A SUMMER INTERNSHIP PROJECT REPORT ON TALENT

ACQUISITION AT H.C.G PANDA CANCER HOSPITAL

WITH SPECIAL REFERENCE TO SENIOR MEDICAL
PROFESSIONALS

SUBMITTED BY-SUDHANSU SEKHAR BEHRA

REG NO-2006284026,MBA 2020-2022

A PROJECT REPORT SUBMITTED TO BPUT,ROURKELA ODISHA

FOR PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE
AWARD OF DEGREE OF MBA PROGRAM.

UNDER THE GUIDANCE OF

INTERNAL GUIDE EXTERNAL GUIDE
MISS RUPALI PAIKRAY (ASST. PROF.HR) MRS.SUBRATARAY(HRMANAGER)
ASTHA SCHOOL OF MANAGEMENT, BHUBANESWAR HCGPCH, CUTTACK

APPROVED BY AICTE NEW DELHI AND AFLIATED

TO BPUT, ODISHA

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 DECLARATION

I, Sudhansu Sekhar Behra do hereby declare that this project work entitled
“TALENT ACQUISITION AT H.C.G PANDA CANCER HOSPITAL
WITH SPECIAL REFERENCE TO SENIOR MEDICAL
PROFESSIONALS” at HCG PANDA CANCER HOSPITAL for 1months
20 Days (03 SEPTEMBER 2021 TO 23RD OCTOBER 2021)submitted by me
in practical fulfilment for the requirement of Master of business administration
(MBA) from ASTHA SCHOOL OF MANAGEMENT,BHUBNESWAR.
This is my original work and has not been submitted as part of another degree
or diploma of other business school or university.
The findings and conclusion of this project are based on my personal study and
experience, during the tenure of my summer internship.

PLACE-Bhubaneswar Sudhansu Sekhar Behra

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3
 ACKNOWLEDGMENT
Every successful work is backed by sincerity and hard work. During this one-
and twenty-daystenure of my work, I was able to gain a lot of knowledge both
application and theory wise. My training period would not have been possible
without the wonderful support and guide of respected trainers and official staffs.
I am very grateful to those people who have helped me in everyway of training
report.
I am grateful to Mrs. Subrata Ray for her excellent guidance and co-operation
during my summer training. She gave me sufficient time between her tight
schedules and helped me wherever I needed. I would have never succeeded
without her friendly but disciplined attitude.
I would like to thank all those employees of HCG Panda cancer hospital for
sharing their knowledge and cooperating with me and for motiving me
throughout.
I would like to thanks Miss. Rupali Paikray (project guide) for the continuous
guidance and for giving me the opportunity to complete my SIP from HCG
Panda cancer hospital.
Finally, I would like to pay my sincere thanks to Mr. Subhransu Bhushan
Parida (Asst.HR) for his sincere co-operation. Because of their good
relationship with every department in the organization, they brought me in
contact with several important people in the organization that helped me a lot.

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 TOPIC PAGE
SERIAL NUMBER
NUMBER

Chapter-1
1 Introduction

• Objective of the study

• Scope of the study 7-17
• Research methodology
• Background of the study

2 Chapter-2 18-25
Company profile
3 Chapter-3 26-31
Training objective
4 Chapter-4 32-37
Data analysis and interpretation
5 Chapter-5 38-40
Finding and Suggestions
6 Chapter-6 41-42
conclusion
7 Chapter-7 43-44
Bibliography
8 Chapter-8 45-46
Annexure

