CHAPTER III

HR PRACTICES IN HOSPITAL SECTORS

AND NEED FOR TALENT MANAGEMENT

3.1 Healthcare Sector in India

Healthcare is one of the India’s largest sectors, in terms of revenue and
employment, thus, it can be rightly said that this sector is expanding rapidly.
During 1990s, Indian healthcare sector grew at a compound annual rate of 16
per cent. Today the total value of the sector is more than US $34 billion. This
translates to US $34 per capita, or roughly 6per cent of GDP. By the end of the
year 2012, India’s healthcare sector is projected to grow to nearly US $40
billion. The private sector accounts for more than 80per cent of total
healthcare spending in India. Unless there is a decline in the combined federal
and state government deficit, which currently stands at roughly 9 per cent, the
opportunity for significantly higher public health spending will be limited.

One driver of growth in the healthcare sector is India’s booming

population, currently 1.1 billion and increasing at a 2 per cent annual rate. By
2030, India is expected to surpass China as the world’s most populous nation.
By 2050, the population is projected to reach 1.6 billion. This population
increase is due to part of a decline in infant mortality, the result of better
healthcare facilities and the government’s emphasis on eradicating diseases
such as hepatitis and polio among infants. In addition, life expectancy is
rapidly approaching the levels of the western world. By 2025, an estimated
189 million Indians will be at least 60 years of age triple the number in 2004,
thanks to greater affluence and better hygiene. The growing elderly population
will place an enormous burden on India’s healthcare infrastructure.

The Indian economy, estimated at roughly US $1 trillion, is growing in

parallel with the population. Goldman Sachs predicts that the Indian economy
will expand by at least 5per cent annually for the next 45 years, and that it will
be the only emerging economy to maintain such a robust pace of growth.

48
3.1.1Reason’s Stated for the Growth in Healthcare Sector
India traditionally has been a rural, agrarian economy. Nearly three
quarters of the population still lives in rural areas, and as of 2004, an estimated
27.5per cent of Indians were living below the national poverty line. Around
300 million people in India live on less than a dollar a day, and more than
50per cent of all children are malnourished. However, India’s thriving
economy is driving urbanization and creating an expanding middle class, with
more disposable income to spend on healthcare. While per capita income was
US $620 in 2005, over 150 million Indians have annual income of more than
US $1,000, and many who work in the business services sector earn as much
as US $20,000 a year. While this is a fraction of the income that their US
Dollar peers earn, it is the equivalent of more than US $100,000 per year when
adjusted for purchasing power parity.

More women are entering the workforce as well, further boosting the
purchasing power of Indian households. Between 1991 and 2001, the
percentage of women increased from 22per cent to 26per cent of the
workforce, according to the latest Indian government census. Many of these
women are highly educated: the ratio of women to men who have a college
degree or higher level of education is 40:60. Thanks to rising income, today at
least 50 million Indians can afford to buy Western medicines. 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.

Another factor driving the growth of India’s healthcare sector is a rise in

both infectious and chronic degenerative diseases. While ailments such as
poliomyelitis, leprosy, and neonatal tetanus will soon be eliminated, some
communicable diseases once thought to be under control, such as dengue fever,
viral hepatitis, tuberculosis, malaria, and pneumonia, having returned in force
or have developed a stubborn resistance to drugs. This troubling trend can be

49
attributed in part to substandard housing, inadequate water, sewage and waste
management systems and disintegrating public health infrastructure systems.

In addition to battling infectious diseases, India is grappling with the

emergence of diseases such as AIDS as well as food- and water-borne
illnesses. And as Indians live more affluent lives and adopt unhealthy western
diets that are high in fat and sugar, the country is experiencing a rise in
lifestyle diseases such as hypertension, cancer, and diabetes, which are
reaching epidemic proportions (see sidebar, The Indian Diabetes Epidemic).
Over the next 5-10 years, lifestyle diseases are expected to grow at a faster
rate than infectious diseases in India, and to result in an increase in cost per
treatment. Wellness programme targeted at the workplace, where many
sedentary jobs are contributing to an erosion of employees’ health, could help
to reduce the rising incidence of lifestyle diseases.

3.1.2 Opportunities for the Growth of Healthcare Sector in India

Given the current state of India’s healthcare system, its challenges and
its growth prospects, it has been identified that a number of market
opportunities for foreign companies want to participate in the health care
sector. Medical tourism is on the rise. Medical tourism is one of the major
external drivers of growth of the Indian healthcare sector.

The emergence of India as a destination for medical tourism is due to the

country’s well educated, English-speaking medical staff, state-of-the art private
hospitals and diagnostic facilities, and relatively low cost to address the
spiraling healthcare costs of the western world. India provides best-in-class
treatment, in some cases at less than one-tenth the cost incurred in the US.
India’s private hospitals excel in the fields such as cardiology, joint
replacement, orthopedic surgery, gastroenterology, ophthalmology, transplants
and urology.

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 TABLE: 3.1
COST OF KEY HEALTHCARE PROCEDURES
(Value in US $)
India HC
Specialties USA Thailand India
cost–x of US
Cardiac surgery 50,000 14,250 4,000 12.5
Bone marrow transplant 62,500 62,500 30,000 13.33
Liver transplant 500,000 75,000 45,000 11.11
Orthopedic surgery 16,000 6,900 4,500 3.56
Source: India Brand Foundation Report, IBEF Research
According to a joint study by the Confederation of Indian Industry and
McKinsey, Indian medical tourism was estimated at US $350 million in 2006
and it grew to US $2 billion industry in 2012. An estimated 180,000 medical
tourists were treated at Indian facilities in 2004 (up from 10,000 just five years
earlier), and the number has been growing at 25-30per cent annually. India has
the potential to attract one million medical tourists each year, which could
contribute US $5 billion to the economy, according to the Confederation of
Indian Industries.

