Human Resource Management Functions at

Human Resource Management Function at

Submitted To

Dr. Nazmul Amin Majumder

Professor
School of Business & Economics, NSU

Submitted To

Tania Akter
ID: 1715211660
Section-5, MBA Program
Course: BUS 601, Human Resource Management

Date of Submission: 28th December 2019

MBA Program, North South University

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LETTER OF TANSMITTAL

th
28 December, 2019

Professor Dr. Nazmul Amin Majumder

Faculty of MBA Program
School of Business & Economics
North South University

Subject: Regarding submission of study report on “Human Resource Management Functions at

LABAID Specialized Hospital”.

Dear Sir,

I want to thank you for giving me such opportunity to submit the report on “Human Resource
Management Functions at LABAID Specialized Hospital” for the course Human Resource
Management (BUS-601), which had been a great experience for me to work with such a real-life
issue. I tried utmost to make and let it look like a professional one. Any shortcomings are expected
to have a kind view for my encouragement. Thank you for your & honest try to let me make easy
and get familiar with the terms and facts of this analysis to help me make the paper a successful
one.

My efforts will be valued; if this report serves the purpose for what it’s been assigned.

Thank You

Sincerely,

Tania Akter
ID: 1715211660

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Introduction
Human Resource Management is a multidisciplinary function that depicts assumptions
from different fields such as management, psychology, sociology and economics. An effective
HRM attempts to get extraordinary results from ordinary people. Besides hiring the right person
for right job at right time, HRM is also responsible for employee motivation, satisfaction, training,
long term development & retention. This function has to assure through hard and soft approach
that everyone is complying with companies’ laws and regulations. It is vital to remain well versed
with not only environmental changes but also technological shifts. One of the biggest challenges
today for HR personnel is to develop employees in accordance to global environmental factors as
well as international marketplace. HR now is not only limited to supportive role in the
organizational functioning but actually it is taking a lead in developing strategic and competitive
edge by being involved in making strategic decisions elucidates that the integration of HR with
businesses require a brand-new paradigm for managing people in an organization, it also explains
that HR propose solutions for many complicated issues related to organizational success.

Health is the greatest gift one can have, by keeping this in mind the Healthcare System of
Bangladesh is a system of medical practices to provide people with proper medical and other
healthcare services. Different healthcare services differ in their philosophy and concept as to the
causes of disease, their approach to healing, methods of treatment, and composition and
preparation of medicinal products. As they exist in Bangladesh, they can be broadly classified into
(i) Traditional and (ii) Modern systems. The traditional healthcare systems practiced in Bangladesh
include the Ayurveda, Unani, Homeopathic, and Folk medicine systems. On the other hand, the
modern system does not limit itself to only curative treatment of the patient but also tries to extend
its services to the prevention of diseases by curing and improving the personal and environmental
hygiene of the patient and the community. According to a report of 2018 health facilities
Bangladesh includes more than 3500 hospitals; the number of hospital beds are 85k+, registered
physician 65435 and households per physician 3105. In order to help the community with great
healthcare service, LABAID Hospital commissioned on 15 July 2004, by opening a new era in the
field of care. LABIAD hospital is also the first international standard super-specialty hospital
which is solely dedicated to the diagnosis and treatment of cardiovascular diseases.

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Objectives
There are three objectives that I have selected in my report:

1. What are the HRM problems and issues facing LABAID hospitals?

2. What sort of HRM approaches need to be taken to ensure ongoing strategic competitive
advantage?

3. What HRM Challenges will LABAID Hospital face in the 21st century?

Methodology of the Study

To prepare this report I applied the following methods:

 Study on the HR management system of LABAID and health care industry in

Bangladesh.

 Fundamental concept of HR management uses in LABAID and health care industry

nationally and Internationally both.

 Study the major drawbacks of existing HR system in LABAID and health care industry in
Bangladesh.

Limitations of the Study

 It is difficult to bring the specific reflection of HR policies of LABAID hospital Ltd. due
to the limited knowledge in healthcare industry.

 It is very difficult to collect the actual data and present situation of the strategy as
LABAID Hospital Ltd. follows very strict private policy.

 Due to time constraints and lack of experience in HR area it was not possible to give an
exact reflection of the HR aspects of LABAID Hospital Ltd.