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 Chapter-1
Introduction

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 Introduction
Talent acquisition refers to the process of identifying and acquiring skilled
workers to meet your organizational needs. The talent acquisition team is
responsible for identifying, acquiring, assessing, and hiring candidates to fill
open positions within a company. Employer branding, future resource planning,
diversifying a company‟s labor force, and developing a robust candidate
pipeline are the cornerstones of talent acquisition.
In some cases, the talent acquisition team is part of an organization‟s Human
Resources department. In others, Talent Acquisition is its own department that
works in coordination with HR. The skill sets of effective talent acquisition
professionals include sourcing strategies, candidate assessment, compliance and
hiring standards, and fluency in employment branding practices and corporate
hiring initiatives.
Talent Acquisition vs. Recruitment
The terms “talent acquisition” and “recruitment” are often confused as meaning
the same thing, but this is not the case. There are key differences between the
two, differences with which you should familiarize yourself if you‟re looking to
hire the most qualified candidates for specific positions within your company.
For starters, recruitment means that you‟re looking to hire someone, dare I say
anyone, in order to fill a vacancy. Talent acquisition, on the other hand, is the
process of strategically looking for specialists, leaders, future executives, or
other qualified professionals for a specific position within the company. Let‟s
delve into both and take a look at which one is better depending on the industry
and why:
 Recruitment – Again, recruitment is the process by which you look to
fill vacant positions quickly and without much regard for the candidate‟s‟
particular specialties, if defined. Recruiting may be seen as reactive,
meaning that a position recently opened up and it must be filled.
 Talent Acquisition – As previously stated, talent acquisition is all about
actively searching for the most qualified candidate to hire for a specific
position. This strategy is common among niche industries such as,
medical, technology, legal, and even translation services. Kathleen Quinn
Votaw, Founder and CEO of the HR consulting firm, Talent Trust, says
that, “The areas with the greatest skills shortages are those that most need
a talent strategy.”

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Effective talent acquisition
An effective talent acquisition strategy always begins with an overall analysis of
HR. Whether HR functions are performed in-house or are outsourced, effective
talent acquisition relies on HR functions that are aligned to the overall business
strategy. Simply put, HR must recognize, define, and communicate the value of
the business to the people via an active agenda that is clearly seen by all
existing and potential employees.
To start, a complete understanding of the business and business strategy is
essential. Many HR departments, however, are overwhelmed and
communication with the business‟s executives is limited or in terms with which
HR department is not fully familiar. Therefore, a large amount of responsibility
rests on the executives‟ shoulders for an effective talent acquisition strategy.
The most important key factor is the willingness of the business to buy into the
importance of the people agenda, and next comes the HR department‟s
willingness to incorporate the executives‟ communication into its procedures
and standards. If the HR strategy is not aligned to the overall business strategy,
even the best HR leaders will fail.
Now, say you‟ve analysed all of the aforementioned, and you‟re looking to
measure if a talent acquisition strategy is truly working. How to do this?
Between all the communication between HR and business executives, it is easy
to get lost in the airwaves and not fully measure effectiveness. Luckily,
measuring effectiveness is simple. Successful talent acquisition means that the
need for recruiters drops. Over time, if a business sees that hiring needs decline,
the talent acquisition strategy may then be labelled effective.
It must be noted, however, that good talent acquisition strategies are not one-
size-fits-all or something that can be analysed and implemented just once. Good
strategy is never-ending and always in flux to match the demands of the
business market. The right technology can assist with fluctuating
implementation needs and can additionally free up more of HR‟s time, which
can then be used to focus on determining the organization‟s vision and aligning
the people agenda to match. Effective talent acquisition is comprised of many
facets and variables, no matter the size or scope of the business. The complexity
of talent acquisition may intimidate some professionals, but when positions are
filled with top candidates and the need for recruiters drops to a minimum,
profitability makes it well worth the effort.

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Talent acquisition process
In this section we will take a deeper dive into the operational talent acquisition
process. A talent acquisition process typically consists of 9 steps.

1. Organizational needs analysis. The organizational needs analysis is the

foundation of your recruitment strategy and selection choices. Here you take the
organization‟s mission, vision, goals, and values and translate them into a
number of core competencies and values. These help to determine the profile
that you are looking for and influence your selection criteria to determine the fit
between the person and the organization and job. This needs analysis, also
referred to as a skill-gap analysis may already be done and be part of standard
HR policies.

2. Approval of the job requisition. This is the starting point of the recruitment
process. If there is a need in the organization, a job requisition is the formal
procedure to request a hire. The job requisition often comes in the form of a
document explaining:

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  Why the position is needed
 Whether it is a new or existing position
 Department name
 Department name
 Hiring manager
 Job duties
 Pay and budget
 Start date
 Whether the assignment is permanent or temporary
 Whether the position is full-time or part-time
With this information, the job requisition can be formally approved by the direct
manager and the relevant director or VP.
3. Vacancy intake. The next step is arguably the most important step in the
talent acquisition process: the vacancy intake. In the vacancy intake, a job
analysis is conducted in order to collect all the relevant information to make a
good hire. This includes:
 The job description, including all required skills, competencies, and daily
activities for the job
 The person specification, which is a description of the qualifications,
skills, experience, knowledge and other selection criteria for a candidate.
This includes the must-haves and the nice-to-haves. Based on this a
candidate persona can be created.
 The competency framework, which lists the required minimum and
required competencies for the job. These help in creating the person
specification and are the bases on which the direct manager can do
performance appraisal.
 The difficulty of the vacancy intake is that a proper intake takes time and
may delay the recruiting timeline. This makes it an undervalued step. A
great vacancy intake determines the selection method.
4. Determining selection criteria & methods. Based on the vacancy intake,
the selection criteria and method are determined. There are many possible
selection methods, including a general mental ability (GMA) test, work sample,
structured or unstructured interviews, and so on. The table below shows the
most common selection methods with their corresponding predictive validity for
overall job performance.

