Staffing- Human Resource Management MD Hospital Administration.pptx

Human Resource Management for MD Hospital Administration

1. Staffing / Human Resource Management Dr Mohamed Jasir KK Senior Resident MD-Hospital Administration AIIMS-Mangalagiri

2. Introduction to Staffing Definition :  "Staffing is the process of acquiring, deploying, and retaining a workforce to achieve organizational goals.“ Importance in  Hospital Administration : Ensures right personnel for patient care Optimizes workforce efficiency Reduces turnover & improves retention Q-Importance of HR Management in Organisation Q-Define HR Management Q-As MS , prepare a checklist to inspect your HR Dept. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

3. Importance of Staffing/HRM in Hospitals Ensures  quality patient care Filling Organisational Posts -Increase Competition, Avoid Acute shortage of skilled HR Develop Competency -change Env., Obsolete skill with time Improve Organizational Performance Reduces   staff burnout & Retaining Personnel – HR turnover Enhances  operational efficiency & efficient use of Org Resources Maintains  regulatory compliance  (e.g., NMC,NABH, JCI) Improves  employee satisfaction & motivation Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG Q-Importance of HR Management in Org / Hospital.

4. Functions of Staffing Manpower Planning Recruitment & Selection Onboarding/Orientation Training & Development Performance Appraisal Compensation & Benefits Retention Strategies Q-Functions of personnel/Human resourse Department Q-Functions of HR Management and how are they implemented? Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

5. Challenges in Hospital Staffing High Turnover Rates Shortage of Skilled Healthcare Professionals Workforce Diversity Management Budget Constraints- High salaries  ,Poorly funded public H Burnout & Stress Management Interdisciplinary Team Conflicts- (Dr-Nurse-admin) Resistance to Technology Adoption Managing Seasonal & Emergency Demand Regulatory & Compliance Pressures Workforce Diversity & Inclusion Issues Q- Challenges faced by Healthcare managers in Manpower management Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

6. Staffing Process in Hospitals Step 1:  Workforce Planning (Assessing needs)/HR Planning Step 2:  Job Analysis & Descriptions Step 3:  Recruitment (Internal & External) Step 4:  Selection (Interviews, Tests, Background Checks) Step 5:  Orientation & Training Step 6:  Compensation Step 7: Performance Evaluation & Feedback-Appraisal Step 8: Separations & Industrial Relations Step 9: Employment Decisions-Retire/Promote/Demote Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

7. Workforce Planning/Manpower Planning (Assessing needs)/HR Planning-Q Human Resource Planning (HRP)  (also called  Manpower Planning ) is the  strategic process of forecasting an organization's future workforce needs  and ensuring the right talent is available to meet business goals. HRP is a systematic approach to: Forecast  future workforce requirements (demand). Assess  current workforce supply (skills, headcount). Identify gaps  (shortages or surpluses). Develop strategies  (recruitment, training, restructuring) to bridge gaps. Goal:  Ensure the  right people, with the right skills, are in the right roles at the right time Q-What is HR Planning? Q-Steps in Manpower planning in Hospital Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

8. Types of HR Planning Short-Term Planning  (0-2 years): Immediate hiring for projects. Importance of HRP ✔  Prevents Talent Shortages  (Avoid project delays). ✔  Reduces Costs  (Minimize panic hiring/firing). ✔  Supports Growth  (Aligns workforce with business strategy). ✔  Improves Retention  (Identifies career paths for employees) Long-Term Planning  (3-5+ years): Leadership pipeline, tech adoption. Challenges in HRP Uncertainty  (Market changes, pandemics). Skill Gaps  (Rapid tech advancements). Resistance to Change  (Employees fearing automation). Solutions: Use  scenario planning  (Best-case/worst-case forecasts). Invest in  continuous learning  (Reskilling programs) Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

9. Steps in Human Resource Planning Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG 1. Analyze Organizational Objectives Understand business goals (e.g., expansion, new products, automation). Example: A tech firm planning to launch an AI division needs data scientists. 2. Forecast Workforce Demand Quantitative Methods: Trend Analysis  (Past growth → Future hiring). Workload Analysis  (Projects ÷ Productivity = Staff needed). Qualitative Methods: Managerial Judgment  (Department heads estimate needs). Delphi Technique  (Expert consensus). 3. Assess Current Workforce Supply Skills Inventory:  Database of employees’ qualifications. Turnover Rates:  Predict attrition (retirements, resignations). Succession Planning:  Identify readiness of internal talent.