In addition to receiving traditional medical treatments, a growing

number of western tourists are travelling to India to pursue alternate medicines
such as Ayurveda, which has blossomed in the state of Kerala, in Southwestern
region of India. The number of medical tourists visiting Kerala was close to
15,000 in 2006 and it reached 100,000 by end of the year 2010.

The Indian healthcare sector is ripe for the expansion and significant
growth is due to the reasons mentioned above. Medical tourism in India is
growing at a compounded annual growth rate of over 27 per cent during 2009-
2012. Medical tourism market is valued to be worth USD 310 million and
generate USD 2.4 billion in 2012 and continuous to grow at 30 per cent a year.
Due to increasing medical tourism and greater clinical trial activities in India,
there is a need to upgrade the service standards and provide the state-of-the-art
facilities to bring the service levels on par with global standards. This changed
outlook has created an excellent opportunities for the investors to provide much
needed managerial and financial support.

51
 There is tremendous demand for tertiary care hospitals and specialty
hospitals in India. There is a gap between the availability of the beds and
required beds in the hospitals in India. It is estimated that an investment of
USD 25.7 was required in addition to 450,000 beds in 2010. The government
plays a significant role in bridging this gap giving private players immense
opportunity. Further, medical tourism industry in India with estimated market
of USD 350 million in 2006 and had reached USD 2 billion in 2012 and it also
plays a significant role in the development of hospital sectors. It is estimated
that this sector has a potential to attract one million medical tourists each year
from all over the world.

Government is encouraging this sector by providing certain incentives

like lower import duties, higher depreciation on medical equipment and
expedited visa for patients from foreign countries. Some trends that have been
observed are that most of the healthcare players have been setting up additional
facilities to cater critical care or super specialty healthcare. Some leading
hospital players are very aggressive on raising funds for their expansions. India
is also witnessing the growth of advanced diagnostic equipment and excellent
infrastructure. Separately, there is also a need for institutions that train
professionals, nursing and paramedical to overcome the shortage of trained
professionals in the health care sectors in India.

3.2 Importance of Human Resources Management in Healthcare Sector

It is the primary goal of Indian government to ensure unhindered access
to necessary hospital services and physician services to patients who are
financially deprived or suffering from other barriers and health services may
not be withheld on the basis of income, age, health status or gender.

On behalf of hospitals, initiatives are made by human resources

professionals to improve the overall standard of care in the hospital. This
department examines and shapes the organization's corporate culture among the

52
public and private hospitals operating in India. Today hospitals all over India
have taken steps to define the values, behaviours and competences that
characterize the current culture, and analyze these against the desired culture.
Human Resources Management also plays an important role in investing in
employee development. This is achieved by assisting employees to prepare and
market themselves for internal positions and helping them pursue employment
opportunities outside the organization. This case makes obvious the important
roles that human resources management can play in coordinating
organizational change.

3.2.1 Need for HRM Practices in Hospitals

Within many health care systems worldwide, increased attention is

being focused on human resources management issues in hospitals.
Specifically, human resources are one of three principle health system inputs,
with the other two major inputs being physical capital and consumables.
Human resources, when pertaining to health care, can be defined as the
different kinds of clinical and non-clinical staff responsible for public and
individual health intervention. As arguably the most important of the health
system inputs, the performance and the benefits the system can deliver depend
largely upon the knowledge, skills and motivation of those individuals
responsible for delivering health services.

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 EXHIBIT: 2
RELATIONSHIP BETWEEN HEALTH SYSTEM INPUTS, BUDGET
ELEMENTS AND EXPENDITURE CATEGORIES.
Relationship between health system inputs, budget elements and expenditure
Expenditure Budget Health
Category Element System Input

Training of Human
People

Capital
Investment in (Retirement
building & obsolesce)
equipment

Total
Physical Production of
Financial Labour health
Resources Intervention

Maintance
(Depreciation
Recurrent Obsolesce)

Other
Recurrent Consume

Expiry, Loss
Source: World Health Report 2010

Exhibit: 2, identify three principle health system inputs: human

resources, physical capital and consumables. It also shows how the financial
resources to purchase these inputs are of both a capital investment and a
recurrent character. As in other industries, investment decisions in health care
are critical because they are generally irreversible: they commit large amounts
of money to places and activities that are difficult, even impossible, to cancel,
close or scale down.

The multidisciplinary approach tends to focus around specific

professional disciplines, with health care planning being mainly top-down and
54
dominated by medical professionals. Typically there is a lead to HRM
professional who determines the care and, if necessary, directs the health care
specialists and allied professionals (aides, support workers) in right direction of
professional service renders. Interdisciplinary teams face enormous challenges.
Therefore multidisciplinary teamwork will continue to be a vital part of the
health care system. However, the goal of this teamwork should not be to
displace one health care provider with another, but rather to look at the unique
skills each one brings to the team and to coordinate the deployment of these
skills. Clients need to see the health worker most appropriate to deal with their
problem. To achieve the organizational goals of HRM efficiency the hospitals
need to excel in their HR practices and maintain continuous appraisal of their
staff’s performances.

3.3 Talent Management

"Talent Management" has become one of the most important buzzwords
in Corporate HR and Training today. Effective talent management in healthcare
has been considered to be important for increasing in and out patient
satisfaction, lowering nursing staff turnover and also for increasing employees’
productivity. Talent management practice within an organization is a human
resource strategy that seeks to identify, develop, deploy & retain talented &
high potential employees. Several recent articles in the practitioner – oriented
literature describe “talent management” as “a mindset”; a key component to
effective succession planning; and an attempt to ensure that “everyone at all
levels works to the top of their potential”. Several authors fail to define the
term or admit, “There isn’t a single consistent or concise definition”.
Nevertheless, Ashton and Morton note, “good Talent Management is of
strategic importance”. Despite this inauspicious start this study investigated
further and uncovered three distinct strains of thought regarding Talent
management. The first defines talent management as a collection of typical
human resource department practices, functions, activities or specialist areas

55
such as recruiting, selection, development and career and succession
management.