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5. Searching & Attraction. Next, the candidate search happens. This is the
most visible and recognized part of the talent acquisition process. In general,
candidates can be divided into active and passive. Active candidates are actively
searching for jobs and may check your careers page often while passive
candidates are not. They need more of a targeted trigger in order to become
actively interested in your job so different methods may be used to attract these
different groups. The most effective recruitment channels are based on the
candidate persona we mentioned earlier.
6. Administer selection methods. Once the candidate applied, selection
methods are administered. These include pre-selection, the traditional
interviews, but also background and credit checks, and more.
7. Hiring decision. Once a candidate is selected, an offer is made. This stage
may involve some back-and-forth negotiation before the offer is accepted. The
key metric for this phase is the offer acceptance rate, a well-known recruitment
metric, which is the percentage of offers that are accepted divided by the total
number of offers made.
8. Onboarding. The next phase in the talent acquisition process is the actual
onboarding. A great tool is a 30-60-90 day plan for candidates. This can be
defined based on the vacancy intake and is helpful in two ways. First, it helps
the manager to clearly express their expectations. Second, it makes it clear to
the candidate what is expected of them, structuring their onboarding process.
Oftentimes, these expectations are unclear to both the manager and the
candidate.
9. Evaluation. The final stage of the talent acquisition process is the evaluation.
Here the candidate is asked if the job and organization match their expectations.
This offers a great opportunity to check back in with the candidate. Mismatched
expectations should be addressed, both with the candidate but also when it
happens more often in a structured way. It could be that communication is
unclear, or things are promised by recruiters that managers are unaware of.

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 VISION

Through the state-of-the-art technology, the clinical expertise of our

specialists and innovative treatment approaches that we practise at HCG
Panda Cancer Hospital, we aim to help our patients receive the right
treatment, the first time.

MISSION

Globally respected healthcare organization recognized for clinical

excellence and distinctive patient care.

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 OBJECTIVES OF THE STUDY
The main objectives of the study are as follows:
 To know the sorting to on boarding at various levels of medical
professional staff‟s.
 Prepare working professionals to undertake leadership roles in managing
and administering hospitals.

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 SCOPE OF THE STUDY
During my 2-month summer internship I worked at HCGPCH, CUTTACK
where I got the real-life experience of HR Department. This project is aimed at
a study on the talent acquisition process at HCG panda Cancer Hospital with
special reference to senior medical professionals. It is an activity that looks
outward to find best practice and high performance and then measures actual
business operations against those goals. The purpose of paper was to study the
current talent acquisition process i.e.,analyse methods, sources of recruitment
and selection procedure in theorganization and identify areas for improvement.
The study examines and assesses the organization „s strategy for recruitment
and selection. The study also aims at understanding the extent of adoption of
best practices, implementation of new and innovative methods in recruitment
and selection and recommends improvements based on the information
gathered.

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 RESEARCH METHODOLOGY / APPROACH
 What is the study about?
The study is about the Talent acquisition at H.C.G. Panda cancer hospital,
Cuttack with special reference to senior medical professionals.
 Why is the study being made?
It is to observe process of talent acquisition inside the HCGPCH. This study is
made to understand the importance of talent acquisition at right place at right
time so that the organization will move smoothly. Here I identified few of the
reasons which created a mess and somehow slow down the process.
 Where will the study be carried out?
The study will be carried out inside the HCGPCH,CUTTACK, taking into
consideration the HR dept. and other associated employees.
 What type of data is required?
This study will require primary data and secondary data.
Types of Data Collection: -
Primary Data: "Primary data is that which is collected fresh and for the first-
time. Primary data is also called basic data or
Original data." - Through Questionnaire. - Through Interaction with Employee.
Secondary Data: "Secondary data means data that which has been used
previously for any research & now is use or the
second time." - Through Magazines - Through Industrial Documents - Through
Website Of industry.