10. 4. Identify Gaps Compare  demand vs. supply : Shortage  → Hire, train, or outsource. Surplus  → Layoffs, redeployment, early retirement. 5. Develop Action Plans 6. Implement & Monitor Execute plans (e.g., launch hiring drives, training programs). Track progress via  HR analytics  (time-to-fill, retention rates). Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG Gap Solution Skill Shortage Recruitment, training, upskilling. Surplus Attrition, voluntary retirement schemes. Future Needs Succession planning, internships.

11. Job Analysis & JOB Descriptions & Job Enrichment & Job Evaluation Job Analysis  → Creates data for  Job Descriptions . Job Descriptions  → Define roles for  Recruitment & Performance Management . Job Enrichment  → Uses Job Description data to redesign roles for motivation. Job Evaluation  → Uses Job Description and analysis to set fair pay. Example: Analyze the "Sales Executive" role (Job Analysis). Draft a JD with key duties (Job Description). Add client negotiation autonomy (Job Enrichment). Evaluate its worth vs. "Marketing Executive" (Job Evaluation). Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG Q-JD-how does JD help in HR Optimisation, Q-Job Evaluation & Job Enrichment Q-Job Analysis

12. Job Analysis Definition:   ”Systematic process to collect and analyze information about a job’s tasks, responsibilities, skills, and requirements.” Methods: Observation  (Watching employees perform tasks). Interviews  (With incumbents and supervisors). Questionnaires  (Structured surveys like PAQ – Position Analysis Questionnaire). Diaries/Logs  (Employees record daily activities). Outputs: Identifies  job duties, competencies, tools used, and work environment . Forms the basis for  Job Descriptions (JDs)  and  Job Evaluations . Purpose: ✔ Recruitment ✔ Training ✔ Performance Appraisal ✔ Compliance (FLSA, ADA) Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

13. Job Description (JD) Definition: ” A formal document summarizing a job’s  title, duties, responsibilities, reporting structure, and qualifications .” Key Sections: Job Title  (e.g., "Marketing Manager"). Job Summary  (2-3 line overview). Duties & Responsibilities  (Bullet points of core tasks). Qualifications  (Education, skills, experience). Work Conditions  (Remote/onsite, travel requirements). Example:Role :  HR Recruiter- Duties: Source candidates via LinkedIn and job boards. Conduct initial screenings and coordinate interviews. Ensure compliance with EEOC guidelines. Importance: ✔ Guides hiring ✔ Sets performance expectations ✔ Legal protection Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

14. Job Enrichment Definition:   ”Enhancing a job by adding  meaningful tasks, autonomy, or growth opportunities  to boost motivation and satisfaction.” Strategies (Hackman & Oldham Model): Skill Variety  (Diversify tasks). Task Identity  (Complete whole projects, not fragments). Autonomy  (Decision-making authority). Feedback  (Clear performance metrics). Examples: A cashier given inventory management duties. A developer leading a client presentation. Benefits: ✔ Reduces turnover ✔ Increases engagement ✔ Improves productivity Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

15. Job Evaluation Definition:   ”A systematic process to  determine the relative worth of jobs  to establish fair pay structures.” Purpose: ✔ Pay equity ✔ Salary benchmarking ✔ Compliance with equal pay laws Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG Method How It Works Best For Ranking Jobs ranked from highest to lowest value. Small organizations. Classification Jobs grouped into predefined grades (e.g., GS scale in U.S. government). Public sector. Point Factor Jobs scored on compensable factors (skill, effort, responsibility). Large corporations. Factor Comparison Jobs compared using benchmark roles and pay rates. Technical roles.