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About LABAID Specialized Hospitals

LABAID Specialized Hospital - the first international standard super-specialty hospital of
the country, dedicated exclusively to the diagnosis and treatment of cardiovascular diseases have
been built on a six storied building at, Dhanmondi - a commercial cum residential hub of Dhaka
City, covering a floor space of more than 100000 sq. feet. LABAID Specialized Hospital known
as a LABAID hospitals.

Equipped with most modern and state-of-the-art equipment and machineries, the LABAID
Hospital makes a solemn commitment to the patients of the country - a commitment to maintain
mastery and marvel in acre, to be compassionate and respectful to patients' beliefs and values and
to make sound decision in the interest of the patients.

A band of highly skilled, dedicated and experienced surgeons, anesthesiologists,

perfusionists, nurses and technicians garnered from both home and abroad work synergistically
and collaboratively under close supervision of renowned specialists of international repute not only
provide 24-hour services to the patients but also remain standby to deal with any emergency
conditions. LABAID Hospital - a hospital with a difference, strives to ensure that patients receive
care in the most appropriate setting - in an environment of privacy, kindness and understanding
based on LCH spirit of 'Care First' resulting in optimum clinical outcome, greater patient
convenience and lower treatment costs. Our approach is comprehensive, physician-led and cost-
effective. All our resources are dedicated to keeping the heart healthy and treating it when it is not.

The fundamental strength of LABAID Hospital is its two teams - one of cardiologists and
other surgery. The teams are composed of highly skilled, experienced and eminent cardiologists,
surgeons and anesthesiologists. Besides, a band of qualified and experienced nurses, technicians
and other support personnel garnered from home and abroad are providing constant care to the
patients. There exists an unprecedented amount of amity, understanding and cooperation among
the members of the teams which are sine-qua-non for successful treatment outcome of ailments.

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Patient Well Being - A Priority Concern

Patients' well-being and recovery hinge around good nursing care and comfort to be derived from
friendly and cheerful services and appropriate surrounding. LABAID Hospital assures its patients
unsurpassed level of comfort, nursing care and convenience in an atmosphere of peace, tranquility
and understanding. Its customer care service department works full time to ensure that patients
return home with positive experience.

Commitment to Highest Standard

The highest standard of internationally accepted operational procedures, infection control
protocols and safety guidelines are practices in LABAID Hospital. The hospital enforces zero
tolerance in compromising on such vital issues.

Snapshot of LABAID Hospitals Business Model

LABAID Specialized Hospital is the only multi-disciplinary tertiary care (Highly
specialized medical care) hospital in Bangladesh. It’s pertained to the LABAID Group and
confidently providing absolute health care with the latest medical, surgical and diagnostic facilities
to the people by using state of the art technology. These services are provided to their patients by
the expert medical professionals, skilled nurses and technologists

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Different Levels of Management

Different levels of management in any organization basically tells the varying levels of
power and responsibility of managers within the organization. This level of hierarchy varies from
hospital to hospital. Like other tertiary care in the industry LABAID specialized hospital has the
almost same type of managerial hierarchy.

Board of Directors
Chairmen

Vice Chairmen

Managing Director

Chief Executive Officer Direct Medical Officer

Chief Direct
Financial Officer Operation & Administer

Head
Finance & Accounting

Doctors Consultant Director Chief

Clinical Service Nursing Officer

Head Head Head Head

Customer Relationship Human Resource Information Technology Procurement & Logistics

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Value Chain Model of LABAID

Primary Activity

R&D Production Marketing and Sales Customer Services

 Ambulance
 Charges/Fees  Follow-up
 New Treatment  Supply Clinical
 Customer loyalty  Response time
facilities Equipment
 Updating latest  Customer
 Counseling  Diagnostic service
news preference
 Sample collection  Discharge procedure
 Health queries  Customer
 IPD  Suggestion for other
 Maintaining blogs feedback
 Training programs  healthcare facilities
and journals  Suggestions for
other facilities

Support Activities

Company infrastructure: In order to ensure a strong co-ordination in all departments, the hospital
arranges monthly meeting consists of all the board of directors, medical officers, chief specialists
from all departments and chief nurse. Together, they try to ensure that all primary departments
specially, R&D and production department is functioning accordingly.