Talent management is encompassing all HR processes, administration

and technologies. It commonly refers to the sourcing, screening, selection, on-
boarding, retention, development, deployment and renewal of the workforce
with analysis and planning as the adhesive to overarching process. In other
words, talent management is what occurs at the nexus of the hiring,
development and workforce management process and can be described
alternatively as talent optimization.

3.3.1 Defining the Talent Management Process

Organizations are made up of people: people creating value through
proven business processes, innovation, customer service, sales, and many other
important activities. As an organization strives to meet its business goals, it
must make sure that it has a continuous and integrated process for recruiting,
training, managing, supporting, and compensating these people. The following
chart shows the complete process:

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 EXHIBIT: 3
TALENT MANAGEMENT: A PROCESS

3
2
On Boarding
Recruitin 4

Job Roles
Job Descriptions Performance
1 Competency management
Models

Workforce 5
planning
Learning Content
Training &
performance
8 support

6
Critical skills
gap analysis 7 Succession
Planning

Compensation
and benefits

i. Workforce Planning: Integrated with the business plan, this process

establishes workforce plans, hiring plans, compensation budgets, and
hiring targets for the year.

ii. Recruiting: Through an integrated process of recruiting, assessment,

evaluation, and hiring the business brings people into the organization.

iii. Onboarding: The organization must train and enable employees to

become productive and integrated into the company more quickly.

57
 iv. Performance Management: by using the business plan, the
organization establishes processes to measure and manage employees.

v. Training and Performance Support: of course this is a critically

important function. It provides learning and development programme to
all levels of the organization employees.

vi. Succession Planning: as the organization evolves and changes, there is

a continuous need to move people into new positions. Thus, succession
planning is considered as very important function that enables managers
and individuals to identify the right candidates for a right position. This
function also must be aligned with the business plan to understand and
meet requirements for key positions. While this is often a process
reserved for managers and executives, it is more commonly applied
across the organization.

vii. Compensation and Benefits: is an integral part of people management.

Here organizations try to tie the compensation plan directly to
performance management so that compensation, incentives, and benefits
align with business goals and business execution.

viii. Critical Skills Gap Analysis: this is a process researchers identify as an

important, often overlooked function in many industries and
organizations.

3.3.2 Management Theories on Talent Management

The phrase talent management gained attention in the 1990s, but its
roots were in the 1950s and 1960s in the form of three management theories:
Chris Argyris’ theory about personality and organization; Frederick Herzberg’s
two factor theory; and David McClelland’s concept of achievement orientation.
As well, Jim Collins’s 2001 Good to Great provides important guidance as to
the fundamentals of talent management. Once these foundations are in place,

58
human resource management techniques that facilitate talent management are
not a single dimension issue rather it contains more than two dimensions to be
focused.
EXHIBIT: 4
DIMENSION OF TALENT MANAGEMENT
(BASED ON MANAGEMENT THEORIES)

Personality
& Work
Organization Motivation
Fit

Ability Merit
Management Achievement
Talent
Management

Talent High-
Management Performing
Leadership
Personalities

i. Personality and Organization

First, in the 1950s Chris Argyris study on Personality and Organization,

claimed that corporate jobs had become stultifying. The study says that normal
human development implied increasing autonomy, responsibility and time
horizons, but jobs limited responsibility, were overly specialized and reduced
time horizons. Controlling or manipulative managements made employees
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indifferent to their jobs. The average employee disengaged from the jobs of
those days. The talented employee would find more opportunists for self-
employment, career change into an alternative profession or moving up through
the hierarchy. Since only a small fraction of employees could move up in the
ladder, Argyris’ seminal argument implied that talented employees did not
typically have a future in most organizations. In fact, it was unlikely that
management would identify talented employees or that talented employees
would aim to stay. Management Psychologist Abraham Zaleznik made similar
claims in his 1990s in his book named “Managerial Mystique”.

ii. Work Motivation

The management theory of Frederick Herzberg’s, two-factor theory

claimed that workers are primarily motivated through interesting, intrinsically
motivating work. Compensation needs to be competitive and adequate, but
once lower-order employee feel that physiological need, safety and social
needs are met; challenging and interesting work motivates employees. The
message is that talented employees need to be retained and developed through
challenging assignments and adequate pay.

iii. Merit Achievement

David McClelland, who argued in his study conducted in 1961 titled as

“Achieving Society” that societies become successful to the extent that they
have a personality trait that he calls achievement orientation. According to
McClelland, societies emphasize achievement, achievement-orientated
individuals succeed and societies become more affluent and industrialized. In
such societies, rewards focus on merit. Talents that result in achievement are
encouraged and rewarded. A culture that supports achievement evolves.
Avenues for success are opened based on achievement rather than politics.
McClelland emphasized that other-direction and interpersonal skills need to
accompany achievement orientation.

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iv. High-Performing Leadership Personalities

Jim Collins in his study titled “Good to Great”, has argued that high
performing CEOs (Chief Executive Officers) who build outstanding executive
teams tend to have personalities that are different from most CEOs. They tend
to be selfless, considerate and fundamentally moral to a greater degree than
other CEOs. They give full credit to the achievements of their management
teams and ask none for themselves. They focus on gradual, continual
improvement as opposed to fast turnarounds or quick-fix strategies.