16. Recruitment Definition :  ”Process of identification of source from where personnel can be employed and motivating them to offer themselves for employment.” Internal Sources/Recruitment:  Promotions, Referrals, Transfers. External Sources /Recruitment :  Job Portals, Direct Recruitment, Campus Recruitment, Advertisements, Job Fair, Casual callers, Personal Contact, Employment exchanges, Gate Hiring, Employee Recommendations, Labour Contractors. Third Party Sources/ Recruitment : Placement Agencies. Q- Definne Recritment , Write about types of recruitment. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

17. Internal Recruitment Advantages Motivates Employees Loyalty to Organization Reduce Employee Turnover Simple & Economical Reduce Emp. Development Cost Help Rationalisation of workforce Develop Multi skill in Employees Disadvantages Inbreeding-Block Creativity Lethargic Employees Eliminates Competitive Spirit Reduce Productivity-due to assured promotion Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

18. External Recruitment Advantages Attract Competent Person Wide Scope of selection Infuse new Talent Develop Competitive spirit Disadvantages Disatisfaction Reduce Promotion chances Lengthy Process Increase cost of recruitment & Selection Disrupt Organizational Practices with own style of work Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

19. Selection Definition :  ”Process of choosing the most suitable candidate out of several available candidates.” Selection Process Techniques Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

20. Selection Process in Healthcare Step 1: Screening Applications Step 2: Selection Test/ Written Tests / Skill Assessments Step 3: Interviews (HR & Department Heads) Step 4: Checking References Step 5: Medical/Physical Examination & Background Checks Step 6: Selection of Candidates Step 7: Final Approval by Authority ,Appointment & Onboarding Step 8: Employment Contract Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

21. Selection Strategies / Techniques Multiple hurdle method used to evaluate job applicants based on a series of predetermined criteria or obstacles. In this method, candidates must successfully overcome each obstacle to advance to the subsequent selection stage.  Typical Hurdles in Hospital Staffing: Initial Application Screening  (Resume/CV Shortlisting) Written/Aptitude Test  (Clinical knowledge, reasoning) Technical/Practical Assessment  (For doctors, nurses, lab staff) HR Interview  ( Behavioral & cultural fit) Departmental/Peer Interview  (Skill validation) Background Check & Medical Examination Final Job Offer Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

22. Four Quadrant Approach: High Vacancies Low Vacancies High Cost of Unsuitable Hire Quadrant I (Critical Hiring) - Urgent hiring needed, but high risk. - High stakes; prioritize quality over speed. -  Strategy:  Rigorous screening, assessments, and structured interviews. Quadrant II (Selective Hiring) - Few openings, but high impact if wrong hire. - Fewer openings but high risk; invest in precision hiring. -  Strategy:  Extensive vetting, reference checks, trial projects. Low Cost of Unsuitable Hire Quadrant III (Mass Hiring) - Many vacancies, low risk if a few hires fail. - Focus on speed and volume; accept some attrition . -  Strategy:  Streamlined hiring, basic screening, probation periods. Quadrant IV (Routine Hiring) - Few openings, low impact if wrong hire. - Standardized process with moderate checks. -  Strategy:  Standard hiring process, moderate checks. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

23. Selection Tests Achievement/Intelligence/Proficiency Test Intelligence test. Personality test situational test. Judgement test Efficiency test Aptitude/Potential Ability Test Temperament Test Achievement test. Interest test. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

24. 1. Achievement/Intelligence/Proficiency Test Purpose:  Measure  existing knowledge, skills, or IQ . Best for:  Roles requiring proven expertise (e.g., engineers, accountants). E.g.. Math Proficiency: "Calculate the ROI if a project costs $50,000 and generates $70,000 in revenue." Coding Test (e.g., Python): "Write a function to reverse a linked list." Verbal Intelligence: "Identify the synonym of 'ephemeral': a) Eternal, b) Fleeting, c) Solid." When to Use: ✅ Final screening for technical roles. ✅ Validating certifications/degrees. 2. Aptitude/Potential Ability Test Purpose:  Assess  ability to learn new skills  (not just current knowledge). Best for:  Entry-level roles, fast-promotion tracks (e.g., management trainees). E.g.. Logical Reasoning: "If all Bloops are Razzies and all Razzies are Lazzies , are all Bloops definitely Lazzies ?" Numerical Aptitude: "Complete the series: 2, 6, 12, 20, __." Spatial Reasoning: "Which 3D shape matches the unfolded net?" When to Use: ✅ Hiring for  high-potential  candidates with limited experience. ✅ Roles requiring  rapid upskilling  (e.g., tech apprenticeships). Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