Materials management: This department tries to ensure that the movement of physical materials
through the value chain is running smoothly. Starting from taking orders, buying, stocking and
distributing necessary clinical supplies and equipment the logistics department tries to ensure the
products are on their hand whenever necessary. As a result, they have a high inventory turnover.

Human Resource: The hospital has ensured highly efficient human resource. They recruit highly
skilled, dedicated and experienced professionals who are committed to work 24 hours. LABAID
also offers research programs for doctors to help the workforce become stronger. The hospital
maintains a strong force of nursing facilities as well. Also to create an environment of privacy they
have well equipped security service. Workers from maintenance section and housekeeping also
work 24 hours to ensure a clean internal and external environment for the hospital.

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Information System: In order to run hospital operations such as medical, administrative, financial
and insurance related issues smoothly, LABAID is equipped with advance software systems. Also
because of their advanced technology they are ready to serve the surgeons with necessary supplies
immediately. It reduces time therefore increase efficiency. The Admitting Section tracks
information regarding the patient, such as name, address, age and others. The Medical Record
Section keeps records given by the admitting section. The Customer Service Department gives
information regarding the patient’s condition to their families. LABAID provides training to their
staffs about handling different inquiries asked by customers.

Direct and Indirect Competitors

There are lots of competitors of LABAID specialized hospital in healthcare industry. The direct
competitors are those hospitals providing same service. These are-

 Apollo Hospitals

 United Hospital

 Square Hospitals Ltd

The indirect competitors are those providing service to the same customer segmentation but their
service is not same. These could be private clinics, different diagnostics centers, nursing homes
and hospital pharmacies.

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Human Resource Department of LABAID:

The LABAID hospital has ensured highly efficient human resource. They recruit highly
skilled, dedicated and experienced professionals who are committed to work 24 hours. Human
Resource is the department that is related with organizing, directing, controlling of the
compensation, integration, procurement and development of the overall company. Human
Resource department’s main function is to manage, recruit, select, train up and develop an
employee for an organization. LABAID Hospital is the Company with more than 2800 employees
including doctors, nurse, PCA, Accounts graduated, marketing graduated as well as HR graduated
people.

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HRM problems and issues facing by LABAID Hospital

In spite of technological advancement, one cannot rule out the importance of manpower in
hospitals. Latest and modern technologies cannot substitute the contribution made the specialized
manpower in the health care industry. Human resource is a very vital resource, a veritable sine-
qua-non in the healthcare industry. To err in human, goes the adage, probably suggesting that one
need not make a big deal of mistakes committed. However, in healthcare mistakes can prove quite
grave with fatal consequences for the patient. Hence healthcare staff should have the ability to
follow & implement safe and ethical practice with highest level of technical competency.

LABAID Hospital is operating in medical care or health care industry in Bangladesh. Human
Resource management is managing all the people of the organization. HR team-maintained
relationship between top level-mid level and lower levels of an organization. HR professionals in
hospitals and other healthcare organizations face hazardous challenges than other industries. They
need to focus on consumer satisfaction even more so than in other industries. Healthcare industry
has quickly become one of the most highly regulated industries in the entire country. HR managers
don not work directly with patients clinically but the decisions they make and actions they take
straight affect the quality of care patients receive in the hospital. In a hospital, HR managers are
responsible for both the clinical and non-clinical staff that delivers direct services to patients.
Eventually, the performance of the hospital relies solely on the level of performance provided by
the staff. Though LABAID Hospital is one of the leading private health care institutes in
Bangladesh, from my study i have found several HRM issues.

1. Shortage of Workforce
The first and foremost challenge is the identification, recruitment and retention of required
workforce. In healthcare, there is a dearth of talent and trained manpower. According to Bureau
of Labor Statistics, Back in 2016 4.8% hospital experienced deficiency of nurses of 10 percent
or greater. But in 2019, it increased to 32.9%. By 2022, there will be 1.2 million vacancies for
nurse position. There are few factors regarding this problem. Initially, as members of the baby
boomer generation continue to age, their massive numbers create a considerable workload for

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medical professionals. It’s affecting the problem from the inside too, as nurses from that
generation are beginning to retire and leave the workforce in droves

It is to be noted that it takes at least 5 years to train a doctor and at least 3 years to train a nurse
to attain the expected level of service delivery after their professional degree. There are no
shortcuts here. Any attempt at trying to shorten the gestation period would be highly
detrimental. When there is a shortage, it becomes necessary to have effective human resource
strategies to achieve better outcomes. The HR personnel need to act as coaches, mentors,
counsellors, identifiers of successors by promoting organizational ethics, values, culture and
beliefs.
Talent shortages is the most significant challenged what LABAID faces a lot as a specialized
hospital. Competition for new grades in all disciplines of the medial department is fierce.
Recruitment of specialized doctors/Consultant/ surgical specialties market conditions is
difficult in Bangladesh.

