1. HUMAN RESOURCES: Changing Paradigms… Healthcare and Beyond
Harshvendra Soin – Chief People Officer, Fortis Healthcare India

2. Changing business context

3. The World is Changing… Key Differentiator: TALENT
Product Design
Geneva, Switzerland
Distribution
Long Beach, CA
Manufacturing
Guangzhou, China
Customer Support
Bangalore, India
Today’s Business Story: Seamless Processes, Instantaneous Flow of Information and 24x7 Connect

4. Business Reality Today
In 2010, leading US automobile companies manufactured and sold more cars in China than in the United States.
Today, businesses in many industries are scrambling to enter and expand operations across the globe.
Emerging markets are the world’s growth engines.
What does this mean for HR and talent??

5. Implications for Human Resources

6. The Paradigm Shift From supporting to partnering business operations
From local talent wars to global competition for talent
From reactive replacement hiring to proactive succession planning and pipeline building
From decentralized processes to shared services and HR COEs

7. Indian healthcare industry

8. The Indian Healthcare Industry
Exponential Growth:
The Indian Healthcare sector is expected double its size to US$ 100 billion by 2015 from the present US$ 50 billion, according to recent findings by ratings agency Fitch.
Industry growing at an impressive 15% and is expected to generate 9 million jobs by
Opportunities Galore:
According to a report by PWC, an estimated 189 million people in the country will be more than 60 years of age by 2025, needing higher healthcare spends.
A combined study by an industry body and Ernst & Young suggests that India will need as many as 1.75 million additional beds by the end of 2025.
Medical tourism is expected to generate revenue around US$ 3 billion by 2013, growing at a CAGR of around 26 per cent during 2011–2013.

9. The Indian Healthcare Industry
Talent – The Game Changer:
Biggest challenge today is finding and retaining ‘top talent’ (Nurses, Doctors, Para-medics) as new hospital chains enter India and we move to tier 2 and 3 towns.
There is a shortage of clinical talent with only 290 private and government medical colleges in India (data as on ) with only seats annually.
India immediately needs 2 lakh doctors and 5 lakh nurses. An additional number of 6.5 lakh doctors are required to reach a ratio of 1.25 doctors per 1000 and an additional number of approximately 18.7 lakh nurses to reach a ratio of 2.6 nurses per 1000 population by (source: McKinsey report)

10. Fortis Healthcare India

11. Keeping Pace With Change – The Fortis India Story
8 new facilities added – Bangalore, Chennai, Hyderabad, Indore, Jabalpur, Pune, Hyderabad & Agra – increasing total Fortis bed capacity to
Took a significant step in establishing Fortis as a Global Healthcare Brand by its attempt to acquire Parkway Holdings Ltd – Asia’s finest healthcare provider, but exited considering high valuations of the asset
Started first hospital at Mohali
Acquired Escorts chain of hospitals
Acquired Malar Hospitals, Chennai
2001
2003 &
2004
2005
2007
2008
2009
2010
2011
Have signed 5 O&M contracts till date and progressing towards ongoing projects in tier II cities
Enters Delhi
Commences operations at Noida
Listed on BSE and NSE with a market cap of USD543mn
Starts hospital at Jaipur
Rights Issue
Acquired 10 hospitals from Wockhardt
Revenues grow
4x with strong presence in NCR
Company achieves profitability on consolidated basis
Commenced two Greenfield facilities at Shalimar Bagh, Delhi and Anandpur, Kolkata; Launched an Oncology block at Mulund, Mumbai

12. Human Resource Challenges
Managing Talent
Ensuring an uninterrupted supply of talent to sustain the tremendous growth
Having a powerful employee value proposition to attract quality talent for multiple associated brands and hospitals in Tier II & III cities
Identifying valued talent and designing specialized strategies for the group
Systematically growing talent from within and having a succession plan in place
Having in place a robust performance management system based which is fair, objective and transparent
Designing career paths and provide opportunities for learning and growth

13. Talent Management @Fortis
Talent from External Sources
Talent Acquisition
The FORTIS Talent Pool
Internal Talent Management
Development & Succession Planning
Talent Segmentation & Identification
Potential Assessment
Robust Performance Management System

14. Fortis Talent Management Framework
Talent Acquisition
Robust Performance Management System –
PMS based on the four pillars of SMART goal setting, periodic reviews, constant feedback, and merit based increases.
Potential Assessment –
Job Analysis & Evaluation, Competency Framework, Assessment Centers form the basis for potential assessment at Fortis.
Development & Succession Planning – Leadership development initiative (LDI), Physician Assistant Programs, Nursing Leadership Development Programs (NLDPs).
Talent Segmentation –
Segmenting talent into top talent, valued talent, talent under watch and incompatible talent. Devising strategies customized to the talent segment.
Innovative Strategies –
Facility Management Trainee Program – Hires talent from different industries who undergo exhaustive training for 16 weeks!
Post retirement hiring of talent
The FORTIS Talent Pool
Development & Succession Planning
Talent Segmentation & Identification
Potential Assessment
Performance Assessment

15. Human Resource Challenges
Standardizing Processes
Challenge of combining multiple reporting systems, processes and people policies and ensuring adherence
Establishing and strengthening foundational HR systems and processes
Establishing a common platform for HR reporting to facilitate business decision making
Ensuring cultural sensitivities are kept in mind while proliferating processes policies across the country

16. Process Standardization Initiatives @Fortis
Establishing foundations for strong HR systems and processes:
Having analysis and reporting on a single platform by integrating existing formats and standardizing across the organization
Unit Classifications & Grade Structuring
Competency Framework
Job Analysis & Evaluation

17. Human Resource Challenges
Creating an Enabling Culture
Creating a Strong Value System that is the foundation of all processes
Establishing open channels for access and input
Ensuring retention of new recruits by fostering an enabling atmosphere
Create customized career paths incorporating diverse experiences and personalized strategies
Ensuring not just diversity management, but establishing a culture of inclusion and collaboration
Ensuring high engagement among all employee groups

18. Creating the Fortis Culture
Webinar across hospitals in all countries
Socializing and fertilizing the values
Rewarding & recognizing values
INTEGRITY
INNOVATION
PATIENT CENTRICITY
OWNERSHIP
TEAMWORK
Global Values Launch
Establishing strong channels of communication and grievance management

19. Human Resource Challenges
Strengthening the Brand Image
Establishing and maintaining the brand image of multiple entities and associated brands
Challenge of seamless employee movement across entities
Managing employee expectations during transitions
Ensuring establishment of a strong employee value proposition to attract talent for associated brands and hospitals in Tier II and III cities

20. The Fortis Employer Brand
You are going to have an employer brand, whether you know it or not, and you have two choices: you can intentionally create, shape, develop and track this brand or you can let it happen by accident.
We are currently in the process of developing a compelling employee value proposition

21. Thank You!