25. 3. Personality Test Purpose:  Evaluate  work style, values, and cultural fit . Best for:  Team-based roles, leadership, customer-facing positions. Common Tests & Traits Measured: Big Five (OCEAN): "I enjoy collaborating in groups."  (Agreeableness) "I stay calm under tight deadlines."  (Emotional Stability) Myers-Briggs (MBTI): "Do you prefer structured schedules or flexible workflows?"  (Judging vs. Perceiving) DISC Assessment: "In conflicts, I prioritize results over harmony."  (Dominance trait) When to Use: ✅ Avoiding toxic hires (e.g., low conscientiousness for detail-oriented roles). ✅ Matching personalities to  team dynamics  (e.g., sales vs. back-office). 4. Interest Test Purpose:  Gauge  passion and long-term engagement  with the role. Best for:  Career development, reducing turnover. E.g.. : Strong Interest Inventory: "Rate your interest in: Analyzing data / Designing graphics / Managing people." Holland Code (RIASEC): "Would you prefer repairing machinery (Realistic) or writing reports (Investigative)?" When to Use: ✅  Internal mobility  (e.g., shifting employees to roles they’re passionate about). ✅ Early-career hiring (e.g., graduates unsure of specialization). Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

26. How to Combine These Tests Role Type Recommended Tests Technical (e.g., SWE) Proficiency + Aptitude + Personality (Conscientiousness) Sales Personality (Extraversion) + Interest (Persuasive) Leadership Aptitude (Logical) + Personality (Emotional Stability) Entry-Level Aptitude + Interest (Learning agility) Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

27. Recruitment Vs Selection Recruitment Attract Max. Candidate [+] create application pool large as possible Require No Skill Finalise Application pool for selection Selection Choose best of Available [-] Reject as many as possible Highly Special Techniques required Finalise Candidate OBJECTIVE PROCESS TECHNIQUE OUTCOME Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

28. Orientation / Onboarding Definition: “Orientation  (also called  Onboarding ) is a  structured process  of introducing new employees to the organization, their roles, and the work environment. “ critical staffing function  that bridges the gap between recruitment and productivity, ensuring smooth integration. Objectives Familiarize  new hires with company culture, policies, and expectations. Reduce Anxiety  by clarifying job duties and workplace norms. Enhance Engagement  to improve retention and job satisfaction. Accelerate Productivity  by providing necessary tools and knowledge. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

29. Compensation & Benefits Components of Compensation Base Salary Fixed pay for the role (hourly/monthly). Determined by  market benchmarks, job evaluations, and skills . Variable Pay Bonuses, commissions, profit-sharing. Tied to  performance (KPIs, company profits) . Benefits & Perks Health insurance, retirement plans (401k/pension), stock options. Non-monetary perks (flexible work, gym memberships). Pay Equity & Compliance Ensure adherence to  minimum wage laws, equal pay acts, and industry standards . Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG Definition:   ”The systematic approach to designing and managing employee pay, benefits, and rewards to attract, retain, and motivate talent while ensuring fairness and compliance.”

30. Compensation Strategies Market Pricing:  Align salaries with industry benchmarks. Pay-for-Performance:  Link rewards to measurable outcomes. Total Rewards Approach:  Combine salary, benefits, and career growth. Challenges Balancing  budget constraints  with competitive pay. Addressing  pay gaps  (gender, role-based). Managing  employee expectations . Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG Compensation & Benefits

31. Training: “The intentional act of providing means for learning to take place.” “ Training is the continuous systematic development among all levels of employees of that Knowledge and those skills and attitudes Which contribute to their welfare and that of the company” Development: How to Do T & D Need Assessment? Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG Q-How are training training needs assessed in an organisation. Training & Development in Hospitals

32. T & D –Features Continuous Process Efficient Utilization of existing knowledge & skill Expanding present knowledge & skill for future requirement Helping Employee to find his present position & preparing him to accept greater responsibility Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