2. Training & Development

Apart from the challenge of having the right people for the right task, technological
advancement warrants consistent training for maintaining the highest standards of medical
excellence. Whether it is for accreditation, technology up gradation, service customization,
quality service delivery or developing medical tourism, constant training and development of
the employees is essential for aligning their skill sets in line with the objectives of the
organizations. A professionally trained and skilled workforce is essential for running any
hospital successfully.

3. Retention of Employees:

Once trained properly, retaining the workforce is also a huge challenge confronting hospital.
Retaining talent is less expensive than hiring a new employee and training the employee in
order to align one’s skills with the organizational needs. Developing a workforce is in a way
upgrading the skill set of the existing workforce, helping the staff in acquiring competencies
and skills for their current and future roles. Mentoring employees to take up bigger roles within
the company often helps unearth latent and skills, benefitting individuals and the hospitals.

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This will improve the motivational and confidence level of staff to perform efficiently and
effectively.
Studies vary slightly, but in general, hospital turnover in 2018 was at 19.1%, with nursing staff
specifically at 17.2%. This puts about 1 in 5 employees leaving their facility every year. For
so many jobs open to medical professionals’ fields, it’s easier for staffs/ nurse/ doctors/
consultant to switch and for hospitals to retain them.

4. Developing Multi-tasking Workforce

Employee cost is a major expenditure in hospitals. It increases consistently. Sometimes it goes

beyond the budgeted level due to repeated revision of wage norms by government. With the
health care sector witnessing an unprecedented boom, there is an abundance of employment
opportunities for health care professionals, further pushing up the costs of retaining them. Due
to this, hospitals are working on methods to keep the cost under control, without compromising
on the quality of service. One such method is to have a multi-tasking man power pool with can
be made to perform multiple functions based on the business exigencies. Identifying, orienting,
training, inducting and retaining a multi-tasking man force is an onerous task which may
hospitals have taken upon themselves. Talents are identified and trained to do multi-tasking.
This task force is often called upon to make up for manpower deficiencies in specific areas.
This task force is often called upon to make up for manpower deficiencies in specific areas.
This strategy helps hospitals retain the manpower cost at a reasonable level and ensure better
utilization of manpower employed.

5. Developing second line staff

Migration of healthcare workers is comparatively high, when compared to other industries. In

case of nurses, the hospitals are not only facing threat from competitors within the city
hospitals, but also from government hospitals, teaching institutions and from hospitals abroad.
Retaining this vital work force despite the “pull-factor” from competitors is a challenge. In
spite of the best efforts being put in by hospitals to retain talent, the employee turnover ratio
in the Bangladesh healthcare space is a whopping 30%. In such a scenario, hospitals need to
constantly work on developing a second rung workforce to fill in the shoes of the employees
leaving them. Identification of such talents and grooming them to take up bigger roles is a real

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challenge before hospitals. This exercise needs to be done in all areas and at all levels.
Replacing a talent from the existing work force often proves to be cheaper than hiring from
outside, as long as the competency level is sufficient to meet the challenge

6. Managing younger workforce

The population demography of the country is heavily skewed with the youth making up for a
substantial percentage of our population. Many of the fresh recruits are barely into their
twenties when they are inducted into the workforce. Their attitude is different from the more
seasoned seniors. The younger generation needs to be handled with care largely owing to their
outlook, upbringing and attitude. The youth of today are ready to take on any challenge and
assume ownership of work and are ready to run the extra mile in pursuit of their ambitions.
However, the flip side is that they are fiercely independent and are generally unappreciative of
a senior constantly watching over their shoulders. They are generally go getters, flexible, non-
conservative and liberal in culture. Training them, aligning them to the organizational culture,
miniating high decorum, maintaining a safe workplace keeping up with their self-actualization
objectives is a challenge in itself. It is essential that hospitals try and maintain a workplace
which would cater to the dynamic needs of the workforce. The deserving employees need to
be recognized, encouraged and rewarded for getting the best out of them.