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Research Methodology: -
To achieve the objective two methods of research method design has been used.
1. Descriptive Research - It includes survey and inquiries of the data. The major
purpose was the complete description of the problem.
2. Exploratory research- This research method has been used to analyse the
reason of slowdown process of talent acquisition and its possible solutions.
Analysis Technique: - Random Sampling and Questionnaire technique selected
by researcher to collect the data from the respondent.

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HCG PANDA CANCER HOSPITAL

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 Chapter-2
Company profile

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 COMPANY PROFILE

HCG Panda cancer hospital, Cuttack opened its gates to exceptional patient care
services in the year 2002 and is located in the prime location of Odisha. The
hospital is known for its high-end technology and state of the art infrastructure
for cancer care. It is fully equipped to handle cancer patient which require
various treatments and therapies, all under one roof. The hospital uses most
exceptional technologies to provide care and wellness to people from Cuttack,
nearbycities, as well as international patients. The hospitals have services
involving surgical oncology, radiation oncology, medical oncology, bone
marrow transplant and palliative care. They aim to provide access to quality
health care at an affordable price.
The centre offers 360° cancer care solutions, namely prevention, screening,
second opinion, diagnosis, treatment, rehabilitation, follow-up and palliative
care.
Specialists at HCG Panda Cancer Hospital use the integrated approach to cancer
treatment, which focuses on delivering value-based treatment through patient-
centric medical interventions.
Radiation oncology, medical oncology, surgical oncology and nuclear medicine
are the main treatment modalities that are available at HCG Panda Cancer
Hospital. Each department here is fully equipped to support care delivery that
not only increases the survival chances for the patients but also helps them lead
a normal and healthy life after the treatment.
Through the state-of-the-art technology, the clinical expertise of our specialists
and innovative treatment approaches that we practise at HCG Panda Cancer
Hospital, we aim to help our patients receive the right treatment, the first time.
HCG Panda Cancer Hospital is the only comprehensive cancer care centre in the
state of Odisha. The centre offers 360° cancer care solutions, namely
prevention, screening, second opinion, diagnosis, treatment, rehabilitation,
follow-up and palliative care.
Specialists at HCG Panda Cancer Hospital use the integrated approach to cancer
treatment, which focuses on delivering value-based treatment through patient-
centric medical interventions.
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Radiation oncology, medical oncology, surgical oncology and nuclear medicine
are the main treatment modalities that are available at HCG Panda Cancer
Hospital. Each department here is fully equipped to support care delivery that
not only increases the survival chances for the patients but also helps them lead
a normal and healthy life after the treatment.
DESCRIPTION ABOUT HCG PANDA CANCER HOSPITAL
Treatment Approach
At HCG Panda Cancer Hospital, believe in delivering cancer care that is value-
based and patient-centric.
The multidisciplinary treatment approach helps our specialists devise a
customised treatment plan for our patients based on their cancer type, stage and
their overall condition. In other words, the treatment given will be specific to
that patient rather than to that specific cancer type.
The multidisciplinary team comprises medical, surgical and radiation
oncologists along with trained experts in pain management, onco-dietetics and
onco-pathology.
This personalised approach positively impacts the treatment response and
recovery among patients.
Diagnostic Services at HCG Panda Cancer Hospital
PET-CT: PET-CT is one of the advanced methods of molecular imaging that
provides data on both anatomical and biochemical changes. PET-CT imaging
helps in diagnosis, staging/restaging, treatment planning, therapy monitoring
and treatment evaluation. This data helps the specialists in delivering better care
and treatment support.
CT Scan: A computerised tomography scan or CT scan is a safe and non-
invasive diagnostic procedure that provides comprehensive information on the
exact location of abnormal masses, which could be benign or malignant. A CT
scan helps in radiation and surgical treatment planning. It improves the quality
of cancer diagnosis. This scan also helps in assessing the aggressiveness of the
tumour, check if it is benign or malignant.
X-Ray: X-ray helps in detecting structural abnormalities within the body. X-
rays play an important role in the detection of lung, stomach and kidney
cancers.

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We also have an in-house laboratory that offers diagnostic services like
biochemistry, haematology, clinical pathology and cytology and helps our
patients receive on-time diagnostic support.

