
with management decision making and employers attempting to the hire only the best
applicants who would be the best fit for the corporate culture in and ethics specific to the
company. This would reflect the fact file that the management would particularly shortlist
able candidates who are the well equipped with the requirements of the position they are
applying into, including team work. Since possessing qualities of being a team player would
be essential in any management position .

As per the Hiltrop:

Hiltrop is the successful in demonstrating the relationship between the human resource
practices, Hrm-organizational strategies as well as organizational performance. That he
conducted his research on HR manager and company officials of 319 companies in Europe
regarding HR practices and policies of their respective companies and discovered that
employment security, training and development programs, recruitment and selection,
teamwork, employee participation, and lastly, personnel planning are the most essential
practices. As a matter of fact, the primary role of HR is to develop, control, manage, incite,
and achieve the commitment of the employees. The findings of work also showed that
selectively hiring has a positive impact on organizational performance, and in turn provides a
substantial practical insight for executives and officials involved. Furthermore, staffing and
selection remains to be an area of substantial interest. With recruitment and selection
techniques for efficient hiring decisions, high performing companies are most likely to spend
more time in giving training particularly on communication and team-work skills .Moreover
the finding that there is a positive connection existing between firm performances and
training is coherent with the human capital standpoint. Hence, he suggests the managers need
to develop HR practices that are more focused on training in order to achieve competitive
benefits.

As per the Jackson and Bratton and Gold:

As per discussed by Jackson, Human resource management approaches in any business

organization are developed to meet corporate objectives and materialization of strategic plans
via training and development of personnel to attain the ultimate goal of improving
organizational performance as well as profits. The nature of recruitment and selection for a
company that is pursuing human resource management approach the is influenced by the
state of the labour market and their strength within it. Furthermore, it is necessary for such
companies to monitor how the state of labour market connects with potential recruits via the
projection of an image which will have an effect on and reinforce applicant expectations.
Work of Bratton & Gold (1999) suggest that organizations are now developing models of the
kind of employees they desire to recruit, and to recognize how far applicants correspond to
theirmodels by means of reliable and valid techniques of selection. Nonetheless, the
researchers have also seen that such models, largely derived from competency frameworks,
foster strength in companies by generating the appropriate knowledge against which the job

44
seekers can be assessed. However, recruitment and selection are also the initial stages of a
dialogue among applications and the company that shapes the employment relationship. This
relationship being the essence of a company's manpower development, failure to
acknowledge the importance of determining expectation during recruitment and selection can
lead to the loss of high quality job seekers and take the initial stage of the employment
relationship so down as to make the accomplishment of desirable HRM outcomes extremely
difficult. In the opinion of Bratton and Gold, recruitment and selection practices are essential
characteristics of a dialogue driven by the idea of "front-end" loading processes to develop
the social relationship among applicants and an organization. In this relationship, both parties
make decisions throughout the recruitment and selection and it would be crucial for a
company to realize that high-quality job seekers, pulled by their view of the organization,
might be lost at any level unless applications are provided for realistic organization as well as
work description. In view of Jackson and Bratton & Gold applicants have a specific view of
expectations about how the company is going to treat them; recruitment and selection acts as
an opportunity to clarify this view. Furthermore, one technique of developing the view,
suggested by Bratton and Gold, are realistic job previews or that may take the form of case
studies of employees and their overall work and experiences, the opportunity to "cover"
someone at work, job samples and videos. The main objective of RJPs is to allow for the
expectations of job seekers to become more realistic and practical. RJPs tend to lower initial
expectations regarding work and a company, thereby causing some applications to select
themselves; however RJPs also increase the degree of organization commitment, job
satisfaction, employee performance, appraisal and job survival among job seekers who can
continue into employment Bratton & Gold Jackson.

As per the Silzer:

However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the employees
that are selected, as stated by Silzer.

Work of Silzer was largely concerned with Talent management, and through their work they
were successful in resolving issues like whether or not talent is something one can be born
with or is it something that can be acquired through development. According to Silzer, that
was a core challenge in designing talent systems, facing the organization and among the
senior management. The only solution to resolve the concern of attaining efficient talent
management was by adopting fully-executable recruitment techniques. Regardless of a well-
drawn practical plan on recruitment and selection as wellas involvement of highly qualified
management team, companies following recruitment processes may face significant obstacles
in implementation. As such, theories of HRM can give insights in the most effective
approaches to recruitment even though companies will have to employ their in house
management skills for applying generic theories across particular organizational contexts.
Word conducted by Silzer described that the primary objective of successful talent strategies
is to create both a case as well as a blueprint for developing the talent strategies within a

45
dynamic and highly intensive economy wherein acquisition, deployment and preservation of
human capital-talent that matter,, shapes the competitive advantages and success of many
companies.