In a firm that has an achievement-oriented culture, jobs are designed to

motivate and retain competent and high-achieving employees; leadership that
gives even more credit than is due to employees; and an evenly focused,
evolving strategy, is already on the way to a successful talent management
programme. Once the fundamentals are in place, human resource management
techniques are excellent at supporting and reinforcing a firm’s high
performance culture.

v. Talent Management

As defined by Shawn Fegley in a 2006 in his report for the society for
Human Resource Management, that the talent management involves
“integrated strategies or systems designed to improve processes for recruiting,
developing and retaining people with the required skills and aptitude to meet
current and future organizational needs.” In other words, talent management
ought to be fundamental to any human resource department. In the past, the
disciplines of recruiting, compensation, retention, training and development
were viewed as distinct. The concept of talent management is to integrate these
considerations into a unified strategy; to identify skills needed to execute future
business strategies; to identify gaps between required skills and skills available
in the firm; and to develop ways to close the gaps. Crucial among these is the
development of organizational cultures that encourage a committed workforce

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as well as more traditional human resource tactics such as staffing, employee
relations, performance management and organizational design.

vi. Ability Measurement

Ability measurement is of critical importance to the successful execution

of above said management theory concepts and any other human resource
tactics. For example, if there is a gap with respect to a certain technological
skill, the human resource department might ask whether it makes sense to train
current employees to learn the skill or to hire from outside, to make or buy. In
conjunction with top management, a decision may be made to hire employees
from outside. But the decision should not end there. Rather, human resources
would be better off training some employees and hiring others. The
performance of both groups could be tracked. Then, a better decision might be
made in the future.

Ability measurement has made advances in many areas, such as

intelligence quotients and assessment centers. But performance appraisal as
executed in most firms is riddled with threats to validity. Firms need to
determine how effective performance appraisal is; whether alternative methods
such as assessment centers might be useful; and to validate appraisal methods.

3.3.3 Talent Management as a Strategic Approach

Talent management is viewed as a strategic approach in managing

human capital throughout the career cycle: attracting, retaining, developing and
transitioning the most important assets in the organisation.

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 EXHIBIT: 5
MANAGING HUMAN CAPITAL THROUGHOUT THE CAREER CYCLE

Attracting
Retaining
Talent
(Right Man for
Right Job)

Human
Capital
Management

Developing
(Career Development &
Management, New Job
integration, Leadership
Transition
Development)
of Talent

i. Attracting Talent: Attracting qualified talent is the critical first step in the
talent management cycle, it includes0: Creating Assessment and selection
strategies and Processes. In the developing economy, the aged employee’s
retirement creates tough competition for talent in the public and private sector
job market. Employee turnover forces the employer for search and attracting
fresh talents.

ii. Matching the Right Candidate to the Job: Matching the right person to the
right job is an acknowledged need in organizations. But, these days one of the
toughest challenges in selection often overlooked is matching the right
candidate to his immediate seniors. Working with various tools, organisation
can design and customize assessment exercises and materials. Organisation
can also identify critical competencies in the people they recruit, develop
success predictors and consult with their general recruiting strategies.

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iii. Retaining Talent: Most companies today would acknowledge that their
human assets are their most important asset. But since companies can't own
employees the way they own factories or product, their success or failure
hinges on the quality and duration of the relationships they form with their
employees. In short, it can be rightly said that retaining talent, reducing
employees’ turnover and aligning talent with organization goals are very vital
for the long-term success of the business.

iv. Developing Talent: In a work environment employees cite career

development as one of two top job satisfiers, along with compensation. The
employees expect their management to provide challenging work assignment
with executive coaching and leadership development programme that focuses
on: developing talent, ranging from career development, executive coaching
and leadership development to new job integration, team building and
succession planning. And to frame measurement techniques that will
demonstrate to top management how to invest in individual talents.

v. Career Development / Career Management: In an organisation Career

Development / Career Management programmes are framed with the aim of
assessing and providing feedback on employee performances. These feedback
can be useful to the higher officials in planning, creating support, coaching
and other tools, tailored to help the employees’ to realize their career goals,
aligned with organizational goals.

vi. New Job Integration / Assimilation: Generally, it is realised by many HR

experts that the first one hundred days on a job are critical for new leaders.
To get introduced into new job and understand its nature the HR managers in
the organisation must provide required training to the new leaders to perform
effectively, more quickly, avoiding common pitfalls of their new roles. The
HR department must provide feedback, planning and coaching, based on their
assessments.

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vii. Leadership Development: Organisation’s leadership development
programme include a wide variety of leadership and management skills for
developing talent, including coaching, conflict management, decision
making, delegating, mentoring, motivating and performance management.
Every, business organisation must develop a leadership model specific to
their company's needs and help organizations implement and manage their
leadership development programme. They must provide assessment and
feedback, action planning, coaching and support to promote changes that
align leadership and organizational performance.

viii. Transitioning Talent: Creating Goodwill through Career Transition

Programme. Put as much thought into how the organisation transition
employees out of the company as they do attracting talent, and the return on
investment is usually a happier workforce, separated employees who are
more contented, and a community that regards you as a good citizen. The
benefits of offering exiting employees’ quality transition programme far
outweigh the costs and risks of not providing them.

3.4 Importance of Talent Management

Talent management is fundamentally about ensuring that the right
people are positioned in the right places and utilized to the fullest potential for
optimal success of the organization. Top business leaders clearly understand
their talent pools. They work hard to identify the key players who have critical
relationships with customers and suppliers, and then work even harder to
nurture and keep those key resources. Some of the valid reasons why talent
management is considered as important are:
i. Organisation cannot be successful without talent.
ii. Talent adds to the market value.
iii. Talent executes the idea.
iv. Talent is the last source of competitive advantage.
v. Great workplaces attract and retain talent.

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 vi. The most successful and admired companies have great talent.
vii. The cost of competent talent is high.
viii. The cost of turnover of talent is high.
ix. The competitive environment has created to retention crisis
x. Retention can be managed.