Treatment at HCG Panda Cancer Hospital

Surgical Oncology
Today, unlike before, cancer treatments are planned with equal importance
given to the patient‟s quality of life. The strategies used in the surgical
management of cancer are also changing gradually. At HCG Panda Cancer
Hospital, once surgeries come with numerous advantages such as organ
preservation, shorter hospital stay, reduced morbidity and fewer treatment-
related complications. Following are services offered by the surgical oncology
department:
 Head & Neck Surgeries
 Reconstructive Surgeries
 Gynae Onco Surgeries
 Breast Surgery
 UroOnco Surgeries
 Ortho Onco Surgeries
 GI Onco Surgeries
 Other Onco Surgeries
Radiational oncology
Radiation therapy is a non-invasive cancer treatment approach and is aimed at
destroying cancer cells in a specific area. The radiation could be delivered either
externally (from a linac) or internally (by placing a radiation source inside the
body – brachytherapy).
HCG Panda Cancer Hospital is the only centre in Odisha with two cutting-edge
linear accelerators, which are Varian‟s True Beam and Elekta‟s Versa HD along
with a brachytherapy unit. Our radiation oncology department is supported by
highly qualified & experienced clinicians, technologists and paramedics to cater
to the needs of all our patients. Following are the different radiation therapy
techniques that are being given at HCG Panda Cancer Hospital:
 Image-guided RT (IGRT)
 Intensity-modulated RT (IMRT)
 3D Conformal RT (3D CRT)

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  HDR Brachytherapy
 Stereotactic Radiotherapy (SRT)
 Stereotactic Radio-surgery (SRS)
 Stereotactic Body Radiation (SBRT)
 Rapid-Arc Radiotherapy
 Anaesthesia supported Paediatric RT

Medical Oncology
The medical oncology department at HCG Panda Cancer Hospital works
towards preventing, diagnosing and treating cancers systemically by adopting
value-based treatment protocols and customised multimodal therapies. Here are
the key services offered under medical oncology:
 Neoadjuvant Chemotherapy
 Adjuvant Chemotherapy
 Day Care Chemotherapy
 Targeted Therapy
 Palliative Care
Infrastructure of HCG Panda Cancer Hospital
This 116-bedded full-fledged cancer centre is equipped with all major oncology
facilities and is made capable of delivering comprehensive cancer care.
HCG Panda Cancer Hospital is the prime centre in the state with 3 modular
operation theatres with all ultramodern equipment.
We have a well-equipped day care chemotherapy ward that is made capable to
offer an extensive range of formulary for all oncology needs.
HCG Panda Cancer Hospital has an ultra-modern ICU that is equipped with the
latest technology for critical care management with dedicated intensivists round
the clock.
Palliative care department is also set up at the centre to support symptom
management among terminally ill cancer patients and help improve their quality
of life.
We have dedicated unit managers and helplines to ensure that all our patients'
treatment requirements are met, and they complete their cancer journey without
any hassles.

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The centre has a dedicated once emergency unit to provide immediate critical
care services.
The in-house cafeteria serves fresh and nutritious food to the patients,
caregivers and visitors.

Awards and Accolades

2021: Three centres for the HCG network, namely Bangalore, Mumbai and
Vadodara bagged 1st ,3rd and 6th positions under the National single.
Speciality-Oncology category in the Times Health‟s All India Critical Care
Hospital Ranking Survey 2021.
Milan has been recognised as “The Best Fertility and IVF Chain in India‟ by ET
Healthcare Brands.
2020: During the 6th India Health and Wealth Awards in 2020, Healthcare
Global Enterprises Ltd was recognised for its efficient COVID management
initiatives. During the 6th India Health and Wealth Awards In 2020, HCG
Hospitals, Ahmedabad was honoured with the Silver Award under the COVID
care brand category.
In 2020, HCG EKO Cancer Centre, Kolkata was chosen to be the Centre of
Excellence for Oncology‟ by The Time of India.
2019: Milan has been honoured with The National Icon Award 2018-19 for
being India‟s Most trusted IVF Centre.
2018: HCG Hospitals, Bhavnagar was recognised as the Best Multispeciality
Hospital in Bhavnagar by Saurashtra Samachar in 2018. HCG cancer centre,
Ahmedabad was award as the Best Cancer Hospital by DivyaBhaskar in2018.
2017: HCG-The Specialist in cancer care has been presented with the
prestigious title of the Best Medical Tourism centre of Gujarat during the
Tourism Awards 2017 event.
2016: The HCG network was ranked second in India and 1st in the south India
region and Bengaluru for cancer care in the times Health All India Critical Care
Hospital Ranking Survey 2016.