33. T & D –NEED/Role/Importance Increase in efficiency of Employee Non Availability of trained Employee Improve Morale of Employee Suitability for job Better Human Relations Getting knowledge by latest methods Reduced supervision Improve organization viability & Flexibility Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

34. Types of Training: 1.On the Job: On Specific Job (M/c) Rotation of Positions Special Projects Apprenticeship 2.Off the job : Special course & Lectures Conference Case study Role playing Management Games Brainstorming Transaction Analysis 3. Self Development Q-How does trained professionals help in improving outcomes in healthcare organizations? Q-Impact of T&D in employee performance Q-what is capacity building in healthcare? ways to build manpower capacity to enable health for all Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

35. Characteristics of good training programme. Consider. Factors of individual differences Training programme be related to job recruitment. Determination of Training needs Of employees by the management. Result oriented training. Incentives monetary or non monetary. Support of Management. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

36. Training V s Development Training Develop specific Skill of Employee Employee to do present Job better Job Short Term Non-Managerial E Development Develop overall competence of Employee Enable overall growth of Employee Career Long Term Managerial E FOCUS PURPOSE ORIENTATION TIME PERSPECTIVE EMPLOYEE TYPE Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

37. Carrier Development CARRIER- Definition:   ”A sequence of positions occupied by a person during the course of his life time” Carrier development Cycle Exploration Stage Establishment Stage Mid Carrier Stage Late Carrier Stage Decline Stage CARRIER Path- Definition:   ”is the logical possible sequence of positions that would be held by a person based on how he performs in the organization” CARRIER Path- 2 elements: Line Ladder Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

38. Performance Management System Key Components of a PMS Goal Setting  (SMART objectives, OKRs) Performance Monitoring  (Regular check-ins, KPIs) Feedback & Coaching  (360° reviews, 1:1s) Performance Appraisal  (Ratings, self-assessments) Rewards & Recognition  (Bonuses, promotions) Development Plans  (Training, career pathing) Documentation & Legal Compliance  (Avoiding bias, audits) Q-Types of PMS, Components, Advantages, Limitation, Diff with PA PMS- Definition:   ” A Performance Management System (PMS) is a structured approach to monitoring, evaluating, and improving employee performance to align with organizational goals. .” Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

39. Types of Performance Management Systems 1. Traditional (Annual) PMS Description:  Yearly appraisals with ratings. Example:  Bell curve ranking, 5-point scales. Best for:  Stable, hierarchical organizations. 2. Continuous (Real-Time) PMS Description:  Ongoing feedback via check-ins, OKRs, and 360° reviews. Example:  Weekly 1:1s, quarterly OKR assessments. Best for:  Agile, dynamic workplaces (e.g., startups, tech firms). 3. 360-Degree Feedback System Description:  Feedback from peers, managers, subordinates, and self. Example:  Leadership development programs. Best for:  Team-based roles, leadership growth. 4. Objectives and Key Results (OKR) System Description:  Goal-setting framework (e.g., Google’s model). Example:  "Increase customer retention by 15% (Key Result) in Q3." Best for:  High-growth companies, project-driven teams. 5. Balanced Scorecard (BSC) Description:  Measures performance across  financial, customer, process, and growth  metrics. Example:  Tracking employee training (growth) alongside sales (financial). Best for:  Large enterprises with complex KPIs. 6. Self-Assessment PMS Description:  Employees evaluate their own performance. Example:  Journaling progress, SWOT self-analysis. Best for:  Autonomous roles (e.g., R&D, creative fields). Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

40. Advantages of a PMS ✅  Aligns employee goals with company strategy ✅  Improves productivity & accountability ✅  Identifies high performers & future leaders ✅  Supports fair compensation & promotions ✅  Enhances employee engagement & retention ✅  Provides data-driven insights for HR decisions Limitations of a PMS ❌  Time-consuming  (Especially traditional annual reviews) ❌  Subjectivity & bias  (Halo effect, recency bias) ❌  Demotivating if poorly implemented  (e.g., forced rankings) ❌  Overemphasis on metrics  (May ignore soft skills) ❌  Resistance from employees  (If perceived as punitive) ❌  Costly to maintain  (Software, training, HR labor ) The  best PMS depends on company culture, size, and goals . For example: Startups  → OKRs + Continuous feedback Corporates  → Balanced Scorecard + 360° reviews Remote teams  → Real-time digital tracking + self-assessments Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