The most effective way to tackle talent management is to use a system

approach, ensuring that the different elements and pieces of the process are
working in connect to acquire and integrate talent into the system. Several
issues support the need for this system. The traditional way to deal with this
issue is to have the responsibility assigned to various groups that traditionally
cut across functional lines. Recruiting, learning and development, reward
systems, and associate relations are the traditional functional groups. Several
problems may surface with this approach. First, in this traditional style, talent
management is in a reactive mode–reacting to critical issues, problems, and
talent shortages. There are few early signs to signal an impending problem.
Also, because individuals involved are not tightly integrated, with open
communication, inefficiencies abound in the processes, often creating
duplications and delays throughout the system. Consequently, this is a very
expensive approach to the problem; one that fails to generate the success
needed, leaving void, omissions, and delays. The results can be disastrous for
an organization in need of talent, attempting to grow. Most of all, the
traditional approach creates confusion – not only in the roles and
responsibilities, but designating who is in charge. This confusion has been
minimized by a systems approach.

3.4.1 Traditional Model for a Talent Management Process

The traditional model for a talent management process where the focus
is on acquiring and retaining talent. Today, more issue must be addressed and
integrated as suggested in the system approach to talent management. It
includes the major issues of planning, acquiring, developing, managing, and
retaining employees. Traditionally, many of these have been under different
66
 section. This is a system that must work together in close coordination and
integration, ideally under the direction of a central person whose key
responsibility is talent management–perhaps a chief talent officer (CTO). When
in place, the benefits are tremendous from the client’s perspective. First, it
presents consistent attention throughout the process. If these issues are
integrated, it creates a smooth transition. Problems can be spotted quickly and
adjustments can be made. Second, talent acquisition can be more effective,
ensuring the adequate talent is recruited and integrated in the system as well as
the appropriate quality and quantities are secured. Finally, there is a value
added in this process, as costs are reduced when the process is more efficient
and duplications could be avoided. The systems approach is not only rationale
and logical, but it is the economic way to address this important issue of talent
management.

EXHIBIT: 6
TRADITIONAL TALENT MANAGEMENT PROCESS

Acquire Deploy Develop Retain

Talent Management System

Planning Acquiring

Analyzing Planning Attracting

Talent for Talent Recruiting Selecting Employing
Talent
talent Talent Talent

Developing
Managing

On – Preparing Developing Career Managing Talent

Boarding New Talent Development Performance
Talent

Retaining Talent

Rewarding Retaining Removing

Talent Talent Talent

Source: Deloitte Research, 2004

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3.4.2 Defining the Critical
Before describing the mechanisms of talent management, it is helpful to
define the critical talent in the organization. The critical talents are the
employees who drive a major part of the company’s business performance and
generate above-average value for customers and shareholders. Typically, the
critical talent possesses highly developed skills and deep knowledge. They
don’t just “do their jobs,” but go above and beyond to contribute to the
organization’s success. They are in roles where they can make a difference – a
big difference. Surprisingly, these are not always the high-tech or highest paid
employees, but often the backbone employees who are seldom mentioned in
the annual report. Critical talent can vary considerably by industry and
organization. Recruiting wars often erupt when there’s a shortage of critical
talent, leading to much inefficiency, cost, and disruptions along the talent
management system.

3.4.3 Modern Talent Management - Competencies: A Starting Point

In recent years, there has been a tremendous focus on the use of
competencies, with some experts indicating that attracting talent can only be
achieved if it is focused on identifying competencies and using them
throughout the process. Competency models are fundamental to human capital
management systems. Too many organizations use different languages when
describing recruiting standards, training requirements, and promotional criteria.
The problem is exacerbated when these organizations operate in different
cultures and countries. By utilizing an agreed-upon competency model, the
organization can communicate via a common language that describes
performance from one unit to the next.

As shown in the Exhibit:7, competencies drive the entire talent

management system. Competencies relate planning, recruiting, and selecting
talent at the beginning of the process. Preparing and developing talent focuses
on the same competencies; managing, rewarding, and motivating employees
also focus on these competencies. The competencies level of individuals for a
68
particular job, say even similar job can vary from one person to other. A
competency is a reliably measurable, relatively enduring characteristic (or
combination thereof) of a person, community, or organization that causes or
statistically predicts a criterion or level of performance. Competency
characteristics are knowledge, behavioral skills, competency processing (IQ),
personality trait, values, motives, and occasionally other perceptional
capabilities.

EXHIBIT: 7
COMPETENCIES AND TALENT MANAGEMENT SYSTEM

Planning

Recruiting

Competencies
Selecting

Preparing

Managing

Rewarding

Motivating

Removing

Source: Deloitte Research, 2004

An example of competencies is shown in table. While these can be
typical competencies for organizations, they are not necessarily for every
organization. They have to be specific in terms of what is important to an
organization and the skills, knowledge, and value systems needed.
Competencies can be evaluated through interviews and previous work
experiences. Once on the job, competencies are often observable and translate
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directly into success or lack of success. The key challenge is to determine, to
the extent possible, the competencies needed for talent in specific divisions,
groups functions, or even job categories and use them to drive the talent
management system.

3.5 Role of Chief Talent Officer

Traditionally, the responsibility for talent management has not been
assigned to a single executive. Today, this has changed and in many
organizations, a chief talent officer CTO is now responsible for all of the
system, including recruiting, performance management, and managing layoffs.
The chief talent officer ensures that the proper talent is selected, properly
developed, and managed. The CTO has the opportunity to change the mindset
of the organization and can have a key impact on lowering recruiting costs and
offering employees new growth and opportunities that may not have been
visible before.