As per the Taher:

That end Taher carried out a study to critique the value-added and non-value activities in a
recruitment and selection process. The strategic manpower planning of a company, training
and development programme, performance appraisal, reward system and industrial relations,
was also appropriately outlined in the study. This study was based on the fact that efficient
HR planning is an essence of organization success, which flows naturally into employee
recruitment and selection. Therefore, demand rather than supply must be the prime focus of
the recruitment and selection process and a greater emphasis must be put on planning,
supervising and control rather than mediation. Extending this principle, a realistic approach to
recruitment and selection process was demonstrated, and the study found that an organization
is efficient only when the value it commands exceeds the price involved in determining the
process of decision making or product. In other words, value- added and non-value added
activities associated with a company's recruitment and selection process impacts its role in
creating motivated and skilled workforce in the country. Thus, the study identified the waiting
time, inspection time and filing time as non value added tasks and the cost of advertisement
as the only value added activity in the overall process. The investigated the recruitment and
selection section of Bangladesh Open University. It was found that whenever the recruitment
and selection department of received a recruitment request of new applicants from other
sections, the officials failed to instantly advertise the vacancy in various media. The
university had to follow some long sequential steps prior to doing so. After the vacancy is
publicly advertised, what followed were the bureaucratic formalities and complications
together with inspection and supervision by two departments thereby causing unnecessary
waiting in the recruitment and selection process that eventually increases the cost of
recruitment by keeping the organization's image at stake. The study also witnessed some
amount of repetition taking place at every step of recruitment where the applications of
applicants circulating around too many departments for verifications. This repetitive work
tends to engage unnecessary persons fora single task that results in unnecessary delay in the
decision and unjust wastage of manpower.

After careful consideration of similar problems in the BOU, Taher he recommended for
amending the recruitment process by stating that firstly processes like job analysis and
searching internal and external sources must be followed by direct advertisement of the post
as the HR's own responsibility, and not by any intermediate officials. This will eliminate the
non-value activities. Secondly, he suggested a 'system' to be introduced to ease the respective
department to study the shortlisted candidates, which can be done only by the request of the
HR department. A medical assistance must be sought by BOU in regards to the physical or
mental abilities of applicants for the job function as well as their workers compensation and

46
risk. A procedure needs to be devised pertaining to the privacy and confidentiality of medical
reports. Thus, this privacy and decrease in noon-value added activity of the medical exam can
be sustained effectively by testing the applicants via contracted medical advisors, or in-house
doctors. Use of a computer based HR system should be installed in BOU to manage the pool
of information about employees and to make the organization to take just-in-time HR
recruitment and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment strategies

that must attempt to generate a pool of appropriately qualified and well-experienced
individuals so as to effectively initiate the selection strategies and decisions. In essence, the
potential applications are encouraged to apply for the open vacancies and also the relevant
departments can engage in recruiting the best candidates to upgrade the department's
performance.

Conclusion on literature review:

It can be clearly concluded that for a company to succeed all it takes is the proper recruitment
and selection strategies which also shapes the overall manpower management of the
company. By conclude this literature review, the study emphasizes on the fact that the
recruitment and selection process is integrated with other processes such as strategic plan of
the company, training and development schemes, compensation, rewarding/incentive system,
performance appraisal, and lastly, industrial relations. Furthermore, according to Silzer , there
exist several reasons why the most apparent information have been more promising;
including the well-structured nature of interviews, the use of questionnaires based on a job
analysis, inclusion of panel of interviewers, the practice of note-making during the interview,
and the use of rating scale based on behavioural factors to gauge the interviewee's answers all
play an integral part in the improvement of the recruitment validity.

Therefore, the study has offered an incisive review of literature of as many as six authors
based on their individual studies and research on recruitment and selection processes. Based
on this literature review, it is found that such a study has not been conducted in Career Wings
HR Solutions and this study can contribute to developments in the recruitment process
improving the scope of business development in the organization.

Statement of the problem

Recruitment and selection of the employees to organization is very hard. In these process
selection of right candidates to right jobs is very difficult.by through this we are going to find

47
which is right process to selection of these candidates and to know various strategies
followed by company while recruiting the employees.

3.2Research objectives

1. To know the various sources of recruitment and their availability at APOLLO

HOSPITALS.
2. To obtain the feedback of the employees about the recruitment and selection

procedures followed in the company.

3. To review the recruitment process and to make improvements to the

forthcoming recruitment programs at APOLLO HOSPITALS.

4. To find out the effectiveness of the selection procedure at APOLLO

HOSPITALS.
5. To know various methods of selection procedures adopted by APOLLO

HOSPITALS.

Scope of the study

The scope of the study includes the following aspects of recruitment and selection

The feedback of an employee.

Proper utilization of human resource planning.