41. Performance Appraisal in Healthcare OBJECTIVES: Salary increments Promotions Identify training & development needs Reward & recognition Feedback Increase pressure on employees to perform better Performance Appraisal- Definition:   ”A systematic evaluation of performance of employee by superiors or others familiar with their performance.” Q-PA – How PA help in HR Management Q-How PA help in Quqlity improvement Q- Methord of PA best suited for clinicians in private sector HCO/Hospital Q-PMS-how PMS help improve productivity of individuals, Q-other ways to improve productivity of any organisation Q-Need for PA of Hospital Staff Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

42. Methods of Performance Appraisal Ranking Method Paired Comparison Grading Forced Distribution Method Forced choice Method Checklist Method Critical Incidents Method Confidential Report Graphical scale/Linear rating Essay method Field Review Method Appraisal by Results Assessment Centres 360 degree Appraisal Q-Methods of PA Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

43. 1. Ranking Method-PA The  Ranking Method  is a traditional and simple performance appraisal technique where employees are  compared and ranked  from best to worst based on their overall performance. It is a  relative (not absolute)  evaluation system, meaning employees are judged against each other rather than against fixed standards. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

44. 2. Paired Comparison-PA The  Paired Comparison Method  is a  relative ranking technique  where employees are  compared against each other in pairs  to determine who performs better in specific job-related criteria. This method eliminates some biases of simple ranking by forcing direct comparisons. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

45. 3. Grading-PA The  Grading Method  (or  Classification Method ) is a structured performance appraisal system where employees are evaluated against predefined  performance categories or grades  (e.g., Excellent, Good, Average, Poor). Unlike ranking methods, grading assesses employees  individually  (not comparatively) based on fixed standards. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

46. 4. Forced Distribution Method-PA The  Forced Distribution Method  is a performance evaluation system where employees are  categorized into predefined performance tiers  (e.g., top 20%, middle 70%, bottom 10%) based on a  bell curve  or fixed percentages. This method eliminates leniency bias by  forcing differentiation  among employees. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

47. 5. Forced choice Method-PA The  Forced Choice Method  is a structured evaluation technique where raters must select between  predefined statements  that describe an employee’s performance. Unlike traditional rating scales, this method  reduces bias  by forcing managers to choose between equally positive (or negative) statements, making it harder to manipulate ratings. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

48. 6. Checklist Method-PA The  Checklist Method  is a simple, structured evaluation system where an employee's performance is assessed using a  predefined list of statements or behaviors . The rater (usually a supervisor) checks "Yes" or "No" to indicate whether the employee meets each criterion. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

49. 7. Critical Incidents Method-PA The  Critical Incidents Method  is a  behavior-based  evaluation approach where managers document  specific examples (incidents)  of an employee’s  exceptional or poor performance  over time. Instead of rating generic traits, this method focuses on  real, observable events  that illustrate job-related behaviors. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

50. 8. Confidential Report-PA The  Confidential Report (CR) Method  is a traditional appraisal system where a supervisor writes a  detailed, subjective evaluation  of an employee’s performance, behavior, and potential—typically  kept confidential  from the employee. It is commonly used in  government, military, and bureaucratic organizations . Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

51. 9. Graphical scale/Linear rating-PA The  Graphic Rating Scale (GRS) , also called the  Linear Rating Method , is one of the  oldest and simplest  performance appraisal techniques. It uses a  predefined scale  (e.g., 1-5 or "Poor to Excellent") to rate employees on specific traits or job criteria. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

52. 10. Essay method-PA The  Essay Method  is a  qualitative, narrative-based  performance appraisal technique where a supervisor writes a  detailed, descriptive evaluation  of an employee’s performance, strengths, weaknesses, and potential. Unlike structured scales or checklists, this method provides  personalized, in-depth feedback  in paragraph form. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