7. Accountability of workforce

Patient care, in general, is a team work and not an individual task. The team mix is hybrid
comprising of uneducated, unskilled workers to the highly qualified doctors. In such a scenario,
it is important to fix the accountability for each job performed by each individual, so as to
ensure seamless delivery of quality healthcare. Documentation of responsibilities of each
individual in the health care delivery system is very important for achieving desired results.
This is again a challenge before us.

8. Employee Burnout

Job burnout is a serious problem in today’s health care industry of tight schedules and
overwhelming pressure. Job burnout can seriously affect the mental and physical health of the
employee and affect productivity in the organization. In many cases, employee burnout is

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symptomatic of deeper problem within the organization. It leads to a hostile and unfriendly
work environment, affects team spirit and camaraderie and greatly affects morale.

Job burnout in LABAID is often more intense. In specialized doctors/Consultant/ surgical

specialties alone, one in three professionals have some regrets about their situations. The same
number appear for nursing and administrative bodies too. The impact of burnout not only make
staff members suffer, but patient outcomes seriously impacted which affect directly to
LABAID goodwill.

9. Wage Competition
As the market for talent grows tighter, wages are slowly beginning to rise. For smaller facilities,
competing at the wage level can be almost impossible and ultimately impact on price of the
services. Highly qualified physicians tend to switch different hospital with higher salary and
better benefits. As the competition is very high in the market, the top hospitals like Apollo
Hospital, United Hospital, Ibn Sina hospital, playing a important role in terms of HRM with
LABAID Hospital Limited.

10. Reward system

Designing and implementing reward systems covering individual and collective, financial and
non-financial rewards, including pay structures, benefits and pensions.

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The HRM approaches need to be taken to ensure ongoing strategic

competitive advantage

Strategic Competitive Advantages of LABAID

Superior Efficiency: LABAID hospital has frequency is adapting technological changes, besides
the already have improved technologies. As a result, they can enjoy learning effects, which reduces
their cost and also increases efficiency. The nurses and other stuffs are also helping the authority
to get the highest possible outcome. The most efficient department of the hospital is their cardiac
care unit (CCU).

Superior Innovation: LABAID hospital has introduced superior innovation through their service
innovation, by being the first international standard super-specialty hospital in Bangladesh. The
hospital also offers new training programs for doctors and nurses that they hope will bring them
future innovation.

Superior Quality: In order to ensure that patients get superior quality service the hospital has two
managers for each department who ensures that all the financial applications and quality of care is
being provided smoothly.

Superior Customer Responsiveness: LABAID has categorized their customer base in two groups.
The first group consists of the patients who has come to the hospital for the first time. The other
group consists of patients who came back for re-checkup. By doing these they can reduce their
customer response time.

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Human Resources as a source of ensure Strategic Competitive

Advantage of LABAID Hospitals

LABAID positioning a head of other hospitals in order of achieve superiority in quality,

low cost, value or innovation

Build Right Team:

From the very beginning LABAID work hard and focus to build a right team so that every
operational activity function to fulfill LABAID goals in health care sector in Bangladesh. Human
Resource team of LABAID continuously working to maintain a right team for its all operations.

Here are some of the many ways the HR team can help create and maintain a competitive
advantage of LABAID

Resourcing:

 Design and Developing HR planning, talent management, succession planning and

ending the employment contract (including managing retirement and redundancy).

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 HR provide insight into the going market rates for talent and what it might take to get high-
quality hires on board. HR can review the competitive talent landscape and determine what
compensation strategy will be best aligned with company goals.

 HR can help managers source the right talent to get the skills the company needs to grow
and be competitive. HR expertise can allow the organization to know where to look for
specialized talent when needed. (If your organization doesn’t already assess which talent
streams are best utilized for different types of candidates, you can start now!)

 HR do job analysis for better resourcing and find the following questions answer for better
team building and lower employee burnout
I. What is the need of the job to exist?
II. What physical and mental activities does the worker undertake?
III. When is the job to be performed?
IV. Where is the job to be performed?
V. Who will be responsible for the job?

