Human Resources functions as a management tool is fast changing. The psyche people at work has also undergone a sea change. Hospitals unlike other industry are a different entity when compared to other industries. The role of this department and its head has a role cutout and exclusive. Unlike any other industry, the advent of technology, modernization, computerization, newer diagnostic and intervention techniques, has not reduced the need of human labour in hospitals, which is now an industry. On the contrary, there is a quantum growth in the need to appoint specialized manpower at various levels of patient care, which has emanated from the thought process of those professionals and promoters, who are enlightened with the need to induce QC in patient care. Hospitals shall always remain human intensive.
The role of the HR manager in a hospital is multifaceted and complicated too. Manpower planning and recruitment involves a lot of thought process. Training and development has to be a qualitative and quantitative activity, especially for those who are employed as junior doctors, nurses, front office, ward staff, housekeeping/ward attendants, F & B etc. Since these are the people who come in contact with the patient or his attendant, "FIRST". It is they who create the first impression and therefore, make or mar the reputation of the hospital. "The first four minutes and the last two minutes". In a scenario, where human labour is intensive, the need for an efficient human resources department [hrd] is a prerequisite.
It is debatable as to what qualitative experience should the front office, ward staff, possess. While some hospitals tend to appoint staff with experience in a hospital, this is debatable, especially when we are dealing with established Psyche and mindsets. Large multinationals prefer to select freshers or candidates from a different Industry, since they are sans mindsets and are easily mouldable, by rigourous training.
The advent of corporate hospitals has changed the mindset of healthcare conscious people. Medical tourism, debates it further. A school of thought feels it prudent, to appoint people from the hotel industry, who are expected to possess faces and etiquettes in hospitality.
The nurses are the frontiers in a hospital, who need constant upgradation, training and development. They have to be constantly reminded of bedside manners. It is also perfunctory that their numbers are adequate. It differs from hospital to hospital. A broader perspective study revealed that on an average, about 20% of patient in a hospital are completely dependent, 40% are partially dependant and 40% are fully ambulant. It is observed that an average nurse works for 265 to 290 days a year. Therefore, as a thumbrule, 30% of the total nurses required should be added to the figure, due to leave necessities, which are religious, and for ceremonies like marriage. At least 15% should be male nurses. While doing this exercise, it should be kept in mind that on an average, 60-65% beds are occupied at any given point of time. A section of the nurses should periodically be withdrawn from their posts and subjected to class room training, purely to upgrade them. It is a pre-requisite, that all nurses have the basic knowledge of working on a computer, since modern HIS software calls for online entries at all levels and departments.
Hospitals work 24 X 7 and are never closed. It is therefore perfunctory that requisite personnel are available round the clock. Festivals in our country are dime a dozen, beside offs, EL, CL, SL et al. It may not be prudent to suggest that the employee recruitment mix ratio should be based on religions and could be a better way of handling absenteeism, ensuring that, whatever be the festival or holiday, 66.5 % of the staff are available, at a given shift, enough for such exigencies.
To be successful, employees with leadership, can be categorized into:
- Technical
Those who belong to this category are highly specialized people, who deal with procedures, are analytical, conceptual, touch me nots, could be the doctors and nurses.
- Human
Those who belong to this category are those who implement to achieve the goals of the organization, through the help of their subordinates and are deft in handling men and material. They are expected to have a high level of motivation and inevitably with an infectious attitude. They are available always, on a whistle, since for them, functionally, customer satisfaction is paramount.
- Conceptual
Those who belong to this category are those who understand the nitty-gritties of the PCDS [Patient Care Delivery System] have the abilty to co-ordinate and can induce changes, with the first hand knowledge, as to how such changes can effect the chain and command. They are expected to visualize the larger picture of things to come. In fact their ability to take a decision and their personality as a whole essays the fabric of the organization. These handful few are the top level decision makers of the organization.
Human Resources, therefore needs to recruit an admix of the above, to be successful in their respective objectives. Be that as it may, the base line elucidates that whoever and wherever, the ability and skill to deal with Human beings with their respective idiosyncrasies, is the key.
The power vested by default in the department of Human Resources is considerable. But it has to be understood that powers should be utilized to solve issues rather than use it for fascist attitudes. He should understand that the psyche in changed management issues is to delegate powers, trust and encouraging efficiency in subordinates, that makes the organization more efficient and successful. A tight fist has faded knuckles.
- (The author is a hospital and healthcare consultant)