53. 11. Field Review Method-PA The  Field Review Method  is a structured appraisal system where a  trained HR specialist or senior manager  (not the direct supervisor) conducts an in-depth evaluation of an employee’s performance by: Reviewing job-related data  (KPIs, projects, attendance). Interviewing the employee’s supervisor, peers, or subordinates . Observing the employee’s work  (if applicable). This method reduces bias by involving an  external evaluator  rather than relying solely on the immediate supervisor’s judgment. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

54. 12. Appraisal by Results-PA Appraisal by Results (ABR) , also known as  Management by Objectives (MBO) , is a  goal-oriented performance evaluation system  where employees are assessed based on their  achievement of predefined, measurable objectives . This method shifts focus from subjective traits to  outcomes and deliverables , aligning individual performance with organizational goals. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

55. 13. Assessment Centres-PA The  Assessment Centers Method  is a  multi-dimensional, simulation-based  approach to evaluate employees’ skills, competencies, and potential through  real-world exercises, group activities, and psychometric tests . Unlike traditional appraisals, it focuses on  observed behavior  in controlled environments, making it highly effective for  leadership development, promotions, and talent identification . Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

56. 14. 360 degree Appraisal-PA The  360-Degree Appraisal  (or  Multi-Rater Feedback ) is a  comprehensive performance evaluation system  that gathers feedback from  multiple sources —peers, subordinates, supervisors, and sometimes even clients—to provide a  holistic view  of an employee’s strengths, weaknesses, and overall performance. Q-360 degree PA Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

57. PA- Overcoming Barriers Increase reliability with PA being done by > 2 people Method Continuous and close observations Focus on objective analysis in terms of specific events / accomplishments / failures PA by immediate superiors is desired HRD to monitor the PA System Change in Mindset of PA-not to find faults but to improve performance Supportive Management Philosophy Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

58. Performance Management System (PMS) Performance Appraisal Definition A  continuous, holistic process  for managing and improving employee performance. A  one-time, formal evaluation  of an employee’s performance over a period. Frequency Ongoing (e.g., regular check-ins, real-time feedback). Periodic (e.g., annual, biannual). Focus Future-oriented  – development, coaching, and goal alignment. Past-oriented  – rating performance over a fixed period. Process Includes  goal setting, feedback, coaching, development, and rewards . Primarily involves  assessment and rating . Participants Employee, manager, peers, subordinates (360° feedback possible). Typically  manager evaluates employee  (sometimes self-assessment). Flexibility Adaptable, dynamic, and personalized. Structured, rigid, and standardized. Outcome Improves performance, engagement, and career growth. Determines promotions, increments, or corrective actions. Tools Used OKRs, 360° feedback, continuous feedback tools, development plans. Rating scales, scorecards, appraisal forms. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

59. Separations Types of Separations Voluntary Separations Resignations, retirements. Exit interviews  to gather feedback. Involuntary Separations Layoffs, terminations for cause. Requires  documentation, legal compliance  (e.g., WARN Act for mass layoffs). Retrenchment & Downsizing Structured workforce reduction due to economic conditions. Q-Collective Bargaining Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG Definition:  ” Managing employee exits (voluntary/involuntary) and maintaining harmonious employer-employee relationships to minimize disruptions.”

60. Industrial Relations (IR)   Aims: Maintain  harmonious work environments . Resolve conflicts (e.g., strikes, grievances). Ensure  fair labor practices  and compliance with laws. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG Definition:  ” Industrial Relations (IR) refers to the system of rules, processes, and practices that govern the relationship between employers, employees, trade unions, and the government in a workplace.” Objectives : To Ensure productive cooperation   between the employers and employees. Prevent and resolve  industrial conflicts  (e.g., strikes, go-slows). Promote  fair wages and working conditions . Facilitate  worker participation  in decision-making. Uphold  legal and ethical labor practices .