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2015: HCG was recognized by the department of scientific and industrial
research, ministry of science and technology, government of India in 2015 for
its in-house research and development activities at HCG Towers, Bengaluru.
At frost and Sullivan 7th Annual Indian healthcare excellence awards in 2015,
Millan was recognized as the emerging IVF service provider company of the
year.

Talent acquisition at HCG panda cancer hospital

Talent acquisition refers to the prosses employers use for recruiting, tracking
and interviewing job candidates, and on boarding and training new employees.
At HCG it is usually a function of the Human resource department (HRD).
Scope:
Effective talent acquisition is the foundation for an efficiently working
organization. Here all the are to be based on an assessment of a candidate‟s
ability to perform his/her workplace responsibilities and the ability to develop
during his/her employment with HCG Panda cancer hospital.
It is HCG Panda cancer hospital policy to deal with all applicants with courtesy,
respect. It is applicable for all level staff in the organization.
It is based on pre-defined criteria.
Purpose:
The HR function owns the talent acquisition process. To ensure that this critical
function is delivered in an efficient and cost-effective manner, HR will:
Lay down procedures and appropriate selection process in consultation with
management and reporting managers, including written tests and personal
interviews.
After selection and sending offer letter to the selected candidates.
Then for the joining whatever document needed collect those from the new
joinees. Then give them appointment letter.
After joining within 3 days HR should conduct all the induction and training
programs for them.

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Then after 3 month of training again new employees will give a exam to know
how much they have learnt from the training.
After that day will join their respective allotted department.

Chapter-3
Training Objectives

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Objective:
This policy aims to:
Outline the company‟s principles regarding talent acquisition of individual for
employment with HCGPCH. Provide appropriately qualified staff to meet the
long-term needs of the business.
Enable business to run with the optimal number of well qualified staff and be
consistent with high standards for service.
What is the difference between Recruitment and Talent
Acquisition?
Talent Acquisition means a view of not only filling positions, but also
utilization of the candidates and their skills that come out of a rigorous
recruiting process as a means to fill similar positions in the future also.
These future positions can be identified today by looking at the succession
management plan, or by analysing the history of attrition for certain positions.
This makes it easy to predict that specific openings will occur at a pre-
determined period in time.
In few cases of Strategic Talent Acquisition, clients will recruit today for
positions that do not even exist today but are expected to become available in
the future.
Taking the long-term strategic approach to talent acquisition has a huge impact
on how an approach is made to a candidate.
Recruitment – In this résumé are invited for a vacancy
Selection - Screening of only relevant or best matching candidates.

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Hiring process - Time frame from the period of requisition of man power being
made till the person actually joining.
Talent Acquisition professionals understand that each talent has something of
value to offer. They also build relationships with the best of the talent that lead
to more successful networking, more referrals, more business and an amazing
give and take of expertise, knowledge and information.
Recruiting takes tremendous effort. Talent acquisition takes efficient and
productive processes that are easy to use and candidate centric.
The identification, relationship building and selection of people who possess
special, creative/technical skills and who can influence, contribute to and/or
drive revenue to our business by exerting extraordinary effort, exercising strong
relationship management in present or in future could be considered as TA.
Recruitment is a linear process, where employers source candidates for the
existing vacancies currently available. This approach is reactive in its nature,
thus leads to increased time-to-hire and cost-to-hire. At times organizations
compromise even on quality in order to manage cost and time.
As specified above Talent Acquisition is ongoing cycle of process that start by
building Employer Brand, communication of Employee Value Proposition and
ongoing relationship with targeted Talent segments. This approach leads to the
development of talent pools and talent pipelines eventually creating sustainable
talent supply chain. This leads to more strategic nature of the approach and
significant improvements across all Recruitment KPIs.
The term Talent Acquisition (TA) is often used synonymously with Recruiting.
However, these are two very different things. Recruiting is a subset of TA, and
includes the activities of sourcing, screening, interviewing, assessing, selecting
and hiring. In some organizations this extends to the early stages of onboarding,
which then becomes a shared responsibility between HR and the hiring
manager, with support from the learning organization.
Talent Acquisition Planning & Strategy – This ensures business alignment,
examines workforce plans, requires an understanding of the labor markets, and
looks at global considerations.
Workforce Segmentation – It requires an understanding of the different
workforce segments and positions within these segments, as well as the skills,
competencies, and experiences necessary for success.
Employment Branding – This includes activities that help to uncover,
articulate and define a company‟s image, organizational culture, key
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differentiators, reputation, and products and services. Employment branding can
help advance the market position of organizations, attract quality candidates and
depict what it is truly like to work for that organization.
Candidate Relationship Management – This includes building a positive
candidate experience, managing candidate communities, and maintaining
relationships for those candidates who are not selected at present against a
particular skill set, but have few more skills.