Planning is perhaps the area that has been most neglected in much talent
management systems. The objective of planning is to have an orderly process
for acquiring the appropriate types of employees to meet the needs of the
organization, given the constraints of market forces and the available labour
supply. Three areas are often addressed, sometimes by separate individuals or
units within the talent management system.

3.5.1 Analyzing Talent Needs

Several factors will determine the need for talent, as defined earlier.
First, the growth of the organization often translates into the largest component
of talent requirements. The CTO must be aware of the organization’s strategy,
both short and long term. Needs are sometimes driven by shifts in products and
services, acquisitions, mergers, and routine growth through expansion.
Whatever the reasons, this action translates into a specific number of
individuals in different job categories. Second, replacement needs create
openings as employees’ leaves the organization. If the turnover is excessive,

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replacement needs become significant. If there is low turnover, replacement
needs are minimal. In the context of managing retention, only the avoidable
turnover is considered. However, when replacements are needed, all types of
turnover must be considered, including those individuals who retire, leave due
to disability, or transfer to other regional areas. Just the retirement issue is a
critical problem for many organizations.

A third area that translates directly into needs is the changes in skills and
competencies. A technology advances, markets change, and products shift, a
different set of skills and competencies is sometimes needed, either in addition
to or beyond those currently in the organization. These three areas generate
needs that must be translated into specific numbers forecasted, in both short-
and long-term scenarios. Since the majority of needs must be filled from the
available labour market, a market analysis is critical. When examining the
labour market, several issues must be taken into consideration. First is the
supply of labour in the recruiting area. This is a critical issue for some
organizations because of labour shortages. This may require the relocation of
facilities to ensure a better source of labour.

3.5.2 Planning for Talent

After the numbers of staff to be enrolled have been developed and its
availability in the labour market is analyzed. The HR managers generally
develop the plans: generating a schedule of the number that will be acquired at
what times, from what sources, and sometimes they decides on the job groups
required to recruit. If it becomes apparent that that the market will not be able
to supply the required resources, the shortages must be addressed and
alternatives plans must be developed. For example, due to the difficulty of
recruiting fully trained nurses, hospitals have created their own nursing
schools, sometimes in conjunction with a university, at otherwise on their own.
This is a classic case of attempting to regulate supply versus demand; taking
control of the situation and creating the supply. This situation creates an
important issue that must be part of the talent planning, that of scenario
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planning. Because all forecasts contain error and there are many events that can
have a significant effect on the sources, including success, different scenarios
should be developed, including worst-case conditions. This process provides
insight into what can, should, and perhaps must be done to ensure that available
talent is on board when needed.

3.5.3 Acquiring
Acquiring talent has four key issues: attracting (in essence, creating a
talent management); recruiting (getting them into the organization); selecting
(making the selection decision); and employing (actually putting them on the
payroll). Each of these is an important step, often performed by different
individuals.

3.5.4 Attracting Talent

Attracting talent is long-term issue. The attraction of a place to work covers
several issues, but two very important ones relate to the issue of developing a
talent management. One issue is being an employer of choice, representing a
great place to work. The second is the overall reputation, or employment brand,
of the organization. Employers of choice have several things in common. They
recognize and organize a work/life balance program that meets needs across the
business; have professional and personal development opportunities for all;
possess the ability to make a contribution to the firm tied to personal
responsibility; enjoy a friendly and culturally rich environment, and operate a
business that is responsible to the community as a whole. In the United States,
employer-of-choice issues are developed by a variety of organizations and
publications.

Organizations are working harder to polish their images in the eyes of

prospective talent. Some organisations have staff who does little but keep the
firm’s name in front of both public and patients, and promote their “employer
brand.” The reputation is based on several factors:

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 · Emotional appeal;
· Products and services;
· Workplace environment;
· Social responsibility;
· Vision and leadership; and
· Financial performance.
The reputations, particularly for those issues about a place to work, are
often evolved and developed over time and have to be driven by senior
leadership. A few scandals, ethical concerns, or ineffective leadership can spoil
an otherwise superb reputation. Many companies work very hard to ensure that
their image, from a talent attraction perspective, is superb. In essence, they are
attempting to brand their organization as a great place to work as well as a
great place to invest. Sears perfected this sentiment in their overall strategy to
create a compelling place to shop, a compelling place to invest, and a
compelling place to work, putting the customers, shareholders, and employees
on equal footing.

3.5.5 Recruiting Talent

Recruiting has changed significantly in the last decade; not only the
methods, but the overall approach. Exhibit: 8 and 9, shows how the recruiting
strategies have shifted from the old to the new methods. The new recruiting
strategies are reflecting a comprehensive process involving many organizations
with long-term focus. This shows the shift in the methods of recruiting.
Although the traditional methods are still being used, newer methods are being
adopted, particularly those involving web resources and networking.
Monitoring current events in specific areas to understand where the talent may
be located or what may be driving available talent is an effective tactics.
Embracing employees through these systems make them not only referrals for
others, but serve as talent scouts in another useful approach. Because of the
scarcity and competition for quality talent, a talent war is being waged in

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 certain industries, especially in hospital services. Non-traditional recruiting
methods are often needed to capture the interests of the passive prospect.

EXHIBIT: 8
SHIFTS IN SELECTION METHODS

Traditional Selection Methods Non-Traditional Selection Methods

Resumes Behavioral interviews
Background checks Job simulation
Reference checks Pre-employment training
Testing Assessment center
Physical exams Work samples
Drug testing interviews Referral profile
Source: Senthilkumar and Kumudha (2011), Talent Management: The Key to
Organizational Success
EXHIBIT: 9
SHIFT IN RECRUITING METHODS
Traditional Recruiting Methods Non-Traditional Recruiting Methods
Job service agencies Web resources
Recruiting ads Open houses
Professional recruiters Receptions at conferences
Campus recruiting Information seminars
Internships Diverse profile candidates
Employment support groups Military recruiting
Community recruiting Employee talent scouts
Job fairs Networking
Walk – in applicants Employee referrals
Trade and professional associations Monitoring current events
Employment hotline Pre-employment programs
Source: Senthilkumar and Kumudha (2011), Talent Management: The Key to
Organizational Success
Talent management is fast becoming a critical strategic objective for
growing organizations. This responsibility represents an excellent opportunity
to create value. The importance of hiring competent talent is evident in any
direction. Talent is king–now and in the future. It is the last source of
competitive advantage.