61. Importance For Employers : Reduces turnover, avoids legal penalties, and boosts productivity. For Employees : Ensures job security, fair treatment, and voice in workplace policies. For Economy : Minimizes work stoppages, fostering economic stability. Challenges Union-Management Conflicts  (e.g., wage disputes). Globalization : Outsourcing and gig work complicate traditional IR. Technological Changes : Automation sparks job security fears. Legal Complexity : Navigating labor laws across regions. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

62. Components of Industrial Relations Tripartite Actors Employers  (Management/HR) Employees  (Workers/Trade Unions) Government  (Labor laws, mediation) Core Areas of Focus Collective Bargaining : Negotiations between unions and management on wages, working conditions, etc. Grievance Handling : Formal procedures to address employee complaints. Dispute Resolution : Mediation, arbitration, or strikes/lockouts. Labor Law Compliance : Adherence to minimum wage, safety standards, etc. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

63. Industrial Relations (IR) Labor Unions & Collective Bargaining:  Negotiating wages, working conditions. Grievance Handling:  Resolving disputes (e.g., unfair dismissal). Strike Management:  Mitigating work stoppages through dialogue. Best Practices Clear Policies:  Document separation procedures (severance, notice periods). Compliance:  Follow labor laws (e.g., FMLA, ADA). Knowledge Transfer:  Ensure smooth transitions during exits. Challenges Legal risks  (wrongful termination lawsuits). Morale impact  of layoffs. Union negotiations  in regulated industries. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

64. Collective Bargaining  is a negotiation process between  employers  (or their representatives) and  trade unions  (representing employees) to determine  wages, working conditions, benefits, and other employment terms . It is a fundamental right in labor relations, recognized by the  International Labour Organization (ILO) . Q-Salient features of Workmann Compensation Act Q-Collective bargaining : Definition, Process, Types, and Outcomes Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

65. Conflict Management Conflict is a natural part of human interaction, arising from differences in opinions, values, needs, or interests. While conflict can be destructive if mismanaged, it can also lead to growth, innovation, and stronger relationships when handled effectively. Types of Conflict Conflicts can be categorized into different types based on their nature and source: 1. Intrapersonal Conflict Occurs within an individual (internal struggle). Example: Deciding between two job offers, moral dilemmas. 2. Interpersonal Conflict Between two or more individuals due to personality clashes, misunderstandings, or competing interests. Example: Disagreements between coworkers, friends, or family members. Q-Techniques of Conflict Management Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

66. 3. Intragroup Conflict Happens within a team or group. Example: Team members disagreeing on project strategies. 4. Intergroup Conflict Occurs between different groups, teams, or organizations. Example: Rivalry between departments in a company or sports teams. 5. Organizational Conflict Arises from workplace structures, policies, or competition for resources. Example: Conflicts over promotions, workload distribution, or leadership styles. 6. Societal/International Conflict Large-scale conflicts involving communities, nations, or global entities. Example: Political disputes, wars, or cultural clashes. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

67. Conflict Resolution Strategies 1. Collaboration (Win-Win) Parties work together to find a mutually beneficial solution. Best for complex issues requiring creative solutions. 2. Compromise (Give-and-Take) Both sides make concessions to reach a middle ground. Useful when parties have equal power and time is limited. 3. Accommodation (Yield to Others) One party prioritizes the other’s needs over their own. Effective when maintaining harmony is more important than winning. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

68. 4. Avoidance (Postponing or Ignoring) Temporarily sidestepping the conflict to cool down. Useful for minor issues but can worsen unresolved tensions. 5. Competition (Win-Lose Approach) One party asserts dominance to win the conflict. Appropriate in emergencies but can damage relationships. 6. Mediation & Negotiation A neutral third party helps facilitate a resolution. Common in workplace and legal disputes. Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

69. Thank You Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

70. Employment Decisions-Retire/Promote/Demote Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

71. Disciplinary proceedings under rule 14 of CCS Rules, role of IO & PO in such inquiry Procedure for disciplinary proceedings for imposing major penalty Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

72. PA-Barriers (3) 1. Faulty Assumptions 2. Psychological Blocks Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

73. PA-Barriers 3. Technical Pitfalls 1. Criterion Problems 2.Distortions Criterion Problems .Distortions Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

74. Retention Strategies Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG

75. Interviews Dr Mohamed Jasir KK, SR , Dept of Hospital Administration , AIIMS-MG