Metrics & Analytics – It is the continuous tracking and use of key metrics to
drive continuous improvement and to make better recruitment decisions, to
ultimately improve the quality of hire.
Within each of these core elements of TA there are many other sub-activities
and best practices. And, of course, the selection of tools, technology and
outsourcing partners is a key element of a company‟s talent acquisition strategy.

In other words, a leadership program is to leadership development what

recruiting is to talent acquisition. Alone, neither will drive their highest value to
the business.

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Talent Acquisition of senior professional staff’s at HCG Panda
cancer Hospital
•At HCGPCH total 57 senior medical professionals present including (Medical
director, head of department,attending physician,fellow, resident, chief resident,
senior resident, junior resident, interns). To maintain a hospital smoothly a
proper talent acquisition of these professionals is very necessary.They are the
large success of any hospital.
Roles of the senior medical professionals:
1. Medical Director
The directors of a hospital are industry leaders in charge of overseeing every
single physician on the staff. Medical directors establish good practices and
policies for the institution with the goal of high-quality patient care in mind.
Every aspect of outpatient and inpatient care is coordinated by these directors.
Each and every physician in a hospital answer to these professionals.
2. Head of Department
When you work at a hospital, the doctor responsible for a patient‟s treatment
plan is the attending. There may be times when your attending is too busy or
preoccupied to answer your questions.
In that case, you need to go to the head of the department associated with the
issues. IE, the head of orthopaedics or head of paediatrics.
3. Attending Physician
Every pre-med should understand that the senior doctors in a hospital are the
attending physicians. They are responsible for the major decision-making
related to a patient‟s treatment.
These doctors are fully trained, with at least three years of residency training
under their belts. Depending on their specialized fields, they may or may not
have passed board exams related to those specialties.
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4. Chief Resident
This person works at the highest senior level for all residents. The chief resident
is in charge of directing the activities of all the other residents at the hospital.
Chiefs act as the immediate “bosses” of the lower-level residents. To become
chiefs, they must have already completed three years of their residencies.

5. Senior Resident
Right up under the chief is the senior resident. Generally, this doctor is in the
third year of residency.
6. Junior Resident
Just below the seniors are the junior residents. These doctors are generally in the
second year of their residencies.
7. Intern
Once a student has graduated from medical school and started a residency, this
doctor is called an intern. At some hospitals, they are referred to as first-year
residents.
Although interns do have medical degrees and are referred to as doctors, they‟re
not licensed to practice medicine without supervision. They must be supervised
by senior residents or senior MDs when working with patients.

30
 Chapter-4
Data analysis and interpretation

31
 DATA ANALYSIS AND INTERPRETATION

01) Does the job use your skills and abilities effectively?

Effect % 0%-15% 15%-65% 65%-100%

Doctors 20 50 30

32
Interpretation:
In the above analysis 20 doctors have 0-15% skills and abilities ,50 doctors have
15-65% skills and abilities,30 doctors have 65-100% skills and abilities.

02) Are there enough opportunities for you to learn new skills and develop
professionally?

Percentage
0%

10%
30%

Excellent
Adequate
poor
60%

Percentage 10% 60% 30%

Grade Excellent Adequate poor

Interpretation:

33
In the above analysis 10% doctors have learned excellent skills,60% doctors
have learned adequate level skills, 30% doctors have learned poor level skills.

03) Does this type of work satisfy you at this point in your career?

40

35

30

25

20

15

10

0
16% 24% 32% 28%

doctors

Satisfied% Doctors
16% 30
24% 15
32% 35
28% 20

Interpretation:

34
In the above analysis 30 doctors have 16% satisfied in their career,15 doctors
have 24% satisfied in theircareer, 35 doctors have 32% satisfied in their
career,20 doctors have 28% satisfied in theircareer.

04) Do you find there are enough opportunities for promotions or carrier
advancement with your hospital?