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 HR can use data to analyze turnover rates and determine where problems may lie, thus
allowing the company to more quickly find issues and get them resolved. For example, if
the data show that most turnover is from new hires, the team can focus on what problems
may be the cause of that. Or if the data show that one group has a higher turnover rate than
the rest of the business, focus can be turned there.

 Recruitment that is followed in LABAID hospital Limited is in the two sources of

recruitment:

Recruitment

Internal Source
External Source

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Performance:

 Managing individual and team performance and the contribution of workers to the
achievement of organizational goals, for example, through goal-setting and appraisals.

 HR can analyze which employees are high performers and alert the management about who
should be fast-tracked for promotions and new projects.

 HR can use data to show how the skill sets of the employees are evolving over time, and
to show business leaders where skills gaps may exist so those gaps can be addressed
proactively.

Reward system:

 HR can give insights into how other organizations within your industry are structured—
there may be information that can be useful in determining which positions the company
still needs to create or fill to become or remain competitive.

 Designing and implementing reward systems covering individual and collective, financial
and non-financial rewards, including pay structures, parks and pensions.

 HR can put together succession plans that consider the organization’s strategic goals. This
can allow the organization to remain competitive even when there is turnover in key roles.
(This is a critical time when a less organized company may falter.)

 HR can use data to find potential employee issues before they become problematic. By
tracking employee engagement scores over time, for example, HR can discover when
engagement levels are waning—hopefully before they have a significant impact on morale
and turnover—so the organization can take-action sooner rather than later.

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Learning and Development:

 Identifying individual, team and organizational development requirements and designing,

implementing and evaluating training and development interventions.

 HR can also design employee development pathways that consider the strategic and long-
term needs of the organization, ensuring that key employees get the right training before it
must be utilized. This impacts retention and improves the skill sets for the organization as
a whole, all while ensuring the organization is addressing big-picture competitive issues
proactively.

Employment relations:

 Managing employees, communication, handling union management relations, managing

employee welfare and handling employee grievance and discipline.

 HR guidance on legal issues can keep the organization out of costly legal problems. This
not only saves the company money but it can also save the company from major setbacks.

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HRM challenges that LABAID will face in the 21st century

In 21st century, the HR of LABAID has the handle many challenges like; change management,
conflict management, managing multi-generational workforce, managing 5R’s, workforce
diversity, globalization, striking work life balance, succession planning etc. It is the responsibility
of HR to increase organizational efficiency and effectiveness by adding value and gaining
competitive edge over competitors for a long-term survival in complex and highly uncertain
market place. It is clearly the time for a quantum leap in the field of human resource. HR
professional can contribute in this transition by taking some serious steps to meet the challenges
of organizational change; they can serve to find out ways to measure HR value for the company.
Last but not the least; they can conduct significant research related to human resource and their
performance in future organizations.

1. Managing 5 R’s

In latest century with the changing role of HR managers, the 5 R’s are becoming crucial in the
success of every organization. Today the managers have to take extra care of all these R’s
namely Resourcing, Recruiting the right talent, Retaining the talent, Retraining and
Restructuring.

2. Flexible work hours

Time has become more flexible as we moved into 21st century, which is a big challenge for
HR managers. Due to the advancement of technologies and many other reasons, people now-
a days prefer to work from home. The internet has given birth to virtual world and 24/7 market
place. Although flexible work arrangements have tremendous benefits but at the same time it
is going to increase the level of stress on management & workforce that has to be dealt well by
21st century managers. With the flexible work arrangements, the HR professionals need to
monitor regularly the successes in various projects and challenges faced during the period. This
can help to take better measures regarding flexible work arrangements in future.

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3. Recruitment & selection

The foremost function of HR is to locate the people with needed expertise for the progression
of a company. The quality of people hired depends highly on how effective recruitment &
selection strategies are. However, this process of recruitment & selection is not always sailing
smoothly and is faced with many challenges due to globalization that has allowed firms to
invest overseas. Tangible problems faced during the process may include the cost of
advertising job openings while intangible obstacles can be communication gaps between
recruiters and hiring managers. We know that every person is different from another; even the
hiring committee will make decisions on the basis of their own perceptions as they are
influenced by their values, beliefs and social views and thus it is difficult to rule out the
possibility of biasness. The HR of multinationals and local firms is passing through a difficult
time. Both kinds of firms are struggling hard to find suitable candidates. In order to select the
cream of talented people out of the whole pool, it is extremely important for 21st century
managers to broaden their view of judging people on the basis of their origin, culture, values,
ethnicity and background.

