7.

LEADERSHIP GROOMING AND TRAINING

No organization can do without a superleader who can recognize the ‘skill-set’ of
everyone, sharpen these skills, and mould him into the next leader.
A superleader’s brief is to spot and liberate the leader in every employee. And, this
liberation cannot happen overnight.
It is often the result of a continuous effort at developing individual capacity of every
employee till they realise their optimum potential to act in a responsible manner.
Effective leaders invest in developing people’s skills and competencies. Surveys have
shown that organization’s which spend more than average amount of money on employee
training, achieve higher levels of commitment, better customer service and employee
alignment with company vision and values.
Another responsibility of a superleader is to create an effective learning environment.
This is characterized by a climate of trust and openness which leads to greater willingness to
communicate about feelings and problems and a positive tendency for change.
Learning is also about making mistakes. In any work environment, these is learning
curve. Performance generally goes down before it goes up.
Superleaders are thus great learners who regard all mistakes as learning opportunities.
They foster this attitude among their associates also by encouraging them to break old patterns
of thinking, come out of their boxes, question routines and challenge assumptions.
One leading company introduced a suggestion system that rewarded thinkers of original
ideas. The response from the employees was prompt and instantaneous.
The system began to change established mindsets. Employees began to think more in
terms of how to improve their productivity rather than remain distributed by others mistakes.
The President of a well-known company pursues a very open-ended communication
strategy with his subordinates.
Instead of interacting only with a small set of key executives, he routinely summons big
employee groups to his office and openly shares his vision for the company with them.
Sometimes, the employees come up with their own suggestions on better alternatives.
The employees are more committed to the company plan than even the boss himself.

8. PROMOTION
The promotion policy is one of the most controversial issues in every organization. The
management usually favours promotion on the basis of merits, and the unions oppose it by
saying that managements resort to favouritism.
The unions generally favour promotions on the basis of seniority. It is hence essential
to examine this issue and arrive at a friendly solution.
8.1 Nature and Scope of Promotion
A change for better prospects from one job to another job is considered by the employee
as a ‘promotion’.
The factors which are considered by employees as implying promotions are:
a) An increase in salary;
b) An increase in job prestige;
c) An upward movement in the hierarchy of jobs;
d) Additional supervisory responsibility; and
Hospital Management 3 - 35 Recruitment and Training

3.4.2.1 Promotions
It becomes necessary for all organisations to address career related issues and
promotional avenues for their employees. Managers need to design activities to serve
employees’ long-term interests also. They must encourage employees to grow and realise
their full potential. Promotions are an integral part of people’s career. They refer to being
placed in positions of increased responsibility. They usually mean more pay,
responsibility and job satisfaction.
All organisations need to establish wage and salary plans for their employees. There
are various ways to prepare different pay plans depending on the worth of the job.
Basically the price of the job needs to be determined. Compensation, therefore, refers to
all forms of pay or rewards going to employees. It may being the form of direct financial
payments like wages, salaries, incentives, commissions and bonuses and indirect
payments like employer paid insurance and vacations.
The goal of this recommendation is to particulate clear and consistent philosophy for
internal promotions to newly created or higher level positions where the internal
candidate is qualified, willing and able to assume a new role.

Impact of promotion
The implementation of this policy has the capacity to :
 Improve employee retention.
 Reduce overhead and costs associated with unnecessary searches.
 Improve morale.
 Broaden opportunities for qualified candidates.
 Break down barriers to internal promotions.
The Management will promote only qualified and eligible employees to higher
positions when vacancies arise in such higher cadre. Promotions will be effected strictly
on the basis of merit, efficiency, and suitability for Para-medical staff and for other
categories wherever applicable on the basis of past record of service, performance,
requisite skills, seniority and state of health and suitability of the employee. The
suitability of an employee for promotion will be decided solely by the Management.
Upon promotion or regularization, the employee will be granted such benefit and
increase in wages as may be decided by the management. The management’s decision on
promotions shall be final and conclusive.

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Hospital Management 3 - 36 Recruitment and Training

3.4.2.2 Transfer

Change of Department / Rotation / Transfer :

Training is imparted to the employee at the time of Change of Department/Rotation
/Transfer to other department in order to make him familiar of the new department, roles
and responsibilities of the employee and equipment etc.
Transfer of hospital employee occurs due to the following reasons :
1. New ideas and skills need to be practised as soon as they are learnt. Unfortunately
as humans we tend to forget 50 percent of what we learn within the first forty-eight
hours unless the learning is reinforced. One time exposure to any learning is
unlikely to make a permanent change in the behaviour and skills of the trainees.
When on the job, both positive and negative reinforcements should be used. If
behaviour is undesirable, then negative reinforcement such as denial of a pay raise,
promotion, or transfer can be effective. However, during the orientation and
training period, positive reinforcement is more effective than negative
reinforcement.
2. The superior gives training to a subordinate as his understudy or assistant. The
subordinate learns through experience and observation. It prepares the subordinate
to assume the responsibilities of the superior’s job in case the superior leaves the
organization. The subordinate chosen for under-study is designated as the
heir-apparent and his future depends upon what happens to his boss. The purpose
of under study is to prepare someone to fill the vacancy caused by death,
retirement, promotion, or transfer of the superior.
3. Individuals changing jobs, or preparing for future changes in their work, whether in
their present organization or elsewhere, are potentially in need of training. There
will be a need for induction and initial training for young people commencing
employment or for adults joining a new department or organization; ‘re-induction’
and updating for women returning to work after a break; training as a preparation
for transfer or promotion or as part of a longer-term career development.

Two Marks Questions with Answers

Part - A

Q.1 List out few departments found in hospitals.

Ans. :
i. Outpatient Department (OPD)

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