50% 24

25% 26

25% 50

0 10 20 30 40 50 60

doctors

Doctors 50 26 24

Promotions 25% 25% 50%

Interpretation:

35
In the above analysis 50 doctors know that they will get 25% promotions,26
doctors know that they will get 25% promotions, 24 doctors know that they will
get 50% promotions.

FUNCTIONAL DEPRTMENTS OF HCGPCH

➢ HUMAN RESOURCE MANAGEMENT

➢ MARKETING
➢ FINANCE

➢ OPERATION
➢ BILLING

➢ BRANDING
➢ FRONT OFFICE

➢ PHARMACY
➢ PATIENT CARE COORDINATOR

➢ NURSING
➢ CONSULTANT

➢ ASST. CLINICIAN

➢ RESIDENT MEDICAL OFFICER

➢ STORE AND PURCHASE

➢ FOOD AND BEVERAGE

➢ SECURITY
➢ HOUSE KEEPING

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LOSSES DUE TO DELAY IN TALENT ACQUISITION
PROCESS
➢Target not achieved.
➢Delay in daily work.
➢Reputation of hospital is being hampered.

➢It affect the turnover the most

Chapter-5
Findings and Suggestions

37
 TALENT ACQUISITION DELAY REASONS &
FINDINGS
Here at HCGPCH i found that most of the senior medical professionals are not
happy or satisfied with the talent acquisition process and I also found few
reasons why are these problems happening.
 Most frequently employees are leaving:
As I have observed at HCG most frequently employees are leaving the
organisation for various reason like they are not happy with the organization‟s
pay scale, schedule, overwork, not proper guidance, not getting proper
recognition etc. .so it is difficult to hire new employees overnight.
 HODs are not informing about the shortage of employees on
time to the HRD
As employees are leaving organisation without any information so definitely
there is shortage of employees. And this should be informed by their respective
HOD‟s to the Human Resource Department for the new employees immediately
but i have observed that they are not informing about that in time.

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 SUGGESTIONS
After finding all the delay reasons there are certain issues from each
department. So, these issues needed to be observed carefully.
 HCGPCH should start taking these problems seriously rather than
lightly.
 They should start appreciate their employees by giving them
rewards or recognition for their jobs.
 Should hire more efficient paramedic person who will stay at
organisation for a longer time period.
 As there is a shortage of HR persons, they should hire more person
who‟ll take of talent acquisition process.
 During the time of joining, they should give proper training to the
new joinees so that that will be easy for them to work at HCGPCH
smoothly.
 As now a days covid is the biggest issue for which paramedic
staffs are not working, so to avoid those problem they should come with a
new verified rules regulations pay structure to attract candidates more.

39
Chapter-6
Conclusion

40
 CONCLUSION
I have worked on HCG Panda cancer hospital, Cuttack as a trainee under the
HR Department under the guidance of Mrs. Subrata Ray(Manager HR). During
my project I have learned a lots of things. I collected various data on the basis
of HR department. I also came to know about various factors associated with
this, I came to know about various different rules and regulation as wellas some
of the procedure of particular department. All the management team and the
employees also the technicians coordinate with me very well and they help me a
lot during thetime.
I shall be grateful if this study and findings prove beneficial to the hospital
services anyway.
It not only depends on the HRD but the management needs to interfere so that
everything can be monitored closely and effectively.

41
 Chapter-7
Bibliography

42
 BIBLIOGRAPHY
References: -
 Employee handbook (HCG Panda Cancer Hospital)
 Standard Operation and Procedures (HCG Panda Cancer Hospital)
 HR Policy Book (HCG Panda Cancer Hospital)
Websites: -
https://in.worldorgs.com/catalog/cuttack/doctor/hcg-panda-cancer-hospital
https://www.credihealth.com/hospital/hcg-panda-cancer-hospital-cuttack/doctors
https://www.smartrecruiters.com/resources/glossary/talent-acquisition

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 Chapter-8
Annexure

ANNEXURE
QUESTIONNAIRE FOR THE DEPARTMENT SENIOR
PROFESSIONAL STAFF’S
NAME-

44
DESIGNATION-
DEPARTMENT-
YEARS OF WORK EXPERIENCE-
YEARS OF EXPERIENCE AT HCGPCH-
Please tick /answer the following questions:
1. Dose the job use your skills and abilities effectively?
2. Do you find there are enough opportunities for promotions or carrier
advancement with your hospital?
3. Are there enough opportunities for you to learn new skills and
developprofessionally?
4. Does this type of work satisfy you at this point in your career?

45