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3.6 Status of Talent Management in India

In the past people would start and end their careers in one company. The
employee turnover over the past decade has been increasing. As the Indian
healthcare industry experiences the exponential growth, hospital organisations
are shifting their focus from 'survival' to excellence. Especially, in the
metropolitans one can see that hospitals are striving to be leaders in the market
rather than just survivors. As a result, need for excellent manpower is now
indispensable. Hence, with lucrative offers at each employee's disposal,
attrition is bound to happen. In addition to this, there is a big demand and
supply gap in the healthcare manpower available. In its 2009 report, a leading
business magazine mentioned that by 2012 there will be shortage of 5,00,000
doctors and 10,00,000 nurses alone in India, whereas Indian medical education
capacity is 31,000 per year.

No wonder that the cost of manpower resources is increasing by each

day. Private hospitals in India are literally bidding for good talent and attracting
them with tempting salaries and designations. Undoubtedly, for any HR in the
healthcare industry, retaining its employees is the need of the hour.

Healthcare is witnessing the same exponential growth that IT and BPO

industry faced some years back. Needless to say, the sector has also inherited
the problem of attrition that still plagues the IT and BPO industry. Attrition is
pretty high in the industry these days. For instance, the attrition rate in Max
Healthcare is 34-36 per cent. It is critical but definitely important enough to be
addressable issue.

With attrition, the organisation losses key skills, knowledge and

business relationships. To find a substitute is always a key challenge in this
case. Because, for the hospitals recruiting and training programmes for
employees is an expensive affair. The private hospitals have to invest a lot
while recruiting an employee. But the situation gets worse when attrition
happens at a key skill position, as there is already a scarcity of such resources

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in the market. So how does one deal with such a situation? "Though it is a
challenging phase, one has to be prepared well in advance. Either one hires a
well-trained person on a higher salary or hires someone at the lower salary.

3.6.1 Attrition amongst Nurses

Recruiting and retaining nurses is fast becoming a point of concern for

Indian hospitals. According to HR experts, attrition rate among nurses is the
highest, varying from 28 per cent and 35 per cent as compared to the average
10.1 per cent healthcare sector attrition rate for 2005. Estimates suggest that the
nurse to population ratio was 1:1, 264 in 2004 in India, while it is 1:100-200 in
Europe.

Attrition rates among nurses were the highest because of their high
demand in foreign countries. There has been a faster rate of nurses leaving the
country, over the last couple of years, for jobs in the UK or the US. India has
highest number of trained nurses in the world and mature nursing professionals
are opting to work oust side country, in expectation of career growth
opportunities in the other countries. According to the healthcare industry
analysts, the list of countries choosing from India's pool of trained nurses is
growing from the traditional 'Gulf Region' or West Asia, to the UK, the US and
even Africa.

Industrial experts feel that the attrition rates have increased in the last
decade. We have always been the exporter of medical and nursing talent
worldwide and now the extra thrust on healthcare development in Middle East
and African region will further fuel it." There is definitely a shortage of nurses
in the country, particularly 'specialised nurses'. The demand from other
countries is recognition of the skills of Indian nurses. However, there are not
too many courses for specialised training to deal with emergency situations.

According to industry estimates, the current day requirement is for about

10.3 lakh nurses. At present, there are roughly nine lakh nurses registered with

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various nursing councils in India. Thousands have already migrated to greener
pastures overseas. There are thousands more waiting in the pipeline, signed up
with commercial chains that facilitate migration of nurses. In fact, there is a
boom in the number of agencies helping nurses find jobs overseas. An Indian
nurse can expect to earn anything between $40,000 and $60,000 for a staff job
in these countries. A nursing supervisor can earn around $80,000. And with
overtime, they can add another 20,000 to 30,000 dollars to their salary. Not
surprisingly, nurses are flocking to foreign countries.

The high attrition levels are also because there is limited scope for the
nursing as a career. While doctors are paid well in private hospitals, than in a
Government institution, the case is reversed for nurses, who are better looked
after in public hospitals. The present shortage may not yet be crippling large
hospitals in big cities, but is mainly felt in small towns or rural areas. Because
of the acute shortage, many hospitals are today hiring unregistered nurses to
cope with their basic needs. Also, poaching of staff from other hospitals has
become rampant. The constant churn in nursing staff inevitably means a huge
monetary drain for hospitals which have to constantly plough in more funds for
training.

3.6.2 Various Other Reasons

Though many HR experts believe that people leave mostly for money; a
significant factor is that most people leave because of their bosses. To put it
simply, they do not maintain healthy relationship with their seniors or say their
always exist a power distance. "Time and again most studies have proved that
employees never leave the company, they leave their job due to the personal
indifferences with their seniors/superiors. An inefficient boss creates poor work
culture, which is one of the frequent reasons for quitting". In addition, attrition
also happens when people hate their working conditions, do not like their team-
mates or perhaps do not like what they are doing. There are also cases when
people leave their job for family reasons or when they wish to migrate. For

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example, girls often leave their jobs when they get married and shift to another
city. It is common to hear 'the organisational work culture is not good so, I can't
work.' Well, it is the organisational culture which determines who stays and
who goes. The culture of an organisation is determined by the quality of the
relationship between bosses and their sub-ordinates.