4. Career development & growth

Employee career growth activities refer to initiatives taken by employers and employees to
polish their expertise and keep themselves familiar with the recent developments.
Globalization has brought many technological changes and developments. The main key to
grow and survive in any business is innovation. Providing internal career growth opportunities
can help organizations keep top talent from seeking opportunities elsewhere. It is extremely
essential to train and develop the employee so that they can cope up with all the changes and
innovations coming in their way. Now a days the training should not be only limited to make
employees learn any specific skill or knowledge, instead it must focus on overall growth and
career development of employees. The training should not be conducted just for the sake of it;
one has to be extremely conscious about the content of the training program too.

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5. Promoting organization culture & heterogeneous workforce

The organizations today are having heterogeneous workforce; which is off course considered
to be a positive thing as diverse minds will guide to new creations & ideas, but managing the
culture where people have different mindsets and putting across the cultural values is indeed a
challenging task. Culture of any workplace is its root and hence HR managers really have to
put a lot of effort for developing a successful organization culture. Due to acquisition and
mergers in 21st century, the HR managers have to develop such a culture that supports these
changes.

6. Conflict management and resolution

Conflict has two sides’ one positive which is called constructive conflict and another negative
that is known to be destructive conflict. Today’s managers have to be well trained to deal with
both kinds of conflicts. 21st century has brought with it long working hours, high level of
competition, pressure to attain targets etc. which is known to have stress and conflicts among
organizational employees. The HR managers need to find methods for coping up with conflict
timely. They have to act as a mediator and must quickly respond to the conflict before it results
into a drastic damage to an organization. The HR manager has to be a skilled communicator,
as clear and transparent communication plays a vital role in conflict resolution. Sometimes HR
managers are expected to explain the code of conducts to employee to handle employee
complaints and sometimes they act as a liaison between employers and labor unions to resolve
the conflict among parties.

7. Business ethics and values

Paying keen attention to business ethics and values is important to any manager’s job. With
the recent changes in workplace culture, strategies and organizational structure, it has become
more imperative to have values and ethic in place which will decides organizational
sustainability in global market for a longer period. The HR department is bound to deal with
an array of ethical issues or challenges as this unit directly deals with employees of a company.

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HR department encounters many ethical hazards that may damage the reputation of a company
as well as its financial sustainability in a long run.

8. Managing Multi-Generational Workforce

Organizations these days have employees belonging to multi generations who fall under
various age groups. These generations are classified as Baby Boomers I, Generation Jones or
Boomers II, Generation X, and Generation Y. Generation X and Y born people are known to
be better aware of technology and they like to use new techniques of working. They prefer to
adopt new philosophies and they are considered to be innovative, while baby boomers &
boomers II feel comfortable with their traditional ways and they do not like to come out of
their comfort zone. It is important for an organization to retain both sets of people, as both
categories are equally essential to organizations success. The task of HR manager is to respond
to their needs accordingly.

9. Striking work life balance

This concept is gaining a lot of attention these days. Due to tough competition in the market
place, the workload is increasing day by day and this leads to various problems of health and
high stress among workforce. It is a responsibility of the manager to make a segregating line
between work and leisure activities. People often quit jobs if they do not find appropriate
balance between personal lives and professional obligations. Hence the manager has to work
to avoid such scenario and they need to help employees in finding right work life balance

10. Industrial relations

One of the biggest complex problems of modern industrial society is Industrial relations. The
progress of any industry is quite impossible without worker cooperation and harmonious
relationships. Therefore, it is in interest of HR managers to develop and maintain healthy
relationships between worker/labors (employees) and management (employers).

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11. Strategies for motivation & retention

In the recent scenario, when there is no dearth of opportunities, it has become a great challenge
to stop people from looking for new place to work. It has been noticed that the organizations
have opened doors to make worldwide hiring; hence it is important for HR managers to design
better policies for retention. We understand that all human beings are different from each other
and the employers have to have different ways for motivating and keeping the talent. Financial
benefits are no longer considered to be a tool for retaining employee. Every organization has
to adopt new and latest ways for satisfying its people, this will help to control the rate of
turnover.