Effectiveness of recruitment process and techniques.

The selection procedure is effective or not.

Cost effectiveness.

They were:

Recruitment techniques: Advertisements in media

48
Placements agencies.

Campus recruitment

Employment exchanges

Employee reference

Online recruitment

Sample size : 100 employees working at executive

level in the corporate office.

The sample was selected randomly.

In Apollo Hospitalsthe above said techniques are used to search for

suitable candidates.

Parameters used in the questionnaire are as follows

Human Resource Planning

Recruitment

Selection

Cost effectiveness

Basing on the ratings of the employees, the effectiveness of the recruitment and

selection process in the Apollo Hospitalswill be clearly known.

49
SOURCES OF DATA:

1. Primary data

2. Secondary data

3. Analysis of data

Primary data is collected in order to avoid any mistakes due to transcription which

may arise when collected through secondary sources. The data is collected by

questionnaire method.

Secondary data is collected from the companies’ reports, manuals and

brochures. Through company records, books, HR reports etc.

3.3SAMPLING PROCEDURE:

The sampling method used was random sampling. The sampling method was

used because of lack of time and lack of knowledge about the universe. The sample

size was fixed to 100 respondents; the sampling procedure is response form.

STATISTICAL TOOLS USED: PIE CHART

3.4PERCENTAGE ANALYSIS:

In this research, various percentages are identified in the analysis and they are

presented pictorially by way of bar diagrams and pie charts in order to have a better quality.

3.5LIMITATIONS

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The superior may not dedicate much time to fill up the questionnaire which results in

not so authentic data or information.

The employees may not reveal the secrets of the company.

As the questionnaire is restricted to only 11 questions, the study could not cover the

other aspects of the topic.

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CHAPTER - 4

Data analysis
&
Interpretation

1. How did you come to know about Apollo Hospital?

1) Employee reference
2) walk-in interview
3) website
4) newspaper

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5) Consultancy.

Table no : 4.1.1 table showing how candidates knows about Apollo hospital

CHOICES %
Employee reference 30
Walk in interview 10
Website 5
News paper 5
Consultancy 50

Analysis

Here most of employees knows about jobs in apollo hospitals through consultancies.

Pie chart : 4.1.1

INTERPRETATION

50% of Candidates are coming through consultancies.

30% are coming through employee reference.

10% are through walk-in interview.

5% through website

5% through news paper

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2. Were you explained about the number of rounds to be conducted in the selection
process?

1) yes

2) no
Table no : 4.1.2 table showing rounds in selection process

Choices %
Yes 70
No 30

Analysis

Yes the apollo hospitals will explain about the rounds conducted in recruitment processs

Pie chart : 4.1.2

INTERPRETATION

70% of the people were informed about the number of rounds in selection process

3. What do you prefer in the selection process?

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1) Group discussion

2) Role play

3) Written examination

4) Face to face interview

5) Telephonic interview

Table no :4.1.3 table showing selection process

Choices %
Group discussion 10
Role play 5
Written examination 10
Face to face interview 50
Teleophonic interview 25
Table no : 4.1.3

Analysis

Most of the employees were selected through face to face interview

Pie chart : 4.1.3

INTERPRETATION

Most candidates prefer face-to-face interview which is the current selection process at
Apollo Hospital.

4. How much time is taken for the interview process ?

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1) Less than 2 hours

2) 2-6 hours

3) 6-8 hours

4) more than a day

Table no :4.1.4 table showing time taken for interview process

Choices %
Less than 2 hours 0
2-6 hours 10
6-8 hours 20
More than a day 70
Table no : 4.1.4

Analysis

For most of the employees takes more than a day to complete interview process

Pie chart :4.1.4

INTERPRETATION

Apollo Hospitalstakes more than a day to complete the whole interview process for a
candidate

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5. How much time is given to you to join the organization?

1) Immediate spot interviews

2) 1-2 weeks
3) 2-4 weeks
4) more than one month

table no ;
Choices %
Immediate spot interviews 25
1-2 weeks 50
2-4 weeks 15
More than a month 10
Table no : 4.1.5
Analysis
Most of the employees will join within 1-2 weeks in the organisation after completing
interview process

Pie chart : 4.1.5

INTERPRETATION

50% of the Candidates are asked to join organization within 2 weeks

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6. What is the motive behind choosing the job at Apollo Hospital?

1) Financial support

2) Knowledge gaining

3) Skill enhancement

4) Career growth

Choices %
Financial support 20
Knowledge gaining 10
Skill enhancement 20
Career growth 50
Ttable no : 4.1.6

Analysis

Most of the employees will join apollo hospitals for their career growth

Pie chart :4.1.6

INTERPRETATION

Most of the candidates choose Apollo Hospitalsfor career growth

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7. Do you agree candidates with more experience should be given preference regardless to
merit level?