Employers often fail to understand the importance of providing

opportunities for development of their employees or their career growth.
Hospitals have limitations in providing a robust career progression plan. Also,
salaries and perks within the system because various reasons that exist in their
level of hierarchy. The cumulative average growth rate that an employee gets
as salaries and perks does not help him/her in meeting their financial
requirements, thus the employees’ tend to search for new jobs.

A conducive working atmosphere, good culture, training and career

growth with adequate salary are some provisions that control attrition. But,
many people leave their job, as they may have enrolled with certain aspirations,
but when their current job fails to meet those aspirations, then these may
employees quit.

For an organisation, the key lies in understanding and fulfilling those

aspirations. The organisation is viewed as a place where employees meet their
aspirations of growth and development, values of trust, teamwork and
transparency. If a company respects them and their skills, realise their potential
and provide them with a healthy environment to learn and grow with flexible
compensation, employees take that as a strong reason to stay on. To tackle the
problem of growth, the growth career path should also be spelt out clearly and
employees must be made aware of those processes and growth path that they
can expect. If there is a discrepancy, then the individual should be able to
question it. He opines that there should be a focus on areas like training, career
development and believes in equipping workforce better on the professional
front.

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3.6.3 Employee Retention Tools for Private Hospitals

Fair HR practices, equal growth opportunities, compensation on par with

the market standards are some of the tools which can be applied to counter
attrition. The best retention tools used over time and again are performance-
based salaries and job promotions. A hospital which does not pay attention to
these is bound to lose its employees. As the famous saying denotes that "I
should not appraise someone merely because I like his/her face”. Unfortunately
this is what is happening now. There is a lack of clearly defined appraisal
parameters in many organisations. Moreover, employees should be awarded
from time to time for their performance. Effective recognised and appreciation
of employees’ performances helps the organisation in successful retention of
the employees’.

Since employees’ performance is a primary determinant for the success

and sustainability in hospital services, it is important for an HR manager in an
organisation to keep an eye on fast track people who are intelligent and
excellent performers. Therefore, excellent performers should be valued. They
should be identified, nurtured and provided growth opportunity. Else, they will
move in search of better job opportunities, claiming that their present
organisation failed to offer them enough opportunities for career growth.

3.6.4 Role of HR Managers in Employee Retention

Growth of hospitals industry is in nascent stage in India, which really

needs to effective talent and its right management. To retain the available talent
of work force, an organisation must concentrate in its employees’ work-life
cycle i.e., right from employee hiring, the organisation should not promise
more than they can offer. Organisation should be very realistic in making
promises, be it salary or be it perks or be it career growth. Like every industry,
most talented people in hospital services do often have the tendency to move
on for better job opportunities. The reason is their eagerness to climb up the
ladder by shifting from one organisation to another. In short the need of the

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hour is to hire 'stayers' (people who are willing to stay in an organisation for
long) and convert them into effective performers with frequent training and
development.

There is an urgent need for HR managers, to focus on creating a good

work culture and to frame different strategies in line with organisational
philosophy. It can be straightly said that, it is the right time that HR managers
have to broaden their process of recruitment to creating a better work place.
The HR managers have to find a mix of growth, learning opportunity and pay
attention to employees' personal needs and participation in the work place. The
needs of the employees should be regularly identified through open
communication and feedback mechanisms by the HR managers. This will
maintain consistency in performance and high levels motivation among the
existing employees.

3.7 Conclusion

In an organisation if effective human resource practices are coupled with

high performance management cultures. Then the organisation will succeed to
“win a hundred battles it would give a good output without a single loss.” i.e.,
succeeding in people management skills or very specially say gain efficiency in
talent management.

The management should be innovative and proactive to win the war of

talent. With the next-generation predictive modeling systems, talent
management and workforce planning can be transformed from reactive
administrative functions to proactive systems capable of accurately forecasting
talent demand right to the individual job. Since, these days attracting brains is
more difficult than attracting foreign direct investment, thus, it can be rightly
said that attracting and nurturing talent has become the single most dominant
issues in many organisation. However, effective talent management (persons
management) will make India enduringly competitive in hospital and other
services. Strategies have to be framed for overcoming talent shortages.

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Obstacles to talent are to be identified and overcome. Effective talent
management can be by Indian organisation both in manufacturing and in
service through development of social and physical infrastructure within the
organisation and throughout the country. The theoretical discussion of this
chapter is concluded with the words of Anil Ambani, who says that "Talent is
footless and youth will seek a better quality of life wherever and whenever". A
rightly managed talent turns out to be a gold mine. It's inexhaustible and
priceless. It will keep supplying wealth and value to the organization. In turn,
management needs to realize its worth, extract it, polish it and utilize it. Don't
hoard. Talent-spend it lavishly, like a millionaire flashing his luxuries, because
Talent is wealth.

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References
1. Senthilkumar and Kumudha (2011), Talent Management: The Key to
Organizational Success, Industrial Engineering Letters, Volume. No 1,
Issue. No.2, ISSN 2224-6096 (print) ISSN 2225-0581 (online),PP:26-40
2. Dr. Harshita ShriMali and Banupriya GIdwani (2012), Role of Talent
Management in sustainable competitive advantage: Rising to Meet
Business Challenges, Pacific Business Review International,
Volume.No.4, issue.No.3, PP:29-33, January-March.
3. Josh Bersin (2006) Talent Management What is it? Why now?
4. Emerging Trends of Talent management and Challenges of HRM
(2009),http://www.articlesbase.com/human-resources-articles/emerging-
trends-of-talent-management-and-challenges-of-hrm-957837.html
5. Mitchell Langbert, Talent Management,
http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/New
sletters/Articles_2010/Career/TalentManagement.jsp
6. Dealing with Attrition,
http://healthcare.financialexpress.com/201005/healthcarelife01.shtml

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