12. Renowned Competitors:

There are many good hospitals in Bangladesh that have a great track record of providing
services to their employees. But each of these hospitals are a competitor to one another. In the
case of LABAID, we see that once it was the favorite choice of people to go for their
treatments. But now due to many competitors providing great services, people’s choice have
shifted. A lot of these hospitals such as Apollo, Square and United have gained quite a fame
and popularity. Due to their good reputation in the country and also good medical record many
people are logically choosing them. So it is a challenge that LABAID faces to provide good
medical services to the people of Bangladesh and also do efficient advertisings to attract more
customers who can use these services.

13. Digitization

Digital upgrades are a continuum. New technology is changing the way medicine is
administered and staff members must be up-to-date. For HR that will mean training,
assessment and forecasting: what technology, implemented today, is being used properly,
ignored or underutilized? What new tech will change how we administer healthcare in the
future? An ongoing need to assess, develop and prepare for the digital revolution will be needed
to keep abreast of all the changes technology will bring.

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14. Privacy

As patient information shifts to digital, issues of privacy and data protection become more
urgent. Regulations on patient data privacy and security will likely pressure healthcare HR
professionals and add to concerns about mobile and digital tools. For many, this will require
intensive training for staff members.

15. Occupational Hazard

As the bulk of risk lies with employees, the majority of which is unintentional, the need for
training and awareness will only increase. For the healthcare HR professional, ongoing
development will be a must in any size facility. As in most industries, the highest risk for data
breach lies in the hands of employees. One study put 71% of healthcare
cybersecurity incidents at the hands of staff members: 58% inadvertent, 18% intentional. Of
the data breached, 79% was patient information, 37% personal information, and another 4%
included payment data. The average cost per medical record data breach was 69% greater than
the national average.

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RECOMMENDATION & CONCLUSION

Bangladesh is a developing country with a rapid socio-economic growth. Our average life
expectancy rate has increased and the rate of mortality has decreased by now but the government
subsidies in growth and improvement of health care sector is still quite low. As a result, a huge
portion of our entire population struggle a lot to bear their medication and health care cost. Another
alarming problem is the corruption in sector. The fund or subsidies which are allocated by the
government is not being used properly because of the corruption in the system. According to the
report of World Health Organization, only 22% of per capita health care expenditure is being
bearded the government and the rest majority are on the shoulder of the patient. This percentage
very low compared to developed countries. Moreover, specialist doctor as well as nurse shortage
is also a concerning trend. Several problems in HR management system also create complexity in
its proper operation. Even LABAID hospital also facing few problems and challenges but it has
achieved customer satisfaction by providing efficient services through its IPD, OPD and ER
departments and by taking good care of its patients.

From the viewpoint of 21st century HRM emergence, the globalization has many
implications for the firms that may entail the diversity of cultures. The HRM in today’s era has to
mount the expertise, mind set and capabilities that are needed to gain competitive edge on global
scale. It is recommended that organizations must put efforts to align their HR processes efficiently
with organizational goal on broader perspective. Last but not the least, HR must be on a continuous
look out for creativity and innovation as it is known to be the key to success. It depends highly on
HR to face the challenges of globalization posed by 21st century which has given an entirely new
look to organizations. The organizations have grown savvier in using technology hence it is
important to adopt all changes.

The role of HR has been shifted towards becoming strategic partners of organization which
in turn forces HR to coordinate with all the function and provide support in various activities like
attracting and retaining the best talent, developing organizational structure, train and retrain
employees. As companies grow by acquisition and merger, they make multiple HR groups. One

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approach is that the HR groups in various parts of the organization may develop their competencies
in a specific domain and can meet the demands of the larger organization in that domain. HR
groups that operate in this manner find each other as helpful resources rather than rivals which will
help to gain high level competencies in numerous areas.

The HR of LABAID hospital has the handle many challenges like; change management,
conflict management, managing multi generational workforce, managing 5R’s, workforce
diversity, globalization, striking work life balance, succession planning etc. It is the responsibility
of HR to increase organizational efficiency and effectiveness by adding value and gaining
competitive edge over competitors for a long term survival in complex and highly uncertain market
place. It is clearly the time for a quantum leap in the field of human resource. HR professional can
contribute in this transition by taking some serious steps to meet the challenges of organizational
change; they can serve to find out ways to measure HR value for the company. Last but not the
least; they can conduct significant research related to human resource and their performance in
future organizations.

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