1) strongly disagree
2) disagree
3) neither agree nor disagree
4) agree
5) Strongly agree

Choices %
Strongly disagree 5
Disagree 2
Neither agree nor disagree 10
Agree 30
Strongly agree 53
Table no :4.1.7
Analysis
Yes most of the employees were selected through their experience
Because most of the experience candidates will do well

Pie chart : 4.1.7

Interpretation

Candidates with more experience should be given preference

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8. Are you satisfied by the way the vacancies are advertised by the HR DEPARTMENT?

1) Yes

2) No

Choices %
Yes 78
No 22
Table no : 4.1.8

Analysis

Most of the candidates were satisfied through the way of vacancies are advertised by HR
department

Pie chart : 4.1.8

INTERPRETATION:

78%of the people are satisfied with the way the vacancies were advertised

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9. Do you think Apollo Hospitals spends too much in term of time and cost for the

Recruitment process?

1) Strongly disagree

2) Disagree

3) Neither agrees nor disagrees

4) Agree

5) Strongly agree

Choices %
Strongly disagree 20
Disagree 10
Neither agree nor disagree 10
Agree 25
Strongly agree 35
Table no : 4.1.9

Analysis

Yes the Apollo hospitals spend more time and cost for recruitment process

Pie chart :4.1.9

INTERPRETATION:

35% of the employees feel that Apollo spends too much of time and cost for recruitment

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10. Does the selection process at Apollo Hospitals bring in the right candidate for the right
job?

1) Strongly disagree

2) Disagree

3) Neither agree nor disagree

4) Agree

5) Strongly agree

Choices %
Strongly disagree 5
Disagree 10
Neither agree nor disagree 10
Agree 40
Strongly agree 35
Table no : 4.1.10

Analysis

Yes Apollo hospitals bring right candidates for right job because right candidate will be more
productive

Pie chart : 4.1.10

INTERPRETATION:

Most people feel that Apollo health bring in right candidates through recruitment process

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11. How did you feel when you were facing the interview at Apollo Hospitals?

1) Confident

2) Tensed

3) Stress

4) Relaxed

Choices %
Confident 30
Tensed 20
Stress 10
Relaxed 40
Table no :4.1.11

Analysis

Most of candidates that they very relaxed when during interview

Interpretation:

Most of the candidates felt relaxed during their interview

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CHAPTER - 5
Findings
Recommendations
&
conclusions

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FINDINGS

1. Most of the recruitment at Apollo Hospitals is done through consultancy, followed by

employee referrals.

2. The candidates are informed about the number of rounds in the selection process.

3. Most of the candidates prefer face to face interview.

4. Apollo Hospitals takes more than a day to complete the interview process.

5. Most employees feel that the candidates with more experience should be given
reference regardless to merit level.

6. It is found that Apollo Health the cost of recruitment process is high

7. It is found that the interview process is conducted in an open climate and helps them to
express themselves freely.

8. Most of the candidates are satisfied through the way of advertising vacancies avaliable
in the organization.

9. Always the Apollo hospitals recruit the right candidates for the right jobs for awesome
output.

10. Most of the employees were joining in the Apollo hospitals for their career growth

11. Within few days only candidates getting joining letter after interview process is
complete

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Suggestions and recommendations
 It would be more effective for Apollo Hospital to choose as Employee Referral

process for recruitment rather than consultancies as it would help them to reduce the

cost.

 It was felt that there is a shortage of recruitment personnel as the candidates had to

wait for long time to finish the initial rounds.

 It is advised that Apollo Hospital has to increase the recruitment personnel or manage

the selection process effectively.

 The recruitment and selection time for a candidate can be reduced when the internal

recruitments are conducted in lieu with the client interviews.

 It was found that the Management Information System of Apollo Hospital is not

effective as the candidates themselves had to call back to confirm their status of

appointment.

 Data bases of passed out graduates can be considered as a source of effective

recruitment strategy for any immediate requirement.

CONCLUSIONS

At Apollo Hospitals most of the recruitment is done through consultancies which in turn
leads to high HR cost . Candidates are satisfied by the way the present selection process is
conducted most of the candidates choose for face to face interview which is the current
selection process at Apollo Hospital. At Apollo Hospitals the delay in the interview
process is mainly due to the client round where the recruiter needs to line the candidate
for an interview based on the client’s availability

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BIBILIOGRAPHY

 P.SUBBRAO, “Essentials Of HRM” and “IR” 1Edition publishing,

Himalaya Publishing House, 2007.
 K.ASWATHPPA, “HRM” 2 Edition Publishing, Tata McGraw- Hill,
2008.
 Wikipedia
 Scribd
 Slide share
 Portal
 Google WEBSITES:
www.apollohospitals.com

www.recrutingfirms.com

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